L&Q overhauls development division to deliver 32,000-home pipeline

L&Q has announced a restructuring of its development and sales division as it seeks to build out its 32,000-home pipeline.

The giant housing association will scrap its current system under which work is divided into London and non-London activity. Instead it will be split into four departments each based on a different key area; growth, delivery, strategic sales and strategic services (see box below).

Vicky Savage (pictured, centre), who was promoted to group director, development and sales in April, will head up the revamped division. Savage previously served as managing director of L&Q’s London division.

An L&Q spokesperson said the move “will result in a simpler structure, which is better equipped to deliver a consistent and reliable service to L&Q’s customers and across its projects and regions”.

He said: ”By moving from a regional to a functional model, we can make it easier for our partners to deal with us, reduce silo-working and encourage greater collaboration, and offer our colleagues greater opportunities to work across a broader range of projects and areas.”

The organisation’s development and sales arm generated revenue of £533m in 2019/20 and a surplus of £64m. L&Q has a development pipeline of 32,482 homes and 81,568 strategic plots in its landbank. It previously had plans to build 100,000 homes over 10 years, but has scaled this back to around 3,000 a year over the next five years due to fire safety cost concerns.

The spokesperson added that it is too early to confirm details of expected savings generated through the new structure. He 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 the final shape of our division in early 2022.”  

Vicky Savage said: ”The best organisations don’t stand still; they constantly evolve in response to changing circumstances. Over the past few years, L&Q has expanded into new areas – building and managing homes from London and the South East to Greater Manchester and the North West. We’ve expanded our in-house construction capability, acquired one of the UK’s leading strategic land businesses, and embraced the modern methods of construction agenda.”

 The group has also pledged to increase the number of trainees, apprentices and graduates it employs but has not put a specific figure on this.