Board Member recruitment

Thrive Homes

August 2020

Contents

1. Welcome Letter ............................................................................................................... 1

2. About Thrive Homes ....................................................................................................... 3

3. Our Values ...................................................................................................................... 4

4. The Role of the Thrive Homes Board .............................................................................. 5

5. Our Board and Executive Team ...................................................................................... 6

6. Board Member – Role Profile ........................................................................................ 10

7. Terms and conditions .................................................................................................... 14

8. Timetable ...................................................................................................................... 14

9. Further Information ....................................................................................................... 14

10. How to apply ................................................................................................................. 15

Appendix 1 - Thrive Homes – Board Cycle 2020/21 ............................................................. 16

Appendix 2 – Recruitment Monitoring form .......................................................................... 17

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1. Welcome Letter

Dear candidate, Many thanks for your interest in becoming a Board Member at Thrive Homes. Having been a Board Member and Chair of Audit and Risk for about a year before recently being appointed to the Chair position, I am thoroughly enjoying my time at Thrive. We own and manage around 5,000 homes in Hertfordshire, Bedfordshire, Buckinghamshire and Oxfordshire. We provide homes for rent ranging from social/affordable through to full market, through our subsidiary Thrive Living. Thrive also has a strong shared-ownership sales programme and provides management services for other landlords. Rated G1 V1 by the Regulator for Social Housing, we are a stable business with a turnover of around £26m a year and growing with, for example, 250 plots in the pipeline. We employ 99 FTE staff, including our in-house repairs and maintenance team. We recognise that our staff team is vital to our success. We invest in supporting personal development, providing the tools that people need to work effectively, providing a great physical/virtual working environment and sense of being valued as a member of our team. Thrive achieved IIP Gold in 2019 and has been one of the top 25 Housing Associations within the Times Best Companies Survey for the last three years. We are also a Mindful Employer and support the mental well-being of our colleagues. Thrive’s response to the Covid-19 Pandemic was overwhelmingly positive. Our existing technology platform enabled us to operate remotely from day one of lock-down and, by adapting working practices to protect customers and colleagues, we continued to provide essential repairs and let/sell homes. Our colleagues stepped up to maintain essential services and take on different work to support areas of the business experiencing additional demand such as the Income Support Team. Our Board also works well. We have an open culture and a one team approach with our executive colleagues. We are also a learning and development organisation, and this applies to our board as well as staff, for example we have a comprehensive Board Engagement Programme. Several of our current Board Members will be time-expired in the coming year and as part of our succession plan, we will be recruiting four new board members. The specific areas of expertise required include the following:

▪ Housing development ▪ Business development/growth ▪ Treasury management/risk management ▪ Property related assets

Thrive’s approach to diversity supports everything else we are committed to do. We expect our Board Members to demonstrate a personal commitment to valuing, recognising and responding to diversity. This is as true in the Boardroom as it is anywhere at Thrive.

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We are, therefore, keen to increase the diversity of our Board so that we can better understand and connect with our customers and continue to champion diversity. In addition to the technical experience listed above, therefore, demonstrable alignment with our Equality and Diversity vision and values is also essential. If all of the above really excites you then please get in touch with Sarah Palmer, our retained advisor at Altair (details further on in this pack). Thank you for your interest and I do hope you will consider applying. With best wishes, Yours sincerely, Kate McLeod Chair (from September 2020)

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2. About Thrive Homes Thrive Homes is a not-for-profit registered housing association providing a range of safe, affordable homes for people wishing to rent or purchase in Hertfordshire, Bedfordshire, Buckinghamshire and Oxfordshire. These are some of the most expensive areas in the country in which to live and therefore demand for Thrive’s homes is high as there is a limited supply of low-cost rent homes and opportunities to take the first step towards home ownership. Our primary focus is on being a good landlord and on increasing opportunities for people to secure a home that meets their needs in the areas where we operate. We have a strong regional focus so maintain a good understanding of these communities and network of partnerships that support Thrive’s objectives and those of the wider community. We currently own and manage 4,867 homes and our portfolio is growing at around 2.5% per year. Typically, our social and affordable rents are between 40-80% of the market rent in an area and are capped at Local Housing Allowance levels. This averages £106 per week. In addition to the social/affordable rental offer, we also:

▪ Provide homes at market rent through our recently established subsidiary, Thrive Living

▪ Manage homes on behalf of other housing providers – we signed our first contract with Rosewood in 2019

