Our Key Opportunities and Risks
Please click on the headings below to find out about the key opportunities and risks that have been identified within each of our Vision2020 action areas:
The Customer Experience
| KEY RISK | FINANCIAL IMPACT | MANAGEMENT THROUGH VISION2020 |
| Failure to meet customer expectations | Lower customer recommendations and sales as a result of damage to corporate reputation from poor service | Commitment to target that over 90% of customers would recommend us to a friend |
| Lower market value of homes due to lack of customer appeal | ||
| KEY OPPORTUNITY | FINANCIAL IMPACT | MANAGEMENT THROUGH VISION2020 |
| Engaging with customers to inform better design | Higher sales due to highly desirable and comfortable home design | Commitment and ambition to carry out post-occupancy monitoring to measure the success of designs |
| Increased market value of homes due to their customer appeal | Commitment to survey 25% of customers on how sustainability influenced their home purchase | |
Building Greener Homes
| KEY RISK | FINANCIAL IMPACT | MANAGEMENT THROUGH VISION2020 |
| Increasing legislatory/regulatory requirements | Increase in cost of building homes | Preparing the business by setting commitments and ambitions in advance of new legislatory and regulatory requirements |
| Increase in research and development costs | ||
| KEY OPPORTUNITY | FINANCIAL IMPACT | MANAGEMENT THROUGH VISION2020 |
| Market differentiation of our product | Higher sales due to the appeal of unique product offered to customers | Commitment to design all new homes to achieve at least level 3 of the Code for Sustainable Homes and an ambition to design all new homes to Level 4 from 2012 |
| Increased market value of homes due to demand for good sustainable design | ||
Delivering Sustainable Communities
| KEY RISK | FINANCIAL IMPACT | MANAGEMENT THROUGH VISION2020 |
| Failure to engage sufficiently with a community in the development process | Failure to gain planning approval | Commitment to apply our Community Engagement Strategy on all planning applications over 500 units |
| Reduced market value of homes in poorly functioning communities which do not meet local needs | Ambition to demonstrate the ability to involve every age group in debating and supporting plans for new development | |
| KEY OPPORTUNITY | FINANCIAL IMPACT | MANAGEMENT THROUGH VISION2020 |
| Creation of new beautiful places | Higher sales desirability of the location of our homes | Commitment to achieve at least the Building for Life Silver Standard on all new developments |
| Increased market value of homes due to the customer appeal of the location | Commitment to use bespoke design on all developments to create high quality homes and places | |
Running a Sustainable Business
| KEY RISK | FINANCIAL IMPACT | MANAGEMENT THROUGH VISION2020 |
| Poor health, safety and environmental performance | Higher operating costs due to increased energy use and waste production | Various commitments and ambitions setting sector leading actions and performance targets including RIDDOR rates of less than 4, and 5% energy and water use reductions |
| Higher operating costs due to increased insurance premiums and costs associated with legal action | ||
| KEY OPPORTUNITY | FINANCIAL IMPACT | MANAGEMENT THROUGH VISION2020 |
| Enhanced corporate reputation due to sustainability of operations | Increased shareholder value delivered through increased investor appeal | Commitment to undertake internal environmental audits on all construction sites |
| Lower operating costs resulting from lower waste production and lower energy use | Commitment to reuse or recycle over 80% of construction, demolition and excavation waste | |
