Performance Summary

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Performance Summary

Our Performance in 2015/16

We invite you to explore Grainger’s sustainability performance including our progress against our 2015/16 targets and Key Performance Indicators (KPIs). For further detail on our achievements this year, please see our case studies.

Our annual targets and benchmark KPIs serve different, but equally important, purposes. Targets help Grainger to address risks and opportunities that are new or which the company hasn’t focused on previously. Benchmark KPIs set minimum standards that we aim to meet every year, often moving one-time sustainability targets to business as usual operations. Together, these performance measures help Grainger increase business resilience and maturity.

 

For a summary on our performance in 2015/16 from advisors to our sustainability programme, JLL, please see our advisors statement.

Targets

Progress against sustainability targets in 2015/16

 

Grainger’s approach to sustainability targets is both strategic and long-term. While specific actions are defined for a year, many targets are defined as longer strategic objectives which span several years. 

We are pleased to report that we have fully achieved six of our 12 sustainability targets this year, with four more partially achieved. Two targets have not been achieved this year, and have been placed on hold:

  • The study on staff wellbeing after the move to London Bridge has been placed on hold, as this target has been made redundant by other changes taking place within the organisation.

  • The target to develop a joint apprenticeship scheme with Kier has also been placed on hold, as a proposal for the scheme is under review.  

Key achievements this year have been the completion of a Sustainability Leadership Review which benchmarked Grainger’s performance against key peers in the private rented sector, and finalising two Whole Life Costing assessments for developments and combined heat and power systems. Grainger has also piloted a green lease clause for commercial leases and adopted the eVALUATE methodology to measure the socio-economic impacts of our developments.

 

Sustainability targets commenced in 2015

2016 Status

Comments

Design, define and agree a consistent process to measure customer satisfaction across portfolios and geographies (2014/15) and create a baseline for customer satisfaction (2015/16)

Partially achieved

A new portfolio-wide satisfaction survey will be launched in 2017

Pilot a focus group of new Grainger Build to Rent (Market rent) tenants to better understand their value drivers and preferences including their understanding of our offering, satisfaction levels, and views on sustainability as a decision-driver in the rental market.

Achieved

 

From a property inspection, identify Grainger properties that are not on track to meet required Minimum Energy Efficiency Standards and develop a strategy to ensure compliance by 2018.

Partially achieved

Due to be completed in 2017

Review the available methodologies for measuring the socio-economic impact of a Grainger development, with a view to including a standard methodology within Grainger's standard PRS design specification.

Achieved

 

Create a sustainable procurement policy as part of Grainger's standard procurement process.

Not achieved

We undertook a review of our procurement function in 2016 and will pursue this target in 2017

Sustainability targets commenced in 2016

2016 Status

 

Integrate sustainability into Grainger’s standard PRS development specification.

Achieved

 

Carry out a Sustainability Leadership Peer Review in the Private Rented Sector.

Achieved

 

In collaboration with Kier, establish a joint apprenticeship scheme.

Partially achieved

We developed a proposal for a joint apprenticeship scheme but decided not to implement at this time

Carry out a review focused on whole life costing and sustainability, with a view to incorporating findings into Grainger's standard PRS development specification.

Achieved

 

Define, design and carry out a study of the impact of the move to London Bridge on staff well-being.

Not achieved

This target was not pursued due to business reorganisation

Develop a community engagement best practice guide for the development and operation of Grainger PRS properties to be integrated into Grainger's standard PRS estate management strategy.

Partially achieved

The community engagement guide is due to be finalised in 2017

Define, design and agree a green lease strategy that identifies how Grainger can influence commercial customers to operate more sustainably.

Achieved

 

 

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