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L&Q has revealed it will be looking at “anticipated workload requirements” and consulting with staff after a major shake-up of its development and sales division.
The 105,000-home landlord announced today that it has reorganised the division into four departments, instead of on a dual regional basis as it was previously.
Asked by Inside Housing if this would lead to redundancies, an L&Q spokesperson said: “Over the remainder of the year, we’ll be looking at our current – and anticipated – workload requirements and consulting with our teams before confirming staffing arrangements by early 2022.”
The shake-up comes five months after the group revealed it was cutting its annual housebuilding target of 10,000 homes to just 3,000 in order to cope with growing fire safety costs.
L&Q has already spent more than £100m on fire safety in four years and expects the overall figure could rise to £450m.
The spokesperson added: “Our priority is ensuring we have the right teams, people and resources in place to deliver on our current and future commitments, while delivering a consistent, reliable service to our customers and across all our projects and areas of operation.”
It is the second restructure of the division in the space of two years. In September 2019, the department was split into two regions – London and the counties – based on its operations inside and outside the capital. Prior to this, the division was split between the counties and north, east and south London regions.
L&Q also has a new group director of development and sales, Vicky Savage, who was promoted to the role in April. She will oversee the restructured division. Ms Savage took the post left vacant by Fiona Fletcher-Smith, who stepped up to be L&Q’s chief executive in January.
The new departments will be known as development growth, development delivery, strategic sales and strategic services. These will be led by current executives Jacqueline Esimaje-Heath, Neil Davis, John Lumley and Jan Mackey respectively.
L&Q said the changes were part of its its five-year strategy, known as ‘Future Shape’. The landlord has an overall development pipeline of 32,000 homes.
The new structure will also see L&Q take on more trainees, apprentices and graduates, it said.
Ms Savage added: “As we look to the future, it’s right we take stock. We need to build sustainable, safe, high-quality homes and beautiful places that stand the test of time, while ensuring our residents and customers receive the best possible service from us.”
Last month, L&Q said it expected to spend £1.9bn on improving existing homes over the next seven years as it diverts more money to its current stock.
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