ESG Report

Environmental, Social & Governance Report Weaver Vale Housing Trust

2021-2022

Environmental, Social & Governance Report (ESG) Welcome to our ESG Report. The report looks at our Environmental, Social and Governance highlights from the last financial year and it is the first time we have published as an adopter of the 'Sustainability Reporting Standard for Social Housing'.

The Sustainability Reporting Standard for Social Housing (SRS) was launched in November 2020. The Standard was set up in response to concerns that ESG investment in social housing was being inhibited by the absence of a common reporting standard. The SRS is a voluntary reporting framework, covering 48 themes across the three overarching areas of Environmental, Social and Governance and includes sub-themes such as zero carbon targets, affordability, safety and resident voice.

This report is forms part of our wider performance reporting, which includes our Annual Report, Financial Statements, Transparency Reports, Corporate Social Responsibility Statement and Involved Customer Reports, all of which help the Trust demonstrate to customers, funders and stakeholders how we perform against key criteria including, climate change, social value, resident voice and governance.

We are very aware that there are challenges on the horizon. People are being stretched to their limits and another recession is a real possibility. As a local employer and landlord of choice we remain committed to investing in our homes, tackling the challenges faced by our customers, communities and colleagues and above all Building Back Fairer.

Environmental Theme

Criteria we are marked against

How are we doing?

0.3% % of our homes are rated A

Climate Change

EPC Rating of all properties

13% of our homes are rated B 66.% of our homes are rated C 20% of our homes are rated D 0.7% of our homes are rated E or below.

Climate Change

EPC Rating of new properties

Climate Change

Scope 1, Scope 2 and Scope 3 greenhouse gas emissions.

91 new homes completed in the year were all rated EPC B

We do not, as yet have a measure in place for this but will implement this as part of the new ‘Our Environment’ strategy Action Plan. (Note this is an enhanced reporting requirement).

Theme

Climate Change

Criteria we are marked against

Energy efficiency actions undertaken in the last 12 months.

How are we doing?

The Trust continues to seek opportunities in changing its material specifications to increase the energy efficiency of its stock. Within the heating upgrade programme, the most energy efficient gas boilers continue to be installed as appropriate but this is also off-set by new development schemes, where possible, seeking to install alternative heating solutions such as all electric.

From the on-going review of Decent Homes compliance, insulation upgrades/re-installs are undertaken to maintain the appropriate levels of thermal comfort in those homes.

The Trust has developed a comprehensive set of Employer’s Requirements for its new build homes programme which addresses risk of flooding and overheating in the following ways:

Climate Change

How is the Trust mitigating the following climate risks: Increased flood risk, Increased risk of homes overheating?

Overheating: · A thermal comfort analysis is undertaken on all apartment schemes, with a ventilation/ cooling/ comfort strategy produced that complies with the criteria set out in the latest CIBSE technical guidance for dwellings and non-dwelling areas. For houses, this is reviewed on a case-by-case basis and undertaken where appropriate. · Ventilation strategies are considered by the design team on all new build schemes, with Mechanical Ventilation with Heat Recovery generally being used. · The Employer’s Requirements specifically references limiting heat loss and gains to homes, for example by the insulation of pipework passing through the home. · Consideration is given to the positioning of dwellings, window sizes, and solar gains as part of the design review process for individual projects. Where necessary, window shades/ tinted windows will be used, or windows re-sized/ repositioned to avoid overheating. Window vents are included where appropriate.

Increased flood risk: · Stage 1 and 2 site investigations are undertaken at an early stage on all schemes, with specific Flood Risk Assessments being instructed where required by the Local Planning Authority. · Solutions to mitigating flood risk will vary from site to site depending on the level of risk in that area, and the solution proposed by the Geotechnical Engineer. · The Trust’s Employer’s Requirements refer to mitigating against surface water flooding by installing land drains, unless it can be demonstrated by the contractor/ developer that this is not required. · On a recent scheme which was partially located in flood zone 2, on the recommendation of the Geotechnical Engineer site levels were raised by 300mm, with finished floor levels being raised by 150mm. Gardens and areas of hardstanding were designed to slope away from dwellings and two large attenuation tanks were incorporated into the development to deal with excess surface water.

