Equity, diversity and inclusion strategy

An introduction from our Chief Executive 

At CKH we deliver one of the most vital services in our communities - homes. We endeavour to make these safe and welcoming places for all our residents. This goes much wider than the physical home. We want people to feel safe and welcomed in their wider communities and in all their dealings with us. To make this happen we need to understand them and their needs and those of everyone in our communities. 

This strategy will demonstrate how we will continue to expand our understanding of our residents and our communities and translate that knowledge into action that ensures equity for our diverse communities and inclusion of all.

We are living in a fast changing and volatile world. In recent years we have seen Brexit and the resulting changes in movement of people from and to Europe; the war in Ukraine and the resulting evacuation of its peoples and an ever shifting refugee crisis across the world. The UK is politically and culturally shifting as well, and the future political landscape, both regionally and nationally, is far from clear.

We need to understand the demographics of our residents and communities in the here and now, and make sure we are tracking trends to move our services with them.

A look at the wider picture

The majority of our residents live in Peterborough, despite our growth into other areas. Demographics will vary around areas in which we operate, but demographics of social housing residents remain broadly aligned and face similar challenges across regions. All face the same stigma of living in social housing, especially from those who are not familiar with the concept or the role of social housing which is something we need to challenge on behalf of our residents. We will address this by responding to those many people who aspire to becoming social housing tenants. The main, reliable, source of demographic data for the wider population is the Census data. Whilst the last census was carried out in 2021, this data still holds largely true, and looking back to previous censuses we can see how populations have shifted to predict future movements. Appendix 1 looks in detail at the demographic data and how our residents compare to the wider picture. 

Who lives in our homes?

But our business, services and policies do not affect our residents alone. In order to build harmonious, equitable and cohesive communities we need to understand everyone living in our areas of operation to ensure we are delivering the right homes and community services to meet their needs. 

Every year, as part of our Tenant Satisfaction Measures survey, we ask our residents to what extent they agree or disagree with the statement 'CKH treats me fairly and with respect'. In the 2024-25 survey 94% of residents said they either agreed or strongly agreed with that statement. In our opinion, we need to keep striving to consistently achieve 100% satisfaction on this matter to ensure we do not become complacent around any question of fairness or respect. 

More than protected characteristics

We know that our residents face much more prejudice, discrimination and barriers to opportunities in life than just those characteristics enshrined in law. Our residents are statistically more likely to be financially and educationally disadvantaged, digitally excluded and in low paid, low skilled and sometimes precarious employment, if in work. These social and economic barriers need to be considered in all our service provision to ensure that we are not contributing to this exclusion further. We provide a range of homes and tenure types designed to support the varied needs of people in our communities, from care leavers taking on their first tenancy to older people who need a little extra support in later life. 

Claire Higgins, Chief Executive, February 2026 

Defining our EDI commitment 

When we consider the diversity of our communities, we of course reflect on protected characteristics, but also the wide variety of life experiences. We support people who are dealing with domestic violence, illiteracy, redundancy, social isolation, digital isolation, as well as the challenges of low income. All of these can be barriers to access or understanding which are essential to break down. 

Different people can have different understandings of some of the key words and phrases we use when we talk about EDI. At CKH, here's what we mean when we say: 

• Accessible: it is simple for all residents to request the services they need, when they need them. 
• Diverse: taking account of the many different life experiences, perspectives and values people can have. 
• Equitable: making sure everyone has the same opportunity to access our support and services. 
• Inclusive: ensuring our communities feel welcoming for all. 
• Representative: aligned to the lived experience of the people who live in our communities today. 

Aligning EDI to our objectives 

Our Corporate Plan sets a clear vision for what CKH wants to achieve as a business and for our communities in the years ahead. 

The five objectives of our Corporate Plan are:

• Residents first
• Good homes
• Creating communities 
• Our team
• Good governance 

As equity, diversity and inclusion cannot be treated independently of any strand of our work, our EDI strategy expands on how we will incorporate a strong focus on EDI as we work to deliver against each of these objectives. 

Residents first

No one's experience should be compromised because of who they are, what they believe, or the additional support they need to sustain a successful tenancy. Every person should feel respected by CKH as their landlord and everyone who represents us. 

Our LETS principles set the standard for CKH customer service. By Listening, Empathising, Taking action, and offering Support, during each and every interaction with a resident, we create the perfect conditions for inclusive experiences that ensure every individual can access the opportunity they need.  

Annual Tenancy Visits allow us to know our residents well, understand their circumstances, and identify potential barriers to equity. Not only does this allow us to better serve individuals, the data we collect supports strong analysis to inform the continuous improvement of our services, policies and procedures. 

We have a defined list of resident preferences that are accommodations we offer to residents who require different communication or accessibility considerations, such as more time to open the door, or translation services of any kind. These resident preferences are recorded and reviewed during every annual visit to ensure we understand current needs. 

