Sustainable Development Review 2016 GOOD BUSINESS LEADERSHIPLEADERSHIP LEARNINGLEARNING PEOPLE PEOPLE EMISSIONS EMISSIONS WELLBEINGWELLBEING SAFETYSAFETY RESEARCHRESEARCH DIVERSITYDIVERSITY WATER WATER LIFE-CYCLE LIFE-CYCLE INVESTMENTINVESTMENT RESPONSIBILITY RESPONSIBILITY SUPPLY-CHAINSUPPLY-CHAIN SKILLSSKILLS NATURENATURE OPPORTUNITYOPPORTUNITY PROCUREMENT PROCUREMENT LOCALLOCAL CONSIDERATE CONSIDERATE WASTE WASTE CARBONCARBON TRAINING TRAINING EMPATHY EMPATHY ENVIRONMENTENVIRONMENT APPRENTICESAPPRENTICES SOCIETYSOCIETY COMMUNITYCOMMUNITY ENERGYENERGY VALUESVALUES INNOVATIONINNOVATION CULTURECULTURE Our business Our vision Founded in 1852, Willmott Dixon We will build on our history and reputation to add is one of the UK’s largest privately- value to clients and shareholders by maintaining a owned construction, housing and leadership role in the built environment, undertaking property groups. Group Chief our activities in a sustainable and responsible manner Executive Rick Willmott is the fifth and contributing to society as a whole. generation of the Willmott family to lead the business.

Our values

Human Relationship Intrapreneurial Preserve our Visible and touch focused and direct environment accountable

– Health and safety – Like-minded customers – Investors in great ideas – Committed to on- – Value and promote our always comes first are critical assets – Promote change for going waste reduction brand and heritage – Recognise ‘it’s all – Align behaviour with the better – Determined to reduce – Community about people’ business goals – Ask “is this in the our carbon footprint engagement matters – Complementary teams – Build long-term loyalty company’s best – Procuring resources on – Be recognised as are the most efficient – Make the supply chain interest?” a sustainable basis industry leaders and – Promote from within a reflection of the – Stretching – Awareness and market influencers where we can company performance, robust adoption of best – Encourage ‘localism’ – No better place to measurement practice – Clear vision effectively develop a career – Incentives for all, communicated – Challenged but success shared – Demonstrable contented professional and – Support diversity ethical integrity

Our 2016 Sustainable Development Review provides If you have any views or comments on this an overview of our 2015 sustainability performance. report then we would be delighted to hear from you. Please send your feedback to: It is structured around the four main themes in our Sustainable Development Strategy. Julia Barrett Director Putting people first Willmott Dixon Re-Thinking Suite 401, The Spirella Building Bridge Road Being a responsible business Letchworth Garden City Hertfordshire Tackling climate change and energy efficiency SG6 4ET

or email [email protected] Smarter use of natural resources

WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 3 2015 – the year in brief

£2.5m 114% 38% 40.29 The value of our We exceeded our reduction in construction waste Average Considerate community 2012-2015 target relative to project value since 2012 Constructors Scheme investment through ‘to enhance the score across all projects the Willmott Dixon life chances of out of 50 – 13% higher Foundation 3,000 young than the industry people’ by 14% average 0.23 31% 161 Sustainable Accident Carbon emissions management frequency (relative to turnover) are now trainees business of rate 31% lower than our 2010 baseline, putting us in a good CO2 the year position to achieve our 50% reduction target by 2020 Edie Awards Carbon Regained 95% 59 The Carbon apprentices landfill diversion neutral Trust rate for the fourth Standard year running £2.9m g CO /km spent on learning 110 2 1st £20k Average company in our sector to achieve and development in bonuses paid car emissions The Carbon Trust’s Supply (approximately £813 per out to employees Chain Standard – the world’s employee) first accreditation for companies choosing low monitoring and managing supply emissions cars chain carbon emissions

4 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 5 The power of Mind the gap setting targets

“We want other companies to view “Delivering buildings which perform our commitments as a throwing as expected is also a matter of down of the sustainability gauntlet, corporate integrity, and the best and accept the challenge of possible way to build long-term generating even bolder targets.” client relationships.”

Over the last year or so we have made a number We have plans and strategies in place to help us Over recent months, following revelations about We need to get better at ensuring that the users of public commitments relating to sustainability. achieve our targets – but even so, there is a lot of faked car emissions, I’ve been thinking and blogging of the buildings we construct (these are often We’ve committed to halving carbon emissions(1), work to do. The next few years will see us engaging about what I believe is a similar issue closer to home different to those people commissioning the building) reducing construction waste by 60%(2) and enhancing with what is undoubtedly our greatest resource - the – namely, the gap between the predicted energy understand how to use the kit we’ve installed. the life chances of 10,000 young people(3) – all by energy and ingenuity of our people – to identify new consumption of buildings at design stage, and their This means a better hand-over process, and a bit more 2020. Where we purchase energy in our offices and exciting ways of helping us achieve them. We will actual performance when in use. Incredibly, research support post-completion than we have traditionally we’ve switched to renewable energy – and we have be working even harder to foster innovation and share is showing that some buildings may exhibit a gap of been used to providing. It may also mean making a stated ambition to extend our usage further over best practice across our business and supply chain, more than 50% between design and in-use. simplicity and effectiveness for the user or facilities the coming years. through awards schemes, conferences and networking manager the most important criterion when selecting Unlike the car industry, there is no evidence of opportunities, and we’ll be doing more to align which controls to install. These statements have garnered interest and support deliberate falsification in the construction sector. incentives to sustainability performance. and have helped to raise our profile as a sustainability But at a time when energy bills are rising, the focus Better partnership working with our supply-chain leader, but that isn’t the reason that we have set our At Willmott Dixon we believe that businesses have a on carbon emissions is increasing and the effect partners is also important. Performance gap issues stall out in this way. key role to play in addressing the big issues facing our that buildings have on people’s health and wellbeing can easily be the result of designs being followed planet, like climate change, resource scarcity and the is becoming better understood, the issue has the incorrectly, the wrong materials being substituted for For us, setting sustainability targets is logical: we lack of opportunities for young people. The scale of potential to impact hugely on the reputation of the right ones, or materials not performing in-situ as have targets for all our business priorities – whether these issues is such that the endeavours of individual companies like ours. they did when tested in the factory. it’s financial performance, client satisfaction, or companies are unlikely to have a significant impact in the quality of work we win. And we know that it is While at Willmott Dixon we undoubtedly still have And at the heart of the challenge is the way in isolation. We want other companies and particularly effective for us. We’re a business which thrives on a lot to do in this area, it’s fair to say that we are which we ensure that we incorporate what we have our peers to view our commitments as a throwing challenge! Back in 2012, when we set our original further down the road than a lot of our competitors. learned into future projects. How well we close the down of the sustainability gauntlet, and accept the target to ‘enhance the life-chances of 3000 young We’ve been exploring different types of contracts performance gap will depend on how we can share challenge of generating even bolder targets. people by 2015’, we didn’t have an exact route-map which explicitly focus on in-use performance, such as knowledge across the organisation, and beyond to our to success. In fact, given that the target was one of the one we developed in partnership with Bath and supply chain, and how successfully we can embed that the first ever to focus on impact rather than proxy North East Somerset Council for the award-winning learning into our policies and processes. indicators (numbers of apprenticeships, for example) Keynsham Civic Centre. We’ve developed expertise We are clear that showing real leadership in tackling we genuinely didn’t know if it could be done! But in building to the Passivhaus standard, which sets the performance gap should be a priority for us. having a target gave us the impetus to successfully clear goals for energy performance and air quality Rick Willmott We think that having a reputation for closing that apply ourselves to finding a solution. (there’s more about our project to construct the UK’s Group Chief Executive gap will confer considerable competitive advantage. largest non-domestic Passivhaus in this publication – The coming years are going to be challenging for But it’s not just about commercial gain. Delivering see page 9). our industry – there is already a shortage of skilled buildings which perform as expected is also a matter workers, margins will remain tight as the ‘more for We’ve also learned a lot from post-occupancy of corporate integrity, and the best possible way to less’ public sector funding agenda continues and, evaluations carried out on many of our key projects, build long-term client relationships. as always, competition will be intense. Our public including the Sunesis standardised primary school

commitment to these targets is our way of saying, projects, where having a standardised design has to prospective clients and employees – ‘this is who we enabled us to really examine what works and what are and this is what we stand for’ regardless of doesn’t, in the interest of continuous improvement. the economic environment. I think we all realise that the challenge of closing the Jonathon Porritt performance gap means some changes in the way we Writer, campaigner and Non-Executive Director do things. We must improve our understanding of the impact of design choices on thermal performance, and make sure that we use the right products for each job. But an analysis of post-occupancy data on our projects, across a range of sectors, has identified some areas for improvement requiring ‘softer’ skills.

Footnotes 1. Relative to turnover, 2010 baseline 2. 2012 baseline 3. 2013 baseline

6 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 7 Continuing to challenge the business

“2016 is about looking to create the right conditions to enable the sharing of best practice, increase knowledge and encourage innovation.”

