Sustainability Report 2021

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Report 2021

For the reporting period 1st November 2020

to 31st October 2021




Powering UK homebuilding

through partnership

Sustainable business model 03

Sustainability highlights 04

Chief Executive Officer’s update 06

Defining priorities 09

Governance 10

Sustainable cities and communities 12

Good health and wellbeing 20

Quality education 22

Decent work and economic growth 24

Industry, innovation and infrastructure 26

Responsible consumption and production 28

Climate action 30

At Keepmoat Homes we think and act beyond bricks

and mortar – sustainability is built into our vision: Building

Communities and Transforming Lives.

As well as creating better places for people to live across

England and Scotland, we know our success depends on

playing our part in building the sustainable communities

and enhanced environments our customers and partners


Working with our partners we have built thousands of new

homes across the country, 69% of them on brownfield

sites, transforming them into thriving new communities.

As a leading homebuilder for first time buyers, we help

people take their first step on the property ladder with

our average selling price at £179,000.

Above all, we are committed to delivering more of the

high quality, multi-tenure, new homes the UK needs

at prices that people can afford. In the last year, we

maintained a 5-star customer satisfaction score with

the Home Builders Federation.

Creating sustainable value through the development process

(Building Communities. Transforming Lives)

Life on land 32

Partners, awards and accreditations 34

Performance data 36


brownfield land at

low cost in areas of

social, environmental

and economic need


sustainable solutions

with development

partners and local


Deliver great homes

in great places at a

low average sales

price to a stable first

time buyer market

Create lasting social,


and economic

value during the

construction phase


2021 Sustainability


Key corporate achievements this year

Environmental Social Governance


mental health first

aiders in position


employees on ‘earn

and learn’ schemes


social value delivered


waste diverted from


Committed to set science-based

carbon emissions targets

Joined Race to Zero, committing to

go net zero before 2050

Audited purchased timber for

FSC and PEFC certification

Delivered a 5-month COP26

engagement campaign

Embedded ecological

enhancement and biodiversity net

gain assessment into development


Developed national Social Value


Introduced a sustainability value

reporting tool

Social Value Management

system certified by Social Value


Achieved Gold Status of the

5% Club

Retained Investors in People


Transformed our governance


Created a new sustainability


Reported on the year in our first

sustainability report

Partnered with the Supply Chain

Sustainability School and gained

Gold status as a member

Joined the Future Homes



of sub-contract spend

with businesses

accredited to CHAS



operational carbon

reduction per home

since 2019

Our social and economic footprint


Social value generated





homes EPC rating

of B or higher

Read page 9 for more information on the

UN Sustainable Development Goals.


of homes built

on regenerated

brownfield land



• Diverting waste from


• Providing new

dwellings with access

to waterbodies.



• NEETs employed

• Apprentices


• Employee diversity


• Employee wellbeing


• Employment support

for youth

• And more...



• Spend with local


• Employing local

people directly

• Local employment

through the supply


• Training through our

graduate scheme

• Hyperfast



contribution towards

the provision of

affordable housing


In the year that COP26 took place in

Glasgow, we’ve taken further steps

to embed social and environmental

sustainability in everything we do.

The government is clear that housing will play a pivotal

role in decarbonising Britain. This poses technical, supply

chain and skills challenges for our industry, but it is also

a great opportunity to attract new layers of people into

our workforce and sell the benefits of energy efficient

new builds to our customers. As a homebuilder which

specialises in working with public sector partners, often

on sites with high sustainability requirements, we are

well placed to play a leading role in what will be a

transformation in housebuilding over the next five years

and beyond.

Our pilots of smart homes to reduce energy bills at West

Gorton with Salford University, and the low carbon homes

we are about to build at Parklands Village at Westonsuper-Mare

provide a steady stream of opportunities to

learn and prepare for the 2025 Future Homes Standard.

And our focus on delivering social value across our

developments ensures that we, together with our suppliers

and sub-contractors, are providing opportunities for a new

generation of builders who will provide the warm, efficient

homes of the future in sustainable communities in thriving

economies. This goes to the heart of our Vision – Building

Communities, Transforming Lives. We have achieved a

Social Value Management Certificate Level 1 in recognition

of our developing expertise on social value, and are the

only major national developer to hold this accolade.

These measures put us in a strong position going forward

for the short, medium and long term when combined

with the commitments we have made this year to set

science-based carbon emission targets and to go net zero

by at least 2050. Our partnership with the Supply Chain

Sustainability School will increase the capacity of our

suppliers along this journey and provide excellent learning

opportunities for our directly employed colleagues too.

This is why the social side of sustainability is so important

to Keepmoat – globally there are great environmental

challenges but ultimately it is people that must meet those

challenges, through skills, knowledge, innovation and

ensuring that solutions are accessible to all. At the time of

writing the pressure that high energy prices are putting

on households is highlighting the ever more visible links

between social, economic, and environmental issues.

This Sustainability report - Keepmoat’s first - aims to clearly

and transparently reflect how Keepmoat is considering

all these issues and performing against them. I would be

delighted to receive your comments on it.


“Globally there are great

environmental challenges

but ultimately it is people

that must meet those

challenges, through skills,

knowledge, innovation

and ensuring that solutions

are accessible to all.”

Tim Beale

Chief Executive Officer

DEFINING PRIORITIES Sustainability Report 09

Working hand in hand with stakeholders

Our Sustainability Strategy is based on the material sustainability issues which

matter most to the people around us.

UK Sustainable Development

Goals (SDGs)

A key part of setting this strategy was our materiality

assessment conducted in FY19, a detailed stakeholder

consultation with 135 internal and external stakeholders. This

included our employees, clients, investors, partners, the third

charitable sector and members of the local community.

By analysing the quantitative and qualitative responses

from our stakeholders, we developed a materiality matrix,

which gave us a clear indication of the importance of key

sustainability issues to our stakeholders. We subsequently

used this insight to refine our strategy and align our approach

to eight of the UN’s Sustainable Development Goals.

Importance to stakeholders

Clean energy

Sustainable travel

More information on our materiality process is available in our

Sustainability Strategy document.

Refreshing our analysis

In recognition that the COVID-19 crisis may have changed

the priorities of many of our stakeholders we will be

refreshing our materiality analysis in FY22 via an independent

stakeholder consultation conducted by the Grantham Centre

for Sustainable Futures.



Accessible and adaptable homes

Community regeneration

Zero net waste

Climate change resilience

Accredited management systems

Employee wellbeing

Community wellbeing

Community training


Supply chain competency

Sustainable procurement

Youth education

Pollution prevention

Employee development



and homes

Affordable homes

Climate change mitigation

Health and safety

The background

The United Nations has defined 17 Sustainable

Development Goals (SDGs); a blueprint that helps us work

together and contribute to a better and more sustainable

future. As well as considering the environment, the SDGs

address key social challenges, including inequality, poverty,

education and economic prosperity. They also ultimately

provide a framework for nations and businesses to identify

common purposes and opportunities, showing how local,

industry and global action can be interwoven.

