We seek to craft vibrant developments that are embraced by their neighbours as well as the people that come to live, work and/or socialise there. This involves active stakeholder engagement, job creation and economic growth, a focus on efficient design, the environment and sustainability and transport initiatives. Some recent examples include:

Retention and training

Staff retention remains high and we have been actively recruiting into Urban&Civic and Catesby across a range of activities to supplement our team. We have attracted exceptionally strong candidates and are delighted that Adam Brooks, Joe Dawson, Natalie Turland, Matthew Croft and Alison Gamble (Development and Project Management); Peter Francis, Jatinder Rait, William House, Sakda Janla-Or (Finance); Jesser Paton (Office Administration); and Matthew Brighton, Steve Morris, Edward Barrett, Gurdev Moore and Dawn Adams (Catesby) have joined us.

This year, the Urban&Civic staff conference was held at our Renaissance hotel in Manchester. In addition to the usual updates, we asked teams to tackle and report on topics ranging from our USPs to internal communications and are currently embedding their suggestions into business practice. We also asked members of our strategic sites, finance and Catesby teams to tell us about a day in their lives which provided a real insight into the range of activities we are all involved in.

We also brought together our consultants and staff for an activity day, hosted by the Waterbeach project, which involved mixed teams competing against each other in a series of challenges that culminated with raft building on the lake. It was a great day that created lasting memories and helped build even stronger relationships, which are essential when delivering projects.

Whilst benchmarked salaries, goal-focused bonuses and incentive schemes remain an essential part of staff incentivisation, regular appraisal, training and internal promotion are considered vital too. As is exemplified by the ascension of David Wood to Group Finance Director, the Group has promoted internally this year and we continue to actively invest in training for team members.

The Board undertakes a review of Group policies and procedures as required. The Board assessed the impact of the Market Abuse Regulations, which came into effect during the year, and introduced updates to various policies as a result. The Company Secretary ensures that updated policies are circulated to all staff and regularly refreshes the staff handbook to ensure it reflects best practice and the latest regulations. All permanent staff are eligible to join the Group’s benefits schemes, including life assurance, permanent health insurance, medical insurance, and the Group pension scheme.

The Group’s average length of service for employees as at 30 September 2016 was as follows:

  Total number
of staff
Average length
of service (years)
Property 38 4.8
Finance 15 5.4
Administration 10 3.5
Total 63 4.7

Urban&Civic Staff Conference

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Human rights

The Group does not have a formal human rights policy, but does have processes and protocols that adhere to international principles on human rights. The Group will continue to monitor the need for more formal policies to augment existing processes and protocols.

As required under the Modern Slavery Act 2015, Urban&Civic will prepare a formal policy dealing with slavery and human trafficking and will add this statement to the Company’s website in 2017.

Governance

Diversity

The Group has adopted a diversity policy that is reviewed annually and can be found on our website.

Appointments will be made on merit, skills and experience but with due regard to the benefits of diversity.

  Male % Female %
Directors 89 11
Senior management (excluding Directors) 92 8
All staff 65 35