Our Fundamentals

Health & Safety


Health and safety is of paramount importance to Galliford Try and the Group is committed to a policy of effectively managing all aspects of health, safety and welfare. We maintain that nothing we do is so important that we cannot take the time and effort to do it safely.

Our OHSAS 18001 certified health and safety management system ensures that processes are followed to minimise risk but it is our Challenging Beliefs, Affecting Behaviour scheme which truly embeds safety into the core of our culture.

Strategic Approach

The Health, Safety and Sustainability Director coordinates the business’ strategic approach to health and safety by defining and implementing Group-wide initiatives and capturing these within an annual Health, Safety and Sustainability action plan. The Health, Safety and Sustainability Director is supported by circa 65 Health, Safety and Sustainability professionals. 

Recent key strategic initiatives include:

  • Launch of our Golden Rules. These cover the right approach to eight activities that we have identified as most likely to cause harm.
  • Introduction of directors’ guidance. This provides a list of questions our Executive Board members should ask to assess the safety culture when carrying out site safety visits.
  • Introduction of a new health and safety database. The database gives us complete performance transparency and allows for trend analysis to help us prevent incidents happening in the future.
  • Enhancement to our drug and alcohol policy. Formal and random testing are now embedded across the Group with a zero tolerance policy for failed tests.

Health and safety performance is directly linked to the bonus payments for directors and Executives, with serious incidents resulting in pre-defined deductions.

Employee-led health and safety initiatives are raised and considered through the quarterly Divisional health, safety and sustainability forums which are chaired by a Divisional MD and supported by a senior member of the Health, Safety & Sustainability Department.

Health & Safety Management System

Our health and safety management system sets out the core standards that must be followed by employees and subcontractors on site. The safety credentials of our suppliers and subcontractors are scrutinised and assessed prior to their selection, and the competency of all staff is maintained through delivery of comprehensive training tailored to the individual’s role (as set out in our training matrix). Key supply chain supervisors are involved in creating our four-weekly site safety plans and Galliford Try employees with safety critical roles for example those at high risk of hearing damage, vibrations etc are given regular health screenings.

To monitor adherence with our safety, health and management system our dedicated Health, Safety and Sustainability team conducts inspections on every site on a monthly basis and deliver internal audits in accordance with a predetermined schedule. These are complemented by a number of independent assessments from clients and certifying bodies as well as numerous director visits. The outcomes from these evaluations are included in a monthly report to our Executive Board which is also distributed to all Business Units and made available to each management team and operating site.

Challenging Beliefs, Affecting Behaviour

Challenge Beliefs, Affecting Behaviour is our award-winning, bespoke behavioural safety programme. The programme equips employees at every level of our organisation, as well as our subcontractors, with psychology-based mechanisms and tools to create a truly safe culture. These tools include safe behaviour discussions, site-based safety forums called ‘No Accident Behaviour’ discussions which involve a combination of subcontractors and employees, shutdown days, safety charters and safety recognition schemes. Repeated use and exposure to these tools increases a natural response of increasingly safe behaviour. 

It is the role of the Challenging Beliefs, Affecting Behaviour Coaches to promote and monitor use of the behavioural safety toolkit on site, supported by the Health, Safety & Sustainability team. To equip our employees and supply chain with the skills to deliver Challenging Beliefs, Affecting Behaviour we run a one day leadership course aimed at junior management up to Executive level and a two day coaching course aimed at those with front-line supervisory roles.

Environment & Climate Change


It is our policy to understand and manage our environmental impacts so as to minimise any negative impacts, where possible provide positive outcomes, and at a minimum to ensure legislative compliance.

At a Group level, macro environmental impacts including climate change, waste, water and biodiversity are evaluated alongside other sustainability issues to shape our strategic business approach. Group targets are then cascaded down through the business for site and office level delivery. In conjunction with this, environmental impacts specific to the design and construction of our buildings and homes (for example noise, dust and pollution as well macro issues), are identified and managed through our central Environmental Management System. 

Strategic Approach

The Environment & Climate Change Task Force is responsible for defining and implementing action plans across the business that will result in the achievement of the Group’s environmental targets.  Representatives from each of our Divisions, as well as other relevant functions attend the group and are responsible for providing quarterly updates on progress against their plans. The task force works closely with our dedicated team of Environmental Advisors, who are responsible for supporting each individual site to identify innovative and practical means to mitigate environmental impacts. For an example of this project specific approach please see here.

