BUILDING AFFORDABLE HOMES

Sales policy

SALES AND AFTERCARE – PUTTING CUSTOMERS FIRST

to improve our sales experience and improve results, so we created dedicated sales, marketing and aftercare teams.

15 Development and Growth

Building a pipeline of new homes in the region and becoming a partner of choice

Compliance And Customer Safety

We’ve developed a new compliance structure to ensure we have the right specialist knowledge and expertise and dedicated people in the team to deliver all our compliance regimes.

We can be confident that we are compliant with all new regulation and legislation, ensuring our customers remain safe in their homes.

Compliance against all of our key areas such as electrical and gas safety, is between 99.98% and 100% and we work hard to gain access to those properties to ensure the safety of our customers.

EQUITY, DIVERSITY AND INCLUSION

We have a diverse colleague and customer base, who have varying needs. We want to better understand their needs and tailor our services and support to their specific requirements. We are committed to embedding equity, diversity, and inclusion into everything we do. We introduced prayer room facilities and a wellbeing and diversity calendar, and launched our EDI statement of intent.

90-DAY CHECK-INS

90-day check ins

All colleagues now have regular performance check-ins, including meaningful conversations focused on their wellbeing and helping them to develop in their role, ensuring a consistent approach to managing performance across the organisation.

Boosting Colleague Retention And Reducing Absences

Prayer room

We’ve seen a gradual decrease in turnover over the year, from its highest point in June 22 at 25% to 19.2% by the end of March 23. We’ve also seen a steady improvement in sickness absence, from its highest point in June 22, averaging 15 days per employee to 13.34 days by the end of March 23.”