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Corporate social responsibility 2013 Bovis Homes Group PLC
www.bovishomesgroup.co.uk
Corporate social responsibility
Contents03 Welcome from the Chief Executive
04 About us
05 Our approach to CSR
07 Sustainability in our homes and communities
08 Designingourhomestomeetourcustomers’aspirations
11 Sustainability in our business
12 Operatingefficiently
13 Deliveringhealthandsafety
15 Protectingtheenvironment
16 Engagingwithstakeholders
19 Supportingourstaffinsuccess
21 Corporategovernanceand
ethicalconduct
22 CSR performance measures
25 Contact details
Thisreportisonlyavailableasapdfdownload
I am proud of the Group’s overall performance last year
and would like to thank all staff for their contributions and
commitment. As a business we performed well in a challenging
UK housing market and delivered significant profit growth,
while investing strongly in consented land. We saw a 15%
growth in legal completions to 2,355, of which 1,854 were
private and 501 were affordable homes.
We are a growing business, as a result of the Group’s
successful land acquisition strategy, which allows an
expansion in activity without the need for an improvement
in market conditions. That growth brings with it challenges
within CSR that we have been quick to address to ensure we
maintain our high level of performance in this area.
Our new Portfolio housing range was introduced in 2012 and
is available on our new active sales outlets and I am delighted
with our customers’ positive reaction. As well as being cost-
effective to build and meeting, where required, the Code for
Sustainable Homes, our ‘fabric first’ approach, as explained
later in this report, makes our homes highly energy efficient.
This reduces emissions, and supports the industry’s drive
towards enabling new homes to be ‘zero carbon’ from 2016.
Meanwhile our new designs are meeting customers’ aspirations
and our all-inclusive specification helps to satisfy these.
The measurement and reporting of waste received a great
deal of attention during 2012 and I visited a number of sites
during the year looking to review our progress. We have
established a broadly consistent approach to waste across the
Group and have moved onto the identification of variations
in site performance across the regions, with a view to
delivering improvement.
With this in mind, quarterly performance data will be reviewed
at both site and regional level and this should help to narrow
the performance range and support objective and target
setting. During 2012, we reduced active waste to an average
of 3.1 tonnes generated per plot of notional build, from 4.1
tonnes in 2011, with the best sites performing significantly
better than average.
We set some stringent targets for our 2012 health and
safety performance, and I am pleased to report that they were
all achieved. This is testament to the commitment of our site
teams and subcontractors and should be seen in the context of
the Group’s expansion and the opening of a large number of
new sites with demanding build programmes. We also
achieved targets set for the five-year period 2008 to 2012,
demonstrating a sustained level of improving performance over
this period. The business can be justly proud of its
achievements and we look forward to the challenge of
continuing this progress.
This CSR report focuses on the key areas of our 2012
performance and supporting information is available through
our corporate website. As in previous years, our published
performance data in this report has been audited and verified
by our Internal Audit Department, using recognised audit
testing and procedures.
I welcome your comments on our CSR performance
and you can provide feedback by email via
David Ritchie
Chief Executive
22 February 2013
Welcome from the Chief Executive 03
David Ritchie, Chief Executive
This is our 12th corporate social responsibility (CSR) report and we are delighted to present the progress we have made during 2012.
About us 04
First established in London in 1885, by Charles William Bovis,
the Group is proud of its reputation and history. It entered
the private housing market in 1965 and was floated on the
London Stock Exchange in 1997.
A member of the FTSE 250 Index and a longstanding member
of the FTSE4Good Index, the Group operates across England
and Wales, with a total of 670 staff and each region being
responsible for a number of sites.
The house building sector comprises eight quoted companies
and Bovis Homes is among the smaller capitalised stocks.
The industry also contains a large number of smaller house
builders which operate as private companies.
In 2012 we legally completed 2,355 homes, of which 1,854
were private and 501 were affordable homes. The average
sales price of these homes was £170,700. We operate a
regional structure across the UK and at the end of 2012 we
were operating from 90 active sales outlets. Our regional
teams in Central, South West and South East are based in
regional offices. Our staff include specialists from a wide range
of professions and we have a well developed in-house resource
that allows us to deliver high quality results across
the range of our activities.
These activities range from land identification and
acquisition, development design, planning, procurement
from subcontractors and suppliers, to the house building
phase, marketing, sales, and the provision of after care for
our customers. All these stages are undertaken by Bovis
Homes, with the construction of our homes being completed
by experienced subcontractors under the overarching
management of our skilled site teams.
We pride ourselves on our attention to detail in the design and
build processes and we focus on providing a product range
that is broad and flexible, supported by excellent customer
service. We are a ‘5 star’ housebuilder, which is the highest
rating awarded by the Home Builders Federation in their
independent customer satisfaction survey.
Importantly, the designs of our homes continue to evolve and
adapt to meet the changing needs of the market, the customer
and the environment in which we build.
Our range includes attractive apartments through terraced
homes to large detached family homes.
We recognise the importance of working with our public sector
partners to provide affordable, quality homes to the highest
standards and we continue to work closely and in partnership
with a wide range of housing associations, councils and
other public sector agencies on a number of schemes, often
requiring detailed consultations.
Building quality; delivering value
Bovis Homes is one of the UK’s leading national housebuilders with an enviable reputation for quality homes with high specification and excellent sustainability and customer service.
Our approach to CSR 05
Our CSR priorities are clearly
linked with the direction of
our business in achieving its
growth strategy and objectives
Scientific consensus points to the need to slow the rising level
of CO2 and other greenhouse gases in the atmosphere. Bovis
Homes believes that an integrated CSR strategy and strong
sustainability performance adds value for all its stakeholders,
in addition to implementing climate change mitigation and
adaptation strategies appropriate for the Group. Our emissions
come from office and site team accommodation, plus business
travel, whilst our house building activity is carried out by our
sub-contractors, who share our values. Our commitment to
improve our sustainability performance derives from a desire
to deliver ongoing cost savings though efficiency gains, linked
to reducing emissions, and our reputation as a responsible
company and employer is equally important to us.
We have prioritised: (i) our health and safety performance to
keep our employees and sub-contractors safe; (ii) improvement
in the efficiency of resource utilisation in housebuilding,
reducing waste; (iii) designing products to improve the life-long
operational efficiency of our homes; and (iv) the creation of
sustainable living environments that enhance biodiversity and
protect the environment.
Our CSR priorities are determined so as to be clearly linked with
the direction of our business in achieving its growth strategy
and objectives. Our management team then ensures they
are cascaded and embedded in our operations and, through
communications with staff, establishes a strong connection to
the overall success of the business.
Our CSR policy, available on our website at
www.bovishomesgroup.co.uk, is managed by the Group
Executive Committee (‘GEC’), which meets monthly, chaired
by David Ritchie, Chief Executive. The GEC comprises directors
from across the business with both operational and functional
responsibilities.
