1 year ago

Keepmoat Annual Report 2020

  • Text
  • Lease
  • Keepmoat
  • Strategic
  • Annual
  • Income
  • Assets
  • Limited
  • Homes
  • Statements
  • October
Keepmoat has released its Group financial results for the year ending 31 October 2020.



STRATEGIC REPORT Focusing on our people and our culture As a people-centric business, a key focus is delivering our people strategy. This means ensuring that we are the employer of choice in the home building industry, attracting the right talent, develop our existing talent and engaging all our employees so that they enjoy working for Keepmoat Homes and feel engaged, trusted, committed and can realise their full potential and grow their career with us. Future Leaders Culture We put our people at the heart of everything we do. Our culture is aligned to our values – it is straightforward, passionate, creative and highly collaborative; it is also based on openness, challenge, questioning, innovation, high performance and high engagement. Our environment is fast paced, friendly and one where people are supported with their development and encouraged to grow. Understanding the link between our vision, values and our behaviours, culture and the way we work is extremely important and is covered at our corporate induction events for our new joiners. This focus on our culture has driven great improvements in our processes, our customer focus and the quality of our product, all of which has driven an increase in our levels of customer satisfaction. During the last 12 months we have developed this further by launching our Operational Excellence Strategy, which enables our people to understand how their roles align with this and contribute to its delivery. Talent and development The emphasis on development and our approach to talent mapping and succession planning is carried out in conjunction with our PDR process to understand the alignment with our employees’ career aspirations and development objectives. This enables our managers to focus on understanding and supporting their teams and on helping them to realise their potential and gives us a clear talent pipeline enabling us to achieve the right balance between our external recruitment and internal promotions. We have rolled out our Future Leaders Programme, a yearlong programme aimed at our high performers that have the potential to reach a senior leadership role and focused on leadership style and skills, coaching and mentoring. We also support our Senior Leaders with their development through a series of Leadership Masterclasses as well as coaching, psychometrics and feedback. Looking forwards we will be doing more work with our Senior Leaders to embed our High-Performance Culture ANNUAL REPORT & FINANCIAL STATEMENTS 2020 37