Sustainability Report 2021

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<strong>Sustainability</strong><br />

<strong>Report</strong> <strong>2021</strong><br />

For the reporting period 1st November 2020<br />

to 31st October <strong>2021</strong><br />


CONTENTS SUSTAINABLE BUSINESS MODEL <strong>Sustainability</strong> <strong>Report</strong> 03<br />

Contents<br />

Powering UK homebuilding<br />

through partnership<br />

Sustainable business model 03<br />

<strong>Sustainability</strong> highlights 04<br />

Chief Executive Officer’s update 06<br />

Defining priorities 09<br />

Governance 10<br />

Sustainable cities and communities 12<br />

Good health and wellbeing 20<br />

Quality education 22<br />

Decent work and economic growth 24<br />

Industry, innovation and infrastructure 26<br />

Responsible consumption and production 28<br />

Climate action 30<br />

At Keepmoat Homes we think and act beyond bricks<br />

and mortar – sustainability is built into our vision: Building<br />

Communities and Transforming Lives.<br />

As well as creating better places for people to live across<br />

England and Scotland, we know our success depends on<br />

playing our part in building the sustainable communities<br />

and enhanced environments our customers and partners<br />

value.<br />

Working with our partners we have built thousands of new<br />

homes across the country, 69% of them on brownfield<br />

sites, transforming them into thriving new communities.<br />

As a leading homebuilder for first time buyers, we help<br />

people take their first step on the property ladder with<br />

our average selling price at £179,000.<br />

Above all, we are committed to delivering more of the<br />

high quality, multi-tenure, new homes the UK needs<br />

at prices that people can afford. In the last year, we<br />

maintained a 5-star customer satisfaction score with<br />

the Home Builders Federation.<br />

Creating sustainable value through the development process<br />

(Building Communities. Transforming Lives)<br />

Life on land 32<br />

Partners, awards and accreditations 34<br />

Performance data 36<br />

Purchase<br />

brownfield land at<br />

low cost in areas of<br />

social, environmental<br />

and economic need<br />

Establish<br />

sustainable solutions<br />

with development<br />

partners and local<br />

communities<br />

Deliver great homes<br />

in great places at a<br />

low average sales<br />

price to a stable first<br />

time buyer market<br />

Create lasting social,<br />

environmental<br />

and economic<br />

value during the<br />

construction phase

SUSTAINABILITY HIGHLIGHTS <strong>Sustainability</strong> <strong>Report</strong> 05<br />

<strong>2021</strong> <strong>Sustainability</strong><br />

highlights<br />

Key corporate achievements this year<br />

Environmental Social Governance<br />

38<br />

mental health first<br />

aiders in position<br />

6%<br />

employees on ‘earn<br />

and learn’ schemes<br />

£200.8m<br />

social value delivered<br />

98%<br />

waste diverted from<br />

landfill<br />

Committed to set science-based<br />

carbon emissions targets<br />

Joined Race to Zero, committing to<br />

go net zero before 2050<br />

Audited purchased timber for<br />

FSC and PEFC certification<br />

Delivered a 5-month COP26<br />

engagement campaign<br />

Embedded ecological<br />

enhancement and biodiversity net<br />

gain assessment into development<br />

processes.<br />

Developed national Social Value<br />

Standards<br />

Introduced a sustainability value<br />

reporting tool<br />

Social Value Management<br />

system certified by Social Value<br />

International<br />

Achieved Gold Status of the<br />

5% Club<br />

Retained Investors in People<br />

status.<br />

Transformed our governance<br />

structure<br />

Created a new sustainability<br />

function<br />

<strong>Report</strong>ed on the year in our first<br />

sustainability report<br />

Partnered with the Supply Chain<br />

<strong>Sustainability</strong> School and gained<br />

Gold status as a member<br />

Joined the Future Homes<br />

Taskforce.<br />

94%<br />

of sub-contract spend<br />

with businesses<br />

accredited to CHAS<br />

Advanced<br />

20%<br />

operational carbon<br />

reduction per home<br />

since 2019<br />

Our social and economic footprint<br />

£200.8m<br />

Social value generated<br />

£49.9m<br />

Other<br />

contributions<br />

98%<br />

homes EPC rating<br />

of B or higher<br />

Read page 9 for more information on the<br />

UN Sustainable Development Goals.<br />

69%<br />

of homes built<br />

on regenerated<br />

brownfield land<br />

£1.48m<br />

Environmental<br />

• Diverting waste from<br />

landfill<br />

• Providing new<br />

dwellings with access<br />

to waterbodies.<br />

£1.04m<br />

Social<br />

• NEETs employed<br />

• Apprentices<br />

employed<br />

• Employee diversity<br />

training<br />

• Employee wellbeing<br />

programmes<br />

• Employment support<br />

for youth<br />

• And more...<br />

£198.3m<br />

Economic<br />

• Spend with local<br />

suppliers<br />

• Employing local<br />

people directly<br />

• Local employment<br />

through the supply<br />

chain<br />

• Training through our<br />

graduate scheme<br />

• Hyperfast<br />

broadband.<br />

£49.9m<br />

contribution towards<br />

the provision of<br />

affordable housing

CHIEF EXECUTIVE OFFICER’S UPDATE <strong>Sustainability</strong> <strong>Report</strong> 07<br />

In the year that COP26 took place in<br />

Glasgow, we’ve taken further steps<br />

to embed social and environmental<br />

sustainability in everything we do.<br />

The government is clear that housing will play a pivotal<br />

role in decarbonising Britain. This poses technical, supply<br />

chain and skills challenges for our industry, but it is also<br />

a great opportunity to attract new layers of people into<br />

our workforce and sell the benefits of energy efficient<br />

new builds to our customers. As a homebuilder which<br />

specialises in working with public sector partners, often<br />

on sites with high sustainability requirements, we are<br />

well placed to play a leading role in what will be a<br />

transformation in housebuilding over the next five years<br />

and beyond.<br />

Our pilots of smart homes to reduce energy bills at West<br />

Gorton with Salford University, and the low carbon homes<br />

we are about to build at Parklands Village at Westonsuper-Mare<br />

provide a steady stream of opportunities to<br />

learn and prepare for the 2025 Future Homes Standard.<br />

And our focus on delivering social value across our<br />

developments ensures that we, together with our suppliers<br />

and sub-contractors, are providing opportunities for a new<br />

generation of builders who will provide the warm, efficient<br />

homes of the future in sustainable communities in thriving<br />

economies. This goes to the heart of our Vision – Building<br />

Communities, Transforming Lives. We have achieved a<br />

Social Value Management Certificate Level 1 in recognition<br />

of our developing expertise on social value, and are the<br />

only major national developer to hold this accolade.<br />

These measures put us in a strong position going forward<br />

for the short, medium and long term when combined<br />

with the commitments we have made this year to set<br />

science-based carbon emission targets and to go net zero<br />

by at least 2050. Our partnership with the Supply Chain<br />

<strong>Sustainability</strong> School will increase the capacity of our<br />

suppliers along this journey and provide excellent learning<br />

opportunities for our directly employed colleagues too.<br />

This is why the social side of sustainability is so important<br />

to Keepmoat – globally there are great environmental<br />

challenges but ultimately it is people that must meet those<br />

challenges, through skills, knowledge, innovation and<br />

ensuring that solutions are accessible to all. At the time of<br />

writing the pressure that high energy prices are putting<br />

on households is highlighting the ever more visible links<br />

between social, economic, and environmental issues.<br />

This <strong>Sustainability</strong> report - Keepmoat’s first - aims to clearly<br />

and transparently reflect how Keepmoat is considering<br />

all these issues and performing against them. I would be<br />

delighted to receive your comments on it.<br />

https://www.keepmoat.com/contact-us<br />

“Globally there are great<br />

environmental challenges<br />

but ultimately it is people<br />

that must meet those<br />

challenges, through skills,<br />

knowledge, innovation<br />

and ensuring that solutions<br />

are accessible to all.”<br />

Tim Beale<br />

Chief Executive Officer

DEFINING PRIORITIES <strong>Sustainability</strong> <strong>Report</strong> 09<br />