In 2015 we saw the culmination of two of our headline 2015 saw us joining others in our sector and beyond to targets, set in 2012 – the first, to reduce waste by push for strong political leadership in advance of the 15%, the second, to enhance the life-chances of 3,000 climate change conference in Paris, and we added our young people. I’m delighted to say that we exceeded voice to a number of campaigns to raise standards of both, by a considerable margin. energy efficiency in the built environment. In fact, 2015 was a really good year for our sustainable Our efforts were recognised at the end of 2015 at development endeavours. We delivered some the Edie awards, where we beat stiff cross-sector truly exemplar projects (more about these in this competition to be crowned ‘Sustainable Business of publication). We increased the amount we spent on the Year’. Constructing the largest non-residential “Over the long term this building will Project features learning and development. The work we have been Passivhaus building deliver massive energy savings for the include: So it’s been a great year. But there is still so much doing to win hearts and minds within the business more to do. In 2015 we completed the UK’s largest non- university… it’s generating so much – Ground air heat paid off – with significant improvements in people’s residential project to achieve Passivhaus interest industry-wide – particularly for exchanger system understanding of the part they should be playing in Improving the energy performance of the buildings we certification. universities where they’re looking at this delivering our Sustainable Development Strategy. We construct and addressing the ‘performance gap’ will – Heat recovery as a test-bed. I think in the future this will ventilation regained The Carbon Trust Standard, and remained a be big priorities going forward. The £42m Centre for Medicine, built for Leicester change how we look at energy efficiency carbon neutral business for the fourth year running. University, is ultra-energy efficient, achieving an – Solar PV In 2015 we set ourselves some of the most aggressive EPC ‘A’ rating. With an air-tightness test result in buildings.” In fact carbon emissions continue to be a material targets in the industry: achieving them will mean – Low carbon district of 1.0 m3 /(hr.m2), the building exceeds the James Elliment, Operations Manager issue for our business – it takes a lot of energy to changing the way we do things. So 2016 is about Willmott Dixon Construction Birmingham heating connection Passivhaus standard. build, retrofit and maintain buildings. But only a looking to create the right conditions to enable the – Green wall and roof fraction of the associated emissions are under our sharing of best practice, increase knowledge and The project also looks set to achieve a BREEAM direct control. The majority actually comes from our encourage innovation. Excellent rating. supply chain. This is why we were pleased to be one of seven companies taking part in a Pathfinder initiative with The Carbon Trust, to investigate how companies might work together with their suppliers and sub- contractors to address so-called Scope 3 emissions. As a result, we were the first in our sector to achieve Paul Smith The Carbon Trust’s new Supply Chain Standard. Divisional Chief Executive, Support Services, Community investment was another highlight. In and Group Director with responsibility for sustainable development 2015 we invested the equivalent of £2.5m in local communities, through employee time, donations and gifts-in-kind.

University of Leicester’s project manager Dave Vernan (left) and Willmott Dixon’s James Elliment hold the certificate issued by the Passivhaus Institute in Germany.

8 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 9 Putting people first

Our ambitions: Our 2015 achievements – To leave a lasting legacy in communities, helping them to – We exceeded our 2013-2015 target thrive and prosper by enabling of ‘enhancing the life-chances of 3,000 young people’ by 14%. and creating a sustainable built environment. – The value of our community – To inspire young people, investment was £2.5m. particularly those who are – Staff raised £335k for good causes socially excluded, by providing through The Willmott Dixon opportunities for them to improve Foundation. their lives. – £2.9m invested in employee – To nurture a workforce that is safe, development (average spend of £813 per employee). healthy, challenged and contented. – To add social value to the – A world-class employee engagement communities in which we work score of 79/100. – Employed 161 management trainees. that is aligned to local needs. University of Brighton Cockcroft building – the largest university “…this transformative refurbishment – Employed 59 apprentices. retrofit of its kind has converted this traditional 1960s Our headline target: building into light, airy, inspirational, – Provided work experience for 549 Turning a concrete 1960s block into a state-of-the-art teaching, learning and state-of-the-art learning spaces for To enhance the life-chances of young people, including some from administration space involved the deconstruction of all internal walls, floors, students and a collaborative working 3,000 young people by 2015. disadvantaged backgrounds. ceilings, windows and associated fixtures and fittings – and all whilst the building was still occupied. environment for staff”. – 54% of Willmott Dixon employees Professor Andrew Lloyd, Dean of the College of Life, We designed out ceiling and floor finishes to allow easy access and maintenance took part in community investment Health and Physical Sciences of services. By simplifying the design and re-using materials we reduced activities. embodied carbon and saved our client over £700k. “…the glass partitions have reduced We rejuvenated the 1960s building to exemplary standards: efficient lighting psychological barriers, increasing design, modern-day mechanical, electrical and plumbing installations, new interactivity between students, staff windows, the introduction of insulation, modern internal fixtures and fittings, and facilities… The refurbishment has photovoltaic arrays, and an aqua-thermal energy store. The building is now definitely moved us on.” using less than half the energy it used before the retrofit, saving the client an Dr Chris Garrett, Principal Lecturer, estimated £82k a year. University of Brighton

Health and safety masks, requiring instead that our operatives wear half Safeguarding the health, safety and welfare of our masks that can be fit-tested, to minimise the risk of employees, those who work with us, and anyone breathing in particulates. This goes further than HSE affected by our work, is always our top priority. We requirements. target zero accidents on site through our Group-wide Like all construction and property services companies, BSI-accredited OHSAS 18001 certified health and we have regular visits from the HSE to our sites. Health on safety management programme. We believe that all During 2015, as in previous years, we received no the menu accidents can be prevented, so we actively encourage improvement or prohibition notices. Staff from MiddlesbroughMiddlesbrough a culture of openness, where people feel confident in The statistics below include sub-contractors as well as Environment CharityCharity voicing concerns. These concerns, or observations, are served tasty,tasty, healthy healthy logged and from these we can extract data on trends those directly employed by Willmott Dixon. meals to workers on on our our and common problems, and change our processes and Teeside CentralCentral University University procedures accordingly. This is why we count the rise Group health and safety performance accommodation site,site, in safety observations over the past three years as a as part ofof ourour annualannual AllSafe week. WeWe donated donated particular success. Fatal RIDDOR Accident Safety Reportable frequency £200 to thethe charitycharity as as a a observations Perhaps the best measure of our strong health and rates* thank you.you. safety culture is our staff survey, where, in 2015, 2013 0 48 0.26 122 99% of respondents said they would actively stop colleagues working in an unsafe manner. 2014 0 46 0.22 315 Particular developments in our health and safety 2015 0 49 0.23 371 activities included increasing the number of visits *number of reportable accidents per 100,000 hours worked to sites by senior managers, to demonstrate visible leadership of the agenda. We also banned disposable

10 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 11 Customers Communities This is why, in 2013, when we set our first community Partnering has been part of our culture since the investment target, we did not focus on financial values, 1990s, and client/customer satisfaction are key but on impact. Our target was to ‘enhance the life indicators. Community investment through chances of 3,000 young people by 2015’, but in setting The Willmott Dixon Foundation that we acknowledged that different interventions Our Construction, Partnership Homes and Interiors The Willmott Dixon Foundation guides and reports impact people to different degrees. It is always difficult customers score our performance across 17 on all our community activities. Since it was founded to judge the impact of some interventions compared When DIY SOS Big Build categories, which include creativity, quality, value for in 2011, our business has become regarded nationally to others, though in broad terms, we know that some came to East Manchester money and problem resolution. While we experienced to create a community, our as an industry leader in community investment. We – such as providing apprenticeships to unemployed Manchester construction a slight drop in satisfaction compared to 2014, our contributed to Lord Young’s review of the Social Value people – are likely to transform lives, while others – team were only too happy score remains consistently high. Act and were featured as an example of best practice in for example, delivering mock interviews or providing to get involved. Working Life cycle costing is one way in which we are helping his 2015 report. work experience for university students – help to with a range of charities, our customers to understand the benefits of improve life chances. The infographic below may other contractors and our Customer satisfaction score - The Willmott Dixon Foundation has identified three supply chain partners, sustainable decision making. help shed some light on our thinking. There are Construction, Partnership Homes main themes around which we focus our community we helped to create a some interventions we don’t count (such as site and Interiors Our project to build a £10.2m police custody suite in investment activities: community for military visits and careers talks) as we don’t class these as Bridgend is a good example. Typically, lighting makes veterans by bringing • tackling youth unemployment and inspiring transformational, though we do know that sometimes empty homes back into 2011 2012 2013 2014 2015 up about a third of a custody suite’s energy usage, young people they may lead to changes in attitude or ambition. use and improving the 86% 84% 86% 87% 85% because the building is in use around the clock. We There are, of course, grey areas, and these are the local streetscape. carried out life cycle costing to compare the capital • social exclusion subject of continuing, and healthy, debate within and operational costs of fluorescent and LED lighting. • community transformation “We couldn’t have our community team. done this without Customer satisfaction score - Partnerships The capital cost of installing the 243 LED lights These are areas where we believe we can make the Our methodology, therefore, counts interventions the amazing was 24% higher than a standard fluorescent tube. most difference. 2011 2012 2013 2014 2015 which improve life chances or contribute towards a support of all However, once installed, we calculated that annual Financial donations make up part of our contribution, change as having a value of one-third compared to these trades. The 95% 93% 94% 89% 94% energy demand could be reduced by 20%, providing but the largest proportion comes from the investment an intervention which transforms someone’s life. So approximate annual financial savings of £1,721/yr and enormous amount of the skills, knowledge and enthusiasm of our people, we have ‘improved’ the lives of 6113 young people an estimated payback period of 12 years. Maintenance of help – in time, given through community hall makeovers amongst since 2013 (which using our methodology counts as costs were also reduced. materials, labour 2038 towards our target) and ‘transformed’ the lives other things, but most often in the form of mentoring, and much more – and working with schools and colleges on a range of of 1388. In total therefore we have made a difference is a tribute to our activities designed to improve skills, confidence and to the lives of 7,501 young people – and more than aspiration. achieved our target! nation’s building industry.” The value of our activities in 2015 came to an amazing Nick Knowles £2.5m. However, we don’t believe that it is possible to BBC DIY SOS Presenter express the difference we have made to people’s lives (pictured above with simply in pounds and pence. Paul Gallagher, Assistant Building Manager).

