The second phase of Vision2020 ran between 1st May 2012 and 30th April 2014. It is anticipated that full performance results will be published on this page in September 2014.
Selected performance results for the period are available in the 2014 Annual Report.
Performance for the period 2012-2013 is shown below.
|Commitment||2012 - 2013 Assessment|
Communicate our sustainability requirements to our contractors through our Management Rules.
Our Group Management Rules contain a Code of Practice: Sustainability Management on Construction Sites for Contractors which sets out our requirements. For contractors appointed under older Management Rules, project teams must provide them with the Code of Practice.
Work with our suppliers to improve the sustainability performance of their product or service.
We have identified certain operating companies and projects to progress this commitment during 2014.
Integrate an assessment of the sustainability of products, suppliers and contractors into the formal selection process.
The initial call-off process has been amended to include new sustainability questions for all contractors which wish to tender for work. Further work is planned in 2014 to integrate sustainability into the final decision making process at a project level.
Develop and implement a process or system to increase the number of local contractors working on at least one of our developments.
Our Royal Wells Park site in Tunbridge Wells has implemented this commitment.
Ensure that all timber purchased by Berkeley is certified by a timber certification scheme.
Divisions ensure that all timber procured by Berkeley is certified to FSC or PEFC standards. In 2014 further processes will be rolled out to collate additional evidence to demonstrate compliance.
Establish the recycled content of at least one completed apartment and at least one competed house and develop alternative specifications to increase recycled content.
This commitment is in progress at our King Harry Park in St Albans. Results will be analysed in 2014.
|Commitment||2012 - 2013 Assessment|
Register all sites with the Considerate Constructors Scheme and achieve a minimum of 35 points in site audits (32 points prior to January 2013).
All construction sites were signed up to CCS in 2013. Average audit scores exceeded the benchmarks. Of the 95 audits which were undertaken, two sites did not meet the commitment.
|Commitment||2012 - 2013 Assessment||Commentary|
Monitor and maintain office carbon dioxide emissions per m2 at or below 2011/12 levels.
There was a 16% increase in emissions per m2 compared to 2012 levels. Efforts to fulfil the commitment will continue during 2014.
Monitor and maintain office water use per person at or below 2011/12 levels.
There was a 34% decrease in water consumption per person in our offices in 2013 compared to 2012 levels.
Conduct energy/carbon audits on our offices and implement carbon reduction initiatives that have acceptable payback periods.
An audit has been undertaken on one of our permanent offices. The initiatives recommended will be reviewed and implemented during 2014. We have also identified two site offices on long-term strategic projects where energy/carbon audits will take place in 2014.
Reduce average site carbon dioxide emissions by 3% per site operative by May 2014.
There was a 7% decrease in emissions per operative based on 2012 levels.
Reduce average site water consumption by 3% per site operative by May 2014.
There was a 20% increase in consumption per operative based on 2012 levels. Efforts to fulfil the commitment will continue during 2014.
Re-use or recycle over 85% of construction, demolition and excavation waste.
93% of construction, demolition and excavation waste was re-used or recycled in 201
Conduct biennial sustainability reviews at our permanent offices and target a 20% reduction in paper consumption per office worker at each review.
Sustainability reviews are scheduled to be undertaken in May 2013. Results will be analysed in 2014.
Undertake regular sustainability assessments on all construction sites.
Sustainability assessments are undertaken on a four monthly basis. A written report is provided highlighting any actions required and recommendations for good practice.
Carry out post-occupancy monitoring of electricity, water and gas/heat consumption in order to measure the success of our designs and to influence the design of future schemes.
At Royal Arsenal Riverside, electricity, heat and water meter readings are being collected regularly from 50 occupied homes. Results will be analysed in 2014.
Monitor the indoor air quality of at least one completed home and use the findings to influence future design and specification choices.
At Woodberry Park an occupied unit has been fitted with equipment to monitor indoor air quality over a period of one year. Results will be analysed in 2014.
Apply the Lifetime Homes principles in the design of all new homes.
94% of planning applications submitted in 2013 incorporated the principles of Lifetime Homes. There was one exception which covered 69 homes.
Develop minimum design standards on all Berkeley homes including standards for sound insulation, space, storage and overheating.
The Group Technical Committee has been tasked with devising minimum standards on all Berkeley homes. Standard details for items such as building envelope and waterproofing have already been produced. Additional standards for aspects such as insulation and overheating will be compiled during 2014.
Design all new homes to achieve at least Level 3 of the Code for Sustainable Homes.