Working hand in hand with stakeholders<br />

Our <strong>Sustainability</strong> Strategy is based on the material sustainability issues which<br />

matter most to the people around us.<br />

UK Sustainable Development<br />

Goals (SDGs)<br />

A key part of setting this strategy was our materiality<br />

assessment conducted in FY19, a detailed stakeholder<br />

consultation with 135 internal and external stakeholders. This<br />

included our employees, clients, investors, partners, the third<br />

charitable sector and members of the local community.<br />

By analysing the quantitative and qualitative responses<br />

from our stakeholders, we developed a materiality matrix,<br />

which gave us a clear indication of the importance of key<br />

sustainability issues to our stakeholders. We subsequently<br />

used this insight to refine our strategy and align our approach<br />

to eight of the UN’s Sustainable Development Goals.<br />

Importance to stakeholders<br />

Clean energy<br />

Sustainable travel<br />

More information on our materiality process is available in our<br />

<strong>Sustainability</strong> Strategy document.<br />

Refreshing our analysis<br />

In recognition that the COVID-19 crisis may have changed<br />

the priorities of many of our stakeholders we will be<br />

refreshing our materiality analysis in FY22 via an independent<br />

stakeholder consultation conducted by the Grantham Centre<br />

for Sustainable Futures.<br />

Transparency<br />

Biodiversity<br />

Accessible and adaptable homes<br />

Community regeneration<br />

Zero net waste<br />

Climate change resilience<br />

Accredited management systems<br />

Employee wellbeing<br />

Community wellbeing<br />

Community training<br />

MMC<br />

Supply chain competency<br />

Sustainable procurement<br />

Youth education<br />

Pollution prevention<br />

Employee development<br />

Sustainable<br />

developments<br />

and homes<br />

Affordable homes<br />

Climate change mitigation<br />

Health and safety<br />

The background<br />

The United Nations has defined 17 Sustainable<br />

Development Goals (SDGs); a blueprint that helps us work<br />

together and contribute to a better and more sustainable<br />

future. As well as considering the environment, the SDGs<br />

address key social challenges, including inequality, poverty,<br />

education and economic prosperity. They also ultimately<br />

provide a framework for nations and businesses to identify<br />

common purposes and opportunities, showing how local,<br />

industry and global action can be interwoven.<br />

Eight SDGs. One lasting commitment<br />

to sustainability<br />

We take a holistic approach to the delivery of sustainability<br />

at Keepmoat and work to address global sustainability<br />

priorities on a local level. By focussing on eight material<br />

SDGs, we have developed a vision of sustainability<br />

activity that helps us to contribute to global<br />

and local priorities. This approach also<br />

helps us to refine our focus and<br />

ensure we make a material<br />

difference to the people and<br />

places around us, every day.<br />

A global approach on a local level<br />

The challenges addressed by SDG 11 (Sustainable Cities and<br />

Communities) are key focusses for our business. Seven other<br />

SDGs inform our corporate vision and strategy, prioritising<br />

the material sustainability issues that matter most to<br />

Keepmoat Homes and our partners.<br />

Over the following pages, we’ve included case studies that<br />

highlight our holistic approach to achieving sustainability<br />

and making communities inclusive, safe, resilient and<br />

sustainable (the key focuses of SDG 11). These are followed<br />

by specific updates on our progress in FY21, relating to each<br />

of our seven goals and the associated SDGs.<br />

Local workforce<br />

Staff volunteering<br />

Diversity and inclusion<br />

Importance to Keepmoat Homes

GOVERNANCE <strong>Sustainability</strong> <strong>Report</strong> 11<br />

Governance and management<br />

During the year we changed our governance structure and the way we manage<br />

sustainability to enable lines of responsibility that cover all functions of the organisation.<br />

This is creating a clearer pathway of decision making and accountability from our main<br />

business operations, to our sustainability department and Board.<br />

A <strong>Sustainability</strong> Committee of the Executive with crossfunctional<br />

oversight now ensures a full-focus on sustainability<br />

each quarter at the highest levels of the organisation.<br />

Alongside this change, we have created an entirely new<br />

sustainability function, including new positions of Head of<br />

<strong>Sustainability</strong> and Corporate <strong>Sustainability</strong> Adviser.<br />

At the community level our Social Value Managers remain as<br />

part of our local Land and Partnerships Teams coordinating<br />

delivery of social value locally, with strong channels of<br />

communication via a monthly Social Value Working Group.<br />

IT<br />

Technical<br />

Construction<br />

Commercial<br />

Supply Chain<br />

Land<br />

Social Value<br />

Managers<br />

RMT<br />

Finance<br />

HR<br />

Legal<br />

Comms<br />

EHS<br />

Corporate <strong>Sustainability</strong><br />

Adviser<br />

• <strong>Report</strong>ing and benchmarking<br />

• Communications and awards<br />

• Coordinating social value activity<br />

• Performance monitoring<br />

• Bidding support<br />

• Carbon/climate mitigation<br />

Delivery of sustainability improvements is embedded within<br />

day-to-day business activities in our regional businesses and<br />

is supported by regular sustainability messaging through<br />

our ‘Hub’ intranet site, weekly ‘Monday Matters’ employee<br />

newsletter and ‘Home’, our seasonal employee magazine.<br />

A training plan is in place for the delivery of the most relevant<br />

sustainability issues for the senior leaders of our business,<br />

including the Executive, making the most of our partnership<br />

with the Supply Chain <strong>Sustainability</strong> School.<br />

Investors and Board of Directors<br />

CEO<br />

Head of <strong>Sustainability</strong><br />

Senior Environmental<br />

<strong>Sustainability</strong> Advisor<br />

CEO and Executive<br />

Executive and <strong>Sustainability</strong><br />

Committee<br />

<strong>Sustainability</strong> Steering Committee<br />

<strong>Sustainability</strong> Function<br />

Social Value<br />

Working Group<br />

• Environmental investigation<br />

• ISO 14001:2015 management<br />

• Auditing and inspections<br />

• Operational environmental support<br />

• Training and briefings<br />

FOCUS<br />

Environmental<br />

& Social Governance<br />

Strategy & delivery<br />

Social Value Managers<br />

Land & Partnerships function<br />

• Social Value bid support<br />

• Maintain regional partnerships<br />

• Deliver social value commitments<br />

• Monitor performance<br />

• Delivering social value through<br />

supply chains<br />

Taskforce for Climate-related<br />

Financial Disclosures (TCFD)<br />

Keepmoat is progressing adoption of the recommendations of TCFD in reporting<br />

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

summary indication of readiness as part of our journey of progression.<br />

Governance Strategy Risk management Metrics and targets<br />

Disclose the<br />

organisation’s<br />

governance around<br />

climate-related risks and<br />

opportunities.<br />

<strong>Sustainability</strong> risks and<br />

opportunities, including<br />

those around climate<br />

change are raised to<br />

the Board through the<br />

Executive <strong>Sustainability</strong><br />

Committee (see page 10).<br />

Management and<br />

assessment of climate<br />

risks and opportunities<br />

is via the <strong>Sustainability</strong><br />

Steering Committee that<br />

liaises closely with function<br />

leaders as issues develop.<br />

Disclose the actual and<br />

potential impacts of<br />

climate-related risks<br />

and opportunities<br />

on the organisation’s<br />

businesses, strategy, and<br />

financial planning<br />

where such information<br />

is material<br />

Our Annual <strong>Report</strong> <strong>2021</strong><br />

references climate risks in<br />

the report on physical risks<br />

including construction-side<br />

risks from drier summers<br />

and wetter winters. It also<br />

references development<br />

flood risk mitigation in<br />

the form of sustainable<br />

drainage systems.<br />

Independent climate<br />

risk reports have been<br />

undertaken during FY21<br />

and we are currently<br />

working to apply different<br />

climate scenarios to these<br />

analyses.<br />

This sustainability report<br />

starts to outline the early<br />

elements of our carbon<br />

reduction strategy including<br />

mitigation opportunities.<br />

Disclose how the<br />

organisation identifies,<br />

assesses, and manages<br />

climate-related risks.<br />

Climate-related risks<br />

are manged through<br />

our ISO14001:2015<br />

management system –<br />

climate risks are assessed in<br />

relationship to organisation<br />

context, interested parties<br />

and compliance obligations.<br />

This process identifies<br />

likelihood and severity<br />

of risks, responsibilities,<br />

mitigations and controls.<br />

Business functions<br />

contribute to identification<br />

and management of<br />

these risks through the<br />

<strong>Sustainability</strong> Steering<br />

Committee, with risks<br />

assigned an ‘owner’<br />

ensuring that mitigations<br />

and controls are actioned.<br />

Residual risks are reassessed,<br />

after which<br />

significant risks can be<br />

escalated to the corporate<br />

risk register, ensuring<br />

Executive oversight.<br />

Metrics and targets<br />

Disclose the metrics and<br />

targets used to assess<br />

and manage relevant<br />

climate-related risks and<br />

opportunities where<br />

such information is<br />

material.<br />

Keepmoat records and<br />

reports a number of metrics<br />

on carbon emissions<br />

(scope 1, 2 and 3). The<br />

business also reports on<br />

climate adaptation metrics<br />

including the proportion<br />

of developments with<br />

SUDs ponds and energy<br />

efficiency (EPC) ratings<br />

of homes. See this on<br />

pages 36 to 39.<br />

At the time of writing our<br />

carbon reduction target<br />

is to reduce scope<br />

1 & 2 emissions by 3% per<br />

annum. The business has<br />

pledged to set a sciencebased<br />

carbon emission<br />

target via the SBTi, and<br />

has joined the Race to<br />

Zero with a pledge to be<br />

net zero carbon by at least<br />

2050.<br />

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

SUSTAINABLE CITIES AND COMMUNITIES <strong>Sustainability</strong> <strong>Report</strong> 13<br />

