ENVIRONMENTAL SOCIAL GOVERNANCE REPORT 2023 - 2024
2 | DANDARA LIVING ESG REPORT 2023 - 2024 Chapel Wharf, Manchester
CONTENTS
SECTION 1 Introduction
4
SECTION 2 Environment
12
SECTION 3 Social
22
SECTION 4 Governance
30
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INTRODUCTION TO DANDARA AND OUR BUSINESS 1
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INTRODUCTION
In our first ESG Report for Dandara Living, we outline our achievements and milestones that the business has achieved over the last year. In this short space of time, we have successfully set up and actioned numerous ESG related activities. This has only been achievable with the collaboration of all departments. ESG is a process, and our ESG Roadmap and Strategy align with ever-evolving external benchmarks, local regulations and our ambitions to implement change across all our operations that positively impact the communities we work in. This report highlights some of the key actions we have undertaken to reduce the long term impacts of the homes we build and operate. Over the coming months and years, as we continue to work towards our goals; sustainability will be embedded as the golden thread of how we conduct business. Lesley Treacy, Head of ESG
Over the past year, we have continued to go from strength to strength, with the people who live in our homes, our supply partners and employees, at the centre of this success. As part of this growth, we are proud to welcome you to the first edition of our Dandara Living Environmental, Social and Governance (ESG) Report. From the point of site acquisition, through planning, construction and long-term management, we invest in the local areas we operate in; building and nurturing relationships within the local community to be a positive presence in these neighbourhoods for the long term. We’ve created ambitious action plans for the business, placing sustainable practices at the centre of everything we do, with collaboration and the commitment of all teams, pivotal in achieving these goals.
Jim Davies, Chief Executive Officer
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HISTORY
1988 Dandara was founded on the Isle of Man. By the end of the next year, the first development of homes built on the island was completed. 1995 Dandara opened the Jersey division of the business and the group became the largest property development company in the Channel Islands. 1999 The business expanded into England when Dandara Manchester was established. Within 5 years Dandara was the largest developer of mixed-use residential property in the city. 2005 An early property management and leasing division was developed after the success of the Manchester business. 2010
Dandara extended its operations into Scotland. One year later, the business had commenced housebuilding in the south of England. 2015
Recognising the shifting landscape of tenure in the UK and the growing market for city centre renting, Dandara entered the build to rent sector, with the launch of a specialist division, Dandara Living. Today The group continues to expand its operations in existing regions and cities, and adding new developments in Wales and the West of England.
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OUR BUSINESS
Dandara Living is part of the Dandara Group. The Dandara Group was founded in 1988 on the Isle of Man and is still a family owned and run business today. Dandara Living was set up as the specialist rental division in 2015 in response to the growing need for city centre renting. We are proud to be one of the leading companies in the UK’s build-to-rent sector with over 5,000 apartments currently under management, and a further 7,200 apartments and 800 student beds (Purpose Built Student Accommodation) in the pipeline.
18 sites in the portfolio
2
ABERDEEN
5,000 apartments currently under management
1
1
1
GLASGOW
EDINBURGH
7,200 apartments in the pipeline
1
LEEDS
1
1
MANCHESTER
800 student beds in the pipeline
2
1
BIRMINGHAM
1 1 1
LUTON
4
180,000 sq.ft amenity, commercial and retail space
BRI STOL
HIGH WYCOMBE
STAINES
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UPCOMING
L IVE
OUR SUSTAINABILITY VISION
To place communities at the heart of our developments and be recognised as a leading provider of great places to live, work and grow. The Dandara Group has always had a strong focus on quality and ethical practices, which in recent years has been expanded to include the ESG objectives which now underpin our overall strategy. We developed our first Sustainability Strategy and accompanying Roadmap in 2023 following a detailed Materiality Assessment to identify the issues most important to our business and our stakeholders. Our Strategy and Roadmap sets out our goals and targets up to the end of 2025, with milestones, timings and actions based on agreed targets for each business unit. This gives us clear direction on the activities we need to take collectively and as teams, to deliver our Strategy and achieve our sustainability ambitions. An updated Materiality Assessment will be undertaken in early 2026 to ensure our goals remain relevant and on track.
