Health, safety & environmental management

Image of a Taylor Wimpey employee

We are committed to providing a safe place in which our employees and sub-contractors can work and to high standards of environmental management.

During 2010, we maintained our focus on health and safety and it continues to be a non-negotiable top priority for our Company. We also take environmental issues extremely seriously.

We have a comprehensive and fully integrated health, safety and environmental (HSE) management system in place in the UK. In North America, Taylor Morrison has a company-wide health and safety programme while environmental management is tackled at a Divisional level due to differences in regional legislation.

We continue to update our UK HSE management system regularly to encompass developing best practice and changes in legislation. Internal HSE advisors are employed to provide support and undertake in-depth audits of each UK regional business. Independent advisors are employed to carry out regular external audits and an inspection takes place at all sites at least once per month. We also have monthly reviews carried out by our production and management teams. Our UK operations are accredited by CHAS (the Contractors Health and Safety Assessment Scheme) and we are committed to best practice environmental control on site, particularly pollution prevention.

In North America, we update our procedures to maintain industry-leading standards of health and safety and to comply with new legislation. Taylor Morrison has twice yearly independent third-party inspections of all sites, looking at all aspects of health and safety with specific focus on site conditions. During the 2010 audit process, our Divisions achieved an average score of 96% and each and every Division exceeded the target score of 92%.

In 2010 Taylor Morrison was named runner up in the prestigious National Association of Home Builders (NAHB) 2009 Safety Award for Excellence.

During 2010 we delivered an average of 27 hours of formal HSE training to our site operational staff and 6.6 hours to other staff plus a range of informal on-site and on the job training. During 2010 we continued with our critical HSE update training that keeps our site management teams up-to-date with changes in legislation or our HSE procedures and ensures best practice is maintained on site. We also provided a similar awareness programme specifically for groundworkers. We continue to work with our smaller contractors to help them improve their risk assessments and other site-specific HSE documentation that we require before work commences on site.

All members of our Board and senior management teams are provided with a one-day management workshop on health and safety. The workshop integrates guidance published by the Health and Safety Executive and Institute of Directors.

We continue to work with our contractors to develop safe systems of work. For example, in 2010 we held a series of consultation workshops with our scaffolders to address new scaffolding standards and collective fall protection systems. We held similar workshops with our electrical contractors dealing with safe isolation procedures.

Each regional business is required to hold quarterly HSE Management Reviews. The reviews examine the progress of improvement in HSE management and identify any local trends or areas for further improvement. Each business is required to set an action plan that details the areas for improvement, in combination with any national initiatives, and target dates for close-out.

Our North American employees are required to complete an assigned curriculum of on-line health and safety courses every year according to their job responsibilities. Construction and field personnel are required to attend additional training programmes such as the OSHA (Occupational Safety and Health Administration) 10-hour course. During 2010, 100% of Taylor Morrison employees completed their on-line training requirements in full, undertaking an average of 6.5 hours of on-line training per employee. In addition, 100% of relevant employees completed their OSHA 10-hour training course. Also in 2010, all Sales Associates were trained in Personal Security.

Our Divisions also hold safety and ‘toolbox’ talks with contractors and monitor their health and safety performance. We also provide the OHSA 10-hour course free of charge to our contractors.

Each of our Divisions produces an annual continuous improvement plan highlighting key areas of focus for employees or particular sites. Taylor Morrison also runs internal awards for Site of the Year and Most Improved Site.

Taylor Wimpey is committed to greater resource efficiency and to reducing waste throughout its business. Taylor Wimpey is a signatory to the WRAP (Waste Resources Action Programme) campaign to halve the amount of UK construction, demolition and excavation waste going to landfill by 2012. We have set waste reduction targets that contribute towards WRAP’s overall target. The target we have set is a 20% reduction in construction waste in 2012 compared with 2007, when George Wimpey merged with Taylor Woodrow. Our waste targets for 2011 are to be set on tonnage per thousand square foot of build rather than tonnage per plot. This will help to equalise the data across the different types of product (such as houses and apartments) and also help us to achieve improved internal benchmarking on waste.

Taylor Wimpey continues to collect detailed information on construction waste streams including plasterboard. We are also undertaking a major initiative to reduce other UK wastes such as soils from earthworks and excavations, which accounts for the largest proportion of our overall waste. See the spotlight on Waste and resource efficiency in our Case study section. We intend to obtain baseline data for this waste stream and will set annual reduction targets in due course to contribute to our overall goal of reducing waste to landfill. All of our UK sites have a Site Waste Management Plan in place where required.

During 2010 we introduced environmental criteria into our executive incentive scheme, which applies to all UK, divisional and regional management teams. In 2010 a significant element of a director’s incentive payment related to tonnes of construction waste per plot built. This is designed to provide further encouragement to the regional businesses to reduce both waste volumes and cost.