This breadth of knowledge and experience ensures that
initiatives and their implementation benefit from a range
of viewpoints. Ultimate responsibility for sustainability and
climate change policy lies with the Board of Bovis Homes
Group PLC and the Chief Executive as the nominated director.
Our CSR programme improves standards of health and safety,
improves the performance of our homes, reduces waste and
use of precious natural resources, and protects, conserves and
enhances the environment.
Supporting the CSR policy are other policy documents
covering health and safety, the environment, ethics and
conduct, equal opportunities and whistleblowing, all of which
are reviewed annually and are available on our website at
www.bovishomesgroup.co.uk.
Our approach to CSR 06
Corporate social responsibility
We aim to be responsible, accountable and ethical in the way that we conduct our activities and to recognise the obligations and shared expectations that corporate social responsibility brings.
Sustainability in our homes and communities 07
We are always looking to
assess how we can help satisfy
our customers’ needs, as
well as reducing our own
environmental impact
We have found that buyers are becoming increasingly aware of
the benefits of new homes, from their energy efficiency which
offers residents the opportunity to reduce their CO2 emissions
to the sustainability of the materials used and the improved
level of security a new home can offer over an older property.
As a respected national housebuilder we naturally continue
to assess the measures we can take to help satisfy our
customers’ needs, as well as reducing our own environmental
impact.
We, therefore, continue our strategy of ensuring that the
homes and developments we design, build and offer to our
customers provide sustainable and attractive environments in
which they can work and relax.
Our new range of Portfolio homes has been very well received
by customers, with attractive elevations, stunning bathrooms
and ensuites, high quality kitchens with integrated appliances
and well thought-out internal space.
And while these features meet our customers’ aspirations,
we have also reduced the amount of resource and materials
required to ensure this new range is both cost-effective to
construct and sustainable.
Portfolio homes feature many standardised components and
designs to increase efficiency and reduce wastage. They also
benefit from well-designed internal layouts for our customers
to enjoy living in, with a pallet of external fenestrations to
create attractive and appealing communities and street scenes
for local residents to appreciate.
Following earlier trials, we have now fully introduced door kits,
which reduce decoration and waste on site, as well as LED
downlighters, which use less energy in bathrooms and kitchens,
and fully-finished GRP (Glass Reinforced Plastic) external door
sets, which require no finish on site. Meanwhile we continue to
trial pre-formed roof panels that reduce the time to construct
the roofs and minimise waste.
We have also reduced the number and type of aircrete blocks
used in our homes to further minimise waste and handling.
Working towards low-carbon homes
The UK Government’s target to make all new homes zero
carbon from 2016 is one of the most stringent in the world,
demanding as it does that all emissions from the home,
including the activities that take place within it, must be net
zero over the course of a year.
We have worked with Government departments and bodies,
including the Department for Communities and Local
Government (DCLG) and the Zero Carbon Hub, to assist in the
development of an appropriate definition for ‘zero carbon’ that
would reflect the ambition of the 2016 target, while being
technically achievable and cost-effective for housebuilders.
The new proposals recommended through this work take a
flexible approach and promote energy saving, firstly through
improving the fabric of a new home before looking at on-site
renewable energy generation to a Carbon Compliance level.
Thereafter a range of additional, mostly off-site solutions (called
Allowable Solutions), would be made available to housebuilders
as ways to meet the zero carbon standard.
Through our work with industry and Government we have
helped to define this more realistic and workable definition of
Zero Carbon Homes. The main focus of our external work over
the last 24 months has been around practical implementation
and supporting policies – CarbonComplianceandAllowable
Solutions.
Sustainability in our homes and communities 08
Designing our homes to meet our customers’ aspirations
We recognise that in buying a home our customers are making one of the
biggest purchasing decisions of their lives and that in doing so they are
rightly keen to exercise a high level of choice.
The Government stated in the Budget of 2011 that the home
building industry should be responsible only for ‘regulated
energy’ measures, and we will continue to work with our
customers to raise awareness of energy efficiency measures for
discretionary or ‘unregulated’ energy use. (See graphic right).
We await a response from Government to recent consultations,
both on the Carbon Compliance level in 2016 and the
important interim measure in 2013, which are the changes to
Part L Building Regulations – ConservationofFuelandPowerin
NewDwellings.
Our approach to 2016
We were an early adopter of the ‘Fabric First’ approach to
energy efficiency, designing our homes to be highly efficient
and concentrating first on reducing the demand for space
heating and hot water heating.
In our work with the Zero Carbon Hub and the Home
Builders Federation, and as a member of the Timeline Group,
we continue to raise concerns that two issues may impede
progress towards the 2016 objective: the need for the Standard
Assessment Procedure (SAP) to be developed to aid design and
demonstrate compliance, and the need for further progress on
Allowable Solutions.
Only when we have considered the optimum technical and
commercial parameters to improve the design should we turn
to renewable energy technology or ‘bolt-on’ services.
We believe in this approach for a number of reasons:
• Any built-in fabric improvements last for the lifetime of
the home.
• The approach is ‘energy-blind’, and therefore not subject
to external influences such as changes in Government
policies (eg feed-in tariff, the Renewable Heat Incentive) or
fluctuations in energy pricing or availability.
• Homeowners do not have to interact with fabric
improvements – they are technologically ‘light’ and require
no maintenance or real understanding from owners of
how it operates.
• It tackles the highest use of energy first - space heating.
We continue, therefore, to promote this principle and note its
endorsement through Zero Carbon Hub reports and proposals
to Government when proposing the Zero Carbon Hierarchy.
The Fabric First principle involves:
• Improvements in the fabric of our homes in walls, floors,
roofs, windows, and doors.
• Installing higher levels of insulation materials in our walls
and loft spaces.
• Enhancing the thermal performance of construction
junctions to reduce heat loss and cold bridging.
• Improving permeability to control unnecessary heat loss.
• Improving the efficiency and performance of
ventilation systems.
Sustainability in our homes and communities> continued
09
Typical energy use in the home
Diagram showing the amount of regulated energy use in the home.
Fixed lighting 9%
Hot water 22%
Space heating 27%
Pumps/fans 3%
Unregulated 39%
10Sustainability in our homes and communities> continued
These measures improve the performance of the home, reduce
CO2 emissions and, operated correctly, will last the lifetime of
the home.
Having our own in-house resource means we continue to
model and test numerous designs to calculate the optimum
energy efficiency level. We can also research and minimise
carbon emissions with an ongoing programme as new
products, materials and services become available and changes
are made to Regulations or SAP.
This programme has helped us to continue to improve the
performance of the homes we design and to identify areas to
reduce costs, while achieving high sustainability standards.
We have in-house energy assessors, SAP assessors and
Code for Sustainable Homes (CSH) assessors, which gives us
the skills, experience and knowledge to appraise our designs on
an ongoing basis.
We have demonstrated that we can achieve these levels
technically and practically using our existing skilled workforce and
adopt the designs and products that are proven to perform.