All planning applications submitted during 2013 committed us to building homes certified to at least Code Level 3.
Undertake R&D to understand the implications of the Government's proposed zero carbon standard on our future developments.
In 2013 we commissioned a specialist consultancy to undertake research on the implications of zero carbon to our business. This will now be used when planning new schemes.
Design all new homes to achieve water use of 105l/p/d.
All planning applications for new homes in 2013 included a commitment to achieve a maximum water use of 105l/p/d.
Provide recycling facilities for every home.
All planning applications for new homes in 2013 committed to providing recycling facilities.
Work with an external organisation to promote resident recycling.
We have selected an operating company to progress this commitment in 2014.
Work with experts to develop metrics to assess the social sustainability of our developments and pilot the metrics on at least one completed development
We have partnered with Social Life, leaders in the field of social sustainability, over the past two years. We have delivered a framework for assessment and tested this on five developments during 2013.
Conduct post-occupancy evaluation to assess development design and function in use (e.g. crime and security, layout, design quality, management quality, cleanliness & maintenance or usability)
At Woodberry Park a community consultation event was used as an opportunity to obtain feedback from residents on how the development is functioning in use. Additional sites have also been selected to progress this commitment in 2014.
Conduct post-occupancy evaluation to assess the in-use success of community facilities (e.g. sports facilities, public realm, open space, children's activities)
At Woodberry Park a community consultation event was used as an opportunity to obtain feedback from residents on the community facilities. Additional sites have also been selected to progress this commitment in 2014.
Assess new developments using the Building for Life criteria and achieve a score of at least 14 out of 20
92% of planning applications in 2013 were subject to a Building for Life assessment. One development covering 64 homes did not undertake an assessment.
Consult with a Crime Prevention Design Advisor (CPDA) or Police Architectural Liaison Office (ALO) on all developments
A CPDA / ALO was consulted for 17 planning applications made in 2013. There is a commitment to consult a CPDA / ALO at the detailed design stage for a further three applications.
Incorporate community food growing space into at least one development and evaluate its success post-occupation
Food growing spaces have been set up at Woodberry Park and Imperial Wharf. Evaluation of their success is partially complete and will be looked at further in 2014.
Work with residents, commercial occupiers, local business and the local community on at least one mixed use development to promote local employment opportunities
At Beaufort Park we have worked with the commercial occupiers to promote local employment opportunities by providing them with information on how they could increase the number of local people working for their businesses.
Follow Berkeley's Community Engagement Strategy on all planning applications we submit
91% of planning applications in 2013 followed the Community Engagement Strategy. Two of our small applications for refurbishment of existing space did not carry out specific engagement as they formed part of wider schemes where we have already undertaken community consultation.
Install living roofs (brown or green) on all suitable apartment roof spaces
91% of new planning applications met this commitment during 2013. Seven sites did not have suitable apartment roof space. One planning application covering Extra Care accommodation did not include a living roof within the planning application, but this will be considered further at the detailed design stage.
Provide at least one electric car charging point in all communal car parks
93% of sites met this commitment during 2013. One planning application covering Extra Care accommodation did not include this in the planning application but it will be considered further at the detailed design stage.
Work with landscape architects to design an exemplar water efficient and climate change resilient landscaping strategy for one development
Two developments, Sandlands Grove and Goodman's Fields, are working with landscape architects to design exemplar water efficient and climate change resilient landscaping strategies. These will be delivered in 2014.
Provide cycle storage on all developments
All relevant planning applications submitted during 2013 committed to providing cycle storage.
Provide home office working facilities in all homes
All relevant planning applications submitted during 2013 committed to providing home office working facilities.
Commission or conduct research into design for climate change adaptation in new homes
We have commissioned a specialist consultant to undertake research on climate change adaptation, including the production of a handbook which will be provided to our planning and technical teams.
Consult an ecologist on all developments to provide advice and guidance on protecting ecology
An ecologist was consulted on all relevant planning applications in 2013.
Harvest rainwater for re-use on all new developments
85% of applicable planning applications incorporated a commitment to rainwater harvesting. Three projects did not include this in the planning application, but will be requested to consider it further during detailed design.
Put in place adaptation measures on all developments to address future climate change risks
All new planning applications incorporated at least one climate change adaptation measure. This includes one project that has not included specific measures in the planning application but will do so during detailed design.
