Sustainability Report 2012
Being a responsible and sustainable
business that considers and
addresses the social, economic and
environmental issues our
stakeholders are concerned about is
just good business practice to us.
We’ve been doing it for years.
01 Key achievements in 2012 We’re proud of our approach and firmly believe that it has made a significant 03 Case studies contribution to our continuing high levels of customer satisfaction (97% of our 05 Risk review customers would recommend us to a friend) and employee engagement (85% of our 07 Progress review employees are engaged). In fact 92% of our employees agree that we are 13 Economic issues committed to operating in a sustainable manner. 20 Social issues 32 Environmental issues Our approach has been externally recognised as industry-leading by the 48 Key performance indicators NextGeneration Sustainability Benchmark. In 2012, for the fifth year in a row, we achieved third place out of the top 25 housebuilders.
In 2011 we launched our 2011-2013 CR strategy. A year into the strategy we produced a report on progress to show how we had delivered the strategy so far. This report follows on from this and shows what we’ve achieved during 2012. Going forward we will be working to complete the few remaining actions in the report and following some extensive stakeholder engagements, we will be launching a new CR strategy in 2013. This strategy will set out the steps we will take to be a sustainability leader for years to come.
Garry McDonald Procurement and Sustainability Director
1 Key achievements in 2012
We are pleased with our continued improvement against our key performance indicators
Satisfied customers Legal completions Hours of training 97% 1,831 13,331
Engaged employees Contribution to UK GDP Appropriate CSCS cards 85% £126m 98%
Reportable incidents per 100,000 NHBC Quality Award winning Proportion of construction waste employees sites recycled 614 27 91%
Reduction in water consumption Reduction in carbon emissions Reduction in waste generated since 2010 since 2010 per build unit since 2010 16% 11% 10%
Miller Homes Sustainability Report 2012
2 Key achievements in 2012
Third place in the NextGeneration Sustainability Benchmark for the fifth year running. This benchmark evaluates the sustainability performance of the top 25 largest housebuilders in the UK. We improved our score by 5% in 2012 (from 71% in 2011 to 76% in 2012).
“NextGeneration is the most demanding assessment of a homebuilders’ commitment to sustainability and Miller Homes is to be commended on retaining its top three position in the 2012 benchmark. Along with other homebuilders participating in the benchmark, Miller Homes is helping to drive sustainability into the heart of the home-building sector.” (Philip Hirst, NextGeneration)
Miller Homes Sustainability Report 2012
3 Case studies
Case Studies Examples of how we work
Admirals Wood, Our Admirals Wood development is set in the spacious and beautifully landscaped grounds of Sarisbury Green. The development consists of 142 Sarisbury Green new build units and the redevelopment of 11 previously derelict properties, some aging from the 1800s.
All of the homes have been built in line with the Secured by Design standard and include energy saving measures. Nine of the renovations have been completed to the Code for Sustainable Homes Level 4 standard. One property also has photovoltaic panels. As with all our projects, waste was reduced, reused and recycled where possible and the demolition waste was even crushed and re-used on site.
The surrounding woodlands and wildlife inspired a development with generous gardens and large public open spaces. To retain the biodiversity of the area we constructed a specially designed and heated bat house and installed further bat boxes throughout the development. Trees were retained where possible, with any ivy and dead wood removed to increase their life expectancy. Where trees were removed, the logs were left to form habitats for slow worms.
To educate our customers and the local community on biodiversity issues we ran a ‘Feed the Birds Day’ at the Sarisbury Infant School, and provided them with two bird feeders and seed. Residents and visitors to the development were also invited to experience wildlife first hand (including a royal python, scorpions and geckos) during a visit to the development by Jonathan’s Jungle Roadshow.
To improve safety for the residents, speed bumps were built on the roads and local children were provided with reflective armbands. Bus bollards were installed to allow access for buses only on certain parts of the site.
Local neighbours were notified by letter in advance of any activities which could be noisy and the local school has been given a guided tour of the site to encourage young people into construction and raise awareness of health and safety. Thirty children from the Sarisbury Infant School were also invited to decorate construction hard hats as part of the Miller Homes Easter Bonnet Parade. All the children were rewarded for their creativity with Easter eggs.
Miller Homes Sustainability Report 2012
4 Case studies
Started in 2009, h2010 will ultimately provide 281 homes when it is completed h2010, in 2015. The site won the ‘What House’ Gold award for Best Brownfield Development in 2012 and includes a range of innovative carbon reduction Leeds initiatives.
All rubble was crushed on site and re-used in driveways. To reduce energy consumption a communal gas heating and hot water system has been installed which is expected to significantly reduce the energy bills of the residents. Sun shields have also been included in the design of apartment buildings. To encourage recycling, individual composting bins have been provided in some of the dwellings. Bat and bird boxes have been incorporated into the design to increase the biodiversity of this urban site.
All Phase 1 and 2 properties have been provided with cycle storage and the traffic routes within the development have been specifically designed as ‘home zones’, which prioritise pedestrians and cyclists, and also reduce the speed of car traffic. A formerly disused canal tow-path has been redeveloped to link to the Trans Pennine Trail, allowing residents easy walking access to the city centre along the picturesque River Aire. Further water recreation opportunities will be encouraged through the addition of jetties.
Several community areas exist within the development (including public gardens and a children’s play area) and all apartments within the development have access to shared raised amenity decks with seating.
Our new range of MH16 homes are being constructed as part of our Dukes Dukes Mead, Mead development. The designs for these new house types take into consideration the learnings from our Miller Zero project and accord with the Bingham Fabric Energy Efficiency Standard (FEES). This standard was developed by an industry task group in response to a call for guidance by the Department for Communities and Local Government.
The sustainability features of these homes include 150mm wall cavities, storage space for renewable technologies, use of trickle vents rather than mechanical ventilation heat recovery systems, and compliance with day lighting, space standards and elements of the Lifetime Homes standard. Furthermore all the homes include designated home office/study spaces. As part of our on-going research and development we are working with the Zero Carbon Hub to build some of the homes to more stringent energy efficiency performance levels in anticipation of progressive tightening of the Building Regulations.
Risk Revi
Miller Homes Sustainability Report 2012
5 Risk review
Case Studies Managing sustainability risks
Social, economic and environmental proactive and effective management the development of our 2011 CR risks all have a big impact on our of these issues. Strategy and this has been reviewed business. Failure to manage these and updated during 2012. In 2013 risks effectively can lead to Every year our senior management we are revising our approach to CR reputational damage, dissatisfied team conduct a risk analysis to risk identification and management customers and fewer development identify the key risks facing our in line with the AA1000 approach. opportunities, which can all business and the housebuilding adversely affect our financial industry. More detailed risk reviews The key issues facing our business performance. Effectively managing at different levels of the business are set out in the diagram below and these risks can have a positive (including at the individual over the following pages we explain impact on our employees, save us development level) are conducted to why these are important to us, what money and provide a better complement this. A risk review of we’ve been doing to address them environment for us all to live in the the key social, economic and and the success of our approach. long term. We are committed, and environmental issues facing our have been for a long time, to business was conducted as part of
Health & safety Quality products & Equality service Employee Strategy, governance development & management Community Local economy member Stakeholder & employment communication & Housing management affordability Wellbeing
Transport Ecology & biodiversity Energy
Carbon Material sourcing Waste
Pollution Energy
Environmental
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6 Risk review
Key issue Risk Opportunity Stakeholder communication & Investment in social, economic and Business approach aligned with engagement environmental issues is not in-line with stakeholder needs/values improving stakeholder expectations reducing brand, relationships and increasing sales. sales and reputational benefits of being sustainable. Economic issues Strategy, governance & Lack of clarity on our approach and roles Fully engaged workforce that delivers on management leading to failure to deliver on strategy expectations. expectations. Quality products & service Poor customer satisfaction; reputation Improved brand value and trusted damage; cost of resolving issues. company leading to delighted customers and more house sales. Local economy & employment Future skills shortages; people unable to Wider pool of potential employees and afford to buy houses. customers. Social issues Health & safety Injury or ill health of employees can lead Healthy, engaged employees are more to reputational damage and financial loss. productive. Employee development Employees are not equipped with skills to Attract and retain key personnel and do their roles. promote internally to reduce employment costs. Equality Legal consequences; not attracting and Creativity within the business; diversity of retaining the best staff. ideas. Wellbeing Stress and other health issues for Healthy, engaged employees are more employees leading to loss of productivity productive; providing an environment that and financial loss from absence; high staff facilitates customer wellbeing should lead turnover. to improved satisfaction. Community member Conflict with community members; Happy, healthy customers improving their poorly integrated communities leading to customer satisfaction and our brand poor customer satisfaction. value. Housing affordability Decrease in our sales and public Providing financing options will make discontent from being unable to purchase buying a house more accessible and a home. increase sales. Environmental issues Energy Carbon emissions contributing to global Lower costs from energy saving; lower warming; legal consequences for Building energy bills for customers increasing their Regulation non-compliance; fuel poverty. satisfaction. Transport Carbon emissions from transport Reduce costs and carbon footprint; contribute to global warming. improve brand. Waste Carbon and methane emissions Financial savings from reduced cost of contribute to global warming; pollution; disposal and reduced consumption in the unlawful behaviour causing first place. brand/financial damage. Carbon Global warming. Reduce costs; improve brand; more efficient living. Ecology & biodiversity Loss of habitats leading to impacts on Enhanced physical space promoting fuel, water, air, food & medicine. greater wellbeing. Water Water scarcity leading to reduced food Reducing water consumption lowers our production and loss of wildlife; flood risk. costs and customer bills. Pollution Damage to the health of people on and Develop good relations with the local around our sites; degradation of wildlife community; protect biodiversity. and destruction of habitats; penalties for non-compliance. Material sourcing Social, economic and environmental harm Leverage benefits in managing social, caused along the supply chain; economic & environmental impacts to our reputational damage. supply chain.
Miller Homes Sustainability Report 2012
7 Progress review
Progress Review: Stakeholder communication & engagement
We are committed to engaging with Customers our key stakeholders on all aspects of our business. We recognise that Our customers are our priority and we extensively engage with them during the more aligned we are with their the sales process and after they move in through the mymillerstreet portal. needs and views, the more benefits We listen to all the feedback that we receive and use this to drive continuous improvement in our business. For more information on this, see pages 16- our corporate responsibility 17. In 2013 we will be further emphasising the value we give to our approach brings to both them and customers in a new marketing campaign. us. To retain our leading position in our approach to customer satisfaction we In 2010 we commissioned Jones have conducted the following strategic research: Lang LeSalle to analyse the views of - Mymillerstreet: Feedback on the usability and content of our stakeholders and the feedback www.mymillerstreet.com (which includes information on sustainable from this formed the foundation of living, the local area etc.) has been conducted and proposals for improvements are due to be implemented during 2013. our Corporate Responsibility - CR strategy: A survey has been developed to identify the CR issues of Strategy in 2011. In 2013 we will be most concern to our customers. The results from this will help inform refreshing our CR strategy and so to our CR strategy going forward. ensure we remain in line with our - House design and functionality: Existing customers and people who key stakeholder views we have have not yet purchased a Miller home have been surveyed about our conducted another series of house designs and the way they function in practice. Combined with academic research, these findings will shape the design of our next stakeholder engagements. In generation of homes so that we continue to make the places where our accordance with the AA1000 customers want to live, work and relax. framework, feedback from these will be analysed to identify the material issues for our business and Employees appropriate responses. Employee opinions are actively sought and are always highly valued. Our We provide public information about people are able to raise concerns at any time to their line manager or HR Miller Homes on our website, blogs, and additional engagements are conducted as follows: press releases, Facebook, and - Employee survey: An annual survey is conducted to understand employee opinions on a wide range of issues. In 2012, 63% of Twitter. In 2013 we will be reviewing employees completed this survey and an overall engagement score of and updating our social media 85% was achieved, well above the national average. strategy to improve our - Performance Development Review (PDR): Every employee has a communication further. one-to-one performance review session with their manager at least annually. - Training: In 2012 over 6,900 hours were spent training employees on corporate responsibility-related topics. After training, feedback is sought and where appropriate changes made going forward. - Roadshows: All employees attend annual roadshows during which senior management give a series of presentations about the business and employees can raise any questions. - Intranet: Articles on the business are regularly published on our intranet. These cover topics including sales, customer satisfaction, well- being and how to live more sustainably. - Quarterly brief: Each quarter, a report on Miller Homes’ progress is published on M’power, our intranet site. This report covers developments in each of our regions, safety, health and the environment, customer satisfaction and corporate responsibility.
