REG - Beyond Housing Ltd - 2024-25 ESG Report
17/11/2025 14:45
For best results when printing this announcement, please click on link below:
https://newsfile.refinitiv.com/getnewsfile/v1/story?guid=urn:newsml:reuters.com:20251117:nRSQ8476Ha&default-theme=true
RNS Number : 8476H Beyond Housing Limited 17 November 2025
2024/25
Environmental, Social and Governance (ESG) Report
Welcome to Beyond Housing's environmental, social and governance report
In 2021, Beyond Housing implemented a sustainable bond framework
(https://beyondhousing.co.uk/wp-content/uploads/2021/06/Sustainability-Bond-Framework.pdf)
which set out our social and environmental objectives for delivery within
our 2020-2025 business strategy
(https://beyondhousing.co.uk/about-us/our-strategy/) .
The framework included a commitment to adopt the Sustainability Reporting
Standards (SRS) which align with the United Nations' (UN) Sustainable
Development Goals (SDGs)
(https://www.un.org/sustainabledevelopment/sustainable-development-goals/) and
provides a standardised way of reporting ESG performance in a transparent,
consistent, and comparable way.
Each of the three themes has several sub-categories:
Climate change Affordability and security Structure and governance
Ecology Building safety and quality Board of trustees
Resource management Resident voice Colleague wellbeing
Resident safety Supply chain management
Placemaking
About Beyond Housing
Beyond Housing is a registered social housing provider, established in 2018 to
provide homes and services to customers and communities across Tees Valley and
North Yorkshire. We provide just over 15,000 homes and a range of services to
over 30,000 customers. We are one of the largest landlords in the Northeast
and North Yorkshire, covering a geographical footprint of over 400 square
miles. With circa 755 colleagues we recognise our role in society is one that
is much bigger than bricks and mortar. We can raise aspirations, invest in our
communities, and provide support to people who need it.
Our purpose - why we exist
To help our customers and communities succeed and thrive.
Our mission - how we deliver our purpose
By providing homes customers want, places they are proud
of, services they value, delivered by people who care.
Our business model and sustainability impact
We provide housing management, improvement, repair, care and support services,
customer empowerment and community development to a diverse customer base and
have a bold vision for the future, offering enormous opportunity, as outlined
in the Beyond Housing Strategy 2020-2025.
By 2025 we are set to achieve four ambitious objectives for our services,
homes, places, and people:
Provide quality services to our customers
· Increase customer satisfaction, grow our independent living business,
and have 65% of our customers using digital services.
Build new homes and keep our existing homes in good condition
· Build circa 2,750 new homes, increase customer satisfaction with the
quality of our homes and repairs satisfaction and improve the Energy
Performance Certificate (EPC) ratings for all our homes to EPC C or better by
2030.
Invest in our communities/neighbourhoods to create a great place to live and
work
· Offer the best information and advice to customers, be a leading
training provider and create neighbourhoods our customers are proud of.
A great place to work for our people
· Achieve Investors in People (IIP) accreditation, deliver an agile
working environment, increase colleague satisfaction, and improve the health
and wellbeing of colleagues.
We are committed to sustainability and genuinely care about the work we do to
transform the lives of our customers. We pride ourselves in adding social
value to our communities, delivering a wide range of services that support and
enhance people's quality of life.
We work towards improving the economic, social, and environmental wellbeing of
the people living in communities. These benefits cover a wide range of
activities, including the creation of apprenticeships and jobs,
sub-contracting to local social enterprises, and working with customers and
residents to create new and improved community spaces.
Social value is incredibly important to us and is a crucial factor in the way
we conduct our business. These benefits cover a wide range of activities,
including the creation of apprenticeships and jobs, sub-contracting to local
social enterprises, or simply working with residents to create a community
garden.
Sustainable bond - financing our ambition
The sustainable bond framework supported Beyond Housing to refinance the
business in May 2021 securing the first long-dated (>20-year) sustainable
bond in the housing sector.
The finance raised from the bond enables us to invest in existing properties,
providing more energy-efficient homes, and helping us move to become a
carbon-zero organisation. In addition, it will help us deliver our ambitious
development programme, providing value for money and securing the company's
long-term plans and will enable us to be front and centre in contributing to
the levelling-up agenda and providing quality homes and neighbourhoods as our
area goes from strength to strength.
ENVIRONMENTAL
THEME 1: CLIMATE CHANGE
Criteria 1. Distribution of EPC rating of existing homes
2024/25 0.3% 7.5% 78.4% 12.3% 1.5% 100%
2023/24 0.4% 5.3% 80.7% 12.9% 0.7% 100%
2022/23 0.4% 5.0% 80.7% 12.9% 1.0% 100%
2021/22 0.0% 3.2% 80.7% 14.4% 1.7% 100%
2020/21 0.0% 3.1% 74.9% 19.9% 2.1% 100%
84.6% of our housing stock has achieved an energy efficiency rating of EPC C
or above. The average SAP rating is 72.4 and we will meet the Government's
target of 100% EPC C or above by 2030.
New build homes will work towards the Future Homes Standard, which aims to
produce 75-80% fewer carbon emissions than those built under the 2013 building
regulations. Homes will require an EPC rating of A or B, and high performance
fabrics will be required together with low carbon heating and heat recovery
systems.
Criteria 2. Distribution of EPC ratings of new homes (those completed in the
last financial year).
2024/25 247 B 100%
2023/24 195 B 100%
2022/23 142 B 100%
2021/22 130 B 100%
2020/21 76 B 100%
Criteria 3. Does the housing provider have a Net Zero target and strategy? If
so, what is it and when does the housing provider intend to be Net Zero by?
We are committed to achieving the 2050 Net Zero target mandated by the Climate
Change Act. As a housing provider, our carbon emissions stem primarily from
our housing portfolio and business operations.
Our housing stock is on track to become 'zero-carbon ready' by 2035. This
includes upgrading homes to EPC rating C by 2030, aligning with sector
targets. These improvements will enhance energy efficiency, reduce heating
demands, and lower carbon emissions from our least efficient properties while
improving tenant comfort. A phased rollout of low-carbon heating systems will
follow, timed to coincide with the replacement of existing gas boilers.
We acknowledge falling short of our 20% carbon reduction target for 2020. To
enhance accuracy, we have refined our data analysis and will set a new
baseline and target for the next five years (2026-2030).
Criteria 4. What retrofit activities has the housing provider undertaken in
the last 12 months in relation to its housing stock? How do these activities
align with, and contribute towards, performance against the housing provider's
Net Zero strategy and target?
We continued our energy efficiency programme of works, installing 'low-regret'
measures to 79 properties, including low energy lighting, loft insulation,
smart thermostats and thermostatic radiator valves to below 'C' rated
properties.
Beyond Housing secured a £1.12 million grant in 2023 from the Social Housing
Decarbonisation Fund, channelled through the Tees Valley Combined Authority
consortium. This funding, combined with an additional £2.5 million investment
from Beyond Housing, enhanced the energy performance and reduce carbon
emissions of 81 homes in Redcar and Scarborough with 297 measures.
The initiative included two key projects. The first involved installing
energy-efficient measures such as insulation, upgraded heating controls, solar
panels, and air source heat pumps in 49 dispersed properties across the
region. The second project focuses on a block of 32 flats in Hunmanby,
included a shared ground loop system, solar panels, external wall insulation,
and energy-efficient windows will be implemented.
