We are creating a better place for our people by supporting their health and wellbeing, putting safety first, championing openness and inclusion, and helping everyone realise their full potential through training and development.
Safety first
We promote a culture where SHE (safety, health and environment) is embedded in everyday decision-making and operations. We engage with employees at every level, including management, directly employed operatives and contractor workers, to ensure SHE remains a priority throughout all stages of our work.
Reduction in AIRS
An Accident Incident Rate (AIR) is an industry standard set by the Health and Safety Executive and measured by the ratio of the number of legally reportable personal injury accidents multiplied by 100,000 and divided by the average number of employees.
Monitoring our AIR performance allows us to benchmark ourselves against our peers. By thoroughly investigating all accidents, we can understand root causes and trends within our operations. We are committed to reducing the AIR within our business year on year.
How we do it
Each year we develop an improvement strategy to improve our AIR performance, based on the benefits realised from previous actions, as well as any weaknesses identified. We encourage better performance by promoting NHBC Pride in the Job awards, as well as our business’s own annual SHE Awards, where all sites participate and best practice is recognised and celebrated.How it is measured
We measure how many people are direct employees and those employed through sub-contractors on our sites. This averages about 5,000 people per day.
Legally reported accidents include fatalities, specified injuries, and injuries that cause more than seven days of absence. We have measured AIR for all accidents since 2004 and have seen an overall reduction.
Our progress:
Dec 2025
AIR 203
Dec 2024
AIR 229
ISO 45001 and ISO 14001 accreditation
We are one of the few UK housebuilders to achieve accreditation of our management systems to ISO Standards 45001 and 14001. Using the cornerstones of plan, do, check, act, these standards create a model of management systems that allow for continuous improvement.
How we do it
We have aligned all our policies, process and procedures to ISO Standards 45001 (health and safety) and 14001 (environment).
How it is measured
A third-party assessor verifies that we are compliant with the standards. We obtained accreditation in 2009 and have demonstrated that our systems and processes remain compliant through 3-yearly audit and assessment. Our most recent renewal was in June 2024.
Health and wellbeing
We have had a health and wellbeing strategy in place since 2019, demonstrating our commitment to supporting employees and encouraging a healthier, more engaged and productive workforce. We have set a new five-year target to improve the health and wellbeing of our people following a refresh of the strategy in 2024.
Better for people, better for business
We are improving wellbeing, productivity and engagement across our workforce by investing in programmes that provide health and wellbeing support, enhance mental health, encourage positive lifestyle changes, build coping skills and promote healthy relationships.
These programmes also help reduce absence, while supporting stronger retention and motivation.
How we do it
We conduct thorough reviews of our health and wellbeing strategy to prioritise areas that most affect employees. This has allowed us to identify that mental health absence was increasing while there was low uptake of the support available. We are also aware that our employees are facing pressures from an inflated cost of living and wanted to add financial wellbeing as a pillar of our strategy.
For the first time we have five generations in the workforce, and we recognise the different needs of each group during each stage of their career by developing more personalised and flexible solutions.
Each Miller Homes region has a team of health and wellbeing champions and Mental Health First Aiders to drive local plans. Our health and wellbeing teams receive the development and support required to enhance the working environment for all.
Strategic Focus Areas
How it is measured
Future skills and training
We recognise that learning and development (L&D) is a key driver for creating a sustainable business, contributing to professional development, long-term retention, enhanced engagement and our ability to grow.
How we do it
We invest significantly in L&D and deliver a strategy in support of the company’s strategic objectives.
We are the only major housebuilder to have achieved business-wide Investors in People (IIP) accreditation at Platinum level. IIP is awarded to companies that demonstrate high performance across a range of employee-focused assessment criteria, including approach to leadership, support and staff development.
How it is measured
During 2024, we set ourselves a target to increase the average number of training days per employee to 4 days. We achieved this target at the end of 2024 when the average number of training days per employee rose to 4.1 days and have since maintained this.
Our Platinum accreditation is assessed by IIP every three years.