Miller Homes Sustainability Report 2012
8 Progress review
Employees 6,900 hours - Noticeboards: Noticeboards are easily visible in all our offices and spent training include information on our policies, approach to health and safety and office guidelines. employees on - Grievance and whistleblowing: Any serious issues or concerns can be raised in accordance with our formal grievance and whistleblowing procedures. corporate - Charity nomination: Employees can nominate charities for the company to support on an annual basis. responsibility- To help shape our sustainability approach going forward a series of related topics interviews have been conducted with senior management and board members, and a survey has been sent to all employees. Feedback from these will be integrated into our updated CR strategy to be published in 2013.
Supply chain
We work in partnership with all our supply chain and consider dialogue vital to working effectively together. As well as regular phone calls, e-mails and meetings with all our suppliers we also engage with our supply chain in the following ways:
- Supplier selection process: We talk to suppliers prior to inviting them to tender to ensure they understand the process. Detailed information is distributed in each tender pack and the responses are analysed using a well-defined and consistent approach. All short-listed suppliers can receive feedback on the strengths and weaknesses of their bid, regardless of whether we select them. Further detailed feedback is given to short-listed suppliers as requested. - Quarterly review meetings: Detailed review meetings are held with divisional suppliers covering trading and market conditions, management reports, risk management, performance issues, sustainability and improvement strategies. - Supplier survey: All our divisional and key regional suppliers were invited to complete a survey investigating the CR issues facing their businesses (see key results on page 11). Detailed results from this will be shared with all suppliers who completed the survey. - Supplier Forum: Fourteen of our divisional suppliers have been invited to be involved in our Supplier Forum, which will meet on a quarterly basis to share best practice and discuss common issues.
Shareholders and other Miller divisions
Shareholders can raise any concerns throughout the year through our communications team as well as the Shareholders Annual General Meeting attended by the senior management team.
We meet periodically with Miller Construction to share best practice across the divisions and have interviewed Miller Group board members as part of our stakeholder engagements to shape our strategy going forward.
95% of our suppliers are interested in working with us to address sustainability issues
Miller Homes Sustainability Report 2012
9 Progress review
Professional institutions and trade associations
We engage with a wide number of industry and trade bodies in developing our approach. These include:
- House Builders Federation (HBF): We are members of the HBF and several of our employees participate in committees including the National Technical Committee, Carbon Reporting Committee, H&S Group, Sustainability Forum and SAP Forum. Our CEO, Chris Endsor, is a member of the Majors Group and Burden of Regulation Committee. - NextGeneration: Miller Homes is member of NextGeneration supporting their events and the NextGeneration Sustainability Benchmark. - Zero Carbon Hub: We work closely with the Zero Carbon Hub on several topics. Our Procurement and Sustainability Director is involved with the ‘Closing the Design v As-Built Performance Gap’ Projects and leads the Procurement Working Group. - Chartered Institute of Building (CIOB): Many of our employees are CIOB members. Our Divisional Development Director is chairman of the Chartered Environmentalist Panel and involved in the CIOB Carbon Action 2050 Committee. - Lloyds Register Quality Assurance (LRQA): Miller Homes is regularly audited by the LRQA to ensure on-going compliance with our ISO 14001 and OHSAS 18001 certificates. - UK Contractors Group (UKCG): The Miller Group is a founding member of the UKCG and has representatives on many of its committees. - National House-Building Council (NHBC): Our Divisional Development Director is an active member of the NHBC Standards Review Group. - Royal Town Planning Institute (RTPI): Our Planning and Technical Director is a member of the RTPI, as are some of our planners. - Modern Masonry Alliance: Our Divisional Design Director participates in the quarterly Futures Group which looks at the challenges of the Code for Sustainable Homes and zero carbon. - British Safety Council: We are members of the British Safety Council and regularly use their resources. - Design Council Cabe: Our Divisional Planner is one of the Built Environment Experts at Design Council Cabe.
NGOs
NGOs provide us with a vital source of information and advice and we regularly engage with them on sustainability topics. Examples of our recent engagements include: - PEFC: We have worked with the PEFC to review and update our timber policies and procedures and in 2013 we will be working together to deliver training to our purchasing team. - The Wildlife Trusts: We have taken advice from The Wildlife Trusts on our approach to biodiversity and will be incorporating this into our CR strategy.
Every year The Miller Group selects six charities to be ‘charities of the year’. Employees from Miller Homes and the other divisions are encouraged to give time and expertise to the causes. In 2012/13 these charities are St Columba’s Hospice, Place2Be, Project Dream: The Lyceum Theatre, Royal Blind, Camphill Communities and UpRising.
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10 Progress review
Communities
In line with our procedures, all projects conduct the following community engagements as a minimum and these are complemented by development specific engagements as appropriate: - Public consultation: We conduct public consultation sessions prior to development on any of our sites. - Websites: Websites are set up for all our developments and provide another mechanism for community members to provide feedback about our projects. The websites include information on public exhibitions, background to the project, development masterplans, environmental and community features as well as an on-line feedback form. In 2013 we will be standardising the format and design of these sites across the business. - 24/7 contact details: Through our Miller Respect scheme all our sites have prominently displayed contact details which allow the public to be in contact with our staff 24 hours a day, seven days a week. - Complaints procedure: All sites follow a formal complaints procedure where all issues are documented, solutions identified and training provided where appropriate. Anyone can raise a complaint in this way on site. - Site information: We contact neighbours by letter regarding the progress of the development and notify them in advance of any potentially disruptive activity. -
Government and its agencies
We regularly interact with the following government agencies: - Health and Safety Executive (HSE): One of our Safety, Health and Environment team members is the HBF representative on the HSE’s Construction Industry Advisory Committee (CONIAC). - Environment Agency: We seek advice where appropriate. - Scottish Environment Protection Agency (SEPA): We seek advice where appropriate. - Homes and Communities Agency (HCA): We engage with the HCA at various levels and recently advised them technically on contaminated land. We are a member of the Northern Cluster of the HCA’s Delivery Partner Panel (a framework for procuring land opportunities).
Our Divisional Development Director is heavily involved in the development of future policy and guidance with DEFRA. He has been selected to be a member of the Building Regulations Advisory Committee (BRAC) which provides technical and scientific guidance to the relevant secretaries of state in England and Wales.
As well as using these channels of communication, if you have queries, comments and/or suggestions in relation to our approach to corporate responsibility please feel free to send an e-mail to [email protected].
Miller Homes Sustainability Report 2012
11 Progress review
Feedback from our supplier CR survey
Fifty-eight of our suppliers performance, brand and responded to our CR survey employee and customer providing the following results. satisfaction to some extent. - 98% are addressing at least - 61% have worked with an some of the CR issues external organisation to address significant to their business and CR issues. 76% are tackling all of them. - 80% think Miller Homes - All social, economic and addresses environmental issues environmental issues identified appropriately. as significant are thought to impact on financial
Significant issues facing our suppliers’ businesses
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Health and safety
Quality
Customer satisfaction
Transport
Material source
Energy
Employee wellbeing
Strategy, gov & mgmt Waste Equality
Employee development Pollution Employment opportunities Water Housing affordability
Ecology / biodiversity
Community involvement
Extremely significant Very significant Moderately significant
Our commitment 2011 2012 Comments on progress 89% of our Retain the CR website and In 2012 we continued to update continue to update with the CR website, publish our suppliers have additional information, latest policies and this report. In particularly case studies, 2013 we will be making further a commitment where relevant. enhancements to our public reporting. to being Assess the feasibility of We have chosen to delay introducing GRI reporting aligning our reporting with the responsible at into the business, initially to Global Reporting Initiative (GRI) Level C. until the new GRI criteria, G4, is all levels of launched in May 2013. their business
Miller Homes Sustainability Report 2012
12 Progress review
Our commitment 2011 2012 Comments on progress Our suppliers Engage with key Systematic engagements with all stakeholders in 2011 with a our key stakeholders (and in-line believe that view to inviting input from with the AA1000 approach) have them on what issues they been conducted and the outputs waste, energy, would like to see covered in from these will inform our next the next biennial CR strategy due to be published engagement (2012). in 2013. We will also produce a transport and case study on our approach to engagement. material Ensure that employee In 2012 we have expanded the communication remains a ways in which we engage with sourcing key priority. employees, including launching our first employee survey and significantly publishing more intranet articles. Improve the demonstration Our formal process for engaging impact on their of our engagement of local with communities is shown on communities and pages 27-28 and case studies of business’ stakeholders in the best practice have been included development process in this report. Standardisation of financial through case studies and our public consultation websites wherever possible formalise will further improve procedures for dealing with communication. performance this important aspect. Carry out an engagement Customer attitudes to exercise with customers in sustainability have been 2011 to understand how assessed in our mymillerstreet current attitudes to survey and will also be evaluated sustainability are changing in our customer CR survey. and how this will inform Feedback from the latter will help future designs and shape our updated CR strategy. specification. Continue to engage with We engage with our suppliers on suppliers in relation to this an on-going basis and have strategy, identifying conducted a formal sustainability initiatives and setting survey (see page 11). improvement targets for the supply chain to deliver. A reciprocal performance We are developing a way for measure for suppliers will suppliers to provide feedback on be introduced. our performance and this will be launched in 2013. The format of pre- The Supplier Code of Conduct commencement meetings (see page 46) will explain the will be developed to ensure key CR issues which we expect CR issues are fully all our suppliers to consider. explained to contractors.
Complete Work on-going to deliver commitment Work to commence in 2012
Miller Homes Sustainability Report 2012
13 Progress review: Economic issues
Economic issues Economic Issues Strategy, governance & management
In our 2011 CR Strategy we set out CR Steering Group and Product the Steering Group and they have our internal governance structure to Development Committee [PDC] responsibility for integrating the implement our strategy. The Miller which meet four and three times a strategy into relevant processes at a Homes board has overall year respectively. These two site and office level. The CR responsibility for the delivery of the groups in turn are supported by a Steering Group continues to be strategy under the wider umbrella of divisional CR coordinator and supported by the Divisional CR co- The Miller Group. Periodic reviews regional CR co-ordinators. ordinator who centrally collates all of performance against the strategy, CR KPI data from sites and offices. including the review of targets and In 2012 we expanded the functional The regional CR co-ordinators KPIs, are undertaken by the Homes diversity of the CR Steering Group. ensure CR strategy implementation board. The board is supported in We now have representatives from at the office level. the delivery of its approach by the each part of our business sitting on
Overall accountability The Miller Group Board
Miller Homes Board
Overall responsibility Product Development CR Steering Group Committee Chair: Procurement & Sustainability Chair: Procurement & Sustainability Director Director - Area Land & Development Director
- Divisional Development Director - Development Director Office integration - Divisional Design Associate - Divisional Design Associate Director Director Divisional CR Regional CR - 3*Regional Operations Directors - Safety, Health & Environment Co-ordinator Co-ordinators - Sales Director Director - Planning & Technical Director - Group Communications Manager - Human Resources Manager - Divisional CR Co-ordinator - Group Business Graduate
Project integration
Design Planning Procurement Construction HR PR Customer experience - Divisional - Area Land - Procurement - Safety, Health & Human Group Development & & Environment Resources Comms Procurement & Director Development Sustainability Director Manager Manager Sustainability - Divisional Director Director Director Design - Planner - Group Associate Business Director Graduate
Miller Homes Sustainability Report 2012
14 Progress review: Economic issues
To facilitate integration of our CR Our commitment 2011 2012 Comments on progress strategy we encourage all to include an objective relating to a social, Deliver recommendations to Philip Hirst, Next Generation, environmental or economic issue in the Homes Board on presented to the Homes Board in proposed changes not yet September 2012 on our their Performance Development factored into this strategy as approach. Additional Review (PDR) objectives. The a result of the stakeholder stakeholder engagements have employee and manager selected engagement exercise been conducted to further clarify objectives should directly reflect the carried out by Jones Lang our approach. These will be requirements of the individual’s role, LaSalle. integrated into our new, board approved, CR strategy due to be as well as the divisional objectives. published in 2013. By the nature of their role, individuals heavily involved in our Review the way in which Clear CR divisional objectives CR strategy will already have CR- sustainability issues can be have been set which will be more formally incorporated cascaded into the objectives of related objectives, but with the into the business objectives all employees, including senior addition of a company-wide of senior managers. management, during the annual objective, the prevalence of CR- Performance Development related objectives has widened. Review process. Further develop the risk We have increased the reporting rating procedure and of ESG risks in this report (see consider extending the page 6) to provide greater scope of the external transparency on our approach. auditing to include ESG issues.
