Since my last update in September, we’ve continued to make progress across several areas that matter most to our customers. In this post, I’ll share how we’re performing and take a closer look at three key topics: The work we’re doing to maintain communal spaces, our approach to ASB and the improvements we’re seeing in our repairs service.
Communal areas
The first of which is our work around communal areas. We know how much our customers value shared areas and the sense of community they bring to their local areas. Ensuring these are kept clean and well maintained is vital in shaping our customers’ perception of us. Our in-house grounds maintenance and communal cleaning teams carry out a huge amount of work every month. Between April and September 2025, our grounds maintenance team carried out 17,030 visits which will include things such as grass cutting, shrub bed maintenance and hedge trimming.
Over the same time period, our communal cleaning team carried out 22,170 visits with 1,781 of those within our Independent Living schemes. They 4,426 bulk waste jobs, which involves the removal of rubbish and large items that are discarded on our land.
How we manage our communal areas and what our customers can expect from us is set out in our estate standards document. This is shared with our customers so that they know exactly how we manage and maintain their neighbourhood, and offers them a standard by which they can hold us accountable.
Anti-social behaviour
Our customers safety and security is a priority, and that’s why we take reports of Anti-Social Behaviour seriously.
Our Community Safety Officers are at the frontline of our neighbourhoods, doing the much-needed work to ensure we continue to deliver on our commitment to create thriving communities.
Between April and October 2025, the team managed 1,022 reports of ASB, ranging from drug dealing and physical assault to verbal abuse and harassment. As with all investigations, the team need to balance support and enforcement as many customers have complex needs and additional vulnerabilities, meaning many investigations require partnership working.
The team also deal with all disclosures of domestic abuse and supported nearly 300 victims and survivors over the same period using an array of tools to help customers to feel safer in their home.
To better support customers, we recently made changes to our approach, from improving our response times, and making it easier to report ASB, to tightening our communication methods.
Customers can find out more about the support available to them here.
Our repairs performance update
When looking at our repairs performance in comparison with when I last updated on Q1, we are continuing to see encouraging trends. Our average routine repair completion time has come down further to 18.70 days for the year to date (YTD) and in month for October 2025, it was even lower at 16.16. This is also coupled with reductions in the average days to complete routine repairs and the amount of emergency repairs we are completing on time. What is also encouraging is that these reductions are happening at a time where we are also seeing an improvement in our overall customer satisfaction on repairs. The current in month score of 96.6%, is actually the highest it's ever been. We’re not only making sure we are getting things done quicker but also improving the level of satisfaction amongst our customers on the way.
Repairs Performance
| Financial Year | Average days to complete all repairs | Average days to complete routine repairs | Emergency repairs completed on time | Customer satisfaction on repairs transactional |
|---|---|---|---|---|
Financial Year 2021/22 | Average days to complete all repairs 28.6 | Average days to complete routine repairs 36.49 | Emergency repairs completed on time 93.63% | Customer satisfaction on repairs transactional |
Financial Year 2022/23 | Average days to complete all repairs 21.27 | Average days to complete routine repairs 26.71 | Emergency repairs completed on time 93.49% | Customer satisfaction on repairs transactional |
Financial Year 2023/24 | Average days to complete all repairs 21.15 | Average days to complete routine repairs 27.03 | Emergency repairs completed on time 97.85% | Customer satisfaction on repairs transactional 92% |
Financial Year 2024/25 | Average days to complete all repairs 21.44 | Average days to complete routine repairs 27.14 | Emergency repairs completed on time 98.38% | Customer satisfaction on repairs transactional 93.5% |
Financial Year 2025/26 October 25 YTD | Average days to complete all repairs YTD 18.70 days In month 16.16 days | Average days to complete routine repairs YTD 23.32 days In month 20.37 days | Emergency repairs completed on time YTD 99.05% In month 99.34% | Customer satisfaction on repairs transactional YTD 94.8 In month 96.6% |
Engaging with our customers
We know that repairs play an important part in shaping our customers perception of how they view Abri, so getting things right is crucial. Working with our Resident Scrutiny Group, senior leaders from our repairs and maintenance team met with customers in September 2025 to discuss our approach and get a better understanding of what we’re doing well and the areas they think we can improve in. We held two of these sessions and they were both well received, as shown by the feedback below:
“The meeting was great, I'd come back. I think it's good to actually talk with the people behind everything and, give them good feedback when it's necessary and when it's due. So I’m glad I turned up!”
“The meeting we had has been great, I’ve aired things, Abri aired things as well and we’ve talked it all out, well it’s been great, please do it again!”
The theme from across the two sessions was that whilst we are managing the day-to-day repairs well and responding quickly and efficiently, with the more complex jobs is where we need to place greater emphasis. It seems when there is perhaps more than one operative involved, or different repairs are required on one property is where sometimes things can fall short. To address this, recently we have brought together all of our supervisors to work on how we can greater improve collaborative working across our different repairs and maintenance teams.
What’s next?
Looking further ahead as we approach the turn of the year, in January our focus will turn to reviewing our performance following the legislative changes brought about by Awaab’s Law. Over the course of the first month these changes have been brought in, we have completed 100% of all 292 damp & mould washes within the target timescale. We are therefore confident that we have a strong and robust approach already in place to tackle any instances of Damp and Mould, as we strive to ensure all of our customers the right to live in a safe, warm and quality home. We always committed to improving and will work with our Resident Scrutiny Group to make sure we are getting things right.
Ralph Facey, Chief Operating Officer