Delivering a better<br />

tomorrow for everyone<br />

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

with our partners to create and improve places, which in turn improve economic,<br />

environmental and social outcomes.<br />

Throughout the development process positive outcomes for<br />

communities, partners and our other stakeholders enable us<br />

to develop strong relationships with public sector partners,<br />

purchase brownfield land at low cost and deliver positive<br />

environmental social and economic outcomes creating<br />

thriving new communities.<br />

£200.8m<br />


69%<br />

58%<br />

39%<br />

Completed home sales on<br />

brownfield land<br />

Home sales completed in<br />

regeneration areas (the bottom<br />

two deciles of Indices of Multiple<br />

Deprivation)<br />

Homes are affordable<br />

Our goals<br />

• To address the national housing shortage<br />

through the construction of affordable<br />

homes<br />

• To deliver sustainable community and<br />

regeneration initiatives around Keepmoat<br />

Homes developments.<br />

Our progress in FY21<br />

• 39% of our homes sold to affordable<br />

housing providers at a discount worth<br />

£49.9m<br />

• New social value reporting system<br />

introduced. £200.8m social value<br />

generated<br />

• Level 1 Social Value Management<br />

certification achieved.<br />

“We use the term social value to<br />

describe the environmental, social and<br />

economic benefits generated through<br />

the outcomes of our business activities<br />

both locally and nationally over the<br />

short, medium and long-term.”<br />

Our strength in this area comes through our team of expert<br />

Social Value Managers that understand local priorities and<br />

focus on engaging stakeholders at all stages to understand<br />

and deliver the outcomes they want to see.<br />

Over the past year we have focused on moving from local<br />

level excellence on key projects to furthering national<br />

consistency in our delivery of social value outcomes.<br />

During the year:<br />

• We created a Social Value Working Group that<br />

shares best practice and implements national-level<br />

improvements<br />

• Created national Social Value Standards incorporating<br />

best practice approaches<br />

• Set up a sustainability and social value reporting tool to<br />

improve the way we collect data – showing £200.8m in<br />

social value generated through all our business activities<br />

• Delivered training on social value to the industry, via the<br />

Supply Chain <strong>Sustainability</strong> School<br />

• Successfully upgraded to the Social Value Management<br />

Certificate Level 1.

SUSTAINABLE CITIES AND COMMUNITIES <strong>Sustainability</strong> <strong>Report</strong> 15<br />

Case study:<br />

Riverbank View<br />

(Charlestown, Salford)<br />

Charlestown is a Keepmoat development on<br />

a brownfield site in the centre of Salford. In<br />

collaboration with Salford City Council, we’re helping<br />

to regenerate the area; and providing training, job<br />

opportunities and an improved environment.<br />

Starting in 2016, this site exemplifies our<br />

longstanding competence in the integration of<br />

sustainability into our partnership offering and<br />

how it supports our business success.<br />

This approach differentiates us from a traditional<br />

housebuilder and helps to ensure we address<br />

the biggest societal and environmental issues<br />

facing us.<br />

Working in partnership with Salford City Council<br />

and Inspiring Communities Together, we’re<br />

helping to regenerate the area; providing training,<br />

jobs and an improved environment. This resulted<br />

in the development winning the 2018 Social<br />

Value UK award for its work with young people<br />

not in employment education or training (NEETs).<br />

Social impact<br />

42 apprentices through the build partnership<br />

78% local labour<br />

177 weeks of work experience and 2,800 under-<br />

25s engaged in social and economic activities<br />

240 participants attending training, obtaining<br />

460 qualifications and industry certifications<br />

497 children supported with holiday hunger<br />

Number of local shops increased 3 fold.<br />

Partner endorsement (Salford City Council)<br />

“Keepmoat Homes are a stand out construction<br />

employer for their range of employment and<br />

training programmes with outstanding outcomes<br />

all delivered with a deep understanding of<br />

effective partnership working and a real passion<br />

for helping some of those people who need the<br />

help the most. Fantastic!”<br />

Placemaking<br />

15 hectare brownfield development of 425<br />

homes, located in a regeneration area,<br />

13% (2 hectares) green space and play areas<br />

s106 and affordable housing<br />

25% (85 homes) affordable housing<br />

Status<br />

Commenced on site in 2016.<br />

Environmental impact<br />

Sand martin nesting colony created on the<br />

river bank<br />

Shortlisted for the BIG Biodiversity Award for<br />

our horticultural project working with young<br />

people not in employment education or training.<br />

99% of waste diverted from landfill.

SUSTAINABLE CITIES AND COMMUNITIES <strong>Sustainability</strong> <strong>Report</strong> 17<br />

Case study:<br />

Hull Citywide Developer<br />

Partnership<br />

The Hull Citywide Developer Partnership (HCDP) is a<br />

consortium of developers that includes Keepmoat,<br />

Strata, Home Group and Priority Space, appointed to<br />

undertake the regeneration of the Preston Road area.<br />

The Preston Road area is a true example of how<br />

the local community, the Council and the private<br />

sector can come together to regenerate an area,<br />

stimulate private investment and deliver truly<br />

transformational change.<br />

Located in one of the lowest 1% of deprived<br />

areas nationally, the area has low levels of skills<br />

(nearly half the population have no qualifications)<br />

and wages, high levels of unemployment and<br />

benefit reliance, poor health and high levels<br />

of crime.<br />

An extensive community engagement and skill<br />

programme has delivered huge change and<br />

regeneration in a turbulent and challenging<br />

environment.<br />

Placemaking<br />

Construction of 1,200 new homes, refurbishment<br />

of 365 existing homes, new secondary school<br />

and commercial units £500m private investment<br />

in the area.<br />

s106 and affordable housing<br />

41% (279 homes) affordable housing.<br />

Status<br />

Commenced on site in 2015 with 680 homes<br />

delivered to date.<br />

Partner endorsement (Hull City Council)<br />

“Keepmoat Homes is a long term strategic<br />

partner for the Council delivering regeneration<br />

programmes and housing growth across the city.<br />

Job creation and providing training opportunities<br />

are a big part of the Councils requirements when<br />

delivering new homes. Keepmoat offer a range<br />

of employment and training programmes which<br />

benefit the local economy and local people. This<br />

work with local communities and generating long<br />

lasting benefit was reflected in a recent award<br />

from Social Value UK, Excellent!”<br />

Social impact<br />

£15m of social value generated 41% reduction<br />

in unemployment<br />

22% reduction in anti-social behaviour<br />

672 jobs created or safeguarded 98 new<br />

apprenticeships<br />

44 trainees and 50 work experience placements<br />

65% local labour<br />

£1m of funding secured from DFE and CITB to<br />

create a new construction skills hub.<br />

Environmental impact<br />

Green spaces and infrastructure across sites<br />

supporting flood mitigation, biodiversity and<br />

wellbeing<br />

97% landfill diversion.

SUSTAINABLE CITIES AND COMMUNITIES <strong>Sustainability</strong> <strong>Report</strong> 19<br />

Case study:<br />

Chase Farm, Gedling<br />

Chase Farm is a Keepmoat development on a<br />

brownfield former colliery site. Through our long<br />

term partnership with Homes England and Gedling<br />

Borough Council, we’re transforming the formerly<br />

contaminated site; providing affordable homes, jobs<br />

and environmental enhancements.<br />

Chase Farm is a great example of how working<br />

with partners we invest in local communities and<br />

deliver local benefits.<br />

We are providing affordable homes by<br />

regenerating a large brownfield site, are<br />

facilitating delivery of a major infrastructure<br />

project and creating connections into nature for<br />

the local community.<br />

Social impact<br />

4 work placements<br />

414 onsite training weeks<br />

17 new jobs created<br />

62 qualifications<br />

Establishment of community investment fund.<br />

Placemaking<br />

50 hectare brownfield development for 925<br />

homes, a primary school, a local retail area,<br />

amenity space, community investment and<br />

substantial infrastructure.<br />

s106 and affordable housing<br />

10% affordable housing target and currently<br />

delivering 25% on Phase 1.<br />

Status<br />

Commenced on site in May 2017 with 219<br />

homes delivered to date including fully volumetric<br />

modular homes.<br />

Environmental impact<br />

Green spaces and infrastructure across sites<br />

supporting flood mitigation, biodiversity and<br />

wellbeing<br />

97% landfill diversion.<br />

Partner endorsement (Gedling Borough Council)<br />

“In addition to providing much needed new<br />

and affordable homes for the local community,<br />

Keepmoat have been partnering with local<br />

community stakeholders through the provision<br />

of apprenticeships, site-based work experience<br />

opportunities and facilitating interactive<br />

workshops with local schools. The purpose of<br />

these is to raise aspirations of local young people<br />

and provide them with opportunities to find<br />

out more information about careers within the<br />

construction sector.”