PRIORITY FOCUS AREAS
Based on our Roadmap, the current priorities that we are focusing on, with actionable measurable targets and timelines are:
ENVIRONMENTAL
SOCIAL
GOVERNANCE
Circular economy & waste Climate change adaptation, mitigation & resilience Energy & carbon Water
Responsible supply chain management Sustainable training Education & skills Purposeful construction & placemaking Stakeholder engagement & partnership
Transparent disclosure Corporate governance
Biodiversity & green infrastructure Building productivity & wellbeing
We have made great progress against many of the key performance indicators, and continue to focus on these targets, monitoring our KPIs and integration of ESG within the business.
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THRIVING COMMUNITIES
FUTURE-PROOFED HOMES
INSPIRING PARTNERSHIPS
ROBUST GOVERNANCE
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HIGHLIGHTS
CERTIFICATION
ENVIRONMENTAL
Waste 97% waste diversion from landfill achieved
Scores of Excellent across Stafford Yard & Renshaw’s Yard Considerate Constructors Scheme audits
Energy & Carbon
Developing Net Zero Carbon Strategy (publication early 2025)
• Low and zero carbon technologies across all new schemes • Embodied carbon: schemes working towards RIBA targets
Stafford Yard design submission targeting Home Quality Mark (HQM) Level 4
Water
16% improvement at 105 lpppd (litres per person per day) over Building Regulations
Targeting BREEAM Excellent within our new PBSA spaces
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SOCIAL
AWARDS
Between Sept 2022 - Jun 2024 Dandara Living supported
£22.5M with local supply chain
2024 Best Build to Rent Developer – Dandara Living
£73K in donations
2024 Winner Top Rated Small BTR Operator - Dandara Living
+400 apprenticeship weeks
2024 Winner Top Rated Large BTR Community - Aston Place
WINNER
2023
+775 work placement hours
CCS Leading Lights Award 2023 Winner
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ENVIRONMENT 2
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ENERGY AND CARBON
As a developer, operating in a manner which respects the environment is at the core of what we do. A priority of our Sustainability Strategy and Roadmap is developing a Net Zero Carbon (NZC) pathway to achieve NZC by 2050 or sooner. In 2022, we began work to determine our current impact by establishing a carbon baseline. This first step in the transition process enabled us to set targets and establish ongoing measurement of progress. Our NZC Strategy will be published in Q1, 2025.
We have implemented the cloud-based SmartWaste platform across all our sites and offices, which enables us to consolidate resource consumption metrics. The key data points we collate include electricity, gas, fuel, water and waste, which are monitored against KPIs to identify opportunities for reducing our environmental impacts.
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14 | DANDARA LIVING ESG REPORT 2023 - 2024 Aston Place, Birmingham
MANDATORY ENERGY AND CARBON REPORTING
To align with NZC regulations and policy, from FY23/24, Dandara Living reported under the Streamlined Energy and Carbon Reporting (SECR) Regulations. Energy and carbon data for the period, have also been reported within the company financial statement.
