Sustainability Report 2021

Sustainability
Report 2021
For the reporting period 1st November 2020
to 31st October 2021
keepmoat.com

CONTENTS SUSTAINABLE BUSINESS MODEL Sustainability Report 03
Contents
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
value.
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
Purchase
brownfield land at
low cost in areas of
social, environmental
and economic need
Establish
sustainable solutions
with development
partners and local
communities
Deliver great homes
in great places at a
low average sales
price to a stable first
time buyer market
Create lasting social,
environmental
and economic
value during the
construction phase

SUSTAINABILITY HIGHLIGHTS Sustainability Report 05
2021 Sustainability
highlights
Key corporate achievements this year
Environmental Social Governance
38
mental health first
aiders in position
6%
employees on ‘earn
and learn’ schemes
£200.8m
social value delivered
98%
waste diverted from
landfill
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
processes.
Developed national Social Value
Standards
Introduced a sustainability value
reporting tool
Social Value Management
system certified by Social Value
International
Achieved Gold Status of the
5% Club
Retained Investors in People
status.
Transformed our governance
structure
Created a new sustainability
function
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
Taskforce.
94%
of sub-contract spend
with businesses
accredited to CHAS
Advanced
20%
operational carbon
reduction per home
since 2019
Our social and economic footprint
£200.8m
Social value generated
£49.9m
Other
contributions
98%
homes EPC rating
of B or higher
Read page 9 for more information on the
UN Sustainable Development Goals.
69%
of homes built
on regenerated
brownfield land
£1.48m
Environmental
• Diverting waste from
landfill
• Providing new
dwellings with access
to waterbodies.
£1.04m
Social
• NEETs employed
• Apprentices
employed
• Employee diversity
training
• Employee wellbeing
programmes
• Employment support
for youth
• And more...
£198.3m
Economic
• Spend with local
suppliers
• Employing local
people directly
• Local employment
through the supply
chain
• Training through our
graduate scheme
• Hyperfast
broadband.
£49.9m
contribution towards
the provision of
affordable housing

CHIEF EXECUTIVE OFFICER’S UPDATE Sustainability Report 07
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.
https://www.keepmoat.com/contact-us
“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.
Transparency
Biodiversity
Accessible and adaptable homes
Community regeneration
Zero net waste
Climate change resilience
Accredited management systems
Employee wellbeing
Community wellbeing
Community training
MMC
Supply chain competency
Sustainable procurement
Youth education
Pollution prevention
Employee development
Sustainable
developments
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.
IT
Technical
Construction
Commercial
Supply Chain
Land
Social Value
Managers
RMT
Finance
HR
Legal
Comms
EHS
Corporate Sustainability
Adviser
• 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
CEO
Head of Sustainability
Senior Environmental
Sustainability Advisor
CEO and Executive
Executive and Sustainability
Committee
Sustainability Steering Committee
Sustainability Function
Social Value
Working Group
• Environmental investigation
• ISO 14001:2015 management
• Auditing and inspections
• Operational environmental support
• Training and briefings
FOCUS
Environmental
& 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
organisation’s
governance around
climate-related risks and
opportunities.
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
analyses.
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
material.
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
2050.
RMT and EHS relate to Regional Management Team and Environment, Health and Safety function.

SUSTAINABLE CITIES AND COMMUNITIES Sustainability Report 13
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.
£200.8m
SOCIAL VALUE GENERATED
69%
58%
39%
Completed home sales on
brownfield land
Home sales completed in
regeneration areas (the bottom
two deciles of Indices of Multiple
Deprivation)
Homes are affordable
Our goals
• To address the national housing shortage
through the construction of affordable
homes
• 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
£49.9m
• New social value reporting system
introduced. £200.8m social value
generated
• 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
improvements
• 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.

SUSTAINABLE CITIES AND COMMUNITIES Sustainability Report 15
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!”
Placemaking
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
Status
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.

SUSTAINABLE CITIES AND COMMUNITIES Sustainability Report 17
Case study:
Hull Citywide Developer
Partnership
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
environment.
Placemaking
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.
Status
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
apprenticeships
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
wellbeing
97% landfill diversion.

SUSTAINABLE CITIES AND COMMUNITIES Sustainability Report 19
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.
Placemaking
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.
Status
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
wellbeing
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.
38
MENTAL HEALTH FIRST AIDERS
ACROSS THE BUSINESS,
COVERING ALL REGIONS
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
maintained
• 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
areas.
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
HOMES SOLD ON DEVELOPMENTS
WITH ACCESS TO…
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.”
1
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]
2
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.
6%
EMPLOYEES ON ‘EARN AND
LEARN’ SCHEMES
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
sub-contractors.
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
qualifications.
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.
Chantelle
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.
Phoebe
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
education.
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.”