GOOD HEALTH AND WELLBEING <strong>Sustainability</strong> <strong>Report</strong> 21<br />

Looking after our people<br />

and communities<br />

We’re making people a priority and supporting the health and wellbeing of our<br />

people, our sub-contractors and our communities.<br />

38<br />




Our goals<br />

• To align our neighbourhood wellbeing<br />

initiatives to our partners’ key priorities<br />

• To support health and wellbeing<br />

across our team and supply chain, and<br />

continually reduce sickness absence.<br />

Our progress in FY21<br />

• 6 Wellbeing case studies developed<br />

• Investors in People accreditation<br />

maintained<br />

• 38 Mental Health First Aiders across the<br />

business, covering all regions.<br />

We believe that protecting the physical and mental health of<br />

people should be a priority for all responsible businesses.<br />

COVID-19 has challenged us to assess and rethink how we<br />

support our people and the communities we live and work<br />

in, while maintaining social distancing and safe working<br />

conditions. We have subsequently focussed on two key<br />

areas.<br />

1. Workforce health and wellbeing<br />

KeepWell, a key part of our employee value proposition, is<br />

a broad package of support which includes a mental health<br />

toolkit, healthy living advice calendar and communications,<br />

and medical insurance. It has been even more important<br />

over the past two years supporting our people through<br />

the COVID-19 challenges. Available to all direct employees,<br />

the support delivered through KeepWell this year was<br />

worth £144,782 in terms of social value to our employees.<br />

We have 38 mental health first aiders in place across the<br />

business supporting all our regions.<br />

“We are proud to have retained our<br />

Investors in People accreditation after<br />

an assessment during the year, which<br />

noted a culture of collaboration within<br />

the company: ‘People talk with great<br />

respect and admiration for each other<br />

and love working together to get<br />

things done’.”<br />

With feedback from office-based employees that they<br />

prefer a balance between working at home and the office,<br />

our Agile Working Policy, introduced at the beginning of<br />

the pandemic, remains in place. Providing opportunities for<br />

employees to develop personally and professionally is also<br />

a contributor to overall wellbeing – read more about this<br />

on page 24.<br />

2. Supporting vulnerable communities<br />

Social value programmes support the development of<br />

people in our communities, for example through careers and<br />

employment advice for young people and those out of work.<br />

Health, wellbeing and community cohesion initiatives in our<br />

communities were supported with £12,000 worth of charitable<br />

contributions in the form of donations and volunteering hours.<br />

The design and location of our developments can also aid<br />

lifestyles that keep people healthy and well. Throughout<br />

the year the Keepmoat Design Guide has been refreshed to<br />

reinforce our sustainable communities focus and is aligned<br />

to the principles of both the National Design Guide and<br />

Building for a Healthy Life 1 to enhance the sustainability and<br />

attractiveness of our developments.<br />

Of the homes we completed in the period, 58% were on<br />

developments with waterbodies such as ponds, swales and rain<br />

gardens – creating green and blue spaces that prevent flooding<br />

while also benefiting wellbeing and nature – combining<br />

community, climate and nature benefits these features<br />

contributed to £1.03m in social value. 2<br />



Quality cycle networks 63%<br />

Public transport nodes (e.g. bus stop) within 500m 94%<br />

Public transport nodes (e.g. bus stop) within 1km 98%<br />

“The design and location of our<br />

developments can also aid lifestyles<br />

that keep people healthy and well.”<br />

1<br />

Building for a Healthy Life is the new name for the Building for Life 12 development design standard.<br />

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

2<br />

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

QUALITY EDUCATION <strong>Sustainability</strong> <strong>Report</strong> 23<br />

Training the<br />

next generation<br />

We’re providing education and development opportunities for our people and<br />

communities to address the construction sector skills shortage.<br />

6%<br />



Our goals<br />

• To provide youth & community education<br />

and training initiatives in all Divisions<br />

• To maintain 5% Club status by increasing<br />

‘earn and learn’ training opportunities<br />

• To create a sustainability competency<br />

programme for employees and<br />

sub-contractors.<br />

Our progress in FY21<br />

• We are proud to be a Cornerstone<br />

Employer in South Yorkshire,<br />

Humber & East Riding,<br />

Liverpool and Lancashire<br />

• 7 case studies published online<br />

• Joined the Supply Chain <strong>Sustainability</strong><br />

School as a Partner to aid capacity<br />

building on sustainability in our workforce<br />

and supply chain<br />

With an ageing construction workforce in the UK, attracting,<br />

developing and retaining employees with the right expertise<br />

is key. While housing is likely to face skills challenges over the<br />

coming years, for example, to install low carbon technologies<br />

in both new and old homes, it is an exciting time for a new<br />

generation to join the housing industry and learn new skills.<br />

Supporting community education<br />

Keepmoat is a Cornerstone Employer in South Yorkshire,<br />

Humber & East Riding, Liverpool and Lancashire, meaning<br />

we work with the Careers and Enterprise Company to provide<br />

career guidance and work experience for young people to help<br />

them in future choices.<br />

In a normal year, we work closely with local schools and<br />

colleges around our developments, helping to deliver face to<br />

face construction skills sessions, work experience and careers<br />

support. COVID-19 has meant much of this support has moved<br />

online. Despite the challenges, during FY21 we dedicated over<br />

240 employee hours to school visits on topics from careers<br />

information to household budgeting.<br />

We have provided many opportunities for people, young<br />

people in particular, to gain qualifications, placing 41<br />

apprentices directly or through our supply chain and providing<br />

56 accredited training weeks towards other workplace<br />

qualifications.<br />

Supporting our skills development<br />

During the year we achieved Gold status with The 5%<br />

Club, for greater than 5% of our employees being<br />

trainees, graduates or apprentices in ‘earn and learn’<br />

positions across all functions within the business or<br />

through our sub-contractors and partners. In fact, 6%<br />

of our employees are in such positions. This approach<br />

supports our skilled teams, addresses skills shortages<br />

and opens this very important sector as a great career<br />

opportunity to many.<br />

Among them are the 10 participants of the first cohort<br />

of our new Land and Partnerships Graduate Scheme<br />

programme, which is underway. We have now turned<br />

our attention to a Commercial Graduate Scheme with its<br />

first intake during FY22.<br />

We are also committed to the personal and professional<br />

development of our existing employees, which you may<br />

read more about on page 24.<br />

Chantelle<br />

6% of employees<br />

on ‘earn and<br />

learn’ schemes<br />

From leaving school Chantelle had a drive and passion<br />

to work in the construction industry. However, her early<br />

attempts to gain an apprenticeship with a contractor<br />

proved elusive until she applied to Keepmoat. Chantelle<br />

was successful in securing an Assistant Site Manager<br />

role in 2017 and is now successfully working alongside<br />

the site manager at a Keepmoat site in Malton North<br />

Yorkshire where she acts as a role model for other young<br />

women looking to enter into the industry.<br />

Chantelle visits local primary and secondary schools<br />

where she uses her experiences to encourage young<br />

women to pursue their goals and ambitions regardless<br />

of the challenges they may face. Chantelle is also one<br />

of small number of female site managers at Keepmoat<br />

working to change the views and stereotypes within<br />

the sector.<br />

Supporting our supply chain<br />

During FY21 we made the most of our apprenticeship<br />

levy, transferring unused funds to our supply chain to<br />

maximise benefits.<br />

Phoebe<br />

One example is where we shared our Levy pot with<br />

Chandos Civil Engineering to enable them to recruit a<br />

new apprentice quantity surveyor. Phoebe wished to<br />

pursue a career in Quantity Surveying, but realised that<br />

she was better suited to an apprenticeship degree.<br />

She had already secured a role as a Junior Surveyor at<br />

Chandos Civil Engineering in 2018. However, in order<br />

to qualify for a place on an apprenticeship degree,<br />

she needed sponsorship from a company with a Levy<br />

Scheme. By sharing our Levy with Chandos, we were<br />

able to give Phoebe the opportunity to access higher<br />

education.<br />

Chandos said: “Phoebe has a promising career<br />

ahead of her and we are grateful to Keepmoat<br />

Homes for their investment in her future and also<br />

their continuous support for the future of the<br />

construction industry.”

DECENT WORK AND ECONOMIC GROWTH <strong>Sustainability</strong> <strong>Report</strong> 25<br />

Delivering safe<br />

and sustainble growth<br />

We’re assuring the safety and sustainability of our sites, operations and supply chains,<br />

and increasing the proportion of people from local communities in our workforce.<br />