We will continue to develop these designs and examine
how much further we can reduce carbon emissions while
retaining commercial viability and being consistent with our
customers’ needs.
In 2012, our average standard housetype achieved an Energy
Efficient Rating of (B) and an Environmental Impact Rating of
(B), demonstrating both the high efficiency and low impact on
the environment of our schemes and homes. The UK average
Energy Efficiency Rating is (E) whilst in England and Wales it is
slightly higher at (D)*.
(*SourceDECCReportGreatBritain’sHousingEnergyFactFile2011)
War on waste
In 2008 we committed to reducing the waste we send to
landfill by half by December 2012. We are pleased to report
that we have met this objective and calculate that we now
send approximately 0.26 tonnes to landfill for each home built,
against our target of 5 tonnes for 2012.
Our actions during 2012 which contributed to this progress,
include recycling all inert material on site, returning some
23,000 timber pallets back to suppliers and manufacturers,
recycling 1,400 tonnes of plasterboard back to British Gypsum
and sending several thousand paint cans back to Dulux.
Our 2008 analysis of waste also indicated 10.7 tonnes of waste
was being produced for each home constructed. Through our
positive intervention, this has been reduced by nearly 45% to
under 6 tonnes per home built in 2012.
We look to build on this good progress and are establishing
targets for both the year ahead and the medium term.
Progress in future years will come from further site waste
prevention strategies and a collaboration with our supply chain
which seeks to remove waste at source.
Water conservation
Water is a precious natural resource and sustainable control at
a national level is essential to protect the environment and to
meet current and future demand. Factors such as population,
household size, economic growth and affluence affect how
much water is used. Climate change also comes into the
equation, making it important that we provide and adopt more
efficient water use.
We remain keenly aware of the need to preserve our finite
water resources and to increase the efficiency of water use in
our homes.
Just as important, though, is the need to help improve water
use in the home by the residents and to raise awareness of the
features included as standard in many of our new homes that
reduce water demand while minimizing the cost of water to
our customers.
The introduction of water butts to many of our houses,
providing recovered rainwater that can be used in the garden is
one simple step we have taken. We also continue to work with
our sanitary ware and appliance manufacturers to specify highly
efficient, low water-use appliances and fittings as part of the
ongoing drive to reduce water consumption.
Low-flush WCs and restricted-flow baths and basin taps are
now commonly specified in our homes and in our Portfolio
range all house types have over-bath showering to give our
customers the opportunity to reduce water consumption.
In meeting the increasingly challenging levels of water
consumption, we remain committed to providing our customers
with the safety, satisfaction, reliability and water quality they
have come to expect from a new Bovis Home.
Sustainability in our business 11
Delivering cost savings which
reduce emissions and mitigate
climate change impacts offers
a double incentive
Operating efficiently throughout our business is a key objective
for Bovis Homes in reducing our impact on the environment.
We also want to ensure that staff and sub-contractors are
protected and accidents and incidence rates are progressively
reduced against targets year-on-year.
We engage with our stakeholders to ensure a commonality of
approach and understanding and we facilitate the development
of maximum potential in our staff. This is all undertaken within
a framework of effective corporate governance and transparent
ethical conduct.
Operating efficiently and reducing carbon emissions to
minimise environmental impact assists in delivering our cost
control and reduction strategies. Awareness of energy use and
the savings available has been increased in regional offices and
on sites using presentations and guidelines.
Our emissions are monitored and operational performance
targets to reduce the Group’s overall energy consumption
have been set, linked to a range of initiatives, including energy
campaigns and energy-efficient working methods. New energy
efficient boilers have been installed in the South East regional
office and computer equipment is being updated across the
Group, reducing electricity demand. Data collection in respect
of emissions is being extended to include our active sales
outlets and to gain a greater understanding of the overall
financial impact. Delivering cost savings which reduce emissions
and mitigate climate change impacts offers a double incentive
and our staff are instrumental in pursuing this approach.
Regional offices
Energy issues in regional offices are the responsibility
of the regional Managing Director, including meeting
performance targets for gas, electricity and water use and
the implementation of initiatives to reduce consumption. All
regional offices have water meters and staff are encouraged to
contribute energy-saving ideas and run campaigns to help meet
energy reduction targets.
Sites
Energy use on sites falls under the remit of the site manager,
who is responsible for implementing site energy and water use
guidelines and improvements in working practices.
Business travel
Operating in the UK, business mileage is the main source of
the Group’s travel expenditure and measures are in place to
reduce journey frequency and mileage covered. The size of the
car fleet is controlled, video-conferencing facilities are provided
in all regional offices, accessed via an electronic booking system
that maximises its use, and staff are required to restrict business
mileage to essential journeys. A duty of care booklet has been
issued which requires staff to take regular rest breaks when
undertaking longer journeys. Meanwhile our fleets of sales cars
and customer care vans have energy saving features.
Emission reduction targets
As previously reported, 15% reduction targets, in total,
were in place for the period 2009-2012 for electricity, gas,
business mileage emissions and water use with 2008 set as
the base year. At the end of this period, we had achieved
these reductions for electricity, gas and water use, but not
for business mileage, which did show a reduction during the
interim period.
We will set a new reduction target for 2014-2017, with
2013 as the base year, to align with new GHG reporting
requirements.
Waste in our offices
All of our offices seek to reduce waste and have paper,
card and print cartridge recycling facilities. Electronic
communications continues to reduce dependency on printing
and recycled paper is used throughout the Group.
Sustainability in our business> continued
12
Operating efficiently
We always aim to operate efficiently, minimising the energy and water we
use in our operations, and to deliver on health and safety objectives.
Our five year strategy concluded in December 2012 with our
having achieved a RIDDOR (Reporting of Injuries, Diseases and
Dangerous Occurrences Regulations) accident rate better than
the available Health and Safety Executive (HSE) construction
industry measure, and ahead of those achieved by many of our
peer group.
Striving to do moreNevertheless, making Bovis Homes a safer place continues
to be the primary focus of our drive for health and
safety improvement. While we take satisfaction from the
significant progress made, we remain aware that individuals
have the potential to suffer harm as a consequence of our
activities. Accordingly, we must continue to strive to further
reduce the risk of injury or ill health for the benefit of
employees, contractors and the general public.
Health and safety risk managementHealth and safety risk management remains a key principle
upon which our success is founded. The practice of good
risk management, which has been instrumental to our safety
improvement, is also being utilised to address appropriate health
risk in a pragmatic and proportionate manner.
This, together with strong health and safety leadership, helps to
engage employees and contractors in the challenge of ensuring,
‘there is nothing that we do, which is so important that it cannot
be done safely’.
A substantial contribution to health and safety is both demanded
of, and delivered by, our leadership and senior management
team. Our Chief Executive retains PLC board-level responsibility
for health and safety such that the importance of leadership in
this area comes from the very top and is directed throughout the
business.