Developing these business streams is part of our plans for growth. Thrive has an ambitious and creative approach to what it does – we do what is right for our customers and the business- we are unafraid of bold decisions and of being different. Our vision is a professional landlord creating quality homes where people enjoy living. To deliver this, our focus is on:

▪ Being resilient with a strong financial base ▪ Growing our portfolio ▪ Offering a fair deal to customers ▪ Being a good place to work

We have made significant changes in the way that we operate, including the following:

▪ Working and offering services digitally – through a ‘hub’ that customers can use to manage their account and request Thrive services 24/7. This will complete the transition Thrive is making to allow ‘digital only’ tenancies

▪ Introducing the Thrive Deal that creates clarity about what we offer and what we expect of customers

▪ Home Plan – that inventories homes at the point of letting, enabling Thrive to monitor how the home is being lived in and keep in touch with our customers

▪ Our remunerated and independently chaired Customer Experience Panel is an important channel that enables us to ‘hear’ the voice of our customers

We are continuing to roll out and embed these changes.

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We have an ambitious development programme and have recently started work on two regeneration sites and our first two land-led sites. We are securing a forward land-bank and to date have secured circa 600 plots. We recently completed on the acquisition of the B&Q site in Welwyn Garden City – the commercial income from this supports the holding costs as we work up the residential scheme that will deliver over 100 homes. This opportunity is typical of the way that Thrive wishes to operate going forward. In recognition of our work, we were voted Inside Housing -Development Team of the Year (small org) in 2019 Ensuring that we deliver to our agreed standards and hearing the voice of the customer is key to the way that Thrive operates. The independently chaired Customer Experience Panel (CEP), comprising customers and Board Members is an essential part of our operating model. It provides assurance to Board that Thrive is meeting the consumer standards and is a challenge to the business to understand what promotes customer satisfaction and then maintain this.

3. Our Values Our values inform the way that we work. At Thrive, we are:

▪ Open ▪ Respectful ▪ Reliable ▪ Professional

For further information about Thrive Homes please visit our website at: http://www.thrivehomes.org.uk and view our publications including our financial statements: https://altairltd.co.uk/wp-content/uploads/2019/05/ThriveFinancialStatements2018.pdf and annual report: https://www.thrivehomes.org.uk/2017-18-residents-report/

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4. The Role of the Thrive Homes Board

Thrive Homes’ Board has ultimate responsibility for the governance of the organisation. Its central role is to lead, direct, control, scrutinise and evaluate Thrive Homes’ work. This includes: ▪ Determining strategic direction and policies ▪ Establishing and overseeing control and risk management frameworks ▪ Satisfying itself on the integrity of financial information ▪ Ensuring that the organisation achieves its aims and objectives Thrive Homes Board is supported by three committees: ▪ Resources and Development ▪ Remuneration and Governance ▪ Risk and Audit

We also have the following subsidiary boards that which members of the Thrive Board and

Executives sit on: Thrive Living, Thrive Homes Finance (PLC) and SRJ Homes (ltd

company)

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5. Our Board and Executive Team 5.1. Board Members

Vic Baylis Vic retired from the role of Director of Customer Services at Westminster City Council before joining Thrive as a Board member. Prior to this he worked for many years in the housing service for Westminster and went on to become the Director of Housing establishing CityWest Homes which he later chaired. Vic lives locally in Rickmansworth and is a season ticket holder of Watford FC and in his spare time enjoys playing golf. He is currently acting as Interim Chair to the Thrive Board

Kate McLeod Kate recently retired as CFO of the Royal Mencap Society, where her responsibilities covered property and IT as well as Finance. Prior to that, her career was spent working in various finance roles in Investment Management firms. She now sits on a number of Risk, Audit and Finance committees of Not for Profit organisations. Kate lives in Buckinghamshire and joined the Thrive Board in May 2018. Kate has been appointed as Board Chair from September 2020

Malcolm Green Malcolm was a senior executive with BAE Systems until his retirement in 2011. For 15 years he was responsible for all Real Estate activities in the company including residential regeneration schemes in collaboration with housing developers and social housing providers. He was also Chair of a company pension scheme until his retirement. He lives in Chorleywood and has been a Thrive Board member since Autumn 2012. Committee Membership: Resources & Development and Risk & Audit

Rachel Harrison Rachel is Global Finance and Operations Manager at the Centre for Public Impact, part of the Boston Consulting Group. She was previously Finance Director and Company Secretary for the Wokingham Borough Council owned housing companies. Prior to working in housing, Rachel worked in management consulting and international finance in the UK and USA. Rachel holds her MBA in Finance from Wharton Business School in the USA and gained her Chartered Institute of Management (CIMA) qualification whilst living overseas in Azerbaijan. She also holds NED and Trustee positions focusing on the housing and international development sectors. Committee membership: Risk & Audit and Remuneration & Governance