Eight SDGs. One lasting commitment

to sustainability

We take a holistic approach to the delivery of sustainability

at Keepmoat and work to address global sustainability

priorities on a local level. By focussing on eight material

SDGs, we have developed a vision of sustainability

activity that helps us to contribute to global

and local priorities. This approach also

helps us to refine our focus and

ensure we make a material

difference to the people and

places around us, every day.

A global approach on a local level

The challenges addressed by SDG 11 (Sustainable Cities and

Communities) are key focusses for our business. Seven other

SDGs inform our corporate vision and strategy, prioritising

the material sustainability issues that matter most to

Keepmoat Homes and our partners.

Over the following pages, we’ve included case studies that

highlight our holistic approach to achieving sustainability

and making communities inclusive, safe, resilient and

sustainable (the key focuses of SDG 11). These are followed

by specific updates on our progress in FY21, relating to each

of our seven goals and the associated SDGs.

Local workforce

Staff volunteering

Diversity and inclusion

Importance to Keepmoat Homes

GOVERNANCE Sustainability Report 11

Governance and management

During the year we changed our governance structure and the way we manage

sustainability to enable lines of responsibility that cover all functions of the organisation.

This is creating a clearer pathway of decision making and accountability from our main

business operations, to our sustainability department and Board.

A Sustainability Committee of the Executive with crossfunctional

oversight now ensures a full-focus on sustainability

each quarter at the highest levels of the organisation.

Alongside this change, we have created an entirely new

sustainability function, including new positions of Head of

Sustainability and Corporate Sustainability Adviser.

At the community level our Social Value Managers remain as

part of our local Land and Partnerships Teams coordinating

delivery of social value locally, with strong channels of

communication via a monthly Social Value Working Group.





Supply Chain


Social Value








Corporate Sustainability


Reporting and benchmarking

• Communications and awards

• Coordinating social value activity

• Performance monitoring

• Bidding support

• Carbon/climate mitigation

Delivery of sustainability improvements is embedded within

day-to-day business activities in our regional businesses and

is supported by regular sustainability messaging through

our ‘Hub’ intranet site, weekly ‘Monday Matters’ employee

newsletter and ‘Home’, our seasonal employee magazine.

A training plan is in place for the delivery of the most relevant

sustainability issues for the senior leaders of our business,

including the Executive, making the most of our partnership

with the Supply Chain Sustainability School.

Investors and Board of Directors


Head of Sustainability

Senior Environmental

Sustainability Advisor

CEO and Executive

Executive and Sustainability


Sustainability Steering Committee

Sustainability Function

Social Value

Working Group

• Environmental investigation

• ISO 14001:2015 management

• Auditing and inspections

• Operational environmental support

• Training and briefings



& Social Governance

Strategy & delivery

Social Value Managers

Land & Partnerships function

• Social Value bid support

• Maintain regional partnerships

• Deliver social value commitments

• Monitor performance

• Delivering social value through

supply chains

Taskforce for Climate-related

Financial Disclosures (TCFD)

Keepmoat is progressing adoption of the recommendations of TCFD in reporting

disclosures. While full adoption of TCFD is in progress, the below table provides a

summary indication of readiness as part of our journey of progression.

Governance Strategy Risk management Metrics and targets

Disclose the


governance around

climate-related risks and


Sustainability risks and

opportunities, including

those around climate

change are raised to

the Board through the

Executive Sustainability

Committee (see page 10).

Management and

assessment of climate

risks and opportunities

is via the Sustainability

Steering Committee that

liaises closely with function

leaders as issues develop.

Disclose the actual and

potential impacts of

climate-related risks

and opportunities

on the organisation’s

businesses, strategy, and

financial planning

where such information

is material

Our Annual Report 2021

references climate risks in

the report on physical risks

including construction-side

risks from drier summers

and wetter winters. It also

references development

flood risk mitigation in

the form of sustainable

drainage systems.

Independent climate

risk reports have been

undertaken during FY21

and we are currently

working to apply different

climate scenarios to these


This sustainability report

starts to outline the early

elements of our carbon

reduction strategy including

mitigation opportunities.

Disclose how the

organisation identifies,

assesses, and manages

climate-related risks.

Climate-related risks

are manged through

our ISO14001:2015

management system –

climate risks are assessed in

relationship to organisation

context, interested parties

and compliance obligations.

This process identifies

likelihood and severity

of risks, responsibilities,

mitigations and controls.

Business functions

contribute to identification

and management of

these risks through the

Sustainability Steering

Committee, with risks

assigned an ‘owner’

ensuring that mitigations

and controls are actioned.

Residual risks are reassessed,

after which

significant risks can be

escalated to the corporate

risk register, ensuring

Executive oversight.

Metrics and targets

Disclose the metrics and

targets used to assess

and manage relevant

climate-related risks and

opportunities where

such information is


Keepmoat records and

reports a number of metrics

on carbon emissions

(scope 1, 2 and 3). The

business also reports on

climate adaptation metrics

including the proportion

of developments with

SUDs ponds and energy

efficiency (EPC) ratings

of homes. See this on

pages 36 to 39.

At the time of writing our

carbon reduction target

is to reduce scope

1 & 2 emissions by 3% per

annum. The business has

pledged to set a sciencebased

carbon emission

target via the SBTi, and

has joined the Race to

Zero with a pledge to be

net zero carbon by at least


RMT and EHS relate to Regional Management Team and Environment, Health and Safety function.


Delivering a better

tomorrow for everyone

As well as creating safer, more sustainable places for people to live, we’re working

with our partners to create and improve places, which in turn improve economic,

environmental and social outcomes.

Throughout the development process positive outcomes for

communities, partners and our other stakeholders enable us

to develop strong relationships with public sector partners,

purchase brownfield land at low cost and deliver positive

environmental social and economic outcomes creating

thriving new communities.






Completed home sales on

brownfield land

Home sales completed in

regeneration areas (the bottom

two deciles of Indices of Multiple


Homes are affordable

Our goals

• To address the national housing shortage

through the construction of affordable


• To deliver sustainable community and

regeneration initiatives around Keepmoat

Homes developments.

Our progress in FY21

• 39% of our homes sold to affordable

housing providers at a discount worth


• New social value reporting system

introduced. £200.8m social value


• Level 1 Social Value Management

certification achieved.

“We use the term social value to

describe the environmental, social and

economic benefits generated through

the outcomes of our business activities

both locally and nationally over the

short, medium and long-term.”

Our strength in this area comes through our team of expert

Social Value Managers that understand local priorities and

focus on engaging stakeholders at all stages to understand

and deliver the outcomes they want to see.

Over the past year we have focused on moving from local

level excellence on key projects to furthering national

consistency in our delivery of social value outcomes.

During the year:

• We created a Social Value Working Group that

shares best practice and implements national-level


• Created national Social Value Standards incorporating

best practice approaches

• Set up a sustainability and social value reporting tool to

improve the way we collect data – showing £200.8m in

social value generated through all our business activities

• Delivered training on social value to the industry, via the

Supply Chain Sustainability School

• Successfully upgraded to the Social Value Management

Certificate Level 1.


