Our customers

• 75% of our work was through frameworks and 65% was repeat business
• Customer satisfaction score was 8.7 out of 10
• Net promoter score of 86%

We go beyond the letter of the contract, or project specification, to understand and support our customers’ aims and aspirations.

In 2019 we made a number of improvements to the way we communicate, collaborate, and drive quality on our projects, as a result of the feedback we received from our customer satisfaction process. We successfully introduced a “You Said We Did” approach where we listen, understand and act on feedback received.

Our customer satisfaction interviews ask our customers to rate our performance, whether they would recommend us and the likelihood of working with us again, based on their experience with our service. In 2019, we completed 432 face to face interviews, listening to our customers across all regions.

The feedback was predominantly positive, with our customer satisfaction score as 87%. 76% of our respondents rated our people 9 or 10 out of 10 and our average score increased by 3%, where our customers rated our understanding of their vision and expectations.

65% rated us a 9 or 10 when asked how valued they felt as a customer. Our net promoter score – that is, the number of people who say they would positively recommend us (promoters) minus those who say they are ‘passive’ or wouldn’t (detractors) – was 86%.

Many customers praised our commitment to sustainability, but an area where we can improve is through increasing customer awareness and visibility of the sustainability measures on their projects. They also wanted to see a more collaborative approach where we align our activities to their sustainability/community strategy.

In 2020, we aim to work more closely with our customers to ensure sustainability goals are jointly agreed and progress is communicated and reported regularly. We will prioritise early discussions with our customers, where we can better inform them about the breadth of sustainability and the value it can add to their projects.

Through sustainable solutions we can give our customers added value. For example, by using life cycle costing we identify components and materials which can reduce customers’ ongoing maintenance costs. Improving a building’s energy performance can reduce energy bills. In addition, by spending and employing locally we can support our customers’ ambitions for economic growth – in 2019, for projects procured via the SCAPE framework, 75% of spend was within 40 miles.