Case study
Enhancing energy performance and reducing carbon emissions
During the 2024/25 financial year, Beyond Housing successfully completed a
significant retrofit project to decarbonise Hungate Court flats in North
Yorkshire. Delivered in partnership with E.ON Green Funding Solutions and
supported by £650,000 from the Social Housing Decarbonisation Fund (SHDF),
this £2.2 million project has transformed one of Beyond Housing's most
inefficient buildings into much-improved warm and sustainable homes.
This project included upgrading 32 properties with 176 energy efficient
measures changing state from EPC D and E to A and B rated properties with
measures including, Ground Source Heat pump, Solar PV, EWI, loft insulation,
double glazing and ventilation. The project helped reduce customers energy
bills by an estimated £632 per year and reducing our carbon footprint by 81
tonnes per year.
Criteria 5. Scope 1, 2 and 3 greenhouse gas emissions
Our overall emissions have increased from 1,582 to 1,954 tonnes this year, an
increase of 372 tonnes.
The increase of 372 this year is due to an increase in transport emissions
going from 742 to 1,089, an increase of 347 in scope 1 and 25 tonnes in scope
2. During 2024/2025 our fleet has increased by 91 vehicles due to the fleet
renewal process, these vehicles completed 828,978 miles over the last 12
months. The additional 91 vehicles brought our total fleet to 482 vehicles as
at March 2025
Our 2024/25 emissions will be our baseline year with the current transport
contract running until 2029.
Criteria 6. How has Beyond Housing mapped and assessed the climate risks to
its homes and supply chain, such as increased flood, drought and overheating
risks? How is Beyond Housing mitigating these risks?
Beyond Housing holds flood risk data for its housing stock, as shown below:
River flood
Surface flood
Coastal flood
A strategic approach for mitigation for flood, draught and overheating risks
will be developed as part of the 2025-2030 Strategic Asset Management Plan.
THEME 2: ECOLOGY
Criteria 7. How is Beyond Housing increasing green space and promoting
biodiversity on or near homes?
A strategic approach will be developed as part of the 2025-2030 strategic
asset management plan.
Development and new build
Going forward, the Development team will carefully consider biodiversity net
gain requirements in all planning. This means ensuring new developments result
in an overall increase in biodiversity compared to the site's pre-development
state, where possible. If the constraints of the site do not allow for this
the net gain can be provided off site.
For regeneration projects like Church Lane North, we've addressed this by
repurposing underutilised space into private gardens, enhancing access without
reducing green areas, and incorporating 'pocket parks' to create additional
public green spaces within the development.
Case study
Sandybed Nature Trail
Sandybed Nature Trail was established as a result of collaboration between
Scarborough Borough Council and the Sandybed Tenants and Residents
Association.
Environmentally conscious community members advocated for the creation of a
sanctuary to promote local biodiversity, support native wildlife including
birds, bees, and butterflies, and encourage the growth of indigenous plants
and meadow grasses.
Local artists enhanced the trail by crafting wooden sculptures of woodland
animals, while informative signage was installed to highlight the ecological
and community benefits that the Sandybed Nature Trail offers residents and
visitors alike.
Following engagement with local residents regarding the area's future
maintenance, differing opinions emerged: some preferred consistently mowed
grass, while others prioritised biodiversity. A balanced solution was
achieved, maintaining a two-metre strip of mown grass along path edges to
prevent encroachment onto footpaths and adjacent fences, while dedicating over
3,000 m² of green space to the management of biodiverse land.
The trail has already seen the flourishing of Bluebells, Red Clovers, Yarrow,
and Cow Parsley, alongside common wildflowers such as Dandelions and
Buttercups. The presence of nectar-rich plants is expected to attract bees and
butterflies, while dense meadow grasses provide seeds for birds such as
Sparrows and Finches. Longer grasses create habitats for a variety of insects,
offering sustenance for Robins and Blackbirds.
Looking ahead to 2026, further enhancements are planned to increase the
diversity of wildlife and plant species along the nature trail. Collaboration
with local schools and colleges will enable ongoing monitoring and stewardship
of plant and wildlife populations at Sandybed Nature Trail for years to come.
Criteria 8. Does Beyond Housing have a strategy to actively manage and reduce
pollutants? If so, how does it target and measure performance?
A strategic approach will be developed as part of the 2025-2030 Strategic
Asset Management Plan.
THEME 3: RESOURCE MANAGMENT
Criteria 9. Does Beyond Housing have a strategy to use or increase the use of
responsibly sourced materials for all building works? If so, how does it
target and measure performance?
Procurement
Beyond Housing is developing its approach to sourcing and managing
responsibility sourced material. Beyond Housing has a strategic relationship
with Travis Perkins (TP), its main materials supplier for direct use. TP
sources products and services from thousands of suppliers around the world.
Responsible sourcing of quality products from approved suppliers is essential
to establish resilient and transparent supply chains, and to protect the group
and its customers from interruption or reputational damage.
In 2020, TP introduced an online risk assessment tool questionnaire to test
suppliers' commitments to responsible sourcing. The questionnaire covers a
range of topics, including environmental considerations, health and safety
compliance, ethical responsibility and product compliance. TP also carries out
site inspections for manufacturers of its own brand products and is continuing
to roll out this programme to other suppliers within its group.
Beyond Housing works closely with TP to discuss up-and-coming products and a
review of TP's supply chain is a part of this analysis.
Beyond Housing is developing a plan to target and assess the use of
responsibly sourced materials with all material suppliers throughout the
organisation. The organisation intends to prioritise this area in procurement
processes for new suppliers starting in 2026.
Development and new build
Previously, Homes England mandated Code for Sustainable Homes assessments for
our projects these requirements are now integrated into building control
regulations. To uphold our commitment to sustainability, we stipulate the use
of responsibly sourced materials in all new build contracts as part of our
design brief.
Criteria 10. Does Beyond Housing have a strategy for waste management
incorporating building materials? If so, how does it target and measure
performance?
Beyond Housing conducted a waste management review in 2024/2025, selecting
providers via a procurement tender that required data on recycling
improvements and sustainable waste removal. The new contract began in March
2025. Due to the area Beyond Housing serves, it has two waste management
contractors.
Beyond Housing is committed to reducing our environmental impact through
robust waste management practices. We actively promote recycling and work to
reduce the volume of waste sent to landfill, helping to lower our carbon
footprint. Our approach includes regular audits and data tracking to monitor
waste streams, ensuring compliance with environmental standards and
identifying opportunities for continuous improvement
Contractor one currently diverts 99% of the waste they handle from landfill.
The remaining waste, such as asbestos or inert material used for daily cover
in landfill operations or for landfill restoration, does not have alternative
disposal options. This practice is consistent with a zero waste to landfill
policy.
Contractor two currently diverts 95% of all waste we receive from landfill.
Criteria 11. Does Beyond Housing have a strategy for good water management? If
so, how does the housing provider target and measure performance?
A strategic approach will be developed as part of the 2025-2030 Strategic
Asset Management Plan.