To date the Environment & Carbon Task Force and the Environment Team has delivered a number of initiatives including:

  • Cutting Carbon Should be Everyone’s Business” internal communications campaign
  • Bike2Work Scheme.  Galliford Try employees are eligible to participate in this scheme and cycle storage facilities are provided on some sites (e.g. Olympic Park)
  • Eco-cabins - after working with our supply chain to physically test the energy efficiency of better insulated cabins, our now standard “Energy Efficient” branded site cabins are being rolled out
  • Waste forums to facilitate the identification of opportunities to minimise waste. For example a recent collaboration between our Partnerships and Infrastructure Divisions resulted in ground waste from one London site being reused on another London site, significantly reducing waste to landfill and the associated costs. 
  • Waste segregation to increase recycling.
  • Participation in the CIRIA Big Challenge initiative which delivers simple, affordable and achievable biodiversity enhancements on site.
  • Water consumption research. We have provided a student from the University of Nottingham with access to our sites and other relevant information in order to complete a dissertation on water management in the Housebuilding sector.
  • Roll-out of personal teleconferencing accounts to all employees that conduct business travel.
  • Installation of electric charging points in key offices and the addition of electric cars to the company fleet.

Environmental Management System (EMS)

All Business Units adhere to the same EMS procedures and we are one of the first companies to have achieved certification to the new ISO 14001:2015 standard. Staff are equipped with the skills to complete these procedures through attending an Environmental Awareness course and all site managers attend our bespoke four day IOSH Managing Environmental Responsibilities course. A Site Environmental Awareness Training Scheme (SEATS) course is also available to site supervisors.

Sites are supported in the implementation of the EMS by our team of qualified environmental advisors, alongside the full Health, Safety and Sustainability team. Procedural compliance is assessed by monthly site inspections alongside an extensive, scheduled, audit process and director visits. External audits by customers and our ISO 14001 certification body are also conducted.

Our People



We are committed to developing our people by investing in their careers. Attracting and retaining the very best talent is critical for the delivery of the Group’s 2018 targets and we achieve this by managing employee relations, respecting employee rights, training and developing our talent through the Galliford Try Academy and maintaining an inclusive organisational culture (see our Employment Policy).

Strategic Approach

Our strategic approach to people is led by our Group HR Director who is supported by a central HR Hub team, Division specific HR managers and functional specialists covering resourcing, future talent and learning and development. 

Each year a risk-based people strategy is developed, focusing on the key issues that will strengthen employee relations, generate greater flexibility and maximise performance from the Group’s teams.  Examples of initiatives that have recently been undertaken include:

  • Employee Engagement Survey and associated ‘You Said, We will’ campaign
  • Induction process enhancement
  • Introduction of a ‘Rewards for You’ employee benefits scheme
  • Holiday Purchase Policy to allow employees to purchase additional days' leave
  • Diversity and Bribery Act e-learning courses
  • Enhanced maternity and paternity pay
  • Enhancements to our succession planning procedures
  • Re-launch of our Code of Conduct

To find out more about the benefits we offer our employees please see here.

Management System

Aligned to our company values of 'excellence', 'passion', integrity' and 'collaboration' our Code of Business Conduct clearly sets out the expectations we have of all our employees. Detailed procedures are followed in relation to all aspects of employee recruitment and management, and grievance and whistleblowing procedures exist as a mechanism to raise any potential non-compliance with our Code of Business Conduct.

Attracting talent

We strive to promote the image of the construction industry and attract future talent in numerous ways:

  • Open Doors Weekend – Several of our sites participate in this Build UK initiative which involves showing visitors around our sites and explaining the various types of construction roles available.
  • School visits – schools are frequently welcomed to our sites to learn about health and safety and the construction process. We also support the UKCG Born to Build Initiative which aims to give young people the opportunity to find out more about jobs in the construction industry
  • Apprentices - We work with Construction Skills and the National Apprenticeship Service to increase employment through apprenticeship schemes. We employ apprentices both directly and also though our supply chain (e.g. White Rock).
  • Sponsorship - we sponsor full-time students through the Institution of Civil Engineers QUEST Scholarship Scheme each year, most recently taking on four students in autumn 2014
  • Graduates – we recruit new graduates in a range of disciplines each year.
  • Armed forces – we seek to support the employment of reservists, and also veterans; working in partnership with providers such as the Career Transition Partnership to ensure opportunities are visible. We endeavour to offer flexibility in granting leave to service spouses and partners. We also offer a discount package to members of the Armed Forces Community when purchasing a Linden Home as detailed on our website: www.lindenhomes.co.uk/offers-incentives/forces-package. Armed forces initiatives continue to be an area of focus across the Group for the year ahead.
  • Women in Construction – we have hosted multiple Women in Construction and Women in Property events at our offices and sites, and Women in Construction also presented at one of our Open Doors events aimed at attracting people into construction. Linden Homes are sponsors of the Women In Property Student Awards 2016.