“Improving” or “Transforming” life chances?

Student School leave r Young person Unemployed Long-term You ng person facing Young person Young from deprived area young person unemployed sign ificant barriers in the youth ex-offender to employment justice system Josh is just one of the Social Value – many young people for taking account Full- time 2015 Trainee challenge employment whom we provided work of a company’s We held our second management trainee challenge experience in 2015. Josh Apprenticeship came to us through the true impact in 2015, where trainees from across the business Welsh Government’s identified, planned and delivered a local community Social Value remains a key topic for public authorities Long-term work TRANSFORM IN2 Construction work and other organisations and we have contributed to a project on behalf of the Willmott Dixon Foundation. experience experience programme, range of forums and round-tables on the subject. The Chair of the Foundation and Group Chief which aims to provide Mentoring Executive, Rick Willmott said: ‘We were amazed programme training and employment In 2015 we issued a publication which captured by the quality of entries in 2014; but this year the opportunities for long- some of our contributions. ‘Social Value – taking standard was even higher.’ Reading buddy term unemployed people, full account of a company’s true impact’ suggests and those for whom Liam Tracy from Construction Hitchin led a team Short work finding employment is ways in which procurers can assess a company’s experience to build a new agricultural teaching facility and particularly challenging. commitment to social value, and how they can maximise contributions. Drawing on examples from horticultural garden at a special-needs school which Mock interview our activities, it has the support of many experts in gave young people facing significant challenges the opportunity to learn a new subject. Six of the eight One-to-one

the field of social value and contains a foreword from Examples of types the activities we do careers advice MP Hazel Blears, one of the authors of the original young people who gained work experience on the project have now found full-time work. Assistance with Social Value Act and a key figure in the 2015 review. CV writing IMPROVE

This graphic demonstrates the many factors we take into account when deciding if an intervention has enhanced or transformed lives.

12 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 13 Robin Hood Chase brings community benefits “I am hugely proud of this project We completed the final part of an extensive makeover of Robin Hood Chase in and what we have achieved in the Nottingham in April 2015. The project involved the demolition of a former health community.” centre, two blocks of shops and flats to create self-contained independent living Professor Andrew Lloyd, Dean of the College of Life, apartments for the over 55s and people with disabilities. Health and Physical Sciences. The project was situated at the heart of the St Ann’s community, so it was “In my opinion this project has been one important to make sure that local people were involved. We worked with a of the best examples of a main contractor range of partners, including Nottingham City Council Employment Hub, New that has used their influence positively on Supporting young people College Nottingham and Nottingham City and Central College. We also offered a development to create jobs and training employment opportunities to ex-offenders in conjunction with Nottingham Boxing Willmott Dixon Partnerships is enhancing the lives Club (Switchup). In total, we provided 72 local people with work opportunities. for local disadvantaged people.” of young people Nathan Wilkins, coordinator for the Nottingham City Council The project also brought economic benefits, as 98% of the project spend was Employment Hub. (Top) Taylor Robbins was Willmott Dixon’s 2015 Apprentice allocated to sub-contractors within a 60 mile radius of the site. of the Year. The award was presented at a special ceremony in Birmingham by legendary athletics star Kriss Akabusi, MBE. Taylor had joined Willmott Dixon Partnerships less than a year previously from Back on Track, a scheme which enables disadvantaged people to make lasting changes in their lives. Since joining, Taylor had helped on numerous community projects and represented Willmott Dixon at the Youth Parliament in Westminster. (Right) Apprentice Ellie King is just one example of how we are transforming job prospects for young people across the country. In 2014 she was highly recommended at the UKCG national apprentices awards, and by 2015 was well on the way to becoming a plumber after achieving NVQ levels 2 and 3 in electrical installation. (Bottom) Work placements for young people is just one way in which Partnerships is providing tangible benefits. One of the young people for whom we provided a placement said afterwards: “I learned new skills in different trades and feel more confident. It gave me a real insight, including how we work in a safe environment.”

14 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 15 “For as long as Supply chain I’ve worked with Willmott Dixon, Supply Chain there’s been a Sustainability School stated aim not only We are a founding member of this school, which to pay contractors provides free sustainability training and resources for on time but to construction industry suppliers and sub-contractors. improve the financial We continue to encourage our supply chain to sign environment where up. By the end of 2015, 1,116 of our suppliers had we can.” registered with the school. Jewsons, Derry Building Services, Plaza, Caxtons John Waterman, Builders, Rilmac, Midland Building Products, J Wright Payment Chief Operating Officer, Roofing and AR Signs were just a few of the suppliers Our EarlyPay portal, launched in 2014, allows our Willmott Dixon Construction who donated time, money and goodwill to our East (interview in Construction suppliers to receive early payment. EarlyPay is Midlands community project, ‘Field of Dreams’. The News, 10 April 2015) voluntary and suppliers pay a nominal amount of cricket clubhouse we built will help improve the interest to take advantage of the cashflow boost. lives of young people through sport, and by creating By the end of 2015, 150 preferred suppliers were associated new apprenticeships. Getting Oldham working “Willmott Dixon are genuinely actively using the system and £175m of spend went committed to local economic through EarlyPay. We completed Oldham and Royton Leisure Centres in autumn 2015. During construction our team signed up to the Get Oldham Working Construction Charter. Companies benefit and were prepared to sign New pre-enrolment procedures that adopted the charter undertook a voluntary commitment to produce work-related up to voluntary targets for local We launched online pre-enrolment procedures in opportunities for the people of Oldham. employment and local companies 2015 to enable our sub-contractors to upload details within their supply chain. They Consequently, we attended employability events, visited schools, sponsored local awards of their CSCS card and training before starting manage the balance between use work on site. This ensures that they undergo all the and undertook a community project to refurbish local shops. We held a ‘meet the buyer’ event, which was attended by nearly 50 local companies, and ran an Open Doors weekend of local companies and the pursuit necessary induction training, giving them more time of value very well.” on site to devote to location-specific safety training. for people to visit the construction site and find out more about careers in construction. Cath Inchbold, Project Director, Oldham Council. We estimate that pre-enrolment has saved us roughly We organised several fundraising events for local good causes. 40,000 hours. Operatives prefer it, because it means By the end of the project we created and facilitated 26 apprenticeships, both directly Below Anthony Dillon, managing director of our Northern that they can get started on site immediately rather and through our supply chain partners, delivered 1,576 hours of work experience to local Construction office, with Jim McMahon, then Leader of than having to do lots of paperwork. In 2016 we people, created 31 new jobs, and spent 40% of project budget in the borough of Oldham. Oldham Council, and now MP for Oldham West and Royton. will be extending pre-enrolment to allow cross- referencing with the CITB database, enabling us to double check on eligibility to work and qualifications. Afan, Keyline, Atlantic, IWC and SGB all provided a huge amount of help in renovating Butetown Thanks to our generous supply Community Centre in Cardiff. chain partners Our supply-chain partners’ donations of time, money and goodwill have made a significant contribution to our community investment work. Those mentioned below are just a few of the hundreds of valued suppliers who have played such a big part in our community activities.

A host of suppliers donated over £32k in money, supplies and services to rejuvenate the Calthorpe Community Centre and gardens in the centre of London.

Groundworks company St Lewis Design has donated time and materials to many of our projects. The company was also awarded ‘best sub-contractor 2015’ in our regional supply chain awards. Picture shows two large planters they supplied and built at Derry Avenue, Thurrock, for less able residents to use.