Case study:

Riverbank View

(Charlestown, Salford)

Charlestown is a Keepmoat development on

a brownfield site in the centre of Salford. In

collaboration with Salford City Council, we’re helping

to regenerate the area; and providing training, job

opportunities and an improved environment.

Starting in 2016, this site exemplifies our

longstanding competence in the integration of

sustainability into our partnership offering and

how it supports our business success.

This approach differentiates us from a traditional

housebuilder and helps to ensure we address

the biggest societal and environmental issues

facing us.

Working in partnership with Salford City Council

and Inspiring Communities Together, we’re

helping to regenerate the area; providing training,

jobs and an improved environment. This resulted

in the development winning the 2018 Social

Value UK award for its work with young people

not in employment education or training (NEETs).

Social impact

42 apprentices through the build partnership

78% local labour

177 weeks of work experience and 2,800 under-

25s engaged in social and economic activities

240 participants attending training, obtaining

460 qualifications and industry certifications

497 children supported with holiday hunger

Number of local shops increased 3 fold.

Partner endorsement (Salford City Council)

“Keepmoat Homes are a stand out construction

employer for their range of employment and

training programmes with outstanding outcomes

all delivered with a deep understanding of

effective partnership working and a real passion

for helping some of those people who need the

help the most. Fantastic!”


15 hectare brownfield development of 425

homes, located in a regeneration area,

13% (2 hectares) green space and play areas

s106 and affordable housing

25% (85 homes) affordable housing


Commenced on site in 2016.

Environmental impact

Sand martin nesting colony created on the

river bank

Shortlisted for the BIG Biodiversity Award for

our horticultural project working with young

people not in employment education or training.

99% of waste diverted from landfill.


Case study:

Hull Citywide Developer


The Hull Citywide Developer Partnership (HCDP) is a

consortium of developers that includes Keepmoat,

Strata, Home Group and Priority Space, appointed to

undertake the regeneration of the Preston Road area.

The Preston Road area is a true example of how

the local community, the Council and the private

sector can come together to regenerate an area,

stimulate private investment and deliver truly

transformational change.

Located in one of the lowest 1% of deprived

areas nationally, the area has low levels of skills

(nearly half the population have no qualifications)

and wages, high levels of unemployment and

benefit reliance, poor health and high levels

of crime.

An extensive community engagement and skill

programme has delivered huge change and

regeneration in a turbulent and challenging



Construction of 1,200 new homes, refurbishment

of 365 existing homes, new secondary school

and commercial units £500m private investment

in the area.

s106 and affordable housing

41% (279 homes) affordable housing.


Commenced on site in 2015 with 680 homes

delivered to date.

Partner endorsement (Hull City Council)

“Keepmoat Homes is a long term strategic

partner for the Council delivering regeneration

programmes and housing growth across the city.

Job creation and providing training opportunities

are a big part of the Councils requirements when

delivering new homes. Keepmoat offer a range

of employment and training programmes which

benefit the local economy and local people. This

work with local communities and generating long

lasting benefit was reflected in a recent award

from Social Value UK, Excellent!”

Social impact

£15m of social value generated 41% reduction

in unemployment

22% reduction in anti-social behaviour

672 jobs created or safeguarded 98 new


44 trainees and 50 work experience placements

65% local labour

£1m of funding secured from DFE and CITB to

create a new construction skills hub.

Environmental impact

Green spaces and infrastructure across sites

supporting flood mitigation, biodiversity and


97% landfill diversion.


Case study:

Chase Farm, Gedling

Chase Farm is a Keepmoat development on a

brownfield former colliery site. Through our long

term partnership with Homes England and Gedling

Borough Council, we’re transforming the formerly

contaminated site; providing affordable homes, jobs

and environmental enhancements.

Chase Farm is a great example of how working

with partners we invest in local communities and

deliver local benefits.

We are providing affordable homes by

regenerating a large brownfield site, are

facilitating delivery of a major infrastructure

project and creating connections into nature for

the local community.

Social impact

4 work placements

414 onsite training weeks

17 new jobs created

62 qualifications

Establishment of community investment fund.


50 hectare brownfield development for 925

homes, a primary school, a local retail area,

amenity space, community investment and

substantial infrastructure.

s106 and affordable housing

10% affordable housing target and currently

delivering 25% on Phase 1.


Commenced on site in May 2017 with 219

homes delivered to date including fully volumetric

modular homes.

Environmental impact

Green spaces and infrastructure across sites

supporting flood mitigation, biodiversity and


97% landfill diversion.

Partner endorsement (Gedling Borough Council)

“In addition to providing much needed new

and affordable homes for the local community,

Keepmoat have been partnering with local

community stakeholders through the provision

of apprenticeships, site-based work experience

opportunities and facilitating interactive

workshops with local schools. The purpose of

these is to raise aspirations of local young people

and provide them with opportunities to find

out more information about careers within the

construction sector.”

GOOD HEALTH AND WELLBEING Sustainability Report 21

Looking after our people

and communities

We’re making people a priority and supporting the health and wellbeing of our

people, our sub-contractors and our communities.





Our goals

• To align our neighbourhood wellbeing

initiatives to our partners’ key priorities

• To support health and wellbeing

across our team and supply chain, and

continually reduce sickness absence.

Our progress in FY21

• 6 Wellbeing case studies developed

• Investors in People accreditation


• 38 Mental Health First Aiders across the

business, covering all regions.

We believe that protecting the physical and mental health of

people should be a priority for all responsible businesses.

COVID-19 has challenged us to assess and rethink how we

support our people and the communities we live and work

in, while maintaining social distancing and safe working

conditions. We have subsequently focussed on two key


1. Workforce health and wellbeing

KeepWell, a key part of our employee value proposition, is

a broad package of support which includes a mental health

toolkit, healthy living advice calendar and communications,

and medical insurance. It has been even more important

over the past two years supporting our people through

the COVID-19 challenges. Available to all direct employees,

the support delivered through KeepWell this year was

worth £144,782 in terms of social value to our employees.

We have 38 mental health first aiders in place across the

business supporting all our regions.

“We are proud to have retained our

Investors in People accreditation after

an assessment during the year, which

noted a culture of collaboration within

the company: ‘People talk with great

respect and admiration for each other

and love working together to get

things done’.”

With feedback from office-based employees that they

prefer a balance between working at home and the office,

our Agile Working Policy, introduced at the beginning of

the pandemic, remains in place. Providing opportunities for

employees to develop personally and professionally is also

a contributor to overall wellbeing – read more about this

on page 24.

2. Supporting vulnerable communities

Social value programmes support the development of

people in our communities, for example through careers and

employment advice for young people and those out of work.

Health, wellbeing and community cohesion initiatives in our

communities were supported with £12,000 worth of charitable

contributions in the form of donations and volunteering hours.

The design and location of our developments can also aid

lifestyles that keep people healthy and well. Throughout

the year the Keepmoat Design Guide has been refreshed to

reinforce our sustainable communities focus and is aligned

to the principles of both the National Design Guide and

Building for a Healthy Life 1 to enhance the sustainability and

attractiveness of our developments.

