Environmental

T1 - Climate

Prevents and mitigates the risk of climate change

C1 - Distribution of EPC ratings of existing homes (those completed before the last financial year).

EPC A: 0.44%
EPC B: 21.08%
EPC C: 62.26%
EPC D: 14.79%
EPC E and below: 1.37%
No EPC: 0.07%

[Footnotes]

We have set a minimum standard of EPC C by 2030 for our existing homes, and at the end of the financial year, 83.77% have achieved this.
In order better understand our progress towards EPC C by 2030, we have now modelled the majority of our stock against the newest version of RdSAP. This has resulted in some variation in the grading of homes from the previous version.
These figures include a small number of homes without an EPC rating (as dictated by the Sustainability Reporting Standard's guidance), which our Annual Report does not.

C2 - Distribution of EPC ratings of new homes (those completed in the last financial year).

EPC A: 13.5%
EPC B: 86.5%

C3 - 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?

We have set a target for all of our housing stock to be EPC C or above by 2030 and have a costed transition plan to achieve this.

Through our Asset Management Strategy and forthcoming Sustainability Strategy, we will ensure our customers' homes are net zero by 2050, and our operations and supply chain is net zero by 2050 or earlier.

We will develop costed carbon reduction pathways to ensure we meet these objectives.

C4 - What progress has the housing provider achieved in the last 12 months towards its Net Zero targets and strategy?

What retrofit activities has the housing provider undertaken in the last 12 months in relation to its housing stock?

The last 12 months saw the first year of our three-year retrofit programme, supported by the Warm Homes: Social Housing Funding (WH:SHF). In this period, we upgraded the energy performance of 183 homes, with many more in progress.

Our planned maintenance programme also continues to replace legacy systems with more modern solutions to support efforts to ensure our customers have comfortable and affordable homes. Specifically:

The loft insulation was improved in 749 individual homes and a further 10 blocks of flats;
Cavity wall installation was added to 123 homes;
The windows were replaced in 1,084 homes;
1,356 boilers were replaced with more efficient models;
Air source heat pumps were installed in 84 homes;
Night storage heaters were replaced in 331 homes;
Solar PV was added to 170 properties.

At two of our housing schemes the large non-condensing commercial boilers were replaced with more efficient condensing boilers, reducing gas consumption by over 20%. At a third scheme, thermostatic radiator valves were installed in customers’ homes, giving occupants greater control over indoor temperatures and reducing fuel consumption, whilst at a fourth scheme the hot water system was upgraded, resulting in reduced plant running times and therefore gas use.
Our Resource Centre at Enham Alamein is underwent major refurbishment and the updated building incorporates an 84-panel PV array, which is predicted to generate around 40MWh of green energy per year.
We continued to consult with colleagues and stakeholders during the year to develop our Sustainability Strategy. This included starting a Double Materiality Assessment (DMA) to help us better understand the potential financial impacts of external sustainability and net zero drivers, and identify the most important sustainability issues to Aster and our stakeholders.

C5 - Scope 1, Scope 2 and Scope 3 Greenhouse Gas emissions

Our greenhouse gas emissions for 2025-26 were as follows:

Scope 1 (mains gas, owned fleet, plant and equipment, fugitive emissions): 6,961 tCO2e, which equates to 192 kgCO2e/home

Scope 2 (purchased electricity, location-based): 1,489 tCO2e, which equates to 41 kgCO2e/home

Scope 3 (electricity transmission and distribution, housing stock regulated emissions, business travel, homeworking, leased fleet, electricity supplied by landlord): 52,676 tCO2e, which equates to 1,452 kgCO2e/home

This represents a 33% reduction in emissions per home since 2019-20, from 2.529 tCO2e/property to 1.689tCO2e/property.

**C5+ (optional question) - Does the housing provider qualify for SECR reporting? [Yes/No]**

We are required to comply with Streamlined Energy and Carbon Reporting (SECR) requirements. The SECR report for 2025-26 was included in the company Annual Report. 8,904 tCO2e of GHG emissions were reported, covering those arising from energy use (gas, electricity and transport), as required by the legislation. We use an intensity metric to track our performance as we grow. This metric is GHG emissions per home owned and managed, and for 2025-26 the figure reported was 245 kg CO2e / home.

