REG - Beyond Housing Ltd - ESG Report
06/01/2025 09:45
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RNS Number : 2350S Beyond Housing Limited 06 January 2025
Environmental, Social and Governance (ESG) Report 2023/24
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:
Environmental: Climate change, ecology and resource management
Social: Affordability and security, building safety and quality, resident
voice, resident safety and placemaking
Governance: Structure and governance, board of trustees, colleague well-being
and supply chain management.
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 almost 750 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
(https://beyondhousing.co.uk/about-us/our-strategy/) .
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 2,000 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
EPC rating
Year A B C D E (or below) Total
2023/24 0.3% 5.3% 80.7% 12.9% 0.7% 100%
2022/23 0.4% 5% 80.8% 13.8% 1.6% 100%
2021/22 0% 3.2% 80.7% 14.4% 1.7% 100%
2020/21 0% 3.1% 74.9% 19.9% 2.1% 100%
86% of our housing stock has achieved an energy efficiency rating of EPC C or
above, an increase of 226 properties throughout the year. The average SAP
rating is 72.6 and we will meet the Government's target of 100% EPC C or above
by 2030.
To support the Government's aim to achieve carbon neutrality by 2050, 50% of
new build homes from 2023/2024 will be carbon neutral. The balance of new
build homes from 2023/2024 will be EPC A and all new homes will be 'off gas'
by 2025.
Criteria 2. Distribution of EPC ratings of new homes (those completed in the
last financial year).
Year New homes EPC rating %
2023/24 178 B 100%
2022/23 119 B 100%
2021/22 132 B 100%
2020/21 92 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 all 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).
A decarbonisation strategy for our business operations is currently under
development. This will be a key focus during the creation of our 2026-2030
business strategy.
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 245 properties, including low energy lighting, loft insulation,
smart thermostats and thermostatic radiator valves to below 'C' rated
properties.
In 2023, Beyond Housing's gas team successfully completed our first in-house
installation of an air source heat pump. This replaced a solid fuel system in
an off-grid property, significantly enhancing the home's energy efficiency. By
utilising our in-house team, we demonstrated excellent value for money.
Building on this success, we will undertake all future reactive air source
heat pump installations in-house whenever feasible.
We also completed retrofit assessments and designs for our Social Housing
Decarbonisation Fund Wave 2 schemes, in line with PAS2035; for delivery to
commence in 2024/2025.
Criteria 5. Scope 1, 2 and 3 greenhouse gas emissions
We acknowledge falling short of our 20% carbon reduction. To enhance accuracy,
we have refined our data analysis and will set a new baseline and target for
the next five years (2026-2030).
Emissions - In scope/Out of scope
In scope Out of scope
Scope 1 Direct emissions: Combustible gases, kerosene heating oil and owned vehicles None
Scope 2 Indirect emissions: Purchased electricity None
Scope 3 Other indirect emissions relating to: Employee commuting, emissions from hotel accommodation, couriers and suppliers
Electricity transmission and distribution losses. And private vehicles used
for work purposes
Carbon emissions by SCOPE category
Carbon emissions by SCOPE category Apr 19 - Mar 20 Apr 20 - Apr 21 - Mar 22 Apr 22 - Mar 23 Apr 23 - Mar 24
Mar 21
Scope 1 CO2 (tonnes)
Natural gas 377.0 260.8 388.0 323.5 308.4
Company-owned transport 556.6 567.6 530.0 541.0 742.3
Refrigerants 0.5 0.5 0.5 0.5 0.5
Other types of fuel 0.5 20.0 20.0 0.0 0
Total scope 1 934.1 848.9 938.7 865.0 1051.2
Scope 2 CO2 (tonnes)
Electricity 327.3 305.6 263.7 235.2 261.3
Total scope 2 327.3 305.6 263.7 235.2 261.3
Scope 3 CO2 (tonnes)
Electricity T & D losses 27.8 26.3 23.3 21.5 22.6
Private transport usage 127.3 40.3 80.6 88.1 98.8
Total scope 3 155.1 66.6 104.0 109.7 121.4
Total CO2 scope 1, 2, 3 gross emissions (tonnes) 1416.4 1221.2 1306.4 1209.8 1433.9
Carbon emissions intensity ratio
Carbon emissions intensity ratio (tCO2e / employee) Apr 19 - Mar 20 Apr 20 Apr 21 - Mar 22 Apr 22 - Mar 23 Apr 23 - Mar 24
- Mar 21
Annual FTE employees reported 801 773 760 760 782
Intensity ratio metric 1.768 1.580 1.791 1.592 1.834
Total energy consumption
Total energy consumption (kWh) Apr 19 - Mar 20 Apr 20 Apr 21 - Mar 22 Apr 22 - Mar 23 Apr 23 - Mar 24
- Mar 21
Total annual energy consumption 5,835,868 4,671,705 5,886,493 5,467,299 6,322,886
Emissions metric
Emissions metric Base Year 2 Year 3 Year 4 Year 5
Year 1
Apr 20 Apr 21 - Mar 22 Apr 22 - Mar 23 Apr 23 - Mar 24
Apr 19 - Mar 20
- Mar 21
Gross tCO2e per employee 801 773 760 760 782
Change (gross) vs Base Year 1.768 1.580 1.791 1.592 1.834
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?
