Hello, and welcome to the Persimmon Trading Update. My name is Patrick, and I will be your coordinator for today's event. For the duration of the call, you will be on listen only. However, throughout the call, you will have the opportunity to ask questions. This can be done by pressing star one to register your question at any time. If at any point you require assistance, please press star zero on your telephone keypad, and you will be connected to an operator. I'm now handing you over to your host, Dean Finch, chief executive, to begin today's conference, t hank you. Thanks very much. Good morning, everybody. Thanks for joining us this morning for our trading update. I'm joined by Mike Killoran, our CFO, and again by Martyn Clark, who is Regional Chairman of our southern business. I thought I would just take a few moments to highlight some key points from the trading statement and then open it out to any questions that you might have. I'll start with just reflecting on the strong performance in the second half of the year, and what I think that means for us as a business. You will see that we achieved a record number of completions in the second half of 2020, and achieved a superb build rate. I think this is all the more impressive because it is despite the problems of COVID that we achieved this. We also enforced a 21-day period between practical build completion and key handover for our customers for us to handle snags. Those two issues represented a considerable constraint on the business, and we also yet achieved record production and five-star quality. I'm really heartened by that. I think it's a great testament to our team and to the business that it achieved that and represents, I think a notable change in performance capabilities, and gives me much optimism for the future. The second point I will raise is around our output position. In the second half of the year, on average, we were 12% below 2019. Our focus is to rebuild our output position during the course of the year. We will, of course, keep a close eye on the economy. If needs be, and the economy turns south on us again, we will obviously apply the brakes. I am cautiously optimistic that we can continue to improve quality and grow volumes without compromising margins and returns into the medium term. My third point is in relation to what lies ahead of us for 2021. That's going to be on all of our minds. Obviously, we start the year in the midst of a pandemic, which is getting worse. This, of course, could affect our production capability. We're looking at the end of the stamp duty holiday in March, and also the introduction of caps with the new Help to Buy scheme now introduced and effective from April. Of course, we also do not know what impact rise in unemployment will have on the economy and on the housing market in particular, and whether it will follow the pattern of previous recessions. On the other hand, we're entering 2021 with an unprecedented order book. I guess I'm really struck by the government stimulation to the economy. We've seen more money pumped into the economy by way of quantitative easing over the last 10 years than any point in the U.K.'s history. Within that, in the last year, we've seen more quantitative easing pumped in than at any point over the last decade. Clearly that's got to support the economy in some way, shape, or form. We also can't rule out more government intervention to support the economy. The other observation I would make is that we are clearly seeing customers look at how they want to live, where they want to live, and also whether they want to live in bigger houses as a result of the pandemic. I think Persimmon is a beneficiary of that. All in, it makes for a complicated picture for us to predict what 2021 will look like. As I said, I am optimistic about our prospects into the medium and long term. Also, I Should point out that I think that Persimmon is in a great financial shape to take advantage of all of the opportunities ahead of it, as well as to handle any risks. With that, thank you for listening, and I'll open it up to any questions. Hi, this is your operator. If you would like to ask a question via the phone lines, please press star one on your telephone keypad. Please ensure that your line remains unmuted locally. You will then be prompted when to ask your question. I can see that we have several questions coming through via the phone lines. Our first question comes from the line of Aynsley Lammin from Canaccord. Aynsley, you are now unmuted, p lease go ahead. Thanks very much. Morning, happy New Year, everyone. Just two questions. Morning, Aynsley. Morning, f irstly, on obviously giving lots of top line revenue information, but just wondered if you could comment margins. Were they all in line as expected? Nothing funny there. I think consensus PBT is about GBP 855 million for 2020. Just wondered if you could comment on your comfort with that number. Secondly, any comment on recent leads, the kind of sales interest? I know it's early on in this year, but your expectations for how the kind of recent trade in and coming weeks will play out? Thanks. On the profitability, Aynsley, obviously we'll put meat on the bones when we get to the prelims on the third of March. The mix of sales that we've achieved is more or less in line with our expectation. The mix is slightly more weighted towards the private sales, where we've achieved 84% of our legal completions to private individuals for owner occupation, which you would look back, our typical mix is sort of 80/20 private, affordable to housing association. That's because we've redirected or managed our resource intelligently by trying to support our individual private customers with their moving in dates, et cetera, given circumstance. Indeed, it recognizes that our housing association clients usually have a bit more flex in their delivery dates because obviously they've got to line up their clients for occupation via their own rental agreements and what have you. I think that's worked well for us. We've examined that quite carefully through the year and directed our resource to the right areas that we believe. Dean, do you want to comment on early customer interest perhaps or? [crosstalk] Sorry, Mike, on the consensus, are you comfortable with the GBP 855 million? Yeah, I think that we have incurred a bit more cost this year than we would normally. I think that when you think about the environment we're all living through, we do have a full team of COVID enforcers for example on site. Given that we've got 300 or more sites, then there's a whole team there of people making sure that all the workforce that we engage on site are adhering to our protocols and making sure that they remain healthy and safe and well. That comes at a little bit of a cost together with providing more hygiene and welfare support. I do point back to the efficiency of our overhead recoveries, which obviously became a larger issue in the first half of 2020, less so in the second half. For the full year, it's still a drag on profitability. Then you've got our overarching comments on the