C6 & 7 - Has the housing provider mapped and assessed the increased flood risks and water stress risks to its homes caused by climate change in the last 2 years?

How is the housing provider mitigating these risks?

Climate risk will form part of our new Sustainability Strategy, which we are currently developing. We plan to carry out an assessment of the risks to our homes, operations and supply chain resulting from climate change and will put in place measures to mitigate the key risks identified.

C8 - Has the housing provider mapped and assessed the increased overheating risks to its homes caused by climate change in the last 2 years?

How is the housing provider mitigating these risks?

Building on our previous work, we have continued to evaluate overheating risk to our homes, in particular those occupied by our most vulnerable customers, including those living in our supported housing schemes.
We are currently working with external partners to map out our blocks at risk of overheating. This is reported into our Strategic Asset Management Group. Those identified at risk will be monitored for internal temperatures going forward so interventions can be put in place at the highest risk sites.

Previously, we carried out an assessment into overheating at a particular scheme with known issues. This identified interventions to minimise solar gain, for example by fitting external shading or windows with solar control glazing, and reducing internal heat gains through upgrading lighting to LED, removing unneeded hot water cylinders and ensuring heating systems are correctly controlled and properly maintained.

T2 – Nature

Promotes ecological stability

C9 - 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, is the housing provider planning on producing one in the next 12 months?

No, but we are planning to develop one. A key pillar of our Sustainability Strategy will be Biodiversity, and will incorporate targets around greenspace. In future we will be exploring the potential for greenspace and biodiversity enhancement working with communities, and will develop a strategic approach to Biodiversity Net Gain (BNG). Biodiversity aims will partly be informed by our previous nature and biodiversity baselining exercise, carried out across our existing land holdings, and our recent project, Wild About Enham.

Wild About Enham is an ongoing initiative to find out what wildlife the village of Enham Alamein is home to and how we can support it. The project aims to increase biodiversity and nature awareness across the village of by engaging the community to help us identify and count species, and using resident feedback to improve local green spaces. At financial year end, we had plans in place for community talks on wildlife spotting and nature friendly gardening, an art competition focused on local nature, and a citizen science bioblitz, 'The Big Wildlife Count' with schools and residents. This will help us start to create a biodiversity baseline. We will be carrying out further surveys in the coming months as well as community consultation to better understand how residents use these spaces and what they'd like to see, both in terms of facilities and nature. We will also continue to encourage residents to use iNaturalist to spot and record the wildlife they see across the village, helping to build awareness and appreciation of everyday nature.

Last year saw the completion of the community orchard and sensory garden in Enham. This is a space where local residents can visit and engage with local growing and environmental activity, benefitting people's wellbeing whilst building community and helping to improve the biodiversity of the village. This is one of three green spaces across the village included in Wild About Enham, and we will use the findings from the project to further develop the site.

As our property maintenance and estates management activities have the potential to negatively impact on existing biodiversity, we have put in place procedures to keep disturbance to wildlife and habitats to a minimum. This includes ensuring that suitable checks are carried out before works begin, and that our employees and contractors know how to respond should a protected species be found. These procedures are being continually reviewed and updated in order to maximise their effectiveness, and we have worked with the Field Studies Council to develop and deliver bespoke biodiversity training for our surveyors and contract managers.

An example of this positive work in practice is our partnership with local residents, and conservation action group North Wiltshire Swifts (NWS). While carrying roof renewal works to a block in Devizes, a local resident, aware of the building’s importance for bird nesting, got in touch with us via NWS. To save the critical nesting site, we commissioned an inspection by an ecologist, consulted with the community and worked with NWS to install special nesting boxes on nearby homes, offering the birds an alternative location when they returned from their migration. Once the building maintenance was complete, we returned boxes to the original locations and added a new colony of boxes, creating long-term nesting opportunities for returning swifts.

C10 - 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?

