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HOW THE BOARD COMPLIED WITH ITS SECTION 172 DUTY
The Board recognises that the long-term success of the business is dependent on maintaining relationships with our key stakeholders and having consideration for the external impact of the Company’s activities. The table below identifies our key stakeholders, how we engage and how their views have shaped our decision-making.
Why they are important
We know that customers’ needs are changing. It is vital that we engage with our customers to ensure we grow our business in a way that meets their needs now and into the future.
We know that high levels of customer satisfaction will enhance the reputation of our business and the Inland brand, increasing the likelihood of third-party endorsements and repeat customers.
Stakeholder priorities
How we engage
Through advertising campaigns, and via our dedicated and professional Sales and Customer Service teams. We also hold ‘meet the builder’ sessions and homebuyer demonstrations. Our on-site community engagement events are also important to our customers.
What we have done
Why they are important
Working alongside communities helps us better understand the likely consequences of our decisions in the long term, ensuring we build communities which will thrive.
We know we have a part to play in reducing the negative impact of climate change, whilst providing sustainable, affordably priced homes and communities where people are proud to live.
We place a great deal of importance on public and stakeholder engagement and the critical need to allow local communities the ability to view and comment on development proposals.
We believe the importance of considering feedback, addressing issues and providing clarification prior to an application being submitted greatly improves the quality of a planning application and process.
Stakeholder priorities
How we engage
We engage with local communities via a number of methods, including social media, local media campaigns, community engagement events, freephone and direct link to project teams. We work with schools, colleges and universities to raise aspirations, increase awareness of construction and develop the talent of the next generation.
What we have done
Why they are important
We have a clear responsibility to engage with shareholders as the owners of our business, as well as appealing to new shareholders.
We understand the importance of maintaining long-term relationships with investors and key banks to ensure the flow of short, medium and long-term funding.
Stakeholder priorities
How we engage
Shareholder engagement is the responsibility of the Chairman and Executive Directors. They maintain and develop relationships with institutional investors, prospective investors and analysts through a programme of face-to-face meetings, roadshows and direct calls.
The Annual General Meeting provides an important opportunity for our shareholders to participate in the governance of the Company and for the Board to engage and communicate with private and institutional investors through the Q&A session held after the formal meeting.
What we have done
Why they are important
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.
With the world changing quickly as a result of the pandemic, our employees have told us they want to feel informed and connected, share successes and have access to information wherever they are working. Supporting their well-being is more important than ever.
Stakeholder priorities
How we engage
We encourage open and constructive discussions throughout the business. We engage with our employees in many ways, including through an employee engagement survey, intranet, team meetings, messages from the CEO, newsletters and regular business updates from the Executive team.
What we have done
Why they are important
We know that we are ‘stronger together’ and because of this, we invest in our integrated supply chain.
Our collaborative approach ensures all parties have a shared long-term objective to working together, reducing risk, maintaining high standards of business conduct and delivering to time and cost.
We recognise 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.
Stakeholder priorities
How we engage
Our engagement with suppliers and subcontractors is continuous. We have a formal programme of engagement, but we believe effective communication comes from informal dialogue that takes place on a day-to-day basis between our teams.
This keeps our subcontractors and supply chain up to date in respect of any changes to our working practices as appropriate.
What we have done
Why they are important
We understand the importance of fostering relationships with Government and regulators to ensure policies are developed in the best interest of our customers, our business and the sector in which we operate.
Stakeholder priorities
How we engage
We have ongoing engagement with planning authorities on a number of projects. This involves regular contact with local government, highways agencies and education departments. Our onsite teams also work closely with other regulators, such as HMRC and HSE.
What we have done