While efficient and effective health and safety controls can
be enforced from above, we still wish to ensure that everyone
contributes to safety and it is a responsibility they all share.
By looking after our employees, we encourage them to
look after both themselves and others for whom they
have responsibility.
Health and safety risk, measured through a programme of independent inspections by our safety advisors, the National House Building Council (NHBC) Health & Safety Services, has seen an 87% reduction in absolute terms from a score of 4.715 in 2005 to 0.612 in 2012. At the end of 2012, our performance remained substantially ahead of the sector indicator, the NHBC All Builder Average (ABA) by some 67% (1.811).
We aimed to reduce RIDDOR and minor accident incidence rates by 15% year-on-year over a five-year period ending in 2012. The measurement starting point was a RIDDOR incidence rate of 945 and a minor accident incidence rate of 7,498 (2007 base year).
Our 2012 targets comprised a RIDDOR incidence rate of 400 and a minor accident incidence rate of 3,300. We are pleased to report that we achieved incidence rates of 311 and 2,825 respectively.
We have now set targets to 2017 comprising a RIDDOR incidence rate of 225 and a minor accident incidence rate of 1,826 for the end of 2017. We report on our performance on page 22.
Meanwhile Site Manager at St George’s Park, Scott Lawson, became the 2012 winner of the Bovis Homes Group Health and Safety Awards and accepted the honour at the development in Stafford from Chief Executive David Ritchie and Group Development Director Michael Black (pictured above).
Leadership-driven culture delivers performanceVisible, impactful health and safety leadership is a key attribute of all of our management team, irrespective of their position within the organisation.
To ensure this type of leadership within all aspects of our business, the programme of directors’ health and safety site visits continues to be pursued. This not only focuses upon construction activity but also provides an opportunity to reinforce the required safe behaviours in the predominantly solitary working environments of sales and customer care.
Sustainability in our business> continued
13
Delivering health and safety
We have made more good progress in the area of health and safety
during 2012, meeting all the health and safety targets established
in our five-year improvement strategy.
Office activities and landholdings are also included within
the programme, ensuring all aspects of our business receive
appropriate attention. This is further enhanced through a site
award scheme that provides regular recognition and positive
reinforcement of good health and safety management.
This process culminated in sites nominated by the regions
being inspected by a judging panel consisting of the Chief
Executive and other executive directors to identify the best
performing site in each region and an overall Group winner.
While the current emphasis remains on health and safety
leadership, and appropriate leadership behaviour, we continue
to develop our health and safety culture into a ‘just culture’.
This means open communication channels and recognition, or
consequences, to support appropriate behaviour at all levels.
Throughout the year we have become increasingly consistent
in the implementation of a robust response to safety
performance, with good performance better recognised and
rewarded, and those responsible for unsafe acts dealt with in a
consistent and appropriate manner. This approach recognises
the increasing cultural maturity in health and safety matters
that exists within the business.
Health and safety improvement cycle
A comprehensive health and safety climate survey was
performed during the year which recorded the perceptions of
our employees in respect of health and safety, and provided
both a baseline against which to monitor future progress,
and a framework to understand better the impact of our
arrangements throughout the business.
Both worker engagement and near-miss reporting processes
continue to receive close attention. By having an open dialogue
we understand better the challenges facing the workforce and
build the trust needed to ensure consistent near-miss reporting,
which in turn provides an invaluable learning opportunity.
Auditing our systems and arrangements remains a core part
of our health and safety management approach. Whilst we
strive to develop appropriate solutions to mitigate risk further,
we remain committed to independent scrutiny as part of our
improvement process.
We continue to test both systems and their implementation
through a programme of audit and compliance testing,
in parallel with our regime of regular inspections and
directors’ tours. Our Construction Design and Management
(CDM) and Environmental Management processes receive
annual internal audits, and other key topics are reviewed via
a programme of compliance testing to give us assurance that
our controls are effectively applied in the workplace.
Each of our regions has its own Director Responsible for
Safety (DRS), to lead and co-ordinate health and safety-related
issues in their region, ensuring key messages, initiatives and
policies are effectively communicated and implemented. Our
regional DRSs are supported by the Group Health, Safety and
Environmental Director and external independent health and
safety advisors.
Health and safety is the first agenda item at every PLC, Group
Executive Committee and regional board meeting. Our Health,
Safety and Environmental Consultative Committee, (HSECC),
reviews the Group’s policy and performance and makes
recommendations around improvements and initiatives for the
boards’ consideration. This is the vehicle that drives forward
Group initiatives and it is chaired in rotation by regional
Managing Directors.
We continue to look beyond the horizon and to develop
relationships to assist the achievement of our health and
safety goals. We have participated in many HSE consultations
during the year and were invited to speak at the British Safety
Council conference on the impact of the changing regulatory
environment. We remain committed and active participants
in the HBF Health and Safety Forum and support a number of
similar regional forums within the house building sector.
Working with our supply chain
Building partnerships and collaborative relationships with
our supply chain and contractors is increasingly seen as a
means of improving health and safety performance,
while also addressing other production, quality and
commercial considerations.
Our robust health and safety management system provides
the foundation for an active and focused contribution from
our entire workforce to deliver safe decision-making; ensuring
safety to a very high standard throughout all that we do.
We continue to develop the system to ensure it is appropriate
to all our activities and the different risk profile of areas such as
Sales and Customer Care.
External recognition
Our continuing strong health and safety performance has been
recognised by the Royal Society for the Prevention of Accidents
(RoSPA), with the award of an Order of Distinction following
16 consecutive years of good performance. In addition, we
also received an International Safety Award from the British
Safety Council and a silver company recognition award from
the NHBC.
Sustainability in our business> continued
14
Reducing flood risk
Flooding threatens both people and property, and although it
cannot be wholly prevented, its impacts can be mitigated and
reduced through good planning and management.
Recent events have shown that the impact of weather
events can be increased on the ground through previous
decisions made about the location, design and nature of any
development and land use.
The other key element to consider is climate change, which
indicates that the next few decades are likely to see milder,
wetter winters and hotter, drier summers in the UK, while
sea levels will continue to rise. These factors could lead to
increased and new risks of flooding within the lifetime of
planned developments.
The floods of 2007, and more recently 2012, demonstrated the
devastating effects of flooding.
The Pitt Review, Lessonslearnedfromthe2007floods
recommended removing the automatic right to connect into
the public sewer network, thus promoting alternative systems,
including sustainable drainage systems (SUDs), and it also
recommended that there should be a presumption against
development in flood plains.
Our normal policy is not to acquire sites within flood plains.
Many of our sites feature SUDs, preventing surface water
run-off by the introduction of attenuation measures (both
underground and at surface level) that control surface water
discharge from a development. This can reduce the risk of
flooding by retaining the surface water on site, which in turn
reduces the demand on the existing sewer network and as such
can minimize flooding downstream.