Yes. Through our environmental management system, we have mapped out and evaluated pollution risks, and we maintain this information as circumstances change. The most significant risks arise from our sewage treatment plants and septic tanks, and our domestic oil storage tanks. We have robust procedures in place to manage these risks, covering maintenance, contractor management, monitoring and audit, staff training, and emergency preparedness and response. In addition, we operate asset renewal programmes to ensure end-of-life plant and equipment is replaced as needed. Through our Asset Management Strategy, we look to eliminate risk wherever possible, for example by replacing oil-fired and solid fuel heating with more sustainable options.

We take proactive measures to prevent pollution on our development sites through the design of our homes, remediation of land contamination and robust contractor management, including monthly reporting on environmental incidents.

Our Environmental Management System (EMS) is closely aligned to the ISO 14001:2015 standard. Included in our EMS is an environmental aspects register, which identifies and evaluates all of our activities, products and services which impact on, or which are impacted by, the environment. We also maintain a second register setting out our environmental compliance obligations – including applicable legal requirements – and we carry out annual assessments of the extent to which we are meeting these obligations. Compliance obligations and associated controls are mapped onto our company risk management system, JCAD. In addition, we carry out an annual programme of audits to assess how well the requirements of our EMS are being followed across the organisation and to ensure that we continually improve. Where we find non-compliances, be that with legal requirements or the implementation of our EMS, we set corrective and/or preventive actions as required, using our Environment, Health and Safety online platform (Evotix) to track their completion.

T3 - Resource Management

Sustainable management of our natural resources

C11 - 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 in place a specific strategy on responsible sourcing, although this will be given due consideration in the development of our new Sustainability Strategy (from Q3/4 2026/7) and in our new longer-term materials procurement contracts which are being procured this year.

In the meantime, we look to responsibly source materials wherever possible. The strategy will differ between procurements and will be specific to the works we are procuring for. For example, our Employer's Requirements specify Forest Stewardship Council (FSC)-certified timber for developments.

As a member of Procurement for Housing (PfH), our materials solution is procured through a framework with embedded environmental standards and product innovation for sustainability is a standing agenda item in our monthly contractor meetings with building materials suppliers. Contractors and merchants prioritise products made from recycled content and those certified to recognised standards such as FSC, Programme for the Endorsement of Forest Certification (PEFC), and ISO 14021. Many source locally to reduce transport emissions and support nearby communities. All activity aligns with PfH framework requirements, including Environmental Product Declarations, carbon offsetting, and social value reporting.

Circular economy initiatives among suppliers include recycling schemes which divert waste from landfill and promote reuse. Our external decorations contractor for example uses low-VOC paints as standard, supports can recycling schemes, to reduce waste and promote circular economy principles, and in 25/26 had 100% of their waste diverted from landfill. Some offer in-branch facilities and compliant disposal services for customers. Environmental performance of contractors is monitored via audits, fuel and waste tracking, and annual reviews, with merchants developing carbon assessments and ESG dashboards to support transparency.

Through our community land trust (CLT) schemes we continue to help communities realise their aspirations for sustainable homes. Our Transition Homes CLT in Dartington uses Hardie plank for the outer wall cladding, a cementitious fibre cement board that has the lowest CO2 footprint in its class. It also uses mineral wool insulation, slate for the roofs which will have a longer life cycle when compared to concrete tile or sheet steel, and windows made from an aluminium-timber composite. Access decking will be a composite of FSC certified wood and 30% recycled High Density Polyethylene (HDPE) such as from old plastic bottles, and 100% recyclable. Our South Molton scheme will also use timber frames made from FSC certified wood, mineral wool insulation, and slate effect roofs with a high proportion of recycled materials in composition. All homes at both schemes, a total of 79, will be delivered to the highest energy efficiency rating, EPC A.

C12 - Does the housing provider have a strategy for waste management incorporating building materials?

If so, how does the housing provider target and measure performance?

Waste management forms a key part of our environmental management system, and we have procedures and training in place to help ensure we comply with waste legislation. Currently improvements are being made to ensure better compliance, for example through improved waste segregation, relocation of waste storage facilities and updating of contractor vetting processes. In 2025-26 we introduced a new mandatory waste management training programme for all staff. We are working to bring all of our entities into the centralised waste brokerage arrangements currently in place.

