Building a safe and inclusive culture

Persimmon 101

Training our workforce

Throughout 2021, Persimmon delivered c.13,200 training days to employees and the construction Workforce. Persimmon also promoted 177 colleagues from within the business in 2021, continuing our strong history of promoting from within and rewarding hard-working, determined colleagues.


Training days delivered in 2021


over 650 trainees and apprentices in 2021

Persimmon is an accredited National Vocational Qualification (NVQ) assessment centre, a first for a UK housebuilder. As at 31 December 2021, c.90% of our site management team held a relevant NVQ, an increase from 21% at the start of the year. Additionally, the Group has developed structured professional qualification pathways for its sales teams in partnership with the Institute of Sales Professionals (ISP). Moreover, in 2021 Persimmon created a new graduate management scheme, consisting of three females and five males. The graduates will rotate around the key business functions for two years, gaining invaluable experience within various aspects of the business.

Promoting Gender Diversity

Our Gender Data 2021 2020
Board Male 6 (66%) 5 (63%)
Female 3 (33%) 3 (37%)
Senior Executive Committee and direct reports Male 51 (72%) 55 (74%)
Female 20 (28%) 19 (26%)
All colleagues Male 3,793 (73%) 3,768 (72%)
Female 1,403 (27%) 1,453 (28%)
Median gender pay gap   18.1% 12.7%

The median Gender Pay Gap in 2021 for the Group was 18.1% (2020: 12.7%). Consistent with our industry, our median Gender Pay Gap is driven by the composition of our workforce with a higher proportion of men in skilled construction roles (such as bricklaying and site management), the market for which is competitive.

We recognise that there is an under-representation of women and ethnic minority groups, not only in Persimmon, but throughout the industry as a whole. However, the Group is focused on attracting a more diverse workforce across every facet of our operations, which will be driven by our new Director of Talent & Diversity.

In March 2021, the Group set challenging diversity targets aiming to have females comprising 40% of our employees, 35% of our senior management team and 45% of employees in management roles by the end of 2025. To assist with this initiative and to prioritise our D&I Policy, we commissioned a Diversity & Inclusion Review in 2021, which was undertaken by an external consultancy.

Gender Pay Gap Reports

Grads in high vis

Health & Safety

The wellbeing of our customers, our workforce and our communities remains paramount. We take a proactive and progressive approach to our health and safety strategy and objectives. Investment in training is a key element of mitigating the Group’s health and safety risk. All members of our workforce, including our subcontractors, undergo extensive training to safeguard the wellbeing of everyone that comes onto our sites, into our manufacturing facilities or into our offices.

In 2021, the HS&E Department undertook 5,865 proactive site inspections. They have considerable experience in providing both a proactive advisory and reactive incident led approach to identify and mitigate health and safety risk. We are also working across the industry to help drive up standards in crucial areas.




We will create a safe and inclusive culture focused on the wellbeing of our customers, communities and workforce.

Recruiting and retaining the right people means we deliver our strategic objectives and provide excellent customer service. It is a priority that our processes meet stringent standards. This significantly reduces risk and meets customer expectations for quality and value.


SDG alignment

UN SDG3 - Good Health and WellbeingSGD4 - Quality EducationSDG5- Gender EqualitySDG8 - Decent Work and Economic GrowthSDG10 - Reduced Inequalities

Material issue Target How we will achieve it Progress Update and next steps
Build quality and safety Report on Independent Quality Controller Review metrics and target to improve our % score year-on-year.

Implemented and monitored through Group Construction policies and procedures. On track 23 out of 31 operating companies remained within the Group’s best practice range of 85%. All operating companies achieved over 81%
Report on the results of independent quality audit against The Persimmon Way with target to improve % year-on-year. On-going Completion of external audit of each operating company by summer 2022.
Health and safety Report on Annual Injury Incidence Rate and reduce the rate year-on-year. Implementation of key health and safety processes delivered and monitored through Group Health,
Safety and Environment teams
On track 2021: 2.5 per 1,000 workers (2020: 1.7 per 1,000 workers). (2020 was an unrepresentative year because of COVID. 2019 figure was 2.8 per 1,000 workers. Average industry rate is 2.6 per 1,000 workers).
Aim to achieve third party certification/auditing to ISO 45001/18001 or similar. To be reviewed and implemented through Group Health, Safety and Environment department. On track Health & safety, and environmental management systems are under development.
Annually report on KPIs following our site inspection regime with a target to improve year-on-year. Implementation of key health and safety processes. On-going All members of our workforce, including our subcontractors, undergo extensive training to safeguard the wellbeing of everyone that comes onto our sites, into our manufacturing facilities or into our offices.
High risk suppliers by trade to be encouraged to utilise Supply Chain Sustainability School’s Modern Slavery training. Engagement with supply chain and Supply Chain Sustainability School. On-going A number of initiatives, such as membership with the Gangmaster and Labour Abuse Authority (GLAA), have been implemented in 2021 to further build on existing controls in this area.
Talent attraction, development, diversity and engagement By the end of 2025, aim for 40% of Persimmon employees to be female. • Investment in diversity training and initiatives across the Group.

• Programmes to ensure effective development of talent.

• Development of enhanced policies and procedures to support women in the workplace.
On-going • Appointed a new Director of Talent and Diversity in May 2021.

• A Group wide Talent Review is currently ongoing to provide a robust succession plan, which will ensure we can identify and nurture our talent by providing the appropriate support.

• External diversity and inclusion review undertaken to provide insights from across the business and support development of an action plan.

• ‘Target 50 challenge’ – to recruit 50 female apprentices or technical trainees into construction-related roles across the business.
By the end of 2025, aim for 35% of Persimmon’s Executive Committee and direct reports to be female. On-going
By the end of 2025, aim for 45% of Persimmon employees in management roles to be female. On-going
To become a Living Wage Foundation accredited employer.  Working with the Living Wage Foundation to ensure everyone who works on site or in our offices is paid a rate based on real life living costs. Completed All employees and subcontractors included.
Deliver a tailored training programme to every direct employee via the Persimmon Pathway. Programme developed through Group Training delivered through a combination of class-based and online learning. On track Rolled out a Persimmon Site Manager Essentials course and c.90% of our site managers have gained an NVQ (2020 21%).
Work with the Social Mobility Pledge to implement a number of recommendations from their independent social mobility assessment of Persimmon. Independent review to be carried out in 2021 identifying key opportunities for Persimmon to further improve social mobility. On track Since signing the Social Mobility Pledge, Persimmon has continued to engage with its aims and objectives, particularly in the areas of social mobility and sustainability and we are pleased to be recognised as the lead for the homebuilding sector in ‘The Purpose Coalition’.
By 2021, 150 Persimmon employees to be trained mental health first aiders. Continue to increase the number of trained colleagues throughout the Group. On track Persimmon now have 193 mental health first aiders across the business.
Continue to monitor and improve employee engagement through Persimmon’s employee engagement survey. • Launched employee engagement survey in 2020.

• Annual employee engagement surveys to be performed, with 2021 already underway.
On-going • Achieved an engagement score of 78% in 2021.

• Included sustainability related questions in 2022 survey.
Establish sustainability specific introduction training for all new employees of Persimmon Homes & internal sustainability training module. Liaise with the training department to create a sustainability training module to be taken by all new and current employees of Persimmon Homes. New target  

Latest Reports



Annual Report 21 Cover


Building sustainable and inclusive communities



Reducing our environmental impact


Our Approach

Embedding sustainability into the business

Our Approach