DECENT WORK AND ECONOMIC GROWTH Sustainability Report 25
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.
93%
SUPPLY CHAIN SPEND
SURVEYED FOR MODERN
SLAVERY RISK
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
exercises.
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
compliance.
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
1.61
for modern slavery risks
1.52
and mitigation
1.36
processes.
1.36
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
e)
equal
opportunities
Scope 1,2 (market-based)
in employment.
and
We
scope
aim to
3
attract
business
people
travel
in private vehicles per home completed (tCO
through a variety of recruitment methods to provide 2
e)
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.)
1200
1000
800
600
400
200
0
33%
67%
FY20
33%
67%
FY21
Female
Male

INDUSTRY, INNOVATION AND INFRASTRUCTURE Sustainability Report 27
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
12%
OF HOMES COMPLETED USING
MODERN METHODS OF
CONSTRUCTION
Our goals
• To create sustainable homes (affordable,
efficient, low carbon and adaptable).
Our progress in FY21
• Commenced trial of battery assisted
generators
• 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.
FUTURE HOMES STANDARD EXPECTED MILESTONES
Part 1
Timescale
Carbon
reduction
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
Timescale
Carbon
reduction
2025 at least
75%
Strategy and technology
Removal of gas boilers
in place of all electric
renewable technologies
and energy generation.
3
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
households.
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.

RESPONSIBLE CONSUMPTION AND PRODUCTION Sustainability Report 29
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.
20%
WASTE INTENSITY REDUCTION
PER HOME
Our goals
• To report annually on sustainability
performance
• 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
aggregates.
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.
Waste
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.
CONSTRUCTION WASTE
FY19 FY20 FY21
Construction waste NA NA 7.33
100m 2
intensity (tonnes per
Construction waste
intensity (per completed
home)
Construction waste
(tonnes)
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
components.
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
ground.
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.
4
DEFRA (July 2021) UK Statistics on Waste
5
Per 100m 2 metric recommended by the NextGeneration
Sustainability Benchmark
6
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.
20%
OPERATIONAL CARBON
REDUCTION PER HOME
CONSTRUCTED SINCE FY19*
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.
Performance
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
2.00
1.5
1.00
0.5
0.00
1.36 1.36
FY19
1.61 1.52
FY20
1.19
FY21
1.12
Scope 1,2 (location-based) and scope 3 business travel
in private vehicles per home completed (tCO 2
e)
Scope 1,2 (market-based) and scope 3 business travel
in private vehicles per home completed (tCO 2
e)
*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
UNDERSTANDING CARBON SCOPES
Scope Description % of total
carbon footprint
Scope 1
Direct emissions including use of gas oil
diesel and natural gas.
tCO 2
e
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.
7
*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
unavailable
• 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.
20%
REDUCTION IN OUR
ENVIRONMENTAL INCIDENT
RATE
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.
100%
99.92%
58%
52%
Timber materials suppliers with FSC/
FSC Chain of Custody
Timber supplied with FSC/PEFC
certification
Sales completed on developments
with above-ground landscape-led
sustainable drainage schemes
Sales completed on developments
with ecological enhancement plans
Protecting the environment during
construction
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
nature
• 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.

PARTNERS, AWARDS & ACCREDITATIONS Sustainability Report 35
Partnering with excellence
To support our sustainability ambitions, we work in partnership with a number
of organisations, either through membership certification or accreditation.
SOCIAL VALUE UK
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.
RACE TO ZERO
Members of this global
campaign to achieve net zero
carbon by 2050.
SUPPLY CHAIN
SUSTAINABILITY
SCHOOL
Partners and Gold level
members of this industry
collaboration to enable a
sustainable built environment.
FUTURE HOMES HUB
The Future Homes Hub
supports the implementation
of the Future Homes Delivery
Plan. We sit on the Future
Homes Oversight Group.
5% CLUB
As Gold members of the Club,
at least 5% of our workforce
are in earn and learn positions.
ISO CERTIFICATIONS
All our operations work in
compliance with management
systems that are certified to:
• ISO 9001 (Quality
Management)
• ISO 14001 (Environmental
Management)
• ISO 45001 (Health and
Safety Management).
INVESTORS IN PEOPLE
Recognition for our effective
people centric culture and
the positive impact that this
has on our performance as a
business.
CORNERSTONE
EMPLOYER
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
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.
DONCASTER BUSINESS
AWARDS 2021
Winner in the Excellence in
Corporate Social Responsibility
category.
NATIONAL SOCIAL
VALUE AWARDS 2021
Winner in the Social Value in
Development category: Hull
Citywide Partnership.
LABC AWARDS 2020
Our Chase Farm development
in partnership with Gedling
Borough Council has been
awarded the Best High-
Volume
Housing Development in the
LABC East Midlands Building
Excellence Awards 2020.
NE BUSINESS AWARDS
2020
Our North East region won
the ‘Heart of the Community’
award at the Durham,
Sunderland and South
Tyneside 2020
NE Business Awards.
INSIDER RESIDENTIAL
PROPERTY AWARDS
2021 (MIDLANDS)
Our East Midlands region won
‘Housebuilder of the year’ for
high quality social housing
delivery.
ARMED FORCES
CONVENANT
BRONZE AWARD
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
8
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
9
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)
1.46
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
LPG (CO 2
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%
16
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
17
Brownfield land % is calculated in accordance with the definition within the NPPF Annex 2
18
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:
https://www.keepmoat.com/contact-us
100%
52%
58%

Head Office
The Waterfront
Lakeside Boulevard
Doncaster
South Yorkshire
DN4 5PL
01302 896800
keepmoat.com