Social
Affordability
C15
For properties that are subject to the rent regulation regime, report against one or more Affordability Metric:
1) Rent compared to average private rental sector (PRS) rent across the relevant Local Authority.
On average this works out to 26.6%, and is provided in more detail below.
C16
Number of existing homes (owned and/or managed) completed before the last financial year:
Total owned and managed: 7,437 homes (This excludes 207 homes under development)
- General needs (social rent): 5,022 homes
- Intermediate rent: 68 homes
- Affordable rent: 623 homes
- Supported Housing (excluding Housing for Older People): 58 homes
- Housing for older people: 45 homes
- Low-cost home ownership: 768 homes
- Care homes: 0 homes
- Private Rented Sector: 2 homes (market rent)
- Private Market Sale: 0 homes
- Other: 851 units (620 leasehold units, 25 commercial & offices, 8 garages, 1 other, and 197 units managed by other organisations)
C17
Number of new homes (owned and/or managed) completed before the last financial year allocated to:
- General needs (social rent): 17 homes
- Intermediate rent: 0 homes
- Affordable rent: 0 homes
- Supported Housing (excluding Housing for Older People): 0 homes
- Low-cost home ownership: 16 homes
- Care homes: 0 homes
- Private Rented Sector: 0 homes
- Private Market Sale: 0 homes
- Other: 0
C18
How is the housing provider trying to reduce the effect of high energy costs on its residents?
We are utilising government funding where possible to provide energy efficiency upgrades, including insulation and solar panels to properties which are currently below an EPC band C. This is in-line with our Asset Management Strategy objective of achieving 100% of properties at EPC C or above by 2030.
We provide energy efficiency advice to residents via our website, and also signpost and refer residents to sources of additional information and financial support where possible.
Building Safety and Quality
C19
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 that meet national fire safety regulations.
of homes for which all required electrical safety checks have been carried out.
of homes for which all required asbestos management surveys or re-inspections have been carried out.
of homes for which all required legionella risk assessments have been carried out.
of homes for which all required communal passenger lift safety checks have been carried out.
C20
What % of homes meet the national housing quality standard? Of those which fail, what is the housing provider doing to address these failings?
99.06% of homes meet the Decent Homes Standard. We have a robust planned maintenance programme in place to ensure homes meet the DHS, in line with our Asset Management Strategy.
We have planned investment programmes which replace property components that are failing decency.
C21
How do you manage and mitigate the risk of emergency hazards, including damp and mould? How do you reduce the likelihood of damp and mould hazards occurring?
Hazards classified as ‘Category 1’ under the Housing Health & Safety Rating System (HHSRS) are logged and dealt with appropriately. These cases are monitored monthly by our Executive team.
We are currently preparing for the implementation of phase 2 of Awaab’s Law by assessing refining our operational response and record keeping to ensure that the additional hazards are triaged and treated within required timescales.
Since October 2025, the Damp and Mould Team have implemented a new triage system to assess and prioritise reported cases, ensuring attendance times are aligned with the requirements of Awaab’s Law.
Cases are categorised according to risk, taking into account the severity of the hazard and any resident vulnerabilities, allowing resources to be directed to the most urgent cases first. Our in-house repairs team responds to all 24-hour appointments to make safe any immediate damp and mould risks and carry out emergency mitigation works where required. We also maintain regular communication with residents throughout the process, ensuring they understand the actions being taken and any measures they can take to minimise risks while works are ongoing. Following completion of works, all customers receive a three-month follow-up call to confirm that the issue has been fully resolved and that damp and mould has not returned.
In preparation for the next phase of Awaab's Law, a dedicated project team has been established to develop a consistent approach to identifying, assessing and triaging additional housing hazards across Wandle. One of the key challenges is the breadth and complexity of the hazards included within phases 2 and 3, which will require significant collaboration across multiple service areas to ensure effective management, resident safety and regulatory compliance. Lessons learned from damp and mould case management are helping to shape our approach to the wider hazard framework, ensuring that risks are identified early and escalated appropriately.
To reduce the likelihood of damp and mould occurring, we focus on prevention as well as remediation. We analyse trends, recurring issues and root causes from cases reported over the past year and use this intelligence to inform the Asset Investment Team's planned preventative maintenance programme. This helps target investment towards common causes such as building defects, leaks, roofing issues, guttering failures and poor ventilation. We are also developing proactive interventions, including tailored ventilation guidance for residents and enhanced gutter and mechanical ventilation maintenance. By combining data analysis, early intervention, preventative maintenance and resident engagement, we can reduce the likelihood of damp and mould hazards occurring, improve property conditions and deliver better outcomes for customers.
Residents and Community
C22
What are the results of the housing provider's most recent tenant satisfaction survey?
All social housing providers are regulated by the Regulator for Social Housing. We reach out to our residents once a year to ask a set of questions defined by the regulator. They have set 22 measures called Tenant Satisfaction Measures (TSMs) that all providers must publish annually. We share these measures on our website, in our annual report and in our resident newsletter.
57.4% of our residents were satisfied with our overall service for 2025/26. We know we need to do better and have therefore developed key areas within our customer service and repairs teams to improve our customer satisfaction.
