Make the right long-term decisions, run the business efficiently and work collaboratively with our supply chain.
Running our operations effectively and considerately is fundamental to the long-term success of the business. Through recognition that the property market is inherently cyclical we make decisions with a focus on the long-term. We understand the operational risks in trying to successfully identify, design, build and sell homes and create new places. We continue to develop and build upon the good relationships we have with our supply chain. Each of our developments is led by a dedicated project team responsible for all aspects of the design and sustainable delivery of the project. This enables innovations and new ideas to be discussed and incorporated throughout the project process.
On 1 May 2018 we launched two new ambitious commitments to deliver by April 2020, along with other commitments as outlined below.
Deliver the Berkeley Modular facility and ensure that 30% of construction value is delivered through off-site assembly by 2020.
Off-site manufacture brings a number of potential benefits including improved quality, reduced build time on site, minimised environmental impacts and easing of the skills crisis.
In January 2018, Berkeley Modular obtained planning permission for a manufacturing facility in Kent. It will produce modules complete with plumbing, electrics, and internal finishing, including flooring and fittings that can be configured to form new homes. At the same time, the availability of off-site components is continually increasing with more products coming to market.
Through this commitment we look to deliver the Berkeley Modular facility and develop an approach considering both volumetric off-site manufacture and the use of off-site components within the homes of all new projects.
Work with our supply chain to develop a zero waste strategy, focusing on key wastes including plastics.
The construction industry is the UK's largest user of natural resources, and produces vast amounts of waste. The need to drastically reduce the amount of plastic waste in particular has become a topical issue, reaching public consciousness.
Through this commitment we seek to better understand the waste streams produced across the Berkeley Group's activities, with a particular focus on the type, recyclability and management of plastic wastes.
Working with our supply chain, we will look for opportunities to improve, and will take action to address key issue areas through design, procurement and behaviour change. In addition, we will also aim to eliminate unnecessary plastic waste in our divisional and site offices.
During 1 May 2016 - 30 April 2018, we had headline commitments on becoming carbon positive and promoting apprentices and training.
Reduce our operational carbon emissions intensity by 10% and introduce a programme to become carbon positive.
In May 2016, we committed to becoming the first major housebuilder in Britain to be carbon positive. We are delighted to have achieved this by decreasing carbon emissions and offsetting more than our remaining emissions during 2018. Read more about our carbon positive approach.
Our initial focus has been on increasing our understanding of consumption across our day-to-day activities on site, in offices and in sales suites. Our construction sites are the main contributor to our carbon emissions and guidance has been issued on how to address out-of-hours electricity consumption together with minimum energy efficiency recommendations for site set up and operation.
All sites now complete a Carbon Management and Action Plan to detail energy consumption and efficiency measures both implemented and planned, and many have retrofitted more energy efficient measures or are including these from site start.
Ensure at least 1,500 people across our direct and indirect workforce undertake an apprenticeship or vocational training.
We consider the skills crisis to be one of the most significant risks facing the industry and we have a role to play in encouraging new people into the industry and upskilling the workforce.
Significant progress has been made since we set our initial commitment four years ago. Between 1 May 2016 and 31 March 2018 we employed more than 850 apprentices on our sites and during the same period 1,200 additional people undertook other types of vocational training. To promote action in this area we have a network of dedicated staff across the company who provide day-to-day support to our project teams and contractors in offering appropriate training.
To celebrate the successes of apprentices working within our supply chain, we have held two Berkeley Group Apprenticeship Awards, the first in November 2016 and the second in October 2017.
The Our Vision Performance Report 2016-2018 provides an overview of the Our Vision strategy, summarises performance during the May 2016 to April 2018 commitment period and introduces commitments set in May 2018 to be achieved by April 2020. Key achievements and our evolving approach are outlined for each of our five areas of strategic focus within the report, along with an overview of how Our Vision helps contribute towards the achievement of the United Nations' Sustainable Development Goals (SDGs).