Of the homes we completed in the period, 58% were on

developments with waterbodies such as ponds, swales and rain

gardens – creating green and blue spaces that prevent flooding

while also benefiting wellbeing and nature – combining

community, climate and nature benefits these features

contributed to £1.03m in social value. 2



Quality cycle networks 63%

Public transport nodes (e.g. bus stop) within 500m 94%

Public transport nodes (e.g. bus stop) within 1km 98%

“The design and location of our

developments can also aid lifestyles

that keep people healthy and well.”


Building for a Healthy Life is the new name for the Building for Life 12 development design standard.

Available at https://www.designforhomes.org/project/building-for-life/ [accessed 26.1.2022]


Using a natural capital accounting methodology – the B£ST tool, CIRIA.

QUALITY EDUCATION Sustainability Report 23

Training the

next generation

We’re providing education and development opportunities for our people and

communities to address the construction sector skills shortage.




Our goals

• To provide youth & community education

and training initiatives in all Divisions

• To maintain 5% Club status by increasing

‘earn and learn’ training opportunities

• To create a sustainability competency

programme for employees and


Our progress in FY21

• We are proud to be a Cornerstone

Employer in South Yorkshire,

Humber & East Riding,

Liverpool and Lancashire

• 7 case studies published online

• Joined the Supply Chain Sustainability

School as a Partner to aid capacity

building on sustainability in our workforce

and supply chain

With an ageing construction workforce in the UK, attracting,

developing and retaining employees with the right expertise

is key. While housing is likely to face skills challenges over the

coming years, for example, to install low carbon technologies

in both new and old homes, it is an exciting time for a new

generation to join the housing industry and learn new skills.

Supporting community education

Keepmoat is a Cornerstone Employer in South Yorkshire,

Humber & East Riding, Liverpool and Lancashire, meaning

we work with the Careers and Enterprise Company to provide

career guidance and work experience for young people to help

them in future choices.

In a normal year, we work closely with local schools and

colleges around our developments, helping to deliver face to

face construction skills sessions, work experience and careers

support. COVID-19 has meant much of this support has moved

online. Despite the challenges, during FY21 we dedicated over

240 employee hours to school visits on topics from careers

information to household budgeting.

We have provided many opportunities for people, young

people in particular, to gain qualifications, placing 41

apprentices directly or through our supply chain and providing

56 accredited training weeks towards other workplace


Supporting our skills development

During the year we achieved Gold status with The 5%

Club, for greater than 5% of our employees being

trainees, graduates or apprentices in ‘earn and learn’

positions across all functions within the business or

through our sub-contractors and partners. In fact, 6%

of our employees are in such positions. This approach

supports our skilled teams, addresses skills shortages

and opens this very important sector as a great career

opportunity to many.

Among them are the 10 participants of the first cohort

of our new Land and Partnerships Graduate Scheme

programme, which is underway. We have now turned

our attention to a Commercial Graduate Scheme with its

first intake during FY22.

We are also committed to the personal and professional

development of our existing employees, which you may

read more about on page 24.


6% of employees

on ‘earn and

learn’ schemes

From leaving school Chantelle had a drive and passion

to work in the construction industry. However, her early

attempts to gain an apprenticeship with a contractor

proved elusive until she applied to Keepmoat. Chantelle

was successful in securing an Assistant Site Manager

role in 2017 and is now successfully working alongside

the site manager at a Keepmoat site in Malton North

Yorkshire where she acts as a role model for other young

women looking to enter into the industry.

Chantelle visits local primary and secondary schools

where she uses her experiences to encourage young

women to pursue their goals and ambitions regardless

of the challenges they may face. Chantelle is also one

of small number of female site managers at Keepmoat

working to change the views and stereotypes within

the sector.

Supporting our supply chain

During FY21 we made the most of our apprenticeship

levy, transferring unused funds to our supply chain to

maximise benefits.


One example is where we shared our Levy pot with

Chandos Civil Engineering to enable them to recruit a

new apprentice quantity surveyor. Phoebe wished to

pursue a career in Quantity Surveying, but realised that

she was better suited to an apprenticeship degree.

She had already secured a role as a Junior Surveyor at

Chandos Civil Engineering in 2018. However, in order

to qualify for a place on an apprenticeship degree,

she needed sponsorship from a company with a Levy

Scheme. By sharing our Levy with Chandos, we were

able to give Phoebe the opportunity to access higher


Chandos said: “Phoebe has a promising career

ahead of her and we are grateful to Keepmoat

Homes for their investment in her future and also

their continuous support for the future of the

construction industry.”


Delivering safe

and sustainble growth

We’re assuring the safety and sustainability of our sites, operations and supply chains,

and increasing the proportion of people from local communities in our workforce.





Our goals

• To provide for the safety and wellbeing of

all workers

• To focus on a local workforce that reflects

our communities

• To manage the integration of minimum

sustainability criteria into all procurement


Our progress in FY21

• RIDDOR accident injury incidence rate

static at 539 accidents per 100,000

(2020: 528) employed, a nominal increase

• 77% of colleagues live within a 30 miles

of their workplace

• Supplier sustainability maturity matrix and

risk heatmap developed

• 93% of supply chain spend assessed for

modern slavery risk.

Developing high-performing,

engaged teams

In keeping with our people-first approach and 5-Star builder

status, we have implemented a series of internal training

programmes, designed to develop High-Performing Teams

across our business.

To date our programme has covered three areas:

• Upskilling our c.400 strong team of customer care, sales

and construction employees, by focussing on the improved

delivery of our Hallmark Standard customer service and

technical skills

• Having secured CITB grant funding we have delivered

our new Leading Change - Adding Value development

programme aimed at improving our people managers’

leadership and change management skills.

This was complemented by our first Future Leaders Programme

completed in FY21. The year-long programme was aimed

at our high performers with the potential to reach a senior

leadership role, focused on leadership style and skills, coaching

and mentoring.

To ensure continual improvement, our Professional

Development Review (PDR) conversations and supporting

tools help identify performance and development needs of

colleagues to managers and our Learning and Development

team, who offer leadership and development programmes

supported by masterclasses and mentoring.

Our 2020 biennial Peoples’

Voice employee engagement

survey results showed an

engagement score of 86%

(2018: 81%).

Raising the standard in Health and Safety

Our integrated management system is triple certified to:

• ISO 9001:2015 (Quality Management)

• ISO14001:2015 (Environmental Management)

• ISO 45001:2018 (Safety Management)

All regional directors undertake monthly inspections to

check environmental, health and safety (EHS) standards.

Our Group EHS and Group Production Directors undertake

inspections in all regions throughout the year with a random

number of unannounced spot checks on environment,

health and safety issues.

Contracts Manager inspections increased from 608 to

882 and Site Manager inspections from 2634 to 3672,

demonstrating our commitment to managing risk and


Construction compliance audits by EHS Business Partners

doubled from 32 to 66 and high risk audits increased from

17 to 132. Both yielded high levels of compliance with

company standards and legal requirements.