We have conducted a comprehensive flood risk assessment, identifying 155
properties at risk from river flooding, 323 from surface water, and 32 from
coastal inundation. To inform our response, we have established strong
partnerships with local councils, and have access to their flood warning
plans. Alongside our own internal prevention measures, we are currently
developing a strategic approach to flood risk mitigation, with implementation
planned throughout 2024-2025.
While we have not yet assessed drought or overheating risks, these climate
factors will be incorporated into our 2030 Asset Management Strategy,
including the development of risk mapping and mitigation plans.
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.
For regeneration projects like Church Lane North
(https://beyondhousing.co.uk/church-lane-north-regeneration/) , 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.
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 in our new corporate strategy
2025-2030.
Theme 3: Resource management
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 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 business ethics, labour and human rights,
environment, health and safety, and product quality. 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.
Development and new build
Previously, Homes England mandated Code for Sustainable Homes assessments for
our projects. However, these requirements have been integrated into building
control regulations. To uphold our commitment to sustainability, we now
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?
A full review of Beyond Housing waste management activities was due to take
place in 2023/24 with a view that a tender process and subsequent contract(s)
would be implemented. This will now take place in 2024/2025. It is anticipated
that the resulting contracts will address key themes such as improving
recycling opportunities and ensuring that waste is removed in a sustainable
manner.
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 in our new corporate strategy
2025-2030.
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 general needs Hambleton Scarborough Teesside
Beyond Housing LHA Beyond Housing LHA Beyond Housing LHA
CAT B 1 Bed £82.12 £86.30 £88.97 £86.30
CAT C 2 Bed £109.94 £115.07 £95.57 £111.62 £98.65 £99.65
CAT D 3 Bed £120.92 £136.93 £103.06 £128.88 £108.87 £115.00
CAT E 4 Bed £111.54 £149.59 £121.19 £155.34
Affordable general needs
Affordable general needs Darlington Hambleton Scarborough Hull & East Riding Teesside
Beyond Housing LHA Beyond Housing LHA Beyond Housing LHA Beyond Housing LHA Beyond Housing LHA
CAT B 1 Bed £103.34 £76.15 £94.32 £86.30 £93.57 £86.30
CAT C 2 Bed £109.50 £92.05 £113.48 £115.07 £112.24 £111.62 £116.84 £92.05 £116.53 £99.65
CAT D 3 Bed £116.99 £113.92 £122.79 £136.93 £128.87 £128.88 £121.41 £109.32 £123.94 £115.00
CAT E 4 Bed £130.34 £151.89 £144.40 £149.59 £165.42 £134.96 £155.34
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
Tenure Number %
General needs 13,220 87.4%
Intermediate 80 0.5%
Affordable 1167 7.7%
Supported 118 0.8%
Housing for older people (HoP) 278 1.8%
Low cost home ownership (LCHO) (Shared) 268 1.8%
Market rent 3 0.02%
Total 15,134 100%
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
Tenure Number %
General needs 0 0.0%
Intermediate 43 19.6%
Affordable 121 55%
Supported 12 5.4%
Housing for older people (HoP) 0 0%
Low cost home ownership (LCHO) (Shared) 44 20%
Total 220 100%
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.
Criteria 16. How does Beyond Housing provide security of tenure for residents?
Beyond Housing primarily offers Assured Tenancies to its residents, 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,
Licences or Assured Shorthold Tenancies may be used where these options are
considered the most suitable approach to meet the individual needs of the
customer.