Dandara Living Developments & Contracting
FY23/24
Scope 1 emissions from gas, company owned vehicles and construction site fuel use
tCO 2 e
1,113
Scope 2 emissions from electricity use - location based
tCO 2 e
152
Scope 3 emissions from business travel in employee-owned vehicles
tCO 2 e
60
Scope 3 emissions from subcontractor construction site fuel use
tCO 2 e
226
Scope 3 emissions from upstream leased asset
tCO 2 e
0.8
Total energy consumption (Scope 1 & 2)
MWh
5,393
Total energy consumption (Scope 1, 2 & 3)
MWh
6,579
Dandara Living Management
FY23/24
Scope 1 emissions from gas use
tCO 2 e
120
Scope 2 emissions from electricity use - location based
tCO 2 e
411
Scope 3 emissions from business travel in employee-owned vehicles
tCO 2 e
7.4
Total carbon emissions (Scope 1, 2 & 3) - location based
tCO 2 e
538
Total energy consumption (Scope 1 & 2)
MWh
2,641
Total energy consumption (Scope 1, 2 & 3)
MWh
2,671
Energy consumption per sqm NIA landlord, amenity and communal areas (Scope 1 & 2)
kWh/m 2
206
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EMBODIED CARBON
In response to local planning requirements, investor interest and our own data capture requirements, all our project and ESG briefs now mandate that embodied carbon assessments are undertaken across all schemes. The results available to date have been benchmarked against the latest industry best practice Low Energy Transformation Initiative (LETI) targets to establish our embodied carbon baseline.
800
693
700
649
600
500
391
400
300
200
100
0
City Wharf, Block A (PBSA) Little George Street (PBSA)
Clarence Road (PBSA)
Upfront Embodied Carbon
LETI 2020 target
LETI 2030 target
Achieving embodied carbon reductions will be a key focus of our NZC strategy so that we can move closer to, and eventually beyond LETI 2030 or equivalent stretch targets. As part of our NZC transitions, we will focus on reviewing all aspects of our design, specification, procurement and construction activities to identify opportunities to tackle emissions; such as those generated in the production of the materials and products we use, as well as in their distribution and transportation to our sites.
*Upfront Embodied Carbon includes carbon emissions from raw material supply, transport, manufacturing and construction installation process (Modules A1–A5). (LETI: Low Energy Transformation Initiative)
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ENERGY AND CARBON REDUCTION
Several energy efficiency and carbon reduction initiatives have been introduced across our corporate, construction and operational site activities including: • Home Quality Mark (HQM) 4 Star and BREEAM Excellent certification targets, which incorporate the implementation of energy efficiency and low carbon measures, including: • Fossil fuel free energy strategies • Energy sub-metering • Low and zero carbon technologies • Roll out of hybrid generators with fuel & solar powered batteries to reduce operational greenhouse gas emissions from temporary power requirements during construction • Launched a consolidated low carbon logistics hub to reduce the carbon footprint of goods and materials delivered to our Stafford Yard site in Bristol • A salary sacrifice scheme for employees to join either the Cycle to Work Scheme or purchase a low-carbon electric or hybrid vehicle Further work on energy and carbon performance across our corporate and site activities will be informed by our NZC Strategy.
CONSOLIDATED LOGISTICS HUB, STAFFORD YARD We introduced a low-carbon logistics hub to service Stafford Yard. The hub received materials for the site and these materials were then loaded onto our electric vans by an electric telehandler and delivered to site for offloading by the mains power supplied tower cranes. This initiative significantly reduced the number of vehicles delivering to the site, helping reduce congestion in the city centre - especially during peak periods. This all had a positive impact on transport-related carbon emissions around the Bedminster area.
Being Net Zero ready and delivering future-proofed
homes is an essential part of the quality and value proposition in today’s marketplace, and our preparations for Net Zero Carbon are central to Dandara Living’s mission to be recognised and chosen as the leading provider of great places to live, work and grow. We also recognise that along with the wider industry, we have an important role to play in delivering sustainable development, whilst helping to meet the climate and environmental challenges ahead. We have a collective responsibility to work collaboratively across the business, value chain and alongside industry groups on our carbon reduction journey.