balance of inflation effect on margins to think about. We're sticking to the margin drift type mantra where we believe that our ability to achieve substantial price inflation is muted, given where affordability is and where the concerns are in the general economy and confidence, et cetera. On the production side, as you can imagine, the supply chain has tightened up more recently, and that, we believe, will drive a bit more cost inflation into the system as we move through 2021. Where will that be? I guess 3%, 3.5% is what we indicated in November, and I guess we'd be sticking to that sort of level just at this point in time. Overall, for 2020, I think, you mentioned around the GBP 850-ish mark. Yeah, that is more or less okay. We need to put all the different pieces together, which we're doing currently. Then the outlook is obviously very positive. We've got a great asset base as you know. Again, we need to be mindful of the volume that we're going to be able to deliver. There is risk to production, as we said in the statement. Dean, do you want to add anything on? Well, I think perhaps, I'm guilty of not putting enough color on the COVID restrictions and build. It is quite a different situation that we're dealing with at the moment to a non-COVID situation because we can only let one operative per floor work on whatever we're building, and that's an entirely different situation to how we normally build. There are implications for that that we're working through. It's quite hard to appreciate that if you're not on a building site and seeing how we're working around that. I would emphasize that. In terms of, I think, sales, you also asked, it's opened well. It remains strong. Well, obviously we've only had one week, Aynsley, so one swallow doesn't make a summer as you know. We're optimistic, as Dean said in his opening remarks, we're optimistic about the spring. There are reasons to believe that lender support is strong. We've seen more higher LTV product come back into the market. The measures that we're taking to ensure we've got good availability, we're continuing to build into this market, as we've been saying through last year. That will put us in a strong position to offer choice to the customers across the market. All very helpful, t hanks. Our next question comes from the line of Arnaud Lehmann from Bank of America. Thank you very much, and g ood morning, gentlemen. Two questions on my side. Firstly, in your statement you speak about normalization in the sales rate, in the last months of last year. Could you be a little bit more specific than that? Is it still up on a year-on-year basis? When you say normalization, you speak about stabilization? That's my first question. My second question on your cash position at year-end, clearly better than expected, which would suggest a very strong free cash flow generation in the second half. Could you give us a little bit of indication how you ended up with such a large cash position in December? Thank you. I'll jump on the cash, sort of the major moving parts on the cash flow. Obviously, we entered the year with about GBP 840 million of cash held on the balance sheet, we closed the year at GBP 1,234, which is quite a handy number to remember. That means net cash generation of GBP 390 million in the year. That is after making the dividend payments of GBP 351 million in 2020, in two parts being the GBP 0.40 and the GBP 0.70 per share, that we made, GBP 1.10 per share in total, GBP 351 million. Land spend of GBP 326 million, through 2020. When you add those moving parts back into that GBP 390 million, the cash generation, pre capital returns throughout dividend and land spend was GBP 1,067 million. If you do the same calculation for the prior year, obviously the capital return was GBP 748 million, GBP 2.35 per share. The land spend was GBP 126 million higher at GBP 452 million. Adding back those numbers to the prior year, you get a gross cash generation of GBP 996 million. We are very pleased with the cash generation of the business through 2020, as a result of both the strong trading and the working capital management process within the business. We've protected the liquidity of the business and the asset quality, with obviously the sell activity to land replacement that we've pursued through the year as well. I think you can see our sort of cyclical playbook playing through there in terms of how we're managing liquidity, which has been a real advantage for us in terms of supporting everybody associated with the business, the supply chain, our colleagues. Obviously we've not taken any advantage of any of the government support schemes. For example, fully paid up on corporate taxes, et cetera. Yeah, we are particularly pleased with that. Sales rate normalization, I think that's a relative observation. When you split the numbers Q3 and Q4, you can see that for the second half in total in the statement, we've pointed to a 39% outperformance over 2019 for the second half of 2020. If you split that into Q3 and Q4, in terms of a direction of travel, which we point to again in the statement, we were over 50% ahead of the prior year in Q3? Right. In Q4, we were over 15% ahead of the prior year. As we progressively move through the year, obviously stock availability for ourselves dwindled, if you will, because we'd sold so well previously. That's enabled us to basically look after our customers in a better way because of the previous investment we'd put into work in progress to support service quality, and obviously realizing, monetizing that investment. That's, in part, why our cash generation has been so strong. It's a relative measure. It's amazing, really, in terms of how the market has performed through 2020. If I remind you, in the first half, our average private sales rate per site per week was 10% down in the first half, whereas in the second half it was 39% ahead. Overall, for the year, we've ended up 12% ahead through what has been an unprecedented period of time and the challenges that the market has faced. As Dean referenced earlier, obviously government support has been key in supporting the U.K. population generally, but also that has fed through into supporting the housing market. Is that all right, Arnaud? Yeah, that's perfect, t hank you very much. Our next question comes from the line of Emily Biddulph from Credit Suisse. Emily, you are now unmuted, p lease go ahead. Morning, guys, I hope you're all well, Happy New Year. I've got two questions, please. The first one, I appreciate you've gone through the various risks to output for the coming year and sales rates from here. As we look at it today, if we assume that sales rates remain relatively normalized and there's minimal disruptions of build from here, how should we think about the potential for volume growth? Clearly, the WIP position is down and at the moment outlets are down. Should we think about that just being a snapshot that can unwind and you can still deliver volume growth if the market's there for this year? Can you give us any kind of quantification of the potential there? Secondly, on the forward