* Based on the HBF star rating relating to legal completions
in the annual survey period 1 October 2017 to 30 September 2018
Our continued focus has been on customer
service with the handover of high-quality
homes to customers remaining a priority.
There has been a step change in customer
satisfaction during the year with the
Group’s HBF customer satisfaction rating
for the current survey year trending
at 4 star, this is against previous year
rating of 2 star.
We have continued to work with our
Industry leading Homebuyers panel of
customers who provide valuable insight
and feedback ensuring that the voice
of the customer remains at the heart of
everything that we do. Their ongoing
influence has been brought to life
in projects such as the launch of our
new housing range. Ensuring we have
incorporated their ideas and suggestions
has enabled us to provide a truly customer
centric range of new homes.
The year has enabled us to continue to
provide our people with the training,
coaching and development required
for professional customer service.
We have this year joined the Institute
of Customer Service which is an
independent, professional membership
body for customer service founded in
1996. This membership has provided us
the opportunity for ICS to deliver their
accredited training to those leading and
delivering customer service.
The Group operates solely in the UK
and complies with all relevant legislation
and regulations. The Group continues
to apply its employment policies to not
discriminate between employees, or
potential employees, on the grounds of
gender, sexual orientation, age, colour,
creed, ethnic origin or religious belief.
Bovis Homes passionately believes in
equality and diversity for all. To that end,
we have a Diversity and Inclusion policy
which is rigorously enforced and promoted.
It is also Group policy to give full and fair
consideration to the employment needs of
disabled persons (and persons who become
disabled whilst employed by the Group)
where requirements may be adequately
covered by these persons and to comply
with any current legislation with regard to
disabled persons. The Group’s policies are
supported by the Group’s Dignity at Work
policy which prohibits bullying, harassment
The total employee turnover rate decreased
significantly to 28% (2017: 44%) due
in part to a reduction in the number
of redundancies made during the year.
Furthermore, unplanned staff turnover
reduced to 22% (2017: 31%) which is
supported by a much-improved overall
employee satisfaction score in 2018,
rising to 7.7 (2017: 7.3) recorded in
November 2018. We now have a number
of initiatives in order to attract and
retain staff, including a benefits portal
“mybenefitstoolbox” which allows our
employees to view and amend their
benefits from any internet-enabled device.
During 2018 we also introduced a number
of additional employee benefits, including
the cycle to work scheme. In addition,
deals have been agreed with a number of
popular consumer brands that allow our
employees to purchase goods and services
at preferred rates.
As part of the focus on improved
communication, a People Forum continued
to run through the year comprising of
employee representatives from each of
our regional businesses. In addition, a
confidential employee engagement survey
is sent to all employees every second
month covering a number of topics
that are assessed regularly by the senior
leadership team. A new weekly podcast
from the Chief Executive called the Bovis
Homes Bite provides regular light-hearted
updates on a range of topics including
business priorities, performance and an
opportunity to provide individual and
collective recognition across the business.
The Group believes that it has a key role
to play in ensuring that employees
have an appropriate work life balance.
To that end, we are committed to working
towards ensuring that no employees work
excessive hours. In addition, we seek to
minimise weekend and late night working
to a minimum and when it is essential.
Moreover, the Group has introduced
a process of buying and selling holiday.
Bovis Homes also encourages
We have launched some smaller initiatives
to improve employee experience such
as a relaxation on our office-based dress
code and an improvement to a number of
The Bovis Homes Annual Awards
celebrate the talent and dedication of our
people across the country. The awards
recognise those individuals and teams that
particularly represent the Group’s values of
Integrity, Caring and Quality. Recognition
of our people including contractor of the
year, to reinforce our commitment to the
supply chain. We remain committed to our
valuable apprentice scheme with the intake
during 2018 having increased significantly
over previous years.
As well as the company induction
that all new starters attend, the Group
continues to develop its appraisal process
to ensure that its values of Integrity,
Caring and Quality are considered and
discussed by employees and their
line managers. These values feed into
many communications with staff, and are
regularly referenced in the CEO’s messages
and those of other ELT members and
regional directors. The importance of this
was also cited within the Culture internal
audit which reinforced the progress
made within the business to improve
communication and support.
In terms of mental health, we were the first
house builder to commit as a supporter
of Mates in Mind. This construction
industry wide initiative aims to increase
awareness of mental health and reduce
the stigmas attached to it. To build on
this, all managers attended an absence
management course which included
training on the early signs of mental
health issues, alongside the support that
is available and the support available to
individuals through the company.
In 2016, the Group adopted an Anti-
Slavery and Human Trafficking Policy
in support of its efforts to combat
modern slavery. A statement in line with
the provisions of the Modern Slavery Act
2015 is available on our website.
The Group auto-enrols new starters
on to the People’s Pension scheme,
alongside operating a defined contribution
pension scheme which is recommended to
The Group has a Share Incentive Plan,
Save As You Earn share option scheme
and a Long-Term Incentive Plan to
motivate employees and encourage strong
involvement with the Group.
Staff are kept informed of the Group’s
performance and news from around the
business through a variety of means.
There is the Bovis Homes bite, a weekly
podcast from the CEO or other ELT
member, which was launched in 2018.