Develop, publish and The Corporate Responsibility communicate 2011 CR Strategy was completed and Strategy. published in April 2011. This is a three year strategy which will be reviewed and updated annually. It has been communicated internally and all employees are made aware of it in their induction. An updated strategy will be published in 2013. Consider the implications We already have third party associated with third party verification of our approach assurance for delivery of through our ISO 14001 this strategy. certificate, OHSAS 18001 certificate and Investors in People Silver Award. We are now updating our strategy in-line with the AA1000 approach and in the future will seek external assurance of this. Develop internal processes Key personal who are involved in to ensure procedures can regulatory and industry bodies are be updated quickly in light part of the CR Steering Group of changing legislation or meaning the group is kept up-to- best practice requirements. date with regulation changes and can implement change
accordingly.
Complete Work on-going to deliver commitment Work to commence in 2012
Miller Homes Sustainability Report 2012
15 Progress review: Economic issues
Quality products & service
Providing high build quality and times longer than the standard NHBC Pride in the Job Quality excellence in sales and post NHBC commitment to report any Awards occupation support is vital in damage to their properties, as well In 2012, 27 of our site managers ensuring we delight our customers, as a 10 year NHBC Buildmark received NHBC Pride in the Job retain the quality of our brand warranty. Quality Awards, the fifth year in a position and continue to attract as row that we have increased the many new customers as we do. Improving paint quality number of awards won. This means Based on feedback from our that 34% of our live sites won To deliver high quality homes we customers, and by working together awards, the highest ratio of awards procure quality materials and follow with our supplier, Crown, from mid- to sites of any housebuilder. Of detailed procedures with a rigorous 2012 we have only used water- these 27, 12 were further recognised sign-off process. Build quality is based paint on our sites. This not with Seals of Excellence, with two of checked and recorded using the only prevents the widely reported those winners, Scott Brown and ‘Quality Control Plot Book,’ and discolouring issues which have been Wayne Eccles, going on to receive similarly the customer engagement seen with solvent based paint (as a Regional Awards and representing aspect is monitored using the result of EU regulation changes) but Miller Homes at the Supreme ‘Customer Journey Plot Book’. also means the carbon emitted Awards. Together these require sign-off by during the manufacture of the paint the Contracts Manager, Site is reduced by 20%. Any waste Manager, Sales Advisor and often a generated is also now non- Director will be involved in the hazardous. To ensure we have a process. In 2013 we will work to consistent and high quality finish increase the number of Director when using this new type of paint, sign-offs. Crown has delivered training to our supply chain painters. We are confident in our ability to deliver excellent quality up front and give all of our customers seven
34% of our live sites won NHBC Pride in the Job Quality Awards
Builder’s Tea Break In 2012 we launched a ‘Builder’s Tea Break Tour’ initiative where visitors to our Deansleigh development in Lincolnshire and Lakeside Country Park development in Leicestershire were invited to share a cup of tea with the builders working on the property they were interested in.
Miller Homes Sustainability Report 2012
16 Progress review: Economic issues
Customer satisfaction Communicating with our customers The success of our approach is evident from our customer Site brochures satisfaction surveys. All customers are surveyed independently by our Our site brochures are available both on-line and at our sites, and provide appointed external agency, In-house information about the site location, home floor plans, build specifications, local amenities and sustainability-related information. Research after six weeks and then by the NHBC eight weeks and nine months after moving in. The results Dedicated sales staff from the NHBC eight week survey are used by the House Builders Our sales team are based on site and have extensive knowledge of the Federation in their Star Rating development, sales process and build process. System, which ranks homebuilders based on customer referral levels. Miller Homes scored the highest Marketing suites available rating of five stars for the Every development has a sales centre where our sales consultants are able second year running in 2013. to provide comprehensive advice on the site and the buying process. We have recently examined ways to improve the customer experience which has led to the launch of our new look marketing suite. These now include a light, contemporary interior and use the latest technology to provide customers with all the information they need about the development through interactive touch-screens. This includes Wi-Fi access to the Miller Homes website, online brochures, site information, choice of house-types and specification together with information about local schools and amenities. The first of these suites were launched in early 2013 and all new sales centres will utilise this new format going forward.
Homeowner manual
This is given to all customers at the point of house reservation and includes detailed information about the house and moving process. It also contains a copy of our Customer Charter (which gives clear guide on the procedures we follow), and our Health and Safety Booklet.
To drive improvements in the consistency and quality of manuals across the housebuilding industry our Customer Service Director has been supporting NHBC in the development of its on-line Home User Guide. This tool will provide a central and easily navigable location for all information relating to the home purchase and is due to be
launched by the NHBC mid-2013.
Mymillerhome
All customers are given private access to the www.mymillerhome.com website, which presents information to keep them informed about the construction and buying processes. 97.2% of our
customers Progress updates
would After reservation customers will receive a weekly phone call (as a minimum) updating them of the sale and construction process, and text updates too. recommend us Site visits to a friend Site visits Customers are invited to visit the construction site at various times during the construction process.
Miller Homes Sustainability Report 2012
17 Progress review: Economic issues
Pre-plaster inspection
After the electrics and plumbing are installed customers are invited to come to the site to inspect the work prior to plastering.
Demonstration meeting
At least one week before completion, the Site Manager and Sales Manager will give the customer a technical tour of the house, showing them how everything works and preparing them for the move.
Handover meeting
On the day of completion the house is formally handed over to the customer who will be given a folder containing information about their home (including user guides, warranties, cleaning guides etc.). This information will also be included in the NHBC on-line Home User Guide when it is launched in 2013.
mymillerstreet
After completion, all customers are given access to www.mymillerstreet.com which includes tools to help them meet their neighbours, information on the local area and tips to living more sustainably. A survey has been conducted to identify ways to enhance this site further and actions arising from this will be implemented in 2013. Encouragingly 51% of respondents found the information on sustainable living to be of interest.
On-going support
A dedicated team of customer service professionals are available during working hours to deal with any queries and 24 hour assistance is available for emergency situations. Courtesy calls are made at least one week and one month after the completion and letters are sent providing time-relevant information one and two years after the purchase.
Exquisite Homes and Gardens magazine
Towards the end of 2012 we launched our new customer magazine which includes ideas for interior design, lifestyle information (places to visit, recipes etc.) and news about our business.
Miller Homes Sustainability Report 2012
18 Progress review: Economic issues
Voice of the customer One element of the survey is the reports which are presented to us by In addition to the NHBC surveys, we ‘Net PromoterTM’ score. This In-house Research. All of the commission In-house Research to measures the extent to which the comments from our customers are conduct a telephone interview with customer would recommend Miller extensively analysed to identify and all our customers approximately six Homes on a 10-point scale, and is deliver targeted solutions to our weeks after they move in. In 2012, used by high value retail customer’s needs. In-house Research found that 97.2% organisations. A company’s overall of customers would recommend us net promoter score is the balance of to a friend. those customers who are highly enthusiastic about Miller Homes and Using telephone interviews with no who would recommend without time restrictions and encouraging hesitation, and those who would not conversation with the customer recommend. Miller Homes currently means we are able to gain a deeper has a Net PromoterTM rating of 71, insight into the ‘Voice of the which is extremely high and Customer’. The survey goes beyond compares well with the best in other conventional scoring and taps into industries (e.g. Apple = 67, First emotional experiences and helps us Direct = 61 etc.)1. understand ‘why’ the customer feels The findings from the interviews are that way about us. documented in comprehensive
Our commitment 2011 2012 Comments on progress
Review all initiatives relating Over 2011 and 2012 we have to customer engagement reviewed and enhanced our during the course of 2011. customer journey to deliver the process we have detailed on pages 16-17. We continue to review, analyse and address the customer feedback we receive on an on-going basis.
We will continue to report We have continued to report our customer satisfaction customer satisfaction results results externally and find externally and work with our new ways of making these independent assessors to more meaningful (for analyse results and implement example using the Net targeted improvement initiatives. Promoter™ tool). Improving customer satisfaction remains something we work on every day.
Complete Work on-going to deliver commitment Work to commence in 2012
1http://www.netpromoter.com/why-net-promoter/compare/ Miller Homes Sustainability Report 2012
19 Progress review: Economic issues
Local economy & employment
The success of our business is Teaching young people about work to source these from locations dependent on people being able to construction close to our development sites. afford to buy our homes and high To attract young people into the calibre people wanting to work for construction and housebuilding In 2013 we will be producing our us. We are therefore committed to industries we actively educate them Supplier Code of Conduct (see page contributing to the local economy, about the roles available. 46) which will publicly communicate creating employment opportunities, the requirements we expect of our and attracting people into For example, we invited 36 children suppliers and this in turn will assist construction. from St George’s Primary School to smaller companies through the our Brooklands development in tendering process. Graduates and apprentices Gainsborough for a tour of the site to To make working with us as provide insight into building Our overall contribution to the UK accessible as possible, we offer materials used in construction. economic output, gross domestic apprenticeships, work experience product and employment is a result and graduate schemes. In 2012 we At the Kingsway Primary School of the following impacts that we directly employed 12 apprentices. near our Pippins Croft development have: The Miller Group also took on four in Quedgeley we ran a competition new Group Business Graduates, inviting the children to draw the - Direct impact: Our direct which is a total of nine people house of their dreams and presented financial contribution and the currently on the Group Business the images within our site offices. number of people who are Graduate Scheme. The graduates directly used to generate this. are given opportunities to learn in a - Indirect impact: The impact our diverse way about how the Miller spend has on our supply chain’s businesses operate. This is financial contribution and achieved through placements with number of jobs. all the Miller divisions, with a focus - Induced impact: The financial on business simulations, and employment impact that the presentations, knowledge sharing people hired by us and our workshops and group projects. supply chain have by spending a proportion of their income on goods and services in the UK. Economic impact
As a UK-wide company we support We have used the UK and Scottish the economy in two ways. First, we Government input-output tables to do this by sourcing 100% of our calculate the indirect and induced centrally procured materials from impact we have. UK-based suppliers. Secondly, for all materials not sourced on a division-wide basis, and for all our
sub-contractors, our regional buyers
£126m contributed to UK GDP (£51.4m direct and £74.6 indirect/induced)
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20 Progress review: Social issues
Social issues
Social Issues Social issues are those that affect Investors in People three levels of the business (people, people, be it our customers, our Investors in People is a cross- managers and top managers). We employees or someone in the industry award scheme that achieved the silver award status in community. We work hard to ensure recognises effective employee 2010 and will be re-assessed for the we have a positive impact on all management, development and award when it expires in 2013. people, and in recognition of our reward. There are three levels of efforts to address employee issues, award (bronze, silver and gold) and we have been awarded a Silver to achieve these, 10 criteria relating Investors in People Award. to the business’ strategies, approach and performance must be met at
Health & safety
The safety of our employees, our Internal audits covering all our The SMAS Worksafe Scheme is a customers, our supply chain and the departments and sites are then member scheme of the Safety people around our sites is our top conducted by our dedicated SH&E Schemes in Procurement (SSIP) priority. Our approach to health and team and led by our Divisional which means that our suppliers who safety is shaped by our robust and SH&E Director, following a yearly set have the SMAS Worksafe Certificate externally certified OHSAS 18001 schedule. Biannual external audits are automatically compliant with safety, health and environment are then conducted by our external several other SSIP schemes, (SH&E) OHSAS 18001 certifier. making it easier for them to work management with other developers. system. All our sub-contractors are required to have their health and safety We recognise the health and safety Compliance with our systems certified by the SMAS risk associated with alcohol and drug management system Worksafe Scheme. This scheme use so all employees are tested for is maintained through inspections externally validates that our these pre-employment, with and audits. Spot inspections are suppliers meet the requirements set additional testing in certain conducted six times a year on every out by the HSE, covering areas such circumstances (‘with-cause’, post site, with additional inspections as policy, risk assessments, training, incident or random). being conducted by our Regional accident records etc. Directors on each of their site visits.
