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 8% of our employees are apprentices or trainees. Apprentices, trainees and graduates We are proud to be a member of the 5% Club which means we are committed to at least 5% of our employees being apprentices or trainees in ‘earn and learn’ positions across all functions within the business or through our subcontractors and partners. This approach supports our skilled teams, addresses skills shortages and opens this very important sector as a great career opportunity to them. We work in partnership with Collab Group to source our apprentices and they have also supported us with the development of our Sales Development Programme which leads to a formal qualification. We are also excited to be launching our Land and Partnerships Graduate Scheme during the next financial year. This is the first graduate scheme launched by Keepmoat Homes, but we intend to extend this to more areas of the business in the future. Wellbeing We take the health and wellbeing of our people seriously. Our KeepWell programme, which includes a focus on Mental Health Awareness has been particularly important over the last 12 months when the resources and tools provided have supported our people through the challenges of the ongoing pandemic. We have used this very effectively to highlight the importance of mental health as well as physical health. A particular focus has been on breaking down the stigma and barriers associated with people talking about their mental health. This year we have trained 33 mental health first aiders across the business supporting all regions, regularly communicating tips and advice for mental health support. Regional automony As a business with nine regions supported by Group Divisional and Central Services it is important that we all work together to support our Vision and that this is underpinned by our Values and Behaviours. Ensuring we are all aligned with our Group wide governance framework is also vital. Our Regional Autonomy model provides the framework for how this culture of responsibility and accountability works in practice and our Leadership teams ensure it is communicated to all employees. Our vision, values and culture are at the core of our business and form the basis of our corporate induction so new colleagues can be effective from day one. Investors in People (IIP) Our people-centric culture is recognised in our Investors in People (IIP) accreditation and is something we are very proud of and committed to maintaining. It was noted that our effective people centric culture has a positive impact on our performance as a business. ANNUAL REPORT & FINANCIAL STATEMENTS 2020 41