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.
§ 99.9% 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
§ 97.9% of homes have an in-date electrical safety check
§ Assessment cycles are assigned based on risk. The current programme is set
out below.
Assessment cycle Number %
Three months 2 0.6%
Annual 212 59.2%
Three years 144 40.2%
Total 358 0%
Criteria 18. What % of homes meet the decent homes standard? Of those which
fail, what is the housing provider doing to address these failings?
99.99% of homes meet the decent homes standard.
One property in Whitby failed to meet the Decent Homes Standard due to a
Category 1 HHSRS risk of damp and mould. Despite multiple attempts, access to
the property was not gained until after the end of the reporting period. The
risk level has since been reduced to typical following successful access and
remediation.
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.
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
(https://beyondhousing.co.uk/condensation-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 - 5 calendar days
· Moderate - 15 calendar days
· Slight - 60 calendar days.
We are currently reviewing tools to support, diagnose and categorise customer
reported damp and mould and will 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, an 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 a
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 6 months
Beyond Housing complete a physical 6-month post inspection for all HHSRS cases
and a digital 6-month post inspection for 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 our operatives during visits and are 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 also created a new damp and mould policy, informed by customer feedback,
which will be published shortly. This comprehensive approach ensures our
policies and information align with customer needs. Both the policy and
website information now have the 'customer stamp of approval'.
To provide even better support, we're establishing a dedicated team of case
management handlers to handle category 1 and 2 damp and mould reports. These
specialists will be the primary point of contact for affected customers,
providing clear communication throughout the entire process. From the initial
report to the completion of works, residents will receive regular updates on
progress.
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 %
HHSRS Category 2 110 119 0.79%
HHSRS Category 1 9
Customer Category 1 69 944 6.29%
Customer Category 2 875
Grand total 1,063 1,063 7.08%
The complete number of individual properties requiring action for category 1
and category 2 during the 23/24 period was 1,063 which accounts for 7% 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 scores showcase significant progress across various
key areas, with each improvement backed by concrete actions and initiatives,
you can view all the scores here. The highlights:
Approach to ASB
· Achieved an excellent increase of 13%, driven by the implementation
of new policies and processes, including the addition of two priority levels,
among other interventions.
Positive contribution to neighbourhoods
· Notable improvement of 11% attributed to the introduction of
locality plans and tier two and three investment projects, among other
proactive measures aimed at community enhancement.
Fair and respectful treatment of tenants
· Enhanced by 9%, with frontline colleagues playing a pivotal role,
supported by additional soft skills training and the integration of LOVED
language, among other efforts to prioritise customer wellbeing.
Overall CSAT with repairs in the last 12 months
· An 8% rise, driven by a large-scale repairs project underway,
facilitating improvements and learning opportunities, alongside various
customer-centric initiatives aimed at enhancing satisfaction levels.
Listening to tenant views and acting upon them
· Marked an 8% increase, from a heightened approach to customer
feedback through various channels, alongside a new process of closing the
feedback loop, which includes actively addressing and implementing suggestions
from customers.
Keeping tenants informed about matters important to them
· An improvement of 7%, enhanced communications regarding repairs and
regular newsletters tailored to local and general audiences, among other
initiatives aimed at fostering transparent and informative dialogue with
customers.
Outcome of complaints
· Demonstrated a 6% increase, indicating the integration of
complaints management into the business, with lead officers ensuring
resolutions and appropriate compensation for poor experiences, alongside
measures aimed at preventing recurrence and addressing root causes.
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.
We actively encourage customers to engage with us and hold us accountable.
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 are developing a
comprehensive customer scrutiny framework for 2024-2025. This framework will
ensure that customer feedback continues to drive positive change across Beyond
Housing.
Learn more about how our customers can Be Involved
(https://beyondhousing.co.uk/be-involved/) and read our past Customer Voice
Reports (https://beyondhousing.co.uk/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 2023/24, Beyond Housing received 479 complaints from over 15,000 homes and
30,000 customers to whom we provide services. Of those 479 complaints
received, 314 were upheld. View the full 2023-2024 annual complaint
performance and service improvement report
(https://beyondhousing.co.uk/wp-content/uploads/2024/06/Annual-Complaints-Performance-and-Service-Improvement-Report-2023-2024.pdf)
.