16 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 17 “The skills gap Our people Engaged employees remains a ticking In 2015 we continued to focus on attracting, retaining, We want our employees to feel challenged but time bomb, with not developing and promoting the best people. contented. We measure their engagement with enough new people the company. In 2015 our staff engagement score Supporting young people into the industry was 79%, and whilst this is exceptionally high for replacing those Our management trainee programme is a key way we lose from the any organisation we continue to strive to do better. in which we are supporting young people into the All feedback provided is analysed and comments industry each year.” industry. Young people can enter the programme with suggesting possible improvements are incorporated Rick Willmott, Group Chief or without a degree. into forward plans. We won Business Executive, (article on Agenda 15 Green’s Employee in Building Magazine) Engagement Campaign 2011 2012 2013 2014 2015 Employee feedback survey of the Year for our 2014 108 97 98 110 161 online sustainability overall engagement (score out of 100) programme ‘Everybody Helping everybody to play their part Plays a Part’ Degree apprenticeship 2011 2012 2013 2014 2015 Our 2014 online sustainability programme ‘Everybody Tour de force £2.9m In March we became part of a consortium of Staff only 74 74 75 77 79 Plays a Part’ won the 2015 BusinessGreen’s Employee Group Chief Executive Rick Willmott led a team of In 2015 we spent contractors to offer a route to new ‘degree Engagement Campaign of the Year. The programme divisional chief executives and MDs on the 180km £2.9m on learning and was completed by 98% of Willmott Dixon employees apprenticeships’. These will give around 80 school Embedding sustainability skills and culture Cyclotour du Leman around Lake Geneva to raise development – around – and all participants made personal sustainability leavers, or recent entrants to the industry, the We use our ‘Your Say’ survey to measure how engaged money for an employee who was paralysed the £813 per employee. commitments. In the 2015 staff survey, the number opportunity to complete a two-part, six year our people are with our sustainability ambitions. The previous year in an road traffic accident. They raised of people saying they understood how to deliver trailblazer apprenticeship leading to an honours improvement in question 1 and high score in question £37,000 and this, together with the gift-aid money sustainability increased by 12 points. degree and professional status, without the 4 below, suggest strong and authentic leadership at a was donated to Stoke Mandeville Trust’s spinal unit. student debt. local level. The slight drop in community participation The company matched the amount raised and gave rates may be attributable a change in this question’s it to former colleague Steve, enabling him to buy The 5% Club Environmental and sustainability training format in 2015. Nevertheless, a 54% participation specialist equipment. 2015 also saw us sign up to the 5% club. As members In 2015, IEMA described our Group-wide approach rate remains an extremely high score, especially when of the club, we have pledged that by 2020 at least to environmental training, where we target our compared to the BITC member average of 20%. 5% of our workforce will be in formalised apprentice, sustainability training to different disciplines, as sponsored student or graduate development schemes. ‘innovative and unique’. Every year since 2013 we At the end of 2015, 5.83% of our employees fulfilled 2014 2015 have put at least 25% of our management workforce these criteria. 1 Sustainability is taken seriously in through our CITB-recognised site environmental 74* 78* New validated construction courses my branch/local office. audit training. We deliver one and two day training on environmental sustainability to our senior managers Anglia Ruskin University continues to support the 2 I know how I can play my part in creation of our learning programmes. In 2015 we making my branch/local office 65* 77* in our Partnerships division. In 2015 the one day worked with Anglia Ruskin to provide a new online more sustainable. training was accredited by IEMA and the two day 12 week Construction Planning and Programming 3 Over the past year I have taken training was accredited by City & Guilds. course for our employees. The course is a bespoke part in activities supporting our 57% 54% local community. Our environment team has been trained to deliver online course to ensure our employees have the CITB-accredited Site Environmental Awareness right skills to support our work delivering complex 4 My branch/local office is serious Training (SEATS), and we have set a target to deliver Encouraging life-long learning construction projects. The university already validates about making a difference in local - 81* All employees with over five years’ service qualify communities. SEATS training to 100% of our site-based workforce our staged management development programmes by 2018. for a personal fund of up to £750. Some examples of for future leaders. 5 My manager and I have identified courses taken by our people include jewellery making, the sustainability skills I need to - 63* Diversity and inclusion drum tuition and sky-diving. This is just one of the The right skills for the job do my job We work hard to ensure that our company is one In 2015 we launched a new online matrix which sets ways in which we reward employee loyalty. * Weighted score /100 where people are given the opportunity to succeed – out the skills required in each job role, and identifies whoever they are and regardless of their background. the right training modules to help employees get up to speed. 2013 2014 2015 2015 Learning and development industry We continue to lead the industry in the amount we average* % female invest in our employees’ learning and development. 18.5% 18.9% 19.0% 11% The £2.9m represents an average per employee of employees 3.6 training days and £813 of spend. % workforce from minority 6.3% 6.4% 6.7% 5% ethnic 2011 2012 2013 2014 2015 backgrounds £2.3m £2.3m £2.25m £2.4m £2.9m * Source: Office of National Statistics

18 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 19 2015 saw be:here launch its first homes for private rent in East India near Canary Wharf. As a result of extensive research with young professionals, each of our homes for private rent includes equal sized bedrooms with en-suites (for sharers), lots of storage and good sound insulation. Plain English contracts, clear and transparent rents and charges, and an on-site team to take care of any problems come as standard.

Prime Place in Kew “We live and populate river banks – but so does As a major developer of homes for sale through our brand the wildlife and the level of pollution affects the Prime Place, we have the opportunity to create not just sustainable amounts of plants and the diversity, therefore buildings, but sustainable communities. having an effect on birds and other mammals. One such project is the new development we are planning in Kew. I think this event is brilliant as it is team building 2015 saw us obtain detailed planning consent to build 648 new and a commitment to an area where they are homes there, alongside a new 20,000 seater football stadium, in coming to develop some homes. They are coming a joint venture with Brentford Football Club. As well as delivering at this from the right angle.” much-needed new housing in the area, the project will provide Francesca Campagnoli, Brent Catchment Partnership Facilitator, Thames 21 Raising the bar on homes for private rent “As well as looking after the physical new community and retail facilities, which include a cinema, gym and gardens. Extensive landscaping and greenery around the site, As a sustainable business, we continue to seek solutions to meet society’s aspects of the building, we look at “Events such as this are a great reminder to all and new pedestrian and cycle routes will ensure that our Kew challenges. how we build and maintain a sense of involved in the regeneration of Brentford that development becomes somewhere that people will love to live. community. We can do this as we have it’s not just about bricks and mortar but about We know that for many people, finding decent rented property and a responsible a long-term stewardship role in all of In September 2015 our people demonstrated their commitment providing a positive legacy within the community.” landlord – particularly in London and the South East – is a big challenge. Our our developments.” to improving the local area by swapping computers for canoes to response is an industry-leading build-to-rent business, be:here, which develops and Brian Brady, Managing Director, Prime Place clear rubbish from the local canal. We worked with the waterway manages homes, facilities and services to the ever-growing private rental sector. Simon Chatfield, Director, Research and Operations, be:here charity Thames 21, who provided the equipment for the day. This “It was really good fun. It was nice for the team to be:here’s offer also provides an attractive investment opportunity for institutional stretch of water is used by Brentford FC’s Community Sports Trust get together as well as doing something to help to teach water sports to hundreds of local children each year. investors looking to invest their funds (particularly pension funds) in a market that out... We look forward to doing more in Brentford.” provides reliable returns and the potential for growth. Sue Gresswell, Sales and Marketing Director, Prime Place In 2015 be:here launched its first directly-managed homes for private rent at East India Dock, close to Canary Wharf. It also acquired more sites to deliver around 1,200 new build-to-rent homes across greater London and the home-counties. These will enable us to provide an affordable and value-for-money offer to the growing number of people looking to rent, and create strong, cohesive communities. With sustainable design, facilities such as residents’ lounges and roof gardens, together with services delivered through an on-site team, be:here’s offer provides what today’s renters demand from the place they live and their landlord.

20 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 21 Being a responsible business

Our ambitions: Data Paul Smith, Group director with responsibility Our 2015 achievements – To leave a sustainable legacy We have robust systems in place to capture for sustainable development, takes ultimate – Being named ‘Sustainable Business and report our performance. Data on all our responsibility. He chairs the Re-Thinking Board which across the built environment by is responsible for reviewing and approving Group-wide of the Year at the 2015 Edie Awards. key indicators is reported monthly and can be collaborating across the sector to interrogated from Group level down to individual programmes and initiatives, with escalation to the improve environmental standards, – An average 40.29 ‘Considerate projects. Its quality and reliability enables us to Holdings Board where necessary. Willmott Dixon design and building quality, and Constructor’ score across all our address issues quickly and identify best practice, and The Re-Thinking team coordinates initiatives. is a key factor in our continuing strong performance. is Sustainable influence government. projects – 13% higher than the It monitors and reports Group performance and industry average. communicates best practice. Business of the – To drive continuous improvement Year 2015 and deliver innovative solutions in – Continuing to raise awareness of Governance Divisional boards and the Support Services The Edie Awards’ judges the benefits of a more sustainable Sustainable Development Steering Group coordinate singled us out for our collaboration with our clients and Strong governance and leadership drives the delivery exceptional progress on built environment – both within the of our Sustainable Development Strategy. the development and delivery of local initiatives. carbon reduction, and the supply chain. industry and beyond. The Willmott Dixon Group’s Holdings Board retains Managing directors, through their nominated scale of our sustainability – To champion whole life assessment sustainable development directors, are responsible ambitions. overall responsibility for sustainable development, as our overarching approach to and considers the Strategic Sustainable Development for reviewing, approving and ensuring delivery of projects, so that the true cost of Risk and Opportunity Matrix (on page 38 of this local initiatives. Sustainable development directors publication) annually. and branch general managers monitor and report a building’s use is visible to clients performance against targets through monthly local and end-users. board reports.