For waste that is managed through our waste broker, we receive monthly data on the quantities that have been disposed of and the fate of the waste. We aim for none of our waste to be disposed of to landfill, except where no other alternative is available, as is the case for waste materials containing asbestos.

During 2025-26:

74.2% was recycled
25.3% was recovered
0.5% was landfilled

C13 - Does the housing provider have a strategy for water management?

If so, how does the housing provider target and measure performance?

We recognise that water efficiency is a key element of sustainability and it will be given due consideration in our forthcoming Sustainability Strategy. Currently, we ensure that all of our new developments meet the water efficiency requirements of Part G of the Building Regulations and any higher requirements specified in local planning policies.

C14 - How is sustainability considered when procuring goods and services?

What measures are in place to monitor the sustainability of the housing provider’s supply chain when procuring goods and services?

As noted in the previous response, we do include an environmental weighting where it is appropriate to do so.

The development of our Sustainability Strategy will set out key considerations for sustainability in procurement to be implemented across our procurements.

Specific examples of how we considered sustainability when procuring goods and services in the 2025/26 financial year include materials supply. We work in close partnership with PfH and a network of merchants committed to responsible sourcing and environmental stewardship. These merchants have embedded sustainability into their procurement strategies, operations, and supply chains, supporting our ESG objectives through a range of initiatives and measurable practices. Key elements include:

Use of recycled and certified materials
Merchants prioritise products made from recycled content and those certified to recognised standards such as FSC, PEFC, and ISO 14021. Examples include copper tubing made from 100% recycled copper, recyclable polybutylene pipes and fittings, and timber products sourced in compliance with EUTR regulations
Localised sourcing to Enhance social value
Many merchants source products from suppliers located near their distribution branches, reducing transport emissions and supporting local economies. This approach contributes to community benefit through employment and supply chain engagement
Circular economy and recycling initiatives
Merchants have implemented recycling schemes for materials such as pumps, packaging, and electronic waste. These schemes reduce landfill dependency and promote reuse, with some merchants offering in-branch recycling facilities and compliant disposal services for customers including Aster Group
Carbon reduction and fleet decarbonisation
Merchants are actively transitioning their fleets to hybrid and electric vehicles, monitoring fuel usage, and consolidating deliveries to reduce emissions. Some have replaced nearly half of their fleet with low-emission vehicles and introduced staff incentives such as Cycle2Work schemes
Innovation and product stewardship
Sustainable products are promoted through merchant campaigns and customer engagement. These include water-saving valves, energy-efficient heating components, and waste-reducing devices. Merchants also work with suppliers to improve packaging and reduce environmental impact
Monitoring and performance measurement
Environmental performance is tracked through internal audits, fuel and waste monitoring, and annual policy reviews. Merchants are developing enhanced reporting capabilities, including carbon assessments and ESG dashboards, to support transparency and continuous improvement
Framework alignment
Merchants are aligned with framework requirements such as those set out by PfH, including Environmental Product Declarations (EPDs), carbon offsetting strategies, and social value reporting.

These considerations will also be taken on within our next iteration of materials contracts set to be in place from 2027-31.

Governance

T7 - Structure and Board

Legal structure of the organisation, its Board and Trustees, and its approach to Governance

C28 - What is the housing provider's most recent regulatory grading/status?

G1, V2, C1

In spring 2026, the Regulator of Social Housing (RSH) carried out a full assessment of Aster’s business arrangements, looking at how we are governed, our financial viability and how well we meet consumer standards. This resulted in July 2026 (outside the 2025/26 reporting period) in us having our G1 governance rating reaffirmed – the highest possible grade, and one we have held since the regulatory grading system came into force. Our financial viability rating was also reconfirmed at V2, having moved from V1 to V2 in December 2025. This was reflective of the increased investment in our services and portfolio of over 38,000 homes despite wider economic pressures, to maintain quality and safety for customers.