Jonathan Cheng, Sustainability Manager
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ENVIRONMENTAL PERFORMANCE
CLARENCE ROAD, SUSTAINABLE COMMUNITIES
Our Clarence Road scheme is on track to achieve a BREEAM Communities rating of Excellent having obtained the interim certification as part of the successful planning application. This recognition from the Building Research Establishment (BRE) reflects the significant positive benefits that the development will bring to the local environment and community. Forming part of the Temple Quarter area, which is one of the UK’s largest regeneration projects, Clarence Road will regenerate a brownfield site in what will become a flourishing new urban quarter in Bristol. The plans include community spaces, and a new cycle lane, completing a missing link in the existing cycle network; resident amenities such as social areas, workspaces, gym, roof terraces and 24-hour onsite management. Our extensive landscaping plans include sensory planting, new trees, and natural play areas to deliver a biodiversity gain of over 5,000%.
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WASTE Our objective is to reach zero waste to landfill by 2030 . To achieve this, we have focused on three key areas: 1. Elimination of potential sources of waste in the design and specification of our schemes by utilising offsite manufacturing such as precast concrete elements and bathroom pods. 2. Initiatives to reduce waste generation at source and identify optimum management routes for waste streams such as working with suppliers to reduce packaging on materials and goods, as well as waste take-back schemes. 3. Supporting the circular economy through segregation of individual waste streams and recovery of high value materials such as wooden pallets and plasterboard (gypsum). As a result of these initiatives, we have achieved 97% diversion from landfill. WATER All current Dandara Living project design specifications are performing ahead of the Buildings Regulations part G minimum standard of 125 litres per person per day (lppd), to deliver a 16% improvement on part G at 105 lppd.
Integrating ESG within the Dandara Living Management
strategy enhances long-term value by improving energy efficiency, attracting socially conscious tenants, reducing regulatory risks, and contributing to sustainable community development. Our onsite teams work closely with our ESG team colleagues from building mobilisation through to longer-term initiatives that support the wellbeing of our residents and local community organisations.
Sam Smith, Director of Operations
GRANARY QUAY All homes at our Granary Quay development in Glasgow have achieved a EPC ‘B’ rating reflecting high levels of energy efficiency. Photovoltaics have been installed to provide fossil fuel free energy to a small number of apartments, and over the course of 2025 the ESG and onsite management teams will promote the energy reduction opportunities residents can benefit from though small lifestyle changes. Our experience shows that by providing residents with clear energy usage and cost benefit insights they are more likely to adopt energy-saving habits; and their commitment to sustainable living is reinforced and strengthened.
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OPERATIONAL PERFORMANCE MANAGEMENT
As part of our commitment to sustainability and reducing our environmental impact, all new Dandara Living developments incorporate energy-efficient design and materials, including high-performance insulation, and energy-efficient windows, heating systems and smart monitoring. These initiatives can help residents significantly lower their energy consumption by minimising the need for excessive heating or cooling. In-line with our resource management objectives, homes are equipped with water-efficient fixtures and fittings designed to reduce water usage, lowering demand on natural resources and contributing to broader environmental goals. Integrated renewable energy sources, such as solar panels are also utilised at some of our developments. Our next area of focus within managed developments, is energy-saving guides and tips to support residents in adopting energy-saving practices and other sustainable living habits, to help foster long-term behavioural changes that contribute to resource conservation. We are committed to the continuous improvement of energy efficiency and resource management across our portfolio. By investing in emerging technologies, enhancing building infrastructure, and fostering resident engagement, we aim to further reduce resource consumption and promote a sustainable, environmentally conscious living environment for all.
Co-working Space, Granary Quay, Glasgow
House Kitchen, Chapel Wharf, Manchester
Resident’s Gym, Leodis Square, Leeds
Resident’s Lounge, The Point, Aberdeen
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3
SOCIAL
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SOCIAL AND LOCAL VALUE
Leaving a positive legacy in the neighbourhoods and communities we build in has always been at the forefront of the Dandara Group’s vision, and with Dandara Living, we become a long-term member of these communities. We work closely with community groups and local enterprises, supporting their initiatives and sponsoring local events right from the pre-construction phase and continue these relationships into the operational phase.
