Latest news with #BronAfon
Business News Wales
5 days ago
- Business
- Business News Wales
Can Consolidation Tackle the Affordable Housing Shortage?
We know that Wales faces significant challenges in meeting the demand for affordable housing, leading to long waiting lists and pressure on housing associations and local authorities. In the past two decades, Welsh housing associations have increasingly pursued consolidation as potential solution, hoping this strategy will strengthen their financial position, improve service delivery and address the growing demand for affordable housing. The trend towards consolidation began in 2008, with the transfer of housing stock from local councils to form Bron Afon (from Torfaen Council) and Cartefi Conwy (from Gwynedd), which later transferred stock to form Adra in 2010. The last year has seen a flurry of activity. In April 2024, Pobl Group (itself formed from the 2016 merger of Seren Group and Gwalia Group) merged with Linc Cymru and from 1st January 2026 will be known as Codi Group. In November, Cadwyn Housing Association joined the Cadarn Housing Group, making it a sister organisation to Newydd Housing Association, with both operating as subsidiaries within the wider group. In January this year, Beacon Cymru Group was formed from the merger of Coastal Housing Group and RHA Wales, while in April 2025 Newport City Homes merged with Melin Homes to form Hedyn. Is consolidation a good thing for housing associations and their tenants? Our view is: yes. In particular, mergers between housing associations offer a potential solution by creating larger, more resilient entities that can leverage economies of scale, pool resources, and navigate the complexities of the housing market more effectively. Financial stability One of the main benefits of a merger is the potential for enhanced financial stability. Housing associations often face significant financial pressures, whether from fluctuating income levels, rising construction costs, or changes in government policy. Merging housing associations can share resources, consolidate administrative functions, and reduce operational overheads, ensuring that more of their funding goes directly into housing projects and community development. Larger organisations also have better access to financing through loans or bonds, which can be reinvested into building new homes or improving existing properties. Improved service delivery and innovation The merger process also enables housing associations to pool their expertise and best practices, harmonising approaches, streamlining services, and even innovating to meet residents' needs. Merged organisations can invest in new technologies to improve tenant satisfaction, such as digital platforms for reporting issues or paying rent. They can also better support the health and well-being of residents through integrated services, including mental health support, employment training, or energy-efficient home improvements. Moreover, mergers can enable housing associations to take on more ambitious projects. Instead of focusing on small-scale developments, combined entities can invest in large-scale regeneration projects, revitalising whole neighbourhoods and providing better housing options for local populations. Since the 2020 merger of Tai Ceredigion and Mid-Wales Housing Association to form Barcud, the new entity launched a programme to deliver 350-400 homes built to high energy-efficiency standards and using MMC where feasible by 2025/2026. Many of these homes use renewable energy, such as solar PV, battery storage and heat source pumps. Some of Barcud's schemes are part of an energy pilot, testing battery storage linked to solar and are well placed to share knowledge with other rural RSLs – rural housing comprises a large proportion of Barcud's stock. Barcud is a strong example of how a merger of smaller rural RSLs can foster shared expertise, economies of scale, meaningful progress on decarbonisation and fuel poverty, and deliver new affordable homes in locations that might otherwise be overlooked. Future forward Of course, mergers are not without challenges. They require careful planning, clear communication, and the integration of different organisational cultures. However, when done successfully, they can better equip organisations to face the future. Without pushing mergers as a goal in themselves, the Welsh Government has supported housing association mergers where they strengthen RSL financial viability, protect or improve services of tenants and help deliver national priorities. This extends to financial support through long-term Social Housing Grant funding, and funding streams such as the Innovative Housing Programme and decarbonisation pilots, which can deliver at scale. It also provides regulatory guidance and oversight. Concerns Mergers in the housing sector may initially raise concerns about the loss of local identity, or tenant representation. Organisation integration can be complex, as systems, workforce and cultures align, and effective consultation with tenants is essential to maintain the quality of service. However, there is strong long-term potential for stronger, more resilient organisations that are better placed to meet the challenges of affordable housing and contribute to the prosperity of the communities they serve. We believe the trend towards consolidation will continue in future years, and are well positioned, across our full-service Social Housing team, to offer legal support to all considering this route.
