Critera 1. Distribution of EPC ratings of existing homes (those completed before the last financial year)

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?

Riverside is committed to achieving net-zero by 2050. A roadmap is being developed, focusing on the largest contributor to our carbon emissions: our homes. As the first significant milestone on this journey, all our homes will be a minimum EPC C by 2030.

We have a Climate Responsibility Strategy which covers homes, places and working practices, delivered by a dedicated team and encompassing a wide range of sustainability objectives. Amongst its broad remit, the strategy covers our commitments to:

• Improving the energy efficiency of our homes and heating systems and tracking our environmental performance
• Informing customers and training colleagues to make more sustainable choices
• Delivering energy efficient, low carbon new homes
• Ensuring our environmental management processes follow ISO1400 requirements
• Reducing the environmental impact of our offices and operations, including our suppliers through sustainable procurement and contract management processes.

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?

Critera 7. Does the housing provider have a strategy to enhance green space and promote biodiversity on or near homes? If yes, please describe with reference to targets in this area. If no, are you planning on producing one in the next 12 months?

Riverside has an Ecology and Biodiversity Policy which sets out the process for existing sites and new developments, including Biodiversity Net Gain. We encourage biodiversity on all our development sites and existing neighbourhoods, working in partnership with our customers.

Our new development teams have worked with partners to ensure Biodiversity Net Gain legislation has been implemented and deliver a minimum 10% where required.

Our Green Spaces Plan 2025-27 is in the approval process to commence delivery of nature-based initiatives on existing neighbourhoods and new developments to support nature recovery, climate resilience, as well as our customers’ health and wellbeing. The plan’s initiatives will inform targets for future nature-based initiatives.

As part of our commitment to creating greener neighbourhoods, customers have access to a community fund which provides money for community-driven projects.

Criteria 8. Does the housing provider have a strategy to identify, manage and reduce pollutants that could cause material harm? If so, how does the housing provider target and measure performance?

Riverside does not have a specific pollutants strategy currently, however throughout 2025/26 we aim to deliver such a strategy in collaboration with our Environmental Management working group. We have a wider Aspects and Impacts Procedure to identify and evaluate Riverside’s environmental activities including, where relevant, those of our sub-contractors, to determine their significance, and the establishment of appropriate controls. The procedure was last reviewed in February 2025 and is on a yearly review schedule.

Aspects and their impacts should include:

• Actual direct aspects through consumption or emissions/ releases/ wastes under normal operating procedures.
• Indirect aspects which can be influenced by the organisation e.g. contracted activities or supplier activities.
• Aspects arising throughout the lifecycle of the activity or service e.g. raw material use, end of life treatment.
• Past or future activities which can include the consequences of transitioning organisations or changing future processes.
• Aspects arising from abnormal conditions which would be planned but infrequent, such as maintenance activities.
• Potential aspects/ impacts from emergency situations which may occur because of spillages, accidents etc. or from potential environmental situations which may have an impact on the business (e.g. flooding).

Environmental aspects can therefore be considered to include:

• Controlled and uncontrolled emissions to atmosphere/ discharges to water, waste generation and management, particularly hazardous wastes.
• Contamination of land from leakages and spills/ pre-existing land contamination.
• Use of land.
• Use of raw materials and natural resources including fuels, electricity, and water.
• Noise, odour, dust vibration and visual impact.
• Local/ community environmental issues.
• Flooding and severe adverse weather.

Criteria 9. Does the housing provider have a strategy to use or increase the use of responsibly sourced materials for all building and repairs works? If so, how does the housing provider target and measure performance?

We do not currently have a strategy in place; however, we work to requirements that ensure all materials for new build homes are sourced from responsible and traceable suppliers.

As part of the new procurement regulations, Riverside is including sustainability metrics within all our strategic contracts.

Criteria 10. Does the housing provider have a strategy for waste management incorporating building materials? If so, how does the housing provider target and measure performance?

