Decision

Westward Housing Group Limited (4826) - Regulatory Judgement: 25 March 2026

Updated 25 March 2026

Applies to England

Our Judgement

	Grade/Judgement	Change	Date of assessment
Consumer	C1 Our judgement is that overall the landlord is delivering the outcomes of the consumer standards. The landlord has demonstrated that it identifies when issues occur and puts plans in place to remedy and minimise recurrence.	First grading	March 2026
Governance	G1 Our judgement is that the landlord meets our governance requirements.	Assessed and unchanged	March 2026
Viability	V1 Our judgement is that the landlord meets our viability requirements and has the financial capacity to deal with a wide range of adverse scenarios.	Assessed and unchanged	March 2026

Reason for publication

We are publishing a regulatory judgement for Westward Housing Group Limited (Westward) following an inspection completed in March 2026.

This regulatory judgement confirms a consumer grade of C1, a governance grade of G1 and a financial viability grade of V1.

Prior to this regulatory judgement, the governance and financial viability grades for Westward were last updated in December 2024 following a stability check to confirm a G1 grade for governance and a V1 grade for financial viability. This is the first time we have issued a consumer grade in relation to this landlord.

Summary of the decision

From the assurance gained during the inspection, based on the evidence provided by Westward, our judgement is that overall Westward is delivering the outcomes of the consumer standards. Based on this assessment, we have concluded a C1 grade for Westward.

Our judgement is that Westward meets our governance requirements. Westward has provided evidence to demonstrate the effectiveness of its governance arrangements and that it continues to effectively manage the risks of its activities, allowing it to deliver its strategic objectives. Based on this assessment, we have concluded a G1 grade for Westward.

Our judgement is that Westward meets our financial viability requirements and has the financial capacity to deal with a wide range of adverse scenarios. Westward has a strong financial profile and its stress testing demonstrates that financial capacity is built into its business plan. Westward has provided appropriate assurance that it has access to sufficient liquidity and has adequate funding in place. Based on this assessment, we have concluded a V1 grade for Westward. 

How we reached our judgement

We carried out an inspection of Westward to assess how well Westward is delivering the outcomes of the consumer standards and meeting our governance and financial viability requirements, as part of our planned regulatory inspection programme. During the inspection, we considered all four of the consumer standards: Neighbourhood and Community Standard, Safety and Quality Standard, Tenancy Standard, and the Transparency, Influence and Accountability Standard.

During the inspection we observed a board meeting and a customer scrutiny group meeting, spoke with tenants, held meetings with Westward including its non-executive directors, and reviewed a wide range of documents provided by Westward.

Our regulatory judgement is based on a review of all of the relevant information we obtained during the inspection as well as analysis of information supplied by Westward in its regulatory returns and other regulatory engagement activity.

Summary of findings  

Consumer – C1 – March 2026

In relation to the Safety and Quality Standard, Westward provided evidence-based assurance that it has appropriate systems in place to ensure the health and safety of tenants in their homes and communal areas and is meeting landlord health and safety requirements.

We found evidence that Westward has accurate records of the condition of its homes based on physical assessments, and a process for keeping this information up to date. The information on the quality and safety of its homes informs decisions on future investment to maintain and improve conditions.

Westward has demonstrated that it provides an effective repairs service, with improving repairs completion times and tenant satisfaction over a three-year period, with no significant backlog of overdue works. Westward is using a repairs improvement plan to drive continuous improvement, particularly in relation to communications with tenants.

In relation to the Neighbourhood and Community Standard, we have assurance that Westward works in partnership with relevant organisations to deter and tackle anti-social behaviour and hate incidents in the neighbourhoods where it provides social housing. Westward uses tenant satisfaction data, segmentation insights, complaints intelligence and other information to target improvements and prioritise neighbourhood level action.

In relation to the Transparency, Influence and Accountability Standard, we have assurance that Westward treats tenants fairly, understands their needs, and designs services accordingly. It has a good understanding of its tenants and is working to further improve the information it holds. Westward uses equality, diversity and inclusion information to understand the profile and diverse needs of its tenants, and supplements this with segmentation survey insights to identify vulnerabilities, preferences and barriers to accessing services. This allows services and policies to be designed around tenants with the greatest needs.

