We introduced our Positive Impact Plan 2025, our sustainability strategy, to fully underpin our company’s purpose – to have “a positive impact on everything we touch.”
Our plan marks the next step in our evolution towards a sustainable future, creating a legacy that supports us with making a meaningful difference to our people, our business, and the communities and environment in which we work and live.
2019 saw us set some firm five-year goals, focusing our efforts on reinvigorating and evolving our sustainability ambition to impact on the areas that mean the most to us. It focuses on five key priorities which were launched throughout the year.
The phased roll-out of the plan during 2019 provided opportunities for effective engagement with our colleagues and wider stakeholders as well as alignment to key national or industry events. The plan has been continuously supported by our people.
To support our colleagues in giving back to the community, we launched our employee volunteering policy, allowing everyone across the business, at any level, the opportunity to take three days each year to volunteer – or up to five days in special circumstances or for community projects abroad.
Our behavioural safety programme ‘Collaborative Safety’ has been rolled out across the business as we continue to put the safety of our colleagues first. We have also invested heavily in our approach to Mental Health & Wellbeing. This included company-wide Mental Health Risk Assessment, which is now complete. nmcn is firmly committed to taking action to address the Risk Assessments findings and improve the mental health of our people.
In May we put a spotlight on Mental Health during Mental Health Awareness Week. To raise awareness of how to spot the signs and symptoms of mental illness and how to look after yourself, we distributed posters across all our sites and offices. We also produced handy pocket cards to promote mental health and wellbeing, which have also been distributed across all our sites and offices to provide a reminder about mental health, how to spot the signs of poor mental health and who to contact if help is needed. Part of this initiative included the launch of our Employee Assistance Programme App, which includes materials and resources that support mental health and wellbeing, allowing our people access to help whenever they need it.
In our next step to transition to a low carbon business, we have produced a business-wide Low Carbon Strategy with a focus on tangible actions, from design through to building products and transport.
We have also consolidated our energy supply to just two, giving greater transparency to our data and energy consumption as well as enabling the business to switch to green electricity.
We have engaged with some of our suppliers to help reduce our impact on the environment including: reducing waste, plastic packaging and finding alternative products which are more sustainable. This included the development and launch of our Ultra Low Emission Accommodation Unit with one of our suppliers.
In July, as part of our commitment to reduce our impact, we ran two campaigns. Internally, this included behavioural change posters, stickers and competition for all our colleagues focused on carbon reduction. Externally, we utilised social media for a campaign engaging children in a recycling competition, to promote recycling and reuse of materials, whilst emphasising creativity and innovation. The competition created an opportunity for children to learn more about recycling, responsible use of resources, and sustainable living through creative exploration.
To prevent plastic pollution we provided all of our people across the business a reusable water bottle and lunch box.
We launched our Pilot Flagship Schools Programme with St Mary Magdalene CE Primary School, which has transformed the school curriculum. We have worked with the teachers to support their lessons with tailored construction activities in line with the national curriculum and Ofsted standards, to inspire future generations to consider careers in construction. The student feedback so far has been fantastic with over 140 children 7-11 years old engaged so far.
We have announced our first corporate Charity Partnership with the mental health charity, Mind with the aim to engage our colleagues in company fundraising activities whilst tackling this industry challenge.
Our Prisons programme has successfully run through 2019. We have trained 31 people over three cohorts in our nmcn Construction Academy Programme in Level 1-2 The Diploma in Construction and Civil Engineering Services and CSCS Card.
Our colleagues also supported different causes through our volunteering policy with over 1380 hours volunteered.
In October 2019 we published our first ever Whitepaper, a first for the company and an example of our constant drive to move forward and develop.
Our ‘Manifesto for Change’ is aiming to influence the mindset of those, yet to embrace new technologies, who have the power to transform the industry.
Our whitepaper suggests that much of the talk around digital off-site build initiatives remains the same as it was over a decade ago, with many businesses and the industry still not making any significant changes. It suggests that by combining off-site build and digital transformation, the entire construction sector could be reshaped for the future.
As a business, we’re committed to thinking differently when it comes to the way we work. We recognise that there is a huge opportunity across all construction sectors and at all levels if we go on a digital transformation journey together – helping our industry to pick up its innovation pace.
We have improved our understanding of innovation across the organisation and ensured that ideas are properly captured and developed through internal app leading on ‘Your Positive Impact’ for our colleagues.
We introduced the PX-80 laser scanner to the UK market with a view that sharing this innovation we are able to move the industry forward in big steps, towards a better future for generations to come, and in doing so, operate our own business more efficiently, safely and at the cutting edge.
At nmcn we’re working hard to reduce our average payment days. We do this by actively talking to our suppliers and proactively renegotiating payment terms. We have improved our payment statistics to 44 average payment days and continue to pay our supply chain on time.
Part of doing Better Business is ensuring that we comply with regulations and best practice in relation to business ethics. We also need to proactively identify and engage with all our stakeholders. To that end, we have undertaken a number of important projects, which included our revised nmcn’s Code of Conduct.
Our Positive Impact Plan 2025 was recognised in its first year externally by Leeds Sustainability Institute. We have achieved the Research, Innovation, Sustainability and Enterprise (RISE) Award for “Outstanding Contribution to Social Value”.
Our Positive Impact Plan brings our purpose to life by enabling our colleagues to understand how they can bring a positive impact through their everyday actions. Our focus continues to be on delivering a positive impact in everything we do, which is key for achieving our vision of being the best performing company in our chosen markets.
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