Our strategy is shaped by four key strategic pillars and focuses on three long term markets
key strategic pillars
Safety and
environment
environment
We aim to be the safest place to work in our markets and be respectful to our environment
Growth
Restore profit and grow capital employed to £500m by investing in our three key markets
Delivery
Adopt emerging working practices, investing and collaborating to deliver our operational targets
People
Open, progressive, high performing business governed by clear objectives which engage diverse range of talent
Long-term Markets
Industrial and logistics
Residential
Urban Development
Value Delivery
LAND PROMOTION
PROPERTY INVESTMENT AND DEVELOPMENT
HOUSEBUILDING
CONSTRUCTION
Returns
Grow Capital Employed to over £500m + Target ROCE 10–15% + Maintain a progressive dividend policy
Responsible Approach
People strategy + ESG
Risk
Optimum gearing of 10–20% + minimum 70% committed development programme pre-let/pre-sold
Our medium-term strategic objectives & performance at a glance
Objectives
TO GROW CAPITAL EMPLOYED TO £500M
KPI
Capital Employed
Aim for 2022
To grow capital employed to over £400m
Medium-Term Target
£500m
Link to Strategic Pillars and Group Risk
Strategic Pillar
Risk
- 3
- 5
TO GENERATE A ROCE OF 10–15%
KPI
ROCE
Aim for 2022
To be firmly within stated range
Medium-Term Target
10-15% pa
Link to Strategic Pillars and Group Risk
Strategic Pillar
Risk
- 4
- 8
- 9
- 10
- 11
- 12
GROW HALLAM LAND’S PLOT SALES
KPI
Plot Sales
Aim for 2022
To be closely approaching the mediumterm target
Medium-Term Target
c.3,500 pa
Link to Strategic Pillars and Group Risk
Strategic Pillar
Risk
- 3
- 4
- 5
- 11
- 12
- 13
GROW HBD DEVELOPMENT COMPLETIONS
KPI
Development Completions
Aim for 2022
To grow HBD share of completed developments, with committed programme grown to £277m for 2022
Medium-Term Target
c.£200m pa
Link to Strategic Pillars and Group Risk
Strategic Pillar
Risk
- 3
- 4
- 5
- 9
- 10
GROW INVESTMENT PORTFOLIO VALUE
KPI
Investment Portfolio
Aim for 2022
To maintain progress towards our stated target
Medium-Term Target
c. £150m
Link to Strategic Pillars and Group Risk
Strategic Pillar
Risk
- 3
- 4
- 9
- 13
GROW STONEBRIDGE HOMES HOUSE SALES
KPI
Unit Completions
Aim for 2022
To increase unit completions to 200
Medium-Term Target
c. 600 units
Link to Strategic Pillars and Group Risk
Strategic Pillar
Risk
- 3
- 4
- 5
- 12
- 13
HENRY BOOT CONSTRUCTION’S ORDER BOOK SECURED
KPI
Order Book Secured
Aim for 2022
100% order book at start 2022
Medium-Term Target
> 65%
Link to Strategic Pillars and Group Risk
Strategic Pillar
Risk
- 3
- 4
- 8
- 13
WORK TOWARDS A MORE COORDINATED H&S APPROACH TO ENSURE OUR GROUP IS A SAFE PLACE TO WORK
KPI
Accident Incident Rate
Aim for 2022
To reaffirm our robust health & safety procedures through training and raising awareness
Medium-Term Target
< 395
Link to Strategic Pillars and Group Risk
Strategic Pillar
Risk
- 1
- 2
- 4
SEEK HIGH LEVELS OF EMPLOYEE SATISFACTION AND ENGAGEMENT
KPI
Employee Net Promoter Score (eNPS)
Aim for 2022
To engage with the GEF and address the feedback from the employee survey
Medium-Term Target
40 (eNPS)
Link to Strategic Pillars and Group Risk
Strategic Pillar
Risk
- 3
- 4
- 13
CREATE A HIGH PERFORMANCE CULTURE LED BY A RANGE OF TRAINING OPPORTUNITIES
KPI
L&D Interventions Delivered (per employee)
Aim for 2022
To offer training which drives a high level of knowledge and improves the skill sets of our people
Medium-Term Target
4 days
(per employee)
Link to Strategic Pillars and Group Risk
Strategic Pillar
Risk
- 3
- 4
- 13
Key
Group Strategic Priorities
- Safety
- People
- Growth
- Delivery
Risks
-
1
Safety
-
2
Environmental & climate change
-
3
Economic
-
4
People & culture
-
5
Funding
-
6
Cyber
-
7
Pensions
-
8
Construction contracts
-
9
Property assets
-
10
Property development
-
11
Land sourcing
-
12
Land demand
-
13
Political