Since mid-2022, we have contributed c.£4,000,000 to local authorities in the form of Section 106, Section 75 and Community Infrastructure Levy (CIL) payments. This contribution includes almost £300,000 for improvements to biodiversity and over £570,000 for improvements to local public transport initiatives.
Our integration with local communities goes beyond these important financial contributions. We have been recording data relating to Social and Local Value Outcomes and Measures that relate to local procurement and local employment, as well as support of local organisations since September 2022. As we are responsible for every aspect of the development process, this means we can truly embed Social and Local Value within our business processes from the outset. From site acquisition, through planning, construction, leasing, and the ongoing management of developments, we engage and collaborate with local stakeholders, materials and services suppliers, community groups, charities, and employment organisations. Our developments are therefore established within the fabric of the local community by the time residents move in, helping create more inclusive and sustainable communities.
Social & Local Value (SLV) refers to the positive impact that an organisation, project, or activity has on people and communities. It includes wider financial and non-financial impacts such as improving well-being, creating jobs, supporting local businesses, and enhancing the environment. Social and Local Value focuses on the broader benefits beyond financial gains, aiming to improve lives and strengthen communities.
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Following our successful pilot at Stafford Yard in Bristol (Sept 2022 - Sept 2023), we have developed a Social and Local Value (SLV) Framework. All our schemes now create a bespoke Social and Local Value Plan based on local needs and requirements within the fields of Arts and Creativity, Food Security & Wellbeing and Youth Development. This process begins at the pre-planning stage with genuine local community, businesses, and political representative engagement - facilitated by local consultants wherever possible - and continues through planning and early design stages.
SOCIAL VALUE OUTCOMES The successful implementation of our SLV Framework and SLV Plans for each development involves Board level approval and the input and collaboration of our Planning, Development, Commercial, Procurement, Construction and ESG Teams. Equally important is the commitment of our onsite teams in forging, building, and maintaining relationships with local organisations in their area. We are proud to share some of the outcomes within the themes of Arts and Creativity, Food Security & Wellbeing & Youth Development in the following pages.
Between September 2022 and June 2024, we are proud to have made the following contributions:
2,000 hours spent supporting local organisations
£73K donations and sponsorship to local organisations
Spent £22.5M in the local supply chain
Supported +400 Apprenticeship weeks (creating the equivalent of £100K in SLV)
Supported +770 work placement hours
Employed 130 Full Time Equivalents, local to our sites (creating the equivalent of £4M in SLV)
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ARTS & CREATIVITY
BEMMY BAUBLE
Bemmy Bauble
The ‘Bemmy Bauble’ was launched via tower crane over our Stafford Yard site in Bristol, following a special workshop event for children from six local primary schools, supported by local artist Adele Lippiatt of Bristol Art Junkie.
THE ACTOR’S WORKSHOP’
For the last two years, we’ve sponsored the graduating classes’ performance and provided teaching and rehearsal space at our Clarence Road site for this nationally recognised community-based Centre of Excellence for actor education.
SOUTHFEST
Taking inspiration from Europe’s largest street art festival Upfest - which takes place annually in Bristol - we were delighted to support ‘Southfest’, a project to create an artistic legacy to inspire local children. The project saw the ideas of pupils at Southville Primary School in Bedminster interpreted by local artists into street art around the school’s buildings.
Staines-Upon-Thames Day
COMMUNITY EVENTS
South Bristol Art Trail Image credit to Lisa Whiting
This past year we’ve sponsored several local community events, including the Arts & Crafts and Youth Zone at Pride in Luton, Staines-upon- Thames family fun day, the workshops at the South Bristol Arts Trail, local school participation in the Birmingham Saint Patrick’s Day Parade and local Christmas Light events.
