Customer annual report 2024-25
Our latest report gives a summary of our performance from 1 April 2024 to 31 March 2025. You can read the summary below or download a PDF.
The 1 April 2024 saw government changes to the regulation for social housing providers. Revised regulatory consumer standards were introduced from this time: Regulatory standards for landlords – GOV.UK. They set out the standards that landlords should be delivering their services to.
The standards work alongside other legislation such as:
- The Decent Homes Standard – our homes should be fit for human habitation. They should be safe, healthy and free from things that could cause serious harm. This includes being safe, secure, warm and dry.
- The Equality Act – we should make reasonable adjustments to services if someone has a disability.
- Tenancy agreements – we should agree appointments and give you notice if we need to access your home to complete a gas safety check.
The 1 April also saw the Housing Ombudsman Service introduce their revised Code of Complaints Handling. This sets out that landlords should have a complaints service that:
- Is easy to access;
- Is fair and looks to put things right where mistakes are made;
- Learns from mistakes to put things right;
- Has two stages in the process, and responds within 10 working days.
Annual report 2024-25 summary
This year marks an important milestone for our organisation, as we present our first joint Annual Report as a unified Group following our merger in January 2025. Bringing together our people, strengths and ambitions has created a stronger foundation to deliver more for
our customers and communities.
Throughout this first year, our mission has guided every decision we’ve made: we create places people are proud to call home. It reflects our shared purpose and the commitment of colleagues across the Group. Whether maintaining safe, high quality homes, building new
ones, or supporting customers through challenges, this mission remains at the heart of our work.
The results in this report show both the progress we’ve made and where we know we must continue to improve. We have invested in keeping homes safe, growing our new build programme, and strengthening services that matter most to our customers.
I’m proud of what we’ve achieved together in our first year as the new Housing Plus Group, and equally committed to the work ahead. By listening, learning and investing in our homes and communities, we will build on this strong start and continue delivering on our promise to
the people and places we serve.
Wayne Gethings
Group Chief Executive
Spending and investment
How we spent each £1 of your rent:
- 27.4p: Repairing and improving homes
- 26.3p: Building new homes
- 20.1p: Managing housing services
- 12.8p: Loan repayment
- 10.9p: Paying loan interest
- 02.5p: Bad debts and other
Cost of management and maintenance per unit/home: £4,987
Rent collected: 101.6%
Rent arrears: £2.5m
Highest paid salary cost: £12.83 per home
Collective executive directors’ salary costs: £73.83 per home
As part of the revised regulatory consumer standards, we are required to share our directors’ salary costs. This is done by calculating the salary payable to the highest paid director or collective executive directors divided by the total number of our homes as detailed below:
- Total Social Housing Units owned/managed (Group): 33,340
- Salary paid to the highest director: £429k
- Highest paid director’s salary cost: £12.83 per home
- Collective salaries paid to executive directors: £2,469,000
- Collective executive directors’ salary costs: £73.83 per home
The total emoluments (excluding pension contributions and employer pension strain payments) of the highest paid director, who was the former Chief Executive of Housing Plus Group, Mrs Sarah Boden and left the organisation following the appointment of a new Chief Executive as part of the merger, were £429k (2024: £240k).
This total included salary £192k, benefits in kind £1k, payment in lieu of notice £124k and compensation for loss of office £112k. The former Chief Executive was a member of the LGPS on an ordinary 50/50 basis and employer pension contributions for the year were £33k (2024: £43k). In addition, a pension strain payment of £114k was also incurred and paid to the LGPS in respect of early retirement obligations.
Repairing homes
Total responsive repair demand: 88,174
Non-emergency responsive repairs completed within the landlord’s time frame: 80.5%
Emergency responsive repairs completed within the landlord’s time frame: 88.8%
Overall satisfaction with repairs service: 82.2%
Satisfaction with the time taken to complete the most recent repair: 80.6%
Satisfaction that the home is well maintained: 80.1%
Investing in homes
Money spent improving existing homes: £31.2m
New homes completed: 561
Keeping homes safe
Money spent keeping homes safe: £21.6m
Homes meeting the Decent Homes Standard: 99.9%
Registered care services with a ‘Good’ CQC rating: 92.(0)%
(Our care services are registered under Choices Housing Association Ltd and Care Plus Ltd)
Completed safety checks and servicing
- 99.9%: Gas servicing
100%: Fire risk assessments - 100%: Asbestos surveys
- 96.3%: Water safety checks
- 100%: Lift safety servicing
- 99.6%: Electrical safety checks
Satisfaction that the home is safe: 85.1%
Satisfaction that the landlord keeps communal areas clean and well maintained: 71.(0)%
Listening to your voice
Customer service requests: 334,195
Overall customer satisfaction: 80.(0)%
Satisfaction that the landlord listens to tenants views and acts upon them: 69.6%
Satisfaction that the landlord keeps tenants informed about things that matter to them: 80.6%
Agreement that the landlord treats tenants fairly and with respect: 82.4%
Handling complaints
Stage 1 complaints: 2,285 (69.6 per 1,000 homes)
69% responded to within time frame
Stage 2 complaints: 232 (6.5 per 1,000 homes)
78% responded to within time frame
Satisfaction with the landlord’s approach to handling complaints: 40.(0)%
Looking after your area
ASB cases requiring action: 1,391 (34.4 per 1,000 homes)
ASB cases involving hare incidents: 21 (0.9 per 1,000 homes)
Satisfaction that the landlord makes a positive contribution to the neighbourhood: 71.8%
Satisfaction with the landlords approach to handling ASB: 66.4%
Helping you with money matters
Extra income secured for customers: £8.8m
Customer debt reduced or cleared: £1.4m
Money saved on customers’ energy bills: £207k
Cadent winter support funds utilised: £110k
Crisis and resilience funds utilised: £49k