SOCIAL
THEME 4: AFFORDABILITY AND SECURITY
Criteria 12. For properties that are subject to the rent regulation regime,
report against one or more Affordability Metric:
1) Rent compared to median private rental sector (PRS) rent across the
relevant Local Authority
2) Rent compared to the relevant Local Housing Allowance (LHA)
Social general needs
Social Hambleton Scarborough Teesside
general needs
Beyond LHA Beyond LHA Beyond LHA
Housing Housing Housing
CAT B 1 Bed £91.34 £97.81 £100.79 £94.36
CAT C 2 Bed £121.88 £126.58 £104.97 £126.58 £108.32 £109.32
CAT D 3 Bed £133.13 £149.59 £112.34 £149.59 £117.72 £126.58
CAT E 4 Bed £120.62 £166.85 £130.35 £172.60
Affordable general needs
Affordable general needs Darlington Hambleton Scarborough Hull & East Riding Teesside
Beyond LHA Beyond LHA Beyond LHA Beyond LHA Beyond LHA
Housing Housing Housing Housing Housing
CAT B 1 Bed £111.04 £82.85 £101.71 £97.81 £102.61 £87.45 £106.32 £94.36
CAT C 2 Bed £118.08 £103.56 £122.22 £126.58 £121.83 £126.58 £123.90 £109.32 £126.55 £109.32
CAT D 3 Bed £125.99 £121.97 £132.25 £149.59 £141.00 £149.59 £133.21 £126.58 £135.76 £126.58
CAT E 4 Bed £138.34 £159.95 £154.52 £166.85 £178.29 £161.10 £148.64 £172.60
Criteria 13. Share, and number, of existing homes allocated to: General needs
(social rent), intermediate rent, affordable rent, supported housing, housing
for older people, low-cost home ownership, care homes, private rented sector
Existing Homes 2024/25 - Tenure No. %
General needs 13,281 86.84%
Intermediate 125 0.82%
Affordable 1168 7.64%
Supported 131 0.86%
Housing for Older People (HoP) 278 1.82%
Low Cost Home Ownership (LCHO) (shared) 302 1.97%
Market rent 3 0.02%
Commercial Units 6 0.04%
Total 15,294 100%
Criteria 14. Share, and number, of new homes allocated to: General needs
(social rent), intermediate rent, affordable rent, supported housing, housing
for older people, low-cost home ownership, care homes, private rented
New homes in 2024/25 - Tenure No. %
General needs 4 1.40%
Intermediate 9 3.16%
Affordable 145 50.88%
Supported 91 31.93%
Housing for Older People (HoP) 0 0.00%
Low Cost Home Ownership (LCHO) (shared) 36 12.63%
Totals 285 100%
Criteria 15. How is Beyond Housing trying to reduce the effect of high energy
costs on its residents?
Beyond Housing is committed to improving the energy efficiency of our homes.
We only install 'A' rated boilers, and our annual capital works program
focuses on enhancing energy performance. This includes loft and wall
insulation, double glazing, kitchen and bathroom upgrades, and other
energy-saving measures alongside essential repairs.
We actively support our customers in accessing government grants such as
winter fuel allowances and energy support schemes. Our ambitious goal is to
upgrade all homes with an EPC rating below C by 2030, reducing energy
consumption and costs for our customers.
Case study
Working with The Green Doctor
As part of the 'Locality Plan' developed and delivered in Dormanstown in
Redcar, the community told us that they were struggling to pay their bills and
manage their finances. We funded support from 'Green Doctor' over eight weeks
to support the identified objective to support people to be more informed
about how to reduce their energy usage and hopefully in turn save money on
bills.
In delivering this objective:
· 139 people were engaged, 34 of whom were Beyond Housing customers
· 22 partner organisations were engaged to support
· 17 homes were visited
· 22 telephone calls
· 3 drop-in appointments
· 16 information sessions held for the community to access.
Through this, the community was provided with:
· Energy efficient light bulbs
· Radiator reflectors
· Dehumidifiers
· Warm clothing
· Support with understanding meters
· Support to understand bills and switching suppliers
· Dehumidifiers
· Hot water bottles.
Criteria 16. How does Beyond Housing provide security of tenure for residents?
Beyond Housing primarily offers assured tenancies to its customers, providing
a high level of security and stability. This means that tenants have the right
to remain in their homes indefinitely, subject to fulfilling the terms of
their tenancy agreement.
In specific circumstances, such as temporary or move-on accommodation or
assured shorthold tenancies or, occasionally, licences may be used where these
are considered the most suitable tenancy type to meet the individual needs of
the customer or the criteria of the service offered.
Benefit advice is provided to tenants and interventions built into our
processes in place to prevent evictions where possible.
THEME 5. BUILDING SAFETY AND QUALITY
Criteria 17. Describe the condition of the housing provider's portfolio, with
reference to:
% of homes for which all required gas safety checks have been carried out.
% of homes for which all required fire risk assessments have been carried out.
% of homes for which all required electrical safety checks have been carried
out.
99.99% of homes with a gas appliance have an in-date accredited gas safety
check.
100% of buildings have an in-date and compliant fire risk assessment.
98.75% of homes have an in-date electrical safety check.
Assessment cycles for fire risk are assigned based on risk. The current
programme is set out below.
Assessment cycle No. %
Three months 0 0%
Annual 220 63.4%
Three years 127 36.6%
Total 347 100%
Criteria 18. What % of homes meet the decent homes standard? Of those which
fail, what is the housing provider doing to address these failings?
99.1% of homes meet the decent homes standard.
There was a total of 16 decent home failures. 14 thermal comfort failures, the
work for which is all planned for our 25/26 energy efficiency programme. The
remaining two failures were: one roof, which was not complete in the year's
investment programme due to notifiable asbestos works causing an unforeseen
delay but has since been completed and one window set, at a property in a
conservation area, requiring planning permission, scheduled for completion in
25/26.
All Beyond Housing's homes are maintained to the decent homes standard as a
minimum. Over the next five years, we'll develop a new, higher standard for
our homes, the Beyond Housing standard. This will focus on improving energy
efficiency through better heating systems, insulation, and damp proofing.
We'll also explore the use of renewable technologies to create more
sustainable and modern homes for customers.
Case study
Improvement works
A £13 million investment was made in upgrading existing homes during 2024/25.
This comprehensive refurbishment program delivered substantial improvements to
the local housing stock. Key highlights include:
· Modernisation - 151 new bathrooms, 431 new kitchens, and 741 new
boilers were installed. Heating systems were enhanced with the replacement of
1 air source unit and 19 full systems. Additionally, 41 properties underwent
complete rewiring
· Customisation - Residents enjoyed personalised living spaces
through a wide range of choices for kitchen units, worktops, flooring,
bathroom wall cladding, and interior paint colours
· Enhanced security and comfort - New composite doors were fitted
in 317 homes, and 278 properties received upgraded windows. Customers could
select from five door designs, six colours, and two glazing options
· Exterior Improvements - To enhance property appearance and
durability, 140 roofs were replaced, 105 properties were fully repointed.
These improvements enhance the comfort and safety of and contributed to the
overall aesthetic appeal of the community.
We partnered with Novus Solutions to install composite fire doors across 593
flats and communal areas enhancing fire and smoke protection. In communal
areas, electric cupboards, and store cupboards have been upgraded to meet
regulations and improve safety for customers and colleagues.
Criteria 19. How do you manage and mitigate the risk of damp and mould for
your residents?
Beyond Housing is committed to mitigating the risk of damp and mould for
customers. We have implemented a robust approach to identify, assess, and
address damp and mould issues promptly.
