Decision

Abri Group Limited (L4172): Regulatory Judgement - 14 October 2026

Updated 14 October 2026

Applies to England

Our Judgement

	Grade/Judgement	Change	Date of assessment
Consumer	C2 Our judgement is that there are some weaknesses in the landlord delivering the outcomes of the consumer standards and improvement is needed.	First grading	October 2026
Governance	G1 Our judgement is that the landlord meets our governance requirements.	Assessed and unchanged	October 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	October 2026

Reason for publication

We are publishing a regulatory judgement for Abri Group Limited (Abri) following an inspection completed in October 2026.

This regulatory judgement confirms a consumer grade of C2, a governance grade of G1 and a financial viability grade of V1.

Prior to this regulatory judgement, the governance and financial viability grades for Abri were last updated in November 2025 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 Abri. 

Octavia Housing (Octavia) joined the Abri Group in December 2024 as part of the strategy to return Octavia to meeting the outcomes of our regulatory standards. At the time of the merger, Octavia’s consumer grade had been assessed as C3 following responsive engagement, specifically in relation to the Safety and Quality Standard.

This regulatory judgement supersedes our previous published assessment of Octavia’s consumer grade of C3, which was published in July 2024.

Summary of the decision

From the assurance gained during the inspection, based on the evidence provided by Abri, we have concluded that there are some weaknesses in Abri delivering the outcomes of the consumer standards and improvement is needed, specifically in relation to outcomes in our Safety and Quality Standard, and the Transparency, Influence and Accountability Standard. The weaknesses are attributable to the ongoing recovery work identified within Octavia. Based on this assessment, we have concluded a C2 grade for Abri.

During the inspection, we gained assurance that the serious failings identified in Octavia’s July 2024 regulatory judgement, before it joined the Abri Group, relating to compliance with landlord health and safety requirements under the Safety and Quality Standard, continue to be addressed to a satisfactory standard. This has provided sufficient assurance for us to remove the C3 judgement.

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

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

How we reached our judgement

We carried out an inspection of Abri to assess how well it 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 the Resident Scrutiny Group, spoke with engaged tenants, held meetings with Abri including its non-executive directors, and reviewed a wide range of documents provided by Abri.

Our regulatory judgement is based on a review of all of the relevant information we obtained during the inspection of Abri, its regulatory returns and other regulatory engagement activity, as well as analysis of information supplied by Abri in its delivery of the recovery action plan to address the weaknesses within Octavia.

Summary of findings  

Consumer – C2 – October 2026

During the inspection, Abri provided evidence-based assurance that it is delivering many of the outcomes of the consumer standards and has made substantial progress in addressing the serious health and safety failures inherited from Octavia in December 2024. We have assurance that the issues that led to Octavia’s previous C3 judgement have been significantly addressed and that satisfactory arrangements are now in place to identify, assess and manage health and safety risks. Remaining actions will be monitored through our ongoing engagement with Abri. As a result, we are removing the previous C3 judgement applied to Octavia.

In relation to the Safety and Quality Standard, we have assurance that Abri has a reasonable and up-to-date understanding of the condition of its homes, with 83% of its homes having had a physical survey within the last five years. However, we noted regional differences, with former Octavia homes in London having coverage of 76%. We saw evidence that Abri has clear plans to update its understanding of its homes through physical surveys and we will continue to monitor progress through our ongoing engagement with the landlord.

During the inspection we gained assurance that Abri takes reasonable steps to ensure the health and safety of its tenants, however, we identified weaknesses in some compliance areas. This is reflected in recent building safety Tenant Satisfaction Measures with weaker performance noted in the London region. A substantial proportion of this underperformance is linked to homes managed by third-party managing agents. During the inspection we saw evidence of progress being made through Abri’s structured escalation process which has reduced outstanding landlord health and safety certifications and actions to address this will continue.

Abri has demonstrated a strong understanding of the landlord health and safety risks inherited from Octavia and has deployed significant resources to remedy identified weaknesses. Abri has improved its evidence and assurance relating to the completion of Fire Risk Assessment remedial actions with overdue actions in London reduced by 75% in the last twelve months. This activity is continuing to address the remaining outstanding actions, some of which are more than twelve months overdue. During the inspection, we have gained assurance that actions are subject to risk-based prioritisation, mitigation and oversight arrangements and we will continue to monitor progress through our ongoing engagement.

We gained assurance that Abri has improved its reporting of landlord health and safety in relation to the former Octavia homes, but further strengthening is required to allow sufficient oversight of homes managed by third parties. This has been acknowledged by Abri with board reporting now aligned to the requirements of the Tenant Satisfaction Measures. We also found that reporting could be strengthened for some other landlord health and safety risks, including aspects of lift safety, asbestos management, water safety and radon compliance to ensure sufficient board visibility and oversight.

Abri provides an effective, efficient and timely repairs, maintenance and planned improvements service, and implements actions to ensure it continues to deliver good outcomes for tenants. We have assurance that Abri is meeting required timescales to investigate, identify and repair hazards like damp and mould to ensure homes remain safe, well maintained and of good quality. Performance information is more limited in some areas due to contractual arrangements, and this needs strengthening.  

We gained assurance that Abri is delivering the outcomes of the Neighbourhood and Community Standard. We saw evidence that it works in partnership with relevant organisations to deter and tackle anti-social behaviour and hate incidents in the neighbourhoods where it delivers social housing and uses feedback from tenants to make improvements to its approach. Abri also demonstrated that it takes prompt and appropriate action to effectively manage anti-social behaviour cases.