For more information on graduate entry level opportunities to join Galliford Try please see here.

Employee development

We recognise the importance of developing our employees and have several processes in place to deliver this. These include:

  • An annual Performance Development Review (PDR) process for all employees
  • A robust induction process
  • The Galliford Try Academy, which provides a range of learning interventions to support skill acquisition and to provide a framework for personal development from trainees to leaders. This includes a number of Institute of Leadership and Management recognised programmes.  For more information on this please see here.
  • Technical training. Opportunities are available for employees to train in professional disciplines by following day release courses.
  • Professional qualifications. Galliford Try will fund the membership of one recognised professional institution per employee.

Human Rights

We are committed to protecting the human rights of our employees and of people engaged with our business. We support this by:

  • Valuing and promoting fairness, inclusion and respect.
  • Maintaining an environment in which everyone is able to work without harassment, victimisation or bullying.
  • Adhering to relevant employment legislation and not knowingly recruiting anyone on a forced or compulsory basis and only hiring those aged 15 years or more.
  • Making all employees aware of their working hours, leave and absence entitlements and other employment benefits via the Employee Handbook.
  • Allowing our employees the right to freedom of association and providing avenues for employee representation.
  • Maintaining robust policies and procedures for dealing with bribery and corruption, supported by mandated training and awareness.
  • Minimising the risk of forced labour and modern slavery in our business and supply chain (see our Modern Slavery Act Transparency Statement).
  • Paying at least the minimum wage, and where applicable the National Living Wage, to all employees.
  • Providing an independent and confidential whistleblowing hotline for employees and third parties to raise any concerns relating to potential human rights breaches.




Our objective is to make a positive impact in the communities in which we operate. We recognise that our construction projects affect the surrounding area, so we aim to maximise the benefits to the communities in which we work and minimise any negative impacts by actively engaging with local stakeholders before and during construction. We also support charitable causes at Group, division, business unit and project level, by donating time, money and materials.

Community Consultation

During the planning stages of a project we engage proactively and openly with the local community and other stakeholders to understand any concerns they may have.  The extent of consultation will vary depending on the size and nature of the project.  Our Linden Homes projects, which are typically larger in size, follow our ‘Best Practice in Consultation’ guidance document on each site.  The outcomes from these consultations often result in positive adaptations to our projects, for example play spaces co-designed with local children at Cholsey Meadow and alterations to the design of our homes following community and local resident workshops at Freshney Green.

Our sites keep the local community informed about our projects during construction through a range of medium (e.g. newsletters, noticeboard, community meetings etc.) but each will also have a bespoke website which is regularly updated with construction information.  QR codes linking to the relevant website are displayed on site hoardings.

Considerate Constructors Scheme (CCS)

All sites are required to comply with strict procedures to ensure that the neighbourhood impact of construction activities is kept to a minimum.  As Associate Members of the Considerate Constructors Scheme (which is an industry body with the aim of promoting the image of construction) all sites with a duration of longer than six weeks are registered in the scheme and are independently evaluated by CCS auditors against best practice measures of appearance, community, environment, safety and workforce.   We support our sites to meet the demanding requirements of the scheme by providing guidance notes and sharing best practice. 

Community and Charity Support

At a Group, Division and project level we proactively support charitable causes – giving financial donations, material donations and time.  We are patrons of the charity CRASH and through this have support projects to provide homes for homeless people, such as MoCoCo House and St Paul’s Homes. We are also Friends of The Prince's Regeneration Trust.  At a divisional level Linden Homes have set up the Linden Homes foundation through which they provide energy and resources to benefit of the communities in which they operate.

To facilitate our employees’ involvement in charitable activitiess in 2014 we introduced a volunteering policy entitling all employees to up to two days paid leave.

Promoting the Construction Industry

We recognise that the number of people working in the construction industry is in decline and there is risk of a future skills shortage.  We therefore actively try to promote the industry.  For more information on how we do this please see here.

Local Employment

We spend more than 90% of our turnover with subcontractors, most of which are local small and medium-sized enterprises. They benefit significantly from the work we do with them. For example, a detailed study of one of our projects, Ogwell Brook, found that:

  • Two-thirds of the subcontractors were based within 30 miles of the site
  • Three-quarters of the suppliers were based within the region
  • The project created 73 jobs and 11 apprenticeships

By using local employment and by trying to source materials locally too we will be providing an economic boost through our purchasing power.