93%<br />




Our goals<br />

• To provide for the safety and wellbeing of<br />

all workers<br />

• To focus on a local workforce that reflects<br />

our communities<br />

• To manage the integration of minimum<br />

sustainability criteria into all procurement<br />

exercises.<br />

Our progress in FY21<br />

• RIDDOR accident injury incidence rate<br />

static at 539 accidents per 100,000<br />

(2020: 528) employed, a nominal increase<br />

• 77% of colleagues live within a 30 miles<br />

of their workplace<br />

• Supplier sustainability maturity matrix and<br />

risk heatmap developed<br />

• 93% of supply chain spend assessed for<br />

modern slavery risk.<br />

Developing high-performing,<br />

engaged teams<br />

In keeping with our people-first approach and 5-Star builder<br />

status, we have implemented a series of internal training<br />

programmes, designed to develop High-Performing Teams<br />

across our business.<br />

To date our programme has covered three areas:<br />

• Upskilling our c.400 strong team of customer care, sales<br />

and construction employees, by focussing on the improved<br />

delivery of our Hallmark Standard customer service and<br />

technical skills<br />

• Having secured CITB grant funding we have delivered<br />

our new Leading Change - Adding Value development<br />

programme aimed at improving our people managers’<br />

leadership and change management skills.<br />

This was complemented by our first Future Leaders Programme<br />

completed in FY21. The year-long programme was aimed<br />

at our high performers with the potential to reach a senior<br />

leadership role, focused on leadership style and skills, coaching<br />

and mentoring.<br />

To ensure continual improvement, our Professional<br />

Development Review (PDR) conversations and supporting<br />

tools help identify performance and development needs of<br />

colleagues to managers and our Learning and Development<br />

team, who offer leadership and development programmes<br />

supported by masterclasses and mentoring.<br />

Our 2020 biennial Peoples’<br />

Voice employee engagement<br />

survey results showed an<br />

engagement score of 86%<br />

(2018: 81%).<br />

Raising the standard in Health and Safety<br />

Our integrated management system is triple certified to:<br />

• ISO 9001:2015 (Quality Management)<br />

• ISO14001:2015 (Environmental Management)<br />

• ISO 45001:2018 (Safety Management)<br />

All regional directors undertake monthly inspections to<br />

check environmental, health and safety (EHS) standards.<br />

Our Group EHS and Group Production Directors undertake<br />

inspections in all regions throughout the year with a random<br />

number of unannounced spot checks on environment,<br />

health and safety issues.<br />

Contracts Manager inspections increased from 608 to<br />

882 and Site Manager inspections from 2634 to 3672,<br />

demonstrating our commitment to managing risk and<br />

compliance.<br />

Construction compliance audits by EHS Business Partners<br />

doubled from 32 to 66 and high risk audits increased from<br />

17 to 132. Both yielded high levels of compliance with<br />

company standards and legal requirements.<br />

People are at the centre of our health and safety approach,<br />

and an environment, health and safety training matrix covers<br />

all employee roles to determine environmental, health<br />

and safety training requirements corresponding with their<br />

responsibilities. We have a process in place for surveilling the<br />

health of our safety-critical roles and all employees receive<br />

regular advice on how to live healthy lifestyles through<br />

KeepWell employee support programme.<br />

All but our smallest Tier 1 sub-contractors must hold the<br />

CHAS Advanced accreditation ensuring adherence to the<br />

same exacting safety, environment, diversity and modern<br />

slavery standards as Keepmoat, with 94% of all sub-contract<br />

spend being with accredited organisations.<br />

Unannounced site visits by the HSE in the year generated<br />

no improvement, prohibition notices, prosecutions, or<br />

intervention fees. Our systems, controls and performance<br />

were awarded the <strong>2021</strong> Gold Award by the Royal Society<br />

for the Prevention of Accidents (RoSPA).<br />

Modern slavery vigilance<br />

Carbon intensity<br />

Our Modern Slavery Statement is published in compliance<br />

with the Modern Slavery Act. In addition to the CHAS<br />

2.00 Advanced accreditation for sub-contractors, a survey was<br />

distributed to our materials supply chain. Overall, 93% of<br />

1.5 our supply chain has been assessed<br />

1.61<br />

for modern slavery risks<br />

1.52<br />

and mitigation<br />

1.36<br />

processes.<br />

1.36<br />

We used 18th October,<br />

1.00 Anti-Slavery Day as an opportunity to remind 1.19 our 1.12<br />

employees of the signs to look out for in our Monday<br />

0.5 Matters employee newsletter.<br />

0.00 Diversity<br />

Valuing diversity FY19forms part of FY20 our Values and Behaviour FY21<br />

framework at Keepmoat, and is also part of our company<br />

Scope 1,2 (location-based) and scope 3 business travel<br />

People Strategy. Our Equal Opportunities Policy sets out<br />

in private vehicles per home completed (tCO<br />

clear expectations that we will provide and promote 2<br />

e)<br />

equal<br />

opportunities<br />

Scope 1,2 (market-based)<br />

in employment.<br />

and<br />

We<br />

scope<br />

aim to<br />

3<br />

attract<br />

business<br />

people<br />

travel<br />

in private vehicles per home completed (tCO<br />

through a variety of recruitment methods to provide 2<br />

e)<br />

a rich<br />

and diverse mix of candidates. This is in recognition of the<br />

benefits that a diverse workforce has in serving the diversity<br />

of the communities in which we work. Our gender pay gap<br />

is reported publicly on our website.<br />

Employee gender split (no.)<br />

1200<br />

1000<br />

800<br />

600<br />

400<br />

200<br />

0<br />

33%<br />

67%<br />

FY20<br />

33%<br />

67%<br />

FY21<br />

Female<br />


INDUSTRY, INNOVATION AND INFRASTRUCTURE <strong>Sustainability</strong> <strong>Report</strong> 27<br />

Designing a new<br />

blueprint for housing<br />

Parklands zero carbon homes<br />

We’re delivering increasingly sustainable homes that are affordable, adaptable,<br />

energy-efficient and designed for modern life.<br />

Sustainable homes<br />

12%<br />




Our goals<br />

• To create sustainable homes (affordable,<br />

efficient, low carbon and adaptable).<br />

Our progress in FY21<br />

• Commenced trial of battery assisted<br />

generators<br />

• Average home kWh/m 2 of 88.6<br />

• 12% of homes completed using modern<br />

methods of construction.<br />

Our approach to the design of homes is to focus on<br />

affordability, comfort and increasingly lower carbon homes<br />

located in sustainable communities. We are updating our<br />

standard designs and trialling technologies to ensure the homes<br />

we build are increasingly energy efficient, lower carbon and<br />

affordable – an issue of increasing importance after a 12% rise<br />

to the energy price cap in October <strong>2021</strong>. 3<br />

We’re outlining a detailed roadmap for the development of<br />

our new Future Homes designs to deliver flexible living spaces,<br />

fabric performance and overheating prevention, with the aim<br />

of reducing energy consumption. Our roadmap will integrate<br />

renewable energy solutions, smarter energy controls and<br />

storage solutions.<br />


Part 1<br />

Timescale<br />

Carbon<br />

reduction<br />

Strategy and technology<br />

<strong>2021</strong>-2023 31% Space heating reduced<br />

by increased thermal<br />

performance, reduced<br />

air leakage, efficient<br />

ventilation. Solar PV to<br />

offset carbon in use.<br />

Part 2<br />

Timescale<br />

Carbon<br />

reduction<br />

2025 at least<br />

75%<br />

Strategy and technology<br />

Removal of gas boilers<br />

in place of all electric<br />

renewable technologies<br />

and energy generation.<br />

3<br />

Energy prices and their effect on households (ONS, February 2022)<br />

To address our broader sustainability priorities, we’ve<br />

focused on increased standardisation and sharing our digital<br />

designs with our supply chain to enhance the use of offsite<br />

pre-manufactured value and on-site assembly. This will<br />

support waste reduction and improve quality in delivery.<br />

This approach resulted in:<br />

• Standard house types making up 78% of homes<br />

constructed in the year<br />

• Modern methods of construction (timber frame and<br />

full volumetric solutions) accounted for 12% of homes<br />

completed in the year<br />

• The specification of homes for very low water consumption<br />

of 83.7 litres per person per day (LPPPD)<br />

• All new developments from FY21 benefit of 1 Gigabit Day<br />

One connectivity, access to a choice of Wi-Fi providers<br />

and access to bespoke lower cost options for low-income<br />

households.<br />

Low cost energy<br />

Our partnership with Manchester City Council and Heylo<br />

Housing in West Gorton has introduced the latest smart<br />

home technology in five trial homes to evaluate the impact<br />

of emerging technologies running costs, comfort and energy<br />

consumption as a result of interaction with the grid.<br />

The brick homes have an enhanced fabric performance with<br />

rigid insulation. They also have dual aspect solar PV panels,<br />

linked to battery storage to generate and store energy. This is<br />

managed using smart technology from Wondrwall.<br />

The home is provided with a ‘brain’ which senses movement,<br />

humidity, temperature, light and sound to optimize energy<br />

consumption around the home. It also enables the home<br />

to export surplus energy from the battery back to the grid<br />

and import energy when tariffs are low, creating both an<br />

income for the customer and the opportunity to buy and store<br />

affordable electricity.<br />

Wondrwall has now completed 12 months of post-occupancy<br />

monitoring, finding a 1.8 tonnes of CO 2<br />

reduction annually per<br />

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

its report dated October <strong>2021</strong>. Energy demand was reduced in<br />

all homes to cost and environmental benefit.<br />

Gedling Access Road (GAR)<br />

As part of our Chase Farm development on the former<br />

Gedling Colliery we have contributed £17m (42%) to<br />

the construction of the Gedling Access Road. While<br />

new roads are not traditionally considered a sustainable<br />

feature of a development, the bypass addresses a<br />

number of long-standing transport issues for the village,<br />

with the A6211 currently seeing 15,000 vehicles a day<br />

(one of the busiest stretches of road in the region).<br />

Following completion in 2022 the existing road will be<br />

retained, providing a quieter route for local traffic, buses,<br />

cyclists and pedestrians.<br />

Overall, the construction provides significant carbon<br />

reduction from reduced congestion, reduced travel<br />

time and local disruption from traffic, with improved air<br />

quality for local residents.<br />

To compensate for impacts on biodiversity and deliver a<br />

net gain, there will be a 40% increase in woodland and<br />

the adjacent country park will increase in size with new<br />

non-motorised access points from the bypass and the<br />

Chase Farm development.