sales number, clearly it's strong, + 25%. Can you give us a sense of what the private growth is within there and the split of volume and price, please? Thanks a lot. Yeah, just on that little bit of detail on forward sales. Within that 25% up figure year-on-year overall, the private sale element is actually around 36% up year-on-year. That's a third stronger on volume and about 2.5% stronger on price. We've just got just over 4,300 private customers that have reserved or exchanged within our forward order book this time around, which, as I say, is around about a third stronger than. As Dean said earlier, it's a record order book, which supports our plans for the business in the first half of this year as we build through those orders and deliver them. In terms of potential sales growth, Dean, do you want to touch on that in terms of outlook, so to speak? Well, as I said, I think outlook is really complex this year. If anything we say at this moment could be totally wrong-footed by some government announcement this afternoon. As you'll be aware, the Scottish government, for instance, are debating today what further restrictions they're going to introduce. That may result in what we saw last March and April with closure of production in Scotland. Mike and I could trot out a statement about volume and be wrong-footed even as we speak, which is why we'll be cautious about it. In a normal year, we would expect to be at a normal level of output. This is anything other than a normal year, I think. I think, Emily, you've got to reflect on, obviously, the increased transmission given the new strain of virus. We see the sad increase in transmission across the population at large, and we've said in the past, we can try and control what people do in the workplace. We've got very strong protocols and disciplines around that in the workplace. Obviously, we can't control what people do outside of the workplace. We have seen a slight tickle up in incidents of absenteeism because of people having to isolate for all the good reasons, which is the right thing to do. As I say, it's only a small tickle up at this point, but we need to see how that develops. As Dean said, we need to remain mindful of our ability to build. If we see a substantial increase in absenteeism because of that, then it becomes more difficult for all the teams to marshal the resources to achieve a rate of build. We are really pleased with our production rates through the second half of 2020. If that's any indication of what we can do, so long as we get a good run at it, we're allowed to proceed on the same or similar footing, then we've got to be optimistic. As Dean says, it's a particularly unpredictable environment at the moment. Is that okay? That makes sense, t hanks, guys. Thanks. Our next question comes from the line of Glynis Johnson from Jefferies. Glynis, you are now unmuted, p lease go ahead. Morning, gents, I thought I was going to be later, so I've still got four questions that are outstanding. You always have four questions, Glynis. I like to be predictable. One, just in terms of land market, you obviously were a little bit shy on the land market through 2020 for obvious reasons. Can you just give us a little bit of color about how you're seeing the land bank now? Are opportunities starting to pick up? Second of all, just in terms of price of that private forward order book, forgive me, I don't have the absolute number in front of me in terms of value. Can you just let me know, it sort of saves me the calculation and just tell us what the pricing has done on that private forward order book, and also how we should tie that into 2021, given that the mix of affordable versus private is also going to move. Thirdly, can you remind us of your definition of excess cash, excess capital as you have previously used it? The last one is just in terms of that build WIP, that calculation you did for Arno in terms of cash flow generation. I could look and say actually your cash flow different year-on-year is about the land spend, which would imply that your build WIP actually hasn't changed much year-on-year. We can see your build equivalent units are down slightly, but how should we think about that build WIP? Are those- Yeah. ... equivalent units now above 20. We know those are 2019. 2017, 2016 may not be comparable, but what is the right level of build equivalent units- Yeah. ... that you'd like to enter the year on? If I can jump onto that straight away, I think you're right, Glynis. Your observation is bob on, in that, yes, we would like more WIP in the ground. We keep saying to ourselves, we would be able to sell more new homes to more customers if we had them available. I think we are seeing the consequences of selling well through 2020 in terms of our carry forward build, given the disruption to build we suffered from in Q2 2020. If you're building at capacity, you can only repair that sort of reduction in build only very gradually over time, because obviously you're running at capacity. As I said, we've said already we're pleased with our build rates. In fact, we feel that second half build rate, we have pinched a bit of efficiency gain through the second half. It's actually quite interesting, partly through deploying our construction quality inspection team, which is unique in the industry, as part of implementing The Persimmon Way, which is the consolidated processes around construction now in Persimmon. That's encouraged us to look at that in more detail, and we're going to invest a little bit more on that side as we move through 2021. Suffice to say, we do need to invest more in WIP, and I could see some absorption of cash in work in progress as we move through this year to get ourselves in a similar position to where we were, say, in the middle of last year, where we had over 7,000 equivalent units of new homes constructed. I think that we are going to be absorbing WIP as a cash flow movement, moving forward through 2021. That could be somewhere between maybe GBP 50 million-GBP 100 million of cash absorption within work in progress. Another ready rule of thumb on that is that at a period end, if we're carrying WIP of maybe 32% of prior- year sales, that probably is about right for us in terms of the type of homes that we build. That is a way to triangulate your cash flows and your balance sheet. You're right, going back to your private ASP. In the forward order book, it's just over GBP 253,000, which is about just over 2.5% higher than the same point last year. You do have to be careful with the legal completion ASP for 2020, because that has got this mix skew, 84% private sales in the mix, where normally it would be more akin to around 80%. When you're looking at your 2021 prediction, I would recommend that you flex that group, overall group price for 2020 to give you a new base. Surprisingly, I've done that, and it gives you a figure of about GBP 226,000 for 2020 as a base to move on from with that normalized mix. That's just a guide on overall group pricing to think about for 2021. We don't think that we're going to see a lot of opportunity for a lot