These SUD measures include:
• Use of swales, basins and balancing ponds to divert and
control the discharge of surface water.
• Use of infiltration measures that return surface water to
the natural ground such as soakaways and permeable
construction.
• Use of hydro-brakes and other attenuation measures that
limit the discharge from a development during heavy rainfall
and thus reduce demand on the sewer network.
These measures become more commonplace with each new
development and are set to become mandatory following the
introduction of the Flood and Water Management Act 2010,
with increasingly high standards being introduced to deal
entirely with surface water run-off at source.
Sites are reviewed at acquisition stage to determine the likely
ground conditions and the type of surface water measures
required to limit surface water discharge and any potential for
localised flooding.
Supply chain management
As a leading national house builder, we look to source many
materials from within the UK. Local bricks, blocks, concrete
floor beams, plasterboard and other heavyside materials are
selected from partners with plants within England and Wales.
As well as helping to support the UK’s economy, this policy
reduces costs and CO2 emissions from transport.
We have an enviable reputation for a strong and healthy
relationship with our supply chain. Many of our partnerships
are long-standing, and based on solus agreements,
which allows us to specify and source materials and products
that we know have a low environmental impact and are
responsibly sourced.
We require all of our timber material suppliers to be accredited
either by the Forest Stewardship Council (FSC) or The
Programme for the Endorsement of Forest Certification (PEFC),
both of whom promote sustainable forestry management, and
to purchase timber from sustainable and authorised sources.
Portfolio house types feature standard components throughout
in key areas such as kitchens, bathrooms, en suites, and
staircases. We have limited to almost zero the number of
unique designs in these areas without compromising on quality
or customer satisfaction.
In doing so, we believe we have improved efficiency and
fine-tuned the detailing further to reduce re-working, delays,
and wastage in our designs. Much of this work has been
undertaken with the support and co-operation of our supply
chain partners.
As we construct more Portfolio house types we are refining
these designs and details further to optimise efficiency, again
together with our supply chain partners.
Sustainability in our business> continued
15
Protecting the environment
Managing our environmental responsibilities effectively is a strong
feature in our CSR strategy as we look to protect, conserve
and enhance the environment.
We look to be open and transparent in the way we
communicate, building trust with communities as we build our
homes.
Housebuilding is a multi-disciplined business and there are
many relationships we need to develop and stakeholders
we need to work with - whether it is our customers, the
communities in which we work, our staff, investors, suppliers,
contractors, industry bodies, environmental agencies and
elected representatives.
Our customers
In 2012 Bovis Homes was awarded HBF five-star status. The
award from the HBF recognised the great strides we have made
in putting the customer at the centre of everything we do.
We see clear, open communication with our customers as a
vital part of the housebuying process and we continuously
review our customer focus, our standards, the service we
provide and our in-house staff training.
Our customer journey process continues to be an industry
leader, although we always look at ways of refining and
improving this and take feedback from our customers as one of
the main drivers for any change.
We collate this feedback through informal interviews,
discussions with customers at different stages of the purchasing
process and customer surveys. These surveys are circulated
daily among the relevant internal teams and contractors for
discussion, review and action and regional quarterly seminars
are also held to help identify service improvements and
understand customer aspirations.
This approach to our customers is supported through ‘buy-in’
from our staff at all levels of the business and a reward system
based on delivering good customer service. Driven by the
executive board, the customer journey is communicated to all
staff and is part of the induction process for new employees.
We ensure we feature clearly written content to help the
customer, and manage their expectations in our brochures
and on our sales website, where there are sections detailing
all stages of the purchase process. Contact details are well
publicised if any customer or potential customer requires
more information.
We have taken steps to upgrade our industry-leading Customer
Relationship Management (CRM) system called SERUM. This is
a market-leading prospect management model that ensures we
treat buyers as individuals and give them a bespoke service.
It allows us to plot a history of all the contacts we have with
potential customers, sets up appointments and ensures we
tackle the particular requirements and issues shown by every
customer who has expressed an interest in a Bovis Home.
SERUM 2 takes this a step further by taking the process right
through to reservation and onto handover and aftercare to give
us an unparalleled source of customer information based on
which we can refine our products and services.
As the business expands so our flexibility comes into play and
we are now blending our sales hub structure with standalone
sites where appropriate – again showing our speed of reaction
to the marketplace. Each hub is responsible for three to five
developments within a defined area and the teams operate
seven days a week and run an appointments system, providing
a one-to-one, tailor-made viewing service for customers.
We also still hold regular focus groups and informal interviews
in customers’ homes and talk to people who are at various
stages in the purchasing process. This ensures we are kept up
to date with their needs, understand their situations, and do
the right things for our customers, not what we think are the
right things.
Sustainability in our business> continued
16
Engaging with stakeholders
Consulting with and listening to individuals or groups who have an interest in
what we do is a key part of the way we work and of our
corporate social responsibility.
We have publicised the Bovis Homes ‘customer journey’ model
extensively through the business so that every part of the
Company knows where they stand in relation to it, and
what they have to do to ensure the customer is satisfied with
our performance.
In creating the model we involved exemplar companies,
external practitioners and competitor customers to identify
best industry practice. Maintaining and improving our service
across the board is key to our ultimate aim of delivering
excellent experiences for our customers and exceeding their
expectations.
A helping hand
Tradition is unashamedly a keystone of Bovis Homes’ approach
and culture. But sometimes traditional ways of doing things
have to be challenged and we have not shied away from doing
just that.
In fact Bovis Homes continues to be in the vanguard when
it comes to taking bold steps to create a more positive
environment for potential homebuyers.
The Government-backed NewBuy scheme was introduced this
year and promises to offer a major boost to the industry.
NewBuy is based upon the Perfect 10 model launched by Bovis
Homes and having been instrumental in this development,
Chief Executive David Ritchie continues to work closely with
lenders and Government to make the NewBuy offering even
more attractive in the current marketplace.
In fact, Bovis Homes delivered the first NewBuy house buyer
in the country when 27-year-old Heena Rai (pictured above)
bought a two-bedroom apartment on Central region’s Oasis
development in Peterborough. The news attracted national
coverage and was even tweeted by then Housing Minister
Grant Shapps.
A key part of our communication with customers is informing
them of the different purchase assistance schemes available to
them – and giving them the opportunity to make a sensible,
informed decision about what best fits their circumstances.
As well as NewBuy, our purchase assistance portfolio includes
the Government-backed shared equity scheme FirstBuy, our
own shared equity package Jumpstart and schemes designed to
help existing homeowners looking to move into a Bovis Home,
such as Home Exchange and Smooth Move.
We provide access, at the customer’s option, to independent
mortgage brokers, to solicitors who offer competitive rates and
efficient procedures as well as a range of tailor-made customer
purchase packages to suit their individual requirements.
Local communities
We aim to be a good neighbour in the locations where we
work – whether that be in areas where we are looking to take
land forward for development or neighbourhoods where we
have already started construction.