97.9% of people on our sites in 2012 had appropriate CSCS cards
Redlands Community School children learn about health and safety
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21 Progress review: Social issues
Safety training indicators which are available to all Best Occupational Health To support our culture of safety all employees on our intranet. These Initiative in the NHBC Health & employees receive health and safety statistics are reviewed in detail Safety Awards 2012 training in their induction. This during meetings at all levels of the To understand the dust issues in our makes use of e-learning modules business, including the board. business we identified a number of which allow for greater flexibility in activities that we know generate dust time and location, and reduced SH&E Strategy and monitored these over several travel requirements. Site specific We seek to continuously improve months. We particularly focussed health and safety training will also be our health and safety performance on high risk activities such as the conducted in the location the and each year implement a board- cutting of silica containing products employee will be based. We then approved SHE Strategy. This (which can cause silicosis). We use a training matrix to identify if any strategy sets out the key risks facing used personal monitoring equipment further role-specific health and the business and the mitigating to monitor the extent of dust safety training is required. actions agreed by each region. In exposure with each activity and also 2012 our continuous improvement documented the effects of dry and All our senior executives have initiatives have included working with wet cutting and weather conditions. attained the IOSH Directing Safety our supply chain to improve the qualification. In 2012 over 2,230 quality of method statements (by The results from the data indicated hours were spent training our staff identifying ‘essential ingredients’, that water suppression significantly on health and safety. We actively using supplier self-assessment and reduces exposure, and that the train our sub-contractors on site with more photographs), updating all our effectiveness of respiratory regular toolbox talks as well as procedures and moving them to a protection is dependent on the how workshops headed by our senior more easily navigable and user well the mask fits the wearer. We directors. friendly wiki format, and setting up shared these results with our sub- our own award scheme to reward contractors who had helped with the Every person who comes to one of excellence. research. our sites will receive a health and safety induction before they are Taking on-board these findings we allowed onto the site and all now have our own face-fit equipment customers are given a health and 614 reportable and we test all our employees to safety brochure. ensure the seal on the respiratory incidents per protection has good contact with the We measure our SHE performance wearer’s skin, thus maximising its using a series of key performance 100,000 performance. Water suppression is also encouraged. To help our sub- employees contractors we produced a series of essential guides and run several
training workshops. In 2012 we received the Best Occupational Health Initiative in the NHBC Health & Safety Awards 2012 in recognition of this project and we are now sharing information with other HBF members to deliver a more
consistent approach to dust
management across the whole industry. Travel safety at the Kingsway were also given reflective armbands Primary School to wear on their journeys. To encourage pupils to think about being safe and seen on their way to and from school we ran a competition to design a road safety poster. Winners were awarded book vouchers and the posters were displayed in our nearby Pippins Croft development. Two hundred pupils
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Our commitment 2011 2012 Comments on progress
Assess the feasibility of Secured by Design has been incorporating Secured by delivered on some of our sites in Design (Part 2 – Physical 2012 and the Product Security) into standard Development Committee will be development designs and considering further inclusion of recommendations in relation this in the coming year. to this will be made to the PDC before the end of 2011. Consider appropriate actions Our yearly SHE strategies identify to deliver a 10% clear actions for improving our improvement in RIDDOR incident rate and progress against rates compared to 2010. these is monitored.
Undertake a study to assess Our yearly SHE strategies identify the feasibility of actions clear actions for improving our which would be required to incident rate and progress against deliver RIDDOR incident these is monitored. 100% of Miller Homes Safety, Health rates at a level no higher actions included in the 2012 and Environment Awards than the industry average. strategy were completed. In our inaugural awards the Carry out a process of Internal stakeholders are engaged winner of our ‘Best in Company’ engagement with internal in the development of our SHE title was given to David Mathie, and external stakeholders to strategies on a yearly basis. Going site manager at Dalmore Mill, gain feedback on our forward we will investigate using Penicuik. David was recognised approach to Health & Safety. external stakeholders in this This audit is to be complete process. for his great organisational skills by the end of Q3 2011 with a and forward thinking to effectively view to incorporating any manage the challenges recommendations into the presented, as well as ensuring all 2012 strategy. those involved played their part in Quantitative target to assess Our SHE Strategy is designed to supporting this. Specific factors the measures which would reduce incident rates to as low a recognised by the judges need to be implemented to level as possible. We continually included liaison with SEPA, the achieve RIDDOR incident seek to improve our performance in performance levels better this area whilst maintaining a true implementation of measures to than the national average. and accurate record of events. prevent contamination of water courses, rewards for co-operation 10% reduction in Reportable In 2011 both our reportable (36%) and engagement for all those and All Injury AIR’s in 2011 and all injury (24%) incident rates compared to the 2010 increased however they both involved in the development, benchmark (and 10% dramatically reduced in 2012 management of public safety, use reduction from 2011 to (53% reduction and 17% of gated access, excellent 2012). reduction respectively). directional signage and controls for exiting the compound. Minimum 95% in 2011 and Target achieved in 2011 (98.2%) 98% in 2012 of all operatives and almost achieved in 2012 (including subcontractors) to (97.9%). have a valid CSCS card
Complete Work on-going to deliver commitment Work to commence in 2012
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23 Progress review: Social issues
Employee development
Training our employees is essential HR issues and company structure additional training run as to ensure that they are able to carry and values. Managers also attend a appropriate. For example in 2012 out their current roles and that they two day ‘Miller Management’ additional training was held on our will have the personal and technical workshop which covers human newly introduced Alcohol and Drugs skills to undertake any roles they resource issues, equalities, Policy and on our new capability aspire to have in the future. We are alcohol/drug awareness and other procedure. committed to having a professionally management topics. Further role- qualified workforce and providing specific induction training is given as After training courses, we collect training to both our employees and necessary (e.g. specific training for feedback on the effectiveness of the our sub-contractors on site. managers, role specific SHE etc.). training from the attendees and use Thereafter individual training needs this to identify opportunities for All our employees (site or office and career aspirations are identified improvement. For example, in 2012 based) are given the same robust and addressed as part of the the timings of the series of equalities induction process which covers Personal Development Review training courses were changed health and safety, equality, the (PDR) process. Business training following feedback from attendees at environment, occupational health, needs are also analysed and one of the first sessions.
13,331 hours spent training our employees
Our commitment 2011 2012 Comments on progress Further improve the quality Further to the enhanced of our induction processes induction process launched in to address a more 2011 a series of on-line comprehensive range of CR environment training modules issues. have been launched. These complement the equality, HR, capability, occupational health and SHE compulsory training modules. Review procedures for Sales negotiators receive all the delivering sustainability additional CR-related training training for sales included in the induction (see negotiators. above) as well as additional training on how to use smart meters. Further sustainability training will be conducted in 2013.
Complete Work on-going to deliver commitment Work to commence in 2012
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24 Progress review: Social issues
Equality
The Miller Group is an Equal 2012 all managers across the group dedicated, trained Equalities Opportunities Employer and we are attended a specific ‘Equality Training Administrators found in each of our committed to eliminating for Managers’ course. A total of regions. Formal complaints can also discrimination and encouraging 1,073 hours were spent on equality- be raised through our grievance diversity amongst our workforce. We related training in 2012. process. do this not only for legal compliance with the Equalities Act 2010 but to All our recruitment advertising The diversity profile of our encourage creativity within the includes a statement about our employees is monitored regularly at business and to ensure we attract commitment to equalities and we board level and when we update our and retain the best talent. Our aim actively portray diverse images on CR strategy in 2013 we will is for each of our employees to feel our website and job adverts. As investigate setting some respected and able to give their members of the ‘Positive About management targets in this area. best, regardless of age, disability, Disabled’ scheme we encourage gender reassignment, marriage and disabled job applicants by civil partnership, pregnancy and guaranteeing interviews for those maternity, race, religion or belief, sex who meet the minimum criteria for and sexual orientation. We work the position, supporting them hard to instil this culture within our throughout their employment and business increasing the awareness of disability issues within our business. Every employee receives training on our approach to equality in their Any instances of harassment or induction and is also given a booklet bullying can be raised by employees relating to this topic. Further training to the person responsible, their is also given to managers and in manager, HR or one of the
36.4% of our workforce is female
Women Leaders in Construction The interactive course was well- Seven female employees across received and as one attendee noted, The Miller Group attended the 12 “I have already found several month Women Leaders in instances in my day-to-day role Construction course run by the where I have been able to apply the Federation of Master Builders. The lessons learnt and the change in the course covers a wide range of confidence and ability of the whole leadership skills, including group is already very evident. I influencing, networking, confidence, would personally recommend the motivation and presenting skills. course to anyone”
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Wellbeing 85% of our employees are
Healthy, happy people make for engaged; 90% are proud productive employees and satisfied customers so it’s in our interest to do to work for Miller Homes what we can to improve the wellbeing of our employees and our customers.
Our employee programmes
Employee Assistance Flexible working Pension scheme Programme (EAP) Employees can request a change to All employees are eligible to Our EAP is provided by an external their working pattern to help with participate in the pension scheme. company and is designed to help family life or caring responsibilities. employees deal with a range of Nine per cent of our employees work personal issues and challenges they part-time. With effect from March Life assurance can experience in everyday life. The 2013 parents with one year’s service service is available free 24 hours a or more and who have a All employees are covered by life day, 365 days a year. The responsibility for a child under the assurance. programme covers: age of five are entitled to eighteen weeks unpaid leave for each child. - Health: Motivational tips and
information to encourage Private medical insurance employees to take care of As well as our formal application
themselves including keeping process, we support ad-hoc Employees have access to private fit, healthy eating, sleeping well arrangements which allow our medical insurance and can also and coping with diagnosed employees to temporarily adjust their elect to cover their spouse/partner chronic conditions. working arrangements for a variety and/or dependent children in this. - Family: Practical help on taking of personal reasons such as school
care of the family including sports days, parent’s evenings,
childcare, parenting, education, medical appointments and domestic schools and older relatives. emergencies. All of these programmes, as well as - Money: Information on monthly articles on wellbeing related managing personal finances matters (e.g. exercise, healthy and advice on issues including Childcare vouchers eating, healthy heart etc.), are budgeting, debt management, published on our intranet which is saving for retirement, buying, We provide childcare vouchers to available to all our employees in our selling or renting a home, assist with on-going childcare costs. sites and offices. consumer issues and divorce. - Work: Advice on work-related issues such as career Family advice The success of our approach is development, coping with evident from our first employee change, managing people, Factsheets giving parenting advice satisfaction survey which was building working relationships on education, health and wellbeing, conducted in 2012. The results from and time management. pregnancy and other related issues this found that 85% of our - Personal wellbeing: Support to are available, as well as a 24 hours employees are engaged, help employees manage their a day Family Advice Line. significantly above the national emotional wellbeing including average (53%, Towers Watson understanding anxiety and depression, managing stress, Occupational health 2012). Furthermore 90% of our coping with bereavement and employees are proud to work for dealing with personal We will refer employees as Miller Homes. relationship issues. necessary to an occupational health
specialist and use these specialists
for advice in relation to adjustments
and back to work considerations.
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Our customers home, such as paint rollers and We work hard to improve the cleaning products. wellbeing of our customers both throughout the move process and Once our customers have moved in then once they have taken we want them to enjoy a healthy, occupation of their homes. happy lifestyle so we provide them with information on local sports and Moving house is often thought to be leisure facilities, places of interest one of the most stressful and healthcare providers as Children’s play area at The experiences in life so we take the standard. Each of our developments Meadows, Tewkesbury stress out of the move process by is unique but include features that keeping in regular contact with our contribute to wellbeing such as buyers, providing them with all the public parks (e.g. Kingsmoor, information they need and even Stockton; Brooklands, giving them labels to stick on their Gainsborough; Miller Central, packed belongings! Some buyers Northfields), children’s play areas will also be eligible for our Assisted (e.g. Miller Central, Northfield; Move scheme (where we hire Bishops Park, Gateshead), playing professionals to sell your home for pitches (The Pastures, Darlington; you) or Home Exchange scheme The Meadows, Tewkesbury) and (where we purchase the buyer’s even skateboard parks (The The Galaxy Gardens at The house ourselves at the price of an Meadows, Tewskbury). The Meadows, Framwellgate, which independent valuation). extensive landscaping at our Park were collaboratively designed View development in Gateshead between sculptor David Edwick, poet In the East Midlands we have even comes with bollards designed Carolyn Jess-Cooke and landscape recently piloted the use of welcome by sculptor Anthony Gormley. designer Tom Robinson. packs containing items that buyers might need during the first few days in their new home. The packs include everything from a range of kitchen equipment, refreshments and toys for children to general items for around the
Pergola and public space at Birkacre Park, Chorley
Our commitment 2011 2012 Comments on progress
Consider the feasibility of After the launch of the new introducing Building for Life Building for Life 12 assessments assessments and reporting in September 2012 our senior on these for all sites. management received training from the Commission for Architecture and the Built Environment (Cabe) on their requirements and we are now engaging with the Design Council to incorporate these requirements in our projects as standard (see page 30). Complete Work on-going to deliver commitment Work to commence in 2012
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Community member
We recognise that integrating within Community consultation at - Public: Three public exhibitions the local community is vital for us as Leckhampton and Shurdington, were held in three different local business, and for our customers. By Cheltenham facilities during 2012. Eight having a close involvement with the We are working with one of our hundred and eighty one people communities around our community consultants, Curtin&Co, attended these sessions with developments we can understand to consult with the local community 60.8% returning feedback their needs and concerns and we and stakeholders on a proposed forms. Thirty two additional work to resolve issues so that the development in Leckhampton and feedback forms were completed whole process is a positive Shurdington, Cheltenham. via the consultation website. experience for everyone. For our Engagement has been conducted at Four key areas of concern were customers we recognise that being three levels, with individuals, with highlighted in this feedback and integrated into the community makes the Leckhampton Forum and with design changes (including a them happier and healthier so we the public in general. reduction in the number of also do what we can to facilitate this. homes, improved bus facilities, - Individuals: Curtin&Co have new location for the primary Consulting with our neighbours held meetings with 19 individual school etc.) were made as a We are committed to communicating organisations or representatives result. Two further public with our neighbours from the point at (including local head teachers, a exhibitions were held in which we start investigating the Rector, the local MP, Council February 2013 to communicate opportunity to develop a site, to the members, Ward members and changes made as a result of the time that we complete the final home the Rotary club) to date. feedback and to provide more on the development. - Leckhampton Forum: This information on the areas of forum was established with the concern. Feedback from the Prior to submitting a planning purpose of promoting 527 people who attended these application we seek feedback by discussion of the development exhibitions (301 feedback forms conducting consultations with the proposals. Members of the completed) indicated a positive public and others with an interest in forum include representatives response to the changes made. the development. We use local and from the Council, GPs, schools, Outstanding concerns are again independent consultants for these Church and community groups. being reviewed and will be engagements to ensure that our Eight forum meetings have considered in the further stakeholders feel comfortable been held to date and several development of the design. sharing their views. design changes have been made directly as a result of this We also create websites which (e.g. inclusion of a GP surgery, include information on the realignment of a junction etc.). development as well as mechanisms for the public to provide feedback. All feedback is reviewed and referred to in our final submission for planning.