of underlying price inflation for reasons that we've touched on previously. Dean, do you want to talk about the land market and how it's- Well, it's good, w e're seeing opportunities. The business is very disciplined and rigorous in the way it evaluates opportunities. I'm hugely impressed at the way Persimmon buys land and develops land. We see the opportunities out there, and we go after them. The right ones we execute on. There's a good supply which we're working through. On the excess capital point, Glynis, I think it was your third question. I think that, yes, we have previously said that we return surplus cash to shareholders based on the continual assessment by the board of that very issue. At GBP 1,234, cash held at December, that points to a level of cash that you would say contains surplus liquidity. We've bookended that really with our observations previously around how much cash we do want to carry. For our scale at the moment, we would say GBP 650 million-GBP 700 million, just to repeat ourselves, that we've been saying for a number of years now, is the sort of level of liquidity we would want to hold on balance sheet. Firstly, to cover the working capital cycle. Secondly, to provide liquidity to support further land investment. That gives you the pieces of the jigsaw to think about. One rider I would emphasize just at this point in time, given state of market, is what price liquidity. I think that the board needs to think very carefully about ensuring that we marshal both the assets of the business in terms of quality and the liquidity of the business in a way that really underscores the sustainability of the business over the long term for the benefit of all stakeholders. I think we have thought, and we continue to think very carefully about that. Obviously, there's a strong position there and we're in a strong position to consider those moving parts. We'll communicate some conclusions on that at the prelims on the third of March. We can't give a view yet. We just need to see how things develop, especially in the teeth of a new national lockdown. Just, you threw one extra number at me. Just if I look at your build equivalent units at the end of first half 2020 and then the end of 2020, it implies that you built in the second half 7,450 homes, if I just compare that to completions effectively. Is there any reason why that second half build rate shouldn't be achieved in 2021, i.e., completions that could be subject to demand 14,900? Yeah, I think you point to the key issue for the industry. It is all about construction. We've set our sites up in the same way, new sites coming on in the same way. Dean's already touched on the fact that the constraints are particularly tough at the moment. We've had to readjust what we do, and how we approach construction. It's got tougher, not easier. Having said that, we're optimistic that we're fortunate the type of homes that we do build does lend itself to more social distancing. Even having said that, it is tougher and we shouldn't ignore that because it would be remiss of us. We might risk sort of misleading you a little bit if we were to say otherwise. I think that it is tougher, but we're optimistic. All the teams are very keen to drive the business forward. We're keen to bring new outlets through as quickly as we can to meet demand that's there. As Dean says, we're mindful of the overall situation we find ourselves in. It's like walking a tightrope in a way at this point in time. We've got to get the right balance. I think that, Glynis, I was at pains to try and point out at the outset, I'm super impressed with how the business did build during the second half of last year. I think it really has enhanced its capability in terms of building at quality and building at volume. They did that in the face of the pandemic. We've got to be right to be cautious about what the next six months are going to bring. We all know the strain is particularly bad at the moment. It could well affect output during the spring of this year. Medium long-term, we're really optimistic about the strength of the business and its capability to build, and I think you're right to point to that. Our caution is around the immediate outlook because of COVID. Understood, t hank you. Our next question comes from the line of Gavin Jago from Barclays. Gavin, your now unmuted, please go ahead. Yeah, m orning, Dean, m orning, Mike. A few from me, if I could, please. Hi, Gavin. Hi there, y eah. The first one, I think, guess it's a follow-up. How are you? I'm all right, t hanks, y eah. I'm all right, h ow are you? You still holed up in your bedroom? Something like that, y eah. Teaching going on downstairs, I'm nothing to do with that, you'd be pleased to hear. Yeah. The future of the U.K. is in good hands. Yeah. Just back onto build rates. I'm just wondering if you're able to, I guess, in the context of these kind of tougher restrictions and the situation at the moment, are build rates kind of materially different from pre-COVID levels? Just want to kind of, I guess, frame that in terms of what you're talking about, the efficiency gains that you had in the second half. Linked to that, if any comments on build cost would be useful. The second one is just around, I guess, your exposure or any worries about particular regions with the new Help to Buy price caps coming in. Any comments there would be great. The final one, just a clarification point. Are you pointing to a roughly 80/20 mix on private affordable in FY 2021 if things go to plan? Thank you. On the mix, that's an easy one. Yes, 80/20, Help to Buy price caps, we're in a pretty good place on that, as we've said before. We don't see any major issues there for us. We see the rest of the industry down mixing a little bit as a result of that. We already have very good representation at lower price points. You can see that in the statement, we remind you that our average group price point on private sales is 16% lower than the national average, for example. I think that we're in a pretty good place on the new scheme, and we've seen good interest, early interest on that. Build costs, we've already mentioned that the supply chain has tightened up again, given that the industry's back at it. We expect a bit more cost-push inflation developing through 2021, maybe 3%, 3.5% perhaps, by the time we get to this point next year. Yeah, I think in terms of build rates, Dean, do you want to just sort of mention? We've seen a little bit of efficiency gain through the construction quality inspection team, et cetera. Yeah, I think we both think there's a prize to be had in terms of building right first time. Yeah. I think we are beginning to see that come through the business. Just to put color on our previous comment, I suppose I've seen just between before Christmas and post-Christmas, I've seen there's a slightly different mood on the building sites. I think the builders, the operatives I've seen at site since coming back to Christmas, post-Christmas, are very careful about making sure that there's only one operative on a floor at any one point in time. I think that