Customer reported cases
Beyond Housing has a stand-alone script for categorising the risk for damp and
mould. This dictates how quickly we visit the property dependent on the
category rating.
Beyond Housing's escalation process is as follows:
· Severe HHSRS - 24hrs
· Severe customer reported - 24hrs
· Moderate - 15 calendar days
· Slight - 60 calendar days.
We introduced tools to support diagnose and categorise customer reported damp
and mould which include:
· A scoring matrix
· Video calls
· Designated advisors to specialise in damp and mould case management.
HHSRS reported cases
Surveyors carry out stock condition surveys to 20% of properties annually,
ensuring a full inspection of every property within a five-year cycle. If damp
or mould is identified during a survey, a HHSRS job is initiated and escalated
for immediate action. Dedicated operatives address the issue on-site,
performing necessary remedial works where able to and document the process and
follow-on works digitally using a standardised form.
Once the risk has been removed any follow-on works must be completed within
the agreed timeframe. When a damp and mould operative attends an affected
property, they complete a live inspection form identifying the initial
category rating and end category rating following remedial works. The report
also identifies if the property is safe to reside once initial works have been
carried out which then sends an automated report to the responsible person to
action forming an escalation process.
Post inspection 9 months
Beyond Housing complete a physical 9-month post inspection for all severe
HHSRS and customer reported cases.
Advice on home ventilation
When a report of typical condensation rating is reported the customer is sent
an advice leaflet and hygrometer to their home to provide guidance on how to
ventilate their home and reduce condensation levels. Advice leaflets and
hygrometers are distributed by operatives during visits and also sent to
customers via post for 'typical' rated condensation diagnosis.
Resident engagement
We consulted with residents to gather valuable feedback on our website
information and advice leaflet. This input helped us improve the clarity and
effectiveness of our materials, making it easier for customers to understand
how to report damp and mould issues.
We've published a new damp and mould policy which was published in May 2024.
This comprehensive approach ensures our policies and information align with
customer needs and Awaabs law.
To provide even better support, we have implemented a dedicated team of case
management handlers to handle category 1 and 2 damp and mould reports. These
specialists are the primary point of contact for affected customers, providing
clear communication throughout the entire process. From initial report to
completion of works, residents will receive regular updates on progress.
We have implemented CRM to ensure significant damp and mould reports are dealt
with in line with Awaabs Law legislation timescales
Enhanced reporting
The table below confirms the total number of Customer and HHSRS reported damp
and mould cases requiring action for category 1 and 2.
SOR Jobs Reported cases Percentage
HHSRS Category 2 150 166 1.05%
HHSRS Category 1 16
Customer Category 1 10 781 4.92%
Customer Category 2 771
Grand Total 947 1,063 7.08%
The complete number of individual properties requiring action for category 1
and category 2 during the 24/25 period was 947, which accounts for 5.97% of
Beyond Housing's stock.
THEME 6: RESIDENT VOICE
Criteria 20. What are the results of Beyond Housing's most recent tenant
satisfaction survey? How has Beyond Housing acted on these results?
The Tenant satisfaction measures (TSMs) overall score for 2024-25 is 67%, one
point down on the previous year however there has been a significant
improvement from the first collection in October 2024 and the second
collection in March 2025. This is a promising path and if this trajectory is
maintained.
The scores compared to the previous year show the following:
· Nine scores have gone up - Top movers are communal cleaning,
complaint handling and time taken to complete repairs
· Three have stayed the same - How we listen to customers and act
upon their feedback, how we keep customers informed and how we treat them
· Three have decreased - The overall satisfaction with Beyond
Housing as a whole, the satisfaction that homes are well maintained and how we
handle ASB.
We use tenant satisfaction measures to inform our strategic plans. By
reviewing services with lower scores, we aim to identify areas for improvement
and enhance the customer experience. Additionally, we strive to learn from
best practices in areas where we have achieved high scores.
You can read more about Beyond Housing's tenant satisfaction scores here
(https://beyondhousing.co.uk/about-us/tenant-satisfaction-measures/) .
Criteria 21. What arrangements are in place to enable the residents to hold
management to account for provision of services?
Beyond Housing believes customers are the experts on the services they
receive, the homes they live in and the communities around them. What our
customers think really matters to us, and we actively encourage customers to
engage and scrutinise our services to help us shape, transform and improve
them and to hold us to account.
Through policy reviews, service deep dives, locality planning, and other
initiatives, customers have a real voice in how we operate. Their 'stamp of
approval' is essential for our communications, and their input is also crucial
in shaping our services through tender reviews and senior recruitment
processes.
To meet the requirements of the new consumer standard, we developed a
comprehensive customer scrutiny framework for 2025-2026. This framework will
ensure that customer feedback continues to drive positive change across Beyond
Housing.
You can read more about the 'Be involved' offer here
(https://beyondhousing.co.uk/be-involved/) and read past customer voice
reports here
(https://beyondhousing.co.uk/be-involved/feedback-from-customers/) .
Criteria 22. In the last 12 months, how many complaints have been upheld by
the Ombudsman and how have these complaints (or others) resulted in change of
practice?
In 2024/25, Beyond Housing received 553 complaints from over 15,000 homes and
30,000 customers to whom we provide services. Of those 553 complaints
received, 421 were upheld. You can view the full 2024-2025 annual complaint
performance and service improvement report here
(https://beyondhousing.co.uk/annual-complaints-performance-and-service-improvement-report/)
.
THEME 7: RESIDENT SUPPORT
Criteria 23. What support services does Beyond Housing offer to its residents.
How successful are these services in improving outcomes?
To help build sustainable and economically thriving communities, Beyond
Housing provides an employment support service to help people get nearer to or
into employment or training. This involves the provision of a person centred
wrap around support service that can include confidence building, career
planning, identifying training needs, support with job searching, building CVs
and job applications and interview skills, essentially identifying and working
towards removing the barriers to employment.
In addition, and as a pathway into employment we provide volunteering, and
work experience opportunities to build employability skills, a sense of
purpose and community connection. Beyond Housing also directly employs over 30
apprentices every year, aiming both to increase this year on year to 50, and
to ensure at least 50% of the new intake comes from its residents. The
programme has excellent success rates, with the majority of the apprentices
finding permanent employment with Beyond Housing.
In 2024/25 we supported residents with
· 631 work experience hours through 15 placements
· Recruited 20 apprentices, and in total employed 30 apprentices
· Helped 330 people get closer to or become work ready
· Helped 104 people into employment
· Recruited 16 new volunteers
· Volunteers provided 7659 hours of their time.
Use of the HACT tool indicates that we get a social return on investment of
£2.85 for every £1 we spent on these activities.
Case study
Danny's story
Danny is a 28-year-old man living in a Beyond Housing property. He has
dyslexia and some physical health conditions resulting from a back injury
sustained at a younger age. Since 2021, Danny has not been in paid employment
but volunteers once a week at Westfield Farm, where he assists with
administrative tasks and updates the job board.
During his initial appointment, Danny reported experiencing anxiety and
indicated that, while interested in employment, he was uncertain about which
career path to pursue due to physical limitations that make labour-intensive
roles unsuitable. He brought his certificates for previously obtained
qualifications to facilitate updating his CV and discussing possible options
for suitable job roles.