People are at the centre of our health and safety approach,

and an environment, health and safety training matrix covers

all employee roles to determine environmental, health

and safety training requirements corresponding with their

responsibilities. We have a process in place for surveilling the

health of our safety-critical roles and all employees receive

regular advice on how to live healthy lifestyles through

KeepWell employee support programme.

All but our smallest Tier 1 sub-contractors must hold the

CHAS Advanced accreditation ensuring adherence to the

same exacting safety, environment, diversity and modern

slavery standards as Keepmoat, with 94% of all sub-contract

spend being with accredited organisations.

Unannounced site visits by the HSE in the year generated

no improvement, prohibition notices, prosecutions, or

intervention fees. Our systems, controls and performance

were awarded the 2021 Gold Award by the Royal Society

for the Prevention of Accidents (RoSPA).

Modern slavery vigilance

Carbon intensity

Our Modern Slavery Statement is published in compliance

with the Modern Slavery Act. In addition to the CHAS

2.00 Advanced accreditation for sub-contractors, a survey was

distributed to our materials supply chain. Overall, 93% of

1.5 our supply chain has been assessed


for modern slavery risks


and mitigation




We used 18th October,

1.00 Anti-Slavery Day as an opportunity to remind 1.19 our 1.12

employees of the signs to look out for in our Monday

0.5 Matters employee newsletter.

0.00 Diversity

Valuing diversity FY19forms part of FY20 our Values and Behaviour FY21

framework at Keepmoat, and is also part of our company

Scope 1,2 (location-based) and scope 3 business travel

People Strategy. Our Equal Opportunities Policy sets out

in private vehicles per home completed (tCO

clear expectations that we will provide and promote 2




Scope 1,2 (market-based)

in employment.




aim to






in private vehicles per home completed (tCO

through a variety of recruitment methods to provide 2


a rich

and diverse mix of candidates. This is in recognition of the

benefits that a diverse workforce has in serving the diversity

of the communities in which we work. Our gender pay gap

is reported publicly on our website.

Employee gender split (no.)

















Designing a new

blueprint for housing

Parklands zero carbon homes

We’re delivering increasingly sustainable homes that are affordable, adaptable,

energy-efficient and designed for modern life.

Sustainable homes





Our goals

• To create sustainable homes (affordable,

efficient, low carbon and adaptable).

Our progress in FY21

• Commenced trial of battery assisted


• Average home kWh/m 2 of 88.6

• 12% of homes completed using modern

methods of construction.

Our approach to the design of homes is to focus on

affordability, comfort and increasingly lower carbon homes

located in sustainable communities. We are updating our

standard designs and trialling technologies to ensure the homes

we build are increasingly energy efficient, lower carbon and

affordable – an issue of increasing importance after a 12% rise

to the energy price cap in October 2021. 3

We’re outlining a detailed roadmap for the development of

our new Future Homes designs to deliver flexible living spaces,

fabric performance and overheating prevention, with the aim

of reducing energy consumption. Our roadmap will integrate

renewable energy solutions, smarter energy controls and

storage solutions.


Part 1




Strategy and technology

2021-2023 31% Space heating reduced

by increased thermal

performance, reduced

air leakage, efficient

ventilation. Solar PV to

offset carbon in use.

Part 2




2025 at least


Strategy and technology

Removal of gas boilers

in place of all electric

renewable technologies

and energy generation.


Energy prices and their effect on households (ONS, February 2022)

To address our broader sustainability priorities, we’ve

focused on increased standardisation and sharing our digital

designs with our supply chain to enhance the use of offsite

pre-manufactured value and on-site assembly. This will

support waste reduction and improve quality in delivery.

This approach resulted in:

• Standard house types making up 78% of homes

constructed in the year

• Modern methods of construction (timber frame and

full volumetric solutions) accounted for 12% of homes

completed in the year

• The specification of homes for very low water consumption

of 83.7 litres per person per day (LPPPD)

• All new developments from FY21 benefit of 1 Gigabit Day

One connectivity, access to a choice of Wi-Fi providers

and access to bespoke lower cost options for low-income


Low cost energy

Our partnership with Manchester City Council and Heylo

Housing in West Gorton has introduced the latest smart

home technology in five trial homes to evaluate the impact

of emerging technologies running costs, comfort and energy

consumption as a result of interaction with the grid.

The brick homes have an enhanced fabric performance with

rigid insulation. They also have dual aspect solar PV panels,

linked to battery storage to generate and store energy. This is

managed using smart technology from Wondrwall.

The home is provided with a ‘brain’ which senses movement,

humidity, temperature, light and sound to optimize energy

consumption around the home. It also enables the home

to export surplus energy from the battery back to the grid

and import energy when tariffs are low, creating both an

income for the customer and the opportunity to buy and store

affordable electricity.

Wondrwall has now completed 12 months of post-occupancy

monitoring, finding a 1.8 tonnes of CO 2

reduction annually per

home, with energy bill savings of up to £559 per year, 74%, in

its report dated October 2021. Energy demand was reduced in

all homes to cost and environmental benefit.

Gedling Access Road (GAR)

As part of our Chase Farm development on the former

Gedling Colliery we have contributed £17m (42%) to

the construction of the Gedling Access Road. While

new roads are not traditionally considered a sustainable

feature of a development, the bypass addresses a

number of long-standing transport issues for the village,

with the A6211 currently seeing 15,000 vehicles a day

(one of the busiest stretches of road in the region).

Following completion in 2022 the existing road will be

retained, providing a quieter route for local traffic, buses,

cyclists and pedestrians.

Overall, the construction provides significant carbon

reduction from reduced congestion, reduced travel

time and local disruption from traffic, with improved air

quality for local residents.

To compensate for impacts on biodiversity and deliver a

net gain, there will be a 40% increase in woodland and

the adjacent country park will increase in size with new

non-motorised access points from the bypass and the

Chase Farm development.


Working towards

zero net waste

We aim to achieve zero net waste construction by minimising waste, embedding the

circular economy and continually improving our management systems.




Our goals

• To report annually on sustainability


• To achieve zero net waste through waste

minimisation and buying recycled by 2024

• To certify all management systems to ISO

14001, ISO 9001 & ISO 45001.

Our progress in FY21

• 11% waste reduction per completed

square meter over the last 2 years

• Materials Management Plans mandated

for all new developments

• Standards and processes in place

to ensure use and quality of recycled


Waste is a major impact of the whole construction sector

with construction, excavation and demolition waste

accounting for 62% of all UK waste in 2018. 4 Housebuilding

is no exception to this and consumes large quantities of

building materials which in turn require energy, water and

labour to produce and transport.

Ultimately, we aim to make Keepmoat a zero-net waste

business by 2024 (closing the loop), by prioritising

sustainable materials and products and minimising the waste

that arises from the construction process.


During the year we diverted 98% of construction waste

from landfill (2020: 98%) and have started to report our

waste intensity on a per 100m 2 legally completed area basis

for improved industry comparability, reducing waste to

7.33t per 100m 2 . 5 Absolute construction waste rose 30%

between FY20 and FY21 due to abnormally low activity

in FY20 caused by COVID-19 restrictions. However, In

comparison with FY19, a year of more typical production

output, absolute waste saw a 11% reduction.


