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_MANAGING CHANGE FOR THE FUTURE
ANNUAL REVIEW 2011-2012
Moving forward
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Contents_OUR PERFORMANCE THROUGHOUT THE YEAR
The story of the year _04
Investing in communities _06Putting people first _08Improving our neighbourhoods _12Building homes _14Financial highlights _16Our year in numbers _22
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GROUPCHIEF EXECUTIVEBJORN HOWARD
The storyof the year_GROUP CHIEF EXECUTIVE OVERVIEW
During the past year the
housing landscape has
radically changed, with
the reduced housing
budget, changes to
tenure, rents, welfare
and benefits, all of
which have brought
various challenges to
our business.
92millionturnover
675millionassets
Middle: Signingsession atTestway Housein Andover,Hampshire
Above:BetterOff Greenproject atWaiblingenRoad in Devizes
Aster Homesdevelopment inAbbottswood,Hampshire
_04 _05
A confident future ahead
Its easy to set grand-sounding goals, or make
lofty commitments. But turning words into deeds
is harder. Over the past year Aster Group has tried
once again to display a pride in performance and
a passion for excellence. And its pleasing to read
in this report stories of where weve managed to
do just that. Asters biggest change in the past year
was our restructure into four new businesses: Aster
Communities, Aster Homes, Aster Living and Aster
Property. This step, involving and supported by our
customers, shareholders and regulators, was really
significant. Because we now have teams focusing
exclusively on excellence for their own customers.
A powerful example was Aster Living, which came
together from Ridgeway and our care and support
teams at Flourish Homes and Testway on November
2011. Aster Livings Home Improvement Agency (HIA)
has also continued to perform well and provides a
range of help, assistance and support services to
elderly and disabled people across Somerset.
The agency is funded by a strategic partnership
consisting of Somerset County Council, the five
District Councils and the Somerset NHS. The
type of services provided include free advice and
support to help customers remain independent intheir own homes, repairs and adaptations, a home
from hospital service and a friendly repairs and
maintenance service called Handihelp.
Another great story was Aster Property, our new
maintenance and asset management business,
which through relentless efficiency saved over 1
million during the year. This is money we can now
reinvest in better services for local people. All 1,200
Aster colleagues were immensely proud to serve
more than 40,000 customers in the past year.
Of course we didnt (and dont) get everything
right first time, every time. But with your continued
support were committed to being even stronger
and better in the year ahead. And thats a promise.
Bjorn Howard
Group CEO
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Investing incommunities_CUSTOMERS ARE AT THE HEART OF OUR BUSINESS
Putting customers at theheart
In September 2011 we launched a
recruitment campaign to get Aster
customers more involved in social
housing decisions. Three customer
boards were created representing
our regions Somerset, Wiltshire
and Hampshire and continuing to
work with customers in Devon and
Cornwall to give them the same
opportunities and form their own
customer board. Each customer board
is made up of six local customers, a
representative from the local authority,
an independent person and Asters
regional director. The customer boards
form part of our new governance
structure for Aster Communities.
The customer boards review how
Aster Communities housing servicesare performing, suggest areas for
change, identify opportunities for
improvements and make decisions
about the direction the business
should take in the future.
In 2011 Aster Property was successful
in making efficiency savings of 1.5
million and one of the customer
boards first tasks was to consider
how we might use this money to
improve our services to customers.
The customer boards continue to
be actively involved in the next
stages of our development working
with Synergy Housings customers
as we plan for the future merged
organisation.
Embedding customerinvolvement
In November 2011 we launched a
resident involvement DVD which
we developed working closely with
customers who advised on the
content and design. Several customers
appeared in the DVD showcasing
some of the activities theyve been
involved in. Weve used the DVD in
our office reception area, at events
and shown it to our new residents
as part of their sign-up process
when they move in. Weve also used
YouTube with 1,313 views to date.
In the past year weve involved 250
customers in many ways including
mystery shoppers, skills training,
events and residents groups.
Community engagement
and partnership
Last year we launched a new grants
programme called Wishing on a Star.