Riverside is fully committed to reducing its impact upon the environment by managing its waste streams in an effective and sustainable manner. We have a Waste Management Procedure in place to support this, setting out our duties to ensure waste is disposed of responsibly and using approved, registered waste contractors.

The procedure states that Riverside will adopt the ‘best practicable environmental option’ in the delivery of its waste management practices. Riverside will also apply a ‘waste hierarchical approach,’ to reduce, re-use, recycle and compost, recover, create energy (where applicable/ possible) from waste products in preference to the disposal of waste to landfill.

There is a legal requirement for all who produce, keep, or dispose of any waste of any type to comply with the various regulations and the Duty of Care under the Environmental Protection legislation. Riverside recognises the importance of meeting these legal requirements and to manage its waste responsibly, reduce the volume of waste sent to landfill and maximise re-use and recycling where possible.

Riverside requires all colleagues and contractors to comply with this procedure and also encourages customers and anyone else making use of our premises to comply.

Waste management performance is measured using four Key Performance Indicators (KPIs) within Riverside, which are total tonnes of waste: generated, recycled, recovered (i.e., energy from waste), and sent to landfill.

For Riverside-generated waste, the waste performance data is collated centrally by the Environment, Energy & Sustainability Team, using information provided by our preferred waste suppliers.

Criteria 11. Does the housing provider have a strategy for water management? If so, how does the housing provider target and measure performance?

Riverside has a Water and Wastewater Management Procedure which sets out how to manage site discharges and drainage, and the various requirements for surface water and foul water discharge consents and water abstraction. This procedure also highlights the need for efficient use of water.

Wastewater samples are taken periodically to ensure compliance. Non-compliance is recorded and investigated as an environmental incident.

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)

* It is important to note that we operate nationally across 159 local authority areas. The chart below shows how our rents and service charges combined compare by region with LHA and PRS rents. 

Criteria 13. Share, and number, of existing homes (owned and/or managed) completed before the last financial year 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
• Other

*Figures taken from the Statistical Data Return (SDR) as in 23/24 to enable year-on-year comparison.

Criteria 14. Share, and number, of new homes (owned and/or managed) that were completed in the last financial year, 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
• Other

*Figures taken from the Statistical Data Return (SDR) as in 23/24 to enable year-on-year comparison.

Criteria 15. How is the housing provider trying to reduce the effect of high energy costs on its residents?

Our Affordable Warmth service is a national service and predominantly phone based. It provides advice and assistance for those facing fuel poverty. Work can include helping with grant applications to the Warm Home Discount Scheme and Trust Fund applications, whilst also assisting with energy behaviour plans and registration onto the Priority Service Register. The team can offer advice on making changes within the home that would save customers money and improve their position. Colleagues have a target to help customers make £100k in savings over the next year, with energy saving information available on the website.

The team work alongside the gas teams to target those customers who have had their gas cut off, to try and get heating and hot water reinstated and use information from Switchee devices to pro-actively contact residents in properties where there is a risk of cold, damp or overheating. The aim this coming year is to work more closely with the retrofit program to ensure customers are making the most of new energy efficient systems.

In 2024/25 the Affordable Warmth service received around 841 referrals and helped customers gain over £118k in grants, external vouchers and refunds from utility companies. This included working with HACT and TORUS housing to access energy vouchers. The team also attended over 40 community events around the UK to promote affordable warmth and energy efficiency.

Following a review of the service, the Affordable Warmth service was restructured in 2024/25 and now there is one designated officer for each of the Riverside regions, including London to cover former One Housing group stock. The aim is to provide more face-to-face support to customers in the next few years. Riverside continues to have a Helping Hand fund which can be accessed by a number of teams and in 2024/25 over £20k of energy vouchers were issued via this fund, to 714 customers at risk of self- disconnection from gas/electric.

Criteria 16. How does the housing provider provide security of tenure for residents?

