Engaging with Stakeholders

Committed to maintaining positive relationships

At Persimmon, we are committed to maintaining positive relationships with our key stakeholders. Doing so helps us to develop as a business responding effectively to their changing needs.

Customers

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Relevant material issues: Why? How do we engage What did they tell us? How did the board respond?

3 Build quality and safety

4 Customer satisfaction

7 Helping customers live sustainably

8 Social value/enhancing communities

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Engaging with our customers helps us to identify their changing needs, set our strategy accordingly and ensure that we continue to improve the delivery of consistently good quality homes and customer service.

Engaging with our Housing Association partners ensures that we provide the appropriate range of affordable homes to meet the needs of local communities.

Maintaining positive relationships with our customers minimises reputational risk to the Group and drives long term demand for our homes.

  • We communicate with our customers in a number of ways: through our sales teams, who are in regular contact with our customers from the point of reserving their new home to moving in day, through our site staff who attend key release meetings with our customers and through our customer care teams, who support our customers once they have moved into their new home.
  • Our sales teams have worked throughout the year, including during the period of site shutdown in March and April, supporting our customers on the phone, on e-mail and on-line. 
  • We have a comprehensive communication approach for each customer including: new home demonstrations, courtesy calls, a seven day inspection and a one month home inspection. 
  • Participation in a National New Homes survey run by the Home Builders Federation to obtain feedback from our customers. 
  • We engage with our Housing Association partners through regular contact and meetings.
  • We need to have consistency on construction quality and assurance. 
  • Customers want regular communication with us, particularly regarding the timing of their ‘move in’ date.
  • The customer care service they receive needs to be efficient and effective. Where a home appointment is necessary, these should be at times convenient for the customer. 
  • Customer service needs to continue after moving in day and any snagging works have been completed.
  • Consistently building good quality homes and providing high levels of customer service remains a key focus for the Group.
  • Continued to invest in and progress the Persimmon Way, our Group wide consolidated approach to new home construction which is considered to be a key driver to deliver consistent quality across our business.
  • Continued to put customers before volume
    • Improving build quality and assurance processes 
    • Improving customer communication throughout our customers’ journey with us.

Employees

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Relevant material issues: Why? How do we engage What did they tell us? How did the board respond?

Number 1 Climate change action and resilience

5 Health and safety

9 Talent, attraction, development, diversity and engagement

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The Board aims to attract and retain a diverse and talented workforce, believing this to be fundamental to the long term success of the business.

Rising UK housebuilding activity in recent years has increased demand for skilled labour. Retaining and investing in skilled staff is therefore a key priority for the Group.

Engaging with our employees helps ensure they understand and align with the Group’s strategy.

  • Employee Engagement Panel established in early 2019, with representatives presenting to the Board. 
  • With the increase in home working, colleagues have been encouraged to ‘keep in touch’ through training, on-line meetings and calls. 
  • Through annual employee engagement surveys. 
  • Through feedback from the Gender Diversity Panel. 
  • Through our Health, Safety and Environment Department and increased on line training procedures.
  • The Employee Engagement Panel held an additional unscheduled meeting to discuss the Group’s response to the Coronavirus pandemic. The Panel reported that colleagues were generally pleased with the way the Group had responded and communicated its response to them. 
  • Colleagues would like to further understand the Group’s commitment to reducing its carbon footprint. 
  • Our first employee engagement survey (conducted in February 2020) was extremely positive, with an 80% employee engagement score. 
  • The survey also highlighted some areas for improvement, for example, better methods of communication.
  • Continued investment in the Group Training Department. 
  • Launched an employee engagement survey in 2020 with annual surveys to be performed. 
  • Appointed a Director of Talent and Diversity to assist in enhancing the Diversity of the Group and set new Diversity targets. 
  • Agreed the initiative to set and commitment to science based carbon reduction targets.

Communities

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Relevant material issues: Why? How do we engage What did they tell us? How did the board respond?

8 Social value/enhancing communities

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Engaging with our local communities, throughout all phases of the development more accurately identifies their needs and addresses issues they may have.

During this collaboration, we aim to address and minimise the impact of our activities during the construction phase of our developments through our ‘Planning and Environmental Risk Assessments’.

  • Consultation throughout the planning and development process to more accurately identify the needs of local communities. 
  • Feedback from our local pre-launch marketing campaigns. 
  • Being actively involved in the communities in which we operate, through employing local people and supporting local charities and community groups through the Persimmon Charitable Foundation.
  • Demand for homes in communities with high amenity value is strong. 
  • Local infrastructure investment is important in improving community environments. 
  • Be an active part of the community through supporting local charities and community groups. 
  • Be positive and responsive to the views of local people.
  • Continued investment in skilled land, planning and design teams to provide communities with the range of welldesigned affordable homes that best suit the needs of their local communities. 
  • Signed up to the Covid-19 business pledge supporting colleagues, customers and communities through the crisis. 
  • Continued the Community Champions and the Building Futures Campaigns.