Awards

Grown in Britain Industry leadership Ashmount zero We remain a driving force behind this campaign. Creating the right conditions for In 2015 Grown in Britain successfully campaigned carbon school Sustainable our industry to get the preference for British timber into a Archbishop won a RIBA National award, In January 2015 Group Chief Executive Rick Willmott growing number of contractors’ procurement policy Beck: in addition to a RIBA London voiced his support for Building’s Agenda 15 statements. Pre-qualification questionnaires such award and a commendation NW Project of the year, under their sustainability Business manifesto. Agenda 15’s eight key recommendations as ConstructionLine and Best Practice Hubs such Prime Minister North West Regional award category. David Cameron provided included increasing investment in housing, retrofit as those curated by the Considerate Constructors Construction Awards. some positive publicity for and education, a requirement for relevant training Scheme are also asking for contractors to show how of the Year, Grown in Britain when he and apprenticeships to be undertaken in all larger they are supporting Grown in Britain as part of their visited BSW Timber Group, government construction projects. assessments. Considerate Constructors the latest company of many to achieve a Grown Pushing to make the UK’s buildings more Gold awards went to: Edie Awards. in Britain licence. energy efficient We continued to campaign for policy changes Sustainable Development Strategy • Loughborough College • Maywood Extra Care. HUB & VPA Building. • University of Brighton – WWF: ‘Innovation’ Winner, to improve the energy efficiency of the UK’s and headline targets • University of Leicester Cockcroft. British Council for Offices. built environment. We supported the Energy Bill We continued to make good progress against our Centre for Medicine. Walsall Arboretum: Revolution’s ‘Cold Homes Week’ campaign, and, in Strategy in 2015, exceeding all our headline targets the run-up to the general election, signed a letter to (we exceeded our carbon target in 2014, and our ‘Built in Quality’ Community award, party leaders urging them to commit infrastructure North West Contractor of the Year, waste and community targets in 2015). As part of our West Midlands Celebrating funds to improve home energy efficiency. After the ambition to drive continuous improvement, 2015 saw Insider Property Awards. Construction awards. election, we were one of the signatories of a letter to us set industry-leading new targets in all three areas, Partnerships branch Chancellor of the Exchequer, George Osborne, urging Galatia won Excellence Partnerships won and commit to these publicly. the ‘Excellence in him to make energy efficiency a priority, which it was in Contractor Contractor Engagement when the National Infrastructure Delivery plan Engagement at the TPAS central awards. category’ at the 2015 2016-2020 was published in early 2016. We also Best Employee Redcar and TPAS Central awards. signed an open letter, organised by WWF and Engagement Cleveland The award recognises published in The Financial Times, setting out the Keynsham Civic companies improving the reasons why energy efficiency policy changes were Business Green Education Community Heart: communities in which Centre: ‘Best Joint winner, SPACES Civic they work. Judges hailed in the national interest. Awards Constructor Moseley Rugby workplace of 2015’. Building of the Year, RICS Partnerships’ community for our sustainable We continue to play a part in The Big Energy Vision, Club: British Council for Offices, of the Year, North East Regeneration investment programme development induction Project of the Year and a group which helps householders become more ‘Leisure’ category, overall RIBA South West as an exemplar for the Education Constructing Excellence positive and confident when it comes to controlling West Midlands Celebrating and refresher module Awards winner and industry. North East awards ‘Project their energy usage. Construction awards. ‘Everybody plays a part’. Sustainability Award winner. Investor Awards. of the Year’.

22 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 23 Our 10 Point Plan for project Considerate Constructors Scheme sustainability We are associate members of the Considerate We measure and drive sustainability on all our Constructors Scheme (CCS), and all our sites are construction and retrofit projects through our 10 registered. Contractors which sign up to the scheme point sustainability plan. In 2015 we extended the 10 agree to abide by its voluntary Code of Considerate Point Plan to Energy Services’ projects (performance Practice. This covers site appearance, community We continue to research will be reported once these projects complete). engagement, safety, care for the environment and and develop our Sunesis care for the workforce. We set stretching year-on-year range of standardised CCS targets for all contracting divisions in our buildings, to make them Average 10 Point Plan score out of 10, 10 Point Plan. more sustainable and across all projects completing in 2015 cost-effective. In 2015, Considerate Constructors’ score with our Scape partners, 2013 2014 2015 Our average score across all projects during 2015 was we established Sunesis as 40.29/50 which is 13% higher than industry average. a stand-alone company to Group 4.8 4.7 5.9 Considerate Constructors Score make standardised schools Construction 5.1 5.0 6.3 more widely available. 2013 2014 2015 Partnership Homes 5.2 4.3 5.3 Willmott Dixon 38.71 39.87 40.29 average score Interiors 2.3 3.4 4.9 Industry average score 35.16 35.51 35.59 The table below shows our 10 Point Plan criteria. Each project has targets which get more challenging year Considerate Constructors score by division The Curzon Building, Birmingham City University “Thousands of our students are now benefiting on year – this is how we will reach our Group targets. (marks out of 50) The £46m building for Birmingham City University has helped to regenerate from even better facilities as well as a building which was built sustainably and it is great that Construction 40.60 Birmingham’s eastside. It’s the latest in a number of state-of-the-art of Criteria Division 2015 2016 projects that we have delivered in the area, including the University’s this has been recognised.” Partnership Homes 40.16 1 Sustainability Construction, Partnership Yes Yes Parkside Building (completed 2013) and Millennium Point. The project Dr Paul Hartley, Interim Pro-Vice Chancellor, Birmingham City University action plan Homes, Interiors and Interiors 39.71 involved not only the delivery of an impressive new building, but the careful Energy Services restoration of a Grade 2 public house into a new student union building. “The Curzon Building really set the bar high. Energy Services 37.89 2 Customer focus Construction, Partnership Yes Yes The project team used BIM (a digital 3D model based process) to secure Willmott Dixon’s innovative six-storey teaching Homes, Interiors and Energy Services £250k in savings, through improved clash detection and work programming. block for Birmingham City University stood out

3 Life cycle costing Construction, Partnership Yes Yes Research and development The building’s high thermal performance biomass boiler and adiabatic because of its quality and as one of the first projects (LCC) Homes, Interiors and We have strong links with academia and continue to cooling have helped it achieve BREEAM Excellent. The building won ‘Project to fully embrace BIM 360 in its development.” Energy Services invest in many projects, supported by Innovate UK of the Year’ at Midlands Business Insider. Midlands Business Insider awards judge 4 Responsible Construction, Partnership 45% 50% and KTN, driving new product and system solutions. sourcing (project Homes, Interiors and procurement plan) Energy Services In 2015 we spent in the region of £1.2m on research

5 Community Construction, Partnership £250-£500 per £m Achievement of and development. Areas of focus included adapting investment Homes, Interiors and turnover community investment the Energiesprong low-carbon retrofit model for Energy Services plan and LCO Young the UK market, developing our Sunesis standardised People target buildings, and learning lessons from the post- 6 Considerate Construction & 40 41 occupancy evaluations we carry out on all our Constructors Partnership Homes construction projects, following completion. Scheme Interiors 37 39

Energy Services 38 39

7 Carbon emissions Construction, Interiors and 1060kg 1028kg CO2e/£100k

during construction Energy Services CO2e/£100k

Partnership Homes 1472kg CO2e/£100k 1429kg CO2e/£100k

8 Waste (volume) Construction 8.5m3/£100k 7.82m 3/£100k

Partnership Homes 11.8m3/£100k 9.61m3/£100k

Interiors 8.5m3/£100k 6.54m3/£100k

Energy Services 9.5m3/£100k 9.0m3/£100k

9 Waste % landfill Construction, Partnership 95% 95% diversion Homes & Energy Services Keynsham Civic Centre was ‘best of the best’ at the 2015 British Council for Offices’ commercial Interiors 93% 95% property’s Oscars. The judges said: “The team 10 Water use during Construction & Interiors 8.7m3/£100k 8.7m3/£100k worked to a clear brief in a unified fashion and their construction Partnership Homes 9.5m3/£100k 9.5m3/£100k unswerving desire to deliver an exemplar scheme is apparent in every aspect.” Energy Services 6m3/£100k 5.7m3/£100k

24 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 25 Tackling climate change and energy efficiency

Our ambition: Our 2015 achievements To reduce our carbon footprint, The scope of our reporting maintain carbon neutrality and – Improving on 2014’s impressive 30% work towards de-coupling carbon carbon reduction. emissions from business growth. – Pioneering and achieving The Carbon Suppliers Willmott Dixon Customers Trust’s Supply Chain Standard, the world’s first accreditation for Our headline target: Scope Owned Fuel Process and companies managing their supply transport combustion fugitive To reduce carbon intensity by 50% chain emissions. emissions by 2020 (compared with 2010). – Regaining The Carbon Trust Standard. 1 – Being carbon neutral for the fourth Scope Purchased year running. 2 electricity