This replaces previous programmes
run by each of the housing
associations, and provides a single,
simplified process for awarding grants
in local communities. Each region
has a dedicated budget; 39,000 in
Hampshire, Wiltshire and Somerset
and 8,000 in Devon & Cornwall. This
money funded many projects helping
people to remain fit and active, find
work, cope with disabilities and build
community spirit. Projects funded in
the past year have included fun days
and sporting events for children such
as riding for the disabled.
Weve worked with communities, local
residents groups and other partners
to develop a range of community
activities. This included the Fun in
the Sun programme which offered
hundreds of children free sports
activities through the summer months,
with Aster Communities working
closely with Wiltshire Council.
We created a special outdoor art
exhibition in Andover, Hampshire to
showcase the artwork created by
members of the local community
with over 60 people attending the
display. In Somerset, we organised
free activity sessions for children in
partnership with Somerset Police
and other local communities groups,
creating an opportunity for children to
compete in mini-football tournaments,
arts and crafts and other play
activities.
Active engagement with our customers is
fundamental to us providing the right
services now and in the future.
Top:Aster customer ata pavement-painting
project in Pewsey
Bottom:Astercustomers at the
opening of SingersKnoll in Frome
215involvedcustomers
_06 _07
125,000in new grants forcommunity projects
With Andover Darts Youth Academy,
we launched a pilot scheme called
Darts in Schools, using the game
to improve childrens mathematical
skills. The pilot scheme at Smannell
and Enham Primary School produced
impressive results and great feedback
from children and parents. And now
were looking to promote the scheme
in other local schools.
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The Supporting People programme was
introduced in 2003 to provide funding for
support services for vulnerable people.
These include older people, those with
mental health needs and services forpeople with learning disabilities. As part of
the governments cost-cutting programme,
budgets for supporting people have
been reduced. And commissioning local
authorities face competing priorities on
where to spend their budgets. Were
committed to continuing to provide high
quality care and support services which
are increasingly in demand. And to help
us continue to do this we created Aster
Living, combining our services previously
provided across central south and south
west England by Ridgeway Community
Housing Association, Flourish Homes
and Testway Housing. By bringing this
expertise together weve created a new
division employing more than 400 care
and support staff and providing services to
over 12,000 customers.
Puttingpeople first
_SUPPORTING OUR MOST VUNERABLE RESIDENTS
Aster Living telecare customer
400care andsupport staff
We want people to
enjoy independent
and healthy lives atthe heart of their
community.
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Promoting independent communityliving
Last year we were selected by Wiltshire Council to
deliver its care and support services to over 1,000customers in the south and east of Wiltshire for the
next five years. The new contract Help to Live at Home
provides new services combining traditional homecare
with support for older, vulnerable and disabled
people. This lets them continue leading their own lives
independently and live in their own homes longer.
For the past 13 years weve been providing a
handyperson service across the south. In 2010
Handihelp was the first handyperson service in
England to receive a TrustMark, a Government-backed
scheme recognising service quality.
In April 2012 we celebrated the first anniversary of
our Somerset Home Improvement Agency, funded by
a partnership of district councils, Somerset County
Council and Somerset NHS. This provides repairs
and adaptations to homes for older, vulnerable and
disabled people.
Weve also recently launched Handihelp in Hampshire
replacing our previous service Twice as Handy. This
means we can provide a more efficient and cost-
effective programme while maintaining high service
quality.
Handihelp undertake general maintenance works,
minor adaptations, plumbing work and security
measures with all work charged at a subsidised hourly
rate. We have completed over 6,000 repair jobs, 200
draught proofing schemes, 180 decorating jobs and
500 gardening jobs. We also completed 220 major
adaptations and other repair work so helping our
customers remain independent in their own homes.
Increasing our range of care and supportservices
Children and adolescents can often need specialist
support whether that be for complex care needs
or social inclusion activities away from home. We
successfully won grant funding of 107,000 from The
Henry Smith Charity and Children in Need to support a
child support worker for the next three years.
We provide a range of telecare services, from personal
alarms to sensors alerting a monitoring centre if theres
a problem. Last year we obtained accreditation by the
Telecare Services Association (TSA) for the quality
of our equipment, installation and expertise. And we
currently have 15,000 customers.
In 2011, working with Medequip (a supplier of telecare
equipment) we successfully secured the contract
to provide an Integrated Community Equipment &
Support Service (ICESS) for Wiltshire County Council
and Wiltshire NHS, for the whole county.