Summer of Sport Competition We ran a competition across our Yorkshire and North-East regions inviting local sports clubs to submit an explanation of why they deserved
to receive £500. Judges included independent sportspeople.
Kool Kayakers Canoe Club
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Minimising construction impact charities, schools and other development in Gringley on the Hill During construction we require all organisations to build relationships. we have contributed to the our sites to keep neighbours The success of our approach is construction of community halls. At informed of development progress shown by our scores on our Miller our Littleton Green development in and activities which may be Respect scheme (average = 98.8%) Cannock we recently cleared a large disruptive. On our Aspect and Considerate Constructors area of land so that it could be Development in High Wycombe Scheme (average = 33.8 / 40), both developed into a community hall and neighbourhood surveys were sent to of which evaluate the impact our play area. 200 local residents and 90% of the developments have on the responses received were positive. community. We have developed the We display 24 hour contact details mymillerstreet website on our hoardings and all sites Designing to integrate (www.mymillerstreet.co.uk) which adhere to a robust complaints communities provides information on the local procedure to document and resolve To support our customers to area (public transport, local any issues. Compliance with these integrate into the community we use government, schools, local services, procedures is audited on every site best practice guidance, including policing and maps), allows residents by our SH&E team as part of the Building for Life 12, Urban Design to introduce themselves to their Miller Respect audit. Compendium, Manual for Streets neighbours and has a message and the DETR’s Places, Streets and board function encouraging Movement, to influence the housing residents to interact with one layout and design on our another. Further enhancements to developments. Often our this tool will be made in 2013 in All our developments use traffic developments include green spaces response to feedback from our management plans and schedule and play areas (see page 26), and customers. on our Aspect development in High deliveries and work to minimise disruption. Sites also work with local Wycombe and Minster View
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Our commitment 2011 2012 Comments on progress Considerate Constructors Scheme Bronze Award Continue with the policy that All construction sites continue to be Garry Bowler, site manager on our 100% of sites must be fully compliant with Miller Respect. Deansleigh development in compliant with Miller Lincolnshire, was awarded a Bronze Respect. National Site Award by the Considerate Constructors Scheme Engage with an appropriate Miller Respect has elements which external organisation to seek we believe are more onerous than in 2012. This award recognises third party verification that some of the requirements of the contributions to the community, Miller Respect would be an Considerate Constructors Scheme environment and health and safety. acceptable equivalent to the (CCS). Where we are required to Examples of the community Considerate Constructors have CCS on a given site we also initiatives which contributed to the Scheme on Code for run Miller Respect alongside. prize include: personally visiting Sustainable Homes sites. STROMA reviewed Miller Respect residents; putting steel fencing with in July 2011 and confirmed it is an two entrances around a nearby park acceptable equivalent to CCS. which previously had nothing to protect children from the road; and All sites will be audited under 100% of our sites were audited including a cycle walkway through Miller Respect and/or the under the Miller Respect scheme the site to retain access between Considerate Constructors in 2011 and 2012, with additional two neighbouring areas. Scheme twice per year. external audits by those schemes registered under the CCS scheme. Minimum performance figure 98.9% was the average Miller of 95% for sites audited Respect score in both years. under the Miller Respect scheme. Minimum score of 32 for Our average CCS score in 2011 sites being audited externally was 32.6, and in 2012 was 33.8. under the Considerate Constructors Scheme.
Complete Work on-going to deliver commitment Work to commence in 2012
Diwali celebrations Leicester were asked to help create Diwali decorations for the sales centre. Leicester is renowned for having one of the biggest Diwali celebrations outside of India so running the competition was a great way to involve the community in the celebrations.
Prizes for the decorations were Pupils from the Humberstone Junior presented during a special Diwali School located near to our Lakeside evening at the school. Country Park development in
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Building for Life 12 Building for Life, called Building for Managers and Technical Directors, Building for Life 12 is the industry Life 12 in September 2012. This with the aim of exploring mutual standard, endorsed by government, document reflects a vision of what support and understanding. for well-designed homes and new housing developments should neighbourhoods. be: attractive, functional and In particular, our internal Cabe Built sustainable places. It is based on Environment Expert is on hand to the new National Planning Policy promote Building for Life 12, and to Framework and the government’s work in partnership with Cabe at the commitment to build more homes, Design Council. better homes and involve local communities in planning.
Building for Life 12 stimulates a conversation between local communities, local authorities and developers about creating great places to live.
Miller Homes uses questions and prompts from Building for Life 12 as part of our internal design process for articulating our proposed developments and also during the pre-planning application dialogue with local authorities. We are also In partnership with the Home continuing to forge close linkages Builders Federation and Design for with Cabe at Design Council via Homes, Cabe at the Design Council engagement between our Senior launched an updated version of
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Housing affordability
Buying a home is becoming - NewBuy (in England) and MI - Deposit Match: Miller Homes increasingly difficult, with the New Home (in Scotland): 95% will match the customer’s average age of a first time buyer mortgage indemnity schemes deposit (up to 5% of the now 35 according to a recent Post available to buyers with a purchase price) of the selected Office survey2. This is not good deposit of 5%. Available on new plot as agreed at the point of news when considered alongside build properties up to the value reservation. the Office of National Statistics data of £500k (£250k in Scotland) - Family Deposit: if a relative that renters are significantly less and open to anyone who meets pays a deposit on a Miller Home satisfied than homeowners (68% the qualifying criteria. (up to 20% of the purchase satisfaction compared to 80%3) and - FirstBuy: a part government price) they will receive the a Barclays study showed that over a funded equity loan scheme equivalent of 5% interest for five 50 year period renters pay which was available in 2012 and years in a lump sum when the significantly more than home owners aimed at first time buyers with a buyer moves in. (£623,000 compared to £429,000)4. limited deposit who are able to fund a mortgage for 80% of the We’re committed to making buying a purchase price. Available on home more affordable and work selected properties in England. hard to keep our costs down so our - MiWay: a Miller Homes’ house prices can be as low as scheme offering an equity loan possible without compromising on of up to 15% of the purchase quality. We also offer a range of price. Available on selected schemes to make funding the properties across the UK. purchase of a home more accessible:
Save Your Pennies and Build The scheme has been such a Your Future success in the schools it has been To prepare our future generations in piloted in that it is now being rolled money management we have out across all our regions. designed and piloted a ‘Save Your Pennies and Build Your Future’ campaign for 9-11 year olds. The interactive presentation aims to teach children the value of money and how to save. After the session each child is given a money box to help them put into practice what they’ve learnt.
2http://www.postoffice.co.uk/news-ten-year-wait-for-first-time 3www.ons.gov.uk/ons/dcp171766_270690.pdf 4https://www.yourbank.barclays.co.uk/home/article/is-it-better-to-buy-a-property-or-carry-on-renting Miller Homes Sustainability Report 2012
32 Progress review: Environmental issues
Environmental issues
Environmental Issues We are committed to managing our procedures on how to manage SHE Director, complete the internal impact on the environment and are environmental impacts through audits in all regions throughout the encouraged that this is an important feasibility, planning, design and year. issue for our customers too. In fact, construction phases, alongside well one of our research surveys in 2012 defined procedures for the found that 77% of our customers implementation of these which are care ‘very much’ or ‘quite a lot’ about applied on all of our sites. the environment, and none said that Compliance with the SH&E didn’t care at all. Management System is assessed through spot inspections six times a Our approach to environmental year on each site, internal audits in issues is guided by our ISO 14001 accordance with our audit schedule certified SHE Management System. and twice yearly external audits. Our Our system includes clear divisional SHE team, including the
373 hours spent on training covering environmental topics
Our commitment 2011 2012 Comments on progress Continue to comply with We have retained our ISO 14001 ISO 14001 accreditation accreditation for another three requirements. year period from 2012-2015, and have complied with all of the audit requirements during the course of 2011 and 2012. Review environmental/ISO Our training requirements in 14001 training provision. relation to environment and sustainability were reviewed during the course of 2011 and this has resulted in the introduction of the online briefing modules. During 2012, 373 hours were spent on training covering environmental topics.
Complete Work on-going to deliver commitment Work to commence in 2012
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33 Progress review: Environmental issues
Energy
Energy consumption for construction Our commitment 2011 2012 Comments on progress processes and in completed housing are both significant contributors to Launch the new housing In 2011 we launched our MH16 UK carbon emissions which in turn portfolio. portfolio (see page four) contribute to global warming. This, Develop our KPI’s for 2011 to KPI’s updated to reflect this. compounded with rising fuel costs differentiate between private causing increased fuel poverty, and affordable Code units. means that reducing energy Complete the operational In 2012 100% of homes had consumption is a key priority for both transition to Smart Meters. smart meters (2011 = 87.7%). the government and for us. Continue to measure plot use This is a standard procedure Designing low energy homes of gas, electricity and water and the data is incorporated prior to customer handover. into our KPIs. Our priority when designing any new home is to reduce the energy Through the PDC and during Post occupation monitoring demand of the property through a the course of 2011, develop a was conducted at Miller Zero fabric first approach. We achieve formal strategy for post and we are working to expand occupation monitoring of this in 2013 (see page four). this by using the latest technologies houses in use. and practices, and leveraging the expertise of our internal SAP and Undertake a feasibility study Details of our trial of a Code for Sustainable Homes to assess the point at which community heating system at community/district heating or our h2010 development in Assessor. We are continually CHP installations become Leeds are shown on page four. working with industry bodies and viable. best practice experts to develop new and innovative ways to reduce Review our lighting n/a Our new national sales specification in 2012 with a specification, issued mid-2012 energy demands and our new MH16 view to increase the amount specifies all lights within the has been designed using the Zero of LED or low energy lighting dwelling to be low energy. Carbon Hub supported Fabric fitted in units sold by 50% Energy Efficiency Standard Quantitative targets will be 10% reduction in CO from approach. As standard our homes 2 set for 2011 relating to energy operations and offices target include appropriate insulation, A- use. set (see page 39). rated double glazed windows, low- energy light bulbs and the highest Quantitative targets will be 10% reduction in CO2 from set in relation to operational operations and offices (see available energy rated appliances energy use. page 39). (e.g. A, A+ or A++ depending on the appliance). Continue to measure This is a standard procedure electricity, gas and diesel and the data is incorporated Where appropriate we will install low used in construction. into our KPIs. carbon and/or renewable 100% of completed units to 100% coverage in both years. technologies to complement the have energy efficiency This is now part of our improved fabric efficiency of the reported on. standard process. building. These are selected based 15% of plots completed to 10.3% in 2011; 9.3% in 2012. on the specific conditions of the site. have external air permeability This will be increased in 2013. For example, at our Brill tests. development gas heating was not possible so air source heat pumps Complete Work on-going to deliver commitment Work to commence in 2012 were used.