Most of our tenancies are ‘lifetime’ tenancies – that is periodic assured tenancies which can only be terminated following a court order in accordance with specific grounds set out in the tenancy agreement. The circumstances in which we offer less secure forms of tenancy – for example, assured shorthold tenancies for a fixed period, starter tenancies or license agreements – are set out in our Tenancy Policy, and conform with the Regulator of Social Housing’s Tenancy Standard. Unless the accommodation is not defined as ‘low cost rental’; these are offered in specific circumstances where the purpose of the tenancy is to provide short to medium term accommodation, for example, where a customer is occupying temporary accommodation whilst intensive support needs are met, or where a tenant is on a path to home ownership through a ‘rent to buy’ arrangement.

We are awaiting further information on the timeline for the Renters’ Rights Bill, which is expected to receive Royal Assent in Autumn 2025 and will abolish assured shorthold and starter tenancies.

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.

Criteria 18. What % of homes meet the national housing quality standard? Of those which fail, what is the housing provider doing to address these failings?

Those that do not meet the criteria are put into an investment programme with works completed for them to become 100% compliant within the financial year.

Criteria 19. How do you manage and mitigate the risk of damp and mould for your residents?

Riverside has developed a three-year Damp and Mould Strategy (April 2022 – March 2025), backed by £3m additional investment each year. We published a comprehensive Damp and Mould policy in December 2022 with revised procedures.

We’re confident customers know how to report concerns around damp and mould to us, with bespoke information on our website, reinforced through newsletters, and changes made to the MyRiverside app through which many customers report repairs. We are responding where customers have a concern; completing over 11,000 inspections and 6,975 repairs during 2024-25.

Technical review:
As part of our ongoing efforts to improve, particularly on the diagnosis on the root causes of damp and mould, we have conducted a technical review with the aim of strengthening our end-to-end process – from the initial customer report, through on-site inspections and delivery of repair works, to handover back to the customer and follow-up.

We engaged a specialist external consultant to visit 15 homes where remedial works had already been completed. Their role was to critically assess our approach and provide recommendations for improvement, with a particular focus on the technical aspects of the solutions provided. This review has led to the development of an improvement programme, which we are now implementing to enhance our operating model.

Key changes include improved methods for capturing customer insights, and the introduction of more comprehensive surveys that take a whole-house approach. These surveys now incorporate building pathology principles and provide clear justifications for recommended repairs, which can be audited for assurance. We have also strengthened our follow-up processes to ensure that interventions are effective, and customers receive appropriate support throughout the journey.

Ventilation Standard:
This year, we developed a new Ventilation Standard in response to the fact that around 80% of damp issues are caused by condensation due to inadequate ventilation. To address this, we are enhancing our ability to assess the adequacy of ventilation systems, ensuring the correct system is selected based on the specific context of each home. We are also introducing processes to test system performance after installation, providing assurance of both compliance and alignment with best practice performance standards. Alongside this, we are producing information materials to advise customers on the benefits of these systems and how to use them effectively.

Switchee:
To date, we have installed 3,703 Switchee units, with a further 1,600 scheduled for installation. We continue to improve both the timing of installations and how we use system data to respond to damp and mould issues. We are currently working with our specialist Damp and Mould teams on how to manage mould-related alerts. This includes ensuring that the right staff review the data at the right time and can respond appropriately, such as by contacting customers to help diagnose the root cause of issues and lower the risk of mould developing in their home.

We are also updating our systems with the goal of integrating mould alerts into our Customer Relationship Management (CRM) platform. This will enable our call centre advisors and housing teams to better understand and address issues in real time. Supporting this effort is new functionality in Switchee’s portal, called “Homescan,” which can now automatically diagnose the root cause of damp and mould. This reduces our reliance on staff to manually interpret data, making it quicker and easier to support residents.

