News
Prepare for the Future of Commonhold
The UK property landscape is shifting. As the Commonhold and Leasehold Reform Bill moves toward enactment, commonhold is set to become the new industry standard.

To help ensure you are ready for this change, The Property Institute (TPI) has launched a brand-new training course: Introduction to Commonhold for Leasehold Managers, providing a practical, structured introduction to the commonhold sector for members new to commonhold or looking to broaden their expertise.
One of the benefits of your TPI membership is the opportunity to access this new course FREE of charge through a limited-time introductory offer, available until 31st May 2026. After this date, the course will be available for £149.
Delivered remotely, the course includes eight modules, with two released every two weeks.
TPI AI Tutors introduce each module, bringing the content to life through an engaging, interactive learning experience.
Plus, earn 8 CPD hours and receive a certificate of attendance upon completion!
ACE Awards 2026 - It's Your Time To Shine
Submit your ACE Awards 2026 nominations!
With 23 award categories to explore, this is your chance to have your impact recognised — whether you're a Company, Individual, Partner, Network, or Associate member.
Nominate for FREE and take your place in the spotlight...
Get ready for an unforgettable evening at ACE Awards 2026, on Friday 19th June at the renowned Old Billingsgate venue. It promises a night of glamour, celebration and a touch of Midnight at the Fairground magic...
With a black-tie dress code, it's your moment to dress to impress. Make your mark in a stunning gown, elegant cocktail dress, classic tuxedo or sharply tailored dark suit and be part of a truly spectacular night!
FirstPort: Understanding Heat Tariffs: How Billing Will Work Under The Energy Act
As heat networks become a more common way of supplying energy-efficient heating and hot water to homes across the UK, it is increasingly important for residents and stakeholders to understand how heat tariffs are structured and billed.
Here, Stuart Wilcox, Head of Critical Infrastructure at FirstPort, explains the most common methods being used to ensure fair, more transparent billing for customers on heat networks, and how charges are likely to evolve under changing technical and regulatory standards.
With new regulation and oversight from Ofgem, the landscape is shifting – bringing greater transparency, accountability, consistency, and consumer protection. While this new framework will improve the way heating is provided and paid for, it is also important that consumers understand the key components that make up the service they receive and how this is billed as new systems roll out.
Heat tariffs and Heat Supply Agreements (HSAs)
Modern heat networks increasingly rely on Heat Supply Agreements, which set out the commercial relationship between the heat supplier and the customer. As Ofgem regulates the sector, HSAs are expected to become the standard billing method, to ensure greater consistency and transparency.
Heat tariffs under HSAs are normally split into two elements: a standing charge and a variable (consumption-based) charge.
The standing charge covers the fixed costs of delivering heat – costs that exist regardless of how much heat an individual customer uses, which typically includes metering costs, billing and administration, insurance, auditing, VAT and operational and routine maintenance, as well as sinking fund contributions for lifecycle replacement of major equipment.
These costs ensure the network can operate safely, reliably, and sustainably over the long term.
The variable charge is based on how much heat is actually used. It can go up or down based on things like the cost of gas (if your network uses it), how efficiently the energy centre and network are running, plus factors such as VAT and any costs linked to managing debt.
Although this charge typically fluctuates more than the standing charge because it is influenced by wholesale energy prices and network performance, it will remain stable for the duration of the tariff period, as the gas rates are fixed for one year.
How service charge billing works
Before HSAs became common – and prior to today’s metering technology and standards – many networks charged residents for heat through their service charge, particularly in older buildings with leases before 2020 and where no consumer meters have been installed. These service charges often bundled heat costs together with other building services.
This method under current arrangements, remains permissible by Ofgem for both metered and unmetered networks, however, Ofgem is currently consulting on proposals that would eventually require heat networks to unbundle individual heat charges once metering is installed, in accordance with further phased legislation under the HNTAS (Heat Network Technical Assurance Scheme) technical standards.