does represent a change. Martyn, I don't know whether you'd agree with that, but certainly on the sites I've been on, I've seen that. Definitely since Christmas. It's a little bit more cautiousness with people and just being a little bit more sensible about things really. Yeah. It's become embedded in them now to a degree. We are carefully monitoring them through our COVID inspectors. We are quite happy to issue a warning to them if they're stepping outside the rules. Okay. They're adaptable. Would you be able to put a number, a pair of three-bed semis. Pre-COVID, it took X weeks to build. Are you still building at that rate? Yeah, g enerally speaking, it's extended, but it's not significant because of the type of homes and the construction process that we deploy. As I say, countering that, we have seen a little bit of improvement, as Dean puts it, building right first time. It's interesting to see how that develops in terms of a bit of efficiency gain in terms of process there, which mitigates the COVID-induced extension, if you will. As always, we try and help ourselves and a bit of self-help there is supporting build rates. I think as we said earlier to Glynis's question, we remain positive about our ability to build, so long as we're allowed to continue. That's the point that Dean raises, is the different jurisdictions in the U.K. can take a slightly different approach as we've seen in the past. We are not going to drop our guard on health and wellbeing on-site. That is the top priority, as we say in the statement, we will not jeopardize people's health and wellbeing to build an extra house. We are fully compliant with regulation. We're enforcing that strictly. Indeed, last year, when we look back, under our COVID passport to work on-site, we did issue around about 500 contravention notices for people to pull their socks up. We are very clear-sighted about what needs to be done to protect our operatives, protect our customers, and protect the public in terms of our working arrangements. I think that we can't be clearer on that. If there's a consequential impact on build rate, well, so be it. At this point, it's not really the case. As I say, we need to see how that develops from here. I suppose it's trying to give you some sort of direct answer to your point is that, look, as Mike said, we're building at about the same rate despite the restrictions. What will be really interesting to see is that once those restrictions lift, when they eventually lift, what can we do then? We don't know at the moment because we're not in that scenario. All we know is that we're building at roughly the same rate or perhaps even slightly better with these restrictions. The real interest is, post restrictions, what can we do because the build quality is good. The quality inspectors are out on every site I go on. I don't think that's just a coincidence, I think they're there. They're interacting well with the people, and I think that definitely, I speak to all of our leadership team, and they all think that our quality is improving. We're building at about the same rate despite the COVID restrictions. There's an interesting game to be had there at some point in the future. Brilliant, t hanks very much, gents. Thanks, Gavin. Our next question comes from the line of Ami Galla from Citigroup. Ami your now unmuted, please go ahead. Morning, guys. Just two questions from me. The first one is really on the planning backdrop. How do you see that panning out during these restrictions? Does this have an impact on your pace of new site openings in 2021? My second question is on the take-up of the new Help to Buy scheme. As you've seen the take-up since 16 December, what is your view on the proportion of Help to Buy as a percent of private reservations going forward? What would be the normal level that we should be expecting in 2021 on that? I think, just coming in on planning. Yes, it is undoubtedly, COVID is definitely having a slowdown on the land market. I think we see that everywhere we look across the business. Yeah, t he local authorities are having to adapt to new protocols for getting things through planning committees, virtual planning committees, and it did have a slowdown on things last year, but they are gradually changing, and things are moving forward positively. Yeah. You've got that momentum to catch up to it. No, I think it was you, Martyn, wasn't it? You had something. Just before Christmas, there was a local authority that we had an opportunity we thought we could get through in December. It's now slipped to February. Slipped to February. It's entirely because of COVID. It is definitely having an effect on the business. Yes, it is. It'll be interesting to see how that develops during the course of this year. Sorry, Ami, your second question, I missed that, s orry. Yeah, i t is just on the new Help to Buy scheme. All right. As the things normalize, what do you think it would be as a proportion of private reservations on an ongoing basis? Yeah, I think, when you look at the old Help to Buy, we were about sort of 50% overall in terms of volume, that we delivered customers taking advantage of that scheme. I think, with the fact that non first-time buyers now not being able to take part, you would expect that proportion to reduce a little bit. However, the caveat on that, thinking it through, is that we've always thought that the old Help to Buy scheme was quite a crowded trade, as we put it. Given the strength of demand in the market, we could sell a house more than once, to sort of try and visualize it. There's a little bit of a queue of people who would like to buy that home, and therefore, those that could access the Help to Buy scheme were perhaps a little bit quicker to transact and therefore, nearer the front of that queue. Under the old Help to Buy scheme, some of that queue, and indeed some of the purchasers who were at the front of that queue would've been non first-time buyers. We need to see how it develops. This is purely anecdotal, we anticipate that perhaps more first-time buyers will be successful in being the first one in the queue to buy the home. Our sense of it is that so long as demand remains supported and at good levels, then yes, the proportion we expect to drop, but the question mark is how much? We might see a more muted drop than perhaps would be first expected because of that crowded trade type characterization of the demand. Does that make sense, Ami? Yeah, o kay. Yeah. Our next question comes from the line of Gregor Kuglitsch from UBS. Gregor, you are now unmuted, p lease go ahead. Hi, g ood morning, h ope everybody's well. Thanks for taking my question. So I've got- Morning, Gregor. ... a few, maybe just sort of two things. Hi, t wo things maybe to sort of touching on what you commented earlier, or maybe two or three things. The first one was your kind of longer-term optimism around volumes recovering obviously as productivity and the restrictions lift. Can you just remind us what you think is the capacity of the business and how kind of maybe a directional timeframe where we think that that could go