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FOOD SECURITY & COMMUNITY WELLBEING
WINDMILL HILL CITY FARM
Dandara Living was the pledger/match funder for WHCF’s Big Give Christmas Challenge, which raised over £10k, enabling almost 100 local community members to take part in their regular supper club events. Aimed at helping local families in need, the events help reduce social isolation by providing a warm space, with children’s activities, a communally prepared meal, and helping guests learn how to cook low-cost nutritious food.
Windmill Hill City Farm
CLUTHA TRUST
Through our ongoing partnership with the Clutha Trust in Glasgow, we’ve supported their community stage at Glasgow’s Winterfest where musicians can perform for free; their Power over Poverty campaign which provides local families in need with funds towards energy bills; Christmas dinner for those who aren’t able to afford one themselves; and fresh pizzas for foodbanks and charities to distribute to local residents in need.
MAZI PROJECT
The MAZI Project is a Bristol-based charity that creates an inclusive environment for disadvantaged young people to feel part of the community through the power of food. We’ve provided MAZI with new premises at Bedminster’s St Catherine’s Trading Estate at a low rent, with part-funded business rates and a secure lease so the charity can continue to thrive. We also provided free skilled workers to prepare the building before the charity carried out its fit-out works.
Clutha Trust
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HIGH WYCOMBE RANGER DAYS
We’ve sponsored several ‘Chiltern Ranger Days’, including a day spent alongside local community members and volunteers at All Saints Church, clearing the grounds to help make it easier for family members to visit graves and create a greener space in the heart of the town to foster community spirit and wellbeing.
Chiltern Ranger Days
VOLUNTEER DAYS
In Bristol, our teams have helped paint school buildings and made play equipment from pallets and cable reels from our construction sites; partnered with local organisations and industry colleagues to paint a community mural by local artist Saroj Patel in Staines-upon-Thames; and organised foodbank donations, including a collection for One Can Trust in High Wycombe, where donations were matched by the company.
Volunteer days - bridge painting in Staines-Upon-Thames
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Volunteer days - painting school buildings in Bristol
YOUTH DEVELOPMENT
PURPOSEFUL PATHWAYS
We are an ongoing sponsor of the Purposeful Pathways programme, an intiative of Community of Purpose, which provides learning opportunities and mentorship for the winners and nominees of their Bristol Young Heroes Awards, to help them realise their full potential.
SKILLS DEVELOPMENT
Between September 2022 and June 2024, we supported over 400 apprenticeship weeks and 770 hours of work
experience for aspiring local construction professionals at our Stafford Yard site in Bristol; and through our partnerships with Weston
College and Building Bristol, we continue to
provide experiences to the construction industry’s next generation.
Weston College Work Placement students with some of the Stafford Yard site team
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SUPPORTING RESIDENT WELLBEING
All our developments feature shared spaces for residents’ day-to-day use, including co-working and residents’ lounge for relaxing, spending time with neighbours and friends or catching up with the onsite team. We also run a calendar of events for residents to meet and get to know their neighbours. Social events include book club, monthly breakfast club, craft sessions, yoga and movie evenings, providing residents with an opportunity to connect, share and develop relationships. Our residents tell us that these events have helped them make connections and forge new friendship groups, to create a sense of belonging and community which in turn enhances their overall wellbeing.
Such a lovely place to live, I feel at home here. I was anxious to move to a new city but now I fit right in! The resident social events have really helped me make friends, the breakfast club on Fridays is always busy and the food is great. The gym is huge and always spotless and it’s nice to work from home in the resident’s lounge.
Dandara Living Resident, Leeds
One of the most rewarding aspects of the role has been the opportunity to support our residents and foster a sense of community. My focus has been on ensuring that our operations run smoothly and efficiently, while always keeping our residents’ needs at the forefront. I believe that by being honest, grounded, and supportive, we can create a welcoming and homely atmosphere for our residents. I’m proud to be part of a team that values collaboration and teamwork. Together, we can continue to provide exceptional service and create a positive living experience for our residents.
