CSR

Corporate responsibility is a core Novus value

We believe that to be truly socially responsible within an ever-changing corporate world, strong community values need to be woven into the very core of a business. This is certainly the case for Novus Property Solutions.

Corporate social responsibility (CSR) affects everyone. From the thousands of people our projects support each year - to the dedicated teams that represent us in 30 locations throughout the UK - our commitment to adopting ethical practices is a crucial aspect of our company's overall ethos.

Responsible Business

Corporate responsibility is a core Novus value. We integrate economic, environmental and social considerations into our strategic decision-making and are proactive in minimising the negative impacts of our operations. As active members of Business in the Community (BITC), we are committed to raising the standards of CSR across our industry.

Supporting Local Economies

We adopt a ‘think local’ approach to service delivery. All of our operational offices use local labour and recruitment and local supply chains including sub-contractors and suppliers to resource our contracts. This positively benefits local economies, creating more jobs and driving money into local businesses. We also look to engage and develop SME’s wherever possible to promote the growth and development of local enterprise.

Community Investment & Charitable Activity

We utilise the skills and resources within our business to support community projects and fundraise for charitable causes. Every Novus employee is afforded a day each year to volunteer their skills on community project or a charitable cause.

Changing Lives

Changing Lives

Sustainability

Sustainability

Environmental Responsibility

We aim to eliminate or significantly reduce any negative impact upon the environment by setting environmental targets and objectives.

We address our carbon footprint by closely monitoring energy usage within our offices and fuel usage across our vehicle fleet, with innovative vehicle tracking technology.

Diversion of waste from landfill is maximised through detailed waste management reporting, segregation of waste at source and established recycling agreements with key suppliers.

Procurement of materials with a recycled content is prioritised in accordance with WRAP recommendations.

RECENT PROJECT:

Premier Inn training facilities for Derwen College

We have recently helped to create an outstanding new Premier Inn Training Centre for a Shropshire college.

For 90 years, Derwen College in Oswestry has worked with young people with learning difficulties and disabilities aged from 16 to 25, giving them vital independence skills and preparing them for the workplace. The college's partnership with Whitbread has provided its students with opportunities for practical work experience at a range of local Premier Inn hotels since 2013.

Latest Blog Posts

Being stricter on bad payers

BEING STRICTER ON BAD PAYERS

  24 MAY, 2019
Neil Washington, Finance Director at contractor Novus Property Solutions, explains how clients and the industry should work harder to enforce better payment practices to strengthen the SME supply chain The obligation on firms to disclose their payment terms came into effect in 2017 but judging by the headlines so far in 2019, many industries are still struggling to meet best practice. The construction industry is not alone, yet the subject of late payments in the sector has very specific ramifications for its long-term health. You can see how the industry got itself into this state. Many of the largest listed contractors operate on extremely tight margins and must satisfy investors in the City. Paying subcontractors promptly can often fall down the list of priorities, either deliberately or not. At Novus we’ve strived to reduce our payment terms because of the issues late payment causes. We now take only 26 days to pay subcontractors on average and this puts us in the top five quickest among the industry’s largest 100 contractors ranked by Construction News, where the average time to pay is 43 days. We don’t have any different accounting methods or invoicing systems, it’s purely in our culture to pay our subcontractors on time. We’re a family-owned business and that plays a part in cultivating values like this. But the construction industry is a varied beast and each contractor has different internal pressures. In some cases, larger contractors will use cash which is due to be paid to their supply chain as working capital and without pressure from clients to change this, it could carry on for a long time. While late payments must now be recorded and published, more could be done to accelerate change. The issues it causes Main contractors and their supply chains have a symbiotic relationship. Paying on time and ensuring that subcontractors can maintain good cashflow means that they will be more likely to accept more work and do a good quality job. It’s also rare that a subcontractor will only be working for just one bad payer at any given time. This can so drastically affect their cashflow that they risk going bust. The industry faces a huge skills shortage and access to labour, particularly specialist skills, is increasingly difficult. Often these skills come from smaller businesses. A weakened supply chain drives up costs and results in longer project timeframes for clients. What can larger contractors and clients do? While most clients stipulate good payment terms when appointing a major contractor, very few follow this up during projects. We’d advocate a review of payment practice statistics as part of the bidding process and spot checks on payments during contract periods to ensure contractors are making good on their promises. It’s clear that public shaming may not be doing enough to push the industry and going against the curve like Novus has done can be difficult, particularly when your competitors aren’t doing much themselves. Direction from clients could initiate a huge change for the benefit of local businesses while reducing long-term construction costs.
The Gender Pay Gap in Construction

THE GENDER PAY GAP IN CONSTRUCTION

  11 APRIL, 2019
The construction industry is known for being one of the poorest industries for pay inequality and gender diversity.  Following the publishing of the 2018 gender pay gap report, find out more information on how we at Novus are making positive changes within the construction industry. Construction News has released the gender pay statistics for the top 100 contractors and, as with supply chain payment performance we have performed well for our industry. Overall, we have the 18th smallest gap (19.8%) and have made the 9th biggest improvement (-5.6%) compared to 2017 levels based on the median salary levels which are considered the most accurate indicator. In 2018, we have seen a positive shift towards better gender diversity and with that our mean and median hourly rate and bonus data have improved significantly. The gender balance of our shareholding, executive management and leadership continued to improve in 2018 and this benefitted the business in, ensuring that our approach, practices and decision making considers the broadest views and perspectives. Whilst we are proud of our achievements in 2018, we are determined to close the gender pay gap further by ensuring we have a positive, fair, open and transparent culture and will continue to offer: ·         Attractive and fulfilling roles ·         A flexible working environment ·         Great quality leadership and management ·         Accessible development and progression opportunities ·         Fair and consistent rewards and benefits “At Novus, we understand that we have an important part to play in presenting a more positive perception of our sector and although there is no quick-win solution, we recognise the benefits of continuing to develop our culture and our workplace for the benefit of our clients, our customers, the communities we work in and our colleagues” Alan Nixon, CEO. To discover more about gender pay gap, read our report here.