Two years ago we developed a scheme called Moving
Made Easy funded by Mendip District Council. This
encouraged and supported some existing customers
to downsize from family sized homes to smaller
properties freeing up houses for homeless families on
the waiting list. In the past two years 15 tenants have
successfully downsized making a real difference to
homelessness families.
Creating more extra care housing
We completed a new extra-care housing scheme called
Keyford Heights in Frome, Somerset. This provides 36
new homes for people who want to live independent
and active lives with support and care tailored to their
needs. We now have 18 extra-care schemes in the
South and South West.
Aster Living customerattending a dramasession in Frome,
Somerset
18extra-careschemes
70shelteredschemes
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Customer at CrammerCourt, Devizes with amember of the AsterLiving staff
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Improving ourneighbourhoods_LISTENING MAKES ALL THE DIFFERENCE
Efficiently managing repairs andgas servicing
In 2011, we rebranded our property
management services to create Aster
Property. This is responsible for the repairs
and maintenance of over 17,000 homes
owned by Aster Group companies.
The new structure means we can focus on
continually improving our services whilst
remaining cost effective.
Sustainable homes
We continue to invest significantly inensuring our existing homes continue to
be desirable and sustainable. We spent
28 million on improving our homes and
communities including routine and major
repairs.
During 2011/12 we invested 16.9 million on
delivering planned improvements as well as
redecoration contracts and specialist works
like electrical upgrades. This included 576
new kitchens, 327 new bathrooms and 806
boilers/heating installations.
We exceeded our target for income
generated from external organisations and
in 2011/12 returned a net profit of 12%. The
profit generated from our external contracts
provides additional funds to help with
neighbourhood improvement projects.
We introduced a new estate inspection process
last year to ensure we worked more closely with
residents and other partners to ensure we helped
to improve local neighbourhoods.
Investing in people
Weve continued with our apprenticeship
programme, providing young people with
opportunities to gain skills and qualifications
as plumbers, gas engineers, electricians and
decorators. West Berkshire Training Consortium
recently presented Aster Property with an award
recognising our investment in training. A new
company-wide apprenticeship programme was
launched in 2011 extending the apprenticeship
programme across the Aster Group offering
positions in housing and business administration
roles as well as the more traditional trades.
Creating pleasant
and sustainable
neighbourhoods where
people want to live.
Top:Bathroomat Aster Homesnew developmentin Abbotswood,Hampshire
Bottom: Aster Homesdevelopment atSingers Knoll in Frome,Somerset
327new bathrooms
_12 _13
Greener Environment
Aster is committed to looking after our
environment and weve a dedicated team
focusing on environmental management
and reducing our carbon footprint in our
construction projects and day-to-day
operations. Weve introduced projects
in the past year to enhance our sector-
leading approach on sustainability
(recently recognised by being shortlisted
for the Sustainable Housing Awards
2012).
Weve been encouraging local
communities to think about how they
can minimise the impact they have on
the environment and save money with
our Better off Green project. This has
also been nominated for a Community
Involvement/Engagement award at the
Sustainable Housing Awards 2012.
Neighbourhood Regeneration
Last year we started work on three major
regeneration projects in Somerset and
Wiltshire to improve neighbourhoods.
We want to support our customers and
communities to live in safe, attractive,
sustainable and positive places. And we
work closely with residents to identify key
areas for improvement.
One example is the Hillmead Estate in
Shepton Mallet, Somerset which includes
13 blocks of flats built around 40 years
ago. Through extensive consultation with
local residents we identified key areas for
improvement and work has started on a
range of projects including loft insulation
and roof ventilation, electrical cabling
upgrade, private gardens and balconies
and new communal bin areas.
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26miles ofelectric cablefitted
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Buildinghomes_PROVIDING COMMUNITIES WITH THE HOUSING THAT THEY NEED AND WANT
Ensuring new homes for the future
As part of the New Futures Partnership we
were successful in bidding for development
funding from the Homes & Communities
Agency. The Partnership will receive 10 million
towards the building of 600 new affordable
homes over the next four years. To receive this
allocation weve adopted the Affordable Rent
programme, charging rents of up to 80% of
market rent on our new homes and some of our
existing homes. This raises additional funds to
help us continue building new homes.