It is important to us to keep open lines of communication with
the local community – with both groups and individuals – and
we do this through a number of channels depending on the
nature of the development, the issues involved and the stage it
is at in the planning or build process.
Through letter drops, leaflets, attending meetings, dedicated
websites, public exhibitions and contact with the local media
we try to ensure the local community is kept abreast of
developments and wherever possible we provide feedback
opportunities or contact details to ensure they can ask
questions or comment on the issues at hand.
By discussing our proposals with local people and determining
their needs at an early stage, we are affording them the
opportunity to help shape local development in their area.
If, following public consultation, concern is raised over any
environmental or design issues, often we may revise and
review our proposals to take account of, and act on, the
public’s views.
Other agencies
We are involved in regular liaison, consultation and
information-sharing with a whole range of public sector,
government-linked and charitable bodies in areas where we
operate or are looking to take proposals forward.
Establishing close liaison and working relationships with
such organisations and ensuring open and transparent
communication is an important part of what we do.
It helps to ensure that key voices within communities are
heard and that shared experience and knowledge results in
developments that reflect local need and complement the
existing community.
Sustainability in our business> continued
17
Apprentice of the Year:
Jack’s the ladJack Baber landed the coveted South West Apprentice of
the Year title at a special awards ceremony at the region’s
Homelands development in Bishop’s Cleeve.
The plumbing apprentice, based at the Charlton Hayes
development in Filton, was presented with the winner’s
shield by South West Managing Director Malcolm Pink.
Shefford community:
Residents have their say
Residents were given the opportunity to have a say
about plans to build a new neighbourhood in Shefford
ahead of Bovis Homes submitting a reserved matters
planning application to the local authority.
Views were sought on the development, featuring
around 85 new homes and facilities for local businesses,
through a number of channels including a two-day
exhibition and a dedicated website.
“Webelievewewereproactiveincommunicatingour
planstotheSheffordcommunityandincorporatedtheir
feedbackasfaraspossibleinourreviseddesignswhich
weresubmittedtothecouncil,” said Regional Design
Manager Dan Oliver.
The proposals gained full planning consent and work has
now started on delivering this sustainable, high-quality
new part of the community.
Paying less each month than they were in rent and being
able to put the money into the bricks and mortar of a quality
four-bedroom family Bovis Home, made FirstBuy a double
delight for Linzi and Richard Sewell.
The Government-backed shared equity scheme has unlocked
the homebuying dreams for the Sewells, who are now
settling into life in their spacious new four-bedroom semi-
detached home, with children George, 10 and four-year-old
Chloe at Bovis Homes’ exciting College Gate development to
the west of Birmingham.
Accounts Assistant Linzi, 29, said: “Wefirstheardabout
FirstBuyonthenewswhenitwaslaunchedandbecauseit
onlyneededasmalldeposititsoundedliketheidealwayfor
ustogetonthepropertyladder.
FirstBuy unlocks homebuying dreams for Sewell family
Malcolm said: “The apprentices who win our top awards are the equal of any apprentice in the country.”
unlocks homebuying unlocks homebuying unlocks homebuying
“Wehadbeenlookingforapropertyforamonthortwo
beforewehadourfirstappointmentwithBovisHomesat
CollegeGate.ThelocationatOldburywasidealandafter
wehadvisitedthedevelopmentwefoundwelikedthe
houselayoutandthestaffwereextremelyhelpful.”
Sustainability in our business> continued
We view our employees as our most valuable asset and
recognise that it is their combined knowledge, skills and
expertise that continue to deliver the Group’s strong showing
in a challenging housing market. We are committed to
developing and motivating our employees to achieve success
and to sustaining their well-being.
The Group saw a voluntary employee turnover in 2012 of 12%
and created 92 new positions (on a net basis), representing an
increase in job opportunities of 16%. The majority of new roles
were in our build departments, sales functions and technical
departments.
As at 31 December 2012, 34% of the total employee
population was female and 66% male. At manager level, 12%
were female and 88% male.
Competency-based appraisals
The continued focus on staff development by the GEC, in
conjunction with Group HR, has led to the introduction
of a competency framework, which aims to drive positive
behaviours and learning throughout the business. This
framework, supported by training for employees, forms an
integral part of the appraisal process and aims to connect
employee aspirations with a strengthening focus on the
Group’s strategy and objectives. Regular one-to-one meetings
take place following appraisals, which allow development plans
to be created and competency levels to be set, followed by
regular progress reviews.
Leadership development
A programme for aspiring leaders is being developed to
support the Group’s growth and succession planning.
The programme is intended to provide key staff with a solid
foundation to develop strategic behaviours and leadership
skills for the future.
Management development
Management development is also high on the agenda and
modules are being developed that will form a key part of
our management development programme. The competency
framework is also being enhanced to include management
behaviours. In the meantime, Group HR will continue to coach
and develop managers according to their needs.
Improving our induction process
We are refining our general induction programme to provide
an effective, clear and welcoming introduction for new
employees, and are also developing a managers’ induction
programme to support those with higher-level responsibilities
to maximise their contribution. This induction will help orientate
recently recruited managers, as well as supporting those newly
promoted. The process is also being supported by a managers’
guide, which will act as a reference source in the workplace.
Open communication
Employee Liaison Groups, made up of elected representatives,
continued to meet during 2012. These meetings provided
regular two-way feedback sessions between employees and
senior managers, with key messages from monthly GEC
meetings being cascaded and discussed. Regular departmental
team meetings also took place and any issues and ideas arising
from these were taken back to the Employee Liaison Meetings
for discussion.
Employees also attended briefings with the Chief Executive,
Group Finance Director and other senior managers within the
business, which included presentations on the financial results
and reports on the Group’s performance during the year.
Sustainability in our business> continued
19
Supporting our staff in success
Bovis Homes would once again like to thank all of its staff for their
efforts during 2012, which were at the core of the Group’s successful
performance last year.
A quarterly magazine continues to be produced in-house by
the PR and Graphics teams, helping to ensure that employees
are kept abreast of business developments and newsworthy
events taking place in each of the regions. Any information
that needs to be disseminated in a more immediate fashion –
such as announcements made to the London Stock Exchange
– is distributed via an all-staff email, with managers of those
employees without regular access to a computer asked to brief
their teams.
Health and safety training
Health and Safety training received ongoing focus in 2012, and
the Group met its health and safety training targets. This was
achieved through the concerted efforts of the Group Health,
Safety and Environment Director and regional staff in training
new staff, in addition to those identified in the training plan set
at the beginning of 2012.
Educational sponsorship and vocational training
A number of employees obtained professional qualifications
through the Group’s educational sponsorship programme,
offering either financial support or time off to study and
attend examinations and workshops. The Group sees this
programme as an important source of employee development
and continues to encourage staff to consider their development
options as part of the appraisal process.
An increased number of site-based employees have either
studied for, or achieved, NVQs to assist in their development
and to ensure they have the requisite qualifications for their
role.