Weekly yoga classes
Natasha Riddoch, Resident Services Manager
Breakfast club
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4
GOVERNANCE
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CORPORATE GOVERNANCE
HEALTH AND SAFETY Our Health & Safety team are crucial to the success of our business and they ensure construction projects are executed in compliance with legal regulations, safeguarding workers, residents, and the public from potential hazards. By identifying risks, implementing preventive measures, and maintaining a safe working environment, the team not only protects lives but also minimises delays, legal issues, and additional costs. Their role is integral to sustainable, efficient project delivery, helping to build trust with stakeholders and ensure long-term success. In 2024 over 300 toolbox talks on health, safety and environmental matters have been delivered onsite. We continue to review and improve our health and safety procedures and carry out ongoing training to ensure that all Dandara Living personnel and contractors have the information and resources they need to manage their physical and mental health, wellbeing, and stay safe onsite. The Dandara Group is committed to responsible corporate governance, and operating with integrity, in an honest and ethical manner. Standards and policies are set at a Group level, providing a best practice framework that ensures standards are maintained in all aspects of the business including ESG objectives. Our corporate governance and compliance obligations can be viewed on our website.
LIGHTHOUSE CONSTRUCTION INDUSTRY CHARITY AND MENTAL HEATH FIRST AIDERS
We have a proactive, ongoing commitment to supporting the health, wellbeing, and mental health of personnel across our business, and have partnered with The Lighthouse Charity, which provides free, confidential support to those employed in the construction industry and their families.
Figures from the Charity, show that stress, depression, or anxiety accounts for 20% of all work-related illness in the UK construction sector, and that tragically, two construction workers take their own life every day. Representatives from the Charity have visited our sites to discuss mental health challenges and highlight the free and confidential support which is available to all Dandara Living employees and contractors. To further support our colleagues, we have also trained 20 Metal Health First Aiders (MHAs) and aim to have at least two MHAs at each of our sites, live developments and offices, who are available if colleagues feel stressed and want to talk, or to signpost support services.
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SUPPLY CHAIN
We aim to support those within our supply chain who share similar ESG values to continually improve compliance and Governance practices across the industry. We require the companies and suppliers we work with to adhere to high environmental and social standards, reducing risks associated with unethical practices including modern slavery or environmental risk.
The Dandara Living Sustainable Procurement Statement can be seen on our website and these set our key objectives within this focus area. We aim to:
• Reduce our consumption of natural resources. • Minimise the impact of our projects on the environment and society. • Encourage and support supply chain partners to minimise environmental and social impacts within their operations. • Ensure that ethical, human rights and labour standards are met by all stakeholders. We are therefore working with our supply chain to ensure materials are sustainability sourced and collaborating on takeback schemes to minimise waste produced on site. From a social perspective, we require suppliers to promote local employment where feasible and follow ethical labour standards, including fair wages and safe working conditions. This alignment enhances trust, promotes long-term sustainability, and contributes to resilient business relationships.
MODERN SLAVERY In line with the Modern Slavery Act 2015, we have developed our Modern Slavery Statement which is available on our website. The statement sets out the steps taken by
The Dandara Group to understand potential modern slavery risks related to our business and to prevent modern slavery and human trafficking in our business and supply chain. Since publication, we have also carried out additional due diligence within areas of perceived risk including audits with our labour agencies and groundworker contractors. We have also ensured the topic is covered in site induction and training, and we are rolling out additional ‘spot the signs’ toolbox talks. All our sites have information posted in multiple languages on what to do if modern slavery is suspected.
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Through thoughtful design we aim to combine natural light, practicality, and physical comfort to create homes that enhance occupants’ physical and mental wellbeing and benefit the wider local community through our procurement policies and supply chain partnerships. For example, working with furniture partners offering ranges with a high level of recyclability, and fit-out contractors who provide work placements to young people from diverse backgrounds who may not otherwise have access to such opportunities.