Category

Climate Change

Criteria we are marked against

What energy Efficiency Advice and support is given to customers (correct ventilation, heating, recycling etc)?

How are we doing?

As part of each energy advice case advice is given on changing behaviour to reduce energy use. This information comes from the Energy Saving Trust, their estimate is that the average household can save £286/year by following this advice e.g. understanding how to work your heating settings properly can save around £55/year.

During 2021/22 40 customers were offered this advice.

Specialist surveying and technical staff are on hand to offer support and advice to customers regarding heating and ventilation, and also have a damp specialist to help with diagnosis and resolution. Third party specialism is also sought as necessary to provide additional support on these matters.

The Trust takes into consideration green space requirements on all new build developments to ensure a planning policy compliant amount of green space is delivered. Project teams assess the quality of green spaces being delivered on a scheme specific basis, to ensure spaces delivered are usable and add value to the local community/ neighbourhood.

Ecology

How the Trust is increasing Green Space and promoting Biodiversity on or near homes.

New build homes are now all subject to delivering 10% net biodiversity gains on site, which is a planning requirement.

Landscape Architects are appointed to each scheme to assess this and produce a scheme specific biodiversity assessment and landscaping scheme, which incorporates the biodiversity improvements.

The development of the Trusts approach to delivering green spaces and additional biodiversity will link to the emerging Environmental Action plan.

The Trust is to undertake a biodiversity assessment of all of the green space that it owns in 2022 which will then result in an action plan being produced.

Category

Criteria we are marked against

Ecology

Does the Trust have a strategy to actively manage and reduce all pollutants? If so, how does the Trust target and measure performance?

Resource Management

Resource Management

Does the Trust have a strategy to use or increase the use of responsibly sourced materials for all building works? If so, how does the Housing Provider target and measure performance?

Is there a strategy for waste management incorporating building materials? Describe, how the Trust sets target and measures performance.

How are we doing?

No, but the Trust will include this as an action within the Environmental Action Plan linked to its new ‘Our Environment’ strategy. (Note this is an enhanced reporting requirement).

The Trust does not have a specific strategy to use or increase the use of responsibility sourced materials for all building works. However, this is something that will be looked at as part of the new ‘Our Environment’ strategy Action Plan. (Note this is an enhanced reporting requirement).

The Trust’s material supply partner has an ‘Ethical Procurement’ policy that its suppliers are expected to adhere to, part of which is environmentally orientated. The partner’s processes involve suppliers needing to meet certain criteria to achieve ‘approved’ or ‘preferred’ status, an element of which relates to their environmental systems, evidence of products high quality but sustainable, and also the provision of a suitable environmental policy.

The Trust has a new ‘Our Environment’ strategy which has a Strategic Achievement Measure specifically on waste management (95% of waste produced to be reused or recycled for 2022/23 with 2023/24 target of 98%). (Note this is an enhanced reporting requirement).

Through the existing waste management contract, performance is monitored via a portal where specific details can be reviewed relating to re-use, recycling and actual disposal. This regular monitoring allows the Trust to identify specific waste locations allowing specific actions to be taken. It also allows the data to be reviewed at on-going contractor meetings to help work in partnership in implementing any improvements.

Category

Criteria we are marked against

Resource Management

Does the Housing Provider have a strategy for good water management? If so, how does the Housing Provider target and measure performance?

How are we doing?

No. Whilst the Trust fulfils all of its property compliance related duties in respect of water hygiene management, it does not have a wider specific strategy for water management and the associated environmental impacts. The Trust will include this as an action within the Environmental Action Plan linked to its new ‘Our Environment’ strategy.

Social Category

Criteria we are marked against

How are we doing?