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Craig O’Donnell Craig is the Head of Digital Innovation at Grosvenor, one of the world's largest privately-owned property businesses. Grosvenor develops, manages and invests in property in more than 60 cities around the world. Prior to his current role, Craig was the Chief Information Officer at Landsec - a FTSE 100 Real Estate Investment Trust (REIT) and the UK’s largest commercial property company. Committee Membership: Resources & Development

Graham Olive Graham is a commercial banker with over 25 years’ experience in the UK and internationally. He established and developed a northern European structured finance business for a major international bank. He now specialises in business development and risk management and is currently Interim Deputy CEO of OakNorth Bank, a new challenger bank with a focus on business lending. Graham is an Associate of the Chartered Institute of Bankers. In his spare time, he enjoys skiing, country walks and is a member of the CPRE. Committee Membership: Remuneration & Governance (Interim Chair); Risk & Audit; Customer Experience Panel member

Jamie Smith Until recently, Jamie was Deputy Chief Executive and a Board Member at Swan Housing Group which operates in Essex and East London. Jamie had responsibility for finance and asset management. Prior to joining Swan Housing Group in 2009, Jamie worked in a number of Finance Director roles in the construction sector. Committee Membership: Resources & Development (Chair)

Tonia Warren Tonia is a Director of EAB Homes, an award-winning development company building bespoke luxury properties. As comfortable developing design concepts as she is choosing furnishings and finishes, Tonia’s experience ranges from Site Management to Finance and everything in-between. Tonia is the Chair of Beaconsfield4Business and joined the team at Thrive in May 2019. Committee membership: Risk & Audit and Resource & Development

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5.2. Executive Team

Elspeth Mackenzie – Chief Executive Elspeth joined Thrive Homes as Chief Executive in January 2009, having previously been the Chief Executive of Griffin Homes, part of the Origin Housing Group that focused on low-cost home-ownership and rent for key workers. She has had a varied career in housing management, spanning over 25 years and has a wide experience of property management, strategic planning, organisational development and the governance of housing associations. Voluntary roles have included the Vice-Chair of Crown Housing Association, Chair of Grange Housing and NHF Eastern Region Chair. She is currently a member of the Local Strategic Partnership Board and the Hertfordshire LEP Infra-Structure Board. Elspeth mentors others within the profession and was instrumental in establishing the Board mentoring programme through Housing Diversity Network.

Jo Barrett – Operations Director Jo was appointed in June 2008, previously having worked at Stevenage Borough Council as their Director of Technical Services and was involved in the setting up of Stevenage Homes in 2006. This was an Arm’s Length Management Organisation responsible for the management of the Council's housing stock. There, she was responsible for the implementation of their asset management strategy and delivery of the decent homes improvement programme, as well as the day to day repairs service. She has 20 years’ experience in the housing sector, having worked for 15 years at North Hertfordshire District Council. Whilst Jo was there, she was involved in the transfer of their stock to North Hertfordshire Homes, a specially set up housing association. Jo obtained a BSc in Building Surveying in 1994 and qualified as a Chartered Building Surveyor in 1995. Jo is a Member of the Royal Institution of Chartered Surveyors.

Jack Burnham – Development Director Jack joined Thrive Homes in 2017, having previously worked for a large developer based in London and the Home Counties. His previous experience crosses both the public and private sector, including working for local authorities in Essex and Hertfordshire as well as a London-based housebuilder. After graduating from the University of Birmingham, Jack completed postgraduate studies in housing. He holds professional membership of the Chartered Institute of Housing, Institute of Economic Development and the Royal Institution of Chartered Surveyors.

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Jack, who is passionate about housing, has dedicated most of his career to building affordable homes. He has also previously served as Chair of a small housing association which provides specialist accommodation and support to people with mental health issues and learning difficulties. Jack will utilise his knowledge of the commercial-residential development industry in order to achieve Thrive’s development ambitions.

Mark Farrar – Finance Director Mark Farrar joined Thrive in 2020 to help develop processes that achieve business objectives, support the wider business and help set strategy for the near- and long-term. Before joining Thrive, Mark served as Head of Finance for the housing association bpha. Prior to this position, he worked for Tesco PLC for 17 years, holding various financial leadership positions. Through his experience across different sectors, Mark’s skills compliment those of the wider Leadership Team as he will be able to challenge and develop current approaches allowing Thrive to develop its business model.