Suppliers and subcontractors

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Relevant material issues: Why? How do we engage What did they tell us? How did the board respond?

Number 1 Climate change action and resilience

5 Health and safety

8 Social value/enhancing communities

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The Group benefits from robust and long standing relationships with many of its suppliers and subcontractors. This assists in securing the quality and supply of materials to deliver the Group’s build programmes effectively.

We engage with them to ensure adherence to our stringent health and safety standards and required standards of ethical behaviour and integrity.

Engagement with our suppliers assists us in continuing to improve the long-term sustainability of our supply chain.

  • Regular, informal discussions with our key suppliers through our Group Procurement department, who are responsible for arranging and negotiating group supply deals. 
  • Our local operating businesses’ buying and technical teams regularly engage with local suppliers and subcontractors. 
  • Our ‘Toolbox Talks’ ensure our subcontractors understand and adhere to the health and safety standards required on our sites. 
  • All suppliers sign up to the Group’s supplier principles which describe our requirements and expectations.
  • The Group works in partnership with its suppliers, providing continuity and visibility of future work flows. 
  • Timely payment of invoices is important to them. 
  • They continue to monitor the impact of the UK’s exit from the EU on supply chains.
  • Maintain a set of Supplier Principles which all suppliers must sign up to.
  • We are a signatory to The Prompt Payment Code (PPC). 
  • Joined the Gangmasters and Labour Abuse Authority’s Construction Protocol.

Shareholders

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Relevant material issues: Why? How do we engage What did they tell us? How did the board respond?

Number 1 Climate change action and resilience

5 Health and safety

8 Social value/enhancing communities

9 Talent, attraction, development, diversity and engagement

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Access to capital is important to the long-term success of the business.

Through our engagement we aim to create investor buy-in of our core focus areas and how we execute them.

We create value for our investors by generating surplus capital beyond the reinvestment needs of the business as the market cycle develops.

  • Regular discussion with analysts and investors as part of the Group’s reporting cycle. 
  • We hold institutional shareholder meetings and specific consultations.
  • Through shareholder roadshows. • Hold a regular ‘Capital Markets Day’. 
  • Obtain feedback from the Company’s brokers and market analysts. 
  • Obtain feedback from shareholder groups.
  • Preference for a sustainable dividend. 
  • Fair pay for all employees. 
  • Increased need to demonstrate ESG credentials.
  • Require a diverse Board composition. 
  • Remuneration must be appropriate, performance related and linked to strategy
  • Approved the Capital Return Programme payments by the payment of a dividend for 2020. 
  • The Group will apply to become an accredited Living Wage employer during 2021. 
  • Maintain a rigorous process for each Board appointment led by the Nomination Committee. 
  • Renewed focus on the Group’s ESG credentials – inclusion of commitment to deliver science based carbon reduction targets for the Group.

Government, regulators and industry bodies

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Relevant material issues: Why? How do we engage What did they tell us? How did the board respond?

Number 1 Climate change action and resilience

5 Health and safety

8 Social value/enhancing communities

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We engage with Government in respect of Government policy that affects the Group.

We meet with local authority planning departments to ensure we are able to provide sustainable communities with high amenity value in places where people wish to live and work.

We engage with the Health and Safety Executive in relation to industry-wide initiatives to reduce health and safety risks to both our workforce and the local communities.

  • Participating in industry meetings with Ministers. 
  • Engaging with Government departments directly, and working with the Home Builders Federation, to explain industry opportunities and challenges. 
  • Member of Homes for Scotland. 
  • Engaged with Home Building Skills Partnership.
  • Regular dialogue with the Health and Safety Executive.
  • Engaging with local planning authorities.
  • Engaging with Government regarding the Future Homes Standard.
  • Government policy is supportive of the UK housing market and has introduced a number of measures to support the industry.
  • As part of the UK achieving its target of net zero by 2050, the Government is consulting on the Future Homes Standard which aims to significantly reduce the carbon emissions of a home built to current regulations.
  • In August 2020, the Government consulted on the White Paper to reform England’s planning system. One that makes the system quicker and simpler, provides ‘sustainable, beautiful, useful and safe’ development and one that secures investment in local infrastructure.
  • Essential to maintain a skilled and adequately resourced Health and Safety Department and Covid-secure sites, offices and manufacturing facilities.
  • The Board receives updates from the Chairman and Group Chief Executive regarding direct engagement with Government, Homes England and the Home Builders Federation.

Materiality matrix

Focusing on what matters most

Materiality Matrix

UN SDGs

Addressing global challenges in a meaningful way that is relevant and aligned to our business strategy.

UN Sustainable Development Goals

Governance

Our Sustaianbility Governance Framework

Governance