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Thu September 19 2024

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United Living targets £500m turnover

17 Aug 15 Newly formed United Living Group has reported a healthy first set of financial results.

United Living Group was formed from the of social housing contractors Bullock 今日看料 and United House and was officially launched in April 2015.

For the 12 months ending 31st March 2015 the new company has reported a turnover of 拢243m and a profit after tax of 拢2.1m.

United Living North Ltd (formerly Bullock 今日看料) returned a profit of 拢600,000 for the year; United Living South Ltd (formerly United House) made 拢1.6m for a 15-month accounting period from January 2014 to March 2015.

United Living Group is aiming to double its turnover to 拢500m by 2020.

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In pursuit of this, it has this year brought in Peter Carey, previously of ISG, as chief financial officer and Anne Newman, from Wates, as 鈥榩eople services鈥 director.

Chief executive Ian Burnett said: 鈥淥ur performance over the past year has been a huge accomplishment, especially given the well documented challenges that have faced the wider market.聽 Under our renewed leadership and through the efforts of United Living staff across the country, we鈥檝e listened to our customers and reacted by reviewing and diversifying our business model.聽 I鈥檓 pleased to see the result of this has been that the newly formed group has returned to profitability.聽

鈥淯nited Living continues to deliver a high quality of service.聽 We have an exceptionally strong order book already this year, into 2017 and beyond, and importantly, we鈥檙e also responding to the changes that are happening in this sector.聽聽 We understand there is a housing shortage and we are continuing to adapt to the changes with a greater emphasis on the growing need for high quality open market and market rental homes.

鈥淲e are now determined to become the UK鈥檚 leading provider of refurbished and new build living solutions and our geographical growth is opening up new opportunities. We continue to find innovative funding solutions that can meet local needs and provide more homes. By diversifying the businesses we鈥檙e also better placed to address energy efficiency challenges, tackle fuel poverty, and invest in apprenticeships, training and the ongoing development of our staff.鈥

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