We continue to work in partnership with other organisations and specialists to develop and share best practice, these include Greater Manchester Housing Providers, Future Homes Consortium and various forums. 

Criteria 20. What are the results of the housing provider’s most recent tenant satisfaction survey? How has the housing provider acted on these results?

Criteria 23. What are the key support services that the housing provider offers to its residents? How successful are these services in improving outcomes?

In 2024/25 the Riverside Foundation provided a total of £2.39m funding to projects supporting Riverside’s Communities and Livelihoods Strategy, here are some of our achievements:

Riverside’s Money Advice team is a national, predominantly phone-based service that provides specialist benefit advice. In 2024/25 the team received almost 5,000 referrals, helping customers claim £3.6m in additional benefits surpassing the £2m target. Over £1m was Housing benefits, including discretionary housing payments which directly go to rent accounts to help sustain tenancies.

Riverside’s Affordability Team provides advice and assistance to applicants who have been offered a Riverside tenancy to ensure they have furniture and understand how to set up their new tenancy, including claiming any housing benefits. In 2024/25 281 referrals helped customers obtain grants for furniture, rent in advance, and additional benefits with a value of around £372k.

Our Helping Hand’s fund (HHF) can be accessed by all Riverside frontline workers to help customers facing crisis and/ or significant financial hardship. In 2024/25 over £500k of support was provided. This included almost 1,400 food shopping vouchers and 715 energy vouchers to those at risk of self-disconnection. The HHF also helps with furniture and white goods, which will always be the most energy efficient models. Over 2024/25, almost 500 brand new white goods were ordered for customers. The fund can also be used for flooring which helps with maintaining heat in a property.

The Financial Inclusion and Housing Sustainment Teams also access external funds to support customers. Last year the housing sustainment team managed to secure £40k plus of household support fund money for use by Riverside customers. 

Significant support has been provided to help to tackle food insecurity in 2024/25 through the Foundation. Donations were made to 40 organisations to support local projects delivering support around food and fuel insecurity including food banks, pantries, luncheon clubs and cookery schemes. Riverside’s partnership with Can Cook in delivering its Well Fed Project in Langley, Greater Manchester and Colshaw Farm, Cheshire East continues, supported by the Foundation. In the first year of the programme, 34,192 meals were delivered to 767 customers across 212 homes.  We supported 21 new projects tackling food poverty during the year, via a combination of donations, and Community Fund awards.  

Riverside increased our Employment and Training Team to 6.2 (Full Time Equivalent) Employment and Training Officers, plus a full-time Employment and Training Team Leader – all these posts are funded by the Riverside Foundation. Helping people to fulfil their potential by supporting their academic and professional goals through advice, training and volunteering opportunities. In 2024/25 the team supported 735 customers, with 172 securing jobs and 162 accessing training/ volunteering, 55% of those supported had been unemployed for over 12 months. 

We have developed and published 22 Support Directories across our neighbourhoods, including a national Support Directory.  These share information on extra support available locally and include information on food support, help to get online, debt support services and much more.

For our Retirement Living Services, the Health and Wellbeing Programme is a Riverside Foundation project where colleagues can apply for activities and equipment to promote health and wellbeing to benefit our customers, examples include:

• Chair-based exercise sessions or equipment
• Gardening equipment and clubs
• Hire of an external body to deliver activities
• Wellbeing activities
• Arts/ crafts/ hobby clubs
• Music/ dance-related activities
• Celebrations/ cultural events such as parties where there is a definable health benefit.

In 2024/25, the Health and Wellbeing Programme funded 53 projects/ activities that took place, benefitting 1,187 customers. The total funding provided was over £12,000. Our Housing Sustainment Team supported over 600 customers during 2024/25, with over 96% of customers sustaining their tenancy following support.

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 examples or case studies of where the housing provider has been engaged in placemaking or placeshaping activities.

The Riverside Foundation Community Fund supported 85 applications for funding in 2024/25 to support local projects. Through the Community Fund a wide range of activities were provided within communities including community events, warm hubs, environmental projects, and initiatives for young people.

