The Property Ombudsman’s view: Our 2025 annual report shows that communication is the foundation of a fair housing system

The disputes we see are not quite of the same magnitude, but they can have significant negative effects on consumers, and cost businesses valuable time and resources.

Across all areas of our work, poor communication remains the most common underlying issue in complaints. Whether it is unclear advice, missed updates or a failure to respond altogether, these breakdowns are rarely minor. They shape consumer experience, influence outcomes and, too often, escalate issues that could have been resolved far earlier.

This matters because the housing sector is entering a period of structural change. The Renters’ Rights Act and wider reforms are raising expectations on standards, transparency and accountability. As the regulatory environment evolves, the ability to communicate clearly and consistently is no longer a ‘soft skill’, but a professional requirement.

“Many disputes are not driven solely by the original issue. Instead, they escalate because expectations were not managed, updates not provided or key information not shared at the right time”

In 2025, we handled nearly 24,000 enquiries and resolved 7,681 disputes. These figures reflect not only the scale of the sector, but also the growing willingness of consumers to challenge poor service.

Yet behind these numbers lies a more consistent pattern. Many disputes are not driven solely by the original issue. Instead, they escalate because expectations were not managed, updates not provided or key information not shared at the right time.

One case from our report illustrates this clearly. A landlord facing significant rent arrears felt unsupported by their agent, not because no action had been taken, but because communication was lacking. The agent had engaged with the tenant but failed to keep the landlord informed or advised on next steps. The result was frustration, loss of confidence and, ultimately, a complaint, with an award made for the distress caused.

In another case, a tenant dealing with serious issues including mould and disrepair experienced a similar breakdown. While some action had been initiated, there was no clear follow-up, no consistent updates and no structured complaints process. Again, the core failing was not simply operational, but communicative.

These examples are not isolated, but reflect a broader trend across the sector.

Encouragingly, our work in 2025 shows that improving communication can deliver tangible results. We have reshaped our own processes to prioritise earlier intervention, clearer explanations and more targeted information-gathering. Cases resolved through early resolution increased significantly, allowing disputes to be addressed before positions hardened.

At the front end of our service, experienced adjudicators now assess enquiries sooner, providing clear answers at an earlier stage. This includes explaining when a case falls outside our remit or has little prospect of success, helping to manage expectations and avoid unnecessary delay.

In practice, clarity at the outset prevents complexity later. This approach benefits everyone. Consumers receive quicker answers, agents can address issues before they escalate and the system as a whole becomes more efficient without compromising fairness.

“Improving communication is not the responsibility of one part of the system alone. Agents, landlords, managing agents and redress schemes all have a role to play”

The sector should see communication not as an administrative task, but as a core component of professionalism. Even in the best-run business, things can go wrong. Good communication can turn a disgruntled consumer into an advocate for your service.

Our data shows that tenants make up the majority of complainants, often reflecting their relative vulnerability within the system. In this context, timely and transparent communication is essential to maintaining confidence.

Clear written records, prompt responses and proactive updates are not simply good practice, they are critical safeguards against misunderstandings and disputes.

There is also a wider point here for policymakers. As reforms take effect, awareness of rights and responsibilities will increase. This is likely to drive both the volume and complexity of disputes. Strong communication will be key to ensuring that these changes deliver their intended outcomes, rather than creating new areas of friction.

Improving communication is not the responsibility of one part of the system alone. Agents, landlords, managing agents and redress schemes all have a role to play. So, too, do policymakers, in ensuring that regulation is clear, proportionate and workable in practice.

At the Property Ombudsman, we will continue to use insight from our casework to support this effort, working with the government and industry to raise standards and improve outcomes.

In the end, the housing sector isn’t launching spacecraft, but the principle is identical. NASA didn’t lose the Mars Climate Orbiter because the engineering was flawed; they lost it because two teams weren’t speaking the same language. When communication falters, even the best work can go disastrously off-course.

In housing, the fallout isn’t measured in the millions, but in people’s homes, well-being and trust. That’s why getting communication right isn’t a courtesy; it’s the difference between a system that thrives and one that burns up on contact.

Lesley Horton, chief property ombudsman