Support was provided to help Danny identify skills based on his
qualifications; he determined that an administrative role would be appropriate
given it would not require prolonged standing or significant physical effort.
Assistance was given with job searching, identifying vacancies, refining his
CV, and preparing a covering letter for prospective employers.
After a period of limited responses to job applications, alternative
strategies were explored to support his goal of working in administration.
Danny and the support worker contacted Redcar College to explore part-time
course options, including a Level 2 Business Admin course that could be
completed online and from home. Danny decided to apply for this course.
Following his application, Danny participated in a telephone interview with
the college and gained acceptance onto the course. Initially, he found some
course content challenging. Support was provided to break down coursework
questions, facilitating the development of his responses. Danny was encouraged
to seek assistance from course tutors as needed.
Outcomes
Danny has less than four weeks remaining in the course and has passed all
sections so far. His confidence regarding the course has increased, and he
reports that obtaining the Level 2 qualification may provide the necessary
skills to secure employment or an apprenticeship in administration.
Reach & Respond Services
Reach & Respond provides a range of services to help people stay happy,
healthy and independent in their own homes no matter their age. Our services
range from technology solutions to welfare calls and visits. We offer a range
of Lifeline home units, which can be combined with telecare sensors from our
large portfolio to create personalised care and support.
Reach & Respond provides customers and their family with the reassurance
that no matter what the emergency or when it happens, someone will be there to
help. With just the push of a button, our response team is here 24/7, 365 days
a year. On average it takes one of our responders 24 minutes to arrive. Our
responders are often able to assist customers without the need to call the
emergency services, though sometimes customers do require medical
intervention. Talking to our customer's and supporting them while they wait
for an ambulance is a part of the responder role that is often forgotten or
overlooked but it can be the most rewarding.
In addition to our emergency response service, we offer welfare visits to
customers who would like some company or simply to check they are ok. One of
our customers said "Having someone to come and check on me every morning is
reassuring, especially if anything goes wrong, I know someone is coming. My
family lives far away and I like the company every day. The staff are very
nice and always listen to me". You can find out more about the service offered
by Reach & Respond here (https://www.reachandrespond.co.uk/) .
Me & My Home - This is a portal for customers to take control and manage
their tenancies online and in one place. They can check their rent balance,
make a payment, report and track repairs, update personal information, view,
and print rent statements. Read more about Me & My Home here
(https://meandmyhome.org.uk/) .
Westfield Farm - This is our community resource and training centre based in
Dormanstown which offers free internet access. In 2024/2025 82 new customers
accessed Westfield Farm and 1393 appointments were made to by customers to use
the IT suite. In partnership with Lighthouse Navigation NE, we delivered our
first digital cafe which consisted of six sessions to raise awareness and
support customers to engage with services digitally and connect. Read more
about Westfield farm here (https://beyondhousing.co.uk/westfield-farm/) .
Aids and Adaptations - The adaptations team delivers minor adaptations
directly to customers in their home and have extended this offer to include
'Adaptations Without Delay' whereby some minor adaptations can be provided
without the need for an Occupational Therapy assessment (such as grab rails,
key safes, lever taps and additional banisters). Beyond Housing works in
partnership with local authority Home Improvement Agencies, Handyperson's
Adaptations and Occupational Therapy teams to deliver minor and major
adaptations and identify (and feed into the development of) suitable
accommodation for customers with specific requirements for adaptations. This
supports customers to remain living independently in their homes without the
need for supported or specialist accommodation. Read more about the adaptions
service here (https://beyondhousing.co.uk/my-home/adaptations-service/) .
Safeguarding - Beyond Housing has a dedicated safeguarding coordinator to
ensure that customers and their families are supported against any potential
abuse. Their role is underpinned by service area safeguarding leads to embed
safeguarding in all service delivery. This is done through our induction and
training and through awareness raising with all colleagues in parallel with
detailed policy and procedure. We have developed a concerns system, monitored
continually, where colleagues and external agencies can raise concerns to be
investigated, as well as partnership working with statutory, specialist and
third sector services to deliver robust interventions to support customers.
Read more about safeguarding here
(https://beyondhousing.co.uk/my-home/my-safety/safeguarding/) .
Income management (benefit case workers) - This team focuses on providing
intensive customer support including advice on universal credit, fuel poverty
grant support and advice on direct government rental support. In 2024/25 this
service supported customers across 481 cases to access a further £2,185,083
in benefits, resulting in the level of rent arrears remaining under control.
Read more about income management support here
(https://beyondhousing.co.uk/my-home/my-rent/) .
Community partnership and engagement - The community partnership and
engagement team are a dedicated resource supporting local initiatives and
provide the link between Beyond Housing, communities and external partners.
They work alongside teams from across the business and external partners to
support and deliver community change. One example of this is in working with
partners and local community to understand and address community needs in
Dormanstown in Redcar, through the development of a 'Locality Plan' for the
area. This involved seeking resident views on the main issues for their
community though drop ins, door to door and survey consultation. So far, this
work has delivered two community clean up days, supported a new breakfast club
and Eco Shop in the primary school, attracted external funding and support,
provided one to one support in identifying and reporting repairs and money
management advice. Read more about how we engage with our customers here
(https://beyondhousing.co.uk/be-involved/previous-activities/) .
Intensive housing management service - The intensive housing management
service is delivered by tenancy management advisors and underpinned by tenancy
support officers. The service is available to all customers for an initial
period of 13 weeks. It provides assessed needs, support and risk planning, and
hands-on support to empower customers to sustain their tenancy. Typically,
customers using the service will be struggling to declutter their homes due to
physical disability or clinical condition, such as hoarding. Tenancy
management advisors also assist customers to access longer term support
through statutory services, such as adult social care, or third sector
voluntary support services. Customers engaging with this service are 84% more
likely to remain living independently in their own home than without support.
Case study
Intensive housing management
This case study details successful intervention to address the complex needs
of a customer presenting significant physical and mental health issues,
alongside a property in extremely poor and unsafe condition. Through a
coordinated approach involving health, social care, and housing services, the
customer's health, wellbeing, and living were significantly improved, enabling
them to regain independence and live more safely.
About the customer
The customer was referred to the intensive housing management service due to a
combination of factors indicating a high level of vulnerability including:
· Poor physical health - limited mobility, dependency on aids, and
irregular medication adherence
· Poor mental health - characterised by withdrawal, medication
non-compliance, and sleep disturbance
· Hazardous living environment - characterised by extreme clutter,
lack of essential amenities, and safety hazards.
· Initially customer existing in one room, sleeping and cooking and
eating there. Not accessing bathing or toileting facilities.
Intervention approach
A multi-faceted approach was used to address the customer's complex needs,
including:
Physical health
· Healthcare access and management - Facilitated GP care,
attended appointments, and coordinated investigations. Supported use of
patient transport to promote attendance at vital appointments
· Mobility and safety - Referrals to occupational therapy and
physiotherapy led to provision of essential aids and adaptations. The property
was made accessible through installation of grab rails
· Care support - Social care assessment resulted in the
implementation of a daily care package to administer medication and four times
weekly support for daily living activities and accessing the community.
Mental health
· Healthcare engagement - Supported the customer to re-engage
with mental healthcare and re-establish medication. Customer waiting to be
assessed for neuro diversities
· Supported customer to attend therapies to promote decluttering
with psychotherapist
· Environment optimisation - Improved sleep quality through sleep
hygiene practices and decluttering.
