Our Fundamentals

Health & Safety


Our behavioural safety initiative delivers sustainable improvement to our safety performance by challenging beliefs to affect behaviour. We place huge importance on improving safety but our strategy is truly bespoke, and our results genuinely impressive. To date, over 5,000 people have attended at least one our behavioural safety workshops which address the needs of business leaders, managers, operatives and extends to our subcontractors. We communicate the programme’s ethos through real-life examples that can be applied to all our daily lives, not just in the workplace.

The aim of “Challenging Beliefs, Affecting Behaviour” is “to create an environment where care for our people and those that work with us is our top priority and the belief that all accidents are preventable prevails”. Challenging Beliefs, Affecting Behaviour goes beyond training in basic behavioural safety psychology. To embed this initiative on site, we understand that simple mechanisms (cognitive behavioural techniques) must be created and the support from leaders clearly defined. With assistance from operatives, a series of such “tools” has been developed to provide site teams with step-by-step guidance to promote worker engagement on site. Tools include safe behavioural discussions, subcontractors forums (NAB - No Accident Behaviour discussions), shutdown days, safety charters and safety recognition schemes. Repeated use and exposure to these tools increases a natural response of increasingly safe behaviour.

As a result, we have defined the role of a Coach differently. At Galliford Try, Coaches promote and monitor use of our behavioural safety toolkit. We aim to nominate a Coach from each site to attend the in-house two day Coaching course which promotes collaboration across our Group. To date, over 800 site operatives have become trained Coaches. Our Group Health and Safety Development Manager and local HS&E Advisors support each Coach on a daily basis. The Coach reviews the site specific strategy with directors to monitor use of the tools; identify areas for improvement and assign necessary resources. Progress is further monitored through regular safety climate surveys which are specific to Business Units. A Challenging Beliefs, Affecting Behaviour review group is attended by members of the Executive Board and external consultants specialising in human factors. This ensures we continue on our journey to safety excellence by identifying underlying process issues and re-evaluating long term goals.

Environment & Climate Change

The Galliford Try environmental strategy continues to prioritise the Group delivering, as far as reasonably possible, to its clients and customers in an environmentally responsible manner which does not expose the natural environment or any site neighbours to unacceptable risks. In addition to complying with all environment legislation, the Group’s divisions are required as a matter of policy to:

  • Complete an assessment of the risks to the environment and any site neighbours on a project-by-project basis.


  • Have effective arrangements in place for planning, organising, controlling, monitoring and reviewing our preventative and protective measures.
  • Appoint competent persons at project and Group level to commit to the measures needed to comply with environmental law.
  • Provide employees with the appropriate guidance on environmental risks and the preventative and protective measures necessary to mitigate those risks.

Our approach is further defined in the pertinent policy statement which can be found here.

Our People

The cornerstone of our human resource management strategy is the measures we have developed to manage employee relations and generate high performance teams. By focusing on such areas as the organisation of work, employee development, performance management and management development we add value to the business by creating a flexible and highly skilled workforce.

We are Investors in People accredited across the Group, a discipline that underpins our philosophy and ensures we are externally measured and benchmarked to strive for best performance at all times.

Our inclusive organisational culture encourages our employees to act with integrity at all times and to treat each other and all our stakeholders with respect. Our Code of Business Conduct sets out our expectations for all employees. We continue to be committed to our employee survey as a means of giving employees a voice and an opportunity to influence change within their businesses.


The Group is a patron of CRASH, the UK registered practical charity that focuses on improving the buildings used by homeless people, and also set up a Group volunteering scheme with the charity during 2011.

As patrons of the charity, we can support their work in a number of ways. Firstly, through a cash donation, secondly through the supply of materials, and thirdly by providing on-site professional expertise. Projects we have supported in the past include:

St John Housing Trust

Chris Radley of Galliford Try has advised a charitable housing trust in Suffolk about the conversion of a disused building into a training centre.

With the support of Galliford Try he was on site at Anchor House, a three-floor Victorian brick building in Lowestoft. The House is owned by the town’s St John Housing Trust which provides accommodation, support and resettlement services for people who are homeless. The building was unoccupied since it closed as a pub and was then in a poor state. Chris’s initial brief was to develop a scope of works for the conversion of the building into a training centre which he has now issued to five local builders best placed to carry out this type of work.