back to? Secondly, on coming back to margins, I think you kind of stick to your drift, margin drift point, right? Which, I don't know, I kind of look at the operating margin probably ended up at, call it 27. Are you saying you think you'll drift from that? If so, how does that kind of stack in with the gross margin in the land bank that I think as of, we haven't obviously seen December, but as of June, I think was still 33%. I just want to understand how that circle squares and what you mean by drift and over time. The final point, I think, is just an interesting observation on your comment on WIP turn. I look at WIP turn, which is probably 3x, as you say, like 32%, 33% of sale. If anything, you were suggesting that efficiency could improve rather than deteriorate. Is that what you're saying? Are you saying that could improve, in other words, the capital efficiency? I know there were years back, five years ago when you were doing six times WIP turn, which was extraordinary, and maybe that was too much, but it sounds like you've found a way to become more efficient. Are you saying that could maybe improve over time? Just to understand, t hank you. I think just on that last point, I think that if in an ideal nirvana, if every step of constructing a new home was perfect, then yes, you would have optimized your efficiency, and I'm sure the WIP turn would be swifter. It's not just about build; it's about sales process as well. One feature that we've not touched on really on the call at all, but is a real feature in the market is the friction around the infrastructure support to sales progression and contract progression. Again, the whole infrastructure supporting customers in terms of buying a new home is essentially working from home. Customer solicitors, independent financial advisors, the brokers, the Help to Buy agents, the whole infrastructure is relying on a different pattern of working now, and that has extended contract progression a little bit for the whole industry. When you put on top of that the increase in activity that we've seen, the volume increase, the loading on that infrastructure is quite high currently. Obviously, that does influence the WIP turn because the WIP turn is a product of handing over built homes, completed homes. I think we need to be mindful of those moving parts as well in terms of what we can achieve. I think your observation is fair that, as we say, we've highlighted an interesting development in terms of deploying our construction quality inspection team insofar as we're willing to invest more in that, to explore that opportunity further. I think that we're optimistic about what that will deliver, but it's hard to quantify to a certain extent. I think on the margin drift side, I think if we can get back up to 15,000, 16,000 units, then our overhead efficiency will return. We'll be carrying a bit more cost, probably investing in processes, people, systems along the way. We're still going to be at the higher levels, as you point to. To be precise is difficult. There's not going to be a substantial undermining of the operating profitability of the business. Yes, it will move around a little bit as inflationary pressures wax and wane, et cetera. The quality of the asset base is second to none, as you know. That provides a fantastic platform for the profitability outcomes for the future. As Dean says, that's why we're being very selective on the land replacement to protect that. It's all about scale of business as well. If the market gets tougher and we can only deliver 13,000 units, then we'll do a bit less land replacement because it's self-regulating. Our existing land bank extends because of that. In terms of capacity of the business, Dean, do you want to. Yeah, I mean l ook, we think we're geared to, by OpCo, be able to produce 600, 650. Do the math. We think medium term, 18,000-20,000 is what the business is currently geared to produce. If market conditions were right, we'd be very happily producing that. Thank you, t hat was helpful. Thanks, Gregor. Our next question comes from the line of Charlie Campbell from Liberum Capital. Charlie, you are now unmuted, p lease go ahead. Morning, all, I hope you're all doing well. Couple of questions from me, t he first one was just going back to something you said right at the beginning, that a key focus for you is to build sites up. Clearly, you've given us a sort of this good opening profile for the first half. To maintain that in the second half and beyond, presumably you're going to need to step up land buying. Just wondering how confident you are that even as you step up the pace of land buying, you can maintain the disciplines you've got in place. Second question, just around mortgage availability, really. Whether you're seeing any signs of that improving yet. I think on the second point, yes, it definitely did. During the course of November and December, it certainly changed mortgage availability. There was a withdrawal of products October into November. I think where there was very thin on the ground, maybe probably end of October, maybe 5-10 products at high LTV. By December, there were 80-90. I think that definitely changed during the end of last year. Look, Persimmon's always going to maintain its discipline when it buys land. I'm not going to be the CEO who gives that discipline away, am I? You have got two chartered accountants at the top of the organization here, so I don't see that changing anytime soon. I'm confident from what I can see in our land bank and in our teams who are looking for land, and the skills within the business that Persimmon is rightly proud of those capabilities. We are very disciplined in deploying them. Yeah, I think we can move forward whilst maintaining discipline and therefore protecting returns and margins, I think is the essence of your question. Yeah, t hanks very much, v ery clear, t hank you. Our next question comes from the line of John Fraser-Andrews from HSBC. John, you are now unmuted, p lease go ahead. Thanks, m orning, gents. Three for me, please, f irst one is on the site openings. Can we just explore where you're expecting site outlets to be by the end of the half with those 60 coming through? Will that increase that 300 current number? Can that get anywhere close to the 350, as you see things in the first half? That's the first question. Second is, in the build costs of 3%-3.5%, could you just set out or give some indication how you're thinking about labor and materials within that, and whether there's any particular materials that are causing any issues? Finally, in selling prices, looking at how underlying margins could trend. In that 2.5% increase in the forward order book, is there any underlying house price inflation in that? Thank you. Yeah, on the latter, we'd point to the sort of 1% within that, as we've been saying about what we've seen in 2020, John, on the underlying inflation on price. As always on the cost push inflation, 3%, 3.5% may be expected for 2021. We think the majority of that would be within the labor part, albeit there's a bit on the material side here and there. Dean, do