To create real value for our shareholders and wider society, we must focus on our most material matters.
Identifying our material issues helps us to understand and address the internal and external factors that will most affect our business in delivering its strategy, as well as help us define key risks to our operations. Our material issues are reviewed on a regular basis. In 2016, this included an externally facilitated materiality assessment that involved numerous internal and external stakeholders and was published in our 2016 Annual Integrated Report.In 2017, our Executive Management Team refined the 2016 materiality assessment internally, reducing our number of material issues from 24 to 17. These are below and are mapped to the five pillars of our business strategy.
Uncertainty around the political environment and Brexit, as well as changes to government policy and regulations that impact the construction industry and housing market.VALUES AFFECTED: SOCIAL, ENVIRONMENTAL AND FINANCIAL
Making efficient use of our resources, including employees' and supply chain's time, our construction materials, energy and water.VALUES AFFECTED: ENVIRONMENTAL AND FINANCIAL
Availability of a consistent supply of land to meet current and future demand at appropriate cost.VALUE AFFECTED: FINANCIAL
Developing resilient investment and delivery models that respond to market volatility and fluctuations, internal and external pressures, and legislative changes.
This includes investment in areas like PRS and participation in programmes like Help to Buy.VALUE AFFECTED: FINANCIAL
Building and delivering homes and developments that meet our quality standards and providing excellent customer service that meets customers' expectations.VALUES AFFECTED: SOCIAL, ENVIRONMENTAL AND FINANCIAL
Developing innovative houses, apartments and development designs that respond to changing demographics, market needs and climate change.VALUES AFFECTED: SOCIAL, ENVIRONMENTAL AND FINANCIAL
Balancing the impact of house price growth with slower growth in customers' income as well as the availability of finance for mortgages.VALUES AFFECTED: SOCIAL AND FINANCIAL
Engaging with local communities in which we build to ensure that our developments meet their needs and expectations, and to mitigate the impacts of potential delays to build programmes.VALUE AFFECTED: SOCIAL
Establishing effective and appropriate management structures for developments to ensure they are well-managed for the future, and encourage resident's stewardship over the long-term success of the development.VALUES AFFECTED: SOCIAL AND ENVIRONMENTAL
Ensuring that the developments we design and build promote and support people's health, happiness, well-being, and community cohesion.VALUE AFFECTED: SOCIAL
Availability of the right skills, experience and capacity within Crest Nicholson and our wider supply chain, industry and planning system to support our growth strategy.VALUES AFFECTED: SOCIAL AND FINANCIAL
Providing safe working environments that promote health and safety across our operations. Considering and supporting employees' wellbeing in work.VALUES AFFECTED: SOCIAL AND FINANCIAL
Maintaining a governance structure that supports ethical business practices and compliance with current legislation.VALUES AFFECTED: SOCIAL AND ENVIRONMENTAL
Maintaining a strong reputation and trust with customers, business partners, suppliers, political stakeholders and local communities.VALUES AFFECTED: SOCIAL AND FINANCIAL
Managing and minimising the negative environmental impacts to and from our operations and taking advantage of opportunities to support and drive environmental enhancements.
Growing, managing and nurturing effective relationships and engagement with stakeholders.VALUES AFFECTED: SOCIAL AND FINANCIAL
Procurement of materials in consideration of availability, price, quality, and environmental and social criteria that meets industry standards and our own procurement policies.VALUES AFFECTED: SOCIAL, ENVIRONMENTAL AND FINANCIAL
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