Scope Upstream Business Downstream Use of sold transport and travel Upstream leased products distribution leased assets assets Carbon performance Energy and Carbon Management Strategy sets out In 2014 we reported a 30% reduction in carbon how we will reduce our emissions further, and help 3 emissions relative to turnover since 2010. save us around £3m a year by 2020. Purchased Waste from Employee Fuel and Investments End of life We reduced our emissions by a small amount more goods and operations commuting energy-related treatment In 2015 we set a new, industry leading target which services activities in 2015. Further analysis, taking the effect of the will see us halve carbon emissions intensity by 2020 weather conditions (heating degree days) into (compared with 2010). account suggested that we achieved a 3.8% improvement in operational terms. Our new Measured and known emissions Unknown emissions Footprint reporting boundary

Absolute emissions (tCO2e) Scope Notes 2010 2011 2012 2013 2014 2015 Carbon emissions Cars 31% Scope 1 1 10,998 11,351 12,067 11,557 10,730 10,205 (5,220 tCO e) by activity 2 Scope 2 2 4,622 5,327 6,032 4,861 3,339 3,546 Vans 26%

Total Scope 1 & 2 15,620 16,678 18,100 16,419 14,069 13,751 (4,356 tCO2e)

Scope 3 3 2,530 2,515 2,341 2,585 2,819 3,038 Site diesel 19% (3,109 tCO e) Total Willmott Dixon emissions 18,150 19,193 20,442 19,004 16,888 16,789 2

Site electricity 17%

(2,937 tCO2e) Emissions relative to turnover (tCO e/£m) 2 % reduction Site gas 2% Notes 2010 2011 2012 2013 2014 2015 2010-2015 (364 tCO2e) Turnover (£’000s) 989.5 1,059.0 1,044.9 1,038.5 1,258.7 1,326.3 Office electricity 4%

Total Scope 1 & 2 emissions 1&2 15.8 17.5 15.9 15.8 10.6 10.3 34.81 (609 tCO2e) intensity Office gas 1% Total Group intensity 1,2&3 18.3 18.2 19.8 18.6 12.7 12.6 31.15 (193 tCO2e)

Our 2015 carbon performance by division (tCO2e/£m) Group Construction Partnership Homes Interiors Partnerships Energy Services

Total 12.7 7.8 22.0 3.6 42.2 8.1

Notes: 1. Emissions from: 2. Emissions associated with consumption of purchased a. company vehicles where fuel is purchased by electricity. Willmott Dixon. 3. Primarily emissions from business travel and b. direct fuel combustion by Willmott Dixon, for commuting in private vehicles – see example, gas in offices and diesel in generators. ‘The scope of our reporting’ diagram opposite.

26 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 27 Carbon achievements Carbon reducing initiatives Pioneered We pioneered The Carbon Energy Savings Opportunity Scheme Transport Trust’s new Supply Chain We were among the first companies to be compliant Our commercial van fleet accounts for just over a Standard. with the Government’s Energy Savings Opportunity quarter of our emissions. Miles per gallon league Scheme. tables continue to help us target those drivers needing to improve, and engender friendly inter- £250k We pioneered the Carbon Trust’s new branch competition to drive up improvement. We have saved nearly Supply Chain Standard £250k by streamlining our As a responsible business Approximately 31% of our emissions come from energy billing processes. we are committed to business and commuting by car. Initiatives to address reducing our carbon these in 2015 included spending £20k rewarding emissions. However, our employees choosing low emissions company or

scope 1 and 2 emissions private cars. We have retained the 120g CO2/km make up only around 1% maximum emissions for cars on our company car list, of the emissions associated and our average company car emissions in 2015 was

with the work we do. The 110g CO2/km. We put electric cars on the company largest proportion (scope car list for the first time and offered higher green 3) comes from our supply chain – transport and bonuses for people choosing these. Since our scheme distribution and purchased goods and services. began in 2008, we have paid out over £420k in green In 2015 we started to look at how we could bonuses. work in partnership with our suppliers to bring We also offer a range of incentives to encourage Building the biggest education project in Cardiff – The project’s environmental achievements were matched by emissions down. more sustainable travel. Staff bought 64 bicycles for a generation the associated community benefits we delivered as part of the To do this we piloted the Carbon Trust’s newly through our company-wide cycle scheme. We package. These included creating: reimbursed approximately 30,000 cycle miles and Cardiff and Vale College’s new £45m city centre campus, developed Supply Chain Standard. We are one of nearly 250,000 car share miles. built to accommodate 20,000 students, is larger than the • 317 weeks of shared apprenticeships; only seven pathfinder companies, and the only one in our sector to achieve certification. Sixteen suppliers nearby Millennium Stadium. It features 1,875 square metres • 27 weeks of Construction Youth Trust placements; On site account for around 20% of our scope 3 footprint. of solar photovoltaics – one of the largest building-mounted • 235 weeks of work experience achieved with 125 students; Nearly 40% of our emissions come from our sites. arrays in Europe. Combined with natural ventilation to half • 175 weeks of work experience for people who were long-term Consequently we are now engaging with these Construction site electricity accounts for of the building and a CHP plant in a separate energy centre, unemployed; suppliers to develop a baseline and identify ways approximately 17% of our emissions. In 2015 we it’s no wonder that the building has achieved a BREEAM • 85% of project spend spent locally. in which to reduce associated emissions. continued to make electrical zoning in temporary Excellent rating. We regained the Carbon Trust Standard site accommodation and out-of-hours master Companies that achieve the Carbon Trust Standard switches a priority. must show continuous improvement over a three year period, and in 2014 we were unable to demonstrate Reducing the amount of site diesel we use this due to some historical data issues. We were remains a key area for action because diesel emits delighted to regain the Standard in 2015. approximately 50% more carbon per kWh than grid electricity. In 2015 site diesel accounted for 19% of Group emissions – a slight increase on 2014, due to the number of projects in locations where connection to the electricity grid was not practical. Our partnership with the Energy Cost Advice Group has helped streamline our energy billing processes, and achieve the best prices for electricity, saving us nearly £250k between September 2014 and September 2015.

28 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 29 Carbon neutral 4 years We offset our unavoidable carbon emissions by Carbon neutral for the investing in international carbon-reducing projects fourth year running. which reduce carbon by an equivalent amount. In 2015 we worked with Natural Capital Partners to identify carbon offset projects which bring significant social benefits as well as reduce emissions. This is in line with the Willmott Dixon Foundation’s focus on ‘community transformation’ and ‘tackling social exclusion’. All the projects we invest in undergo rigorous investigation to certify that they achieve measurable and permanent reductions in emissions. We self-declare our carbon neutrality in line with PAS 2060 guidelines. In 2015 we invested in the following projects to offset our 2014 carbon emissions:

Taking a whole-house approach to low-carbon retrofit “These houses used to ‘rattle like a tin’ when the wind When making the UK’s housing stock more energy efficient, there is got going …not anymore. They are much warmer, no ‘one-size-fits-all’ approach. The UK’s housing stock is diverse, and more soundproof and look fantastic. Our road was looking tired, run down and neglected. They look like Improved Ugandan measures used to bring a post-war semi up to modern standards of performance and comfort may not be suitable for a heritage property new houses now.” cookstoves project in a conservation area. Wythenshawe resident Nearly all Ugandans Meru and Nanyuki rely on solid fuels such So those working in the energy services sector need to have a good “I have lived here for a number of years and prior to Community as charcoal or wood for understanding of what measures work best in different housing types. having work carried out, my gas bills were so high and Reforestation cooking. These emit Our work for the Association of Greater Manchester Authorities (AGMA) within half an hour of the central heating going off, This project enables high levels of CO and 2 framework is a good example of this. the house was cold again. The difference is amazing.” Kenyan small-holding air pollution. This project Trafford resident farmers to plant and subsidises the sale of The measures we applied ranged from simple loft or cavity wall insulation grow trees, reducing cleaner, more efficient to boiler replacements and more complicated solid wall insulation Bandeira e Capelli, Brazil global carbon emissions cookstoves, and provides projects. Our approach, which we believe sets us apart from the other This project is replacing unsustainable wood-fired and improving the finance for those framework contractors, involves undertaking a whole house assessment to kilns in brick and roof-tile factories with ones which wellbeing of local who cannot afford determine suitable measures for the property. The recommendations are use renewable biomass waste. communities. upfront costs. then priced up and discounted by any funding that’s available at the time.

Reducing carbon emissions from the UK’s housing stock In 2015 our Energy Services business continued to help reduce UK carbon emissions and tackle fuel poverty by fitting energy saving measures to homes in London, North Wales, Leeds, Hull and Bristol. Despite difficult market conditions, the business continues to expand, winning significant new contracts across the country.

