Our investment goes beyond delivering new homes; we lay strong foundations for new communities to grow. Our aim is to create sustainable communities which set a benchmark for all future developments in the South and South East of England.
In line with our strategy of adding lasting value, we focus on limiting our impact on the environment.
We continue to carry out biodiversity and ecology risk assessments as part of our site-planning process, ensuring we understand the full impact of development and can apply appropriate mitigation measures where necessary. With our legacy of brownfield site regeneration, we have the experience and expertise to deal with the challenges these sites present, including where sites have been heavily contaminated by the previous land use.
Year on year, we build on this experience, implementing policies and measures to improve our environmental performance from the earliest days of a project. To ensure we are moving towards our ambition to be zero waste, this year we have invested in our waste management, joining forces with Reconomy and appointing a ‘waste champion’ on all of our sites. We now recycle 95% of waste across sites.
Across our developments
Electric vehicle charging points
Low-carbon heating systems
Parks and community facilities
Nature corridors and wildlife protection measures
Streamlined Energy and Carbon Report - 2019-20
This is our first year to report on our carbon emissions and this data sets our benchmark for reporting in future years.
All measured emissions from activities which the organisation has financial control over are included unless otherwise stated in the exclusions statement, as required under The Companies (Directors’ Report) and Limited Liability Partnerships (Energy and Carbon Report) Regulations 2018. The intensity measurements of employees and turnover have been selected in order to compare emissions with company growth and for consistency with similarly reporting businesses for review of the market position. Where necessary, estimations have been made via pro-rata extrapolation, using figures available for one period of time to calculate the average consumption figures for a shorter period.
We have included a mandatory intensity ratio of turnover and have included a voluntary ratio of staff so that we can ensure our measuring is as transparent as possible.
The reporting period is 1 October 2019 to 30 September 2020
This report has been compiled in line with the March 2019 BEIS 'Environmental Reporting Guidelines, including streamlined energy and carbon reporting guidance' and the EMA methodology for SECR Reporting
All measured emissions from activities which the organisation has financial control over are included unless otherwise stated in the exclusions statement, as required under The Companies (Directors’ Report) and Limited Liability Partnerships (Energy and Carbon Report) Regulations 2018
The intensity measurements of employees and turnover have been selected in order to compare emissions with Company growth and for consistency with similarly reporting businesses for review of the market position
The carbon figures have been calculated using the BEIS 2020 carbon conversion factors for all fuels.
UK carbon footprint data 2019-20
Combustion of fuel on site and transportation
On site1 : natural gas, gas oil Diesel owned transport: petrol, diesel
Purchase of energy
Supply chain emissions
Employee mileage claims: Petrol and diesel
Total kWh consumed
Electricity, national gas, gas oil, petrol, diesel
0 carbon %
1 Vacant sites excluded. See methodology for full details.
2 British Gas Green contract 76% renewable, 24% nuclear.
Emissions details by fuel type
Emissions conversion factor source
UK electricity – location-based (excluding transmission and distribution), gas, gas oil, diesel, petrol
Department for Business, Energy and Industrial Strategy 2020
UK electricity – market-based
Hillingdon Gardens, Hillingdon
Our planning application for Hillingdon Gardens reflects our commitment to sustainability. The planning application reflects a landscape-led, high-quality residential scheme of 514 homes. These new homes will create a new residential neighbourhood that transforms a brownfield site into an extension of a wider biodiverse, green network to help promote a healthy lifestyle for residents and visitors from the wider community. In line with national objectives and working closely with the London Wildlife Trust, we have aimed to integrate biodiversity into the design of these proposals and enhance the existing wider natural assets in the area, thus forming a Nature Recovery Network. We called this the ‘green infrastructure’ of our proposals which has enabled us to achieve a 26% biodiversity net gain and a high urban greening factor of 0.4.
Statement of exclusions
Scope 1 exclusions
Vacant sites are excluded as there is no energy usage, only standing charges, so these are excluded as immaterial to the overall footprint.
Scope 2 exclusions
Scope 2 purchased electricity does not include the Transmission and Distribution element as this is owned by the supplier.
Vacant sites are excluded as there is no energy usage, only standing charges, so these are excluded as immaterial to the overall footprint.
3m for Lily Walk has been excluded due to incomplete data with no accurate comparable information available.
Scope 3 exclusions
No exclusions. All mandatory emissions sources included.
Year-on-year emissions changes
No emissions for the previous year have been included as this is the first year of SECR reporting as per the legislation commencement date of 1 April 2019.
Estimation methods used
Pro-rata extrapolation - using figures available for one period of time to calculate average consumption figures for a shorter period
Benchmarking - using the energy consumption of one asset or activity as a proxy to estimate the consumption of another asset
Energy efficiency actions taken
LED lighting installed across the portfolio
PIR sensor and timers on all lights
Zip boilers installed to replace individual kettles and improve efficiency
Working from home policy introduced that has reduced travel to sites and on-site consumption
Dyson taps and driers operated by sensor installed
Sponsorships and charity events
We are part of the communities where we work and contribute to events and activities that support the growth of a thriving environment, with a particular focus on assisting local organisations which focus on young people.
In December 2019, we dug deep in support of several charities and local appeals to help make Christmas a bit brighter for those struggling.
Staff in Southampton collected toys in support of the Mission Christmas campaign. In Alperton, staff donated toys and raised £680 in support of the Brent Centre for Young People (a leading London mental health charity for young people) and my AFK, a charity that funds life-changing mobility equipment for disabled children and young people. Head office chose to support the KidsOut charity’s Giving Tree appeal, with our Christmas tree turned into a special KidsOut ‘Giving Tree’. Last but not least, the project team at our Merrielands development in Dagenham pulled together to donate a huge amount of food and toiletries to their local Trussell Trust food bank.
