Key Performance Indicators 2007
Our Customers KPIs- Rural Housing Condition Survey
| Band A | Band B | Band C | Band D |
2007 | 51.47% | 33.10% | 13.60% | 1.82% |
2006 | 54.60% | 27.30% | 15.84% | 2.26% |
2005 | 54.80% | 24.92% | 17.57% | 2.70% |
2003 | 36.03% | 34.25% | 22.94% | 6.79% |
Qualification:
Band A, Modernised with full modern facilities since 1996;
Band B, Modernised to full modern standards between 1986 and 1996;
Band C, Not modernised in 20 years but having all basic facilities;
Band D, Properties not modernised and lacking basic facilities
The Band A percentage has dropped this year due to an increase in the number of properties now classified as being older than ten years old. A stock condition survey will be carried out this year to start to rectify this.
Our People KPIs
- Health & Safety Indicators
06/07 | 05/06 | 04/05 | 03/04 |
|
| Number of Accidents to Employees | 54(a) | 40 | 37 | 26 |
| Number of Over 3 Days Absence (Riddor Injuries) | 1 | 5 | 5 | 4 |
| Number of Third Party Claims from Visitors to our Properties | 11(b) | 0 | 0 | 2 |
| Number of Reportable Diseases | 0 | 1 | 0 | 1 |
| Work Related Major Injury | 1 | 0 | 0 | 0 |
| Number of Enforcement Notices Served by HSE | 0 | 0 | 0 | 0 |
| Fines for Incidents of H&S Non-Compliance | 0 | 0 | 0 | 0 |
| Near Misses | 11(c) | 0 | - | - |
| Accidents Involving Members of the Public | 13 | 1 | - | - |
| Near Misses Involving Members of the Public | 18(c) | 0 | - | - |
Qualification:
(a) This now includes all The Crown Estate offices. This accounts for the increase in number of accidents recorded.
(b) Increased because we now record claims made via our managing agents.
(c) This is the first year we have recorded ‘near misses’.
- Employee Training
| 2006/2007 |
| 46 topics 1166 people attended 50 different training events; 263 total days training; 1.4 average days of training per person (based on 380 employees) |
| 2005/2006 |
| 87 topics; 1,944 people attended; 152 different training events; 4,211 total days training; 11 average days of training per person (based on 380 employees) |
| 2004/2005 |
| 15 topics; 515 people attended; 91 different training events; 179 total days of training; 3.6 average days of training per person (based on 200 office employees) |
1) The time spent on the preparation and move to new office headquarters for central London based employees.
2) Figures for 2005/2006 were particularly high due to a number of in-house training sessions for all employees.
The Wider Community KPIs
Social and ethnic profile of our housing business group (HBG) customers.
- HBG Lettings by Ethnicity 2006/2007
06/07 | 05/06 | 04/05 |
|
| Asian / British Asian (Bangladeshi) | 0% | 3% | 0% |
| Asian / British Asian (Other) | 15% | 4% | 9% |
| Black / Black British (African) | 0% | 9% | 8% |
| Black / Black British (Caribbean) | 5% | 10% | 7% |
| Black / Black British (Other) | 0% | 0% | 3% |
| Chinese / Other Ethnic Group | 0% | 9% | 1% |
| Mixed (White & Black African) | 5% | 1% | 1% |
| Mixed (White & Black Caribbean) | 0% | 0% | 2% |
| Mixed (Other) | 10% | 3% | 2% |
| White (British) | 65% | 46% | 46% |
| White (Irish) | 0% | 4% | 6% |
| White (Other) | 0% | 11% | 8% |
| Unknown | 0% | 0% | 7% |
06/07 | 05/06 | 04/05 |
|
| Asian/British Asian (Bangladeshi) | 0 | 3 | 0 |
| Asian/British Asian (Other) | 15 | 4 | 9 |
| Black/Black British (African) | 0 | 9 | 8 |
| Black/Black British (Caribbean) | 5 | 10 | 7 |
| Black/Black British (Other) | 0 | 0 | 3 |
| Chinese/Other Ethnic Group | 0 | 9 | 1 |
| Mixed (White & Black African) | 5 | 1 | 1 |
| Mixed (White & Black Caribbean) | 0 | 0 | 2 |
| Mixed (Other) | 10 | 3 | 2 |
| White (British) | 65 | 46 | 46 |
| White (Irish) | 0 | 4 | 6 |
| White (Other) | 0 | 11 | 8 |
| Unknown | 0 | 0 | 7 |
- HBG Lettings by Category
06/07 | 05/06 | 04/05 |
|
| Key Worker | 80% | 74% | 57% |
| Sons & Daughters | 5% | 0% | 0% |
| Transfer | 10% | 16% | 20% |
| Management Transfer | 5% | 7% | 8% |
| Market Let | 0 % | 0% | 10% |
| Voluntary Sector | 0 % | 0% | 5% |
| Other | 0% | 3% | 0% |
- Fairtrade Products bought by The Crown Estate
| Tea Bags | 112,000 |
| Coffee | 291 kg |
| Cocoa | 22 kg |
| Chocolate | 27 kg |
| Biscuit Bars | 250 |
| Sugar Sachets | 170,000 |
Qualification: This is the first time that fairtrade products have been sold and supplied at our headquarters office.
The Environment Around Us KPIs
- BREEAM (Building Research Establishment Environmental Assessment Methodology)
| “Very Good” BREEAM Rating | Building 1, Cambridge Business Park |
| 198-202 Piccadilly | |
| 7 Savile Row |
Qualification: The three developments shown were the only developments submitted for BREEAM certification during the relevant period.
- Waste Recycling at The Crown Estate Head Office
| Dry Recyclables | 33.36 tonnes (a) |
| Wet/Food Waste | 26.25 tonnes (b) |
| Secure Waste | 11.74 tonnes |
Qualification:
(a) Dry recyclables include paper, cardboard, plastic, metal, batteries and glass.
(b) Wet waste includes food and cling film.
The dry and wet waste figures are based on estimates only on the basis of the total number of bags and bins collected and an average weight per bag. The secure waste is accurate. There has been a large increase in amount recycled due to the move to the new office headquarters where there are only two bins per floor in total: there are no individual bins at desks.
- IT Waste at The Crown Estate Head Office sent to Recommit for Recycling and Redistribution
| 2006/2007 |
| 70 PC’s 26 VDU’s 53 printers 5 servers 10 laptops 0 scanners 2 miscellaneous 2 UPS (batteries) |
| 2005/2006 |
| 211 PC’s 159 VDU’s 62 printers 16 servers 14 laptops 3 scanners 19 miscellaneous |
| 2004/2005 |
| 21 PC’s 75 VDU’s 14 printers 4 servers |
Qualification: The large number of printers sent for recycling was due to the office move and the aim to be a paperless office by reducing the amount of printers available. The Crown Estate is registered as a hazardous waste producer in order for all UPS to be removed by RecommIT.
The Way We Do Business KPIs- Payment of Invoices
| 06/07 | 05/06 | 04/05 | |
| Total Invoices Paid | 32,823 | 34,382 | 32,486 |
| Average Days to Pay | 25 | 30 | 23 |
| % Paid after 30 Days | 29% | 27% | 19% |