The plan for the Anchor Training Centre includes the creation of a reception area, IT resource space and dedicated learning space for clients as well as the conversion of the kitchen into a lounge and creation of new offices and refurbished toilets.

“This is the first step in quite a big journey for us,” said Patrick Moir of the St Johns Housing Trust. “Without Chris we’d have struggled and gone into the project blindfolded. We don’t have any in-house expertise in this area nor could we afford to bring in someone to carry out the survey on a commercial basis. We may have ended up just going for the cheapest option which isn’t always necessarily the right thing to do or the cheapest in the long run. It’s particularly important for us to know the likely cost of the work as that sets the amount of money that we’ll need to find from fundraising. Providing a training facility should take our business into a completely new area.”

Chris added: “I was glad to be given the opportunity by the company to give my time for a good cause. I’ve spent a day on site and then another half a day or so compiling the scope of works. Getting involved with CRASH projects was enjoyable and is also good for the company reputation and helpful when demonstrating evidence of our approach to corporate responsibility. I would certainly be interested in volunteering again if the opportunity arises.”

Other projects supported include:

  • Critically analysing cost proposals for restoring an old almshouse in Salisbury
  • Offering technical advice and design suggestions for new premises for Shiloh, which provides food, support and information to vulnerable people in Rotherham
  • Arranging health and safety training for Benjamin’s Building Company, which provides training to vulnerable people
  • Decorating rooms and providing materials for Cricklewood Homeless Concern, a London day centre
  • Providing volunteers to help run the stand at EcoBuild 2013 >>>
  • Supporting the Scottish Christian Alliance in preparing a full costing for the upgrading of the heating system at one of their buildings >>>




In our construction businesses we build long-term relationships with clients. By working collaboratively we are able to align clients’ needs with their long term ambitions. This approach is becoming even more important as projects become more complex and demanding.

These complexities mean we carry out some of our projects in joint ventures where specialist skills or expertise are needed. Examples of our joint venture partners are engineers, other contractors and consultants on our frameworks for the water utilities and larger highways projects.

This approach has allowed us to maintain and improve our level of customer satisfaction, which was maintained at 83%, and has been recognised through the awards that we have won during the year.  Our Net Promoter Score within Construction was 34%

The quality of the projects we deliver is also important as we work for clients again and again. In the last year 53% (by value) of the work we completed was for clients for whom we had completed projects previously.


Customers influence every decision we make, from the land we buy to the homes we design. We set out the service our customers can expect from us through a Customer Charter, and they also receive:

  • A homeowner manual, explaining the purchase process and providing other useful information including hints and tips on greener living.
  • A home demonstration, to explain every aspect of their home before they move in.

During the year, we revised our approach to measuring customer satisfaction. We were using an independent company and our customers were also being approached by NHBC for its survey.

This led to survey overload and customer fatigue. We have now adopted the NHBC system. We retained our target from the previous satisfaction survey of 90% and returned a rate of 86.4% from NHBC. This shows that we still have work to do to improve the customer experience and achieve our Five Star status.

We recognise that the power of customer sentiment is huge to both our customer retention and recommendation for others to look to Linden Homes as their housebuilder of choice and are continuing our focus on The Linden Way, which places the customer at the forefront of every decision we make to address this and improve our scores. We have also introduced Improvement Forums across the key disciplines of land, planning, technical, commercial, production, customer service, sales and marketing, communication and IT to develop and implement improvements in a consistent manner across Linden Homes.

We are pleased to report that our defects per plot measure fell significantly, from 0.46 to 0.29 this year. A continued focus on the final stages of building and handing over homes will see us move closer to our target of 0.25.

Efficient Homes

The reduction in running costs due to improved energy efficiency is also one of the greatest advantages for customers when buying a new home. We build our homes to be energy efficient by adopting a fabric first approach, and have been discussing this approach with Government. We also believe that allowing people to understand their energy use is vital to helping them be more efficient. So we have trialled smart meters on several schemes and await guidance from Government on their specification.

We are building more and more energy efficient homes by improving the fabric of the buildings first; in the year 2013-14 achieved Level 3 or above of the Code for Sustainable Homes (or equivalent). To help us understand how effective our fabric first approach is we have started to undertake post-occupancy monitoring.

Supply Chain

The strategy addresses commodities purchased directly by the Group’s operating businesses as well as those purchased by our subcontractors.

  • 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

We have developed a new Responsible Procurement Statement which helps us address these objectives.