Led by the Community Planning & Resilience Team in response to an identified need, the Riverside Clean Up Crew project enabled the purchase of litter picking equipment. The resources are stored in Riverside offices in six locations and are available for access by local housing teams, resident and community groups, and volunteers wanting to use the equipment for clean-up days, walkabouts and litter picking events across our neighbourhoods. Environmental days provide the opportunity for Riverside staff to engage with customers in an informal setting, helping to build up communication and trust, breaking down barriers which help support customer satisfaction and pride in the areas in which they live.

During 2024/25 we established 40 new community hub partnerships. As well as accessing the Riverside Foundation’s Community Fund, we have successfully accessed funds from our contractors via their social value. Some examples include:

• £16k from Fusion 21 to match fund the refurbishment of the Multi-Use Games Area (MUGA) at Salterbeck
• £10.5k from Travis Perkins to fund three projects in Workington, Carlisle and Derby
• £10k from Stonegrove to match fund a school-based project in two Isle of Dogs secondary schools
• £2k from Frank Rogers to match fund a project providing beds for children in Liverpool

We also successfully accessed grant funding ourselves, as well as supported community organisations to access funding. Some examples include:

• £10k National Lottery ‘Awards for All’ funds for a youth project in Stoke
• £20k Shared Prosperity Funds for a woodland walk in Workington
• £5k Holiday Activities and Food programme (HAF) funds in Workington-delivered by Riverside
• £37k Shared Prosperity Funds to refurbish the MUGA at Salterbeck
• £4k Cumbria Council funds to deliver weekly wellbeing hubs

Criteria 25. Is the housing provider registered with the national regulator of social housing?

Yes

Criteria 26. What is the housing provider’s most recent regulatory grading/status?

G1/V2

Criteria 27. Which Code of Governance does the housing provider follow, if any?

National Housing Federation’s Code of Governance 2020

Criteria 28. Is the housing provider a Not-For-Profit? If not, who is the largest shareholder, what is their % of economic ownership and what % of voting rights do they control?

Yes

Criteria 29. Explain how the housing provider’s board manages ESG risks. Are ESG risks incorporated into the housing provider’s risk register?

The Groupwide strategic risk register is owned by Riverside’s Group Board and is a standing item at every meeting of Board, and Group Audit and Risk Committee. The risk register has a clear line of sight between risks, mitigations and board assurance. ESG risks are identified and mitigated across the risk register, including: 
 
Resilience: Changing climate and increased incidents of adverse events affects sustainability of homes. Climate change will make flooding and overheating more frequent leading to rising insurance costs, customer disruption and harm. Areas at highest risk of repeat flooding may become unviable and customers may choose to move away to other providers. The need to adopt sustainable practices and reduce carbon footprints can lead to significant changes in asset management strategies and failure to comply with sustainability standards could lead to regulatory penalties and reputational damage.  
 
Sustainability: Climate change is inherently uncertain and environmental standards, solutions and technology may change over time.  We are committed to meeting our Carbon Zero responsibilities and our Climate Strategy sets out how we will do this, which will be balanced with the need to protect the business plan especially with concerns over value for money and deliverability of EPC C/ net zero on some stock types.   
 
The Risk Register also sets out how we are mitigating against these risks, including through:

• Publication of Riverside’s Climate Strategy 2022-26 – setting out how the Group will retrofit existing stock as well as meeting tougher standards for new builds.
• Flood risk contingency arrangements.
• Emergency response plans in place to protect customers in the case of an adverse event, such as flooding or overheating.
• Grant Funding for Carbon Zero.

Criteria 30. Has the housing provider been subject to any adverse regulatory findings in the last 12 months (data protection breaches, bribery, money laundering, HSE breaches etc.) – that resulted in enforcement or other equivalent action?

No

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?