Year No. of Total annual Average Average lifetime tonnes Average kWh

properties tonnes CO2 kWh CO2 saved over standard saved over saved saved lifetime performance of lifetime of measures installed scheme

2014 1,198 1,835 8,270,984 56,351 248,643,292

2015 1,993 3,343 25,353,946 102,786 878,183,754

30 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 31 Smarter use of natural resources

Our ambition: To reduce the Waste – 2015 performance Our 2015 achievements intensity of construction waste and achieve zero waste to landfill. – A 38% reduction in waste (relative to project value) between 2012 and Construction waste per 2015, exceeding our headline target £100k of project value Our headline target: To reduce by over 100%. Construction, Partnership 2012 2013 2014 2015 2012-15 Reduction construction waste intensity by Homes, Interiors and Energy 15% by 2015 compared with 2012. – Achieving WWF’s top score of 3 trees Services for sustainably sourced timber. 38% – A 19% reduction in water usage on 13.9m3 10.4m3 10.9m3 8.6m3 our construction projects.

Landfill diversion rate 2012 2013 2014 2015 including hazardous waste

95% 93% 96% 95%

Waste Waste by division 38% In 2012 we set ourselves a 2015 target of reducing Construction waste per £100k Construction Partnership Homes Interiors Energy Services We have reduced waste construction waste (per £100k of project value) by of project value intensity by 38% since 15%. By the end of 2015 we had smashed our target, 2012. achieving a 38% reduction.

3 3 3 3 We achieved this reduction through a range of 8.5m 10.6m 5.9m 5.4m interventions. We have encouraged more off-site 60% fabrication and worked with manufacturers and Waste diverted from landfill including hazardous waste Our new target is to suppliers to design out waste. We have also been reduce waste intensity looking at ways of incentivising sub-contractors on by 60% by 2020 97% 92% 98% 82% compared with 2012. site to make the best use of materials. Our innovative, award-winning approach to waste management, which, through supply chain incentives, can reduce construction waste and the associated costs by up to 50% and is now being used on other sites. Our Biodiversity improved data collection is also playing a part, Diverting waste from landfill – We have worked with The Wildlife Trusts because it enables us to undertake monthly analysis and supporting a good cause since 2014. Central to the partnership is of waste performance on individual projects, and Our project to refurbish two student hall blocks a framework agreement under which we address any issues which arise early. for Teeside University involved stripping out and procure ecology consultancy from The disposing of existing furniture and fittings, including Wildlife Trusts’ network of professional Capturing waste streams and volumes from our beds, sofas, fridge-freezers and microwaves. Many of consultancies. This enables us to access local expertise Partnerships business has always been challenging: these were in a nearly new condition. We contacted in the natural environment. We installed bat boxes our tradespeople carry out maintenance on around the British Heart Foundation, who were delighted to and swift shelters as part 170,000 homes across the country. However, in 2015 The network of 24 Wildlife Trust consultancies are collect the items from the site, and sell them to raise of our work to install we set up new processes and procedures to record all owned by local Wildlife Trusts. This means that money for their life-saving research. They raised an external wall insulation Partnerships’ waste as a baseline for their future they gift aid all profit back to their parent Trust. It amazing £13,820. We saved an estimated £7,000 in in Llanarth. We are now performance. is estimated that approx £40,000 profit from our A team of 10 from our Leeds and Oldham office working with Ceredigion skip and associated labour costs – and we diverted a contracts has been gifted back in 2015. This is money Plans for 2016 include identifying project benchmarks took part in a community day today at Carr Lodge County Council to huge amount of waste from landfill. which will support the Trusts’ vital work to protect for waste for specific building types, so we can better Academy’s habitat area. They spent the day digging develop a biodiversity over 2,000 special places for people and wildlife in predict waste volumes and set more informed targets. and planting a variety of trees to create a home for toolkit for future building communities. It will help to promote the mental wildlife on the site. projects. In 2015, in collaboration with the business, we set a and physical wellbeing of half a million children by new target to reduce the intensity of our construction engaging them in wildlife. by 60% by 2020 (compared with 2012).

32 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 33 Water Sustainable procurement “Willmott Dixon Water targets are now an integral part of our 10 Point In 2015 we updated our Sustainable Procurement is taking the Plan – the method by which we drive sustainability Policy, drawing on the expertise of our supply chain, sustainability on our projects. Better data is helping us identify a to incorporate lessons learned, and ensure that it agenda ‘by the nd address high water usage on our projects and we reflects developments in the market. horns’ and sharing are pleased to see a continually improving trend in clear information our efficiency. Timber We were accredited the maximum ‘three trees’ on their purchasing by WWF in their 2015 Timber Scorecard, for our performance for Water intensity commitment to sustainable timber procurement. timber is excellent (m³ per £100,000 project value) Our Sustainable Procurement Policy stipulates that practice. We really all suppliers of timber and timber products must show encourage their peer 2011 2012 2013 2014 2015 evidence of full compliance with obligations of the companies to do EU Timber Regulation (EUTR). They must also show likewise.” a public commitment to minimise the risk of illegal Julia Young, WWF-UK Global timber from entering its supply chain and projects by Forest and Trade Network only accepting timber certified to either FSC or PEFC.

10.0m3 9.6m3 9.7m3 9.6m3 8.1m3 We continue to wholeheartedly support the campaign ‘Grown in Britain’, and procure with a preference for timber grown in the UK. 2015 water intensity by division (m³ per £100,000 project value) “By procuring timber and timber products from well-managed sources we can be Construction Partnership Homes Interiors confident that our business operations “Grown in Britain’s are not contributing to deforestation or success in increasing unsustainable harvesting. Since our sector is the supply of one of the largest consumers of timber and homegrown timber timber products, we have an important role has been down to in demonstrating leadership and influencing the support, action 6.7m3 11.0m3 2.0m3 Living roofs provide wildlife and community benefits compensate for the loss of habitat but to create an even better the market.” and leadership of space for nature. many but none In 2015 we neared completion of phase 3 of Crest Nicholson’s Rick Willmott, Group Chief Executive, Willmott Dixon £20m regeneration of Centenary Quay in Southampton. The living roofs, designed by consultants Biodiversity by more so than that of Design, mimic the habitat and plant communities of coastal Willmott Dixon who The development, which includes a supermarket and two six grassland and vegetated shingle ridges. These roofs provide Paint 360 have been at the storey apartment blocks, is on the site of a former shipyard. many benefits – habitat for both common and unusual species Our Partnerships’ division has worked with the social heart and start of Disused for many years, the site had become home to a range of plant and animals, year-round interesting and attractive enterprise, Paint 360, to trial a range of paints which the Grown in Britain of wildlife such as bats, songbirds, butterflies, and uncommon views for the residents, local cooling in hot weather and are 90% recycled. As well as offering carbon savings campaign. types of solitary bee. Therefore a key planning condition was trapping of pollutants from the air. (Paint 360’s paints are the lowest carbon available the inclusion of “extensive bio-diverse living roofs”, not only to on the market) it is also saving us time and money, In supporting because it offers great coverage and dries quickly. Grown in Britain, We are keen to work with Paint 360, because they Willmott Dixon have are committed to employing local young people shown exceptional and the long-term unemployed. Paint 360 is a keen leadership across Using harvested rainwater to fill dive tank supporter of our own community investment work the construction In 2015 we constructed one of the largest diving and has provided paint free of charge paint many of ‘family’, using inspection training tanks in Europe. When rain our charitable projects in 2015. their position and was forecast at a critical time in the project’s knowledge to construction – after a flat roof had been installed, facilitate research, but before the siphon drainage system had been Environmental systems analysis and connected – our project team made the most of it. Since the new ISO 14001 standards were published in They captured direct rainfall and water from the September 2015, we have been working to update our collaboration in roof of the adjoining building, using four puddle procedures. order to get our pumps to move it into the tank. The total capacity nation’s woods and of the tank was 720,000 litres, of which the We aim for 100% compliance with our environmental forests thriving.” rainwater harvesting system contributed 167,000 management systems, so any breaches of our record are taken very seriously. We regret that, in 2015, there Dougal Driver, CEO of litres. This saved £330 of water costs, but had the Grown in Britain project not been connected to mains water they were two instances where noise nuisance incurred s60 would have had to transport the water to site, notices; and waste from work on two properties in which could have cost over £13,000. The total Birmingham was not managed according to our own amount of water saved was equal to a year’s worth high standards. We have reviewed our systems and of water for a family of four. amended our processes so that these problems should not happen again in future.

34 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 35 Bicester Eco-town “NW Bicester provides a unique Project features include: Building one of the biggest sports facilities in the south east “This is a new era for sport in Wycombe In 2014 we started work on the £27m opportunity to set new environmental – Heat and hot water will come from This £25m new sports facility for Wycombe District Council features an and opens up a realm of leisure contract to build the first 94 of the planned standards that will become the a combined heat and power plant. impressive range of facilities, including a 50 metre pool, 12 badminton courts, opportunities for residents. Working with benchmark for other projects.” Willmott Dixon and our operator Places 393 zero carbon in-use homes that will – PV solar panels on every roof. a climbing wall, and a state-of-the-art gym. make up the Exemplar Stage of the North Charlie Scherer, Chief Operating Officer for People Leisure, we have delivered a – Triple glazing. Its construction was an exemplar of sustainability on site, particularly in its West Bicester Eco-town. The Exemplar Willmott Partnership Homes stunning leisure centre that will inspire approach to waste. Through use of the CL:AIRE Code of Practice we reused is just one of nine developments in the – 40% of the land set aside for green a new generation to take up sport.” 37,000m3 of excavated chalk, and 4,000 m3 of crushed concrete using world to achieve BioRegional’s One Planet space. WRAP’s Quality Protocols. The National Community Wood Recycling Project Wycombe District Council Chairman, Cllr Ian McEnnis Living status. – Specially designed cycle and removed 85 tonnes of waste timber from site. This social enterprise re-uses pedestrian routes. The development is aiming for Code for the timber to create goods which they can sell, and at the same time provides Sustainable Homes Level 5. – Rainwater harvesting and recycling. work opportunities for people who have found it difficult to find employment. – Locally sourced materials selected The project scored an impressive 8 points on our 10 Point Sustainability Plan. for embodied carbon content.

