Key performance indicators

Our key performance indicators (KPIs) are reported on every year. Our KPIs are listed below and are also available in our Annual Report and Accounts 2018

KPI Objective
Definition 2018  2017 2016
Customer satisfaction
8-week score
‘Would you recommend?’

 

We strive to achieve 90% or above in this question, which equates to a five-star rating. Percentage of customers who would recommend Taylor Wimpey to a friend as measured by the National New Homes Survey undertaken by the NHBC on behalf of the HBF eight weeks after legal completion.  90%  89%
 86%
Customer satisfaction
9-month score
‘Would you recommend?’
We strive to improve this and understand the reasons behind and underlying drivers of this customer feedback.
Percentage of customers who would recommend Taylor Wimpey to a friend as measured by the National New Homes Survey undertaken by the NHBC nine months after legal completion.
 76%  76%   74% 
Construction Quality Review (CQR)
(average score / 6)

To achieve an average score of 4 out of 6 across Taylor Wimpey by 2020.
The average score, out of six, achieved during an in-depth annual review of construction quality on a site-specific basis.
 3.93  3.74   -
Average reportable items per inspection
Reduce defects found during build stages.
The average number of defects found per plot during NHBC inspections at key stages of the build.
 0.28  0.26   0.27 
Strategically sourced completions
We aim to source more than 40% of our completions from the strategic pipeline per annum in the medium term.
Number of completions on land which originally did not have a residential planning permission when we acquired a commercial interest in it, expressed as a percentage of total completions.
 58%  53%
 51%
Land cost as % of average selling
price on approvals

To maintain at current levels or reduce our average land cost.
Cost of land as a percentage of average selling price on approvals.
 19.2%  19.8%
 18.7%
Landbank years Increase landbank efficiency – reduce length of short term owned and controlled landbank years by c.1 year to 4-4.5 years.
The years of supply in our short term landbank at current completion levels.
 c.5.1  c.5.1  c.5.5
Voluntary employee turnover We aim to attract and retain the best people in the industry and give them opportunities to develop to their full potential. We aim to keep this within a range of 5-15%.
Voluntary resignations divided by number of total employees.
 14.5%  14.0%   13.9% 
Number recruited into early talent programmes
To reduce the impact of the industry skills shortage and future-proof our business.
The amount of people recruited onto one of our early talent programmes including graduates, management trainees and site management trainees.
 175  126    104
Directly employed key trades people, including trade apprentices
To improve quality, reduce bottlenecks in key trade supply, reduce the impact of the industry skills shortage and future-proof the business.
The number of key trades people directly employed by Taylor Wimpey including bricklayers, joiners, carpenters, painters, scaffolders and trade apprentices.
 748  581   450 
Health and Safety Annual
Injury Incidence Rate
(per 100,000 employees
and contractors)

We are committed to providing a safe place in which our employees and subcontractors can work and our customers can live.
Reportable (all reportable) injury frequency rate per 100,000 employees and contractors (Annual Injury Incidence Rate).

 228  152
 211
Net private sales rate
We want to break our historic sales rate barrier by thinking differently about how we deliver a home and to better capture demand.
The average number of private sales made per outlet per week.
 0.80  0.77
 0.72
Private legal completions
per outlet

To improve efficiency on our sites and increase the number of legal completions per outlet.
The number of private legal completions per outlet.
 41.8  40.4
 38.4
Order book volume
We focus on building a strong order book for the future while balancing our customers’ needs. This is particularly important in an uncertain market.
The total number of homes in our year end order book.
 8,304  7,136
 7,567
 Order book value We focus on building a strong order book for the future while balancing our customers’ needs. This is particularly important in an uncertain market.
The total value of homes in our year end order book.
 £1,782  £1,628  £1,682