Diversity and Inclusion are very important to Riverside, and we have signed up to the National Housing Federation’s “Chairs’ Challenge” to create a vision to become more equal, diverse and inclusive, and prioritise diversity in succession planning.

During 2024/25, the way in which Board vacancies were advertised was reviewed, with a view to attracting a more diverse range of customers, particularly from ethnic minority backgrounds. This was successful, with over 25% of applicants for Group Board and Committee posts identifying as non-White British, following a targeted campaign. Of the 12 Board and Committee appointments made over 2024/25, two identified as non-White British.

As of 31 March 2025:

• The Board was 67% female (a reduction of 16% from our previous year)
• 25% of Board members identified as ethnically diverse (unchanged from our 2024 ESG report)
• No members of the Board had declared having a disability (unchanged from our 2024 ESG report)
• The average age of the Board was 57 years (unchanged from our 2024 ESG report)
• The average tenure of the board was 2 years, 6 months (down from 3.4 years as reported in our 2024 ESG report)

As reported in our previous ESG report, one member (8%) of the Board is a tenant member. In addition, there is a customer Observer at each Board meeting and a further three tenant members on Committees of the Board and subsidiary Boards, with plans to recruit additional customer members in 2025.

In addition, Riverside has a dedicated Customer Voice body whose meetings and scrutiny activity is reported into the governance structure.

In terms of recruitment to senior management positions, we operate a guaranteed interview scheme. This means that any applicants who identify as ethnically diverse and meet the minimum requirements for a post, are guaranteed an interview.

At the Governance and Remuneration Committee meeting held 30 September 2024, members approved joining the Housing Diversity Network Board (HDN) Trainee Programme to help diversify our Board and Committees to reflect the communities we serve, as well as developing our ethnically diverse colleagues by supporting their development and meeting our commitment to the National Housing Federation’s Chairs Challenge. The programme lasts two years and has two halves. One by which we appoint three members of our staff to learn to become Board/ Committee members by partnering them with other organisations, and one by which we appoint three external individuals to learn to become Board/ Committee members by partnering with us. Trainees attend HDN-led training workshops and observe Board and Committee meetings as part of their learning journey. Internal candidates joined the January 2025 cohort, and three external candidates started their journey with us on the July 2025 cohort.  For the external candidates, various events are be planned for the duration of the two-year programme to support their learning, such as attendance at Masterclasses and our Strategy Day, as well as an opportunity to observe a variety of Board and Committee meetings during the programme.

Criteria 32. What % of the housing provider’s Board have turned over in the last two years? What % of the housing provider’s Senior Management Team have turned over in the last two years?

50% of Riverside’s Board have turned over in the last two years (an 8 % increase from the previous year).

50% of Riverside’s Senior Management Team have turned over in the last two years (a 29% increase from the previous year)

Criteria 33. Number of board members on the housing provider’s Audit Committee with recent and relevant financial experience.

• One member is a Chief Finance and Investment Officer and is a Chartered Global Management Accountant (CGMA).
• One member is a Fellow Chartered Management Accountant (FCMA).
• One member is a Fellow of the Institute of Chartered Accountants and a member of the Chartered Institute of Internal Auditors.
• One member is a CFO and Member of the Chartered Institute of Public Finance and Accountancy.

Criteria 34. What % of the housing provider’s board are non-executive directors?

92% (unchanged from our 2024 ESG report)

Criteria 35. Has a succession plan been provided to the housing provider’s board in the last 12 months?

Yes

Criteria 36. For how many years has the housing provider’s current external audit partner been responsible for auditing the accounts?

Four years

Criteria 37. When was the last independently-run, board-effectiveness review?

An externally supported governance review was undertaken in September 2025.

Criteria 38. How does the housing provider handle conflicts of interest at the board?