RESPONSIBLE CONSUMPTION AND PRODUCTION <strong>Sustainability</strong> <strong>Report</strong> 29<br />

Working towards<br />

zero net waste<br />

We aim to achieve zero net waste construction by minimising waste, embedding the<br />

circular economy and continually improving our management systems.<br />

20%<br />


PER HOME<br />

Our goals<br />

• To report annually on sustainability<br />

performance<br />

• To achieve zero net waste through waste<br />

minimisation and buying recycled by 2024<br />

• To certify all management systems to ISO<br />

14001, ISO 9001 & ISO 45001.<br />

Our progress in FY21<br />

• 11% waste reduction per completed<br />

square meter over the last 2 years<br />

• Materials Management Plans mandated<br />

for all new developments<br />

• Standards and processes in place<br />

to ensure use and quality of recycled<br />

aggregates.<br />

Waste is a major impact of the whole construction sector<br />

with construction, excavation and demolition waste<br />

accounting for 62% of all UK waste in 2018. 4 Housebuilding<br />

is no exception to this and consumes large quantities of<br />

building materials which in turn require energy, water and<br />

labour to produce and transport.<br />

Ultimately, we aim to make Keepmoat a zero-net waste<br />

business by 2024 (closing the loop), by prioritising<br />

sustainable materials and products and minimising the waste<br />

that arises from the construction process.<br />

Waste<br />

During the year we diverted 98% of construction waste<br />

from landfill (2020: 98%) and have started to report our<br />

waste intensity on a per 100m 2 legally completed area basis<br />

for improved industry comparability, reducing waste to<br />

7.33t per 100m 2 . 5 Absolute construction waste rose 30%<br />

between FY20 and FY21 due to abnormally low activity<br />

in FY20 caused by COVID-19 restrictions. However, In<br />

comparison with FY19, a year of more typical production<br />

output, absolute waste saw a 11% reduction.<br />


FY19 FY20 FY21<br />

Construction waste NA NA 7.33<br />

100m 2<br />

intensity (tonnes per<br />

Construction waste<br />

intensity (per completed<br />

home)<br />

Construction waste<br />

(tonnes)<br />

Diversion from<br />

landfill rate (%)<br />

6.70 7.34 5.99<br />

27,044 18,064 23,703<br />

97 98 98<br />

Continual communication over waste is key to increasing<br />

levels of segregation and avoiding unnecessary waste. We<br />

drive this through quarterly benchmarking of development<br />

waste volumes and costs, supported by bulletins, factsheets<br />

and toolbox talks to site teams and employees.<br />

Designing out waste<br />

Working together with our suppliers and subcontractors, we<br />

are focused on reducing and preventing avoidable waste by<br />

implementing digital designs across our supply chain.<br />

By sharing 3D models, we are able to work with our supply<br />

chain to maximise efficiency and reduce waste, as part of<br />

our drive to increase the pre-manufacture value content of<br />

our homes, as we move towards on-site assembly.<br />

Our ultimate goal is a ‘no-cuts, no drills’ approach to<br />

increase productivity while minimising wastage. This requires<br />

greater focus to accurate detailing in the design process.<br />

Key areas include:<br />

• De-cluttering homes to remove difficult details e.g. nibs<br />

• Calculating all dimensions including window openings to<br />

brick dimensions<br />

• Designing storey heights to work to full courses – to<br />

avoid cuts<br />

• Pre-cutting bricks to gable cut ups<br />

• Developing designs which support ‘design for<br />

manufacture’ principles<br />

• Incorporating more off-site manufactured / prefinished<br />

components.<br />

An example of this is our use of Staircraft’s intermediate<br />

floors. These come pre-cut; even the notches for the<br />

straps are pre-cut, together with holes for first fix services,<br />

resulting in almost no waste.<br />

Reusing soils<br />

Materials Management Plans (MMPs) allow us to utilise<br />

excavated made ground and natural soils without them<br />

being legally classed as ‘waste’ and requiring off-site<br />

disposal. MMPs can be quickly and easily amended<br />

throughout the project to reflect changes. While the use<br />

of MMPs is not a legal requirement, if one is not used then<br />

a bespoke environmental permit or appropriate waste<br />

exemption must be used to legally reuse soils and made<br />

ground.<br />

We have committed to the use of MMPs on all new<br />

developments. This helps us avoid thousands of tonnes of<br />

waste that would otherwise be generated from site levelling,<br />

excavation for foundations and roads, and utility service<br />

trenches. Instead, we sustainably reuse this material in<br />

construction - helping to avoid the cost and environmental<br />

impact of off-site waste disposal, and the need to import<br />

clean virgin soils and stone to site.<br />

Through the use of an MMP at our Timeless development<br />

in Leeds, we avoided 125,000 tonnes of soils and made<br />

ground generated as part of construction from being<br />

discarded as waste. We have subsequently reused these<br />

materials as engineered fill within the site construction,<br />

avoiding over 6,000 lorry movements from the site,<br />

minimising off-site disposal costs and eliminating the need<br />

to import replacement fill materials.<br />

4<br />

DEFRA (July <strong>2021</strong>) UK Statistics on Waste<br />

5<br />

Per 100m 2 metric recommended by the NextGeneration<br />

<strong>Sustainability</strong> Benchmark<br />

6<br />

Floor area intensity ratio only available only from FY21. No data<br />

available for MCi in FY19 and FY20

CLIMATE ACTION <strong>Sustainability</strong> <strong>Report</strong> 31<br />

Working greener<br />

and cleaner<br />

We’re taking action to reduce absolute carbon emissions from our operations, our<br />

supply chain and the homes we build, and adapt our operations and approach to<br />

tackle a changing climate.<br />

20%<br />




Our goals<br />

• To bring climate change resilience<br />

in development design, throughout<br />

construction and lifecycle<br />

• To align our business carbon reduction<br />

aligned to limiting global warming to well<br />

below 2 o C.<br />

Our progress in FY21<br />

• Overheating mitigation techniques<br />

considered as part of an external report<br />

and internal analysis of development<br />

• Committed to set science-based targets<br />

via the SBTi and joined the Race to Zero<br />

• 19% absolute reduction in Scope 1 & 2<br />

market-based emissions between FY19<br />

and FY21<br />

Our commitments to net zero and 1.5 O C<br />

During the year we made a public commitment via the<br />

Science Based Targets initiative (SBTi) to set science-based<br />

carbon emission targets aligned to the need to restrict<br />

global temperature increases to 1.5 O C. This means we will<br />

be setting revised carbon emission targets in FY22. We also<br />

signed up to the Race to Zero committing to be a net zero<br />

business before 2050.<br />

Performance<br />

During the year our scope 1 & 2 carbon intensity (market<br />

based) was 1.12 tonnes per home completed (1.37 tonnes<br />

per 100m 2 , an 18% reduction compared to FY19). Absolute<br />

scope 1 and 2 emissions (market-based) increased 20%<br />

compared to FY20, reflecting the post-COVID change in<br />

productivity and abnormally low construction activity in<br />

FY20 due to lockdowns at the pandemic’s height. You can<br />

see further figures on our operational carbon emissions in<br />

the appendix of this report.<br />

Carbon intensity<br />

2.00<br />

1.5<br />

1.00<br />

0.5<br />

0.00<br />

1.36 1.36<br />

FY19<br />

1.61 1.52<br />

FY20<br />

1.19<br />

FY21<br />

1.12<br />

Scope 1,2 (location-based) and scope 3 business travel<br />

in private vehicles per home completed (tCO 2<br />

e)<br />

Scope 1,2 (market-based) and scope 3 business travel<br />

in private vehicles per home completed (tCO 2<br />

e)<br />

*Operational carbon includes scope 1, scope 2 (market-based) and scope<br />

3 business travel in privately owned vehicles<br />

Our wider carbon footprint<br />

We have started to analyse our scope 3 footprint, meaning<br />

those indirect emissions over which we do not have full<br />

control. The greatest contributions to our total carbon<br />

footprint are overwhelmingly purchased goods and services,<br />

and the use of the homes we sell over their lifetimes.<br />

During the year we worked closely with our largest supplier<br />

of building materials by spend for greater footprinting<br />

accuracy based on our buying decisions and the credentials<br />

of individual products with less reliance on use of industry<br />

averages for calculations.<br />

Reducing diesel use, natural gas and<br />

increasing renewable electricity<br />

Diesel use in construction equipment is a major contributor<br />

to our direct carbon footprint, and with the ending of the<br />

preferential ‘red diesel’ duty rate in FY22 its use will also<br />

increase costs. We have trialled a battery assisted generator<br />

on our Doncaster Lakeside development showing significant<br />

diesel reduction potential of up to 90%, compared to our<br />

standard generators, when combined with energy efficiency<br />

improvements to site operations.<br />

During the year we moved all remaining electricity<br />

consumption over to renewable tariffs. We are now<br />

reporting 10.73 tCO 2<br />

e from non-renewable tariff electricity<br />

for the early part of the year on a market-based method,<br />

and anticipate this figure to be zero in our FY22 reporting.<br />

Sustainable travel<br />

Our company car scheme was updated for improved access<br />

to EV and hybrid options, doubling the number of these<br />

vehicles available to staff, and installing EV charge points at<br />

offices. We reduced our emission cap for company cars from<br />

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

progressive reductions. Our Agile Working Policy brought<br />


Scope Description % of total<br />

carbon footprint<br />

Scope 1<br />

Direct emissions including use of gas oil<br />

diesel and natural gas.<br />

tCO 2<br />

e<br />

1.299% 3,742<br />

Scope 2 Emissions from purchased electricity (market-based) 0.004% 11<br />

Scope 3 7<br />

Indirect emissions mainly (but not only)<br />

from the materials and services we purchase and<br />

the use of homes we sell over their lifetimes.<br />

7<br />

*NB Scope 3 emissions are still under review with significant uncertainty associated with:<br />

