2021 - 2023 | Corporate Strategy Addendum

Front cover corporate strategy addendumSince the launch of our Corporate Strategy in 2018 we have revised our financial business plan, and recently have been able to strengthen the quality of our key decision-making data. Consequently, we have needed to revise our Corporate Strategy and Strategic Objectives to ensure we continue to strike the right balance of ambition, achievability, and stability moving ahead. You can read the revised Corporate objectives in our Addendum. 

2018 - 2023 | Corporate Strategy

Cover page corporate strategyThrough our Corporate Strategy, we have set ourselves ambitious targets. These are:

90% resident satisfaction

We will work collectively across the business to increase our resident satisfaction through improved repairs and maintenance services along with more digital, easy to use and simple self-service options and a better understanding of individual resident’s needs. Residents will be at the front and centre of our business.

Develop 1,200 homes by 2030

We will deliver 1,200 new homes over the next 10 years.

Implement an Active Asset Management strategy

We will implement an Active Asset Management strategy which will help reduce occupancy costs for our residents and increase our development capacity.

Implement a Cost Per Unit strategy

We will replace the previous Operating Margin Target strategy with a Cost Per Unit strategy. This will make it easier to track and forecast costs.

Highly engaged colleagues

Our new People and Culture strategy will help us build a high performing and engaged workforce with a focus on Equality, Diversity and Inclusion.  We will also create a more agile and modern workplace.  

Read our full strategy here

2018 - Current | Transformation programme

IFuture 50 logon isolation, our 5 core targets are achievable. But together and simultaneously, they are ambitious and are more stretching. We’re committed to service excellence and believe that achieving our objectives is worth the hard work required.  Anything less than brilliant services and a fantastic place to work is not good enough for us.

To deliver the changes that are needed in service quality, growth and financial performance we need to start doing things differently, putting our residents at the heart of what we do; whilst delivering social value through building more homes.

The most significant element in our five year plan is changing the way we do things as a business – our customer insight, our organisational design, our processes, our people and culture, our data and our technology

To achieve our corporate strategy, we can’t stand still. To get there, we have introduced the Future 50 programme. Future 50 is the vehicle that will position us in a way we can achieve our corporate strategy – by transforming the whole organisation. The Future 50 programme was launched at our annual staff conference in June 2018.