FY19 FY20 FY21

Construction waste NA NA 7.33

100m 2

intensity (tonnes per

Construction waste

intensity (per completed


Construction waste


Diversion from

landfill rate (%)

6.70 7.34 5.99

27,044 18,064 23,703

97 98 98

Continual communication over waste is key to increasing

levels of segregation and avoiding unnecessary waste. We

drive this through quarterly benchmarking of development

waste volumes and costs, supported by bulletins, factsheets

and toolbox talks to site teams and employees.

Designing out waste

Working together with our suppliers and subcontractors, we

are focused on reducing and preventing avoidable waste by

implementing digital designs across our supply chain.

By sharing 3D models, we are able to work with our supply

chain to maximise efficiency and reduce waste, as part of

our drive to increase the pre-manufacture value content of

our homes, as we move towards on-site assembly.

Our ultimate goal is a ‘no-cuts, no drills’ approach to

increase productivity while minimising wastage. This requires

greater focus to accurate detailing in the design process.

Key areas include:

• De-cluttering homes to remove difficult details e.g. nibs

• Calculating all dimensions including window openings to

brick dimensions

• Designing storey heights to work to full courses – to

avoid cuts

• Pre-cutting bricks to gable cut ups

• Developing designs which support ‘design for

manufacture’ principles

• Incorporating more off-site manufactured / prefinished


An example of this is our use of Staircraft’s intermediate

floors. These come pre-cut; even the notches for the

straps are pre-cut, together with holes for first fix services,

resulting in almost no waste.

Reusing soils

Materials Management Plans (MMPs) allow us to utilise

excavated made ground and natural soils without them

being legally classed as ‘waste’ and requiring off-site

disposal. MMPs can be quickly and easily amended

throughout the project to reflect changes. While the use

of MMPs is not a legal requirement, if one is not used then

a bespoke environmental permit or appropriate waste

exemption must be used to legally reuse soils and made


We have committed to the use of MMPs on all new

developments. This helps us avoid thousands of tonnes of

waste that would otherwise be generated from site levelling,

excavation for foundations and roads, and utility service

trenches. Instead, we sustainably reuse this material in

construction - helping to avoid the cost and environmental

impact of off-site waste disposal, and the need to import

clean virgin soils and stone to site.

Through the use of an MMP at our Timeless development

in Leeds, we avoided 125,000 tonnes of soils and made

ground generated as part of construction from being

discarded as waste. We have subsequently reused these

materials as engineered fill within the site construction,

avoiding over 6,000 lorry movements from the site,

minimising off-site disposal costs and eliminating the need

to import replacement fill materials.


DEFRA (July 2021) UK Statistics on Waste


Per 100m 2 metric recommended by the NextGeneration

Sustainability Benchmark


Floor area intensity ratio only available only from FY21. No data

available for MCi in FY19 and FY20

CLIMATE ACTION Sustainability Report 31

Working greener

and cleaner

We’re taking action to reduce absolute carbon emissions from our operations, our

supply chain and the homes we build, and adapt our operations and approach to

tackle a changing climate.





Our goals

• To bring climate change resilience

in development design, throughout

construction and lifecycle

• To align our business carbon reduction

aligned to limiting global warming to well

below 2 o C.

Our progress in FY21

• Overheating mitigation techniques

considered as part of an external report

and internal analysis of development

• Committed to set science-based targets

via the SBTi and joined the Race to Zero

• 19% absolute reduction in Scope 1 & 2

market-based emissions between FY19

and FY21

Our commitments to net zero and 1.5 O C

During the year we made a public commitment via the

Science Based Targets initiative (SBTi) to set science-based

carbon emission targets aligned to the need to restrict

global temperature increases to 1.5 O C. This means we will

be setting revised carbon emission targets in FY22. We also

signed up to the Race to Zero committing to be a net zero

business before 2050.


During the year our scope 1 & 2 carbon intensity (market

based) was 1.12 tonnes per home completed (1.37 tonnes

per 100m 2 , an 18% reduction compared to FY19). Absolute

scope 1 and 2 emissions (market-based) increased 20%

compared to FY20, reflecting the post-COVID change in

productivity and abnormally low construction activity in

FY20 due to lockdowns at the pandemic’s height. You can

see further figures on our operational carbon emissions in

the appendix of this report.

Carbon intensity






1.36 1.36


1.61 1.52





Scope 1,2 (location-based) and scope 3 business travel

in private vehicles per home completed (tCO 2


Scope 1,2 (market-based) and scope 3 business travel

in private vehicles per home completed (tCO 2


*Operational carbon includes scope 1, scope 2 (market-based) and scope

3 business travel in privately owned vehicles

Our wider carbon footprint

We have started to analyse our scope 3 footprint, meaning

those indirect emissions over which we do not have full

control. The greatest contributions to our total carbon

footprint are overwhelmingly purchased goods and services,

and the use of the homes we sell over their lifetimes.

During the year we worked closely with our largest supplier

of building materials by spend for greater footprinting

accuracy based on our buying decisions and the credentials

of individual products with less reliance on use of industry

averages for calculations.

Reducing diesel use, natural gas and

increasing renewable electricity

Diesel use in construction equipment is a major contributor

to our direct carbon footprint, and with the ending of the

preferential ‘red diesel’ duty rate in FY22 its use will also

increase costs. We have trialled a battery assisted generator

on our Doncaster Lakeside development showing significant

diesel reduction potential of up to 90%, compared to our

standard generators, when combined with energy efficiency

improvements to site operations.

During the year we moved all remaining electricity

consumption over to renewable tariffs. We are now

reporting 10.73 tCO 2

e from non-renewable tariff electricity

for the early part of the year on a market-based method,

and anticipate this figure to be zero in our FY22 reporting.

Sustainable travel

Our company car scheme was updated for improved access

to EV and hybrid options, doubling the number of these

vehicles available to staff, and installing EV charge points at

offices. We reduced our emission cap for company cars from

185g/km to 150g/km, with an annual review process for

progressive reductions. Our Agile Working Policy brought


Scope Description % of total

carbon footprint

Scope 1

Direct emissions including use of gas oil

diesel and natural gas.

tCO 2


1.299% 3,742

Scope 2 Emissions from purchased electricity (market-based) 0.004% 11

Scope 3 7

Indirect emissions mainly (but not only)

from the materials and services we purchase and

the use of homes we sell over their lifetimes.


*NB Scope 3 emissions are still under review with significant uncertainty associated with:

in at the beginning of the pandemic continues, reducing

employee commuting by an estimated 8.6 million miles

and business travel by an additional 950,000 miles with

wellbeing and productivity benefits.

“I love that the Agile Working policy allows you to make

your own choices and do what works best for you (plus

reducing my monthly emissions is always a good thing).”

Ramona, Keepmoat Glasgow

Specifying low embodied carbon products

Our expectations of a sustainable supply chain are outlined

in our Sustainable Procurement Policy, and we joined the

Supply Chain Sustainability School as a partner during the

year to enhance supply chain engagement.

