Communities
Transforming communities
Customer satisfaction
Customers are at the heart of our business. Our eight-week customer satisfaction score increased in 2021 to 92.0% (2020: 89.7%) and we are delighted to have recently received a five-star rating from the HBF. This is the first time in Persimmon’s history and we believe our commitment to build quality through The Persimmon Way construction excellence programme will allow us to consistently achieve a five-star rating year-on-year. In order to reinforce our core targets of improving build quality and reinforcing customer trust, the Group is committed to further improving both our eight-week and nine-month customer satisfaction scores through the continued implementation of The Persimmon Way.
customer satisfaction score
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Home affordability
We are proud to deliver a range of house types which make owning a home accessible for all. Our private average selling price of £259,231 for the year to 31 December 2021 (2020: £250,897) is over 20%* below the UK national average and approximately c.50% of our private home completions for the year have been to first time buyers.
*National average selling price for newly built homes sourced from the UK House Price Index as calculated by the Office for National Statistics from data provided by HM Land Registry.
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Supporting our Communities
We invest in local communities in many forms, such as parks and open space; education provision; community buildings and roads and other infrastructure, either through direct construction or through financial contributions to local authorities. During 2021, we contributed c.£127m to local communities (2020: £72m) through planning contributions to local authorities.
Additionally, the Persimmon Charitable Foundation has two established programmes which contribute to the communities we serve. The Community Champions and Building Futures campaigns continued to support local good causes throughout 2021, donating over £1.8m to c.900 charities and community groups.
c.£127mContributed to local communities through planning contributions to local authorities
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Building Futures Campaign
2021 was the third year of the Foundation’s ‘Building Futures’ campaign which, in conjunction with Team GB, supports community projects that benefit young people across the UK in the areas of sports, education and arts, and health. The campaign held a public vote to select 96 finalists from thousands of nominated charities. The finalists received a total of £945,000 with the top three winners in each category receiving £100,000, £50,000 and £20,000 donations respectively. Beneficiaries included hospital charities, local sports groups, eco activity centres and refugee sports groups. The remaining 87 finalists received a donation of £5,000 each. Our three £100,000 winners this year were Sheffield Children’s hospital, Wotton Community Sports Foundation and Change of Scene, a Farnham charity that helps young people re-engage with learning.
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Community Champions
Each month our 31 operating businesses and our head office make donations of c.£2,000 to local good causes to match the charity’s own fund-raising efforts. During 2021, Community Champions donated c.£745,000 to c.770 local groups. 2021 also saw the start of a partnership with Volunteer It Yourself (VIY), an organisation that engages with young people aged 14 to 24 to learn trade and employability skills whilst providing them with work experience on local community projects. The majority of young people who take part and benefit from this activity are disengaged or excluded from mainstream education and training and at risk of unemployment. They are mentored by professional tradespeople and can gain vocational accreditations as well as access to further training, work placement and apprenticeship opportunities.
£745,000Donated to good causes in 2021 by the Community Champions campaign
Targets
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We will positively transform communities directly connected to Persimmon’s activities. It’s important that we make a positive impact when building new homes, meeting stakeholder expectations and engaging local residents. We must aim to select the right projects where we can create true social value. We must also provide excellent service to our customers. Doing so builds positive recognition and customer loyalty
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SDG alignment
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| Material issue | Target | How we will achieve it | Progress | Update and next steps |
| Customer satisfaction | Achieve HBF five-star rating on the eight-week customer survey scores year-on-year. | Investment in customer services initiatives and procedures to ensure continuous improvement in performance. |  |
• Customer satisfaction score of 92%. Achieved a five-star rating. • 2022 focus on maintaining and extending to nine months customer satisfaction scores, and build quality scores. |
| In 2021, reduce NHBC Reportable Items by 20%. | Implemented and monitored through Group Construction policies and procedures. |
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Reduced by 17% in 2021, from 2020 baseline. Target for 2022 of 18%, from 2021 lower baseline. |
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| Social value | From 2022, be proactive to ensure compliance with 10% Biodiversity Net Gain (expected during 2023). | Proactive management ahead of legislation to ensure our sites transition as soon as possible. |  |
• Comprehensive training of design, planning and land teams on BNG requirements and our approach has been delivered. • Appointment of Group Biodiversity Manager underway |
| From 2021, aim to review all non-developed land to identify opportunities to improve biodiversity. | This will include identifying a portfolio of sites for biodiversity enhancements. | |
BNG prioritisation ranking of sites to commence in 2022. | |
| We will create an internal Persimmon framework for developments to include wellbeing and social value. | Framework for internal purposes to be introduced to incorporate best practice guidance. | |
Internal Placemaking Framework designed, aligned to National Model Design Code, with roll out commencing in 2022. |
Latest Reports