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34 Progress review: Environmental issues
Ground source heat pumps have been installed on properties in our Minster View development in Lincoln, as well as for the Miller-built community hall. If renewables are found not to be appropriate then efficient and intelligent heating systems that heat up the house quickly and allow customers to tailor the temperature of each room easily are used.
Minimising our own energy use As well as reducing the whole life energy demand of our homes, we are committed to reducing our own energy consumption on our sites and in our offices. All employees are encouraged to switch off monitors at the end of day. The lighting in some of our offices automatically switches off when no motion can be detected and heating is controlled on a room-by-room basis to avoid heating unused spaces.
25% reduction in our office energy consumption (gas and electricity combined) since 2011
Smart meters use these during their home Smart meters and smart energy demonstration meeting and our displays can provide visibility on real sales advisors are trained in their time energy use, carbon generation use too. and costs to our customers making it much easier for them to monitor energy consumption. Researchers found that customers who actively use smart meters reduce their energy consumption by an average of 7%5. We have been installing smart meters since 2009 and they are now fitted in all of our homes.
Our customers are shown how to
5Faruqui, A., Sergici, S. and Sharif, A. (2010). The impact of information feedback on energy consumption – A survey of the experimental evidence. Energy 35(4), pp. 1598-1608. Miller Homes Sustainability Report 2012
35 Progress review: Environmental issues
Transport
Transport is a significant source of To encourage the use of more Helping our customers to reduce carbon emissions with approximately carbon efficient transport all our nine their carbon from transport 25% of the UK’s total carbon offices are located within an average To support our customers in emissions coming from transport. of 1.5 miles from a railway or metro reducing their carbon emissions We try to reduce the need for station, with four offices located less from transport we provide them with transport in the first place and than a mile away. Car share information on local public transport promote the use of lower carbon- schemes are available on the in our brochures. Our mymillerstreet emitting forms of transport. business parks used by our head tool enables customers to assess office, Homes Scotland East and at the environmental impact of their Reducing our carbon from our Homes West Midlands office. In transport use (and other energy transport 2013 we will be launching the use), provides tips on how to reduce All our main offices are equipped government’s Ride2Work scheme to this and also has a message board with video conferencing facilities and all Group employees in conjunction which can be used to set up car telephone conferencing facilities are with Evans Cycles. Over the last shares. All of our new MH16 house widely available. In 2013 we will be two years the maximum allowable types come with office space as launching a new video conferencing carbon emissions for our company standard. We use specialists to facility which will be available on cars has shrunk from 200 g/km to produce green transport plans on individual PCs and this will allow for 139 g/km. Sixty nine per cent of our our larger sites (8% of our employees not only to see each available fleet cars are now below developments in 2012) but work to other but also to access the same 120 g/km and the most efficient car make all our sites accessible by documents on one screen. E-mail, produces only 79 g/km. public transport. In fact, 95.8% of the intranet and network drives are our developments are within 500m all accessible to employees remotely of a public transport node. Forty five to enable working from home. per cent of our developments in 2012 also included cycle storage.
69% of our Our commitment 2011 2012 Comments on progress Introduce a section into land We work to make all our sites acquisition procedures to accessible and consider public available ensure that means of transport access and accessibility reducing car dependency is in all our developments. company considered for all new proposed development cars sites.
Introduce recording of All Section106 contributions are emit less Section106 transport- logged as part of our internal related contributions. process. than Further develop the We already monitor mileage for initiative to record the our badged fleet and are working 120g/km of delivery mileage of key with our supply chain to extend the construction materials to scope of travel measurements to carbon Miller Homes sites and record the delivery mileage for key other associated transport construction materials. movements.
Complete Work on-going to deliver commitment Work to commence in 2012
6https://www.gov.uk/government/publications/provisional-uk-emissions-estimates Miller Homes Sustainability Report 2012
36 Progress review: Environmental issues
Waste
We recognise that waste can have a transparency on our waste significant, damaging impact on the 90.6% of waste performance, as our waste figures environment by discharging carbon are now electronically available dioxide and methane (which in turn from construction through their on-line reporting tool. contribute to climate change) and causing air, water and soil pollution. recycled We are committed to minimising waste to landfill caused by our construction processes, our Regulations 2008 are revoked. On suppliers and our customers. all sites timber, plasterboard, hazardous, metal and inert waste is Managing our waste Since before there was a legal segregated on site where possible requirement for Site Waste and the remaining waste is To facilitate the use of this tool, and Management Plans (SWMP) in April segregated off-site with all items the move to Reconomy in general, 2008 we have required all our sites being recycled that can be. In 2012, Reconomy have delivered training to to produce and implement these 90.6% of waste from construction all relevant Miller Homes employees plans. We appreciate the was recycled. At our Park View and have also offered training and performance benefits that these development in Gateshead waste brochures on waste segregation to bring and since the end of 2012 we from demolition was reused on site, the sub-contractors on all our sites. have worked with Reconomy to totalling 34% of the total waste The validity of the data collated by develop even more effective arising, with a further 10% reused Reconomy is validated by six SWMPs on all our sites. These off-site and 49% recycled. monthly verification assessments of SWMPs clearly detail the steps to be their key waste transfer stations, and In 2012 we moved all our sites over taken to reduce, reuse and recycle they are also externally certified as to a single waste management all waste. We are committed to ISO 14001 compliant. provider, Reconomy. Using using SWMPs and will continue to Reconomy has given us greater do so regardless of whether the Site Waste Management Plan
“We had all the plastic and mess from the white goods being delivered and Peter [a Miller Homes employee] happened to walk by and noticed. He said he'd get that recycled for us.” (feedback from one of our customers in our Voice of the Customer survey)
Miller Homes Sustainability Report 2012
37 Progress review: Environmental issues
Our commitment 2011 2012 Comments on progress Aircrete block waste reduction In 2012 we conducted a review of Commit to an Our new housing portfolio has our aircrete block suppliers. ‘environmental specification’ been designed so that every home Feedback from our site managers review in 2011, giving comes with space for an eco-bin consideration to the as standard. We also encourage alerted us to a potentially high inclusion of domestic waste customer recycling by providing amount of waste being generated facilities in standard build information on waste reduction from this product, and in particular units. best practice (see damage to the goods (approximated www.mymillerstreet.co.uk). at 12%). We investigated this Engage with an external We worked with WRAP in 2011 to further by surveying all our site organisation to promote identify ways to encourage managers to understand the key recycling with residents on sustainable living by our drivers for the waste associated with one site. customers and will be integrating this product. Seventy three per cent this into our mymillerstreet tool. of the causes were related to Develop a procedure to We have continued to improve the product handling, and in particular deliver better outcomes integrity of our data for site how the blocks were transferred relating to how we deal with preparation waste during the onto our own pallets when they demolition and excavation course of 2011 and 2012. Over waste arisings. This should the next 18 months we will be arrived at site. Based on this, we include improving our conducting a thorough review of then worked with a new supplier, H + current data gathering on our whole groundwork process H to develop a solution whereby the materials which are reused (including demolition and blocks arrive at our sites already on site in order that we are excavation) to seek opportunities shrink wrapped and with able to demonstrate to for waste and cost improvements. stakeholders the scale of appropriately sized pallets provided recycling being undertaken. by the supplier. As with the other pallets we use, these are returned to Engage the services of We worked with WRAP in 2011 to the supplier for re-use. This process WRAP to help identify identify initiatives to improve our initiatives which would help construction waste management change has not only resulted in us reduce overall waste and in 2012 worked on integrating significantly less waste being volumes. this feedback. generated but is also expected to lead to cost savings of between 7- Assess the procedural and We have appointed Reconomy as commercial benefits which our single provider for our Homes 10%. could arise from having a business. The commercial single provider to manage savings associated with this and waste disposal across the target reduction in the quantum of business. waste to landfill will be significant. 10% reduction in the We have reduced our quantity of construction construction waste per waste (per build unit) in equivalent build unit by 3.7% 2011 and a further 20% between 2011 and 2012 and reduction in 2012. further have reduced our total waste per equivalent build unit in the same timeframe by 9.7%. 15% improvement in the In 2012 we reused 93k tonnes of quantity of site preparation site preparation waste, an waste which is retained and increase of 29% compared to the re-used on site rather than 72k tonnes reused in 2010. being disposed off-site.
Complete Work on-going to deliver commitment Work to commence in 2012
9.7% less waste generated per build unit since 2010
Miller Homes Sustainability Report 2012
38 Progress review: Environmental issues
Timber pallet reuse scheme Supporting our suppliers and We have always segregated and customers to reduce waste recycled our timber pallets as part of As well as minimising our own our general timber recycling process waste, we work with our suppliers to however recently we have taken this minimise their waste too. For a step further and have worked with example we insulate our roofs with one of our suppliers, Scott ELM, to fibre glass made from recycled glass arrange for re-use of all our timber and we recently worked with our pallets. In less than two months of suppliers to reduce waste from implementing this we have returned timber pallets and aircrete blocks. 329 pallets to Scott ELM for re-use. Our new housing portfolio is This not only saves us money in designed to encourage resident recycling costs, it saves Scott ELM recycling by including space for an money because they can re-use eco-bin as standard. their products and, of course, environmentally it is far better too.
Miller Homes Sustainability Report 2012
39 Progress review: Environmental issues
Carbon emissions
Carbon emissions are a key Our carbon reporting has been All calculations have been contributor to global warming, which developed following the Greenhouse conducted using the ‘2012 has significant environmental and Gas (GHG) Protocol Corporate Guidelines to Defra / DECC’s GHG social impacts. We are committed to Standard. The figures below relate Conversion Factors for Company reducing the carbon footprint of our only to Miller Homes and do not Reporting’ tool. 2010 and 2011 business. apply to the rest of The Miller Group. figures have been restated from our last report to reflect the 2010 conversion factors.