you want to talk about y eah. Yeah, w e've got to think about Brexit and availability, the supply chain, we're liaising very closely with our supply chain. Appliances have been a little bit tight, but we've thought about that carefully and we're in a strong position. As we speak, internal doors, a little bit tight here and there, but we're okay. As always, we're managing each component intensively to put ourselves in a good position. It's really the labor rates that tend to fuel the bulk of the inflationary pressures. It's actually been quite surprising over the last three or four years that material pricing hasn't been more inflationary. It has been less of an issue compared with the labor side, probably for obvious reasons, but given where overall industry output is. The industry does still suffer from an aging workforce on site, and Persimmon, as probably all the majors, particularly at Persimmon, we continue to increase the amount of training we do. Particularly, that's another aspect of going back to the productivity on site, we are deploying more training for site management team, and partly through the construction quality inspection team as well. That hopefully will gather pace and support production moving forward as well. On the site outlets, we think it's going to be pretty flat through this year at this point, John, around about 300 through the year. It's a dynamic position. It depends on your sales rates, doesn't it? If you sell a bit slower, then you'll have a few more outlets open for longer. Our expectation at this point is reasonably flat around the 300 mark. Thanks, Mike. Cheers, John. Our next question comes from the line of Will Jones from Redburn. Will, you are now unmuted, p lease go ahead. Thank you, m orning. Just a couple left from me, please. The first, perhaps we can just go back to the implied margin guidance for the second half, which I think suggests that the gross margin will be a bit lower in the second half than the first, yet obviously, your revenues are up dramatically in the second by, I think, about three-quarters on the first. I appreciate there are COVID costs to bear in mind that you've highlighted, but they weren't exactly suddenly new in the second half versus the first either, and pricing costs underlying seems to have been fine in the second half. Just given that revenue jump, maybe it's something for March. I guess my angle here is whether you're taking somewhat of a prudent view on any of the moving parts or provisions, whatever it might be, into year-end, because it's quite hard to get to that slippage in the second half, at least sitting here externally. Yeah, y ou've answered your question already, Will. You'll get more detail at the prelims. Okay, great, n o, that's find, I will await that. The second one was just really, maybe if we zero in, say, on the last month of sales. Do you have any stats in your mind about share of homes you're selling at the moment for what, or in that time for delivery post-March as opposed to pre? Just giving us some insight into the world beyond the cliffs, as it were. Just a nuance on Help to Buy Part 2. I know it only opened for official lodging of reservations on the 16th of December. Did you get everyone over the line in the second half of the month, or is there a good proportion of people that spill into January to register there? Thanks. Yeah, I've not detected any sort of feedback that I'm picking up any hesitancy from customers not to buy for delivery beyond the end of March. Martyn, have you- Our stock position is relatively low anyway. They are having to buy properties that are beyond March. Yeah, absolutely. I don't think that's an issue, Will. In terms of- Yeah. ... what we're seeing. The first week, did we book all our early interest on the new Help to Buy scheme before the end of December? No. We did have a good first week this year. As we said, right at the top of the meeting, one swallow does not make a summer, and we just need to see how things develop. Great, t hank you. Thanks, Will. Our next question comes from the line of John Bell from Deutsche Bank. John, you are now unmuted, p lease go ahead. Yeah, m orning, Dean, m orning, Mike, m orning, Martyn. Hi there, I think I've got three. How many reservations have you taken through the new Help to Buy scheme since it opened on December the 16th? In broad terms, what proportion of those were kind of sat on the waiting list ahead of that date? The second one is on land bank length. One or two years ago, you were telling us that that was expected to shrink. You've got a little bit of a changing of the guard having gone on. I wonder whether that's still the case. The third and final question is just on Scotland, given the discussions that are going on today. I think you've got three regional offices up there. Would it be fair to say that Scotland is maybe a short 10% of overall revenues, just as a broad sense check? Thank you. Yeah, on the proportion, it's just a tad more than that. Our West Scotland business is particularly strong. The team there is very well seasoned, and we know that they've got a lot of slabs out in front of them. They're in a super spot. It might be slightly more than 10%, 12%, 13%. Yeah. I would point to on that one. Yep. New Help to Buy reservations. Well, yeah, customers have had to be patient, as Martyn said. We didn't have availability on stock to allow or to offer to reserve under the old scheme because we couldn't guarantee delivery day. Yeah. Some of our customers had to be patient. We have seen good early interest. I think, looking at it a couple of days ago, we'd actually booked over 550 customers on the new scheme. I would say that's a pretty good start, whether they were being patient or they were fresh in. Yeah. I think that is most encouraging, and really perhaps reflects the positioning of the Persimmon business in terms of the range and choice we offer across the outlet network. In terms of land bank strategy, Dean. No change there. Yes, t here's no real change there. I think that we play what we see in front of us. We have got our cyclical playbook in terms of trying to judge demand levels as impact by the health of the overall U.K. economy, whether we're tail end in terms of cycle or whatever. We try and judge our investment game accordingly. As Dean says, there's no change there really. You've seen that our land replacement over recent years has gone from sort of 2017, 115%, 2018, 100%, 2019, 67%, 2020, 50%. That's a strong footprint in terms of the team here, the senior team, sticking to the playbook in terms of trying to manage and judge a cycle. That puts us in a position where we're at lower levels of outlets than recent history. It's still a strong outlet network, and we manage the scale of the business according to where we are in the cycle. We don't make any apologies for that because we're trying to protect the quality of our inputs to protect the quality of our output, so to speak. Yep, v ery clear, t hank you. Thanks, John. Our next question comes from the line of Sam Cullen from Peel Hunt. Sam, you are now unmuted, p