Comparison with Local Housing Allowance (LHA)

Affordability and Security

For properties that are subject to the rent regulation regime, report against: 1) Rent compared to Median private rental sector (PRS) rent across the Local Authority 2) Rent compared to Local Housing Allowance (LHA).

Comparison with Private Rented Sector (PRS)

Category

Criteria we are marked against

Share, and number, of existing homes (homes completed before the last financial year) allocated to:

Affordability and Security

General needs (social rent) Intermediate rent Affordable rent Supported Housing Housing for older people Low-cost home ownership Care homes Private Rented Sector.

How are we doing?

Category

Affordability and Security

Criteria we are marked against

Describe how the Trust is trying to reduce the effect of fuel poverty on its residents?

How are we doing?

The Trust successfully secured two years of funding from the Energy Redress Fund which provides two energy advisors from November 2021 to November 2023. The service offers customers support to address energy bills and usage focussing on the best tariff, supporting with utility debt, advocating with utility companies and maximising income. The Trust supported 313 customers to tackle fuel poverty in 2021/22.

The Trust required funding via Energy Redress to provide crisis energy top ups for customers who had no credit on their meters and were struggling to pay energy bills. During 2021/22 284 customers were given a total of £30k via this scheme.

Affordability and Security

Building Safety and Quality

What % of rental homes have a 3 year fixed tenancy agreement (or longer).

None

Percentage of homes with a gas appliance which have an in-date, accredited Gas Safety Certificate.

100%

Category

Building Safety and Quality

Building Safety and Quality

Criteria we are marked against

Percentage of buildings which have an in-date and compliant Fire Risk Assessment.

Percentage of homes which meet the Decent Homes Standard.

How are we doing?

100% Fire Risk Assessments are completed on an annual basis as per internal policy.

100%

Category

Criteria we are marked against

How are we doing?

The Trust operates a co-regulation governance structure to ensure oversight, influence and challenge can be gained from Board and two independent customer groups. These groups are the Customer Voice Panel (CVP) and the Resident Scrutiny Group.

During 2021/22 the Trust started a ‘customer board readiness program’ to prepare customers to be ready to apply for a Board vacancy in summer of 2022.

Resident Voice

Arrangements are in place to enable the residents to hold management to account for provision of services

The Scrutiny and Customer Voice Panels produce an annual report each which are reported directly to Board. The reports outline the key outcomes that they have achieved during the year and other areas of importance they would like to inform Board of.

The Scrutiny Group are provided with a monthly data pack, which includes complaints and compliments data, customer insight data and much more, Scrutiny group use this data to help inform their calendar of activities and scrutiny exercises.

The Customer Voice Panel review/oversee all consumer policy changes to provide assurance the customer voice data/feedback has been considered during the review.

The Trust operates a newly established customer feedback framework, ensuring feedback, data and insight is brought together and used to determine strategic and operational priorities and inform continuous improvement actions.

Resident Voice

Resident Satisfaction and how has Resident Satisfaction changed over the last three years.

Customer satisfaction has been changeable over the past three years mainly due to the impact of the Covid 19 Pandemic. Customer satisfaction is measured via the STAR tracker customer survey, which is conducted independently by Acuity research. The survey is conducted three times a year and the data presented in a 12 average.

The vast majority of the downturn in 2021/22 can be attributed to longer wait times for repairs and customers getting fatigued with the disruption to supply chain, colleague visibility, recruitment issues (short staffing) and ever-changing government restrictions.

Category

Criteria we are marked against

How are we doing?

No complaints were upheld by the ombudsman in 2021/22.

Resident Voice

In the last 12 months, how many complaints have been upheld by the Ombudsman. How have these complaints (or others) resulted in change of practice and/or procedure?

Feedback and learning from complaints are fed into our operational and strategic projects. Colleagues have received further training on complaints handling to help increase the number of complaints that are resolved at the informal stage or the informal stage 1 of the procedure, resulting in customers gaining a quicker resolution and closure of their complaint. Colleagues are given the autonomy to innovate to reach a resolution and to always use a person-centred approach.

