Our organisation is overseen by a Board and its Committees, operating under a defined set of governance rules that set out how we manage our internal arrangements to deliver our objectives.
We have a current Board of nine Non-Executive Directors and two co-opted Non-Executive Directors. The Board is supported by:
Agendas for Board and Customer Experience Committee meetings will be posted on our website in advance of each meeting.
We have adopted the National Housing Federation’s (NHF) Code of Conduct and NHF Excellence in Governance and regularly assess compliance with these standards and publish the outcomes in our annual reports.
We operate under the oversight of the Regulator of Social Housing (RSH). The regulator sets the regulatory standards, requirements, and specific outcomes that all registered social housing providers must comply with.
You can tap here for more information about the regulator’s information requirements.
We were inspected by the Regulator of Social Housing in April 2024 and received compliant grades across all standards:
While this was a positive outcome, we recognise that further improvement is achievable.
Since the inspection, we’ve been working closely with the Regulator on a Grading Improvement Plan. You’ll find our Grading Improvement Plan in the ‘Governance documents’ section at the bottom of this page.
The plan has been adopted by our Board members and will be reviewed and updated as part of our annual planning cycle.
It highlights the key challenges affecting our organisation and details how we’ll adapt to a changing business environment to deliver our objectives and strategic priorities.
The plan meets a dual purpose: firstly, as a working document for our Board members, its management and colleagues to understand, monitor, and manage the business; and secondly, to summarise our operating position and future direction for our key partners, stakeholders and staff.
You can tap here to read our latest five-year Business Plan.
Each year, our Board needs to verify that we’re meeting the economic and consumer standards and confirm this in our annual report for customers and our financial statements.
We have a comprehensive and integrated approach to risk management which aims to ensure that:
We’re committed to the protection of our assets against losses to fraud and corruption.
We’re working to make sure that the opportunity for fraud and corruption is reduced to the lowest possible level. We’ll be supported in this by the honest majority of people who oppose fraud.
We aim to prevent fraud and corruption by:
Members of the public, partners, contractors, suppliers and other external organisations should be encouraged to raise any issues that concern them regarding possible fraudulent, corrupt, or other illegal acts through whichever channel they consider appropriate.
Requirements on contractors, partners, and suppliers to abide by this Policy in the conduct of their business with and for Be One Homes will be included in tender documents and terms of contract.
In the event that complaints against us from external bodies can’t be resolved informally, then we have a formal complaints procedure. Allegations received by anonymous letters or telephone calls must be treated seriously and investigated in an appropriate manner as far as it’s practical to do so, unless there are good reasons to believe that the allegation isn’t genuine.
