In November 2024, the Regulator of Social Housing published the outcome of its recent routine regulatory inspection of Notting Hill Genesis, your landlord. The outcome judged us to be non-compliant against the regulator’s governance and consumer standards, with grades of G3 and C3. We remain compliant with the regulator’s viability standard at V2.
In April 2025, the regulator agreed our plan to ensure we regain compliance with their governance and consumer standards. The plan includes 11 workstreams, each with clear outcomes that, once delivered, will enable us to regain compliance with the regulator’s governance and consumer standards. Since then we have been publishing quarterly progress updates here and in Connections, our resident bulletin.
Third-party managed buildings
To improve our oversight and reporting for buildings that are managed by third-party managing agents and provide assurance that any health and safety risks are being managed effectively.
The third party managed buildings workstream has now been completed, supported by external assurance confirming that our policies, processes and oversight arrangements are robust and meet regulatory expectations.
Fire remediation actions
To ensure we have a clear risk-based approach to managing fire risk actions.
The fire remediation actions workstream has now been completed, following significant progress clearing the backlog of fire remediation actions and our risk-based approach to managing FRA actions, based on external expert advice, being agreed with the board.
Stock condition
To ensure the information we hold about our homes enables us to identify risks to resident safety and comply with the decent homes standard, and accurately informs our asset investment plans.
The stock condition workstream has now been completed after surpassing the annual and Regulatory Compliance Plan target for surveying our homes.
Damp and mould
To ensure all damp and mould cases are accurately reported and recorded and there is sufficient capacity and capability so they are dealt with in accordance with legal requirements as set out in legislation, including timescales mandated under Awaab's law.
Awaab’s Law commenced on 27 October 2025 and in preparation for this change in legislation we made a number of changes to our resources, processes and systems to ensure we adhere to the law and can provide the necessary oversight and performance reporting. Our website includes videos with useful advice on how to reduce damp and mould occurring in the home.
We are committed to ensuring our residents live in safe, comfortable homes and we are dealing with cases in line with the new legislation. We reached out to residents who have received the new damp and mould service between October 2025 and March 2026 and invited them to two workshops which were held in May, or to complete a survey if they were unable to attend the face to face event. The feedback was generally positive, however, residents offered ideas on how we can improve the service further and this information is being incorporated into our service improvement plan.
Residents who have a problem with damp and mould in their home that they are unable to manage, should call our dedicated telephone line on 020 8451 8001 or report it via MyAccount. Residents who are reporting an issue via MyAccount should raise it via the My damp and mould enquiries. This will allow our new dedicated damp and mould team to review the report and progress the case within our published service offer.
Repairs
To provide an effective, efficient and timely repairs and maintenance service across all homes and communal areas
All three partnering contractors are fully operational across the business. Performance is being monitored to ensure mobilisation targets are being met alongside resident satisfaction. Operational Core Groups meetings are taking place and are responsible for service delivery and mobilisation of the contracts. Strategic Core Group meetings will commence in September 2026.
We continue to communicate with the wider business on the new arrangements and are engaging with colleagues to address any mobilisation issues. Training documents have been reviewed to support efficient ways of working. Updated reports are in place to support management of overdue jobs, work in progress and a fully updated dashboard reporting all elements of repairs is expected by the end of August 2026.
Working with our contractors, we are preparing our two year plan for further improvements to the service as part of our Resident First Programme.
Complaints
To ensure complaints are addressed fairly, effectively, and promptly and that we act on lessons learned.
We published the annual complaints performance and service improvement report and our self-assessment against the Housing Ombudsman Complaint Handling code. Within this report we shared volumes of complaints, our compliance with timelines and what areas of service residents complained about.
Having seen significant improvements in responding to resident complaints in time across both stage 1 investigations and stage 2 reviews in 2025/6, we are focussing on improving the quality of complaint responses. We are also improving how we track commitments made in complaints responses, so residents will be satisfied issues are resolved and not feel the need to escalate their complaints.
As part of improving how residents can influence services, we created to a resident service design group for complaints, so we can use resident experience and feedback on complaints to make improvements to the complaints service.
Resident engagement and influence
To evaluate our new resident involvement model to check it is delivering as originally intended and demonstrate we take resident views into account when making decisions about how we provide services.
We announced two updates that strengthen resident representation at NHG and how resident voices are reflected in our decisions. Connie Henry MBE has joined the NHG Group Board as our new Resident Non-Executive Director. Afiya Ballard has been appointed Resident Forum Chair.
We held a regional resident meeting in Hackney, attended by residents from all across London who received support and shared their experiences with representatives from departments including housing, leasehold, repairs, building safety, estate services and service charges.
We consulted with residents on the new regulatory standard which will come into effect in October. Residents shared the areas of the publication scheme they are most interested in. Information about the new Social Tenants Access to Information Requirements (STAIRs) standard is on our website.
We’ve started developing the Resident Engagement Strategy and are planning events and engagement to co-create this with residents. Information about how you can get involved is available here.
Board and committee oversight
Our board and committees are set up in the most effective way to fulfil their responsibilities.
The previously reported independent review to validate the reported completion of activities across all RCP workstreams continues. Through this review, we continue to recognise that despite the great progress made to create or review existing improved processes and arrangements, what is most important is that the services we provide to our residents improve. We know that we have more to do to improve our services and that this takes time.
In the last quarter, we also met with a group of residents at the west London regional resident event on 16 September, to seek their review and feedback on the progress so far. We shared with them the status of the progress made against the plan but also obtained their views as to the proposed ways we have been and will be measuring success, undertaking group sessions to look at our repairs, compliants and resident engagement performance. We received endorsement for proposed measures, targets and tolerances but also helpful feedback on what more we should be measuring and how we should share this progress going forward. We are building this into our ongoing work and look forward to attending further resident events in December to provide an update on the work done.
Risk and controls framework
We maintain an effective risk management and internal controls assurance framework that supports good outcomes for residents.
The previously reported position remains unchanged. We continue to develop and embed the enterprise risk management framework and mature the risk arrangements across NHG.
Financial governance
To provide line of sight to the strategic business plan and its key deliverables while we implement the compliance plan.
The progress made under this workstream continues to be reviewed as part of the ongoing work being done across the regulatory compliance plan.
People and culture
To ensure stakeholders, including colleagues, are kept informed and engaged as necessary and that we have the right culture, with residents at its heart, to deliver our plans.
Following the launch of our new values in June, work has begun to embed them in all elements of organisational life. Once complete, this will include applicant attraction, recruitment and selection, onboarding and induction, talent management and performance management. As part of this work, we launched our new approach to recognition in July, directly linked to our new values. The transformation of our operational business areas continues, and the renaming of our Operations Directorate to our Customer Directorate reflects the cultural shift that supports our Residents First initiative.