Karen Forbes-Jackson – Corporate Services Director Karen Forbes-Jackson joined Thrive in 2020, having previously held roles with MDG (part of Premier Medical Group), Network Housing Group and Sanctuary Group. With more than 25 years of generalist HR experience at the strategic and operational level, she brings the ability to proactively meet business needs in a rapidly developing, customer-focused organisation. Her voluntary roles have included serving as a board member for local housing association B3 Living, as well as Chair of the Better Business Committee and Vice Chair of the Audit Committee. She has also been involved with Scouts and Alzheimer Society. Karen ensures Thrive has the resiliency, skill and ability to seamlessly adjust as it continues to grow.

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6. Board Member – Role Profile

6.1. Job Description

Each Board member has a: ▪ General duty to act in the interests of the company, being committed to the corporate

objectives and core values of the company. ▪ Duty to ensure that the company observes its rules. ▪ Duty to govern the company with proper skill and care, contributing to, abiding by and

assuming collective responsibility for, board decisions. Leadership ▪ Share accountability for the direction and control of Thrive within the agreed strategy,

policy and planning framework, reviewing that framework as necessary. ▪ Ensure that obligations to stakeholders are understood and reflected in strategy and

implementation. ▪ Establish a strong and positive working relationship between the board, the Chief

Executive and other senior staff. ▪ Support the Chair in his/her role of providing strategic leadership and creating positive

board climate. ▪ Ensure that equality, diversity and inclusion is embedded within the organisation

Strategy ▪ Set objectives for Thrive in the context of its aims, strategy and policy and determine

the strategic aims and outcomes required. ▪ Review and evaluate current and future external opportunities, threats and risks

together with current and future internal strengths and weaknesses to ensure effective decision making.

▪ In conjunction with the board as a whole, be accountable for the quality and effectiveness of the Business Plan in contributing to delivering long term sustainability for Thrive.

Performance monitoring ▪ Ensure there are agreed budgets for both revenue and capital expenditure that drive

the outcomes set in the Business Plan. ▪ Review and monitor the performance of Thrive against the Business Plan and ensure

that the management information provided to the Board is of the nature and quality required.

Risk ▪ Ensure that there are systems in place to identify, manage and report risk to

safeguard Thrive’s assets. ▪ Agree policies and take decisions on all matters that might create significant financial

or other risk to Thrive. ▪ Ensure the operating climate is monitored and appropriate actions taken to deliver a

positive climate for staff and board members.

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Governance ▪ Ensure that Thrive complies with all legal and statutory obligations and that all

regulatory requirements are met. ▪ In conjunction with the board as a whole, establish and review a Code of Conduct for

all board and committee members and staff. ▪ Assess how Thrive follows the recommendations of the chosen code of governance

and state compliance or non-compliance in Thrive’s annual review and accounts. Personal Development ▪ Be both well informed (undertake appropriate background reading, develop and

maintain an appreciation of the key challenges faced by Thrive) and contribute specialist knowledge, expertise and/or experience to the board.

▪ Contribute to creating and sustaining the “learning/generative board” by participating in board induction and development activities.

Representation ▪ Promote the reputation and image of Thrive by acting as an ambassador at key

events and interfaces with tenants, stakeholders, staff etc., both internally and externally.

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6.2. Person Specification The Board should possess the qualities required to lead Thrive and control its affairs. Through annual individual and collective appraisal, the Board will ensure that members have relevant skills and experience to do so. PART ONE Experience and knowledge ▪ Evidence of operating at a senior strategic leadership role in a customer focused

organisation of comparable size and complexity (or larger) is essential and non-executive experience is preferred.

▪ Operating in a climate of significant change and challenge

▪ Working as part of a team and building effective relationships across an organisation

▪ Interest in or understanding of affordable/social housing and other relevant business areas

▪ A strong awareness of equality, diversity and inclusion issues and a commitment to embedding these principles throughout the organisation

▪ Senior, strategic level experience of one of the following four areas of expertise:

Housing development: ▪ An ability to interpret financial information (appraisals and cashflows) with a

focus on financial risk, control and regulatory compliance ▪ Expertise in commercial management decision-making in development and

construction ▪ A working knowledge of development appraisals and managing commercial,

construction and planning risks ▪ Ideally, candidates will also have knowledge of cross-tenure development

including social rent, shared ownership and private rented sector housing

Strategic leadership experience of business development/growth ▪ An ability to develop and evolve strategy to deliver business objectives and

respond to changes in the operating environment ▪ Experience of effecting changes in operation and culture to deliver strategic

objectives ▪ An ability to interpret business plans, develop scenarios and identify risks

arising from the plans to establish safe operational parameters ▪ An understanding of reporting and assurance mechanisms to track delivery of

business development and growth

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Treasury management/risk management ▪ An understanding of Capital Markets and other sources of funding ▪ An ability to interpret business plans and other financial information to develop

scenarios and identify risks to establish safe operating parameters that maintain key metrics such as Credit Rating at an acceptable level

▪ An understanding of risk management and development of organisational risk appetite that reflect the needs of the organisation and its operating environment.

▪ Experience of applying risk management to protect but also facilitate the achievement of the organisation’s objectives

▪ Ability to work with board and executive colleagues in ways that promote risk awareness and impacts

Property related assets

▪ An understanding of portfolio management ▪ An understanding of issues such as building safety and the zero-carbon

agenda likely to impact on investment requirements and returns from the portfolio

▪ Expertise in decision making in this area based on data from asset management/appraisal tools and to relate this to wider business objectives

▪ An ability to interpret financial information with a focus on risk control and regulatory compliance

PART TWO Abilities Able to: ▪ Make a constructive contribution to meetings through preparation and understanding ▪ Understand complex issues, including financial information ability to take an active

part in collective debate and decision-making ▪ Attend Board meetings, training and development events and other corporate

activities which may be held in the evening, weekdays and at weekends

Skills: ▪ Good interpersonal and communication skills ▪ Committee/meeting skills ▪ Good problem solving skills ▪ lCT literacy

Personal Qualities Commitment to: ▪ Thrive’s vision and values ▪ Equality and diversity in employment and service delivery ▪ High standards of personal and professional integrity

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7. Terms and conditions

7.1. Remuneration

Board Member positions at Thrive Homes are remunerated at £5,250 per annum. Thrive will also reimburse all reasonable travel expenses incurred by Board members in the attendance of Board and committee meetings.

7.2. Time commitment

The time commitment for a Board Member is likely to be up to one day a month (including membership of up to two committees and various training events). Thrive has four strategy days a year – these are a mix of Fridays and Saturdays. Periodically, there will be external training/conference/seminar opportunities and other events. The Board meets five times a year and the meetings are generally held at 4pm and last for a couple of hours. Board and Committee meetings are held at our offices at Westside, London Road, Hemel Hempstead HP3 9TD. There will also be various other meetings and events throughout the year. 7.3. Period of appointment

The term of office for a Board Member is three years (and can be extended to a maximum of nine years).

8. Timetable

Recruitment stage Date

Closing date Tuesday 1 September 2020

Longlisting interview (likely to be virtual) and shortlisting decision

w/c 7 and 14 September 2020

Psychometric assessment w/c 14 September 2020

Panel interview (likely to be virtual) w/c 21 September 2020

9. Further Information For an informal and confidential discussion about becoming a Board Member at Thrive Homes please contact our retained advisor at Altair Ltd: Sarah Palmer, Head of Recruitment, Altair. Mobile: 07806 602933 email:

sarah.palmer@altairltd.co.uk

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10. How to apply To apply please go to: http://www.altairltd.co.uk/job/ThriveALT283 Complete our registration form and attach the following documentation (please save your files with your surname first, followed by your first name and a description of the file): ▪ A detailed CV including details of positions held (and dates) (please include size of

budgets and teams managed and key achievements of relevance to a non-executive position (no more than 2,000 words)

▪ A supporting statement explaining your motivation in applying for this position at Thrive Homes and also addressing how you meet the requirements of PART ONE of the person specification (no more than 2,000 words)

▪ Completed recruitment monitoring form (attached at Appendix 2; a Word version is

available on our website at the above link)

▪ Full contact details (name, job title, organisation, phone and email) for two referees (including your current employer if applicable). Please note we will not take up references without your prior permission

The closing date for applications is: 10:00am Tuesday 1 September 2020. The job reference code is ALT283. Your application will be acknowledged and treated with strictest confidence.