Theme 7: Resident support
Criteria 23. What support services does Beyond Housing offer to its residents.
How successful are these services in improving outcomes?
Employment Support and Training
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 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 2023/24 we supported residents with:
· 618 work experience hours through 18 placements
· Recruited 9 apprentices, and in total employed 30 apprentices
· Helped 281 people become work-ready
· Helped 112 people into employment
· Recruited 19 new volunteers
· Volunteers provided 6,037 hours of their time.
Case study - Carla's employment success
Part one: Initial support and transformation
Carla initially engaged with our programme in a state of significant distress,
characterised by low self-confidence and a sense of isolation. Regular
one-on-one meetings provided essential support, gradually bolstering her
mental health and enabling her to re-engage with the community. Participation
in weekly arts and crafts sessions fostered new friendships and skill
development, marking a turning point in her journey.
Over time, Carla underwent a remarkable transformation. She emerged from this
period with newfound confidence, securing a volunteer role at Westfield Farm.
Concurrently, she adopted a healthier lifestyle, resulting in improved
physical health and well-being.
Part two: Re-engaging and aiming for employment
In April 2024, Carla proactively reconnected with our Employability team,
expressing a renewed determination to secure employment. Demonstrating
enthusiasm and motivation, she actively participated in our programme.
We supported Carla's job search by assisting with applications, including a
hospitality position at Middlesbrough Football Club. To enhance her interview
skills and professional appearance, we provided interview training and
clothing vouchers. Carla's positive engagement in the interview training
session was highlighted by the trainer.
Building on her progress, Carla has recently applied for a New Start Host
position at Beyond Housing. This opportunity offers valuable paid work
experience. Carla's confidence continues to grow, and she is actively pursuing
suitable employment options.
Overall, Carla's journey exemplifies the positive impact of our programme.
Through consistent support and encouragement, she has overcome significant
challenges, built resilience, and is now well-positioned to achieve her
employment goals.
Reach & Respond
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 families 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 customers 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 also offer welfare visits to
customers who would like some company or someone to check if they are okay.
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".
Discover more about the service offered by Reach & Respond
(https://www.reachandrespond.co.uk/)
Case study - Reach & Respond partnership working
Reach & Respond continues to grow a partnership with Carers Plus
(https://www.carersplus.net/) . This partnership is focused on engaging
customers within the community to support social inclusion. The partnership
brings together customers within our local community centres to reengage them
with one another through various activities including; crafts, chair
activities and many organised events, recently linking up with Rural Arts to
offer Heart & Craft sessions.
Between Reach & Respond and Carers Plus, we have ensured that our
beneficiaries have been at the heart of any collaboration and have collated
case studies to show the positive impact and measurable results we have
achieved. One customer explained they would definitely like the classes to
continue as "It's a treat to get out of the house among friends. The staff are
fantastic, helpful, and caring", whilst another said, "I have a great time
here, the staff are very friendly and helpful, if I didn't come I would be sat
at home on my own".
Reach & Respond also works in partnership with the Yorkshire Ambulance
Service (https://www.yorkshireairambulance.org.uk/) as part of the falls
pathway. Calls are triaged to our responders who attend the call on behalf of
the ambulance service.
This helps to prevent long lies and hospital admissions allowing the service
to attend higher category calls. In 2023 we attended 115 call outs for the
Yorkshire Ambulance Service. In 2024 we are growing this support to cover
further areas.
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 on the Me & My Home login page
(https://meandmyhome.org.uk/default/www/dashboard)
Westfield Farm
This is our community resource and training centre based in Dormanstown which
offers free internet access.
In 2023/2024, 52 new customers accessed Westfield Farm and 2,134 appointments
were made by customers to use the IT suite.
Discover more about Westfield Farm
(https://beyondhousing.co.uk/westfield-farm/)
Aids and Adaptations
The adaptations team delivers minor adaptations directly to customers in their
own homes and they 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 banister rails).
Beyond Housing works in partnership with local authority areas Home
Improvement Agencies, Handyperson's Adaptations teams 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 service enables customers to remain living
independently in their homes without the need to access supported or
specialist accommodation.
Read more about the adaptions service
(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 embedding
safeguarding as part of all service delivery.