Ensure that all commercial space, student accommodation and Extra Care housing (where relevant) achieves at least BREEAM Very Good or is capable of achieving BREEAM Very Good if the fit-out is undertaken by the tenant
All relevant planning applications submitted during 2013 committed us to designing all commercial space, student accommodation and Extra Care housing to achieve at least BREEAM Very Good certification.
Conduct post-occupancy evaluation to assess the in-use success of transport infrastructure and/or travel plans
At Kennet Island we conducted a travel survey to understand residents' travel behaviours and requirements. The results have been used to inform the travel provision in future phases e.g. resident parking and bus frequency.
Work with an external organisation to promote biodiversity on one development
At Riverlight we are working with the Bat Conservation Trust and at Goodman's Fields we are working with the London Wildlife Trust. We are also working with the Royal Borough of Greenwich at Kidbrooke Village to introduce Black Poplar trees.
Provide every customer with a Berkeley Customer Satisfaction Commitment.
The Berkeley Customer Satisfaction Commitment has been launched. It is now displayed in the majority of marketing suites and online, and will be rolled out further in 2014.
Provide a point of contact at every stage of the customer journey.
The process for providing a point of contact at each stage of the customer journey has been formalised. The vast majority of customers are provided with a named contact at all stages of the purchase process.
Provide user-friendly 'quick start' instructions and guides for running a home.
Our Group Customer Service and Technical Committees are in the process of compiling a format for 'quick start' guides to trial in 2014.
Assign a Main Board Customer Champion.
The Main Board has taken responsibility for championing customer care.
Survey every customer to measure satisfaction and target that at least 95% of our customers would recommend us to a friend.
In-house Research survey results from all private customers are collated at Group level. 98% of our customers in 2013 would recommend us to a friend.
Develop and launch 'Pledge for a better tomorrow' - a partnership between Berkeley and our customers to encourage residents to live a more sustainable lifestyle.
Initial ideas for engagement have been discussed and these are due to be trialled on some sites during 2014.
Train sales staff in sustainability so that they are able to sell the benefits to customers.
Training material has been produced and the first stage of training will be provided in summer 2013.
Highlight the specific sustainability features of our homes and developments in our marketing material and/or sales & marketing suites.
The vast majority of developments include site-specific information on sustainability features within marketing material and sales suites.
Undertake market research on at least 25% of purchasers to understand how sustainability influences their home buying preferences.
A survey was completed in 2012 and the next survey is due to be completed in 2014.
On selected developments provide customers with a 'sustainability options' package which enables customers to purchase additional sustainability features for their homes.
This has already been trialled on one site and is due to be implemented on additional sites in 2014.
Produce a Berkeley sustainable living guide in conjunction with NGOs for use in sales and marketing suites, at handover, as well as an interactive version of the guide for our website.
'Helping Creating a Better Future', in conjunction with Waterwise and the Energy Saving Trust, has been published for use in sales suites. An interactive web-based version will be produced in 2014.
Run a programme of Vision2020 marketing communication to familiarise customers with the strategy and promote sustainable living.
Vision2020 is communicated in all sales and marketing suites. In 2013 the Vision2020 panels were updated to provide new information on the framework. Information contained within Living Guides has also been updated.
Include guidance in all Home Manuals that enables occupants to understand and operate their home efficiently and make the best use of local facilities.
Vision2020 is communicated in all sales and marketing suites. In 2013 the Vision2020 panels were updated to provide new information on the framework. Information contained within Living Guides has also been updated.
Measure staff retention rates and workforce diversity and benchmark performance.
Staff turnover is monitored centrally. Benchmarking is also undertaken.
Ensure that a minimum of 5% of our own staff and those working on our construction sites are employed in an apprenticeship or training role.
7% of the total workforce (including direct and indirectly employed, i.e. contractor staff) are in a training role.
Provide all direct employees with an individual health and safety training assessment and allocate training based on their job role/function.
All areas of the business follow a training matrix for health and safety. This sets out, according to job role, which health and safety training must be completed. In 2014, a new management tool will be rolled out across the business which will incorporate individual training assessments.
Develop and trial personal development plans and annual performance and career development reviews.
Several operating companies have begun to trial personal development plans. Some have completed the plans, whilst others aim to implement them in 2014.
Undertake a review of employee engagement of sustainability and develop an action plan for continued successful engagement.
This commitment has not yet been completed, but is planned for 2014.
Provide all direct employees with an individual sustainability training assessment and allocate training based on their job role/function.
All areas of the business follow a training matrix for sustainability. This sets out, according to job role, which sustainability training must be completed.