The first large-scale passivhaus affordable
housing development in Cornwall was
completed last year, providing 20 new
affordable homes for rent and sharedownership. Each home has been built with
super insulation to keep homes warm, a heat
recovery system and solar panels to help
provide more affordable energy costs.
Plugging the funding gap
In 2011 we created Aster Homes, which
provides design and build services to
businesses within the Aster Group and other
housing associations. This new company
offers a range of services including large-scale
regeneration, land purchase and development
agency services. This commercial subsidiary
helps us build and buy homes for private
sale and rent, reinvesting the profits to the
charitable parts of our organisation. This will go
some way to replacing government funding so
Aster can continue to provide affordable homes
and community initiatives. In February 2012 we
completed our first ten homes for open market
sale in Chippenham.
Shared ownership continues to be a popular
option for many customers and demand far
exceeds supply. Last year we completed over100 shared ownership homes, allowing people
to access home ownership affordably. This
included the development of a Grade II listed
building in Bristol, previously the headquarters
of Imperial Tobacco, creating 36 shared
ownership homes.
In December 2011 we signed a contract with
Wiltshire Council to deliver 350 new affordable
homes in Wiltshire through a Private Finance
Initiative (PFI). The PFI allows local authorities
to work with private sector partners to build,
improve and manage housing. This scheme is
just one of 13 the government has continued
to support following its spending review in
November 2010. The first phase of construction
of 242 homes started in January 2012, with
eight homes completed in Westbury and
handed over to new residents in August 2012.
Working with local communities
The National Planning Policy Framework (NPPF)
introduced in March 2012 creates more emphasis
on community involvement at an early stage of
development.
The Localism Act introduced in April 2012, marks a
shift of responsibility for planning from government
back to local communities. Some of the measures
introduced directly affect housing like the
Community Right to Build, changes in social housing
regulation and the introduction of flexible tenures.
This provides an opportunity for us to work together
with local authorities and communities, to ensure we
provide housing local communities need and want.
Regeneration of existing sites
Many of our current schemes include redeveloping
existing properties no longer fit for purpose.
We recently completed a 16 million redevelopment
of an estate in Frome, working closely with Westbury
Partnerships and the Homes & Communities Agency.
We replaced 54 properties with 133 new homes.
And we also built a 36-unit extra care housing
scheme. The local community played a key role in the
regeneration scheme.
Aster Homesdevelopment Ford
Farm View in Cornwall
_14 _15
The need for affordable housing has never
been greater and we have continued to
develop new properties during the year.
224new homes
100sharedownershipschemes
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Governance at Aster Group
A group leadership team led by the
group chief executive works with
Aster Groups board. The non-
executive directors bring a diverse
range of skills and experience to
ensure that Aster is run in an efficient
and effective manner, and that we
meet our established high standards
of corporate governance and ethics.
Aster Group Board
Colin Martin Chair
Bob Cribb Deputy ChairJohn Brace Group Resources Director
Doug Fisher (1)
Carey Gage (1)
Anne Goymer (1)
Sally Higham
Bjorn Howard Group Chief Executive
John McGibbon
Wendy Murphy (1)
Phillip Owens
Roger Shepherd (1)
Mary Watkins
Rob Yates
Aster Communities, Aster Property, Aster Living and
Aster Homes each have their own board and details of
their membership can be found on our website
www.aster.co.uk
In addition four new customer boards were set up in 2011
as part of our governance structure, whose membership
is made up of our customers across the regions in which
we work.
Aster Group continues to perform well
The financial climate continues to look uncertain with the
double dip recession, the ongoing Euro crisis, banking
scandals and restricted lending making life difficult for
many, but Aster Group continues to perform well, with
turnover reaching 92 million last year.
A planned increase in repairs activity led to a small
drop in the operating surplus, before interest costs, to
21.3 million, which was well ahead of the budget for
the year. The low interest rate environment meant that
there was sufficient headroom in finance costs for us to
change some fixed rate agreements, bringing forward
approximately 5.2 million of interest from future years
and saving well over 5.5 million in interest costs in the
next two years. Whilst this reduced the final surplus from
10.3 million in 2011 to a still very healthy 6 million in
2012, this has given us much greater financial strength
and flexibility in the two years ahead.