Wales Online
03-07-2025
- Business
- Wales Online
4-day working week brought in at Welsh company employing hundreds of staff
4-day working week brought in at Welsh company employing hundreds of staff It's one of 17 companies which took part in a national trial to test a four-day working week with no increase in hours or reduction in pay Bron Afon in Cwmbran has successfully completed a four-day working week trial (Image: Google Maps ) A Welsh company has confirmed its plans to continue with a four-day working week, following the success of a national trial. Housing association, Bron Afon, was one of 17 companies to take part in a six-month pilot, which concluded with all participants opting to extend the shorter working week. The trial, which began in November, 2024, was organised by the 4 Day Week Foundation and involved nearly 1,000 workers across a range of industries. The aim was to test whether reducing the traditional working week from five days to four would impact productivity and employee wellbeing. Bron Afon, which boasts a workforce of around 400, claimed the results had been overwhelmingly positive. For our free daily briefing on the biggest issues facing the nation, sign up to the Wales Matters newsletter here The Cwmbran-based organisation shared that it had been able to maintain its performance and customer satisfaction, while also seeing significant benefits for its employees. Alan Brunt, chief executive of Bron Afon Community Housing, said: "Almost as soon as we started talking about it, our teams got together to set about making it work which was brilliant. Article continues below "We've closely monitored our performance and customer satisfaction. We're happy with the results so far and will continue to make sure we're delivering for our customers." Nearly two-thirds of workers across all companies involved in the trial reported a reduction in burnout, with 40% saying they had seen improvements in their mental health, while almost half said they felt more satisfied with life overall. Following the 100% success rate, director of 4 Day Week Foundation, Joe Ryle, commented: "With greater knowledge, expertise and experience of what it takes to successfully implement a four-day week, we're really pleased to see such a high success rate. "People are happier, businesses are thriving, and there's no turning back. "We've proved it again and again: a four-day week works and should now be implemented more widely across the economy." Having seen the benefits first hand, Bron Afon is now committed to continuing with the four-day week, with Mr Brunt adding: "I expect that most organisations will be doing this in the next 10 years or so." The campaign's success closely aligns with the results found by a group appointed by the Welsh Government last year. The group, established under the Workforce Partnership Council (WPC), spent a year studying the pros and cons of a four-day working week. The project revealed five major benefits, including: Improved work-life balance: Shorter work hours with no pay-cut help workers better balance work and personal life. Better health: Reduced hours help prevent burnout, lower stress and improve physical and mental wellbeing. Attraction and retention: Boosts recruitment and retention by offering distinctive benefit and effective pay increase (for fewer hours worked). Greater inclusivity: Supports workers with caring responsibilities, fostering a more inclusive workspace. Increased productivity and organisational performance: Due to increased feelings of wellbeing, those who are feeling well rested and happier tend to produce work more efficiently and of higher quality. Article continues below
Yahoo
03-07-2025
- Business
- Yahoo
Businesses ‘thriving' after adopting four-day working week
A national pilot scheme exploring a four-day working week has concluded with a resounding 100 per cent success rate, prompting all participating companies to permanently adopt the shorter schedule. The six-month trial, which began last November, involved 17 companies and nearly 1,000 workers, and was organised by the 4 Day Week Foundation. All 17 firms have now committed to continuing the four-day week beyond the pilot phase. A report on the initiative highlighted that organisations were able to maintain their service levels and key performance indicators throughout the trial period. This demonstrated that productivity did not suffer despite the reduction in working days. Crucially, the pilot also yielded substantial benefits for employee wellbeing. Almost two-thirds of workers registered a reduction in how often they experienced burnout, while two in five found an improvement in their mental health. Furthermore, nearly half of the participants reported feeling more satisfied with their lives. Joe Ryle, campaign director of the 4 Day Week Foundation, said: 'With greater knowledge, expertise and experience of what it takes to successfully implement a four-day week, we're really pleased to see such a high success rate. 'People are happier, businesses are thriving, and there's no turning back. 'We've proved it again and again: a four-day week works and should now be implemented more widely across the economy.' Alan Brunt, chief executive of Bron Afon Community Housing with 420 staff, who are extending their pilot further, said: 'Almost as soon as we started talking about it, our teams got together to set about making it work which was brilliant. 'We've closely monitored our performance and customer satisfaction. We're happy with the results so far and will continue to make sure we're delivering for our customers. 'I expect that most organisations will be doing this in the next 10 years or so.'
The Independent
02-07-2025
- Business
- The Independent
Four-day week pilot hailed a success
The latest national four-day working week pilot, involving 17 companies and nearly 1,000 workers, has ended with a 100% success rate, it was announced on Thursday. All 17 companies have decided to continue working a shorter working week at the end of the trial. The six-month trial began last November and was organised by the 4 Day Week Foundation. Organisations were able to maintain service levels and key performance indicators whilst observing several benefits for employee wellbeing, said the report. Almost two-thirds of workers registered a reduction in how often they experienced burnout, two in five found an improvement in their mental health and almost half said they felt more satisfied with life. Joe Ryle, campaign director of the 4 Day Week Foundation, said: 'With greater knowledge, expertise and experience of what it takes to successfully implement a four-day week, we're really pleased to see such a high success rate. ' People are happier, businesses are thriving, and there's no turning back. 'We've proved it again and again: a four-day week works and should now be implemented more widely across the economy.' Alan Brunt, chief executive of Bron Afon Community Housing with 420 staff, who are extending their pilot further, said: 'Almost as soon as we started talking about it, our teams got together to set about making it work which was brilliant. 'We've closely monitored our performance and customer satisfaction. We're happy with the results so far and will continue to make sure we're delivering for our customers. 'I expect that most organisations will be doing this in the next 10 years or so.'
Yahoo
02-07-2025
- Business
- Yahoo
Four-day week pilot hailed a success
The latest national four-day working week pilot, involving 17 companies and nearly 1,000 workers, has ended with a 100% success rate, it was announced on Thursday. All 17 companies have decided to continue working a shorter working week at the end of the trial. The six-month trial began last November and was organised by the 4 Day Week Foundation. Organisations were able to maintain service levels and key performance indicators whilst observing several benefits for employee wellbeing, said the report. Almost two-thirds of workers registered a reduction in how often they experienced burnout, two in five found an improvement in their mental health and almost half said they felt more satisfied with life. Joe Ryle, campaign director of the 4 Day Week Foundation, said: 'With greater knowledge, expertise and experience of what it takes to successfully implement a four-day week, we're really pleased to see such a high success rate. 'People are happier, businesses are thriving, and there's no turning back. 'We've proved it again and again: a four-day week works and should now be implemented more widely across the economy.' Alan Brunt, chief executive of Bron Afon Community Housing with 420 staff, who are extending their pilot further, said: 'Almost as soon as we started talking about it, our teams got together to set about making it work which was brilliant. 'We've closely monitored our performance and customer satisfaction. We're happy with the results so far and will continue to make sure we're delivering for our customers. 'I expect that most organisations will be doing this in the next 10 years or so.'