We have continued to maintain strong links with the
Construction Industry Training Board (CITB) and have worked
closely with them to create, update and monitor the Group’s
Training Plan. This has, in turn, ensured that the Group
reinvests funding in the development of its employees.
The importance of apprenticeships
A further ten new apprentice positions were filled in 2012,
building upon the ten recruited in 2011, which highlights the
Group’s ongoing commitment to providing opportunities for
young people to enter the housebuilding industry and develop
their careers within Bovis Homes.
These positions are both office and site based and cover a
number of disciplines, and the Group has sought to publicise
their achievements through media campaigns with the relevant
local press.
The South West region were one of the main sponsors of the
Gloucestershire Apprenticeship Awards, which are held every
April, with apprentices from the region entered into different
categories and the Company entered for a separate business
award for its apprenticeship development.
Awards and external recognition
Employees have continued to receive external recognition for
their efforts in 2012.
Three of our site managers won Seals of Excellence Awards in
the National House Building Council’s prestigious Pride in the
Job competition with another three winning Quality awards.
The awards are made in recognition of exceptional standards of
site management. Meanwhile in the NHBC’s Health and Safety
Awards there were commendations for three of our
site managers.
Among our apprentices, Gloucestershire-based George
Curr was a finalist in the Construction category in the
Gloucestershire Apprenticeships Awards, with the South
West region also being short-listed in the Apprentice
Development category.
Meanwhile, the quality of the landscaping at our Cambourne
development in Cambridgeshire received a What House? silver
award for Landscape Design.
Fund raising for charity
The regional offices have continued their sterling fundraising
efforts in 2012 with thousands of pounds being raised for a
host of charities including Sue Ryder Care, Cancer Research
UK and the Invicta Foundation for wounded troops. On top of
this, many employees have undertaken their own fund-raising
activities, which are supported by colleagues and the Company
wherever possible.
Sustainability in our business> continued
20
21Sustainability in our business> continued
The Board has therefore put in place a framework designed to
deliver effective and prudent stewardship.
Bovis Homes is committed to the requirements of the UK
Corporate Governance Code (the Code) published in June 2010
and the Board regularly reviews and takes action to secure the
Group’s compliance when circumstances change. During 2012,
we have kept corporate governance developments under review
including the updated Code published in September 2012 and
we have already met some of the new requirements.
You will find full details of the Group’s corporate governance
framework and how it complies with the Code in the corporate
governance report in our 2012 annual report which is available
on our website at www.bovishomesgroup.co.uk.
We operate risk management and internal control systems
and have an established process of risk identification and
management which reflects the revised Turnbull Guidance and
the Association of British Insurers’ guidelines. This is designed
to ensure that stakeholders are protected from uncontrolled
risk.
The housebuilding sector is known to be ranked as having
high environmental impact and we have identified key social,
environmental and ethical risks as follows:
• not identifying existing land contamination pre-acquisition
• not identifying wildlife habitats and protected species,
resulting in planning difficulties
• not addressing sustainable development requirements
leading to planning delays and the loss of potential
operational efficiencies and risk management opportunities
• failing to design for social inclusion and for use of
appropriate materials and resources and minimum waste
• not preventing environmental pollution on a construction
site and not controlling it quickly
• failing to observe health and safety standards leading
to injury
• failing to prevent a significant environmental, health
and safety, social or ethical event which impacts on our
reputation and brand
Although we have set out some specific risks here, we consider
all types of risk in the Group’s operations and all our employees
have responsibility for anticipation, identification, assessment
and minimisation of risks and for early warning mechanisms.
We use further practices to specifically cover risk, such as
preparation of key performance indicators, deployment of
best practice and regular reviews of compliance with policies
and procedures by Internal Audit.
The Board addresses risk in its own decision-making and
takes regular account of the significance of sustainability
and environmental, social and ethical matters by reviewing
information and data in Board reports and other
management documents.
At operational level, the Health, Safety and Environmental
Consultative Committee, with members drawn from senior
regional management, ensures we maintain and develop the
Group’s commitment to health and safety and protection of
the environment during construction activities.
Ethical conduct
Our objective at all times is to carry out our work and
operations in a socially responsible and ethical manner.
We expect all our employees to behave with integrity and
to adopt an ethical approach in their work and in their
dealings with all our customers, colleagues, suppliers or the
general public.
We believe in respecting the dignity and rights of individuals
and cultures and avoiding conflicts of interest.
During 2012, the Board reviewed the Group’s Ethical Code
of Conduct and other key policies to which the Group and
our staff adhere. We apply the principles they contain
throughout our activities.
A copy of this Code and other policies are available on our
website at www.bovishomesgroup.co.uk.
Our Conflicts of Interest Policy, which applies to directors and
employees alike, is kept under regular review and requires
the disclosure of any external business interest or commercial
activity that may create a conflict with their roles and duties.
We induct our employees in the Group’s social and ethical
standards with the aim that they carry out their duties in
accordance with our established values. To our knowledge
there were no breaches of our Ethical Code of Conduct
during 2012.
We also have arrangements in place to ensure that all our
relationships with our suppliers and subcontractors are
transparent and remain ethical. They receive a copy of our
anti-bribery and corruption policy statement, and are asked to
provide a copy of their policy and to put one in place if it is
not available.
During 2012 the Group operated a ‘whistleblowing’ reporting
line for staff and suppliers. Although no matters were raised
using the line during the year, the Group places importance on
its availability to staff and suppliers and publicises its existence.
Corporate governance and ethical conduct
The Board recognises that strong corporate governance and appropriate
boardroom behaviours are an essential element for successful
business management.