The last financial year saw the conclusion of the
work to amalgamate the three housing associations
in the Group to form Aster Communities, creating
greater capacity to support development in the
difficult years ahead.
It was very pleasing to conclude the Wiltshire
Private Finance Initiative (PFI) project, which will see
the first 242 homes being financed by a completely
different route involving 80 million of government
subsidy over the 22 years of the contract.
Aster Group spent a further 42 million building
more homes in 2011/12 and now owns housing
properties worth over 600 million, which are
financed by loans of just over 380 million; a sound
financial position from which to face the increasingly
uncertain times ahead.
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603million worthof properties
Income and expenditure for the year ended 31 March 2012
(000) 2012 2011
Turnover 92,049 83,386
Operating costs (68,702) (59,714)
Administrative expenses (2,008) (1,111)
Operating surplus (Total) 21,339 22,561
Surplus on sale of properties not developed for outright sale 708 113
Surplus/(deficit) on sale of other fixed assets 3 (57)
Interest receivable 226 255Interest payable and similar charges (17,273) (11,887)
Other finance costs (222) (619)
Surplus on ordinary activities for the year before taxation 4,781 10,366
Tax on surplus on ordinary activities 2 (433)
Surplus on ordinary activities for the year after taxation 4,783 9,933
Transfers from designated reserves 7 6
Transfers from revaluation reserves 1,239 354
Retained surplus for the year after reserve movements 6,029 10,293
Aster Group Income & Expenditure and Balance Sheet
Balance sheet as at 31 March 2012
(000) 2012 2011
Housing properties 602,561 582,543
Other fixed assets 17,958 17,995
Total fixed assets 620,519 600,538
Current assets 54,174 24,919
Creditors:amounts falling due within one year (17,377) (15,824)
Total assets less current liabilities 657,316 609,633
Creditors: amounts falling due after more than one year 380,332 347,814Provisions for liabilities and charges - 58
Pension liability 17,231 12,518
Capital and reserves
Revaluation reserve 241,128 235,296
Restricted reserve 208 208
Designated reserves 56 63
Revenue reserve 38,507 29,297
Pension fund deficit (20,146) (15,621)
Total 657,316 609,633
The figures above for the years ending 31 March 2012 and 2011 relate to Aster Group which included Aster Group Limited,
Aster Communities, Aster Property, Aster Living, Aster Homes Limited, Silbury Housing Holdings Limited and Silbury
Housing Limited.
Financialhighlights_A STRONG PERFORMANCE IN AN UNCERTAIN CLIMATE
(1) Retired from the Aster Group Board May 2012
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Income and expenditure for the year ended 31 March 2012
(000) 2012 2011
Turnover 80,956 77,468
Operating costs (57,424) (57,663)
Operating surplus (Total) 23,532 19,805
Surplus on sale of properties not developed for outright sale 708 113
Deficit on sale of other fixed assets (1) (16)
Gift aid receipts - 382
Interest receivable 343 369Interest payable and similar charges (17,273) (11,881)
Other finance costs (239) (543)
Surplus on ordinary activities for the year before taxation 7,070 8,229
Tax on surplus on ordinary activities - 26
Surplus on ordinary activities for the year after taxation 7,070 8,255
Transfers to designated reserves - (3)
Transfers from revaluation reserves 1,239 1,280
Retained surplus for the year after reserve movements 8,309 9,532
Aster Communities Income & Expenditure and Balance Sheet
Balance sheet as at 31 March 2012
(000) 2012 2011
Housing properties 602,567 577,263
Other fixed assets 21,510 19,632
Total fixed assets 624,077 596,895
Current assets 24,170 23,327
Creditors:amounts falling due within one year (12,351) (14,973)
Total assets less current liabilities 635,896 605,249
Creditors:amounts falling due after more than one year 363,222 347,814Provisions for liabilities and charges - 58
Pension liability 15,610 11,351
Capital and reserves
Revaluation reserve 241,134 234,302
Restricted reserve 208 208
Designated reserves 14 14
Revenue reserve 33,755 25,446
Pension fund deficit (18,047) (13,944)
Total 635,896 605,249
The figures above for the years ending 31 March 2012 and 2011 relate to Aster Communities which was formerly Flourish
Homes Limited, Sarsen Housing Association Limited and Testway Housing Limited.
