Abri has unveiled a new corporate strategy that will guide the large housing provider to 2031, setting out a new vision to provide the very best homes and services we can today, whilst pursuing the ideals that make tomorrow better.
The new strategy builds on the foundations laid during Achieving Together
The new corporate strategy builds on the success of Abri’s previous strategy, Achieving Together 2020-2025, in which the group invested £467 million into improving existing homes, built more than 5,000 new homes and became one of the top housing associations for customer satisfaction. Over the lifetime of the previous strategy the group also saw significant growth, with Silva Homes joining in 2023 and Octavia Housing in 2024, creating a more resilient and financially strong organisation with the ability and appetite to go further.
Homes, services and organisation
The group’s new corporate strategy aims to capitalise on this resilience and strength to become sector leading in its levels of customer service, to ensure all its homes exceed the standards required and to step up to the challenge set by the government to deliver more homes. The strategy focuses on three core themes: homes, services and organisation.
Homes
Abri aims to build a minimum of 1,000 homes a year, raising that number each year with the aim of doubling the contribution of new homes as quickly as conditions allow. Abri will invest more than £450m (inclusive of grant funding) into existing homes to improve quality, affordability, safety and efficiency by 2031 and spend a further £161m on major regeneration projects. The group will create a new Home and Place standard, that goes beyond compliance and reflects customer experience, safety and environmental priorities, with all homes meeting this by 2031.
Services
Abri will enhance its regional operating model, empowering colleagues to be visible, accountable and better connected to customers and communities. The group will define a level of service that aligns with Abri’s ideals and customer expectations – with benchmarked standards and timely responses. This means warmer homes, faster repairs and clearer accountability for customers in communities where people feel safe and welcome.
Organisation
Abri will be a values-led, purpose-driven organisation that sets the standard in good governance, financial resilience and social impact. One that is trusted by customers and partners, attracting and nurturing talent. Abri will uphold the highest standards of governance and robust financial resilience, ensuring leadership is diverse, accountable and manages resources wisely. By investing in colleagues the group will build a highly skilled, motivated and diverse workforce that is able to earn and retain the trust of customers and partners through honesty, consistency and meaningful accountability.
On the strategy Gary Orr, Group Chief Executive of Abri said:
“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 housing association. Whilst we’ve performed strongly over the last six years, we know there’s much more to do.
"Abri's new 2026-2031 corporate strategy builds on these strong foundations, and now as custodians of Octavia Hill’s legacy, outlines a set of ambitious commitments that will ensure we rise to the challenge of significantly increasing the supply of new homes and ensuring all our customers have an affordable and safe place to call home in a community where they can belong, grow and thrive.”
Abri’s 2026-2031 corporate strategy was shaped through extensive consultation with customers, colleagues and key stakeholders, ensuring it reflects real priorities and lived experience across Abri’s communities.
Top 5 housing association
By pursuing its ideals and delivering the strategy, Abri aims to be a top 5 housing provider:
- Top 5 by scale: Scale will allow Abri to strengthen its financial position, protect its ability to invest and ensure it continues to deliver for customers
- Top 5 for customer satisfaction: Abri will challenge how it works, embrace innovation, and find new ways to meet customers’ needs by working closely with its customers to build a sector-leading service
- Top 5 place to work: Abri believes customer experience starts with colleague experience. Abri aims 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.
To find out more about Abri’s new corporate strategy, please visit: https://www.abri.co.uk/about/strategy-and-vision