Safety
· Fire safety - Arranged pre- and post-intervention fire safety
assessments and implemented necessary measures. Arranged provision of telecare
supported living practices to reduce fire risks
· Property hazards - Addressed property damage caused by the
customer's physical limitations and removed external hazards
· Gas to property which had been capped off for safety reasons was
reconnected and gas central heating system installed.
· Full electrical rewire
· New bathroom provided with aids and adaptations to promote safe
bathing and toileting
· New kitchen provided and support to ensure planned works could be
carried out with minimum distress.
Finances
· Debt management - Established payment plans with utility
providers and addressed non-priority debts
· Financial empowerment - Supported the customer in opening a new
bank account, setting up direct debits, and preventing predatory lending.
Promoted using banking apps to better manage finances.
Home environment
· Decluttering and cleaning - Worked intensively with the
customer to declutter and clean the property, achieving a significant
improvement in living conditions
· Arranged and supported pest control to rid property of vermin and
implemented hygienic patterns of living to reduce risk of return
· Essential furnishings - Provided support to purchase a bed,
enhancing the customer's comfort and wellbeing
· Provided support to purchase white goods
· Avoided legal action being taken regarding historical hoarding
thus reducing stress to customer, and directly improving mental health.
Outcomes
The intensive housing management intervention resulted in a substantial
improvement in the customer's overall circumstances:
· Improved physical health - through medication management and
increased mobility with adaptations
· Enhanced mental health - Improved sleep quality and overall
wellbeing through medication adherence, environmental improvements and
accessing therapies
· Safe and comfortable home - A clean, decluttered, and safe
living environment was established with defined spaces for sleeping, cooking
and personal hygiene / bathing
· Increased independence - The customer gained the ability to
access the community with carers and manage daily living tasks with increased
confidence.
· Enhanced financial stability - Improved financial management
through benefit maximisation and debt reduction.
Reach & Respond partnership working
Reach & Respond maintains a partnership with Carers Plus, aimed at
engaging customers in the community to support social inclusion. Through this
partnership, customers participate in activities such as crafts, chair
exercises, and organised events at local community centres.
In 2024/2025, an Independent Living Forum was established to facilitate
conversations and gather feedback on customer priorities and perspectives
regarding the future of the service. Information collected through the forum
contributes to the development of services provided by Beyond Housing and
Reach & Respond.
In collaboration with North Yorkshire County Council, funding was secured for
a digital inclusion Alexa project supported by the UK government's UK Shared
Prosperity Fund. A team of trained digital champions conducted sessions at
community centres, and customers received Alexa devices for their homes.
THEME 8: PLACEMAKING
Criteria 24. Describe the housing provider's community investment activities,
and how the housing provider is contributing to positive neighbourhood
outcomes for the communities in which its homes are located.
Provide case studies of where Beyond Housing has been engaged in placemaking
or place shaping activities
Wilton Avenue, Dormanstown - Neighbourhood Improvement project
The grassed area behind Wilton Avenue, in Dormanstown had become a hotspot for
persistent fly tipping and illegal off-road motorbike and quad bike activity.
Its proximity to residents' back gardens raised significant concerns about
safety, noise, and anti-social behaviour. To address these issues and restore
community confidence, we consulted with local residents who requested that we
close off the area to the public. Access to the open space has now been
restricted to the public, through the installation of security fencing and
gated entry points. These measures aim to deter fly tipping, prevent off-road
vehicles, and reduce instances of antisocial behaviour, ultimately creating a
safer and more secure environment for residents.
Clear Hold Build
The Barrowcliff 'Clear Hold Build' initiative officially launched in March
2024 and is part of a national approach to tackle areas impacted by organised
crime. It is a multi-agency effort led by North Yorkshire Police and is known
locally as 'Building Barrowcliff Together'.
· Clear: Disrupt and remove serious and organised crime networks
· Hold: Maintain a police and partner presence to prevent
re-entry
· Build: Rebuild the community through long-term support,
engagement and investment.
The immediate focus of the partnership is on tackling crime and anti-social
behaviour with a longer-term, holistic approach to re-building and supporting
the neighbourhood through targeted enforcement, community engagement and
support services.
The initiative has been the catalyst for intensive involvement on the estate
and, with Beyond Housing's role as the largest social housing provider in the
area, has instigated a 'Locality Plan' approach from the organisation.
To date, Beyond Housing has implemented a range of physical measures to
improve the safety and security of external communal spaces across several of
our housing blocks and individual properties. These enhancements have included
the targeted distribution of Ring doorbells where appropriate, installation of
fencing, security gates and anti-climb solutions. We continue to work closely
with North Yorkshire Police, securing closure orders and sharing intelligence
to address persistent issues across the estate. Our presence remains
consistent, with regular drop-in sessions held at the community hub, staffed
by our Housing, Tenancy Support, Income, and Employment teams to provide
accessible, face-to-face support. Beyond Housing has also invested £29,720 in
funding and equipment for local community groups and continues to collaborate
with these organisations on future initiatives, supported by contractor social
value contributions and internal resources.
Further steps include the conversion of a vacant flat into a dedicated
satellite office for shared use by Beyond Housing, the police, and other local
partners. In addition, we are exploring longer-term regeneration plans to
bring an underused block of flats back into full residential use, helping
revitalise the wider neighbourhood.
GOVERNANCE
THEME 9: STRUCTURE AND GOVERNANCE
Criteria 25. Is Beyond Housing registered with the regulator of social
housing?
Yes, our registration number is LH4401.
Criteria 26. What is the most recent governance and viability regulatory
grading?
G1/V1 - Regulatory judgement - Stability check, 15 January 2025.
Criteria 27. Which Code of Governance does Beyond Housing follow?
Beyond Housing has adopted the 2020 NHF (National Housing Federation) Code of
Governance.
Criteria 28. Is Beyond Housing a 'not for profit' organisation?
Yes, Beyond Housing is a 'not for profit,' Community Benefit Society.
Criteria 29. Explain the Beyond Housing board manages organisational risk.
Beyond Housing has an established risk management framework that identifies
and plans to mitigate potential risks while exploring future opportunities.
The aim of the management framework, is to make the management of risk:
dynamic, iterative, and responsive to change. This process involves the
systematic application of policies and procedures and is driven by the
strategic objectives.
The strategic risk register is regularly reviewed by the executive and senior
leadership teams, and performance is reported quarterly to Board and the Audit
and Risk Committee. The audit and risk Committee undertake a more detailed
review of risks, including scrutiny of risk controls, mitigating actions and
emerging risks.
The board regularly reviews strategic risk and reviews risk appetite annually
to ensure that the strategic risk register accurately reflects the external
and operating environments and that the risk appetite remains fit for purpose.
Key risks such as health and safety, financial stability and data security
take a high priority. Significant emerging risks are also monitored (rising
interest rates, rent caps and inflation). Risks are analysed according to
their impact and likelihood.
Criteria 30. Has Beyond Housing been subject to any adverse regulatory
findings in the last 12 months (e.g. data protection breaches, bribery, money
laundering, HSE (Health and Safety Executive) breaches or notices) - that
resulted in enforcement or other equivalent action?
No.