Colleagues across the Trust have received three different customer services training courses, to improve the customer journey, help colleagues handle difficult customer interactions better and to ensure all colleagues understand how they are responsible on an individual basis for the delivery of the Trusts Customer charter promises.

Communication in relation to repairs has improved by making minor changes to our text messaging and comms solution and the Trust has also recruited a Tenant Liaison Officer to ensure customers are kept informed of progress.

Our Money Matters Team (MMT) support customers with all benefit and debt support from form filling to representation at tribunal and negotiating with creditors to Debt Relief Orders. During 2021/22 MMT achieved £3.2M of additional income for customers and opened 622 new cases.

Resident Voice

Support Services that the Trust offers to Customers.

The Trust has a broad employment support offer including: Self-funded Employment Horizons Team who works with people living in our homes to find work and career progression who supported 82 people in 2021/22.

ESF funded programmes New Leaf, Springboard and Parent First. Over the course of the programme (since July 2021) to April 2022 New Leaf have supported 78 participants, Springboard have supported 57 participants and Parent First have supported 31 participants.

Governance Category

Criteria we are marked against

Structure and Governance

Registered with the Regulator for Social Housing (RSH)

Structure and Governance

Latest viability and governance rating

Structure and Governance

Which Code of Governance following?

Structure and Governance

Explain how the Trust’s Board manages organisational risk.

How are we doing?

Yes

V1 and G1

National Housing Federation Code of Governance (2020)

The Risk Management Policy is approved by Board and sets out the risk management framework which the Trust follows. This includes: · The Board’s risk appetite is formally reviewed, for a number of factors annually. It is reported to every Board meeting and the Board’s risk appetite is recorded on every paper for decision. · The Board reviews the corporate risk register against the RSH Sector Risk Profile annually. · The Group Audit and Assurance Committee (GAAC)reviews the corporate risk registers at every meeting. The Board sees them twice a year. · The Board sets the factors which it wants to see stress tested and receives a Stress Testing Report together with a Mitigation Plan.

Category

Structure and Governance

Board

Board

Board

Criteria we are marked against Has the Trust been subject to any adverse regulatory findings in the last 12 months (e.g. data protection breaches? bribery, money laundering, HSE breaches or notices) – that resulted in enforcement or other equivalent action?

Board demographics.

What % of the board and executive management team have turned over in the last two years?

Number of board members on the Audit Committee with recent and relevant financial experience.

How are we doing?

No

30% of the board are female.

20% of the board are BAME. 0% of the board have a disability.

Average age of the board is 58.5 years 3 years is the average tenure of the board.

26.7% of the Board have turned over in the last 2 years 0% of the executive management team have turned over in the last two years.

Three Board Members on Audit Committee, two of which have financial experience and qualifications.

In addition, two Audit Co-optees with relevant and current financial qualifications and experience.

Category

Criteria we are marked against

Board

Has the Trust been subject to any adverse regulatory findings in the last 12 months (e.g. data protection breaches? bribery, money laundering, HSE breaches or notices) – that resulted in enforcement or other equivalent action?

Board

Are there any current executives on the Governance and Remuneration Committee?

Board

Has a succession plan been provided to the board in the last 12 months?

Board

For how many years has the Housing Provider’s current external audit partner been responsible for auditing the accounts?

How are we doing?

No

There are no executives on the Group Governance and Remuneration Committee.

Yes RSM are the Trust’s auditors and 2022 will be the first year they have completed the audit.

Category

Criteria we are marked against

Board

Are the roles of the chair of the board and CEO held by two different people?

Yes

How does the Trust handle conflicts of interest at the board?

This is set out in the Group Code of Governance and includes: All Board members complete a declaration of interest form when they join the Board or a Committee. This is reviewed annually and a report presented to Board from the Group Governance and Remuneration Committee (GGRC).