We are proud to have also received the highest possible grading of C1 for compliance with consumer standards, in our first assessment under the new standards. The C1 rating shows we’re delivering good outcomes for customers including the provision of good-quality homes, keeping customers safe and giving customers meaningful opportunities to have their say. As part of its inspection, the Regulator recognised our commitment to openness and customer involvement, acknowledging the ways we keep customers informed and engaged in decisions about our services, and treat them with fairness and respect. The RSH also noted our approach to ensuring the health and safety of tenants in their homes; our effective, efficient and timely repairs and maintenance service; and our efforts to tackle anti-social behaviour working with other organisations and members of our communities.

C29 - Explain how the housing provider’s board manages ESG risks.

Are ESG risks incorporated in the housing provider’s risk register?

Our Risk Framework takes an enterprise risk management approach. This is integrated into our strategic and service planning processes and performance management, with a Risk Register maintained and regularly discussed.

Our Operating Environment and Horizon Risk Map includes themed sections for Environmental and for Societal/Sector. Our Strategic Risk Themes (principal risks) include Investment in Homes and Sustainability, Regulatory Standing and Customer Satisfaction and wider perception, among others. Specific strategic and operational risks are identified under these themes, including risks relating to the environment and to continued good governance. Each risk is fully assessed and appropriate responses and management plans are put in place and monitored.

Our Compliance Register contains all laws, regulations, sector standards and codes of practice applicable to us across environmental, governance and social responsibility and our plans for meeting these.

The Aster Group Ltd Board ensure ESG risks are managed appropriately, and are supported by our Committees and wider governing bodies including the Group Risk and Assurance Committee.

C30 - 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?

Aster has not been subject to any adverse regulatory findings in the last 12 months. We have robust policies, procedures and performance oversight in place to keep colleagues and customers safe. We have mandatory training for all colleagues and secure IT systems to prevent data protection breaches, and a speak up policy and culture that encourages colleagues to report all instances of misconduct.

C31 - How does the housing provider ensure it gets input from a diverse range of people into the governance processes?

Our Diversity and Inclusion policy, Inclusive Recruitment training and strong Customer Voice feedback routes ensure that a range of perspectives feed into our governance processes. Our governance reporting template for all Board and Panel reports prompts authors to consider and include feedback from customers and colleagues - this information forms part of the decision-making process.

We are committed to acting on what customers tell us, and gather feedback in a range of ways, including surveys, customer groups and day-to-day conversations. This helps us understand what works well and where we need to improve. This year, we engaged with customers, receiving more than 17,000 responses through our varied surveys. As previously mentioned in C23, this year we introduced a new Customer Engagement Framework and added a customer Chair and customer Member to the Customer Voice Committee (CVC). The CVC forms part of our governance structure, and is made up of our customers, senior executives and non-executive directors. It reviews performance, challenges our approach, and ensures customer views are reflected in decisions about homes, neighbourhoods and communities. We also have a Customer Scrutiny Panel (CSP) and Designated Complaints Panel (DCP) which ensures the customer voice plays a key part in how we improve our services.

Our new Colleague Voice Forum, due to be launched in the 26/27 financial year, will have a diverse range of colleagues representing each business area and a direct line into our new Change Oversight Panel. Our CEO will also strategically sit on the Forum so that ideas, concerns and perspectives will be heard right at the heart of the business, and turned into action.

C32 - Does the housing provider have policies that incorporate Equality, Diversity and Inclusion (EDI) into the recruitment and selection of board members and senior management?

How do they do this?

Our Diversity and Inclusion Policy and Principles, available on our website, outline our approach to making sure we work with our customers and colleagues in a fair and inclusive way.

We have mandatory training modules for all colleagues and colleague networks for support and awareness raising (including Enable (our disability confident network), LGBTQ+, race and heritage, carers and gender).

Previous rounds of board recruitment have included the selection panel receiving unconscious bias training from the Head of Inclusion.

An Inclusive Recruitment e-learning course was developed in 2025 and forms part of our Leader Playbook. An Inclusive Board Recruitment guide has also been shared with our Governance team.

C33 - 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?