THEME 10: BOARD OF TRUSTEES
Criteria 31. How does the housing provider ensure it gets input from a diverse
range of people, into the governance processes? Does the housing provider
consider resident voice at the board and senior management level? Does the
housing provider have policies that incorporate Equality, Diversity and
Inclusion (EDI) into the recruitment and selection of board members and senior
management?
Customer Voice
Building on substantial progress in recent years, Beyond Housing is committed
to further enhancing our customer-centric approach. During 2024/25, we
evaluated our existing methods for incorporating customer feedback and
establish a dedicated customer forum within our corporate governance
framework. This enables us to effectively demonstrate our commitment to
listening to customers and providing opportunities for them to shape our
decisions.
A customer voice report
(https://beyondhousing.co.uk/be-involved/feedback-from-customers/) is
presented to board quarterly.
We considered the customer voice in all board reports, committee reports and
policy reviews, and is included in the templates to ensure this is reflected.
EDI in recruitment
There is a strong focus on EDI in recruitment, with links between our
recruitment policies and procedures with our EDI policy and statement of
principles. We encourage applications from people from all backgrounds,
including our own customers, and have interview guarantee schemes for both the
armed forces and those with a disability. All applications are anonymised
until shortlisting is complete to remove the risk of bias and all recruiting
managers are trained on fair recruitment practices. We encourage applications
from our own customers through our employability offer, offering them
volunteering opportunities to build their skills, work experience and VIP days
during our apprentice recruitment, along with our wrap around one-to-one
employability support service.
We also operate a stringent review of any appointments where the successful
candidate already has a close personal connection with someone in the business
to ensure a fair and unbiased process has been followed before the offer of
appointment is made. We continue to develop our fair and inclusive
recruitment processes, exploring better use of skills tests and inclusive
practices for those who are neurodiverse.
- What % of the board are women? - 70%
- What % of the board are BAME? - 0%
- What % of the board are residents? - 0%
- What % of the board have a disability? - 0%
- Average age of the board - 58.3 years
- Average tenure of the board - 4 years
Criteria 32. What % of the Beyond Housing board and management team has turned
over in the last two years?
%
Board 40%
Management 18%
Criteria 33. How many board members on the audit committee have recent and
relevant financial experience?
There are three members of the audit and risk committee with recent and
relevant financial experience.
Criteria 34. What % of the board are non-executive directors?
Nine of the 10 board members (90%) are non-executive directors. The chief
executive officer is the only executive director on the board.
Criteria 35. Has a succession plan been provided to the board in the last 12
months?
Yes, the board succession plan is presented quarterly to the governance and
review committee and is used to inform future recruitment.
Criteria 36. For how many full years has Beyond Housing current external audit
partner been responsible for auditing the accounts?
One - Beyond Housing's external audit contract is for a term of 3 years, with
the option for a further two years (in line with the adopted Code of
Governance - maximum 6 years).
Criteria 37. When was Beyond Housing's last independently run, board
effectiveness review?
An independent governance review (including board effectiveness) will be
completed in 2027 (3 yearly). The previous review was carried out in
2024.
Criteria 38. How does Beyond Housing handle conflicts of interest at the
board?
There is a declaration and conflicts standing item on board and committee
agendas. Conflicts/potential conflicts are dealt with by the board
chair/senior independent director/audit and risk committee (whichever is
deemed appropriate) - with reference to the rules, agreement for services,
code of conduct, terms of reference etc.
THEME 11: COLLEAGUE WELLBEING
Criteria 39. Does Beyond Housing pay the real living wage?
Yes, Beyond Housing pays the real living wage, as defined annually by the
Living Wage Foundation, which is higher than the national living wage. This
includes apprentices from year two. During year one they are paid at least the
apprentice rate for 18+, regardless of their actual age.
Criteria 40. What is Beyond Housing's gender pay gap?
Beyond Housing is committed to equality, diversity, and inclusion. Our 2024
gender pay gap figures demonstrate progress compared to the national average.
The mean gender pay gap was -0.9 (showing that on average women were paid
slightly more) and the median was 6.4%, significantly lower than the UK's
13.8% and 13.1% respectively.
We believe in transparency and go beyond gender pay. Our annual general
equalities pay gap report also covers ethnicity, religion, disability, and
sexual orientation. You can read the equalities pay gap report here
(https://beyondhousing.co.uk/equalities-pay-gap-report-2024/) .
Criteria 41. What is Beyond Housing CEO/worker pay ratio?
The CEO ratio is calculated by comparing the CEO hourly rate to the whole
company median hourly rate using the same reference data as the pay gap data.
In 2024, this gave a payment ratio of circa 6:1. Our median colleague was a
bricklayer or plasterer who is in receipt of a tool allowance and
multiskilling allowance. Research conducted by The Guardian
(https://www.theguardian.com/business/2022/nov/07/ftse-100-executive-pay-rose-23-per-cent-4m-2022)
in August 2022 suggested the average CEO ratio in the UK was 109:1 1 (#_ftn1)
.
Criteria 42. How is the housing provider ensuring equality, diversity and
inclusion (EDI) is promoted across its staff?
Beyond Housing is a proud Investor in Diversity, accredited by the National
Centre for Diversity (NCD) since October 2021. Currently ranked 66th in the
NCD's top 100 most inclusive employers, we are committed to fostering a
diverse and inclusive workplace.
Our EDI approach is underpinned by an annual action plan, informed by NCD
recommendations. A dedicated EDI steering group, including Senior Leadership,
oversees this plan, while a passionate team of volunteer EDI Champions drives
its implementation.
The action plan includes an annual schedule of campaigns and activities to
raise awareness amongst colleagues, tapping into national and local campaigns
where possible. Beyond Housing has a zero-tolerance approach to bullying and
harassment and offers a range of avenues to raise a concern or complaint,
including the anonymous whistleblowing reporting tool and an established EDI
ally scheme.
Transparency and accountability are key. Our annual EDI annual report
(https://beyondhousing.co.uk/about-us/fredie/edi-annual-report-2024/) ,
outlines progress and initiatives. EDI is embedded in our company values, code
of conduct, and colleagues participate in regular training through their
learning portal.
In 2024 we made the decision to adopt the National Centre for Diversity
acronym FREDIE (Fairness, Respect, Equality, Diversity, Inclusion and
Engagement) and rolled this out with our teams because we believe putting
fairness at the forefront is the right thing to do. We are still migrating
away from referring just to EDI replacing it with the expanded FREDIE acronym
as our existing equalities documents come up for review.
We started to train colleagues on neurodiversity and trained all managers on
sexual harassment prevention. We consult with both customers and colleagues
about our FREDIE practices and make appropriate amendments to our plans when
the feedback suggests it is appropriate.
Criteria 43. How does Beyond Housing support the physical and mental health of
colleagues?
Employee assistance programme - an excellent health cash plan with UK
Healthcare which helps contribute to colleagues' day-to-day health and
wellbeing expenditure. The scheme offers 24 hour/7 days per week counselling,
legal advice, bereavement assistance, general health and wellbeing advice, and
access to medical professionals. The scheme also provides cash payback on a
range of medical services.
Health advocates - Beyond Housing has a group of colleagues from across the
business who are passionate about health and wellbeing and are instrumental in
developing our positive wellbeing culture.
The group welcomes everyone to participate in and share their health and
wellbeing achievements and provide information on upcoming health and
wellbeing events and campaigns, health topics, fact sheets and external
support group contact details.