This is done through induction, training and awareness raising with all
colleagues, detailed policy and procedure, and the development of 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 (https://beyondhousing.co.uk/safeguarding/)
Income management (benefit caseworkers)
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 2023/24 this service supported customers across 436 cases to access a
further £1.84m in benefits, resulting in the level of rent arrears remaining
under control.
Community partnership and engagement service
The community partnership and engagement team are a dedicated resource to
support localised initiatives and is the link between Beyond Housing and
external partners. They work alongside teams from across the business and
external partners to develop and support community change.
One example is when they worked with partners and the local community to
support the delivery of the transformational regeneration of the Church Lane
North estate in Grangetown.
Work this year involved us seeking resident views on options for new open
spaces, in partnership with an architect. The team held a drop-in session with
residents to give them the opportunity to discuss updates on the regeneration
works and develop a working partnership with Groundwork NE, to deliver onsite
engagement, develop resident-led activities to enhance the green spaces and
support the community beyond the end of the regeneration works on site.
Read more about how we engage with our customers on the Be Involved webpage
(https://beyondhousing.co.uk/be-involved/#customer-engagement-timeline)
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 direct hands-on
support to empower customers to maintain and sustain their tenancy. Typically,
customers using the service will be struggling to declutter their homes due to
a physical disability or a clinical condition such as hoarding.
The tenancy management advisors will also assist customers with accessing
longer-term support through statutory services such as adult care or accessing
third-sector voluntary support services. Customers engaging with this support
service are 75% more likely to remain living independently in their own homes.
Case study - Intensive housing management
This case study details the successful intervention of intensive housing
management to address the complex needs of a customer presenting significant
physical and mental health issues, alongside a property in poor condition.
Through a coordinated approach involving the healthcare environment, social
care, and housing services, the customer's health, well-being, and living were
significantly improved, enabling them to regain independence.
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. These
included:
· Poor physical health - evidenced by limited mobility, dependency
on aids, and irregular medication adherence
· Poor mental health - characterised by withdrawal, medication
non-compliance, and sleep disturbances
· Hazardous living environment - characterised by extreme clutter,
lack of essential amenities, and safety hazards.
Intervention approach
A multi-faceted approach was used to address the customer's complex needs,
which included:
Physical health
· Healthcare access and management - Facilitated GP registration,
attended appointments, and coordinated investigations. Implemented home blood
pressure monitoring to optimise medication management
· Mobility and safety - Referrals to occupational therapy and
physiotherapy led to the provision of essential aids and adaptations. The
property was made accessible through the installation of a ramp
· Care support - Social care assessment resulted in the
implementation of a twice-daily care package to administer medication and
support daily living activities.
Mental health
· Healthcare engagement - Supported the customer to re-engage
with mental healthcare and re-establish medication
· 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
· Property hazards - Addressed property damage caused by the
customer's physical limitations and removed external hazards.
Finances
· Benefit maximisation - Assisted in claiming and maximising
benefits, resulting in a £47.70 weekly increase in income
· Debt management - Established payment plans with essential
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.
Home environment
· Decluttering and cleaning - Worked intensively with the
customer to declutter and clean the property, achieving a significant
improvement in living conditions
· Essential furnishings - Provided support to purchase a bed,
enhancing the customer's comfort and wellbeing.
Outcomes
The intensive housing management intervention resulted in a substantial
improvement in the customer's overall condition:
· Improved physical health - Stabilised health through medication
management and increased mobility with the aid of adaptations
· Enhanced mental health - Improved sleep quality and overall
well-being through medication adherence and environmental improvements
· Safe and comfortable home - A clean, decluttered, and safe
living environment was established
· Increased independence - The customer gained the ability to
access the community using a scooter and manage daily living tasks with
increased confidence
· Enhanced financial stability - Improved financial management
through benefit maximisation and debt reduction.
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.
Waverton Gardens, Redcar
Off-road motorbikes were repeatedly accessing the estate at high speed through
a gap in the fence, causing significant nuisance and safety concerns for local
residents. Due to the narrow gap preventing the installation of a K-frame
barrier, we collaborated with local councillors and the Cleveland Police
Designing out Crime Officer. As a result, we implemented chicanes on either
side of the gap to deter and slow down off-road bikes.
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, 27 March 2024.
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 in place which
includes routine reporting and strategic risk reviews by the board and audit
and risk committee. In addition, biannual board risk workshops (including risk
appetite/tolerances) take place and stress testing is carried out and reported
to the board quarterly.