As we deliver services that put residents first, we will focus on: 

• Resident Engagement: we will facilitate engagement, scrutiny, and co- production with our residents through our formal engagement channels. A dedicated resident Communications, Equity, Diversity and Inclusion Panel will consult on letters, digital content, and other key messaging to ensure it can be understood by all. Engaged residents receive training to ensure they have a sound knowledge and understanding of working with a diverse group of people, treating people fairly and with respect.
• Listening to feedback: we will review insights from Tenant Satisfaction Measures, transactional resident feedback, complaints, compliments and other anecdotal feedback to identify trends and opportunities for improvement. 
• Resident data: we will keep reliable records about residents and their interactions with us and use our knowledge of resident diversity to offer services that are inclusive. We will record and deliver resident preferences, proactively identifying potential barriers or additional needs. 
• Partnerships with experts: we will have structures in place to enable direct referrals, effective interventions, and multi-agency working for those affected by mental health issues, safeguarding concerns, hate crime, anti-social behaviour, domestic abuse or related issues.

Good homes 

By investing in our homes, we ensure that they remain safe and suitable for all residents. We ensure our services are accessible to ensure residents do not have to live with problems that materially impact their health and safety. 

Our repairs and maintenance contractor, Mears, and all subcontractors, understand and adhere to our EDI standards to ensure every resident is comfortable with the people who attend their homes, understands their repairs, and knows how to report problems. 

We always aim to get it right first time and allocate properties that suit the needs of individuals, tenants with disabilities will be provided with housing which best meets their assessed needs. When residents are not appropriately housed, we assess their needs and support them to move or work with relevant organisations to provide aids and adaptations where this is deemed the most appropriate option to support independent living. Our specialist homes for older people provide practical accommodation designed to support living well in later life. 

As we maintain good homes, we will focus on: 

• Service design: ensure there are no barriers to access a 24/7 service for emergencies and guarantee a consistency of delivery for all residents
• Reliable partners: ensure our main contractor, Mears Group, can demonstrate they actively identify and eliminate discrimination and victimisation. Ensure those connected with Mears understand equity and diversity to actively ensure equity for all.
• Appropriate allocations: enable tenants with disabilities to access housing to meet their assessed needs. Support mutual exchanges and transfers for those in homes not suitable to their needs. Work with relevant organisations to provide adaptations when deemed the most appropriate option to support independent living.
• Investment and future proofing: maintain a strong programme of planned works designed to ensure our homes are safe, warm and offer a high quality of living, incorporating emerging technologies that reduce the cost of living. 
  
  

Creating communities 

Our vision to create opportunities that change lives begins with integrated communities that benefit from a broad mix of people, backgrounds and cultures.  By investing in delivering new homes and local facilities, we enjoy a unique position to help drive greater social cohesion. When choosing where to build our homes, we seek to understand the local community and design schemes to address more than simply housing need. From green spaces and wheelchair friendly access, to links to local amenities, employment and education facilities, there are lots of ways that developing new affordable homes can support equity, diversity and inclusion from the ground up. However, not all communities welcome new developments, often this can be driven by biases towards social housing residents and assumptions about who social housing residents are. To support our thriving development programme and deliver integrated communities, we need to continue to build mixed tenure schemes and counter the public perception which can drive NIMBYism. 

Many of our community investment choices are designed to make services and support available to the wider community, not exclusively CKH residents, so it is important that we understand the wider needs of the people in Peterborough and surrounding areas. We use our own data alongside the latest Census information to have a clear understanding of our local area demographics to design services to meet current needs and be flexible to respond to evolving circumstances. Our Community Investment Strategy centres on three core objectives; inspiring the next generation, employability, and health and wellbeing. These themes are particularly relevant to the current challenges faced by our residents and the wider community in Peterborough and the East of England. 

Of course, getting it right for people who live in our homes is our priority. When you consider our residents, the single characteristic they all share is being a tenant of social housing. An essential aim for CKH is to continue to set the narrative around the positive impact social housing makes on individuals and wider society. Many people aspire to live in social housing as they know the great benefits and security it can bring; however, they are often stigmatised by those who do not understand. We need to dissemble the pervading stigma that is associated with social housing and challenge the new emerging biased narratives which reflect the political and economic picture of the day. 

As we create diverse and inclusive communities, we will focus on:

• Building design: design homes to help residents live well, with a focus on sustainability, reducing fuel poverty, and ensuring our homes meet the 100% national space standards.
• Development strategy: identify land-led schemes where we can build the homes needed and welcomed by the local community. Plan schemes designed to reduce crime and ASB as well as providing open spaces and accessible pathways. 
• Inclusive community investment activities: deliver for a diverse range of people (eg, socio-economic, hidden disability, protected characteristics), increasing access to employment and education opportunities. 
• Zero tolerance of unacceptable behaviour: tackle reports of domestic violence, anti-social behaviour or hate crime related to protected characteristics swiftly, with an emphasis on victim support. Ensure structures are in place and partnerships established with the community, to tackle hate crime and harassment and that performance is monitored.

