"Invest in and deliver good governance"
Strong governance continues to underpin everything we do, and this year we placed a clear emphasis on keeping our arrangements effective, transparent and aligned with our strategic goals. A key marker of this was the retention of our highest governance rating, G1, from the Regulator of Social Housing, reflecting continued confidence in our governance framework and our ability to meet regulatory expectations.
We took significant steps to strengthen the Board itself, co-opting four new Board Members, including resident representation. This has broadened the skills, knowledge and experience around the table, while embedding the resident voice firmly within our decision-making.
This year also saw the introduction of a Board remuneration policy, implemented from October 2025. This is an important step in formalising our arrangements and recognising the responsibilities that come with Board roles, while helping us attract and retain individuals with the right skills and experience.
We completed an internal Board Effectiveness review, giving us a valuable opportunity to assess current arrangements, identify areas for improvement and maintain the Board's effectiveness in line with best practice. Alongside this, our Standing Orders and Financial Regulations were comprehensively reviewed and updated, strengthening the financial governance and delegation framework that underpins our decision-making.
We also clarified our strategic direction and managed risk through the drafting and approval of a new Merger and Transfer Strategy, providing a structured approach to potential future partnerships while reflecting lessons learned from previous activity. Governance of development was strengthened too, with the role of the Finance and Resources Committee reinforced in relation to development monitoring and decision-making.
Finally, we took steps to consolidate and reduce risk within the wider structure, including reducing the role of ER Homes Ltd, which will be placed into dormancy following a planned cessation of activity until it becomes operationally beneficial to resume.
Taken together, this reflects a proactive and structured approach to governance.
By strengthening Board composition, enhancing oversight, updating key policies and embedding resident involvement, we have ensured our governance remains robust, adaptive and capable of supporting the delivery of our strategic ambitions.
Getting governance right matters, because it is what allows us to make good decisions with confidence, even as the world around us grows more complex. By investing in robust processes and holding ourselves to high standards of openness and accountability, we make sure every choice we make stays true to our purpose: serving rural communities.
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Maintained our G1 governance rating during 2025/26, with our financial viability rating remaining V2 during the year. Towards the end of the year, our cyclical regulatory inspection began, with the results published after year end: G1 for governance, an upgraded V1 for viability, and a C2 consumer grading.
Co-opted four new Board Members, including resident voice.
Strengthened governance structures to provide enhanced oversight of development activity.
Implemented remuneration for Board Members, alongside a greater emphasis on Board roles and performance expectations.
Drafted and approved a new Merger and Transfer Strategy, providing a structured approach to future partnerships.
Martin Collett, Chief Executive
>> Strong governance depends on maintaining robust frameworks and regulatory compliance, while continuously reviewing and improving effectiveness.
>> Broadening Board skills and embedding resident representation strengthens oversight and supports more informed, accountable decision-making.
>> Clear oversight structures and simplified organisational arrangements are essential to managing risk and supporting effective strategic decision-making.
