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 which set out our social and environmental objectives for delivery within our 2020-2025 business strategy.

The framework included a commitment to adopt the Sustainability Reporting Standards (SRS) which align with the United Nations' (UN) Sustainable Development Goals (SDGs) 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.

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

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).

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

Carbon emissions by SCOPE category

Carbon emissions intensity ratio

Total energy consumption

Emissions metric

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, 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

Affordable general needs

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

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

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.

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 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.

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 and read our past Customer Voice Reports.

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.

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

Case study - Reach & Respond partnership working

Reach & Respond continues to grow a partnership with Carers Plus. 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 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

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

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

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

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

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 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 - 58.2 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?

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 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] Pay of FTSE 100 chief executives rose an average of 23% in 2022 | Executive pay and bonuses | The Guardian - 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, 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.