Income and expenditure for the year ended 31 March 2012
(000) 2012 2011
Turnover 11,364 5,472
Operating costs (11,350) (4,666)
Operating surplus (Total) 14 806
Deficit on sale of other fixed assets - (8)
Interest receivable - 1
Interest payable and similar charges - (152)
Other finance costs - (12)Surplus on ordinary activities for the year before taxation 14 635
Tax on surplus on ordinary activities - -
Surplus on ordinary activities for the year after taxation 14 635
Transfers from designated reserves 7 9
Transfers from revaluation reserves - 6
Retained surplus for the year after reserve movements 21 650
Balance sheet as at 31 March 2012
(000) 2012 2011
Total fixed assets 282 319
Current assets 5,219 6,472
Creditors:amounts falling due within one year (3,268) (1,073)
Total assets less current liabilities 2,233 5,718
Creditors:amounts falling due after more than one year - 3,475
Pension liability 308 237
Capital and reserves
Designated reserves 42 49Revenue reserve 2,316 2,295
Pension fund deficit (433) (338)
Total 2,233 5,718
Aster Living Income & Expenditure and Balance Sheet
The figures above for the years ending 31 March 2012 and 2011 relate to Aster Living, formerly Ridgeway Community
Housing Association.
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Income and expenditure for the year ended 31 March 2012
(000) 2012 2011
Turnover 858 -
Cost of sales (783) -
Administrative expenses (106) (3)
Loss on ordinary activities for the year before taxation (31) (3)
Tax on loss on ordinary activities (1) 1
Loss on ordinary activities for the year after taxation (32) (2)
Balance sheet as at 31 March 2012
(000) 2012 2011
Current assets 1,546 51
Creditors:amounts falling due within one year (296) (53)
Total assets less current liabilities 1,250 (2)
Creditors: amounts falling due after one year 1,284 -
Capital and reserves
Profit and loss reserve (34) (2)
Total 1,250 (2)
Aster Homes Limited Profit & Loss and Balance Sheet
Income and expenditure for the year ended 31 March 2012
(000) 2012 2011
Turnover 31,846 18,618
Operating costs (28,898) (16,039)
Administrative expenses (1,902) (1,111)
Operating profit 1,046 1,468
Gift aid payments (1,192) -
Profit/(loss) on disposal of other fixed assets 4 (33)
Other finance income/(costs) 25 (22)Loss/(profit) on ordinary activities for the year before taxation (117) 1,413
Tax on surplus on ordinary activities 871 (457)
Profit for the financial year after taxation 754 956
Balance sheet as at 31 March 2012
(000) 2012 2011
Total fixed assets 927 938
Current assets 8,355 3,805
Creditors:amounts falling due within one year (8,721) (4,982)
Pension liability (498) (250)
Total assets less current liabilities 63 (489)
Capital and reserves
Profit and loss reserve 872 118
Pension fund deficit (809) (607)
Total 63 (489)
Aster Property Limited Profit & Loss and Balance Sheet
_20 _21
Westbury Partnershipsdevelopment in
Westbury, Wiltshire
Far left:Kitchenat Aster Homesdevelopment inAbbotswood,Hampshire
Left:Rural Youthat Singers Knoll inFrome, Somerset
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Our yearin numbers_KEY FACTS AND FIGURES
327new bathrooms
806new boilers
400care andsupport staff 17
million onplannedimprovements
70shelteredschemes
15,000telecarecustomers
2 milesof kitchenworktopsfitted
6million spenton improvingproperties
6 milesof copperpiping fitted
32millioninvested innew homes
125,000in new grantsfor communityprojects
576new kitchens
100,000kitchen andbathroom walltiles fitted
Over the last twelve months we have worked tirelessly
to make real changes to our customers and our
business. These statistics speak for themselves.
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Aster Group
Sarsen Court, Horton Avenue,
Cannings Hill, Devizes,
Wiltshire SN10 2AZ
www.aster.co.uk
Designandproductionbywww.astercreative.co.u
k
Keyford HeightsFrome