Environmental, Social and Governance

Within this page, we share our position of ESG, as of 31 March 2024.   

Carbon reduction efforts are embedded within PfP's Environmental Sustainability Strategy and now as part of the Places for People (PfP) group, we will adopt PfP's carbon net zero target date of 2050. Over the past 12 months, we have not undertaken any specific retrofit activities, though we replace boilers to A-rated standard and in 2023/24 we replaced 76. We are currently working with PfP to explore funding streams for retrofitting and decarbonisation, such as SHDF and ECO4. Our greenhouse gas emissions data is expected to be reported by 31 March 2026.  

We have not yet mapped or assessed climate risks, but our portfolio will be included in future PfP group-wide mapping exercises and mitigation plans. While we do not currently have a strategy for enhancing green space, promoting biodiversity, or managing pollutants, we will align with PfP’s Environmental Sustainability Strategy, due to be published in November 2024, which will address these areas. We will then align to these strategies as we integrate into PfP. Similarly, we do not have strategies for increasing the use of responsibly sourced materials, waste management, or water management, but we will adopt PfP’s developed strategies as they become available. 

To support our residents and provide affordable homes we focus on providing housing at rents below market level. Our average social rents* are 29.62% of the average private rent and 38.77% of the average Local Housing Allowance. 

*calculated based on rents in Camden which constitutes half our social rented stock of homes. 

For our existing stock allocated to social rented, as of 31 March 2024 we have 7865 homes. Last financial year we built 170 new homes for social rent. The breakdown is shown below. 

Building Safety and Quality 

Resident Voice 

We complete a rolling monthly perception-based resident satisfaction survey, and for 2023/24, for overall satisfaction with Origin, 61.6% of our residents were satisfied with our services. Performance benchmarked via Housemark shows we are ranked in the top quartile for London, and we are committed to further improvements based on resident feedback. We took several actions in 2023/24 to improve services. These include working closely with repairs and maintenance contractors to raise standards and introducing new contractors where performance was lacking, with expectations for increased satisfaction in 2024/25. We have also invested in staff development to enhance service delivery, updated information on the condition of residents' homes, and used new technology to ensure timely and targeted home investments. Following a merger with Places for People in April 2024, we have increased capacity for additional investment in our residents’ homes. There is more on what we have done here: Performance - Origin Housing.

To ensure residents can hold management accountable, our "Together Strategy" is designed to enable residents to influence decision-making and scrutinise services. The Spotlight Panel of residents reviews service performance and engages in policy reviews, alongside the wider Together resident panel. Residents are also involved in procurement activities, including providing feedback on service specifications and tenders, and participate in Neighbourhood Walkabouts to discuss service delivery. In 2023/24, Resident Scrutiny reviews focused on service charge communication and grounds maintenance, and Neighbourhood Action Plans were developed to address local concerns and engage residents in finding solutions - there were 12 in place in March 2024. 

Resident Support and Placemaking 

We are a housing provider registered with the national Regulator of Social Housing. We follow the National Housing Federation (NHF) Code of Governance 2020 and operate as a not-for-profit organisation.  We were subject to a regulatory downgrade from G1/V2 to G3/V3 by the RSH on 14 December 2023. This was due to an interest cover covenant issue with one of our lenders for the year 22/23, which emerged during 23/24 following clarification of the basis required for the interest cover calculation. The lender in question provided a waiver.  Following our merger with Places for People on 16 April 2024, regulatory engagement is now managed by the parent company, Places for People, with no other adverse regulatory actions taken.  

The Board actively manages Environmental, Social, and Governance (ESG) risks, with ESG being one of the organisation's 11 strategic risks. These are reviewed at every board meeting, and the executive team evaluates them quarterly. ESG risks are also included in the provider's risk register. We are not required to report against the Task Force on Climate-related Financial Disclosures (TCFD). 

We ensure input from a diverse range of people in our governance processes by integrating Equality, Diversity, and Inclusion (EDI) principles into the recruitment and selection of board members and senior management. The Board of Origin Housing Group (OHG) consists of 12 members, including 11 non-executive members and one executive, the Chief Executive. The board reflects a commitment to diversity, with 58% of members being women, 25% identifying as Black, Asian, or Minority Ethnic (BAME), and 8% representing residents, ensuring that the resident voice is considered at the highest governance levels. 

The Board does not currently include any members with disabilities. The average board tenure is 6 years, and 16% of the board has changed in the last two years. Prior to the merger, the Audit and Risk Committee had three members, two of whom had significant financial expertise. One of these members previously served as the Chief Executive of the Charity Finance Group, while the other is a qualified accountant with over 30 years of experience, including a role as Chair of another Registered Provider’s Audit Committee. 

We are committed to fair remuneration practices and we ensure that all employees are paid at least the Real Living Wage. We also strive to ensure pay equity. Our median gender pay gap is 6.4% (improving by 1.6% on the previous year) and we voluntarily complete an ethnicity pay gap report with the median pay gap at 13.6%; action plans are in place to continue to address the gaps. The ratio between the CEO’s salary and that of the median worker is 4.7, reflecting a relatively modest disparity between executive and employee pay levels. These measures highlight our focus on promoting fair wages and reducing income inequality within the organisation.  

We are committed to promoting equality, diversity, and inclusion (EDI) through a well-defined EDI strategy and action plan, which is overseen by an EDI working group. To support this, the organisation has established four staff networks focusing on ethnicity, LGBTQ+, disability, and wellbeing. These networks not only provide regular support for colleagues but also serve as consultation bodies for policy development, strategy, and changes. A comprehensive Learning and Development training suite is available to educate staff, raise EDI awareness, and foster an inclusive workplace. We further champion an inclusive culture by regularly promoting the EDI networks through networking days, the Internal Origin Brief, all-staff emails, and frequent updates on EDI initiatives published on the O-Net.  

We actively support the physical and mental health of our staff through a comprehensive wellbeing strategy built around five core commitments. This strategy is backed by an action plan that is regularly reviewed and monitored by the Wellbeing Group. We run a variety of initiatives, including Mental Health Awareness Week, suicide awareness campaigns, and webinars such as "Building Resilience." Staff can participate in physical activities like a table tennis club, walking groups, and an upcoming 5-a-side football team. One-off events, such as meditation, mindfulness sessions, and choir activities, also contribute to overall staff wellness.  

In addition, we have 15 Mental Health First Aiders available for staff to seek support, along with access to the Employee Assistance Programme, which offers counselling and other benefits. Staff can also opt into Simply Health, a cash health plan providing financial assistance for health treatments, diagnostics, hospital stays, and access to a 24/7 GP service.   

Managers are trained to offer reasonable adjustments under the Equality Act, and wellness plans and stress assessments are available when needed. For long-term sickness, referrals to occupational health are made to ensure appropriate support for returning to work. Recently, we introduced a menopause policy, along with resources, champions, and a monthly internal menopause group, providing a supportive space for women experiencing menopause.  

We support the professional development of our staff through a variety of initiatives aimed at enhancing both technical and leadership skills. Significant investment is being made in enhancing technical skills in areas such as Fire Safety, the Building Safety Act, and Damp and Mould management, and 8 staff members are working towards RICS qualifications. Additional support includes a well-regarded mentoring scheme and a comprehensive in-house leadership development programme for middle and senior managers. We have also made substantial investments in technical training, compliance training, and systems training, including an in-house Systems Trainer. Team development days, course sponsorship, and training for staff network groups further enrich professional growth, alongside external opportunities like the Next Generation Leaders Development programme and ongoing review of CIH qualifications in response to the new Social Housing regulation.