Board: 30%
Senior Management Team: 0%

The Overlap Boards have ten members; in the last two years, three members have stepped down, having reached the end of their maximum term. In line with the UK Corporate Governance Code, the maximum tenure for Board members is nine years. There has been no turnover of Executive Board members in the last two years.

The Group’s governance framework and rules of the association have been structured based on the principles of the UK Corporate Governance Code. This sets out the standards of good practice and the principles that the Board of Directors should apply in order to promote the purpose, values, and future success of the Group. In December 2025, the Board resolved for Aster to adopt the 2024 UK Code of Governance from 1 April 2026. During 25/26, we progressed our transition to the updated 2024 Code, with reporting commencing from April 2026. This work reinforces our commitment to transparency, accountability and long-term sustainability.

C34 - Number of board members on the housing provider's Audit Committee with recent and relevant financial experience.

2

One of our Non-Executive Directors, Mat Cooling, is an experienced NED with extensive audit experience and is the Chair of the Group’s Risk and Assurance Committee. He has over 15 years of experience in audit, risk, governance and strategic oversight across public, private and international sectors, and considerable experience chairing and advising on audit, finance and risk committees. He is currently the Director of Risk and Assurance for a leading university in the south east. In his spare time he is a trainer for Chartered Institute of Public Finance and Accountancy (CIPFA) and the Institute of Internal Auditors (IIA).

Chris Tyson, an Independent Committee Member, also has extensive audit and NED experience, as well as experience as a Pension Trustee and Senior Finance professional. He has previously been a committee member on Finance and Treasury; and Audit and Risk Committees with another housing association.

C35 - What % of the housing provider's board are non-executive directors?

70%

The majority of our Board are non-executive directors (NEDs), in line with the UK Corporate Governance Code’s recommendation that at least half are NEDs, to ensure objective, independent oversight from individuals with a range of skills, knowledge and experience. This is essential for the long-term success of the Group and for ensuring the Group is appropriately managed and operates responsibly as it pursues its objectives.

As part of our Board and Committee Membership, Recruitment and Succession Policy, we have a Board Skills Vision, aligned to the Corporate Strategy and future ambitions of the organisation. This helps to ensure diverse pipeline for succession of Members, with an appropriate range of skills and experience to further the objectives of the business and be resilient to changes in our operating environment.

C36 - For how many years has the housing provider’s current external audit firm partner been responsible for auditing the accounts?

Our current audit firm partner has been with Aster for less than a year, having started in September 2025. We are committed to upholding the highest standards of independence and objectivity in the auditing of our accounts. For this reason our previous partner stepped down, having reached the end of their tenure to be considered independent.

C37 - When was the last independently-run, board-effectiveness review?

The last board-effectiveness review was carried out on 01/03/2025.

The review identified a number of opportunities to further enhance existing arrangements and provided overall assurance that the governance framework was effective and compliant with the UK Corporate Governance Code 2018. It also confirmed that the recommendations arising from the Deloitte Governance Review had either been implemented or were progressing as planned, particularly in relation to the Corporate Structure Review and Customer Voice approach.

C38 - How does the housing provider handle conflicts of interest at the board?

We have a policy that sets out how we handle conflicts of interest at the Board, based on the Board Code of Conduct.

Our Board and Committee Code of Conduct sets out how we handle conflict of interests, recognising the duties that members owe, and how they must conduct themselves. Our agendas and recommendations always make it clear which entity Board is considering the items, to ensure transparency and ensure that any conflicts can be noted.

Recognising that we have charitable entities in our Group structure, the Code of Conduct also references the additional responsibilities for members of charitable entities.

The Code of Conduct also refers to what should happen if a conflict does arise, ultimately ensuring that members should act in the best interests of the Group as a whole.

T8 – Employees

Supports employees

C39 - Does the housing provider pay the Real Living Wage?

We strive to pay our people fairly and provide both them and our customers with tools and resources to help manage their finances. While we don’t currently pay the Real Living Wage for all our colleagues, it is something that we are very aware of for the small number of colleagues who this relates to and are working towards realising this in the future.

C40 - What is the housing provider's median gender pay gap?