Our customers are at the heart of everything we do in the Group. We manage our relationships and quality procedures at a divisional level so that we can tailor our approach to the relevant customer.


Our Building and Infrastructure divisions build long-term relationships with clients. Through mutual trust and open dialogue we get to understand our client’s ambitions and then we work collaboratively to deliver our shared goals.

The quality of our buildings is ensured through regular internal audits conducted by our dedicated Quality Managers, as well as external audits, of our ISO 9001 certified management system. We actively engage in dialogue with our customers at various levels within the organisation and have achieved BS 11000 certification for our approach to collaboration.

Customer satisfaction with our approach is assessed on a project by project basis and internally analysed. In 2015 a project is underway to derive even more value from this process. Our internal Infrastructure Excellence awards provide another opportunity to recognise project achievements.

We recognise the importance of Building Information Modelling and have a developed a Keeping BIM Simple strategy to enable the integration of BIM Target Maturity Levels within our business well in advance of Government targets. Delivery of this strategy is supported by our BIM working Group. 

Galliford Try Partnerships and Linden Homes build architect designed quality homes for housing associations and private home owners respectively. Both divisions follow comprehensive quality management systems, the Linden Homes approach being known as the Linden Way, to deliver consistently high quality products and services. Compliance with these is verified through internal audits (Partnerships) or a four stage sign-off procedure involving production, sales, customer service and quality managers (Linden Homes).

The importance we place on customer service is articulated through our Customer Charter and the Linden Way procedures set out how we support our customers at each step of their purchasing journey. This includes providing customers with a homeowner manual which sets out the purchase process (and other useful information such as tips on greener living) and conducting a home demonstration, during which we explain every aspect of their home. When the customer moves in they are given additional technical information (appliance manuals etc.)

To ensure our products and processes continue to remain at the forefront in the sector we have appointed a new Business Improvement Director and introduced nine Improvement Forums covering each of our key disciplines, with the remit of developing and implementing improvements in a consistent manner across Linden Homes.

Supply Chain


Our supply chain is largely comprised of material (commodity) suppliers and sub-contractors, who make up the bulk of the circa 12,000 people on our sites every day. The Group Procurement Director, supported by the procurement team is responsible for the procurement of key commodities across the business, which are then purchased at a project level by the local buyer.  Sub-contractors are locally selected and managed by the relevant business unit.

It is our policy to align our supply chain to our corporate values.

Strategic Approach

Our strategic approach is set out in our Group Procurement Strategy and has the following overarching aims:

  • To develop long term, stable, relationships, with top performing suppliers and manufacturers in the supply chain.
  • To ensure that our trading relationships remain on a price competitive basis at all times.
  • To develop multi-level supply chains.
  • To act with honesty and integrity at all times.
  • A non-adversarial approach to dispute resolution

Recent strategic initiatives aimed at enhancing our supply chain relationships include:

  • Supply Chain Business Briefing. In 2015 we held our second annual Supply Chain Business Briefing, which was attended by 161 representatives from our preferred suppliers and included a keynote presentation by our Executive Chairman, details of how we plan to improve the supplier experience and details of our sustainability strategy.
  • Improved payment systems. As well as being a signatory of the government’s Prompt Payment Code we have recently introduced a new "iSupplier portal" which gives our supply chain partners access to our Purchase to Pay system, allowing them to see the status and progress of their invoices. We believe we are the only construction company that's introduced this sort of facility and are excited about the benefits it will bring.
  • “Supply Chain Sustainability School. As Partners and a Board Member of the Supply Chain Sustainability School we encourage our supply chain to enrol in the School, an initiative which represents a common approach to addressing sustainability within our industry. Suppliers that join can utilise the self-assessment tool which allows them to evaluate their own sustainability performance and then based on this, they receives a personalised training plan as well as access to the numerous school events. Through our relationship with the School we have hosted a number of sustainability training workshops covering topics such as CEEQUAL, responsible sourcing, carbon and fairness, inclusion and respect. This year we were the only private sale housebuilder to contribute to the development and set up of the new Homes-specific school (for more information see here).

Going forward we have set up a cross functional team to identify how we can continue to attract and retain the best supply chain partners.

Selection and management
Robust procedures guide our supplier selection process so that we minimise the risk to our projects.  As well as seeking suppliers with sustainability credentials aligned to ours we also consider the environmental impact of our materials in our selection process.  For example we use Knauf blown cavity insulation in part because it avoids the offcut waste creation seem in more rigid insulation products), and we are also committed to sourcing sustainable timber (FSC or PEFC certified) where possible. 

During 2015 we will be launching an electronic sub-contractor on-boarding process to improve efficiencies in this area.