The Governance Policy includes a statement on conflicts of interest that Board members must always put the interests of the organisation before their own personal interests. This is also captured in the Code of Conduct and Agreement for Services to which each member must adhere. There is a standing item of Declaration of Interests on all agendas. A comprehensive report on interests is submitted annually to the Group Board, as well as a reminder of obligations which is also submitted to all committees and subsidiary boards. 

Criteria 39. Does the housing provider pay the Real Living Wage?

Yes

Criteria 40. What is the housing provider’s median gender pay gap?

11.79% (a 0.49% increase from the previous year)

Criteria 41. What is the housing provider’s CEO:median-worker pay ratio?

Criteria 42. How is the housing provider ensuring equality, diversity and inclusion (EDI) is promoted across its staff?

To embed ED&I across the organisation, we have the following:

• Reflected ED&I in one of our organisational values – ‘We are Inclusive’.  Colleagues are regularly asked to evidence how they have demonstrated the Riverside values in their everyday practice as part of performance reviews.
• Four colleague networks – EMpower (for ethnically diverse colleagues), Enable (for disabled colleagues and colleagues with a health condition), Pride (for LGBTQIA+ colleagues) and WREN (Women at Riverside Employee Network – for female colleagues and those identifying as female). All four networks also have very strong allies within the membership and colleagues can be members of more than one network, as we strongly believe in the power of intersectionality. Each network also has an executive sponsor, who supports the chair and members at a strategic level.
• Peer support groups who meet monthly and are a safe confidential space for colleagues to have an informal chat about their personal experiences, to share advice and be there as support for other colleagues. They are for colleagues with lived experienced of: cancer, parenting, bereavement, menopause, mental health, men at work, long-term health conditions and neurodiversity.
• A mandatory ED&I eLearning module which is very interactive and contains practical examples of discriminatory behaviour and micro-aggressions, to help colleagues understand and appreciate the dangers of such attitudes and behaviour. The content is regularly reviewed and updated via consultation with the ED&I Manager to ensure it is both up to date and supportive.
• A network of 70 ED&I Champions, all of whom are now fully trained Mental Health First Aiders who are role models for ED&I, by ensuring that ‘Our Riverside Way’ and ‘We are Inclusive’ values are central to our workplace behaviours. They assist the EDI Manager to promote awareness of ED&I issues throughout Riverside, helping to embed a culture of fairness and respect for both customers and colleagues. We are in the process of training all our remaining Wellbeing Champions as MHFAs over the coming months.
• Equality Impact Assessments (EIAs) continue to be completed when policies are written and reviewed, with our EIA toolkit ensuring there is no potential for unintended discrimination and unequal impact on customers who are affected by the policy or accompanying procedures.
• People Services also have a supportive role in their team, with one of their People Experience Advisor roles being dedicated to ED&I, ensuring the colleague perspective is always taken into consideration.

Criteria 43. How does the housing provider support the physical and mental health of its staff?

The health and wellbeing of our colleagues is extremely important and something we take very seriously as an organisation. We have a dedicated People Experience Team to help drive our colleague wellbeing agenda. Whether working on the frontline, in an office, or working from home, work shouldn’t come before wellness, and our health and wellbeing support is available to everyone, whenever it’s needed.

We have many policies in place to help guide and support our colleagues with their physical and mental wellbeing such as our workplace stress policy, health surveillance policy, reasonable adjustments and DSE policies. We also have guidance and support for bespoke health matters such as fertility. In addition to our policies, our colleagues are given two volunteering days per year to support their community or a cause close to their heart. We also have our Employee Assistance Programme supported by AXA, plus we can offer additional financial assistance in times of need when it matters most, via our own in-house charity ‘Workplace Trust’ which is fully funded by colleague donations direct from their salary tax–free.

In addition, we have 70 wellbeing champions across the business who are there for colleague support and signposting, as well as several peer support groups which have a clear focus on physical and mental wellbeing. These groups help colleagues through life changing experiences such as cancer, bereavement, menopause, and parenthood.

