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    Social

    • Home
    • Environmental, Social and Governance (ESG)
    • Social

    We will deliver long-term social and economic value through investment in people and communities

    Our investment goes beyond bricks and mortar, we are committed to meeting the needs of our stakeholders and adding long-term social and economic value through what we do. We foster strong partner and employee relationships, recognising we are stronger together, to support us in delivering thriving, sustainable communities which people are proud to call home.

    SDGs

    Link to corporate values

    • Lasting legacy

    • Stronger together

    • Our people
      are our greatest asset

    Focus area: communities

    A new community is more than just new houses. Our commitment to placemaking ensures we add long-term social and economic value to the lives of those in the communities in which we operate.

    Objective 2020/21 performance Priorities for the year ahead
    Actively engage with stakeholders, including local authorities, property owners, businesses, schools and residents’ associations to ensure their aspirations for a project are heard, understood and help shape our plans
    • Engagement with resident groups, Chiltern Society and local authority led to amended planning application at Glynswood, with building height reduced and a more landscape-led design
    • Active members of the Broxbourne and Hounslow Chambers of Commerce
    • Presented and exhibited at the Hounslow Chamber of Conference Regeneration and Recovery forum
    • Ongoing stakeholder engagement a core function of the business in shaping project plans
    Invest in parks and public open spaces, education and community buildings and roads and other infrastructure to add long-term value
    • Contributed £1.4m via Section 106, legal agreements and CIL payments (2020: £1.4m)
    • Complete the ‘missing link’ of the A355 Relief Road and (subject to approval) deliver a new community hub, café, purpose-built premises for a nursery and nearly five acres of parkland at Wilton Park, Beaconsfield
    Be active members of the communities in which we operate
    • Participated in and sponsored numerous community events and charities including community fairs, local sporting groups and charity fundraisers
    • Engaged two apprentices within our Cheshunt Lakeside development
    • Finalise and implement a calendar of community events at Cavalry Barracks, Hounslow as part of our commitment to opening up the site for community benefit
    • Implement a Community Investment Programme to formalise our sponsorship and partnership activity
    • Engage an additional resource to support our community engagement activity
    Be responsible members of the communities in which we operate
    • Achieved an average Considerate Constructors score of 41/50, with all schemes receiving a rating of 7 (‘Very Good’) or higher against each of the five assessment criteria – appearance, community, environment, safety and workforce
    • Core part of our business operations

    Focus: support housing need by delivering homes across a range of tenures

    We work with partners and through our subsidiaries Rosewood Housing and Hugg Homes to offer homes in a range of tenures and across all affordability levels.

    We have built collaborative and strong partnerships to date with Clarion Housing Group, A2 Dominion, Newlon Housing Trust, Sigma Capital Group, PGIM, Homes England, B3Living, Bournemouth, Christchurch and Poole Council, and Kooky, building homes for both affordable and private rent.

    Our subsidiary, Rosewood Housing, is a registered provider of affordable housing, offering homes for both shared ownership and affordable rent. Hugg Homes supports local authorities in meeting crisis accommodation need, providing high-quality, modular accommodation on land within our portfolio where construction is yet to begin.

    Objective 2020/21 performance Priorities for the year ahead
    Maintain our commitment to delivering homes for private sale which are of exceptional quality and at a price point that is within reach of our target first-time buyer market
    • Average selling price of £262,000 (2020: £240,000)
    • 45% customers (excluding joint ventures) bought using Help to Buy
    • Meet buyer demand by delivering more houses than apartments
    Support local authorities in meeting short-term housing need through our subsidiary Hugg Homes
    • 54 Hugg Homes tenanted
    • Resolution to grant planning permission for 48 units at Cheshunt Lakeside, Cheshunt
    • Sign lease with Broxbourne Borough Council for the 48 units
    Deliver affordable homes through our subsidiary Rosewood Housing
    • 26 homes added to Rosewood’s portfolio at Phase 1, Wilton Park, Beaconsfield (21 shared ownership, 5 affordable rent) in December 2021
    • Nine shared ownership homes launched to market at Randalls, Uxbridge
    • Complete construction of the homes at Wilton Park, Beaconsfield
    Support the delivery of affordable and private rental homes by working in partnership with local authorities, affordable housing providers and Build to Rent operators
    • £164.7m partnership housing forward order book (30 September 2020: £105.8m)
    • 1,257 partnership homes under construction across six sites (30 September 2020:
      1,302)
    • Complete construction at Church Road, Ashford, Afrex House, Alperton and Randalls, Uxbridge

    Focus area: people and skills

    We aspire to build a high-performing team of empowered individuals who give their best to the business, their colleagues and our communities. We know our people are our greatest asset and we want to ensure we have the support structures, systems, policies and procedures in place to enable them to succeed.

    To do this, we are developing our People Plan. We have identified five key objectives within this people strategy and will implement activities and Key Performance Indicators (KPIs) to measure our performance in each area.

    Focus area: equality and inclusion

    Embracing equality and diversity is a cornerstone of good business – it allows us to draw on the wide range of skills and talents available so that we can be innovative and creative as a business. Everyone, regardless of their colour, race, religion or belief, whether they are pregnant or on maternity leave, gender, gender reassignment, marital or civil partnership status, sexual orientation, disability or age will be treated with fairness, honesty, respect and dignity.

    Everyone working for, or with us, is responsible for helping us achieve these commitments so that we have a positive and happy working environment where people are treated with dignity and respect, and where individual differences and the contributions of everyone is recognised and valued.

    We updated our Diversity and Equality Policy this year and in the year ahead will focus on ensuring all our employment practices are in line with our diversity and equality principles. This work will form part of our People Plan.

    The year in summary

    Our workforce As at
    30 September 2021
    Number of employees 149
    Gender diversity 69% male
    31% female
    Average length of service 2.8 years
    Number of apprentices in role 10

     

    Our workforce As at
    30 September 2020
    Number of employees 128
    Gender diversity 67% male
    33% female
    Average length of service 3.16 years
    Number of apprentices in role 7

    Our People Plan objectives

    • 01

      Attract and select

      Recruit and select people with the knowledge, skills and attitude to make our business a success

    • 02

      Value and reward

      Our pay and reward reflects business success, is competitive and drives exceptional personal performance

    • 03

      Policies and procedures

      Develop policies and procedures that support the business and our people to reflect compliance and best practice

    • 04

      Empower and engage

      Our people are supported to do a great job and feel passionate about our business

    • 05

      Develop and succeed

      People are encouraged to drive their own development and are given the opportunity to grow

    Quick links

    Hotel building

    Investment case

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    Walthamstow Patchworks (1)

    Business model

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