This is a five-minute audio round-up of
news and events, which is broadcast every
Monday, distributed via an email from the
Group Communications team linking to
the audio file hosted on the intranet.
Other communication channels include
Update News, the quarterly staff
newsletter, and biannual regional
roadshows, which see the CEO and GFD
travel around the regional offices in the
weeks following the full-year and half-year
City announcements to deliver a bespoke
presentation to both site and office staff,
supported by that region’s Managing
Director. Each regional business also meets
regularly with employee representatives
to discuss matters that may impact staff.
Two-way communication is encouraged
across all employee engagement platforms
and the whistleblowing policy and contact
details are regularly promoted.
As at 31 December 2018, the Group
directly employed 1,295 people
(2017: 1,203). In common with the
construction industry, the majority of our
site-based population is employed by our
subcontractors. We have expanded our
apprenticeship programme to include
office based and sales roles, whilst
increasing numbers of onsite trade
apprentices. We continued our customer
service training, which included support
from the Institute of Customer Service.
Finally, during 2018 a 100 years, 100
women event saw Bovis Homes employees
from a range of backgrounds discuss what
could be done to increase the number
of women working in construction.
The day included speeches from Lt Col
Katie Hislop, who talked about her
experiences as a female within the Armed
Forces, and Jenny Herdman, the director
for the Home Building Skills Partnership.
Director and employee profile
The following table shows the gender split
within the Group as at 31 December 2018.
In common with the construction industry,
the majority of the workforce is male at
65.8% (2017: 64.5%). While a lower
proportion of senior management and
directors are female, the Group encourages
and supports diversity, including gender.
Bovis Homes gender pay gap report
detailing performance and priorities is
available on our website.
Analysis by role and gender
Site and sales staff
Analysis by age
No. of employees
< 21 years
21 – 30 years
31 – 40 years
41 – 50 years
51 – 60 years
We have continued our investment in
training during the year to ensure our
employees are equipped to undertake
the functions for which they are
employed, and to provide the opportunity
for career development equally and
All new starters attend the centralised
company induction on their first day with
the company, with personal emphasis
on our values from the Chief Executive.
They receive a welcome personally from
a member of the ELT, followed by subject
matter experts providing key information
on subjects such as our values, HR, H&S,
learning and development and IT.
This is then complemented by regional
and functional induction at the normal
place of work from day two.
Training needs are identified against the
Group’s H&S core training matrix and
where there are role specific training
requirements. Training needs are further
discussed with individual employees as part
of their probation and annual appraisal.
In addition to this, training needs can be
identified on other occasions, either by
senior directors as a result of a change
in business need, or as a result of an
individual changing position or being
promoted. The Group has an educational
sponsorship policy to support employee’s
personal development and will meet course
expenses, including allowing day release,
Employees continue to receive regular
training as a matter of course on topics
such as health, safety and environmental
matters, IT, management, sales and
customer care. The sales training
programme is embedded into normal
business, further HR training for managers
has evolved, General Data Protection
Regulation (GDPR) and information
security training have been undertaken
company-wide. A total of 4,505 training
days were delivered during the year via
our Group Learning & Development team
(2017: 3,914), equivalent to 3.5 days per
employee (2017: 3.1). Additional training
is also arranged by our regional businesses
where they identify specific needs.
We have a number of partnerships
established that further enhance the
training we’re able to offer our people.
One such example is the Royal Institute
of Chartered Surveyors (RICS) who are
supporting the development route
to professional qualification for our
surveying teams. We have also trained
over 150 specialist contractor supervisors
in SSSTS (Site Supervision Safety
Training Scheme), making a clear
demonstration of our commitment to
our supply chain. Specialist contractors have
also been included in mental health
Furthermore, all directors and middle
management have benefitted from a
comprehensive residential leadership
programme, which has been delivered by
our own in-house team.
Our Apprenticeship scheme increased with
37 new apprentices joining (2017: 20).
Anti-corruption and anti-bribery
The Group is committed to high ethical,
legal and moral standards and all members
of staff are expected to share this
commitment. The Group has adopted an
anti-bribery and corruption policy and has
procedures in place designed to prevent
such issues from arising.
All subcontractors are made aware of
our policies relating to anti-bribery and
corruption and encouraged to adopt their
own policies. Employees, subcontractors
and others are encouraged to use our
whistleblowing service to report any
suspicion of bribery or corruption.
In 2018 Bovis Homes heavily promoted
the whistleblowing policy, which included
matters relating to bribery, and corruption
that were fully investigated. We now
have a robust investigation process for all
allegations, and we share lessons learned
to the entire company, so our people
appreciate that their concerns are listened
to, and where appropriate action is taken.
All employees are subject to the Group’s
corporate hospitality policy. Details of
corporate hospitality are reviewed by the
Audit Committee on a regular basis.
Priorities for 2019
Maintain 4 star for the HBF Customer
Improve employee retention through
enhanced rewards and benefits offering,
leadership training and employee
wellbeing initiatives, together with a
revised recruitment strategy to attract
Continued investment in IT to improve
ways of working and employee
Investment in training to support
our change programmes including
investment in new processes
Renaming our Whistleblowing policy
to “Speak up” to enhance visibility.