36 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 37 Sustainable development risks and opportunities 2016 As a responsible business we identify potential risks to our business so that we can put in place Independent verification Our aim: to become a sector leader in sustainable development mitigating actions. Addressing potential risks early by mitigating risks and maximising opportunities. creates opportunities for us to improve what we do and helps us stand out from the crowd. statement

RISK POTENTIAL CONSEQUENCES MITIGATION IN PLACE POTENTIAL OPPORTUNITIES AND BENEFITS PUTTING PEOPLE FIRST Introduction Failure to attract, A workforce with insufficient Our People strategies will ensure that: To remain competitive and successful by: Bureau Veritas UK was commissioned by Willmott Dixon to verify performance against selected sustainability Key retain, develop and skills, knowledge and experience • Our employee offer remains attractive and competitive. • Attracting the next generation of workers. Performance Indicators (KPIs), thereby providing assurance to stakeholders on the accuracy and reliability of this data. promote high calibre to meet the needs of an evolving • We offer industry-leading, accredited training and development to • Being an employer of choice, attracting and employees, which are market. employees at all stages of their careers. retaining high calibre people. Scope and methodology representative of the Lower quality work and higher • We look 5 years ahead when implementing our people strategies and • Realising efficiencies by working in complementary The KPI period assessed is from 1st January 2015 to 31st December 2015, covering all Willmott Dixon businesses. communities in which turnover. plans. teams. we work. • We promote the construction sector to young people as an excellent Verification of performance data was carried out through a process of document review, data sampling, interrogation. career choice. • We improve the gender balance across our business. Assessment of achievement Failure to protect Increased insurance premiums We have comprehensive health and safety programmes in place. To increase our reputation as a responsible The table below reflects Willmott Dixon Key Performance Indicators as verified by Bureau Veritas: the health, safety and costs associated with legal Our health and safety performance is reported regularly to our Group contractor. and wellbeing of our action. Holdings Board. To improve the health and wellbeing of our employees and those Increased levels of sickness We have a range of benefits and initiatives in place to support employees and supply chain partners. with whom we work. absence. employee wellbeing, and are constantly seeking to improve these. KPI Verified Performance Failure to meet clients’ Loss of repeat business. We agree project goals early through client launch workshops. To delight our clients and make us a contractor of

expectations. Loss of reputation with partners We gather feedback through surveys, questionnaires and post- choice. Carbon footprint 16,789 tCO2e and stakeholders. occupancy evaluations, and apply learning in future work. To increase our competitiveness in bids and tenders. a We report regularly on agreed contract and sustainability frameworks’ To leave a legacy of sustainable buildings. Total waste diverted from landfill 95.19% performance indicators. Construction waste generateda&b 8.62m3/£100k Failure to meet the Loss of loyal suppliers, lowering We pay the majority of our supply chain within 30 days of valuation To have a supply chain that is prepared to go the expectations of our standards on our projects. date. We have an early payment facility for top-tier contractors. We extra mile and deliver outstanding work for our Average Considerate Constructor Scheme (CCS) score 40.29 suppliers/subcontractors Loss of market differentiation recognise excellence in our supply chain through local awards schemes. clients. and of the communities as a contractor offering We are delivering our Group headline target of “enhance the life To improve the well-being of local communities. Value of community investment (company contribution) £2,506,315 within which we work. exceptional social value. chances of 10,000 young people by 2020”. To raise our reputation as a responsible business. Health and safety AFR AIR We have an industry-leading apprenticeship scheme and spend and To leave a positive economic legacy in local c employ locally where we can. communities. Contracting Divisions : 0.19 208 Support Services: 0.39 371.1 TACKLING CLIMATE CHANGE AND ENERGY EFFICIENCY d Failure to reduce carbon Increased energy costs and We are reducing our impacts through delivery of our Sustainable Increased margins and cost certainty. Average training days per employee 3.62 emissions and adapt carbon emissions. Development Strategy headline targets, our Energy and Carbon Increased shareholder value through cost our operations to the Extreme weather leads Management Strategy and our local office and project KPIs. management. effects of climate to increased costs due to We are committed to remaining carbon neutral and maintaining the Innovation will raise Group and industry standards. change. Bureau Veritas opinion programme extensions and Carbon Trust Standard. Increased credibility through our low-carbon track inability to carry out work. We continue to research and adopt new products, techniques and record. Based on our investigations, it is our opinion that the above table is a reliable reflection of progress against these KPIs. technologies, including renewables. We have project environmental plans in place which ensure Bureau Veritas is confident that no material information has been withheld which could affect stakeholders’ ability to contingencies are in place in case of extreme weather. make informed judgments on Willmott Dixon’s 2015 performance. Failure to ensure that Buildings fail in extreme We consider life cycle costing, heating, cooling, water stress, flooding Increased awareness of whole life costing, life cycle our projects deliver weather-related events, leading and resource scarcity on our projects. analysis and as-built performance, leading to more Limitation and exclusions as promised, and are to loss of reputation and market We continue to invest in R&D. sustainable investment decisions and resilient built Excluded from the scope of our work was: resilient to the effects share. environment. We carry out post-occupancy evaluations and customer satisfaction • Any information not directly linked to the selected KPIs; of climate change. We fall behind on legislation, surveys to help us continuously improve the performance of our Increased collective understanding and capability to technological advancements buildings. respond through R&D. • Company strategy and position statements (including any expression of opinion, belief, aspiration, expectation or aim) and design methods. Improving the quality of the UK’s built environment and increased market share. A limited sample of site specific source data and records were reviewed as part of this assessment. SMARTER USE OF NATURAL RESOURCES This statement should not be relied upon to detect all errors or omissions that may exist within the data sets reviewed. Unacceptable impact Increased waste disposal, water We are reducing our environmental impacts and our use of natural Reduced operating costs and reduced environmental Statement of Independence on the natural resource and materials’ costs. resources through compliance with our 10 Point Plan and by delivering impact of our operations, our products and their Bureau Veritas is an independent professional services company that specialises in quality, health, safety, social and environment from our High costs associated with legal our Sustainable Development Strategy and Headline Targets. performance in-use. operations and our action and increased insurance We report waste performance monthly to Holdings Board. Enhanced reputation as a leader in sustainable environmental management advice and compliance with over 180 years history in providing independent verification and suppliers. premiums. We collaborate with our supply chain partners so that they can meet construction operations and increased shareholder assurance services. Bureau Veritas has implemented a code of ethics across its business which ensures that all our staff Reputational and regulatory the evolving needs of the sector – for example, through our support of value through cost management. maintain high standards of integrity and independence. We believe our verification assignment did not raise any conflicts of risks relating to adverse the Supply Chain Sustainability School. A supply chain which continuously improves and interest. Our team completing the work has extensive knowledge and experience of conducting verification over sustainability environmental impact. collaborate in delivering innovative solutions and highly performing buildings. information and systems. BEING A RESPONSIBLE BUSINESS Failure to procure Reputational damage as a We procure in line with our Sustainable Procurement Policy. Improved product differentiation and added value Bureau Veritas goods and services result of sourcing harmful, We preferentially procure products which demonstrate compliance enabling us to become a supplier of choice. March 2016 responsibly. illegal or unethical goods and with a recognised responsible sourcing scheme. Peace of mind for us and our clients. services. We collaborate with our competitors to drive out unsustainable Opportunity to work more closely with our supply products and raise standards. chain. Lack of transparency Reputational damage, All performance data is published in the annual SD Review and EDS/Mi|Project system will enable real-time data of reporting disengagement of employees Annual Report and Accounts. to be used to inform decision-making processes, performance against and supply chain. All published data is independently verified. thereby responding most effectively to current compliance obligations circumstances. and involuntary commitments. Lack of participation Loss of profile and reputation Re-Thinking team to continue engagement with Aldersgate Group, Increased profile whilst other organisations may a with campaigns as a leader. UK-GBC, Forum for the Future and BITC. withdraw from addressing agenda due to diluted Refers to Construction, Partnership Homes, Interiors and Energy Services Divisions striving to tackle Loss of opportunity to UK policy position. b Based on m3 per £100k of project value climate change, influence market conditions. Employees, clients and suppliers recognise that c resource efficiency and WD do not treat this as a “fad” and thereby Contracting Divisions refers to Construction, Partnership Homes and Interiors Divisions social injustice. enhances credibility. d Based on average number of employees throughout 2015

38 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 WILLMOTT DIXON SUSTAINABLE DEVELOPMENT REVIEW 2016 39 Working with...

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