lease go ahead. Hi, m orning, everyone. I've just got a couple of questions, please. The first one is related to underlying price inflation. I think you said in one of your early answers you think it's about 1% in 2020, and that's what you're sort of penciling in for this year. Given the limiting factor seems to be stock on the ground and in simple terms, if it's there, you seem to be able to sell it. Is there any reason that seems quite low to me, given kind of affordability levels, especially for Help to Buy product? Are you being overly cautious on that underlying price assumption? The second question really just coming back to this WIP point. You said it was 8% below last year. Can you give us an idea of where it would be versus two years ago, say? Yeah, t he price inflation point is obviously a judgment in terms of where we see the pressures. As you know, just take a step back, the whole industry is a price taker, i t's not a price setter. The real arbiter of the clearing value for residential property is the lenders and their valuation regime. I think that, for example, the stamp duty holiday, the government changed there. The relaxation more recently has created more urgency, particularly in the secondhand market. That's fantastic for the overall market because there's more transactions going through the market, which gives a lot more confidence, provides more confidence around precedent and clearing value, and therefore selling price for us. Whereas if it's a thinner market, obviously it becomes more skittish and fragile, if you will, because there's less precedent out there. I think that our ability to push price or price gain inflation is tempered by the valuation regime that is sensibly managed by the lenders, based on overall precedent in market. I don't see that changing. Indeed, the lenders, as Dean's already referenced, in the back end of last year, took a more risk-averse approach. We saw resilience of selling price. I think, the elephant in the room is still what's going to happen to selling price moving forward. We don't know, w e haven't got a crystal ball. There are reasons to believe that pricing is going to remain resilient. Our ability to move it forward from here, substantially, we believe is more muted. Therefore, I think that's the genesis of our commentary around the outlook on pricing, really. Sam, your second question, sorry, I missed that. Yeah, j ust on the WIP position, I think you said 8% below last year's level. Yeah. Just where it would be versus. Yeah, I mean given you came in with more WIP last year. It was certainly stronger. Forgive me, I haven't got the exact numbers in front of me. It's certainly slightly stronger than going back two years ago, even being down on last year. That is testimony to the efforts of all the teams around the country in terms of their drive for construction that continues as we speak. There's some progress we need to make, that we want to make. As I say, investing another, say GBP 50 million-GBP 100 million in work in progress. We want to build into this market. If it does change direction, we know that work in progress can unwind quite quickly. As Dean says, the land side of the investment game is the one that you've got to be particularly careful with. It moves slower, it turns slower, and it lives longer with you. You've got to make that judgment very carefully. We are keen to continue to build into this market. Is that all right, Sam? Great, y eah, that's helpful, t hank you. Thanks, Sam. Our last question comes from the line of Andy Murphy from Panmure Gordon. Andy, you are now unmuted, p lease go ahead. Morning, Dean, m orning, Marty. I think after an hour or so of questions, I'm down to one. It's very interesting in your comment. Clap for that, Andy. Setting a trend, one only. Well done. Thank you, I was just interested in your environmental comments there. I was just wondering what meaningful and monetary measurable actions will be taken to not just reduce your carbon, from new homes built, but to offset carbon production from the whole construction process, by example, retaining existing green features or indeed adding to them. Yeah, i t's a big question, isn't it? You've saved the best for last. It's a big question, isn't it? It was worth waiting for. We're in a really interesting process. The team here is, there's specific team members who are up to their ears in studying the opportunities there with an advisor that we're using. I think these science-based targets are going to be really interesting to look at and unpack in terms of what can we do practically on the ground to, firstly, move and address the Future Homes Standard requirements and secondly, move beyond that, because obviously that is but one step in that direction. I think it's a little bit early to be able to put too much flesh on the bones on that, but it's going to be really interesting to see how that develops from here. The whole team at Persimmon is behind that. We've always been pro build efficiency and quality in terms of providing customers with the best thermal efficiency, et cetera. it's going to be an interesting journey. Dean. No, I think that's absolutely right. It's definitely on our agenda, and we'll be able to set out much more clearly during the course of this year what our strategy is and what we're trying to achieve. I'll ask you to bear with us on that. Obviously, the government sets out its Ten Point Plan before Christmas. Construction was involved in that. We are working very closely with government to interpret what their objectives are and how that translates into the industry at the moment. Obviously, it's quite significant for the industry. Also, actually, the capabilities in the industry at the moment are probably not where government aspirations are. It's not as straightforward, as perhaps it was in my old industry to give a very simple answer to this one and a simple target. It will become clearer during the course of the year how we're approaching it and what our strategy is. I would ask you to bear with us and give us some more time to deliver on that one. Just one more small point on that, Andy, is that in terms of Future Homes Standard, the land replacement that we've been undertaking for some time does make allowance for a solution to that first step, if you will. That is, again, but a small near step. What we need to be very thoughtful about is the journey that we think is best traveled to go beyond that as we develop our strategy and actions on the ground to address it. Great. It's a really interesting one, y eah. All right, t hanks for the comment, and I'll look forward to the updates as time progresses, t hank you. Thank you. Cheers, Andy. There are no further questions in the queue, so I will turn the call back to your hosts. Okay, t hank you very much indeed for all your questions this morning. For your interest in Persimmon. We will be talking to you again in a formal way in a few week's time, at the beginning of March, t hank you. Thanks very much. We'll close there. Thank you for joining today's call, y ou may now disconnect your handsets.