CSR performance measures 22
During 2012 92% of our
customers said that they would
buy another Bovis Home
During 2012 94% of our
customers said that they would
recommend us to a friend
Operations 2008 2009 2010 2011 2012
Completions Total legal completions 1,817 1,803 1,901 2,045 2,355
Affordable housing completions 594 276 309 421 501
% of affordable housing of total completions 33 15 16 21 21
Average sales price (£) 150,800 154,600 160,700 162,300 170,700
Customer satisfaction (1) Would buy another Bovis Home (%) 84 92 92 94 92Would recommend a Bovis Home to a friend (%) 84 90 91 95 94
Environment Legal completions with EcoHomes rating (2) 634 550 451 472 566
Legal completions to level 3 Code for Sustainable Homes - - 125 200 489
Environmental incidents (3) 4 6 3 2 2
Environmental prosecutions - - - - -
Active waste generated per plot (tonnes) (4) nr nr 4.6 4.1 3.1
Active waste sent to landfill per plot (tonnes) (4) nr nr 0.7 0.45 0.26
Health and safetyRIDDOR reportable accidents (5) 27 4 17 12 8
RIDDOR incidence rate 1,024 173 629 475 311
Minor accidents 144 64 80 89 76
Minor accident incidence rate 6,357 6,062 3,776 3,931 2,863
NHBC risk incidence (6) 96.4 56.9 31.9 21.4 23.1
PeopleAverage staff numbers 805 466 523 560 639
Voluntary staff turnover (%) 28 7 10 11 12
Average days sickness / employee 8.5 5 5 6 5
Training hours provided in year 13,914 3,619 5,411 5,029 8,338
CSCS carded site workforce (%) 100 99 98 99 96
EngagementMeetings with institutions and investors 122 132 78 219 185
Public consultations 7 1 12 14 23
Note: nr - not recorded
CSR performance measures 23
2008 2009 2010 2011 2012
Energy use Electricity(Scope2)Total kWh (million) (8 and 11) 1.4 1.0 1.0 0.9 0.7Total CO2 equivalent (tonnes) (7) 735 539 554 470 373CO2 equivalent per employee (tonnes) 1.23 1.96 1.79 1.37 0.96
Gas(Scope1)Total kWh (million) (8) 1.1 0.81 0.92 0.74 0.85Total CO2 equivalent (tonnes) (7) 228 166 189 151 176CO2 equivalent per employee (tonnes) 0.38 0.61 0.61 0.44 0.45
Businessmileage(Scope1)Total mileage (million) (9 and 11) 2.5 2.1 2.4 2.0 2.4Total CO2 equivalent (tonnes) (7) 847 821 840 702 747CO2 equivalent per employee (tonnes) 1.05 1.76 1.61 1.25 1.17Businessmileage(Scope3)Total mileage (million) (9 and 11) - - - - 0.3Total CO2 equivalent (tonnes) (7) - - - - 20CO2 equivalent per employee (tonnes) - - - - 0.03
Total CO2 emissions (tonnes) 1,810 1,526 1,583 1,323 1,316
Total CO2 emissions per employee (tonnes) 2.66 4.33 4.01 3.06 2.61
Water useRegional offices (m3) (10) 7,713 7,924 4,245 3,942 3,795
Per regional office employee (m3) 12.91 28.92 13.74 11.49 9.81
Notes:
(1) Source: Annual average, internal customer satisfaction tracking
(2) The Code for Sustainable Homes has replaced the Ecohomes standard
(3) Environmental incidents are classified using the EA Common Incidents Classification Scheme. One incident in 2012 was classified as Category 4 – ‘No impact’ and the other
was classified as Category 3 – ‘Minor impact’.
(4) The Group defines active waste as metals, timber, plastics, polystyrene, cardboard, paper etc.
(5) Reporting of Injuries, Diseases and Dangerous Occurrences Regulations
(6) NHBC risk incidence is calculated as the monthly average risk score divided by the monthly average annual population x100,000
(7) Calculated in accordance with DEFRA reporting guidelines and conversion factors 2007 (for 2008); 2009 (for 2009); 2010 (for 2010); 2011 (for 2011); and 2012 (for 2012)
(8) Gas and electricity figures use for regional offices - average regional office costed staff (2008: 597; 2009: 274; 2010: 309; 2011:343; 2012: 387 )
(9) Total UK business mileage - average staff numbers (2008: 805; 2009: 466; 2010: 523; 2011: 560; 2012: 639 )
(10) Water meters are installed in all regional offices
(11) Reporting GHG emissions by ‘Scope’: the draft version of Greenhouse Gas Emissions (Directors Reports) Regulations 2013 indicates that UK listed companies will be
required to report all ‘Scope 1’ and ‘Scope 2’ emissions, as defined by the GHG Protocol. Scope 1 includes direct emissions from sources either owned or controlled by
the company. Scope 2 includes indirect emissions resulting from the purchase of electricity. Scope 3 includes emissions which are not under a company’s operational or
financial control.
CSR performance measures> continued
24
Coleshill
Bishops Cleeve
New Ash Green
Contact details for principal offices
Bryn Llonydd
Fairfield Park
Abbey Place
Balmoral ParkRowling Gate
Oak Tree Place Meridian End
Coopers Edge
Mallard Quarter
Portland Great Park
Nether Hall Park
Westminster Place
The Pines/The Elms
The Limes/The GroveManor Fold
Round House Park
Serpentine Walk
88
188
88
88
88
88
8888
88
88
88
88
88
88
88
88
Gipping View
4 3
2
13
11
67
5
8
109
14
12
18
17
1516
Central region
South East region
South West region
Bovis Homes Group PLC
The Manor House North Ash Road New Ash Green Longfield Kent DA3 8HQ
Tel: (01474) 876200 Fax: (01474) 876201 DX: 41950 New Ash Green 2
South East region
The Manor House North Ash Road New Ash Green Longfield Kent DA3 8HQ
Tel: (01474) 876200 Fax: (01474) 876201 DX: 41950 New Ash Green 2
3
South West region
Cleeve Hall Cheltenham Road Bishops Cleeve Cheltenham Gloucestershire GL52 8GD
Tel: (01242) 662400 Fax: (01242) 662488 DX: 137901 Bishops Cleeve 2
Central region
Bromwich Court Highway Point Gorsey Lane Coleshill Birmingham B46 1JU
Tel: (01675) 437000 Fax: (01675) 437030 DX: 728340 Coleshill 2
Contact details 25
Bryn Llonydd
Fairfield Park
Abbey Place
Balmoral ParkRowling Gate
Oak Tree Place Meridian End
Coopers Edge
Mallard Quarter
Portland Great Park
Nether Hall Park
Westminster Place
The Pines/The Elms
The Limes/The GroveManor Fold
Round House Park
Serpentine Walk
88
188
88
88
88
88
8888
88
88
88
88
88
88
88
88
Gipping View
4 3
2
13
11
67
5
8
109
14
12
18
17
1516
Central region
South East region
South West region
Bryn Llonydd
Fairfield Park
Abbey Place
Balmoral ParkRowling Gate
Oak Tree Place Meridian End
Coopers Edge
Mallard Quarter
Portland Great Park
Nether Hall Park
Westminster Place
The Pines/The Elms
The Limes/The GroveManor Fold
Round House Park
Serpentine Walk
88
188
88
88
88
88
8888
88
88
88
88
88
88
88
88
Gipping View
4 3
2
13
11
67
5
8
109
14
12
18
17
1516
Central region
South East region
South West region
Bryn Llonydd
Fairfield Park
Abbey Place
Balmoral ParkRowling Gate
Oak Tree Place Meridian End
Coopers Edge
Mallard Quarter
Portland Great Park
Nether Hall Park
Westminster Place
The Pines/The Elms
The Limes/The GroveManor Fold
Round House Park
Serpentine Walk
88
188
88
88
88
88
8888
88
88
88
88
88
88
88
88
Gipping View
4 3
2
13
11
67
5
8
109
14
12
18
17
1516
Central region
South East region
South West region
Thisreportisonlyavailableasapdfdownloadfrom
www.bovishomesgroup.co.uk
TocommentonthisCSRreportpleaseemail