Metered vs. unmetered networks
The way that network usage is measured and billed has been the subject of stringent review. Historically, the specified method has typically depended on whether a development’s network is metered or unmetered.
When networks are metered, costs can be simply allocated based on individual consumption as heat meters are installed.
On an unmetered heat network, homes don’t have individual heat meters to measure how much heating or hot water each household actually uses. Because of this, suppliers can’t bill residents based on real consumption. Instead, they estimate costs using a proxy, such as the size of the property, the number of bedrooms, or the total floor area – on the assumption that larger homes generally require more heat.
This approach is common on older heat networks where meters weren’t originally installed. However, as UK regulation evolves, new HNTAS standards are expected to require suppliers to install meters at defined points in the system, use metering data to bill customers based on actual usage, separate or ‘unbundle’ heat costs from other building charges, and improve performance monitoring, reporting, and overall transparency.
Under new technical standards, more networks will adopt direct metering supported by an independent metering and billing agent, whose central role is to collect, verify, and manage consumption data to ensure accuracy and accountability, providing residents with clearer insight into how energy is measured and charged. As these requirements come into force, this will enable billing to shift from proxy-based estimates to charges based on verified real usage – making costs clearer, fairer, and more accurate for residents.
A more transparent, fair heat market
As the operation of heat networks enters a period of transition – and becomes an increasingly important part of the UK’s low‑carbon future – the way customers are billed will change alongside new regulations. This shift can feel complex, but the new framework is designed to provide greater clarity, backed by stronger commitments and accountability. As further details are confirmed, keeping customers informed will remain a priority, ensuring everyone understands what these changes mean for them.
Whether through modern Heat Supply Agreements or legacy service charge arrangements, the goal remains the same: to deliver affordable, reliable heat with transparency and fairness at the core.
Hannah Cooper Promoted to Chief People Officer at LRG
LRG has promoted Hannah Cooper, previously Group HR Director, to Chief People Officer (CPO), recognising her leadership of the Group’s people strategy as the business continues to grow and evolve across sales, lettings, property management and living markets.
In a sector where service is only as strong as the people delivering it, LRG’s appointment of a CPO demonstrates that the Group intends to compete through high standards, strong leadership and a working culture that supports performance at scale.
Hannah joined Leaders in 2013 as an HR advisor and progressed through to head of HR operations, overseeing HR operations for more than 3,000 colleagues. Most recently, as Group HR director, she has led work spanning recruitment, employee development and employment compliance, with a focus on fair treatment and practical support for colleagues across a nationwide network.
One of Hannah’s achievements is establishing, in collaboration with colleagues, EmpowerHER, LRG’s programme to strengthen support for women across the business. EmpowerHER brings together curated networking and mentorship events, an internal resources hub, structured mentoring that pairs aspiring female leaders with members of LRG’s senior team, a library of learning materials, ongoing roundtables to share challenges and good practice and a push to put forward female colleagues for industry awards. It complements additional internal initiatives including a fertility benefit, a menopause policy, enhanced maternity leave and a strong emphasis on flexible working.

In her new role, Hannah will continue to lead the Group’s people function, bringing together workforce planning, skills development, engagement and organisational design to support LRG’s brands and businesses as the Group continues to expand.
Michael Cook, Chief Executive Officer of LRG, said: ‘During the last few years Hannah has overseen staff retention rates improve to our best ever recorded levels, reflecting the quality of our recruitment and ongoing staff engagement, which make LRG a place people thrive and choose to stay not just for a job, but for a career.
‘Hannah’s promotion reflects the impact she has already been making across the Group. LRG is built on the quality of our people - how we recruit, develop and support colleagues and how we create a culture that helps teams do their best work. Appointing a chief people officer recognises that this is not a support function on the side. It is central to how we run the business and how we serve customers.’
Hannah began her HR career after completing a business honours degree specialising in human resource management at the University of the West of England. She later completed a Level 7 postgraduate diploma in human resource management while working in her first HR role within the biotechnology industry. She has more than 15 years’ HR experience, including 13 years in the property industry.