We were also proud to be able to support a local school, making a £50,000 donation to aid the building of their brand-new performing arts centre. Alfriston School is local to our head office and a valued part of our community, catering for students with a wide range of special educational needs and disabilities.
We continue to support the community across our operational area, supporting numerous children’s sports clubs, community facilities and community events.
We are extremely grateful to Stephen Wicks and Inland Homes for the incredibly generous donation which will help improve the school lives of so many of our dedicated students.”
Jinna Male Headmistress at Alfriston School
Making no compromises on safety is one of our key values. The safety of our staff, contractors and the communities we operate in is our utmost priority.
The safety culture is driven by strong leadership from the top down. Each employee is empowered to intervene to reduce risk and prevent injury or harm.
The Group has recruited a highly experienced Health and Safety team that reinforces the safety culture throughout the business. Engagement with the supply chain is a priority to ensure the highest standards of safety performance across all projects and sites.
As a result of COVID-19, we introduced new procedures and policies to ensure full compliance with the Government's 'COVID-19 Secure Guidance' and become a signatory to the Home Builders Federation (HBF) 'Charter for Safe Working Practice’. We continue to comply with the Operating Procedures issued by the Construction Leadership Council.
Average length of service
Average number of training days per employee over the reporting period
Our employees are our greatest asset and it is their experience and expertise that gives us a competitive edge. We are committed to creating a culture where all our employees can give their best. It ensures we retain and develop their exceptional talent.
As at 30 September 2020, the Group had 128 employees (2019: 161), working primarily in technical, site-based roles but also in support functions.
We work hard to maintain a family-style culture, as we feel this is what has helped us grow the business and is what makes us uniquely Inland. Reflecting the environment we have created, we were pleased to report an overall staff engagement rate of 92% from our first staff engagement survey, much higher than the industry average. The most used words to describe working for Inland were ‘family’, ‘friendly’, ‘caring’ and ‘supportive’.
At head office
Having said that, as is to be expected, there are areas where we could do better. Communication was flagged as an area for improvement and we have worked hard to achieve this throughout the year.
We have introduced a monthly staff newsletter and virtual quarterly Business Updates from the Executive Team. Managers also check in regularly with their teams to ensure staff feels connected to the business. We ensure staff knows where they can access help if they are struggling with their mental health during these uncertain times.
As part of our commitment to adding lasting value through our business activities, we continue to invest in the next generation of workers.
As at 30 September 2020, we employ seven apprentices and will recruit two more in the 2020/21 financial year. Our construction apprentices start with a Level-4 apprenticeship in Construction Management which takes approximately two years to complete. They are then encouraged to progress to a Level-6 degree apprenticeship. Quantity Surveying apprentices undertake a Level-6 degree apprenticeship, taking approximately five years to complete.
Work on our developments also supports job creation. For example, we estimate construction at Cheshunt Lakeside will generate 250 construction jobs and 30 apprenticeships as well as supporting approximately 1,000 jobs when the development is complete.
We continue to support community initiatives that open up students’ eyes to the construction career paths available. In October 2019, we exhibited at the Bucks Skills Show, talking to students about the rewarding and diverse career opportunities available in our industry.
Our partnership with Bucks University Technical College was put on hold in March due to COVID-19 but will restart with virtual events in early 2021. In this reporting period, students at the college enjoyed participating in a house design project, which involved a site visit to map out the site, followed by a presentation of their ideas to the Inland project team.
Every day is different and there's a whole variety of different jobs and roles available."
Ed Cumming, Apprentice
We work closely with planning authorities and manage comprehensive community engagement strategies to ensure our developments add lasting value to each locality. Our consultation process involves talking to a range of people from each community, including local authorities, property owners, businesses, schools and residents’ associations. Where possible, we incorporate the feedback received into our project plans.
We contribute to local communities through more than just providing employment opportunities and new homes. We invest in parks and public open spaces, education and community buildings and roads and other infrastructure. During the reporting period, we paid £1.4m via Section 106, legal agreements and CIL payments (fifteen-month period ended 30 September 2019: £5.1m).
We recognise that construction works can disrupt and inconvenience communities and we work hard to lessen our impact. Operating in what are often congested areas, we develop and implement comprehensive traffic management plans across our sites to manage activities effectively. All our sites are registered with Considerate Constructors and we are proud to have achieved an average Considerate Constructors score of 41.9/50
Supply chain: stronger together
We know that we are ‘stronger together’ and we invest in our supply chain contacts.
We engage continuously not just throughout the tender process but also through collaborative scoping meetings and performance reviews and in all-party site discussions and annual supplier conferences. But we believe the most effective communication comes from an informal dialogue that takes place on a day-to-day basis between our teams.
This allows for open and honest discussions on several topics, including progress, resources, and market issues. We know it makes business sense to build strong relationships within our integrated supply chain and we work hard to do that. We recognize the importance of two-way communication and through sharing our expertise we know that we improve working practices, business conduct and our health and safety procedures.
We provide subcontractors with advance notice of our site plans and building programs. This helps them plan and feel confident in expanding their workforce in anticipation of our requirements. For each of our projects, we review progress and cost forecasts regularly to ensure we minimise any impact on suppliers. We have introduced volume-based long-term agreements with our supply chain partners to provide assurance of continuity of demand and deliver cost benefits for the Group.
This year we introduced Key Performance Indicators for service delivery through our supply chain. This benefits both parties, with expectations of both clearly defined. orce.