11.6%

C41 - What is the housing provider's CEO:median-worker pay ratio?

9.34:1

C42 - How is the housing provider ensuring equality, diversity and inclusion (EDI) is promoted across its staff?

In order to demonstrate to colleagues the importance of Diversity and Inclusion (D&I) and our expectations, we have Diversity and Inclusion Principles which support our D&I Policy. We also have a three-year D&I strategic plan available to colleagues and customers detailing our ambitious objectives, with accountability achieved through quarterly progress reports. Our values and behaviours framework, The Aster Way, also has D&I at its core in terms of setting inclusive behaviour expectations for colleagues, and this year has been further professionalised, with our Handbook now aligning to the Chartered Institute of Housing (CIH) Code of Conduct and Code of Ethics helping us be the best possible place to work.

Our progress in D&I was recognised in 2025 when we achieved a silver Talent Inclusion and Diversity Evaluation (TIDE) benchmark award, awarded by Onvero (formerly the Employers’ Network for Equality and Inclusion). We have continued to work with Onvero to measure our D&I approach and outcomes, and we were also delighted to maintain our Disability Confident Leader status in 2025, as well as receiving Pledge Pioneer accreditation status from the House-Proud pledge, demonstrating our commitment to supporting LGBTQ+ colleagues and customers.

Our D&I learning and awareness offer has continued to develop. This includes our popular 'Active Inclusion' session which covers unconscious bias, micro-behaviours, and inclusive language; sessions on Allyship, Inclusive Leadership, Race Fluency, LGBTQ+ Awareness, as well as a Disability Awareness session and e-learning, some of which is mandatory such as the D&I and Disability Awareness e-learning.

Our five colleague networks (Disability ‘EnAble’, LGBTQ+, Race and Heritage, Gender, and Carers) provide safe spaces for colleagues to come together to share experiences, celebrate key events and help shape key guidance for colleagues and leaders. Our Disability Confident (‘EnAble’) Network have now produced three quarterly editions of the colleague-led EnAble magazine, dedicated to celebrating the diverse experiences, and talents of disabled and/or colleagues with health conditions, shining a light on the challenges they face while emphasising their invaluable contributions. Enham Trust’s Employment Plus programme, which supports disabled individuals and those with long-term health conditions to move closer to, or into, mainstream employment, plays a key role in promoting diversity and inclusion across organisations. Disability awareness training with Aster and Enham colleagues was facilitated by Enham Trust during the year. They also provided ongoing advice and guidance to internal managers supporting disabled and neurodivergent colleagues.

Our ‘Language Matters’ guide to inclusive language was reviewed and updated in 2025, with contributions and suggestions from our colleague networks to aid inclusive and accessible communications. Beyond this, our colleague networks and D&I team also regularly communicate and celebrate key notable dates throughout the year with articles, resources, and podcasts, such as a colleague describing ‘A Day in the Life’ during Ramadan, Deaf Awareness

Week resources, and Pride events.

We continue to promote the importance of inclusivity by this year participating in our seventh annual National Inclusion Week, which focuses on a week-long programme of sessions and content focused on the theme of ‘Build Trust. Navigate Change’. Our D&I team are also part of the National Housing Federation (NHF)’s EDI network, and our CEO, Bjorn Howard, is part of the NHF’s CEO EDI network where best practice is shared amongst sector peers.

Our Reverse Mentoring programme where Exec Board members and senior leaders become the ‘mentees’ and more junior staff the mentors, has been a huge success and helped heighten senior leaders’ understanding of lived experience as well as improving top-down connections.

Another initiative which demonstrated the strategic importance of inclusivity was a series of International Women’s Day podcasts featuring conversations between our female Executive Board members a combination of their female Reverse Mentors or some of our female Aspiring Leaders. These honest and insightful chats discussed everything from first jobs, role models, and inspiring leaders, to some of the challenges they’ve faced in their careers.

C43 - What activity has the housing provider undertaken over the last 12 months to support the physical and mental health of its staff?

What impact has this had on staff and the wider organisation?

