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Taylor Wimpey Annual Report and Accounts 2020

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Taylor Wimpey plc Annual Report and Accounts 2020 Emerging StrongerAnnual Report and Accounts 2020 www.taylorwimpey.co.uk Contents Taylor Wimpey plc is a customer-focused residential Strategic report developer building and delivering homes and 2 Chairman’s statement communities across the UK and in Spain. 4 Chief Executive’s statement 6 Our market environment 10 Our response in 2020 12 Our equity raise 14 Our management 16 Our robust investment case 18 Our purpose 20 Our business model Our purpose 22 Our strategy and key performance indicators 26 Materiality assessment 28 Our stakeholders 42 Environmental strategy Our response is to build great 44 Task Force on Climate-related Financial Disclosures Our equity raise in 2020 46 Our approach to identifying and managing risk See pages 12 and 13 See pages 10 and 11 49 Principal Risks and uncertainties homes and 54 Group financial review Directors’ report: governance 60 Chairman’s Statement 62 Governance at a glance create thriving 80 Nomination and Governance Committee report 90 Audit Committee report 98 Remuneration Committee report communities. 121 Statutory, regulatory and other information Financial statements 124 Independent auditor’s report Emerging 130 Consolidated income statement stronger for our 131 Consolidated statement of comprehensive income Our purpose stakeholders This is what our teams come to work to do each 132 Consolidated balance sheet See pages 18 and 19 See pages 28 to 41 133 Consolidated statement of changes in equity and every day and is where the core drivers of 134 Consolidated cash flow statement value for all our stakeholders ultimately lie. 135 Notes to the consolidated financial statements 165 Company balance sheet 2020 has not been a normal year. We have taken 166 Company statement of changes in equity 167 Notes to the Company financial statements a careful approach to the pandemic, putting the 171 Particulars of subsidiaries, associates and joint ventures health and safety of our employees, customers, 173 Five year review subcontractors and partners first, while setting the Shareholder information Our business up in a responsible and sustainable way 174 Notice of Annual General Meeting Strengthening engagement business 177 Notes to the Notice of Annual General Meeting with our employees to emerge stronger from this crisis. Key to this is 183 Shareholder facilities model renewing our focus on driving further operational Navigating this report See pages 20 and 21 See pages 76 and 77 Read more and financial improvement by aligning our actions Key performance indicators and priorities even more closely to our purpose, We participate in various benchmarks and have been awarded a number of industry accreditations Link to remuneration We are a constituent of the Dow Jones Sustainability Europe Index and the FTSE4Good Index series, the leading which will benefit all our stakeholders. responsible investment indices. We are also included in the S&P Global Sustainability Yearbook. We participated Link to our stakeholders in CDP Climate, scoring B; CDP Water, scoring B; CDP Forests, in relation to timber sourcing, scoring B; and Link to our business model Supplier Engagement where we scored A-. Alternative Performance Measures Link to our strategic goals The Group uses Alternative Performance Measures (APMs) as key financial performance indicators to assess underlying performance of the Group. Definitions and reconciliations of our APMs to the equivalent statutory Link to our Principal Risks measures are included in Note 32 of the financial statements. Link to our Sustainability Report Connect with us www.taylorwimpey.co.uk/corporate www.twitter.com/taylorwimpeyplc www.linkedin.com/company/taylor-wimpey www.taylorwimpey.co.uk Taylor Wimpey plc Annual Report and Accounts 2020 1 Strategic report Chairman’s statement to ensure the effective adoption of COVID-secure We continue to align our climate reporting to Developing our purpose ways of working. Group operating profit* reduced the recommendations of the Task Force on to £300.3 million (2019: £850.5 million), reflecting Climate-related Financial Disclosures (TCFD) Committed to the reduction in completions. However, demand and, this year, have gone further in undertaking Our purpose is to build for our homes remained encouraging and we a climate scenario analysis, the findings of which great homes and create entered 2021 with a strong UK order book are summarised in our 2020 Sustainability Report. amounting to 10,685 homes (31 December 2019: Responding to direct investor feedback, we have thriving communities. our purpose 9,725 homes) excluding joint ventures, valued at engaged with the Sustainability Accounting £2,684 million (31 December 2019: £2,176 Standards Board (SASB) and are now reporting Over the course of 2020, the Board and million) and were more than 50% forward sold for against the majority of its disclosure