in at the beginning of the pandemic continues, reducing<br />

employee commuting by an estimated 8.6 million miles<br />

and business travel by an additional 950,000 miles with<br />

wellbeing and productivity benefits.<br />

“I love that the Agile Working policy allows you to make<br />

your own choices and do what works best for you (plus<br />

reducing my monthly emissions is always a good thing).”<br />

Ramona, Keepmoat Glasgow<br />

Specifying low embodied carbon products<br />

Our expectations of a sustainable supply chain are outlined<br />

in our Sustainable Procurement Policy, and we joined the<br />

Supply Chain <strong>Sustainability</strong> School as a partner during the<br />

year to enhance supply chain engagement.<br />

During FY21, we ordered 4.3 million low carbon Marshalls<br />

bricks. These are 50% lower embodied carbon than a<br />

traditionally fired clay brick and are manufactured with a low<br />

cement content.<br />

We also completed a successful trial of warm mix<br />

temperature asphalt, which has 10% less embodied carbon<br />

when compared to the traditional hot mix product, with no<br />

compromise to cost or performance.<br />

Visit //keepmoat.com/corporate/sustainability<br />

for more detail on our carbon reduction plans.<br />

98.697% 284,380<br />

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

unavailable<br />

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

LIFE ON LAND <strong>Sustainability</strong> <strong>Report</strong> 33<br />

Creating a net<br />

positive future<br />

We’re following a Net Positive strategy that protects and enhances our environment<br />

across the lifecycle of our operations, homes and developments.<br />

Embedding and enhancing nature<br />

A great example of how we’re embedding features<br />

that benefit wildlife in our developments, and helping<br />

to address the ecological emergency, is at Hartcliffe<br />

Campus, in Bristol.<br />

20%<br />



RATE<br />

Our goals<br />

• To deliver a net gain in biodiversity for all<br />

Keepmoat Homes developments by 2023<br />

• To reduce significant environmental<br />

incidents and increase environmental<br />

hazards observed<br />

• To develop green spaces which support<br />

communities and promote biodiversity.<br />

Our progress in FY21<br />

• Delivered biodiversity net gain training to<br />

Land & Partnership, and Technical teams<br />

• 3 biodiversity case studies produced<br />

• 20% reduction in our environmental<br />

incident rate.<br />

We appreciate that our health, wellbeing and prosperity are<br />

closely linked to a healthy environment and that the natural<br />

world provides the resources and eco system services we<br />

need to survive.<br />

That’s why we’re already working to understand and<br />

minimise the impact our activities, enhance the environment<br />

and benefit local communities. Over half of our homes<br />

completed in the period were on developments with an<br />

ecological enhancement plan, and we are drawing upon<br />

the advice of Local Wildlife Trusts via their Wildscapes<br />

consultancy to develop our biodiversity strategy.<br />

During the year we audited our timber materials suppliers to<br />

assess compliance with our policy to procure only FSC and<br />

PEFC certified timber. We found 100% of our suppliers had<br />

FSC or PEFC chain of custody certification with 99.92% of<br />

timber being FSC or PEFC certified.<br />

100%<br />

99.92%<br />

58%<br />

52%<br />

Timber materials suppliers with FSC/<br />

FSC Chain of Custody<br />

Timber supplied with FSC/PEFC<br />

certification<br />

Sales completed on developments<br />

with above-ground landscape-led<br />

sustainable drainage schemes<br />

Sales completed on developments<br />

with ecological enhancement plans<br />

Protecting the environment during<br />

construction<br />

During construction, we work to continually improve our<br />

protection of the natural environment in two ways:<br />

• Embedding enhanced environmental standards<br />

into operational processes and sub contractor trade<br />

specifications, to ensure we and our contractors<br />

consistently implement environmental protection.<br />

Biodiversity net gain<br />

The future requirement to deliver Biodiversity Net Gain<br />

(BNG) upon our developments will ensure we approach<br />

design with a view to leaving the natural environment in<br />

a measurably better state than beforehand. The guiding<br />

BNG principles and mitigation hierarchy (Avoid-Minimise-<br />

Compensate) will help us achieve the best outcomes for<br />

biodiversity and nature, contributing to local, regional, and<br />

national priorities. Valuable habitats will be retained and/<br />

or enhanced with ‘trading rules’ securing appropriate offsite<br />

compensation when the minimum 10% gain cannot<br />

be achieved on-site. The guiding principles will also create<br />

a long-term legacy through the requirement to manage,<br />

monitor and maintain habitats for 30 years.<br />

With the above in mind, we are developing our processes to<br />

achieve BNG, working with the Wildlife Trusts and ecological<br />

consultancies. We have found that early consideration of<br />

ecology and biodiversity in design is essential, ensuring our<br />

plans retain high value habitats, specify native species and<br />

prioritise the use of species-rich wildflower grasslands in<br />

public open spaces. We are fine-tuning our approach to<br />

include ecological enhancement plans and to target the<br />

successful long-term management of retained or newly<br />

created habitats.<br />

Developed in collaboration with housing provider<br />

LiveWest, this site forms a key part of the regeneration<br />

of South Bristol, providing much needed high quality<br />

affordable homes.<br />

To benefit nature, the development includes a variety<br />

of ecological initiatives, including:<br />

• A series of four sustainable drainage ponds<br />

creating seasonally wet grassland, including the<br />

planting of cowslips, yellow flag iris, ragged robin<br />

and purple loosestrife<br />

• 1,400 square meters of green roofs covering three<br />

apartment blocks. The roofs will contain a mosaic<br />

of habitats including kidney vetch to support the<br />

resident community of small blue butterflies (our<br />

smallest UK resident butterfly with a wing span<br />

that can be a little as 16mm)<br />

• Creation of a wildlife corridor, including species<br />

rich wildflower grassland and a central wildflower<br />

“pollinator park”, helping residents connect with<br />

nature<br />

• Planting of new hedgerows and 450 new trees<br />

across the development, providing habitats for<br />

wildlife while also providing shade and cooling in<br />

hot summers<br />

• Better habitats for bats, birds and reptiles and<br />

insects. With a minimum of 30 bat boxes, 70 bird<br />

boxes, 3 reptile hibernacula (hibernation areas) and<br />

10 solitary bee bricks being constructed on homes<br />

and wildlife areas.<br />

• Training operational teams on key environmental risks,<br />

such as the increased risk of surface water pollution<br />

associated with our changing climate.

PARTNERS, AWARDS & ACCREDITATIONS <strong>Sustainability</strong> <strong>Report</strong> 35<br />

Partnering with excellence<br />

To support our sustainability ambitions, we work in partnership with a number<br />

of organisations, either through membership certification or accreditation.<br />


Our Social Value Management<br />

Certificate reflects our work<br />

with Social Value UK to<br />

manage and maximise the<br />

level of social value delivered<br />

through our activities.<br />


Members of this global<br />

campaign to achieve net zero<br />

carbon by 2050.<br />



SCHOOL<br />

Partners and Gold level<br />

members of this industry<br />

collaboration to enable a<br />

sustainable built environment.<br />


The Future Homes Hub<br />

supports the implementation<br />

of the Future Homes Delivery<br />

Plan. We sit on the Future<br />

Homes Oversight Group.<br />

5% CLUB<br />

As Gold members of the Club,<br />

at least 5% of our workforce<br />

are in earn and learn positions.<br />


All our operations work in<br />

compliance with management<br />

systems that are certified to:<br />

• ISO 9001 (Quality<br />

Management)<br />

• ISO 14001 (Environmental<br />

Management)<br />

• ISO 45001 (Health and<br />

Safety Management).<br />


Recognition for our effective<br />

people centric culture and<br />

the positive impact that this<br />

has on our performance as a<br />

business.<br />



We are a Cornerstone<br />

Employer in South Yorkshire,<br />

East Yorkshire and the<br />

Humber, Lancashire and<br />

Liverpool, providing career<br />

advice and work experience<br />

for young people<br />


RoSPA Gold Award for<br />

2020/21. It demonstrates<br />

excellent health and safety<br />

management systems<br />

Industry recognition<br />

and awards achieved<br />

Keepmoat Homes’ sustainability programmes and achievements have been<br />

recognised by a number of national and regional awards bodies.<br />


AWARDS <strong>2021</strong><br />

Winner in the Excellence in<br />

Corporate Social Responsibility<br />

category.<br />


VALUE AWARDS <strong>2021</strong><br />

Winner in the Social Value in<br />

Development category: Hull<br />

Citywide Partnership.<br />

LABC AWARDS 2020<br />

Our Chase Farm development<br />

in partnership with Gedling<br />

Borough Council has been<br />

awarded the Best High-<br />

Volume<br />

Housing Development in the<br />

LABC East Midlands Building<br />

Excellence Awards 2020.<br />


2020<br />

Our North East region won<br />

the ‘Heart of the Community’<br />

award at the Durham,<br />

Sunderland and South<br />

Tyneside 2020<br />

NE Business Awards.<br />



<strong>2021</strong> (MIDLANDS)<br />

Our East Midlands region won<br />

‘Housebuilder of the year’ for<br />

high quality social housing<br />

delivery.<br />




We support the Armed<br />

Forces, including existing or<br />

prospective employees.