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 will
evaluate our existing methods for incorporating customer feedback and
establish a dedicated customer forum within our corporate governance
framework. This will enable 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
(https://beyondhousing.co.uk/about-us/inclusion-equality-and-diversity/) ,
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 - 58.2 years
· Average tenure of the board - 4.6 years.
Criteria 32. What % of the Beyond Housing board and management team has turned
over in the last two years?
%
Board 0%
Management 0%
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 2024 (3 yearly). The previous review was carried out in 2021.
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. 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 2023
gender pay gap figures demonstrate progress compared to the national average.
The mean gender pay gap was 6.1%, and the median was 7.2%, significantly lower
than the UK's 13.2% and 14.3% respectively.
We believe in transparency and go beyond gender pay. Our annual general
equalities pay gap report
(https://beyondhousing.co.uk/equalities-pay-gap-report-2022-23/) also covers
ethnicity, religion, disability, and sexual orientation.
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 2023, this give a payment ratio of circa 6:1. Our median colleague
was an electrician who is in receipt of a tool allowance and some standby and
call out payments. Research conducted by The Guardian in August 2022 suggested
the average CEO ratio in the UK was 109:1 1 .
1 (https://beyondhousing.co.uk/esg-report/governance/#_ftnref1) Pay of
FTSE 100 chief executives rose an average of 23% in 2022 | Executive pay and
bonuses | The Guardian
(https://www.theguardian.com/business/2022/nov/07/ftse-100-executive-pay-rose-23-per-cent-4m-2022)
- accessed 15 December 2023.
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 62nd 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. For example, Beyond Housing colleagues are active participants
in Scarborough Pride, and 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/inclusion-equality-and-diversity/edi-annual-report-2023/)
, outlines progress and initiatives. EDI is embedded in our company values,
code of conduct, and colleagues participate in regular training through their
learning portal.
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 well-being 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.
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.
Beyond Housing develops and maintains networks to enable the effective
provision of professional development activities such as SHINE, a regional
network looking at the most effective way to deliver against the forthcoming
regulatory competence requirements, and The Skills Village to deliver
practical skills training to trades colleagues.
Further investment in the professional development of colleagues has been
made, with the introduction of an additional learning and development
specialist role to further 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, contractors are requested to include in their tender bid, a social
value offer of either a 1% levy of total contract value or equivalent goods
and services will be paid back to Beyond Housing to support key third sector
organisations. The aim is to provide valuable services to customers in our
priority estates.
Our main materials supply contract, kitchen supply agreement, grounds
maintenance and cleaning contracts all provide funding to be utilised on
social value related works. Projects approved include breakfast clubs for
local primary schools, sponsorship of ladies' grassroots football clubs, warm
hubs and community woodland areas.
Where contract values do not exceed this threshold, we will actively encourage
suppliers, service providers and contractors to provide added social value 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.
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?
All contractors are required to outline their quality standards including ISO
and other sustainability awards as part of the Beyond Housing contractor
approval process. During the tender process, each contract is assessed on an
individual basis as to whether appropriate quality questions can be included
to encourage the contractor to reduce their environmental impact 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.
Case study - Supply chain
Beyond Housing and Mitie team up to refresh Whitby community centre
Beyond Housing's apprentice painter, George Bailey, joined forces with leading
facilities management company, Mitie, to give Kirkham Close Community Centre
in Whitby a much-needed makeover. As part of their social value commitment to
Beyond Housing, Mitie generously offered to repaint the entire interior of the
building.
This valuable opportunity allowed George to gain hands-on experience working
alongside experienced painters from Beyond Housing and Mitie. Under the
guidance of Bradley Thompson and Darren Payne, George honed his skills and
contributed to enhancing the community space.
Emma Grimes, Beyond Housing's Employability Manager, praised the experience,
stating, "It was fantastic for George to develop his skills in such a
supportive environment. Working alongside experienced professionals has been
invaluable."
Steve Allan, Beyond Housing's Capital Works Team Leader, added, "This
collaborative project was a great success. George's involvement was
particularly impressive. He demonstrated excellent teamwork and attention to
detail, and the community centre looks fantastic."
George himself was thrilled with the experience. "I really enjoyed working as
part of a team on this project," he said. "I learned so much and I'm proud of
the finished result."
The refreshed community centre is now a brighter and more welcoming space for
local residents.
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