We're committed to providing good-quality, affordable and sustainable homes that enable people to remain within, and contribute to, the rural communities with which they have a connection.

Our purpose is inherently social. We provide and manage homes in villages and rural areas where suitable affordable housing is often limited, helping to sustain balanced, inclusive and thriving communities. As profit-for-purpose organisations, any surpluses we generate are reinvested in our existing homes, services and the provision of further affordable rural housing.

Environmental, social and governance considerations are therefore central to our responsibilities as rural landlords. They inform how we invest in homes, support residents, work with communities and partners, manage resources and make long-term decisions.

Environmental responsibility

We recognise the need to reduce the environmental impact of our homes and activities while ensuring that investment remains affordable, deliverable and focused on the needs of residents.

We will:
  • improve the energy efficiency of our existing homes through planned investment and appropriate retrofit measures
  • work towards achieving EPC C or better across our homes, by 2030 where this is practical and financially viable
  • provide new homes that meet appropriate energy-efficiency and environmental standards
  • consider carbon reduction, climate resilience, biodiversity and the responsible use of resources when planning investment and development
  • help residents understand and benefit from energy-efficiency improvements, and
  • work with our service providers, contractors and partners to reduce waste, travel and other environmental impacts wherever reasonably possible.

Our approach will recognise the particular challenges of rural housing, including dispersed properties, older homes, limited infrastructure, higher travel requirements and the additional costs that can be associated with rural development and retrofit.

Social purpose

Our principal contribution is the provision of secure, affordable and good-quality homes for people connected to rural communities.

We will:
  • maintain safe, decent and well-managed homes
  • provide rents and services that offer value for money
  • listen to residents and use their feedback to improve homes and services
  • support residents experiencing financial hardship or difficulties in sustaining their tenancies
  • treat residents fairly, respectfully and inclusively
  • work with local authorities, parish councils, community organisations and other partners to identify and respond to local housing need
  • support the long-term sustainability of rural villages by providing homes that remain affordable for local people, and
  • seek opportunities to create wider social value through our investment, procurement and community relationships.

We recognise that rural communities can experience particular disadvantages, including limited access to housing, transport, employment and essential services. We will take these factors into account when designing and delivering our services.

Responsible governance

Strong governance enables us to protect our social purpose, manage risk and remain financially resilient.

Our Board will:
  • maintain clear responsibility and accountability for the performance of the Association
  • oversee compliance with legal, regulatory, safety and governance requirements
  • ensure that decisions are supported by appropriate information, assurance and risk management
  • protect the long-term financial strength and viability of the Association
  • consider the interests and experiences of residents when making decisions
  • promote equality, diversity and inclusion within governance and service delivery
  • manage conflicts of interest openly and appropriately
  • apply high standards of integrity, transparency and ethical conduct; and
  • ensure that partnerships and service arrangements deliver effective, efficient and resident-focused outcomes.

The Association obtains day-to-day housing management, maintenance, development, customer support and governance services from Midlands Rural Housing, while retaining responsibility for our strategic direction and key decisions through the Board. This model gives the Association access to specialist resources while preserving local rural identity and accountability. 

Transparency and continuous improvement

We will be open about our ESG priorities, performance and areas where further improvement is needed. We will use relevant measures already reported through our business plans, regulatory returns, resident satisfaction information, asset data and annual reports rather than creating unnecessary additional reporting.

Our approach will remain proportionate to the size and resources of the Association. We will review our priorities regularly, learn from residents and sector good practice, and develop our reporting as reliable information becomes available.

Through this commitment, the Association will continue to combine a strong social purpose with responsible environmental action, sound governance and careful financial management, helping to create sustainable homes and rural communities for current and future generations.