You can read our full Residents Annual Report, including our TSM results in full, for 2025/26 on the link below.
C23
What arrangements are in place to enable residents to hold management to account for the provision of services?
Throughout the year we've been listening carefully to what residents have to say about our services - through complaints and feedback, our involved resident panels, and from the information we've gathered in capturing our Tenant Satisfaction Measures (TSMs).
- During the latter part of 2025–2026, we have seen early signs of improvement following a series of operational changes - all informed in partnership with our Residents Repairs Panel. These include the introduction of a new repairs system, improved scheduling, and better equipping of operatives, which are helping to increase first-time fix rates and reduce delays.
- Previously, pest control sat under our repairs policy. This meant that residents were responsible for their own pest control issues. We realised this approach wasn’t working and wasn’t reflective of the level of service we want to provide. To address this, we decided to take a different approach when creating our new pest control policy, working with involved residents to develop a more proactive customer-centric approach.
- We know that our homeowners aren't satisfied with the services we offer, and didn't have a mechanism to hold our service to account and work with us to improve. We have now set up our Homeowners' Panel, and our focus in 2026/27 is to develop a homeowner offer, as well as look at service charges.
- Our Customer Change and Improvement Panel have been working on a managing agent scrutiny project. One of the things we've put in place to better focus on this is that we now have a dedicated colleague working with managing agents to manage those relationships, and make sure services are delivered.
C24
Report one or both of the following quantitative metrics:
% of Stage 1 and Stage 2 complaints responded to within target timeframes (varies by nation).
87.9% of Stage 1 and 80.4% Stage 2 complaints responded on time.
Average time in working days to respond to Stage 1 and Stage 2 complaints.
This is split into tenants and homeowners:
- Tenants: Stage 1, 9 working days and Stage 2 16 working days.
- Homeowners: Stage 1, 8 working days and Stage 2 14 working days.
How have reported complaints resulted in change of practice within the housing provider?
Reported complaints are a key function to organisational learning. By reviewing complaint themes and addressing root causes, we use resident feedback to drive service improvements and reduce the likelihood of similar issues recurring in the future.
Over the past year, we have taken steps to strengthen oversight, improve accountability and increase the focus on resident outcomes. This includes closer monitoring of service performance and improvements in how information is shared and tracked. For example, we reviewed our approach with our contractor responsible for heating and hot water repairs. This has included closer monitoring of complaints and a stronger focus on response quality to ensure issues are properly resolved and that communication is consistently resident focused.
C25
In the last 12 months, what additional support have you provided to your tenants?
Helping Hand Fund Each year we create a Helping Hand Fund to support residents financially who are on very low incomes or experiencing exceptional financial hardship. The fund assists our residents in financial areas not related to rent, in the for of vouchers to buy food and household goods. In 2026/26 the fund supported 305 applications, and £158,584 grants were issued in total. Welfare rights and benefits advice When a need is identified by any colleague across the organisation, Wandle has a dedicated Welfare Rights Adviser who can support customers in the following ways:
- New tenancy affordability checks
- Full benefits check/budget review/income maximisation
- DHP claims
- New benefit claims
- Challenge benefit decisions
- Tribunal appeals work
- Signposting/referrals to external debt advice/food bank etc
- Referrals to internal Helping Hand Fund
Resident support activities
We also have an in-house resident support team who focus on:
- Safeguarding
- Referrals to support agencies
- MARAC meetings
- Domestic Abuse
Partnership working
- Local authority housing groups
- Provide housing for specialised support services, such as Evolve.
- Work with UC Partnership Managers, Case Managers, JCPs, and local authority HB teams to support vulnerable claimants and review complex housing cases. We also provide tenancy visits, host resident meetings, provide translation services and have accessibility support to support our residents.
C26
In the last 12 months, what interventions has the housing provider made to foster stronger communities and places, considering both:
- Physical changes to shared spaces or public realm
- Events, activities and signposting
Estate Improvement Fund
This year our housing team led on 30 improvement projects in local neighbourhoods - funding 14 upgrades or installations of CCTV, decorations to a communal area in one block and installing a barrier gate to another. We also installed secure bike parking at one site after residents asked for this. Our Estate Improvement fund is available each year to improve services, improve the physical and social environment of a neighbourhood or to improve safety and reduce anti-social behaviour.
Wandle News Our regular residents newsletter advertises relevant local opportunities to residents. In 2025/26 we attended Croydon Pride.
C27
How is social value creation considered when procuring goods or services?
What measures are in place to monitor the delivery of this Social Value?
For Silver and Gold contracts (typically contracts with a value exceeding £30,000), Contract Managers have the option to incorporate social value and climate objectives into the contract specification as part of the Approval to Procure process. These commitments can then form part of the contract KPIs and are monitored throughout the contract term. This helps Wandle contribute towards wider social, environmental, and sustainability objectives. Contract Managers who choose to incorporate climate and social value objectives into their contract specifications are responsible for monitoring and reviewing the associated KPIs at least annually. This helps ensure that suppliers are delivering their climate and social value commitments in line with the contract requirements and agreed performance outcomes.