During FY21, we ordered 4.3 million low carbon Marshalls

bricks. These are 50% lower embodied carbon than a

traditionally fired clay brick and are manufactured with a low

cement content.

We also completed a successful trial of warm mix

temperature asphalt, which has 10% less embodied carbon

when compared to the traditional hot mix product, with no

compromise to cost or performance.

Visit //keepmoat.com/corporate/sustainability

for more detail on our carbon reduction plans.

98.697% 284,380

• the use of spend based methods to calculate emissions from purchased goods and services where specific material and service data is currently


• changes to the scale and pace of decarbonisation of electricity and gas networks influencing the lifetime emissions of homes constructed

LIFE ON LAND Sustainability Report 33

Creating a net

positive future

We’re following a Net Positive strategy that protects and enhances our environment

across the lifecycle of our operations, homes and developments.

Embedding and enhancing nature

A great example of how we’re embedding features

that benefit wildlife in our developments, and helping

to address the ecological emergency, is at Hartcliffe

Campus, in Bristol.





Our goals

• To deliver a net gain in biodiversity for all

Keepmoat Homes developments by 2023

• To reduce significant environmental

incidents and increase environmental

hazards observed

• To develop green spaces which support

communities and promote biodiversity.

Our progress in FY21

• Delivered biodiversity net gain training to

Land & Partnership, and Technical teams

• 3 biodiversity case studies produced

• 20% reduction in our environmental

incident rate.

We appreciate that our health, wellbeing and prosperity are

closely linked to a healthy environment and that the natural

world provides the resources and eco system services we

need to survive.

That’s why we’re already working to understand and

minimise the impact our activities, enhance the environment

and benefit local communities. Over half of our homes

completed in the period were on developments with an

ecological enhancement plan, and we are drawing upon

the advice of Local Wildlife Trusts via their Wildscapes

consultancy to develop our biodiversity strategy.

During the year we audited our timber materials suppliers to

assess compliance with our policy to procure only FSC and

PEFC certified timber. We found 100% of our suppliers had

FSC or PEFC chain of custody certification with 99.92% of

timber being FSC or PEFC certified.





Timber materials suppliers with FSC/

FSC Chain of Custody

Timber supplied with FSC/PEFC


Sales completed on developments

with above-ground landscape-led

sustainable drainage schemes

Sales completed on developments

with ecological enhancement plans

Protecting the environment during


During construction, we work to continually improve our

protection of the natural environment in two ways:

• Embedding enhanced environmental standards

into operational processes and sub contractor trade

specifications, to ensure we and our contractors

consistently implement environmental protection.

Biodiversity net gain

The future requirement to deliver Biodiversity Net Gain

(BNG) upon our developments will ensure we approach

design with a view to leaving the natural environment in

a measurably better state than beforehand. The guiding

BNG principles and mitigation hierarchy (Avoid-Minimise-

Compensate) will help us achieve the best outcomes for

biodiversity and nature, contributing to local, regional, and

national priorities. Valuable habitats will be retained and/

or enhanced with ‘trading rules’ securing appropriate offsite

compensation when the minimum 10% gain cannot

be achieved on-site. The guiding principles will also create

a long-term legacy through the requirement to manage,

monitor and maintain habitats for 30 years.

With the above in mind, we are developing our processes to

achieve BNG, working with the Wildlife Trusts and ecological

consultancies. We have found that early consideration of

ecology and biodiversity in design is essential, ensuring our

plans retain high value habitats, specify native species and

prioritise the use of species-rich wildflower grasslands in

public open spaces. We are fine-tuning our approach to

include ecological enhancement plans and to target the

successful long-term management of retained or newly

created habitats.

Developed in collaboration with housing provider

LiveWest, this site forms a key part of the regeneration

of South Bristol, providing much needed high quality

affordable homes.

To benefit nature, the development includes a variety

of ecological initiatives, including:

• A series of four sustainable drainage ponds

creating seasonally wet grassland, including the

planting of cowslips, yellow flag iris, ragged robin

and purple loosestrife

• 1,400 square meters of green roofs covering three

apartment blocks. The roofs will contain a mosaic

of habitats including kidney vetch to support the

resident community of small blue butterflies (our

smallest UK resident butterfly with a wing span

that can be a little as 16mm)

• Creation of a wildlife corridor, including species

rich wildflower grassland and a central wildflower

“pollinator park”, helping residents connect with


• Planting of new hedgerows and 450 new trees

across the development, providing habitats for

wildlife while also providing shade and cooling in

hot summers

• Better habitats for bats, birds and reptiles and

insects. With a minimum of 30 bat boxes, 70 bird

boxes, 3 reptile hibernacula (hibernation areas) and

10 solitary bee bricks being constructed on homes

and wildlife areas.

• Training operational teams on key environmental risks,

such as the increased risk of surface water pollution

associated with our changing climate.


Partnering with excellence

To support our sustainability ambitions, we work in partnership with a number

of organisations, either through membership certification or accreditation.


Our Social Value Management

Certificate reflects our work

with Social Value UK to

manage and maximise the

level of social value delivered

through our activities.


Members of this global

campaign to achieve net zero

carbon by 2050.




Partners and Gold level

members of this industry

collaboration to enable a

sustainable built environment.


The Future Homes Hub

supports the implementation

of the Future Homes Delivery

Plan. We sit on the Future

Homes Oversight Group.


As Gold members of the Club,

at least 5% of our workforce

are in earn and learn positions.


All our operations work in

compliance with management

systems that are certified to:

• ISO 9001 (Quality


• ISO 14001 (Environmental


• ISO 45001 (Health and

Safety Management).


Recognition for our effective

people centric culture and

the positive impact that this

has on our performance as a




We are a Cornerstone

Employer in South Yorkshire,

East Yorkshire and the

Humber, Lancashire and

Liverpool, providing career

advice and work experience

for young people


RoSPA Gold Award for

2020/21. It demonstrates

excellent health and safety

management systems

Industry recognition

and awards achieved

Keepmoat Homes’ sustainability programmes and achievements have been

recognised by a number of national and regional awards bodies.



Winner in the Excellence in

Corporate Social Responsibility




Winner in the Social Value in

Development category: Hull

Citywide Partnership.


Our Chase Farm development

in partnership with Gedling

Borough Council has been

awarded the Best High-


Housing Development in the

LABC East Midlands Building

Excellence Awards 2020.



Our North East region won

the ‘Heart of the Community’

award at the Durham,

Sunderland and South

Tyneside 2020

NE Business Awards.




Our East Midlands region won

‘Housebuilder of the year’ for

high quality social housing





We support the Armed

Forces, including existing or

prospective employees.

