Driven by purpose, inspired by ideals
Some of our goals for the next five years include:
Our 2026-2031 corporate strategy gives us the confidence and belief to address today's realities while striving for tomorrow's ideals. It focuses on three core themes:
- Homes – We will provide safe, affordable, sustainable and healthy homes that are designed for long-term value and which support people’s wellbeing, independence and aspirations.
- Services – We will provide reliable, responsive and empowering services that are delivered with empathy and respect.
- Organisation – We will be a values-led, purpose-driven organisation that sets the standard in good governance, financial resilience and social impact, trusted by customers and partners, attracting and nurturing talent.
160 years ago, Octavia Hill championed the ideal that decent, affordable housing, coupled with respect and a sense of community can transform lives. Shaped by these ideals, Abri came into being in 2020 with the ambition of becoming a top performing organisation known for customer service, employee engagement and scale. Whilst we've delivered strongly against these in the last five years, there's much more to do.
The housing crisis is becoming even more acute. Rising costs and insufficient supply means there are too many people without the quality homes, services and respect they deserve. Housing provides also continue to face competing demands between building new affordable homes and investing in existing homes. With the backing of the government, now is the time for us to step up and deliver.
Our 2026-2031 corporate strategy builds on our strong foundations, setting out ambitious commitments to deliver what's needed most today, whilst reconnecting to the ideals of Octavia Hill, listening to customers and raising standards to support the generations to come.
View the full corporate strategy 2026-31
Click hereTop 5 housing association
By pursuing our ideals and delivering the strategy, we aim to be a top 5 housing provider:
Top 5 by scale: scale will allow us to strengthen our financial position, protect our ability to invest and ensures we continue to deliver for customers.
Top 5 for customer satisfaction: we will challenge how we work, embrace innovation, and find new ways to meet our customers’ needs by working closely with them to build a sector-leading service.
Top 5 place to work: we believe customer experience starts with colleague experience. We aim to be a place where people are proud to work in housing, where they can grow, develop and inspire others to deliver quality services every day.
Homes
Whether we build, retrofit, redevelop or regenerate, we will provide safe, affordable, sustainable and healthy homes that are designed for long-term value and that support people’s wellbeing, independence and aspirations through all stages of life.
Our new homes
- We're ambitious and committed to helping ease the UK's housing availability and affordability crisis, reducing homelessness and improving people's life chances.
- We aim to build a minimum of 1,000 homes a year, raising that number each year with the aim of doubling our contribution of new homes as quickly as conditions allow.
Our existing homes
- We'll work with our customers to create a new Home and Place standard, a minimum standard which exceeds compliance and reflects customer experience, safety and environmental priorities. We aim for all Abri homes to meet this standard by 2031.
- We're investing more than £450m (inclusive of grant funding) into our existing homes to improve quality, affordability, safety and efficiency, by 2031. And a further £161m on major regeneration projects.
Services
We will provide reliable, responsive and empowering services that are delivered on the basis of listening, empathy and respect.
- We'll enhance our regional operating model, empowering our colleagues to be visible, accountable and better connected to our customers and communities, tailoring support to meet diverse needs and provide even better services.
- In the first year of our strategy we'll work with our customers to define a level of service that aligns with our ideals and their expectations – consistently reliable, accessible and inclusive services, including repairs, maintenance and tenancy support, with clear benchmarked standards and timely responses.
- We'll listen, take ownership and act quickly to resolve issues effectively, being open to learn from our customers concerns, complaints and compliments to continuously improve our services.
- We'll identify means to build and maintain social cohesion and support community-based services that go beyond the home, improving independence, wellbeing and positive life outcomes, ensuring everyone feels welcome and safe and able to thrive in their community.
Organisation
We will be a values-led, purpose-driven organisation that sets the standard in good governance, financial resilience and social impact, trusted by customers and partners, attracting and nurturing talent.
- We'll uphold the highest standards of governance and robust financial resilience, ensuring our leadership is diverse, accountable and manages resources wisely, investing in long-term value and sustainability for our customers and communities.
- We'll earn and retain the trust of customers and partners through honesty, consistency and meaningful accountability, measuring and reporting on our performance with integrity, setting clear goals, and using evidence to improve our services.
- We'll invest in our colleagues, building a highly skilled, motivated and diverse workforce empowered to live our values and deliver excellent customer services.