Gas in Gas in offices: Electricity on site: Electricity in homes/units: 2012: 142.4 tCO2 2012: 930.3 tCO2 homes/units: 2011: 206.0 tCO2 2011: 864.3 tCO2 2012: 861.8 tCO2 2012: 167.6 tCO2 2011: 235.4 tCO 2011: 555.1 tCO2 2
Company vehicles: Scope 1 2012: 133.9 tCO2 Scope 2 2011: 132.3 tCO2
2012: 2,474 tCO2 2012: 1,480 tCO2 2011: 2,093 tCO2 2011: 1,556 tCO2 2010: 2,046 tCO2 2010: 2,390 tCO2
Carbon Diesel on site: Electricity in 2012: 1335.7 tCO2 footprint offices: 2011: 1199.5 tCO2 2012: 381.9 tCO2
2011: 456.3 tCO2 2012: 3,983 tCO2 2011: 3,676 tCO2 Calculation assumptions 2010: 4,454 tCO2 - Scope 1: Company vehicles are vans classed as diesel light goods vehicle with engine size ≤3.5 Business travel tonnes. (rail): - Scope 2: Coal emission factor is 2012: 4.0 tCO2 used for all electricity; Oil emission 2011: 3.6 tCO2 factor used for all diesel generators. Scope 3 - Scope 3: Business travel by rail Business travel and flights are included in Scope 3 (flights) to date. Additional significant 2012: 29.2 tCO2 2012: 25.2 tCO2 Scope 3 impacts are: business 2011: 27.6 tCO2 2011: 24 tCO2 travel by car; employee commuting; 2010: 17.8 tCO2 transport of waste; waste from operation; transport of purchased 5000 materials; production of purchased
materials; use of products. We will 4000 work towards reporting these in the
future. 3000
2000
11% reduction in our carbon 1000 2010 2012 2012 footprint since 2010 0 T of CO2e
Miller Homes Sustainability Report 2012
40 Progress review: Environmental issues
CO2 CH4 N2O Total Scope Unit No. (T of CO2) (T of CH4) (T of CO2e) (T of N2O) (T of CO2e) (T of CO2e) GHG Scope 1 Diesel on site Litres 502,744 1,335.7 0.02 0.5 0.03 9.6 1,235.6 Gas in M3 424,944 861.8 0.06 1.3 0.00 0.5 863.6 homes/units Gas in offices M3 70,198 142.4 0.01 0.2 0.00 0.1 142.7 Company Miles 336,545 133.9 0.00 0.0 0.00 1.0 134.9 vehicles Subtotal 2,473.8 0.09 2.0 0.04 11.2 2,486.9 GHG Scope 2 Electricity on kWh 1,799,593 930.3 0.02 0.5 0.02 5.7 936.5 site Electricity in kWh 324,209 167.6 0.00 0.1 0.00 1.0 168.7 homes/units Electricity in kWh 738,851 381.9 0.01 0.2 0.01 2.3 384.5 offices Subtotal 1,479.8 0.04 0.7 0.03 9.1 1,489.6 GHG Scope 3 Business travel Miles 72,642 4.0 0.00 0.0 0.00 0.2 4.2 (rail) Business travel Km 139,896 25.2 0.00 0.0 0.00 0.2 25.4 (flights) Subtotal 29.2 0.00 0.0 0.00 0.5 29.7 Total 3,982.8 0.00 2.7 0.07 20.7 4006.2
Our carbon Our commitment 2011 2012 Comments on progress Gain an industry leading Based on our learning from Miller figures are position in the Zero and the involvement of senior understanding of zero personnel in industry initiatives we carbon compliance and have developed strategies to audited by a third develop progressive new address more stringent energy strategies with regard to low performance requirements in our party and publicly & zero carbon technologies. MH16 portfolio. Consideration will be given We have chosen to expand our disclosed under to publishing a separate carbon reporting in this report climate change report for rather than produce a separate the Blackstone 2011. report. Carbon Reduction 10% reduction in the In this report we have restated quantity of CO2 from our 2010 and 2011 carbon operations and offices figures using the DEFRA 2010 Commitment (calculated at a quantity per conversion factors. In 2010 we build unit) during the next generated 4,297 tCO2 from reporting year. operations and offices, and in 2011 we reduced this by 18% to 3,517 tCO2. 2012 saw this increase by 9% to 3,819 tCO2 but the net effect is still a reduction of 10.6% between 2012 and 2010. Complete Work on-going to deliver commitment Work to commence in 2012
Miller Homes Sustainability Report 2012
41 Progress review: Environmental issues
Ecology & biodiversity
We recognise that maintaining the we adapted our approach so that Red Kites in High Wycombe ecology and biodiversity of our where sites are expected to have Red Kites are birds of prey that have shared environment is important to ecological impacts (e.g. they have been saved from extinction by one of preserve a balanced ecosystem and existing buildings or trees, or are the world’s longest running prevent the loss of species, that as a located near a water course etc.) we protection programmes. They are society we depend upon for so many use ecology specialists to conduct a now seen frequently in the things (fuel, water, air, food, health walkover survey of our sites and we Buckinghamshire area, including care etc.). then work with these specialists to around our Aspect development in identify appropriate actions. If there High Wycombe. Every employee Protecting biodiversity on our are no special ecological features and person who comes to the site sites we will still use our biodiversity receives an RSPB pamphlet about Where possible we try to develop on toolkit. Red Kites in their induction and brownfield sites, which tend to have further information about local a lower ecological value, and We recognise the significant wildlife is presented on the approximately 75% of our contribution that The Wildlife Trusts noticeboard. developments are built on these. make to protecting and enhancing biodiversity, including their In 2008 we developed a pioneering involvement in shaping green ‘Biodiversity Toolkit’ which enabled infrastructure design. We are in us to assess the ecological and dialogue with them to help shape our biodiversity merits of sites and from joint approaches and are this identify clear action plans for investigating options to work how these can be maintained and/or together at both the pre-planning enhanced. With the increasing stages of our projects, as well as on importance of biodiversity, in 2012 the long-term management of green spaces on our sites.
Our commitment 2011 2012 Comments on progress
Thinking will be developed The use of ecology specialists and there will be a process from the feasibility stages of a of engagement with the project onwards means that we’re wider business to better able to integrate best practice understand the implications solutions in our project approach. relating to ecology in terms of planning, ecology and legacy.
Complete Work on-going to deliver commitment Work to commence in 2012
Miller Homes Sustainability Report 2012
42 Progress review: Environmental issues
At our Dalmore Mill development the high water table meant we needed to pump some of the water in the ground into the surrounding River Esk and Glencorse Burn. We worked with SEPA to develop a filtering solution which prevented any cross contamination occurring. To encourage biodiversity at our Park View development in Gateshead vines have been planted to grow up the sides of some of the homes.
Educating others about wildlife As well as enhancing the ecological value of a site in the longer term we are committed to educating our customers, employees and other stakeholders about wildlife issues too. That’s why we include information on attracting wildlife in all our homeowner manuals and information on gardening in our customer magazine.
Fullwood Gardens, New negatively impact on these species. Stevenston The Grayling butterflies were caught This development is located on part and relocated to a nature reserve 10 of a Site of Importance for Nature miles away. Amphibian proof fences Conservation. An Ecological Impact have been erected to protect the
Assessment conducted by frogs and newts from the
specialists found Grayling butterflies, construction works. The yellow
frogs, newts, yellow bird’s-nest bird’s-nest plants and grassland
plants and grassland all to be have been relocated to a specially
present on site. We worked with the prepared receptor site in the
specialists to develop appropriate development, alongside the Willow
strategies to ensure we did not trees they prefer to grow beneath.
Miller Homes Sustainability Report 2012
43 Progress review: Environmental issues
Water
Increasing demand for water Protection from flooding combined with climate change Prior to developing any site we 16% less water means that water scarcity is a real conduct a flood risk assessment concern globally. Without sufficient which considers the flood risk not used in 2012 water, food production is affected, just on our immediate site but on the and there are significant adverse surrounding community. We compared to impacts on wildlife. As well as the implement flood risk reduction risk of drought, flooding has also measures as appropriate as well as 2010 become an increasingly important Sustainable Urban Drainage issue in the UK, with incidents Systems (SUDs), which reduce occurring more frequently. This can surface water drainage discharges use up to a third less water are also make obtaining insurance for on our developments. installed as standard. Water butts flooding more difficult and more that collect rainwater for garden use costly. At Miller Homes we Helping our customers reduce have been installed throughout our recognise the importance of effective their water use Deansleigh and Dukes Mead water management and are We now design our homes to use no developments to name a few. committed to reducing flood risk and more than 125 litres per person per day (the UK average is around 150 conserving the water we use, and To encourage water conservation by litres per person per day). Over the our customers use. our customers we have included an last year we have worked with our online survey in mymillerstreet which Minimising our consumption brassware supplier to use water allows customers to calculate their As standard we measure the amount restrictors to aerate the water from water consumption and then of water used in all our offices and our shower heads and taps and thus provides tips and advice on how to sites. At our Aspect development in significantly reduce the water flow reduce this. High Wycombe, rainwater on top of without comprising customer the site cabins is collected and used experience. Dual flush toilets that to supply toilet cisterns.
Miller Homes Sustainability Report 2012
44 Progress review: Environmental issues
Our commitment 2011 2012 Comments on progress Smart water meters Working with United Utilities we Continue to monitor water Water performance from Miller have transformed the process for performance on the Zero has been monitored post- measuring water consumption in the completed units at Miller occupation and findings have Zero and publish the results been factored into the MH16 North West region. Together we in 2011. design process. have improved the water metering process by moving the difficult to Consider the feasibility for Construction of our new MH16 access water meters located away measuring water house types is underway at performance on other Dukes Mead, Bingham, and we from houses to using smart meters developments. plan to measure the water that are placed in easily visible consumption from these. locations on properties. This has significantly improved resident Although no specific water In 2012 we updated our reduction targets are being specifications for taps, showers transparency over water set in relation to product we and toilets to significantly reduce consumption, improved United will commit to a review of water consumption. We will Utilities meter reading and specification for water review the inclusion of targets maintenance efficiency (remedial consuming elements in relating to the water consumption work to meter housings and 2011 and assess the of our homes in our updated feasibility of making strategy to be published in 2013. ironwork) costs and has also changes to the materials we reduced our costs in connecting use. housing to the mains (waste and remedial works). Set quantitative targets for We have set a 10% water the reduction in water use reduction target for offices and from operations. operations. The scheme is now used by other developers in the region, with initial Review our product n/a Reductions in the water flow (conservative) estimates having specification in relation to rates of taps and showers and identified cost savings of around water consuming elements. the use of dual flush toilets as The objective will be that we standard have reduced the water £70k. We are working with other are able to improve the consumption of units. parties to encourage a change to designed water this process across the whole consumption of units country. In May 2013, we will be constructed during 2012. attending the next developers’ forum 10% reduction in of water In 2011 we reduced our water with United Utilities where we expect use from operations and use from operations and offices to get an update on both the wider offices for 2011 compared from 47,117 litres in 2010 to benefits of the scheme now that it to 2010, and 2012 40,405 litres (14.2%). In 2012 compared to 2011. this further reduced to 39,341 has been in operation for close to litres (2.1%). two years and how far the concept has spread amongst the remaining Complete Work on-going to deliver commitment Work to commence in 2012 nine water and sewerage companies in England and Wales.
Miller Homes Sustainability Report 2012
45 Progress review: Environmental issues
Pollution
Our commitment 2011 2012 Comments on progress Continue to develop a best We continue to use face-fit dust practice approach to dust suppression marks and are suppression on site. working with the HBF to make our NHBC awarded approach an industry standard.
Complete Work on-going to deliver commitment Work to commence in 2012
Construction work can cause protection has good contact with the causes to our neighbours. Volume significant air, water and noise wearer’s skin. We have been restrictors are used on any radios on pollution. Air pollution, and in awarded the Best Occupational site. Where significant noise is particular dust, is a hazard and can Health Initiative in the NHBC Health unavoidable we notify neighbours in cause significant damage to health and Safety Awards 2012 for this advance.
as well as impacting the quality of initiative (see page 21). life of neighbours by leaving deposits on cars, windows and Noise pollution is another issue and property. excessive noise can not only damage the hearing of people on We have worked hard over recent site but can cause significant years to reduce the amount and disruption to those people in and impact of dust. Following extensive around our sites. We provide ear analysis we verified the importance protection to minimise the impact of of using correctly fitting face masks noise on directly affected employees and now we test all our employees and also schedule our work to to ensure the seal on the respiratory minimise the disruption that noise
Miller Homes Sustainability Report 2012
46 Progress review: Environmental issues
Material sourcing
Ensuring our supply chain consists the UK and receive appropriate checking they are listed on the of sustainable, responsible training. In 2013 we will be relevant FSC/PEFC databases. businesses means that we reduce reviewing and revising our supplier the risk of reputational damage to selection process to make it simpler Helping our suppliers our business and we can leverage and easier for suppliers to complete. Going forward we want to make it the impact we have on social, easier for suppliers to behave economic and environmental issues. Timber sourcing sustainably so we are developing a During 2012 we have worked to ‘Supplier Code of Conduct’ that sets Selecting suppliers based upon improve the sustainability of our out the sustainability expectations their sustainability timber sourcing and now 100% of we have of our suppliers We consider suppliers’ sustainability the timber used in our construction (incorporating elements such as the behaviours in our selection process processes comes from sources UN Global Compact and our own which weights suppliers more certified by the FSC or PEFC as policies), and providing advice to favourably when they have sustainable. This is evidenced by them on how to achieve these. environmental management either the supplier having direct systems, lower energy, carbon, chain of custody or in circumstances We have internally tested the use of waste and water impacts as well as where timber is not the main the AccountAbility Supply Chain more environmentally sustainable element of their product, by their Sustainability Tool as an information (recycled, lower environmental suppliers having chain of custody. resource to help our suppliers impact) products. Using these Where suppliers have direct chain of become more sustainable and given criteria contributed to our selection custody we have worked with them that 28% of our suppliers would like of insulation made from recycled to ensure that every product we to receive information on CR best glass. We also evaluate the social purchase is labelled as such on our practice we will be piloting the use of and economic sustainability of our invoices. We audit external the Supply Chain Sustainability Tool supply chain, and ensure that their verification of supplier’s adherence with our suppliers in 2013. employees have the right to work in to the chain of custody schemes by
Our commitment 2011 2012 Comments on progress Continue to undertake the Each new supplier we work with is biennial CR Audit of required to provide evidence on divisional suppliers. their CR credentials prior to working with us. Given the planned changes to our supplier selection process further CR audits have been put on hold until this has been launched. Assess the feasibility of Due to the changes planned to our having the Responsible responsible sourcing procedures, Sourcing Policy externally we have delayed using external audited. auditors at this point. We are investigating the option of obtaining external verification of our timber process in the meantime.