criteria for our I have developed this purpose, with During 2020, many extreme words were used private completions for 2021. sector in our 2020 Sustainability Report and will consideration for all of our stakeholders. work to further improve our alignment over time. to define the global pandemic but in the end Notwithstanding the challenges associated with See page 74 the pandemic defined 2020. In my first year as COVID-19, underlying cost discipline continued Our purpose your Chairman I have been impressed with to be a priority in the year. In the Group financial ESG is about sustainability in its broadest sense. the dedication, commitment and resilience review, our Group Finance Director Chris Carney, It is the Board’s responsibility to ensure that shown by employees throughout our business outlines the measures we have successfully put Taylor Wimpey is a sustainable business in what have been highly challenging and in place to optimise our efficiency and maximise respecting and taking account of the needs uncertain times. stakeholder value, together with further and views of all our stakeholders in our decision information on our financial performance. making. Our role in society must be defined At Taylor Wimpey, health and safety is our non- We also place importance on a wider number by our purpose which is to build great homes and negotiable number one priority, and COVID-19 has of operational measures (our KPIs) that reflect create thriving communities. This may be a simple added a new challenge to finding ways for keeping the priorities of our strategy, as outlined on pages statement but it is one which is easy our employees, customers and partners safe. 22 to 25. to understand and we can all get behind. Strong leadership has been demonstrated by our management team and our employees at all levels Ordinary dividend Our purpose will lead us to define the areas where throughout the business. We are pleased to announce the resumption of we believe we can make a measurable difference dividends starting with the 2020 final dividend and will help us define our strategy in the context Acting decisively for our stakeholders of 4.14 pence per share which will be paid in of our ESG commitments. As a responsible I am proud to say that we were the first major May. Details of our resolutions for the 2021 business, we want to play our part in creating housebuilder to close sites, and the first to reopen Annual General Meeting (AGM) can be found on a sustainable future for everyone. We will be when we had implemented the Taylor Wimpey pages 175 and 177. refining and simplifying our thinking; creating KPIs COVID-19 Code of Conduct and adapted our will not be permitted to attend the AGM in person. to which we can all sign up and setting working practices to be COVID-secure. We were Stakeholder engagement Each year the Board looks forward to engaging measurable objectives which support our able to offer support, not just to our own employees I was pleased to get out and about in the with shareholders at the AGM, therefore we are purpose. In recognition of the importance and but to our customers, communities, subcontractors regional businesses before the first lockdown pleased to offer shareholders the opportunity to breadth of this subject, ESG is currently the and suppliers. occurred. It would have been difficult to get a feel follow the AGM remotely and submit questions. responsibility of the Nomination and Governance for the business without the benefit of these visits. Further details can be found on page 182 and Coming into the pandemic, it was key that Committee which is charged with the Subsequently, I was able to keep in touch with the on our website. Taylor Wimpey had a strong balance sheet and cash responsibility of helping management define our business remotely, as well as attend our National position. Without a map or compass to know how ambitions. I am looking forward to developing Looking forward Employee Forum. I am looking forward to getting things would develop, it was important for the Board our ideas in conjunction with our stakeholders. Taylor Wimpey believes in doing the right thing out again when circumstances permit in 2021. to ensure that every step was taken to conserve for our customers and, in this context, the Board Our Annual General Meeting (AGM) was held Board changes cash and to protect the Company. Challenging determined that it was right to support remotely as was our half year results presentation, It has been a year of transition for the Board. decisions were made which affected all of our leaseholders and building owners with fire safety but I hope that by making these as interactive I would like to thank Kevin Beeston who stepped stakeholders including the cancellation of all investment to ensure their Taylor Wimpey as we could that our shareholders felt able down as Chairman at the end of February. dividends. We are very aware of the impact this apartment buildings constructed over the last 20 to participate.
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