We also have a wide range of initiatives and support networks available to colleagues, including our Enable staff group which supports colleagues who have a disability or illness and promotes wellbeing across the group. Our annual colleague survey have a bespoke section dedicated to health and wellbeing with clear action plans to support the findings.

Our Wellbeing Hub is available on our employee intranet and links to our ‘five ways to wellbeing’. The Hub provides bespoke support to help colleagues connect, stay active, learn, work smarter and give back, with a focus on staying mentally and physically fit and healthy. It has a wealth of information available to encourage colleagues to take responsibility for their own wellbeing.

Criteria 44. How does the housing provider support the professional development of its staff?

We have two main routes for colleagues to access professional development qualifications and programmes: apprenticeship and professional sponsorship.

• Apprenticeships are fully funded work-based, pragmatic training courses that provide nationally recognised qualifications and certificates from entry to masters level.
• Professional Sponsorship is for those formal qualifications that cannot be completed as an apprenticeship. For example, they may be niche or brand new to the sector. For requests outside our fully funded offering, colleagues can apply for a study grant of up to £1,500 per year for three years.

We meet subscription costs for colleagues who are members of relevant professional bodies. 

Criteria 45. How is social value creation considered when procuring goods and services? What measures are in place to monitor the delivery of this Social Value?

In line with the National Procurement Policy Statement, there must be regard for social value within each of our procurement tenders. Riverside’s social value question is weighted, and the tenderers must indicate which activities they can support throughout the contract term. Riverside’s work in social value aligns with the priorities of our Communities and Livelihoods Strategy and the Riverside Foundation, which are to:

• Prevent evictions and homelessness by proactively working with customers to sustain their tenancies.
• Support the livelihoods of our customers through projects providing advice and support, and build capacity for people to improve their own lives – going beyond the traditional landlord service.
• Promote community resilience and empowerment by supporting new and existing voluntary groups who are trying to make life better in our neighbourhoods.

We want a coordinated approach to social value, bringing maximum opportunities and benefits to our customers and communities to support their economic prosperity, health and wellbeing, and independence. This is through donations for community projects, volunteering, employment and training opportunities, and digital inclusion.

To ensure we can genuinely measure our social value activities and communicate this to our customers and stakeholders, we use a social value portal which is accessed by our internal teams as well as our supply chain. The Impact Reporting Portal enables us to monitor and update all activities achieved through contracts.

Over 2024/25 we can report the following social value gains:

• Over £100k donated to our community projects, such as our Well Fed campaign through Can Cook, improving young person resilience with Commando Joes, job starter packs, and home starter packs.  
• The supply chain has carried out more than 100 volunteer hours, including working on tree planting schemes and other activities to improve our communal areas.
• Ten people have been employed, seven customers have experienced work placements, and three apprenticeships have been secured.  

 Social value takes different forms, and we have also had several laptops, SIM cards and coats donated to our veteran community, support with our community centres, day trips for our older customers and sponsorship for sports teams.

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?

The Riverside Group are committed to driving positive environmental impacts through our procurement process. We require all suppliers, regardless of size or sector, to measure, report and continuously improve their sustainability performance throughout the duration of their contracts with us.

To ensure proportionality and fairness we have tailored approaches our procurement team can use when putting the tender together. We have created a Sharepoint Folder with a list of various sustainability requirements, questions and KPIs. The questions are divided into those most appropriate for a) Asset Services, b) Business Services and c) IT/ Data Services, they are also segmented into larger suppliers/ higher value contracts and smaller suppliers/ lower value contracts. There is also the Supplier Sustainability Report (SSR), where all suppliers will be required to enter data in the Impact Reporting portal every six months. This will provide useful supply chain metrics on emissions, water, waste, and responsibly sourced materials. By implementing these measures, we foster collaboration with our supply chain, ensuring that sustainability remains a shared priority while delivering measurable progress toward our net zero goals.