Mental health

We’ve continued to partner with Plumm Health to provide colleagues with Mental Health support when they need it. It includes access to 1:1 video counselling/therapy sessions with accredited therapists, with appointments in as little as 24 hours; chat therapy via the platform; an AI wellbeing assistant to offer real-time mental health and personal growth support; unlimited access to a growing library of therapist-led psycho-educative digital courses; guided meditations; and live monthly workshops with access for family members. Plumm is both GDPR and HIPAA compliant, so all conversations are totally confidential and encrypted.

We have trained Mental Health First Aiders - colleagues that can spot the signs and symptoms of poor mental health and are armed with signposting information to help colleagues get the support they might need. We have a 24/7 employee assistance programme (EAP) in place which is a freephone telephone number to a counsellor available to all colleagues and a dedicated website full of tools and resources.

We run a number of live sessions on mental health including Increasing Emotional Resilience and Mental Health Champion training to arm colleagues with the tools to spot the signs and symptoms of poor mental health.

As part of our commitment to supporting mental health and wellbeing, we have also implemented Trauma Incident Management (TrIM) — a peer-delivered support system designed to assist colleagues who may be affected by potentially traumatic incidents in the workplace. Developed originally within the UK Armed Forces, TrIM is a structured yet flexible process that enables trained peer practitioners to identify colleagues who may benefit from early psychological support, fostering resilience and encouraging timely access to professional care when needed. By embedding TrIM into our wellbeing offer, we promote a proactive, stigma-free approach to mental health, particularly in high-pressure or critical roles. Over the last 12 months we have continued to

embed TrIM by training a Trauma Incident Management Practitioner to manage the response to TrIM requests and designing a new Trauma course which has been added to our wellbeing programme.

Physical wellbeing

Over winter, we rolled out free flu jabs to all colleagues, to help protect them, their families and our customers. We have plans to run the campaign again next winter.

Colleagues have BUPA Cashplans, covering physiotherapy, chiropractic and osteopathy appointments up to £150, consultants appointments, routine tests/health checks and prescription charges. They also have access to BUPA physio, a nurse telephone helpline and a health hub of information and advice.

As an accredited Menopause Friendly Employer we offer colleagues support, training and information to support them in this space. We have continued to provide a menopause friendly environment and support programme and are now offering access to the Bupa Menopause Plan for colleagues who are struggling to access good GP support.

During the year we developed and delivered a range of wellbeing sessions including bite sized lunch and learns to increase attendance. Our EAP gives access to a digital gym with bookable live workouts and recorded training plans for Pilates, yoga, injury prevention and menopause. We also have recorded yoga, Pilates and HIIT workouts via the Perkbox wellness hub, as well as recorded webinars on nutrition.

C44 - What activity has the housing provider undertaken over the last 12 months to support the professional development of its staff?

What impact has this had on staff and the wider organisation?

Ensuring that our colleagues have opportunities to learn and access to the right professional development is important to us, and helps to ensure that we continue to deliver quality customer services.

We launched a refreshed People and Culture Plan in response to financial pressures, regulatory change and rising expectations. Its aim is to create an environment where colleagues feel supported to do their best work, and is informed by colleague feedback, ensuring we respond to the needs of different roles and career stages.

Alongside this, we supported our ongoing leadership development programmes by introducing a Leader Playbook and a Leadership Community, to help set clear expectations and provide practical tools for leaders. This initiative also included:

Introduction of reverse mentoring for the Executive Board, pairing them with colleagues from diverse backgrounds to broaden perspective and insight
Introduction of the New World Leadership programme, delivered with Change Innovators, designed to develop modern, conscious leaders with the self-awareness, mindset shift, and human skills needed to navigate complexity and inspire trust in a rapidly changing world of work. This has been rolled out to our Executive Board, Senior Leadership Team and Assistant Directors so far.

We continued to support colleagues in their professional development, including:

96 colleagues actively completing apprenticeships through the apprentice levy
16 colleagues undertaking the Women in Leadership apprenticeship
30 colleagues studying for Chartered Institute of Housing (CIH) qualifications
Introducing a CIH club for colleagues.