In relation to the Tenancy Standard, Abri has shown it has a fair and transparent approach to allocating and letting homes, including how it takes the needs of tenants and prospective tenants into account. Abri demonstrated that it ensures that tenancies and terms granted are appropriate and meet all relevant requirements of the Tenancy Standard.

We saw evidence that Abri is delivering most of the outcomes in the Transparency, Influence and Accountability Standard. We gained evidence-based assurance that Abri treats customers with fairness and respect, supported by a values-led culture and customer-focused approach to service delivery. However, we identified weaknesses in relation to understanding the diverse needs of tenants and ensuring equitable outcomes.

Abri has established policies, processes and governance arrangements to understand and respond to tenants’ diverse needs. Its understanding of some tenants remains incomplete, with gaps in vulnerability and protected characteristics information, limiting its ability to tailor services and ensure equitable outcomes. Abri identified areas for improvement prior to our inspection and has plans in place to increase its understanding of its tenants. We will continue to monitor progress against these plans and delivery of the outcomes as part of our ongoing engagement.  

We have assurance that Abri has the structure in place to deliver an effective complaints service that aligns with the Transparency, Influence and Accountability Standard and Housing Ombudsman Complaint Handling Code. This includes clear and accessible policies, multiple routes for raising complaints, strong governance oversight, comprehensive performance reporting, and evidence of engagement with the Housing Ombudsman and wider sector learning. Abri has demonstrated progress in addressing a backlog of complaints related to former Octavia homes. However, there are areas for improvement including the rates of complaint response extensions, escalation, and tenant satisfaction with complaint handling. Abri has recognised these issues and implemented improvement plans, demonstrating early evidence of improved performance and we will continue to monitor this through our engagement.

Abri demonstrated that it has a clearly defined and embedded tenant engagement framework. Abri offers a range of meaningful opportunities for tenants to influence its strategies, policies and services, and has provided assurance that tenant feedback and insight is used to improve service outcomes at a local and organisational level.

We continue to actively engage with Abri to monitor its progress in improving its delivery of the outcomes of our consumer standards.

Governance – G1 – October 2026

Based on the evidence gained through the inspection, we have assurance that Abri’s governance arrangements enable it to effectively manage its risks and adequately control the organisation, allowing it to deliver its objectives. Governance structures are well established, align with strategic priorities, and support effective oversight of risk and performance. The board and committees operate effectively, with clear roles and responsibilities and strong accountability. The board consists of appropriately skilled members and during the inspection it demonstrated a good understanding of the organisation’s strategic objectives and risk profile.

Abri has an appropriate risk management and control framework in place that aligns with its strategic risks. Risk management and assurance arrangements are comprehensive and supported by internal audit, external assurance and robust stress testing. The board demonstrated a good understanding of the organisation’s risk profile and has successfully overseen major organisational change.

Abri also demonstrated a strong understanding of the risks inherited through the merger with Octavia and has taken a structured, risk-based approach to recovery. We saw evidence of strong governance for post-merger integration that has enabled Abri to make significant progress, delivering improved services to tenants while managing any associated financial pressures. This has been achieved alongside maintaining performance in service delivery to its existing tenants. Abri has prioritised gaining strengthened assurance on accuracy and consistency so that performance and financial information can be relied on. 

Stress testing is robust and proportionately challenges risks within the business plan. Abri has a clear risk mitigation framework, supported by defined trigger points, clear management actions and effective board oversight, providing assurance that it understands and can manage its principal financial vulnerabilities. Board and committee reporting is generally comprehensive, and overall governance arrangements provide sufficient assurance that risks are understood, monitored and appropriately managed. We saw evidence of effective board challenge with areas for improvement identified and plans developed.

Abri seeks continuous improvement in its governance through regular internal and external reviews, with identified actions appropriately monitored and implemented.

Viability – V1 – October 2026

Based on evidence gained from the inspection, we have assurance that Abri continues to demonstrate strong financial resilience, supported by robust liquidity, substantial security capacity, diversified funding sources and effective treasury management arrangements. Forecast covenant compliance is maintained throughout the approved business plan, with adequate headroom retained.

The organisation has an ambitious development programme and increased exposure to sales activity and housing market conditions. However, these risks are proportionate to Abri’s financial capacity and are supported by strong liquidity, significant levels of uncommitted expenditure and effective mitigation strategies.

Stress testing demonstrates resilience to a wide range of adverse scenarios, including substantial housing market deterioration, contractor failure, inflationary pressures, joint venture impairment and reductions in sales income. We are satisfied that the board understands these risks and has appropriate mitigation plans in place.

The business plan incorporates foreseeable commitments relating to building safety, investment in homes, decarbonisation and energy efficiency. We have sufficient assurance that Abri possesses the financial capacity and governance arrangements necessary to support delivery of its strategic ambitions while maintaining lender compliance and long-term financial resilience

Background to the judgement

About the landlord

Abri owns and manages around 48,000 homes across London, the South West, South East and the south coast. At 31 March 2026 accounts show a group turnover of £447.4m. Abri employs 2,264 full-time equivalent staff. Abri’s development programme aims to deliver 6,225 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

Related documents

• Decent Homes Standard