In May 2016, in a landmark announcement for the housing industry, Berkeley committed to becoming the first major housebuilder in Britain to become carbon positive. This announcement came as we revealed the next phase of our long-term business strategy, called Our Vision. This involves a set of 10 new commitments designed to drive the business forward and includes commitments to implement community plans on our developments to facilitate thriving communities, and to ensure that at least 1,500 people across our direct and indirect workforce undertake an apprenticeship or vocational training. These apply to all our brands including Berkeley, St James, St Edward, St George, St William and St Joseph.
Through the framework of Our Vision we articulate our strategy across our five areas of strategic focus: Customers, Homes, Places, Operations and Our People. By focusing on these areas, we ensure that we continue to provide customers with an exceptional service, whilst delivering high quality homes and places where communities can thrive. We also recognise that the skills, knowledge and dedication of our people, alongside the efficient management of our operations, are fundamental to the ongoing success of our business.
To find out more about each of our focus areas, our progress to date, and our new commitments for 2016-2018, select an area of focus on the image below.
Provide exceptional service to all of our customers and put them at the heart of our decisions.
Deliver world-class customer service as evidenced by a top quartile Net Promoter Score compared to UK Customer Satisfaction Index results.
Run a programme of engagement and research to further enhance our product and processes based on the needs of our customers.
Make the right long-term decisions whilst running the business efficiently and working with our supply chain.
Reduce our operational carbon emissions intensity by 10% and introduce a programme to become carbon positive.
Ensure at least 1,500 people across our direct and indirect workforce undertake an apprenticeship or vocational training.
Develop a highly skilled workforce who run autonomous businesses, operate in a safe and supportive working environment and contribute to wider society.
Launch and implement a new programme to promote the wellbeing of our staff and create healthy workplaces.
Invest in training and development through our talent management programmes to realise the potential of our people across all areas of the business.
Our Vision replaces Vision2020 which was in place between 2010 and 2014.
Every two years we launch new commitments identifying our next set of priority actions. These are determined through an in-depth review of key industry, national and global issues, together with consultation with each of our autonomous companies and specialist committees. To find out more about how our approach and commitments have developed, and our key achievements to date, please see the .
To find out more about how our approach and commitments have developed, and our key achievements to date, please see the Our Vision Performance Update 2017 or the full Our Vision Performance Report 2014-2016.