We are keen to be involved in and promote further initiatives to reduce waste. During 2010, we worked with the National Community Wood Recycling Project to reuse or recycle 68 tonnes of waste wood while helping to support jobs and create work placements for vulnerable people. See the spotlight on Waste and resource efficiency for details of how we are focusing on reducing waste in our supply chain.

During 2010, we built 63% of our UK homes on brownfield land. Regeneration remains a significant part of our UK business and we are proud to remediate and regenerate areas of derelict and contaminated land and transform them into desirable places to live.

We aim to manage soils sustainably and seek to maximise recycling while minimising disposal to landfill wherever possible. Taylor Wimpey engages extensively with a range of industry, governmental and non-governmental organisations to ensure and improve best practice in managing brownfield land.

Our UK Land Assessment and Management Process (LAMP) provides detailed technical guidance on remediation as well as a range of other issues such as geotechnics, flooding, ecology and archaeology.

We have a responsibility to protect species and wildlife habitats in the areas in which we build. We also strive to enhance the ecological value of our sites where possible. In the UK, we require our design and technical teams to develop a Site Specific Environmental Action Plan (SSEAP) for all developments. This is supported by a series of comprehensive procedures and checklists implemented on site by our site management teams. The checklists and action plans cover a wide range of environmental issues including biodiversity.

Our Birling Grange development in Kent provides an example of biodiversity protection. We are developing less than half of the 94 hectare site and the rest of the land will be park or woodland. We have conservation measures in place on site for the protection of bats, water voles, dormice, reptiles and slowworms as well as the preservation of around 20 hectares of ancient woodland.

In North America, many of our communities are designed to co-exist with the natural habitat. This is particularly the case in areas such as Florida where there are threatened species or fragile ecosystems that need protection.

During 2011 we will establish a system for measurement of soil waste to landfill with a view to gathering accurate data in 2012 and setting a reduction target in 2013. We will continue our collaborative work with WRAP on waste reduction.

We will continue to work with our contractors on improving our and their safe systems of work and will maintain strict control over operations on site to help minimise HSE related incidents on site.

During 2010 we recorded a RIDDOR (The Reporting of Injuries, Diseases, Dangerous Occurrences Regulations) incident rate of 540. This was 4% higher than our 2009 RIDDOR rate, although still a 21% reduction on our 2008 RIDDOR rate. An unusually large percentage of our reportable incidents in 2010 came from minor slips and trips. We will look at how to address this area in 2011 and have set ourselves a target for reducing our RIDDOR rate by 5% in 2011.

We plan to reduce general construction waste removed from site by a further 5% in 2011. As stated above, please note that the waste targets for 2011 will be set on tonnage per thousand square foot of build rather than tonnage per plot. Also in 2011, we aim to provide an average of 20 hours of HSE training for site operational staff and six hours for support staff such as office-based employees.

In North America we will once again strive to reduce the number of major and reportable incidents that occur each year. We also have targets of 100% of employees completing their on-line health and safety training in full as well as 100% of relevant employees completing their OSHA 10-hour training.

All reportable injuries

(Injury frequency rate per 100,000 hours worked)

Bar graphs showing all reportable injuries, injury frequency rate per 100,000 hours worked for the UK, North America and Spain from 2007 to 2010
  1. *Please note that the injury frequency rate for North America does not include sub-contractors
  2. **Please note that the injury frequency rate for Spain equates to just three incidents in 2009 and a further three incidents in 2010

Major injuries

(Injury frequency rate per 100,000 hours worked)

Bar graphs showing major injuries, injury frequency rate per 100,000 hours worked for the UK, North America and Spain from 2007 to 2010
  1. *Please note that the injury frequency rate for North America does not include sub-contractors

Tonnage of construction waste per UK housing unit (tonnes)*

Bar graphs showing tonnage of construction waste per UK housing unit in tonnes from 2007 to 2010. Showing general waste, plasterboard waste and total tonnage of construction waste.
  1. *Please note waste targets for 2011 are to be set on tonnage per 1000ft2 build, not tonnage per plot

Percentage of construction waste segregation on UK housing sites (%)

Bar graphs showing percentage of construction waste segregation on UK housing sites from 2007 to 2010. Showing waste segregated, waste recycled and waste sent to landfill.
Taylor Wimpey employee in safety gloves

Taylor Morrison health and safety initiatives

Safety campaign poster

Poster campaign highlights safety

contractor vehicles

Ensuring contractor competence

Waste and resource efficiency

Read more about our approach to waste management

For more information

Further details of our health, safety and environmental policies are available