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Appendix 1 - Thrive Homes – Board Cycle 2020/21

Committee Abbreviations: R&G - Remuneration & Governance; R&A - Risk & Audit; R&D - Resources & Development; CEP - Customer Experience Panel

Jan/Feb 2020

Board Cycle

Committee Date Time Notes

R&G Mon 13 Jan 16.00 Annual pay increases

R&A Mon 20 Jan 16.00

CEP Mon 27 Jan 17.30

R&D * Mon 3 Feb 16.00 Review budget

Board Mon 17 Feb 16.00 Approve budget

March

Workshop

Fri 13 Mar 09.30 Centurion Golf Club

April/May

2020 Board

Cycle

Committee Date Time

CEP Mon 6 Apr 17.30

R&A Mon 20 Apr 16.00

R&G Tue 7 Apr 16.00 Easter (10 – 13 April) Bonus

recommendation

R&D * Mon 27 Apr 16.00

Board Mon 11 May 16.00 Annual compliance

statement

June

Workshop

Fri 12 Jun 09.30 Ashridge (venue tbc)

June/July/Aug

2020 Board

Cycle

Committee Date Time

R&D * Mon 15 Jun 16.00

R&A Mon 22 Jun 16.00 Review annual accounts

R&G Mon 6 July 16.00

Board Mon 13 July 16.00 Approve Annual accounts

September /

October 2020

Board Cycle

Committee Date Time

CEP Mon 7 Sep 17.30

R&D * Mon 14 Sep 16.00

Board &

AGMs

Mon 21 Sep 16.00 Annual Accs approval for

submission by 30 Sept

October

Workshop

Sat 10 Oct 09.30 Ashridge? (venue tbc)

Nov/Dec 2020 Board Cycle

Committee Date Time

R&G Mon 26 Oct 16.00

R&A Mon 9 Nov 16.00

CEP Mon 16 Nov 17.30

R&D * Mon 23 Nov 16.00 Budget assumptions

November

Workshop

Fri 27 Nov 09.30 Ashridge? (venue tbc)

Board Mon 7 Dec Jan/Feb 2021 Board Cycle

Committee Date Time

R&G Mon 18 Jan 16.00 Annual pay increases

R&A Mon 25 Jan 16.00

CEP Mon 1 Feb 17.30

R&D * Mon 8 Feb 16.00 Review budget

Board Mon 22 Feb 16.00 Approve budget

*Thrive Living Board meetings are held prior to R&D meetings from 15:15 to 15:45

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Appendix 2 – Recruitment Monitoring form

Thrive Homes believes that equal opportunities monitoring is an important means of demonstrating and implementing our commitment to promoting equality of opportunity. It can help us to identify barriers that prevent access to employment and career development for certain groups of people,

and to develop solutions, such as positive action plans or alternative policies and practices. Name (Optional)

Date:

What gender do you identify with?

□ Female □ Male What gender were you at birth?

□ Female □ Male What is your ethnic group? Choose one option that best describes your ethnic group or background

White

□ English/Welsh/Scottish/Northern

Irish/British

□ Irish

□ Gypsy or Irish Traveller

□ Any other White background, please

describe

Mixed/Multiple ethnic groups

□ White and Black Caribbean

□ White and Black African

□ White and Asian

□ Any other Mixed/Multiple ethnic

background, please describe

Asian/Asian British

□ Indian

□ Pakistani

□ Bangladeshi

□ Chinese

□ Any other Asian background, please

describe

Black/ African/Caribbean/Black British

□ African

□ Caribbean

□ Any other Black/African/Caribbean

background, please describe

Other ethnic group

□ Arab □ Any other ethnic group, please

describe

Non-disclosure:

□ Prefer not to disclose

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Age Range

□ Up to 18 years

□ 19 – 25 years

□ 26 – 35 years

□ 36 – 45 years

□ 46 – 55 years

□ 56 – 60 years

□ Over 60 years

Sexual Orientation

□ Gay Man

□ Gay Woman/Lesbian

□ Bisexual

□ Heterosexual

□ Other

□ Prefer not to say Do you consider yourself to have a disability?

□ Yes

□ No

□ Prefer not to say

Religion and beliefs

□ Buddhist

□ Muslim

□ Christian

□ Sikh

□ Hindu

□ Jewish

□ Catholic

□ Atheist

□ No religion

□ Other

□ Prefer not to say

Relationship status

□ Married

□ Divorced

□ Separated

□ Single

□ Civil Partnership

□ Other

□ Prefer not to say

Are you pregnant?

□ Yes

□ No

□ Prefer not to say

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Recruitment advertising monitoring Where did you see this role advertised?

Please indicate “YES” appropriate

Altair website/email bulletin

Approached directly by Altair

Thrive Homes website

Inside Housing

LinkedIn

Online browsing

Twitter

Women on Boards

Women in Social Housing

Word of mouth