Our team 

Just like our residents, we believe every CKH team member should feel respected at work. We will support and develop our team to be champions for EDI principles in practice and empowered to advocate for their own needs, no matter what their role is within the business. 

True inclusion cannot be driven by just one voice; everyone needs to believe in the vision and know that they have a role to play in creating our culture. Strong leadership can set the direction, but the integrity of our colleagues is what makes sure every opportunity to speak up and do more can be acted upon. 

We know that a workplace that embraces diversity is more likely to attract and retain talented people and reduce turnover. From recruitment to retirement, it's important that every member of the CKH team feels comfortable to be themselves and knows how to support and accept their colleagues too. We'll be open and transparent about the accommodations we offer, so people feel EDI is the expectation and not delivered by exception. Our People Strategy defines an overarching commitment to fairness and parity for all, from inclusive recruitment practices to opportunities to grow with CKH. We also have a clear commitment to maintaining national standards and achieving prestigious accreditations that demonstrate this. 

Our dedicated Health and Wellbeing Strategy recognises the importance of self care and encourages all colleagues to be proactive in prioritising their health across five key topics, including mental wellbeing and social wellbeing.

As we shape our team, we will focus on:

• Workforce diversity: positively promote EDI in the workplace, understand our workforce profile and the demographics of the communities we serve, particularly in relation to gender, disability, and race. Encourage an inclusive workplace culture that recognises and provides support for mental health, physical wellbeing and neurodiversity. 
• Recruitment, retention, and career development: provide inclusive, accessible recruitment practices that are open to candidates from all backgrounds. Apply the apprenticeship levy to initiatives aimed at developing the workforce. Ensure fair and equal access to opportunities for learning and development and career progression within our teams. Integrate equity considerations into performance review and appraisal processes, supporting commitments to pay fairness and workforce development.
• Training and education: improve knowledge and understanding of EDI matters relevant to the workplace and the communities we support, with our induction setting the expectation from day one and regular refresher training delivered annually.  
• Proactive prevention: a zero tolerance stance on harassment, bullying and discrimination in the workplace with clear channels for reporting concerns and supporting employees who experience negative behaviours, ensuring colleagues feel empowered to challenge inappropriate behaviours or organisational shortcomings that create exclusion. 

Good governance 

In order for our EDI approach to succeed, it needs to be embedded at every level of our work. The ways in which we prioritise and consider EDI implications has a clear audit trail of decision taking, from our Board to individual interactions with residents. We want to continue to establish a coherent vision of inclusion where everyone feels safe, supported and protected by our processes in all CKH communities and workplaces.  

Our equity, diversity and inclusion objectives and outcomes are incorporated into our service plans, team and individual objectives to establish our shared responsibility for tackling discrimination. Equality impact assessments are in place for all people-focussed policies and procedures, with reviews required at regular intervals. Report templates require EDI considerations to be noted for every project to ensure no decision can be taken without assessing the impact it may have on individuals. 

Our procurement policies are clear and well embedded to ensure we eradicate discrimination and inequality when employing or partnering with others to deliver services on our behalf and when providing funding to others to provide services.

We have developed a digital demographics dashboard to allow senior managers and those involved in service design to better interrogate the data we hold to understand the overarching trends present in our communities today and see how they are evolving with time.  

As we ensure good EDI governance is in place, we will focus on: 

• Knowledge and information management: good data quality to support quality insights. We will be data-led in developing policies and planning services. In cases where our data may reveal unequal access, engagement or outcomes by specific resident groups, the ED&I steering group will oversee the implementation of action plans to address these. 
• Policies and procedures: our services are supported by clear policies and procedures which are accessible to the residents and employees they impact. We have a clear programme of review to ensure they remain fit for purpose. Our teams are trained on how to deliver what we say we will fairly and with equity.   
• Regulatory and legislative requirements: We will continue to meet the requirement of the Regulator's Consumer Standards and all UK laws including the Equality Act 2010 and Modern Slavery Act 2015 (ensuring slavery and human trafficking are not taking place within CKH and/or in CKH's supply chain). We will apply emerging Housing Ombudsman best practice recommendations.  
• Monitoring our performance: our EDI steering group consisting of colleagues from around the business produce and monitor performance against an annual EDI action plan and report progress quarterly to Directors team, and annually to our People, Renumeration and Nomination committee and Group Board. Demographic data, including those in relation to protected characteristics, will be used to inform annual service planning and monitor delivery.