Abri has launched its new investment strategy, setting out its ambitious five-year plan to invest record amounts into existing homes, double its contribution of new homes as quickly as conditions allow and create a customer-led home and place standard.
Building 20,000 new homes
Through new funding models and a disciplined approach to risk and opportunity, the group aims to build 20,000 new homes by 2036, doubling its previous target of 10,000 to step up to meet the demand for more quality affordable homes and the government’s housing commitment.
To support delivery, the strategy sets out how Abri will work with partners and use a mix of funding and delivery routes, including Abri’s Strategic Partnership with Homes England, joint ventures, and a balanced pipeline that includes section 106, land-led opportunities and regeneration schemes.
Investing £450m in existing homes
Alongside the delivery of new homes, Abri will invest around £450m (inclusive of grant funding) into existing homes to improve quality, affordability, safety and energy efficiency. Including:
- £250m for essential component replacements, supported by forward programmes to give customers greater visibility of what’s planned and when
- More than £70m for energy efficiency improvements, including EPC C upgrades, inclusive of grant funding, to help reduce bills and improve comfort
- £85m into building safety
- More than £40m to accelerate communal and estate improvements
Additionally, the strategy commits £161m on major regeneration projects including the regeneration of Sawyers Close in Windsor, which is replacing 192 existing homes with 413 high-quality sustainable homes.
Creating a Home and Place Standard
A third, central pillar, of Abri’s investment strategy will be the creation of a new Home and Place Standard, which will define the minimum benchmark customers should expect from their home and neighbourhood. Covering areas such as quality, design, energy efficiency, safety and the wider environment, the Standard will go beyond compliance and reflect customer experience, safety and environmental priorities.
On the strategy, Rose Bean, Abri’s Chief Investment Officer said:
“This strategy is all about making deliberate, long-term choices that increase our organisation’s scale and financial resilience to continue to deliver the homes and services our customers expect. Through our dedicated investment strategy we are committed to ensuring that our existing customers live in homes of an even higher quality; homes that are safer, more energy efficient and underpinned by a clear standard that our customers can hold us accountable to. Supported by new avenues of funding and partnerships with like-minded organisations the strategy also outlines how Abri will help tackle the shortage of housing and expand to build where the need is greatest.”
The strategy was shaped in close collaboration with customers and colleagues, drawing on customer feedback, more than 2,000 customer consultation responses, and colleague workshops. The evidence-led approach ensured that the investment outlined in the strategy is targeted where it matters most, reflecting customer priorities and operational insight.
Delivering as part of Abri’s new corporate strategy
The investment strategy will run alongside Abri’s new corporate strategy 2026-2031, launched earlier this year, which outlines the organisation’s bold vision to provide the best homes and services today whilst pursuing the ideals of tomorrow. By pursuing the ideals and delivering the corporate 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.