Mental health first aiders - Beyond Housing has a number of trained mental
health first aiders, promoted to colleagues on a rolling monthly basis. These
volunteers support colleagues who are approaching or in crisis, enabling them
to get immediate support from the right agencies when it is needed. Mental
Health First Aiders now conduct monthly random wellbeing calls, to proactively
check on the wellbeing of colleagues to demonstrate the importance of good
mental health, the commitment of the employer to this, and to prevent
progression to crisis. Groups statistically at higher risk of suicide are
prioritised in the roll out of these calls.
Better Health at Work Award - In 2023, the company was proud to achieve
continuing excellence standard for the 'Better Health at Work award' a year
after attaining gold, following a sustained programme of campaigns aimed at
supporting the physical and mental wellbeing of our colleagues. This level
of award was retained in 2024.
The team delivered a range of activities and initiatives including: cost of
living workshops, steps challenges, mental health awareness week, alcohol
awareness campaigns, free flu vouchers, on-site physiotherapy appointments;
and tapped into national campaigns on issues such as men's health week, skin
cancer awareness month, cervical screening week, Samaritans talk to us month
and world sleep day.
Office remodelling - In 2022, we started the remodelling of our office spaces.
The new layouts promote agile working, creating a variety of spaces to
encourage colleagues to move and mix more and include social spaces and
wellbeing rooms. The remodelling of our office spaces is part of our
commitment to creating a healthy and productive work environment.
The social spaces are designed to be informal and inviting, with comfortable
seating and plenty of natural light. These spaces are perfect for spontaneous
conversations, collaborative sessions, or just taking a break from work. The
wellbeing rooms are equipped with relaxation amenities such as yoga mats and
bean bags. These rooms provide a quiet space for colleagues to de-stress,
recharge, and improve their mental health.
Criteria 44. How does the housing provider support the professional
development of its staff?
All colleagues are offered an annual 'be your best' conversation with their
manager, with quarterly check ins to explore their objectives, performance,
development needs and future aspirations.
Beyond Housing has its own learning platform, hosting a broad range of
essential and optional e-learning modules, giving colleagues the ability to
manage their own professional development.
Colleagues are encouraged to undertake relevant formal qualifications and
those who wish to do this to support their career development can receive
financial support with the course costs as well as time off to participate.
In 2023/24 all colleagues with people management responsibility participated
in a centrally led leadership and management development programme to develop
their skills as managers and support performance improvement. This programme
is currently being review for delivery to relevant new starters.
Beyond Housing develops and maintains networks to enable effective provision
of professional development activities such as SHINE (Social Housing In North
East). The SHINE network has contracted with training providers to deliver
housing qualifications in advance of the regulatory competence requirements
and 10 colleagues from Beyond Housing commenced participation in the pilot
groups for the level 4 and level 5 qualifications.
Further investment in professional development of colleagues has been made,
with the introduction of 2 further learning and development roles to continue
to build on learning and development activities and frameworks such as
induction for new starters and career journey maps and skills matrices to
further help colleagues plan their career with Beyond Housing.
THEME 12: SUPPLY CHAIN MANAGEMENT
Criteria 45 How is social value creation considered when procuring goods and
services?
Since 2022, for all contracts where spend exceeds £50k in total contract
value, we stipulate that contractors must commit to contribute a 1% return in
revenue, goods or services that can be reinvested into our priority estates to
support key community projects across our portfolio.
Our main materials supply contract, kitchen, bathrooms and windows supply
agreement, and cleaning and scaffolding contracts all provide funding to be
utilised on social value related works. Projects approved include community
play zones, community cafes, school farm shops and community support
initiatives such as food banks, furniture and warm homes schemes.
Where contract values do not exceed this threshold, we will actively encourage
suppliers, service providers and contractors to provide a social value
offering for our customers such as work experience placements or offer their
own time in the form of voluntary work to community and charity groups to
improve local community spaces.
Case study
Supply chain
Beyond Housing employability customer, Anthony, joined Equans for a week of
work experience as a Project Manager as part of their social value commitment
to Beyond Housing, Equans committed to supporting our customers to gain
experience to support taking their first career steps.
He was able to gain some valuable experience of projects as they are nearing
completion and some of the inspection works needed to close these down
alongside meeting with personnel involved in a range of the projects. Anthony
was able to learn from Pre - Tender Adjudication meetings, information
gathering for meetings, attending sites and working with the planners for
programming works.
Beyond Housing employability customer were able to support our customers and
received great feedback from Anthony; 'Everything is great. Right from the
communication with Beyond Housing to passing me on to a great team that
handled the work experience with professionalism.' This opportunity puts
Anthony in a great position to develop and grow in his career.
Criteria 46 How is sustainability considered when procuring goods and
services?
What measures are in place to monitor the sustainability of your supply chain
when procuring goods and services?
Beyond Housing consider sustainability when pricing goods and services by
ensuring that all contractors are required to outline their sustainability
credentials by submitting their environmental policy/environmental purchasing
policy, environmental management systems (e.g. ISO 14001/EMAS or similar
accreditations) and detail what actions have taken over the last three years
to improve the environment as part of the Beyond Housing contractor approval
process. The approved contractor list is reviewed continuously to ensure that
standards are maintained as an approved contractor, any contractor that does
not get their information updated are removed as approved contractors.
During the tender process, each tender aligns to the Social Value Act and
Modern Slavery Act as minimum requirements. Each tender is assessed on an
individual basis as to whether appropriate quality questions can be included
to encourage the contractor to reduce their environmental impact, and to
source locally, which is included within any resulting contract as a scope or
key performance indicators requirement.
National targets are in place for social housing providers to improve the
energy efficiency of homes and reduce CO2 emissions. Beyond Housing is fully
committed to reducing our impact on the environment. We are constantly
exploring options and solutions to reduce reliance on gas and fossil fuels,
improve energy efficiency, make better use of renewable energy, and create
warmer healthier homes.
(#_ftnref1)
This information is provided by RNS, the news service of the London Stock Exchange. RNS is approved by the Financial Conduct Authority to act as a Primary Information Provider in the United Kingdom. Terms and conditions relating to the use and distribution of this information may apply. For further information, please contact
rns@lseg.com (mailto:rns@lseg.com)
or visit
www.rns.com (http://www.rns.com/)
.
RNS may use your IP address to confirm compliance with the terms and conditions, to analyse how you engage with the information contained in this communication, and to share such analysis on an anonymised basis with others as part of our commercial services. For further information about how RNS and the London Stock Exchange use the personal data you provide us, please see our
Privacy Policy (https://www.lseg.com/privacy-and-cookie-policy)
. END DOCBXBDBBSBDGUR
Copyright 2019 Regulatory News Service, all rights reservedRecent news on E.ON SE
See all newsREG - Beyond Housing Ltd - 2024-25 ESG Report
AnnouncementREG - OFGEM EDF Energy UK E.ON UK PLC - Ofgem secures compensation on overcharging error
AnnouncementREG - Deutsche Bank AG FF - Post Stabilisation Notice - E.ON EUR 8.25yr & 15yr
AnnouncementREG - Deutsche Bank AG FF - Pre Stabilisation Notice - E.ON EUR 8.25yr & 15yr
AnnouncementREG - OFGEM E.ON UK PLC - E.ON Next pay £14.5m for billing failures
Announcement