Undertake staff satisfaction surveys and develop action plans to address any issues raised.
Staff satisfaction surveys will be undertaken in some operating companies in 2014.
Nominate a Vision2020 champion in each of our project teams.
The vast majority of sites have a nominated representative to monitor progress against Vision2020 commitments.
Continue to achieve a RIDDOR reportable Accident Incident Rate (AIR) of less than 3.5 incidents per 1,000 employees and subcontractors.
The RIDDOR AIR for 2013 is 2.99.
Continue to achieve a RIDDOR reportable Accident Frequency Rate (AFR) of less than 0.175 per 100,000 hours worked.
The RIDDOR AFR for 2013 is 0.147.
Further enhance the Group's 'Good Work' programme through active engagement with contractors' operatives on all our projects.
This work is ongoing but commenced in 2013 with a schedule of events at individual construction sites to follow on from our ongoing Good Work programme and supervisors conferences held in 2011.
Participate in an external benchmarking programme and report results annually.
The British Safety Council was commissioned in 2013 to undertake a Five Star Audit to benchmark our performance and systems in place for health and safety.
Undertake regular internal health and safety audits on all our projects.
There is a dedicated team of assessors at Group level who undertake monthly health and safety assessments at every live construction site.
Set a performance target for our projects and contractors in respect to the 'Good Work' programme.
We are planning to evolve our existing Good Work initiative, a behavioural safety programme, into a cultural change programme during 2014.
Implement a Health Promotion Programme across the company.
The Health Promotion Programme was drafted in 2013 and roll-out is planned for 2014.
Capture and quantify our work with charities and local communities and benchmark performance.
The Berkeley Foundation collates information on our work with charities and local communities. It is calculated that 1,470 hours of time were given in 2013.
Raise over £250,000 annually for the Berkeley Foundation through employee fundraising and donations.
This year staff donations and fundraising totaled more than £325,000.
Match employees' donations and fundraising for the Berkeley Foundation.
Donations via the Give As You Earn scheme and the Berkeley Foundation fundraising events continue to be match-funded.
Invest £2 million by May 2014 to support young people and their communities through the Berkeley Foundation.
We have already donated more than £1m since May 2012 and are on track to achieve our two year target of investing £2m by May 2014.
Operate a Give As You Earn scheme.
The Group has operated a Give As You Earn scheme since June 2011 and 18% of staff currently participate.
Set up a Berkeley Academy to provide training and apprenticeships to young people.
The Berkeley Foundation has launched a Job Creation Programme which aims to help 250 unemployed people into work.
Deliver in line with the guidance given to the markets to achieve superior Returns on Shareholders Equity for a given level of risk
The Group has continued to deliver superior returns of equity compared to its peer group and analyst consensus is that it will report in excess of 20% Return on Equity again this year. The Group's balance sheet has remained stable and is un-geared at 30 April 2013, demonstrating careful control of financial risk.
Retain our balance sheet strength so that Berkeley is safe and can deliver on all its leadership commitments in Vision2020
Balance sheet strength has been maintained through careful control of financial risk to leave an un-geared balance sheet coupled with steady investment in land and construction, supported where appropriate by the visibility provided by growth in cash due on forward sales to in excess of £1.4 billion.
Continue investment to grow and enhance our land bank to ensure that our returns are sustainable over the next 10 years
The Group has invested in a further ten new sites this year including London Dock at Wapping and South Quay Plaza in Docklands amongst others, and has secured additional optimisation and new consents on a number of other sites. The Group is on target to reach its stated ambition of potential gross margin in its land bank of £3 billion by 30 April 2014.
Position the business at the end of 2014 so that it is well placed to deliver the returns of £4.34 per share to shareholders by September 2015
The Group is on track to meet its targets under its capital return plan as will be demonstrated at its reporting to the market on 19 June 2013. A first dividend of 15 pence per share was paid in April 2013 towards this - under the plan, any early payments of dividend are purely discretionary and reflect the availability of such cash early where paid.
Share experiences with Government and the rest of the industry through representation at steering groups and events
Berkeley works with a number of industry bodies and trade associations to promote good practice in sustainability. By working with these organisations, we are able to have a two way dialogue with the wider industry and ensure that we are aware of their response to, and influence over, the ever changing sustainability agenda.
Gain external assurance on at least one of our key performance indicators in our Sustainability Report
We have not gained external assurance on sustainability key performance indicators in 2013, although JLL have continued to provide an Advisor's Statement. External assurance will be pursued further in 2014.