PERFORMANCE DATA Sustainability Report 37

Health & Safety Prohibition notices (no.) 0 0 0

Our performance

Business performance

Indicator FY19 FY20 FY21

Revenue (£m) £649.8m £406m £701.6m

Adjusted Earnings Before Interest and Tax (Adjusted EBIT) (£m) £61.1m £11.4m £79.8

NHBC Reportable items per inspection 0.42 0.23 0.28

HBF Star rating 4 5 5

Homes Completed 4,035 2,460 3,915

Homes Completed (operational control – inc. JVs) 8 3,957

Completed floor area – 100m 2 (operational control – inc. JVs) 3,232m 2

Average selling price £161,000 £165,000 £179,000

Plots secured 25,024 24,000 24,000

SDG 3 – Good health and wellbeing

Indicator FY19 FY20 FY21

Mental health first aiders in position (no.) 0 33 38

Investors in People (rating) Developed Developed Developed

SDG 4 – Quality education

Indicator FY19 FY20 FY21

Trainees, apprentices and graduates (%) 8% 8% 6%

Employees on trainee, apprenticeship and graduate schemes (no.) 91 87 70

Graduates recruited in FY (no.) 0 0 10

Apprentices (direct and sub-contractor) recruited in FY (no.) 45 41

SDG 8 – Decent work and economic growth

Indicator FY19 FY20 FY21

Employees - average during the period (no.) 1,141 1,145 1,070

Injury Incident Rate (RIDDOR) (AIIR) 9 289 531 539

Health & Safety prosecutions (no.) 0 0 0

Health & Safety Improvement notices (no.) 0 0 0


Homes completed & 100m 2 (operational control ref) – these figures include all joint venture homes completed where Keepmoat has

operational control. These are used to calculate intensity ratios in alignment with the boundaries of the business carbon footprint


Injury Incident Rate (RIDDOR) (AIIR) is calculated as follows: (RIDDOR reportable injuries per year / direct and subcontract employment)

X 100,000

Work-related fatalities, direct and indirect workforce (no.) 0 0 0

Safety inspections (Site, Contract, Director) 4,036 4,096 5,239

Male : Female employees (%) 67:33 67:33 67:33

Male : Female senior managers (%) 79:21 78:22 79:21

Male: Female Executive (%) 92:8 86:14

Inclusion and Diversity (Fairness inclusion, respect) and mental health first

aider training provided (hours)

Modern Slavery risk assessments (%) supplier and sub-contractor spend 93%

SDG 9 – Innovation, industry and infrastructure

Indicator FY19 FY20 FY21

Average EPC Score & SAP rating B (84) B (84) B (84)

EPC B or above (%) 99% 99% 98%

Average kWh/m 2 /yr (home regulated energy) 88.6 88.8 88.6

Average KgCO 2

e/m 2 /yr 15.6 15.6 15.5

Average water use of homes (litres per person per day) 113 83.7 83.7

Homes completed using Modern Method of Construction (MMC) (%) 10 15% 16% 12%

SDG 11 – Sustainable cities and communities

Indicator FY19 FY20 FY21

Social value generated (£m) 11 £27.0m £18.5m £200.8m

Homes on partnership developments (%) 12 90%

Open Market Sales to first-time buyers (%) 13 70% 70% 79%

Affordable homes (%) 14 35% 43% 39%

Homes with good access to cycle networks (%) 63%

Homes on developments

PERFORMANCE DATA Sustainability Report 39

Our performance

SDG 12 – Responsible consumption and production

Indicator FY19 FY20 FY21

Tonnes of construction waste per 100m 2 completed build area 7.33

Tonnes of construction waste per completed home 6.70 7.34 5.99

Diversion from landfill rate (%) 97% 98% 98%

Total waste (tonnes) 27,213 18,302 23,803

Total waste diverted from landfill (tonnes) 26,403 17,998 23,433

Total waste to landfill (tonnes) 810 304 370

Construction waste (tonnes) 27,044 18,064 23,703

Construction waste diverted from landfill (tonnes) 26,235 17,761 23,335

Construction waste to landfill (tonnes) 809 303 368

SDG 13 – Climate action

Indicator FY19 FY20 FY21

SECR MWh (S1, S2 – location & S3 - business travel) 22,633 16,388 19,517

SECR - Scope 1,2 and 3 (business travel) (CO 2

e tonnes) 5,425 3,922 4,706

SECR - Scope 1,2 and 3 (business travel) intensity

(CO 2

e tonnes per 100 sqm)

SECR - Scope 1,2 and 3 (business travel) intensity

(CO 2

e tonnes per £100,000 TO)


0.83 0.97 0.67

SECR - Scope 1,2 and 3 (business travel) intensity (CO 2

e tonnes per home) 1.34 1.59 1.19

Scope 1 carbon emissions (CO 2

e tonnes) 4,339 3,052 3,742

Red Diesel (CO 2

e tonnes) 3,293 2,431 2,964


e tonnes) 213 70 86

Co. Car (CO 2

e tonnes) 440 326 331

Plot Gas (CO 2

e tonnes) 352 206 284

Office Gas (CO 2

e tonnes) 41 19 73

Fugitive Emissions (AC leaks) (CO 2

e tonnes) NK NK 4.40

Scope 2 carbon emissions (CO 2

e tonnes)– Electricity (location-based) 320 285 294

Scope 2 carbon emissions (CO 2

e tonnes)– Electricity (market-based) 320 73 11

Scope 3 carbon emissions (CO 2

e tonnes) 306,624 205,189 284,380

Scope 3 - Purchased Goods & Services (CO 2

e tonnes) 16 178,503 130,181 179,074

Scope 3 - Homes lifecycle (CO 2

e tonnes) 106,763 62,236 87,277

Scope 3 – Other (CO 2

e tonnes) 21,358 12,772 18,029

Full scope 1,2 and 3 intensity (CO 2

e tonnes per 100m 2 ) 89

Full scope 1,2 and 3 intensity (CO 2

e tonnes per £’000 turnover) 48 51 41

Full scope 1,2 and 3 intensity (CO 2

e tonnes per home) 77 85 73

SDG 15 – Life on land

Indicator FY19 FY20 FY21

Homes on brownfield land (%) 17 80% 70% 69%

Environmental Incident Rate – Incidents per 100k headcount 18 217 327 260

Environmental or other ESG breach cases resulting in prosecutions (no.) 0 0 0

Timber materials suppliers with FSC or PEFC Chain of Custody certification


Timber purchased from building materials suppliers with FSC or PEFC

certification (%)

Homes on developments with ecological assessments conducted to ensure

the prevention of harm (%)

Homes on developments with specific ecological enhancement plans

(Biodiversity Action Plans) (%)

Homes on developments with nature led Sustainable Drainage features

(pond, swales etc) (%)

100% 100%

99.91% 99.92%


Scope 3 – Purchased Goods and Services emission data is calculated using a hybrid methodology – using supplier specific carbon data where

available and spend based industry average analysis where currently unavailable (e.g. with smaller suppliers). It is anticipated this data will

be refined and re-analysed over the coming year


Brownfield land % is calculated in accordance with the definition within the NPPF Annex 2


Environmental Incident Rate is calculated as follows: (Incidents per year / direct and subcontract employment) X 100,000

We welcome your feedback on this sustainability report.

Please send your comments by visiting:





Head Office

The Waterfront

Lakeside Boulevard


South Yorkshire


01302 896800


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