PERFORMANCE DATA <strong>Sustainability</strong> <strong>Report</strong> 37<br />

Health & Safety Prohibition notices (no.) 0 0 0<br />

Our performance<br />

Business performance<br />

Indicator FY19 FY20 FY21<br />

Revenue (£m) £649.8m £406m £701.6m<br />

Adjusted Earnings Before Interest and Tax (Adjusted EBIT) (£m) £61.1m £11.4m £79.8<br />

NHBC <strong>Report</strong>able items per inspection 0.42 0.23 0.28<br />

HBF Star rating 4 5 5<br />

Homes Completed 4,035 2,460 3,915<br />

Homes Completed (operational control – inc. JVs) 8 3,957<br />

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

Average selling price £161,000 £165,000 £179,000<br />

Plots secured 25,024 24,000 24,000<br />

SDG 3 – Good health and wellbeing<br />

Indicator FY19 FY20 FY21<br />

Mental health first aiders in position (no.) 0 33 38<br />

Investors in People (rating) Developed Developed Developed<br />

SDG 4 – Quality education<br />

Indicator FY19 FY20 FY21<br />

Trainees, apprentices and graduates (%) 8% 8% 6%<br />

Employees on trainee, apprenticeship and graduate schemes (no.) 91 87 70<br />

Graduates recruited in FY (no.) 0 0 10<br />

Apprentices (direct and sub-contractor) recruited in FY (no.) 45 41<br />

SDG 8 – Decent work and economic growth<br />

Indicator FY19 FY20 FY21<br />

Employees - average during the period (no.) 1,141 1,145 1,070<br />

Injury Incident Rate (RIDDOR) (AIIR) 9 289 531 539<br />

Health & Safety prosecutions (no.) 0 0 0<br />

Health & Safety Improvement notices (no.) 0 0 0<br />

8<br />

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

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

9<br />

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

X 100,000<br />

Work-related fatalities, direct and indirect workforce (no.) 0 0 0<br />

Safety inspections (Site, Contract, Director) 4,036 4,096 5,239<br />

Male : Female employees (%) 67:33 67:33 67:33<br />

Male : Female senior managers (%) 79:21 78:22 79:21<br />

Male: Female Executive (%) 92:8 86:14<br />

Inclusion and Diversity (Fairness inclusion, respect) and mental health first<br />

aider training provided (hours)<br />

Modern Slavery risk assessments (%) supplier and sub-contractor spend 93%<br />

SDG 9 – Innovation, industry and infrastructure<br />

Indicator FY19 FY20 FY21<br />

Average EPC Score & SAP rating B (84) B (84) B (84)<br />

EPC B or above (%) 99% 99% 98%<br />

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

Average KgCO 2<br />

e/m 2 /yr 15.6 15.6 15.5<br />

Average water use of homes (litres per person per day) 113 83.7 83.7<br />

Homes completed using Modern Method of Construction (MMC) (%) 10 15% 16% 12%<br />

SDG 11 – Sustainable cities and communities<br />

Indicator FY19 FY20 FY21<br />

Social value generated (£m) 11 £27.0m £18.5m £200.8m<br />

Homes on partnership developments (%) 12 90%<br />

Open Market Sales to first-time buyers (%) 13 70% 70% 79%<br />

Affordable homes (%) 14 35% 43% 39%<br />

Homes with good access to cycle networks (%) 63%<br />

Homes on developments

PERFORMANCE DATA <strong>Sustainability</strong> <strong>Report</strong> 39<br />

Our performance<br />

SDG 12 – Responsible consumption and production<br />

Indicator FY19 FY20 FY21<br />

Tonnes of construction waste per 100m 2 completed build area 7.33<br />

Tonnes of construction waste per completed home 6.70 7.34 5.99<br />

Diversion from landfill rate (%) 97% 98% 98%<br />

Total waste (tonnes) 27,213 18,302 23,803<br />

Total waste diverted from landfill (tonnes) 26,403 17,998 23,433<br />

Total waste to landfill (tonnes) 810 304 370<br />

Construction waste (tonnes) 27,044 18,064 23,703<br />

Construction waste diverted from landfill (tonnes) 26,235 17,761 23,335<br />

Construction waste to landfill (tonnes) 809 303 368<br />

SDG 13 – Climate action<br />

Indicator FY19 FY20 FY21<br />

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

SECR - Scope 1,2 and 3 (business travel) (CO 2<br />

e tonnes) 5,425 3,922 4,706<br />

SECR - Scope 1,2 and 3 (business travel) intensity<br />

(CO 2<br />

e tonnes per 100 sqm)<br />

SECR - Scope 1,2 and 3 (business travel) intensity<br />

(CO 2<br />

e tonnes per £100,000 TO)<br />

1.46<br />

0.83 0.97 0.67<br />

SECR - Scope 1,2 and 3 (business travel) intensity (CO 2<br />

e tonnes per home) 1.34 1.59 1.19<br />

Scope 1 carbon emissions (CO 2<br />

e tonnes) 4,339 3,052 3,742<br />

Red Diesel (CO 2<br />

e tonnes) 3,293 2,431 2,964<br />

LPG (CO 2<br />

e tonnes) 213 70 86<br />

Co. Car (CO 2<br />

e tonnes) 440 326 331<br />

Plot Gas (CO 2<br />

e tonnes) 352 206 284<br />

Office Gas (CO 2<br />

e tonnes) 41 19 73<br />

Fugitive Emissions (AC leaks) (CO 2<br />

e tonnes) NK NK 4.40<br />

Scope 2 carbon emissions (CO 2<br />

e tonnes)– Electricity (location-based) 320 285 294<br />

Scope 2 carbon emissions (CO 2<br />

e tonnes)– Electricity (market-based) 320 73 11<br />

Scope 3 carbon emissions (CO 2<br />

e tonnes) 306,624 205,189 284,380<br />

Scope 3 - Purchased Goods & Services (CO 2<br />

e tonnes) 16 178,503 130,181 179,074<br />

Scope 3 - Homes lifecycle (CO 2<br />

e tonnes) 106,763 62,236 87,277<br />

Scope 3 – Other (CO 2<br />

e tonnes) 21,358 12,772 18,029<br />

Full scope 1,2 and 3 intensity (CO 2<br />

e tonnes per 100m 2 ) 89<br />

Full scope 1,2 and 3 intensity (CO 2<br />

e tonnes per £’000 turnover) 48 51 41<br />

Full scope 1,2 and 3 intensity (CO 2<br />

e tonnes per home) 77 85 73<br />

SDG 15 – Life on land<br />

Indicator FY19 FY20 FY21<br />

Homes on brownfield land (%) 17 80% 70% 69%<br />

Environmental Incident Rate – Incidents per 100k headcount 18 217 327 260<br />

Environmental or other ESG breach cases resulting in prosecutions (no.) 0 0 0<br />

Timber materials suppliers with FSC or PEFC Chain of Custody certification<br />

(%)<br />

Timber purchased from building materials suppliers with FSC or PEFC<br />

certification (%)<br />

Homes on developments with ecological assessments conducted to ensure<br />

the prevention of harm (%)<br />

Homes on developments with specific ecological enhancement plans<br />

(Biodiversity Action Plans) (%)<br />

Homes on developments with nature led Sustainable Drainage features<br />

(pond, swales etc) (%)<br />

100% 100%<br />

99.91% 99.92%<br />

16<br />

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

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

be refined and re-analysed over the coming year<br />

17<br />

Brownfield land % is calculated in accordance with the definition within the NPPF Annex 2<br />

18<br />

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

We welcome your feedback on this sustainability report.<br />

Please send your comments by visiting:<br />

https://www.keepmoat.com/contact-us<br />

100%<br />

52%<br />


Head Office<br />

The Waterfront<br />

Lakeside Boulevard<br />

Doncaster<br />

South Yorkshire<br />

DN4 5PL<br />

01302 896800<br />


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