Declaration of interests are a standing item on all Board and Committee agendas. Any declarations are reported in the minutes from that meeting.

Does the Trust pay the Real Living Wage?

Yes. We have also set a minimum wage for apprentices which exceeds the national age-related minimums.

Board

Staff Wellbeing

Staff Wellbeing

What is the Gender pay gap?

How are we doing?

Mean gender pay gap is 1.3% (Difference between the average hourly pay for men and women) Men = £17.16 Women = £16.94 Median gender pay gap is -4.8% (Middle difference between the hourly rate of pay for men and women) Men = £13.95 Women = £14.62

Category

Staff Wellbeing

Criteria we are marked against What is the CEO-worker pay ratio?

Staff Wellbeing

How does the Trust support the physical and mental health of their staff?

Staff Wellbeing

Average number of sick days taken per employee.

How are we doing?

Ratio = 4.6: 1 (CE salary is 4.6 x the median pay)

There are many ways in which the Trust supports the physical and mental health of their staff, including: EAP (Employee Assistance Programme) and related app with activities and support.

Occupational Health services on referral.

Health screening for colleagues undertaking manual work.

Occupational sick pay.

Regular promotional communications via numerous channels.

Training and development.

Best Companies score and feedback.

‘Open Space’ sessions and peer safe space discussions.

Line manager 1-1's.

Mental health first aiders.

People Team support.

Arranged activities, e.g., wellbeing walks.

ED&I Team activity

8.44 days

Category

Criteria we are marked against

How are we doing?

We have processes in place to ensure that Social Value is considered in all procurement activities. This is expected when contracts are £250K+ and encouraged with contracts below this value. A social value proposal document is completed by each bidder which is considered as part of the tender process as well as forming part of the contract documentation. Thereafter, a delivery plan is created after the contract has been awarded. This is monitored by the Trust and the outcomes recorded in the TOMS framework.

Supply Chain

How is Social Value creation considered when procuring goods and services?

Approximately £200K of social value has been created during 2021/22 including employing local residents, creating work placements, cash in kind donations to local groups during.

Consultancy and contractor services for new build developments are procured via the JV North Framework. This is a four-year OJEU compliant framework that was renewed in 2021. Commitment to social value was assessed for all framework applicants as part of the application process, with consultants and contractors being asked to demonstrate their record of social value creation, in addition to a minimum monetary commitment to social value for consultants.

The Trust uses the Fusion 21 procurement framework where the Social Value element includes appointed suppliers creating social value opportunities linked to the value of the contract. Suppliers are then asked to report on the social value delivery on an annual basis.

As stated above, contractors and consultants for new build developments are procured through the JV North framework. In addition to the application assessment process covering details of social value, applicants were asked to demonstrate their record of delivering schemes that sought to minimise environmental impact/ demonstrated innovation in approaching decarbonisation of buildings/ energy efficiency.

The Trust’s Development Framework and Employer’s Requirements then set minimum and aspirational standards for all new developments, which feeds into procurement of building components to new homes are built to the more energy efficient standards possible.

Supply Chain

How is environmental impact considered when procuring goods and services?

For tenders procured on Contracts Finder/Find a Tender a Standard Selection Questionnaire is included as part of the tender documentation. This includes a question regarding any breach of environmental obligations that the supplier may have incurred. If they answer ‘yes’ then this is grounds for discretionary exclusion from the evaluation process. Where relevant to the works a question will be included in the quality questionnaire regarding how environmental matters will be addressed during the contract. This question will be marked as part of the tender evaluation.

The Trust uses the Procure Plus framework who have particular focus on environmental considerations which are outlined within the framework specifications and agreements. All suppliers have to sign up to those standards. For example, modes of transport for deliveries of goods should reduce environmental damage, and suppliers should assist in exploring ways in which environmental performance and sustainability of the work might be improved and the environmental impact reduced.

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