Miller Homes Sustainability Report 2012
47 Progress review: Environmental issues
Our commitment 2011 2012 Comments on progress We will consider the We have worked with both the benefits of joining the WWF PEFC and one of our main timber Forest and Trade Network. suppliers to develop our timber approach and will not be looking to expand our engagements beyond this at this time. 90% of timber purchased by In 2011 88.9% of our timber the company to be chain of suppliers use chain of custody custody accredited by the certified timber. In 2012 we end of 2011. increased this to 100% [57% with direct chain of custody certification and the remaining suppliers all have evidence that their suppliers are certified]. All our most significant timber suppliers have direct chain of custody certification. 100% of divisional tier 1 Audits were conducted on a suppliers to be audited on progressive basis over two CR credentials in 2011. years. Due to updates in our supplier selection process, audits have been put on hold until after the new process is in place.
Complete Work on-going to deliver commitment Work to commence in 2012
100% of our timber used in construction is sustainably sourced by suppliers with either direct chain of custody certification in their name, or chain of custody certification in their suppliers’ names.
Miller Homes Sustainability Report 2012
48 Key performance indicators
Key Performance Indicators Key performance indicators
As part of our 2011 corporate responsibility strategy we set KPIs for the following areas. The individual sections relate to the principle subject headings which featured in our first strategy in 2007. These are as important and relevant today as they were in 2007 and we will continue to measure our performance against each area going forward.
Our commitment UOM 2010 2011 2012 2012 +/- Best employer in sector
Total number of employees No. 541 529 643
Percentage of female employees % 45.5% 42.7% 36.4%
Percentage managerial grade female % 14.1% 13.0% 15.6%
Percentage of employees aged over 50 % 31.6% 32.5% 33.6%
Number of training days provided per employee per year No. 4.0 1 3.8 1 3.5
Number of senior grades promoted from within No. 2 11 19
Number of apprentices No. 18 19 12
Net employee creation (i.e. new positions created each 2 No. 24 -12 114 year)
Percentage of eligible employees receiving PDR's % 42.5% 79.2% n/a 3
Percentage staff & subcontractors with CSCS % 98.4% 98.2% 97.9% Waste management
Total number of operational sites (i.e. with construction No. 86 80 80 activity) Overall total waste - sum of site preparation & T 219,601 284,577 275,266 construction process
Total amount of site preparation waste generated T 201,892 266,889 257,037
Amount of site preparation waste retained/reused on site T 72,223 109,070 93,197
Amount of site preparation waste disposed off-site T 128,393 157,819 163,839
Total waste - construction process T 17,709 17,687 18,238
Amount of construction wastes that are recycled T 16,020 15,670 16,526
% of construction waste recycled % 90.5% 88.6% 90.6%
Number of sites practicing on-site waste segregation No. 34 33 55
% sites practicing on-site waste segregation % 39.1% 40.7% 100%4
Amount of inert waste segregated into skips and recycled T 1,993.8 3,087.4 3,019.5
Miller Homes Sustainability Report 2012
48 Key performance indicators
Our commitment UOM 2010 2011 2012 2012 +/-
Amount of timber waste segregated into skips and T 747.5 444.6 654.3 recycled Amount of packaging waste segregated into skips and T 225.6 208.4 166.7 recycled Amount of plasterboard waste segregated into skips (not T 2,663.7 620.7 597.5 via BG)
Total amount of plasterboard recycled by British Gypsum T 525.3 500.1 420.4
Amount of mixed waste sent to a materials recovery facility T 11,553.2 12,826.3 13,380.0
% of mixed waste recycled on average by the materials % 85.4% 84.3% 87.2% recovery facilities Disposal costs of construction waste (excluding muck £ £1,046k £1,040k £1,001k shifts)
Inert as a percentage of total construction waste % 11.3% 17.5% 16.6%
Timber as a percentage of total construction waste % 4.2% 2.5% 3.6%
Packaging as a percentage of total construction waste % 1.3% 1.2% 0.9%
Mixed as a percentage of total construction waste % 65.2% 72.5% 73.4%
Plasterboard as a percentage of total construction waste % 16.3% 6.3% 4.2%
Construction waste produced per equivalent build unit T 9.7 10.85 10.4
Average cost per tonne of construction waste £ £59.05 £58.82 £54.87
Average cost per equivalent build unit of construction 5 £ £571.61 £634.46 £569.74 waste Understand the supply chain & its impacts
% timber suppliers that provide from known and legal % 100% 100% 100% sources % of timber suppliers with full chain of custody % 85.4% 88.9% 100% documentation
% of regional (only) suppliers with environmental policies % 84.1% 89.4% 82.9%
Divisional material suppliers No. 67 78 89
Divisional suppliers audited under the MH CR Assessment No. 54 35 n/a 6 n/a % of divisional material suppliers audited in the year under % 80.6% 44.8% n/a 6 n/a CR assessment % audited divisional material suppliers with environmental % 98.1% 100.0% n/a 6 n/a policies Products & design Total units completed during time period (legal No. 1,934 1,707 1,831 completions)
Total number of equivalent build units in time period No. 1,829 1,6405 1,757
% of social (or affordable) housing units completed % 12.5% 4.0% 10.5%
% of housing units built to Lifetime Homes Standard % 3.1% 1.2% 3.9%
% units with SEDBUK ‘A’ rated boilers % 94.1% 97.4% 94.7%
Percentage of units with water butts % 21.7% 15.6% 14.9%
Miller Homes Sustainability Report 2012
48 Key performance indicators
Our commitment UOM 2010 2011 2012 2012 +/-
Percentage of units with SUDS drainage systems % 59.0% 62.3% 60.1%
% of units built using timber/metal frame % 17.8% 26.3% 22.1%
% of units classified as Secured by Design % 9.8% 7.4% 13.1% SAP Average SAP rating for new homes - pre-Part L 82.58 86.99 83.23 Rtg SAP Average SAP rating for new homes - post-Part L 82.33 80.22 83.06 Rtg Number of units with EPC at Grade A No. 2 10 2
Number of units with EPC at Grade B No. 1,359 898 756
Number of units with EPC at Grade C No. 530 722 972
Number of units with EPC at Grade D No. 41 77 20
Number of units with EPC at Grade E No. 2 0 0
Number of units with EPC at Grade F No. 0 0 0
Number of units to BREEAM EcoHomes Standard - Good No. 0 1 0
Number of units to BREEAM EcoHomes Standard - V No. 69 52 104 Good Number of units to BREEAM EcoHomes Standard - No. 26 15 2 Excellent
Total reaching BREEAM EcoHomes "Good" and above No. 95 68 106
% of homes reaching BREEAM/EcoHomes "Good" and % 4.9% 4.0% 5.6% above No. sites with planning for Code for Sustainable Homes No. 0 0 3 Level 3 or above (sites not started)
No. units sold at Code for Sustainable Homes Level 3 No. 96 98 118
No. units sold at Code for Sustainable Homes Level 4 No. 1 12 3
No. units sold at Code for Sustainable Homes Level 5 No. 1 2 0
No. units sold at Code for Sustainable Homes Level 6 No. 1 0 0
Designed water consumption of homes (av. litres per day) l/day 162.1 166.2 166.0 Reduce direct emissions of greenhouse gasses
Total water consumption in site compounds m³ 29,692 15,980 14,595
Total water consumption in offices m³ 3,701 3,207 3,464
Total water consumption in units & houses m³ 13,723 21,217 21,482
SUB-TOTAL: Water consumption m³ 47,117 40,405 39,541
Electricity readings from offices kWh 981,782 882,676 738,851
Electricity readings from site compounds kWh 2,780,390 1,671,929 1,799,593
Electricity usage in units / houses kWh 860,727 455,438 324,209
SUB-TOTAL: Electricity consumption kWh 4,622,899 3,010,043 2,862,653
Gas (meter readings) at offices (metric reading) m³ 47,963 101,591 70,198
Gas usage in units / houses m³ 355,257 273,739 424,944
Miller Homes Sustainability Report 2012
48 Key performance indicators
Our commitment UOM 2010 2011 2012 2012 +/-
SUB-TOTAL: Gas consumption m³ 403,220 375,330 495,142
Diesel consumed at sites (litres) Litres 410,160 451,455 502,744
Energy use (kWh) - construction process (electricity & gas) kWh 7,677,786 5,237,775 7,130,833
Energy use (kWh) – office locations (electricity & gas) kWh 1,526,767 2,037,021 1,536,487
Carbon dioxide from energy use – construction process T 3,692.57 2,854.37 3,295.4
Carbon dioxide from energy use – offices T 604.87 662.37 524.3
Total carbon dioxide energy from operations and 7 7 T 4,297.2 3,516.7 3,819.7 offices
Miles travelled - rail travel Miles 54,245 65,838 72,642
Number of domestic air flights No. 205 332 348
Number of international air flights No. 0 0 0
Miles travelled in ALL company VANS fuelled by diesel Miles 348,749 332,601 336,545
Carbon dioxide tonnes from all travel T 156.67&8 160.07&8 163.1
Carbon dioxide from energy use – construction process T 3,692.57 2,854.37 3,295.4
Carbon dioxide from energy use – offices T 604.87 662.37 524.3
Carbon dioxide energy from operations and offices T 3,692.57 3,516.77 3,819.7
Carbon dioxide tonnes from all travel T 156.67&8 160.07&8 163.1
Carbon dioxide tonnes from all activities T 4,453.87&8 3,676.67&8 3,982.8 Customer satisfaction
Percentage of units that are defect free at the point of % 39.8% 44.2% 45.4% hand-over Percentage of customers that would recommend their % 96.5% 97.1% 97.2% house builder
NHBC PIJ awards No. 229 269 27 Safety, health & environment
Percentage of units/homes on brownfield land % 70.7% 74.5% 74.9%
No. prosecutions for environmental offences - Miller No. 0 0 0 Homes No. prosecutions for environmental offences - No. 0 0 0 subcontractors
Number of enforcement notices No. 0 0 0
Number of written complaints from Environment Agency No. 0 0 0 Safe place to work Reportable incident rates per 100,000 employees (incl. Rate 960 1,302 614 subs) AIR rates per 100,000 employees (including sub- Rate 4,570 5,672 4,721 contractors)
Number of H&S prosecutions No. 0 0 0
Number of H&S prohibition notices No. 0 0 0
Miller Homes Sustainability Report 2012
48 Key performance indicators
Our commitment UOM 2010 2011 2012 2012 +/-
Number of H&S improvement notices m 0 0 0 Work-related injury & ill-health incident rates (days Rate N/D 17,281 17,422 absence per 100,000 days worked) Site inspection reports - % scoring system and high risk % 85.4% 96.52% 94.0% allocations A good neighbour
No. sites registered under the Considerate Constructors No. 23 9 10 Scheme % sites registered under the Considerate Constructors % 27% 11% 13% Scheme
Average scores from Miller Respect site audits % 87.4% 98.9% 98.9%
Average scores from Considerate Constructors Scheme No. 32.6 32.6 33.8 site audits (out of 40)
Number of complaints received through Miller Respect No. 60 69 62
No. complaints received via Considerate Constructors No. 0 0 0 Scheme Help homeowners live a sustainable lifestyle
Percentage of developments with a green transport plan % 17% 7% 20.3%
Percentage of developments within 500m of a transport % 88.6% 82.0% 95.8% node
¹ Adjustments have been made to the historic average training days per employee to reflect reporting over a 12 month period instead of a three month period. 2 Net employee creation in 2011 restated from 27 to -12. 3 Timing of the Performance Development Review (PDR) process means we are unable to report 2012 figures until 2013. 4 On-site segregation refers to segregation of at least one waste stream. As a minimum we have always segregated plasterboard but with the move to a sole waste provider in 2012 we have significantly increased the extent of our on-site segregation. 5 2011 equivalent build units and associated calculations restated compared to our 2011 CR Report on Progress to reflect inclusion of management contracts. 6 Supplier CR Assessment audits and environmental audits have been postponed pending the launch of our new supplier selection process. All new suppliers used in 2012 have been evaluated on their CR credentials during the supplier selection process and relevant documentation, including environmental policies and timber certification have been collected and filed. 7 Carbon figures for 2010 and 2011 are restated compared to our 2011 CR Report on Progress based on the DEFRA 2010 conversion factors. 8 Carbon from domestic flights is approximated based on the flight distance from Birmingham to Edinburgh. 9 2010 and 2011 figures restated from 34 and 36 respectively to 22 and 26.
Miller Homes Sustainability Report 2012
Why e ?
We’ve been building homes since 1934, that’s three generations of e e e. We’ve learned a lot about people a that’s made a big difference to a do and how we do .
We’re enormously proud of homes we build, combining a a craftsmanship with new ideas like carbon technologies. The big e e is that we don’t stop caring once e e finished the building, or when e e sold the house, or even once e moved in. We’re there when you ee us, until you’re settled, satisfied inviting your friends .
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