We saw evidence that communication is clear and accessible, with tenants involved in shaping documents and channels. Westward provides meaningful opportunities for tenants to influence decisions through structured engagement routes such as the customer scrutiny group and communications group, alongside broader engagement through its digital platform, consultation exercises and estate champions. Scrutiny activity has led to service improvements and wider engagement has shaped communications and policies.

In relation to the Tenancy Standard, we have assurance that Westward is delivering the required outcomes for allocations and lettings. It has clear policies and effective internal assurance in place, with evidence that it is granting appropriate tenancies and terms of occupation.

Governance – G1 – March 2026

Based on evidence gained from the inspection, we have assurance that Westward’s governance arrangements enable it to effectively manage its risks and adequately control the organisation, enabling it to deliver its strategic objectives.

Through the inspection we have seen evidence that the board and the executive team demonstrate the skills, knowledge and behaviours required for effective oversight and strategic leadership. The board undertakes regular skills assessments and has demonstrated active challenge and scrutiny. The board is currently working on increasing its strategic target for developing new homes, to use its financial capacity to meet housing need.

Independent reviews confirm that Westward has a robust governance framework, effective assurance mechanisms and sound reporting structures. The most recent external governance review was carried out in 2025.

Our inspection found that Westward is actively monitoring the delivery of its corporate strategy. Reporting is comprehensive and aligned to strategic objectives, and internal audits provide substantial assurance across all main areas.

Westward has a risk management framework that provides clear board oversight of the risks facing the organisation and the controls in place to manage them. We found that risks are being managed effectively, including in relation to stock investment, development and sales, and landlord health and safety.

We have seen evidence that the board uses performance information to address areas of underperformance, while also driving value for money and improving customer satisfaction. This includes improvements to the anti-social behaviour service, with resources now targeted more effectively at priority action areas, and enhancements to the repairs service that have helped to reduce the number of missed appointments.

Viability – V1 – March 2026

Based on evidence gained from the inspection, we have concluded there is appropriate assurance that Westward’s financial plans are consistent with, and support, its financial strategy.

Westward’s business plan is based on economic assumptions within our expectations and includes cost provision to achieve energy efficiency targets. It demonstrates a strong financial profile and an adequate level of interest cover covenant headroom, with no reliance on sales income.

There is a suite of internal financial measures in place to manage financial risks, and close board monitoring of the development and sales programme. Westward has sufficient liquidity to cover current business plan requirements, and a strong security position. Stress testing illustrates capacity to deal with a wide range of adverse scenarios.

Background to the judgement

About the landlord 

According to the 2025 statistical data return, Westward owns 7,293 social homes in Devon and Cornwall. 

At 31 March 2025, Westward’s turnover was £48.2m and it employed 295 full-time equivalent staff.

Westward plans to develop 282 new homes over the next five years.

Our role and regulatory approach

We regulate for a viable, efficient, and well governed social housing sector able to deliver quality homes and services for current and future tenants.  

We regulate at the landlord level to drive improvement in how landlords operate. By landlord we mean a registered provider of social housing. These can either be local authorities, or private registered providers (other organisations registered with us such as non-profit housing associations, co-operatives, or profit-making organisations). 

We set standards which state outcomes that landlords must deliver. The outcomes of our standards include both the required outcomes and specific expectations we set. Where we find there are significant failures in landlords which we consider to be material to the landlord’s delivery of those outcomes, we hold them to account. Ultimately this provides protection for tenants’ homes and services and achieves better outcomes for current and future tenants. It also contributes to a sustainable sector which can attract strong investment. 

We have a different role for regulating local authorities than for other landlords. This is because we have a narrower role for local authorities and the Governance and Financial Viability Standard, and Value for Money Standard do not apply. Further detail on which standards apply to different landlords can be found on our standards page. 

We assess the performance of landlords through inspections and by reviewing data that landlords are required to submit to us. In Depth Assessments (IDAs) were one of our previous assessment processes, which are now replaced by our inspections programme from 1 April 2024. We also respond where there is an issue or a potential issue that may be material to a landlord’s delivery of the outcomes of our standards. We publish regulatory judgements that describe our view of landlords’ performance with our standards. We also publish grades for landlords with more than 1,000 social housing homes. 

The Housing Ombudsman deals with individual complaints. When individual complaints are referred to us, we investigate if we consider that the issue may be material to a landlord’s delivery of the outcomes of our standards.  

For more information about our approach to regulation, please see Regulating the Standards.

Further information

• Regulating the standards

• Regulatory standards for landlords