Our People

At Countryside Properties one of our key objectives is to become an employer of choice and to attract, develop and retain excellent staff. We continue to recognise the benefits of developing the skills and abilities of our people via the Investor in People standard, which we first achieved in 2000.

Understanding Our People

As part of the Investor in People Standard, to which we were reaccredited during the reporting period, regular internal research is undertaken with members of staff and is used to measure the effectiveness of management, strategy and support systems to ensure material risks and staff issues are met. In our 2007 Staff Survey, 86% of employees agreed that the Group is a good place to be for the future (2004: 80%), 80% of staff were very clear about Countryside Properties’ future direction (2004: 63%) and 88% of staff were satisfied overall with their job (2004: 79%).

The cornerstone of our approach continues to be integrity and professionalism in working with our stakeholders to deliver mutually beneficial results. We therefore seek to instil into our people the importance of our values of integrity, professionalism, respect, openness, collaboration, innovation and the highest standards of delivery.

Training and Development

It is highly important for us that, as the development industry continues to evolve and change, our people have the full range of skills to meet the challenges and opportunities. We therefore continue to invest heavily in the training and development of our employees. This is principally being realised, in accordance with our Training and Development Policy, via the Group’s Training Academy, and in particular our ‘Training to Succeed’ programme.

Training to Succeed, our programme of learning opportunities for all, has recently been re-launched. It will assist in underwriting the Group’s future success as well as that of its employees. The new programme is a continuous rolling campaign to improve the Group’s training and personal development offer. Additional specialist courses are also available to meet individual training needs.

Our Investment

During the reporting period, the Group invested £1,013,259 (2006 - £943,240) in employee development and training, including our Graduate Management Training Programme, which averaged, per employee, £1,249 (2006 - £1,257) or 3.2 training days.

As an equal opportunities employer, Countryside Properties endeavours to provide employment on a fair and equitable basis. Internal job development and job sharing are actively encouraged to ensure that experienced employees are retained.

Continuous Improvement

Personal Development Reviews (PDRs) are undertaken on, at least, an annual basis. They provide the framework for recognising achievements and objectives for the future, as well as training requirements. During this reporting period 95% (2006: 90%) of employees undertook a PDR. In 2007, we introduced the use of core competencies across the Group as part of the PDR process to improve personal performance by assessing behaviours. This followed a successful trial in our Northern region in 2006.

Looking to the Future

To attract and retain a supply of skilled managers for the future we established the Countryside Properties' Graduate Management Training Programme in 2001. We currently have seventeen trainees working in four specially designed programmes. These aim to provide school and college leavers, undergraduates and graduates with the foundations for a successful long-term career with the Group. Support is given to all trainees at every stage of their programme, training and academic study. In 2007 the fourth group of Graduate Management Trainees left the programme and have taken up full-time employment within the Group in their chosen careers.

Employee Retention

Renumeration packages, holiday, pensions and health care entitlements are also monitored, against industry benchmarks, to ensure that they remain competitive. It continues to be the Group’s policy to ensure that the overwhelming majority of employees hold full contracts of employment rather than being engaged on a temporary basis.

During the reporting period a number of new people initiatives have been introduced:

• A ‘Buddy’ programme is helping new starters to settle into their roles more quickly and positive feedback is highlighting its value. Indeed, this is contributing to a significant reduction in absence levels and is part of our Human Resource strategy that is improving people retention rates.
• Further cultural change is being embedded through the introduction of our Staff Loyalty Award Scheme.

Staying Informed

We are committed to high levels of internal communications. The Group’s intranet is comprehensive and a staff magazine and an email newsletter are regularly produced. In addition, Senior Directors give regular presentations to staff outlining financial performance, strategy and key initiatives going forward. Following their introduction in 2006, Chairman’s Receptions are ongoing as an informal way of small groups of staff being able to meet the Executive Directors.

The Internal Communications Advisory Group that was formed in 2006 has been successful in improving the effectiveness of internal communications, training and personal development across the Group. Chaired by the Chief Executive, its members are drawn from a cross-section of staff representing each Division. Its members invite feedback from their Divisional colleagues on possible Company-led initiatives (e.g. changes in staff benefits and new training workshops) and act as a filter for Corporate Management Committee.

Our People

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