VIEWPOINT


AWAAB’S LAW: FROM REGULATION TO


THE INTRODUCTION OF Awaab’s Law marks one of the most significant shifts in social housing regulations for a generation. Born out of tragedy, the legislation is a clear indication that the long- accepted status quo that social homes are beset with damp, mould and disrepair is no longer acceptable.


Named in honour of Awaab Ishak, a toddler who died from mould exposure in 2020, Awaab’s Law places a legal duty on landlords to investigate and resolve reported health hazards within clearly defined timeframes – within 10 days for damp and mould and in 24 hours for emergency hazards such as gas leaks or broken boilers. Crucially, the law means failure to act on reported issues is no longer a mere reputational problem; it sets out a clear framework of legal accountability for landlords who don’t attempt to resolve the problems. For housing providers, the introduction of the legislation represents a seismic shift in how repairs, maintenance and asset management are prioritised. For those of us working within the construction supply chain, Awaab’s Law necessitates a reassessment of how we can support our partners to ensure these obligations are met consistently, at scale and under ever-increasing financial pressure.


A law that demands real change One of the primary risks surrounding Awaab’s Law is that it can easily become viewed as ‘just’ a compliance exercise and not a catalyst for long-term improvements. Quick fixes may satisfy a deadline, but they don’t address the root causes of damp and mould, which are


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often linked to poor ventilation, incorrect material specification, workmanship quality and inconsistent maintenance regimes and follow-up.


Actual compliance with the law will require a whole-system approach. This means better diagnostics at the point at which the issue is first flagged, access to appropriate materials and products, and utilising contractors who understand not just the products that need to be specified, but why they have to be specified.


A complicating factor in this is that Britain’s social housing stock is ageing, with a massive proportion of currently inhabited social homes built between 1945 and 1980, 34% of which were built pre-1960. This presents a complex web of challenges which can’t be solved by a one-size fits all approach.


Supply pressures Today’s social housing decision makers are operating within a climate of unprecedented strain. Spiralling costs, a growing labour shortage and the aforementioned ageing housing stock are coupled with increasing pressure to deliver faster and better outcomes for tenants. Those of us across the supply chain must ensure we are responding by becoming agile and simpler to work with, not more fragmented. At Huws Gray, we see our role as more than a materials supplier. Through our Partnership Solutions division, we work directly with housing providers, contractors and maintenance teams to streamline procurement, improve specification accuracy and ensure product availability aligns with regulatory demands.


REAL-WORLD READINESS Lyndon Johnson, managing director, Huws Gray Partnership Solutions


“For housing providers, the introduction of the legislation represents a seismic shift in how repairs, maintenance and asset management are prioritised.”


The parameters of Awaab’s Law clearly necessitate a speedy response, but that should never be to the detriment of quality. Delays caused by incorrect specification, inconsistent supply or lack of technical understanding will quickly become unacceptable. Merchants and manufacturers therefore have a responsibility to provide clarity, guidance and reliability at every stage of the process.


Prevention is as vital as cure


Perhaps the most important mindset shift that Awaab’s Law will usher in is the move from reactive to preventive maintenance. While the legislation focuses on response times once hazards are reported, the real opportunity lies in reducing the number of issues that arise in the first place. This means a need to invest in better materials, improved ventilation solutions, and maintenance programmes that address the risks before they escalate. It also means having much closer collaboration between housing teams, contractors and suppliers to share insight and identify patterns across housing stock. Ultimately, prioritising prevention means compliance is assured from the outset,


meaning tenants benefit from healthier and more resilient homes.


Raising standards together


Awaab’s Law is a higher bar for everyone involved in social housing delivery. We understand that meeting its challenges won’t be easy, but it is eminently achievable if the industry works in close collaboration to share the responsibility.


For decision makers, that means choosing partners who understand the regulatory landscape and can support long-term outcomes, not just short-term fixes.


For the supply chain, it’s about investing in expertise, stock availability and service models that reflect the urgency and seriousness of the task at hand.


Awaab’s Law represents a golden opportunity to restore trust, long-term, between tenants and landlords, and housing providers and the partners that support them.


I am urging the industry to approach Awaab’s Law as a chance to improve how we design, build and maintain social homes, rather than viewing it as burdensome red tape. By taking this approach, we can ensure the sector is delivering meaningful change where it matters the most.. BMJ


www.buildersmerchantsjournal.net May 2026


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