These principles continue through to the fitout of our developments. Earlier this year, we developed ESG Principles for furniture selection and require our suppliers to adopt a responsible, holistic view of furniture procurement, through balancing cost, quality, and functionality with environmental impact. We expect our spaces to include furniture that promotes: • Reduction in maintenance and replacement intervals by adopting a whole lifecycle approach to costing. • Improved occupant health and wellbeing by selecting ergonomic furniture that promotes increased mobility and specifying low/no VOC content to enhance air quality. • Reduction in negative and environmental impacts by selecting furniture with high environmental credentials, responsibly sourced materials and designed for disassembly and maximised recyclability. • Supporting the local economy by using locally produced furniture and suppliers.
SUPPLIER RELATIONS In an effort to main strong and positive supplier relations, we have an operational objective to get our debt beyond payment term (DBT) days to zero, compared to the industry average of 53 days. Our current performance average is 7 DBT days, and our Commercial, Procurement and Finance teams are working hard to reduce this further. This enables us to work with local small and medium enterprises, maintain healthier financial stability and maintain strong relationships with suppliers.
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HR: PEOPLE MATTER
Over the last year, our Human Resources team have been reviewing and enhancing employee benefits, policies, training, and wellbeing across the business. The in-house training system, MyAcademy, has been relaunched for all employees and the induction process has been updated for new company joiners.
WELLBEING The business is focused on ensuring that there are services in place to support employee wellbeing. In addition to our partnership with the Lighthouse Charity, through our dedicated Employee Assistance Programme (EAP), all employees and immediate family members have access to free, confidential support across a wide range of service areas including: stress and anxiety counselling, housing and tenancy concerns, and bereavement support. EMPLOYEE ENGAGEMENT SURVEY To foster a culture of open communication and continuous improvement, we launched our first Employee Engagement Survey in early 2024. Over 90% of employees completed the survey, which is an exceptional response rate and following their feedback we have launched a number of improvement initiatives including: Employee Representative Meetings to facilitate open communication; augmented private medical insurance (PMI) eligibility; upgraded Life Insurance, Maternity and Paternity Policies.
EV charge points have been installed at several of our offices and to date, 44 electric cars have been delivered to Dandara employees through our company Vehicle Scheme. Numerous other colleagues have availed of the cycle-to-work scheme. In addition, all our colleagues are able to access a series of shopping discounts and health and fitness benefits.
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LEARNING AND DEVELOPMENT
Earlier this year, we launched MyAcademy, a new interactive learning and development platform where employees can complete both mandatory training on topics such as Modern Slavery, Site Safety and Unconscious Bias, to training and development courses relevant to their role and career development ambitions. Over the course of next year, we will also be offering more individualised training and developing a new mentoring scheme to support colleagues across the business. In addition to the 400 Apprenticeship weeks and over 770 work placement hours supported in the last year, we also directly employ five apprentices in roles as varied as Site Manager, Solicitor, Chartered Surveyor, Quantity Surveying and Construction Management. This enables colleagues to ‘earn while they learn’ and gain valuable, practical on-the-job experience whilst studying for their professional qualifications.
My one piece of advice to other women considering a role in construction is to not be afraid to speak your mind and be confident in your decisions. Speaking from experience, I know this may be hard...but your confidence will grow with your knowledge. Trust the process!
Diana Stan, Apprentice Site Supervisor
I am currently studying for my Quantity Surveying Technician HNC. I’m really enjoying the course so far and finding the balance between study and work very manageable. I’m pleased that I opted for this format of gaining a qualification rather than going to university! My career goal is to continue learning on the job and progress to a Senior Quantity Surveyor.
Rory Kidman, Trainee Quantity Surveyor
DANDARA LIVING ESG REPORT 2023 - 2024 |
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Vertex 2nd Floor, 1 Tabley Court, Victoria Street, Altrincham, WA14 1EZ
0161 829 3020 info@dandaraliving.com
| DANDARA LIVING ESG REPORT 2023 - 2024
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