Our new sustainability targets
Actions:
- We will introduce revised performance parameters for our HomeSafe Site Inspection reporting across the business,with improved root-cause and closeout process for all inspection findings.
- We will develop and roll-out specific HomeSafe campaigns across the group to provide increased focus on scaffolding, pedestrian & traffic management, and housekeeping.
- We will provide additional health and wellbeing support by providing medical assessments for all Gleeson telehandler operators.
- We will implement a revised drug and alcohol policy and, throughout the year, undertake random drug and alcohol testing across 10% of the workforce.
- We will deliver an enhanced. environmental auditing process utilising our SafetyCulture platform which will help in reducing risk and ensuring compliance with environmental policies and procedures.
- All Gleeson Homes Executive Leadership Team members will complete CITB Directors Role for H&S training.
Actions:
- We will reduce waste intensity by 10% per m² of notional/equivalent completions.
- We will deliver a waste and resource management programme throughout the year to optimise waste and increase recycling.
- We will trial an LPG generator for use in site offices to reduce scope 1 carbon emissions and reduce the potential for noise and air pollution.
- We will deliver 250 hours of sustainability-themed training throughout the year.
- We will undertake a site-based environmental risk campaign to reinforce early risk identification and risk management/mitigation (graphics campaign & learning sessions).
- We will engage with our top ten largest groundworkers to complete their allocated learning pathways, which were established in 2025, and become minimum Bronze members of the Supply Chain Sustainability School.
Actions:
- We will maintain 4 stars or above on Glassdoor employer ratings.
- We will achieve a voluntary staff turnover rate of less than the industry average.
- We will continue to deliver a comprehensive Equity, Diversity and Inclusion strategy to create a greater representation of the communities in which we operate.
- More than 10% of roles in the workforce will be apprenticeships, trainees or graduates.
- Employees will receive an average of 3 training days per annum.
- We will continue to deliver a comprehensive campaign and implement a working group to improve financial, physical, mental and workplace wellbeing.
Actions:
- We will update and deliver refresher training on “Customer First”, our internal guide to delivering a 5* customer experience, to all key build, sales and customer care staff.
- Review the group’s “Customer Care” model and processes to free up site time to deliver high quality of build.
- We will achieve 80% of defects closed out within 30 days.
- We will deliver incentive schemes to include HBF response rates as a criteria and maximise happy customer response rates.
Material Sustainability Issues