Berkeley's corporate objectives are focused on the long-term. Delivering against these objectives requires us to run the business in a sustainable and safe way. Our plan for the business, Vision2020, provides the framework through which we do this. It embraces all aspects of sustainability and seeks to position us as one of the most successful and sustainable businesses in Britain by 2020.
Vision2020 has now been in place for three years and continues to evolve. The changes we have made this year to the structure ensure it remains closely aligned with the overall business strategy. Ultimately we believe that an integrated business framework is fundamental to running a sustainable business; sustainability should not be considered as a separate entity.
Our people form the foundations of our framework. With a highly skilled and passionate workforce, we focus on the four areas of Operations, Homes, Places and Customers. This approach helps us to remain a profitable business, which in turn gives us the financial strength to operate sustainably and with a social purpose.
We are now half way through the current two-year cycle of commitments within Vision2020 and I am pleased to be able to report good progress. We have already met more than a quarter of our commitments and over half are on track to be met by April 2014. Our progress in the areas of social sustainability and climate change adaptation are some of our key achievements, but we are also proud of our wider business achievements, such as our highest ever customer satisfaction score of 98%. Of the 18% of commitments which are not on track, we will put in place action plans to work towards meeting them during the course of 2013 and early 2014. Unfortunately our water usage per person working on our sites rose by 20% in 2013 and efforts to reduce usage will be a key challenge for us in 2014.
Our strategy for sustainability, and our Vision2020 framework, continues to develop. Our initial work focused on the environmental agenda. However, sustainability is not just about the environment - it is also about people and it offers us a way to address some of the key social issues facing Britain today.
The riots in UK cities in 2011 prompted a rethink in Britain on what makes a good society. Since this time we have progressed with our work on social sustainability, in conjunction with Social Life. Social sustainability is about people's quality of life, now and in the future. It combines design of the physical environment with a focus on how the people who live in and use a space relate to each other and function as a community. We believe this should become central to everyone involved in the process of building new homes in the years ahead. We have now assessed nine of our developments and are using the findings to improve the places we build. We also plan to roll out the use of our measurement framework to more sites across the Group in 2014.
Over the past year in the UK we have also seen more coverage of economic issues, ranging from unemployment rates to the contribution of major corporations operating in the UK. We believe we have a key role to play; the delivery of new homes is recognised by the Government's growth agenda to be important not only in its own right but also because of the contribution it makes to economic growth and to reducing unemployment, particularly for the young and unskilled workforce.
In 2013 we commissioned Ernst & Young to complete a study of our economic impacts. They found that during 2012 we supported over £2.6bn of economic activity in the UK - a 25% increase over the previous year - and 16,000 jobs. In addition to our positive day-to-day impacts, I am pleased to confirm that we are setting up a new Job Creation Programme as part of the Berkeley Foundation to help get 250 unemployed people back into work.
Alongside the strengthening of our approach in the areas of social and economic sustainability, we recognise that environmental issues, and in particular climate change, are still of critical importance. We remain supportive of the Government's drive towards zero carbon homes. However, the anticipated announcement on the next change to Part L of the Building Regulations is still awaited from the Government and this results in some uncertainty to the business.
We believe our new environmental focus over the past 12 months - climate change adaptation - is an important step in leading the industry towards the next environmental challenge. In future decades we are likely to experience a change in our climate: hotter, drier summers; warmer, wetter winters; and more extreme weather events. We need to ensure new homes will stand the test of time and be comfortable places in which to live. Since last year all of our new developments have incorporated adaptation measures within their initial design and we have also appointed external consultants to guide us in how we can seamlessly and effectively incorporate additional measures into our schemes.
Looking ahead, we are already beginning to establish our next set of two-year commitments to take us forward in the period May 2014-April 2016. We plan to engage with a number of stakeholders, including employees, to ensure that they are relevant and material to our business.
This is an exciting time for Berkeley. Our objectives remain clear and, through Vision2020, our stakeholders have specific, identifiable commitments which focus on every area of the business. I firmly believe that we have the right strategy and the right people to give the company, our shareholders and our wider stakeholders confidence in Berkeley's ability to deliver its long term objective - to be one of the most successful and sustainable businesses in Britain.
Rob Perrins, Managing Director
Our 2013 sustainability reporting is self-certified against the Global Reporting Initiative (Construction and Real Estate Sector Supplement) to Level B to ensure we provide transparent, balanced and holistic information on our approach to sustainability. Our GRI Compliance Report contains full details of our disclosure against the GRI criteria.