Delivering our 2050 Strategy: Our progress

Our 2050 Strategic Plan, A great home for everyone, sets out our plan for the next 30 years. Our social purpose remains unchanged – we’ll carry on providing homes people can afford; strive to ensure our homes are safe and decent; work hard to improve our services to customers; and continue to support our communities.

This year, we continued to listen to our customers, and worked with them to build our capabilities and deliver better and more resilient services.

We started a huge programme of reorganisation, establishing a new Operations directorate, to deliver joined-up services, bringing London property maintenance in-house (covering 11,000 homes) and running a pilot programme to test out our new neighbourhood operating model. We also continued to invest in digital tools for customers, making it easier for them to ‘self-serve’.

We invested a further £6.7m in remediating building safety issues this year, revamped our damp and mould processes and updated our complaints process, so that we can resolve complaints faster.

We remain committed to building more affordable housing, starting work on 2,105 homes this year, with ambitions to be building 1,500 to 2,000 homes a year over the next decade.

We also continued on our journey to be a more inclusive and diverse organisation, and continued to invest in efficiencies to ensure we deliver the best value for money for our customers.

  • Become a truly customer-driven provider
    • We brought our customer and property teams together to create an Operations directorate, to deliver better and more joined-up landlord services
    • We ran six pilot schemes to trial our neighbourhood model, which will see customers served by one team providing a range of services and social investment activities
    • We encouraged more customers to use digital services. MyAccount, our customer portal, has about 9,000 registered users, resulting in 14% fewer incoming calls
    • We revamped our complaints handling processes
    • 2,570 customers helped us to improve our services through consultations and meetings.
  • Ensure all of our homes are safe, decent and energy-efficient
    • We raised 91,500 jobs through TotalMobile Connect, our digital platform that improves how we manage repairs and maintenance of our homes
    • We updated damp and mould processes, focusing on solving the underlying causes, treating customers with empathy and encouraging them to get in touch about issues
    • We were awarded £10.8m in damages and costs after Mulalley & Co was found to have fitted defective cladding in four of our towers in Gosport
    • We spent £6.7m on remediating building safety issues, bringing the total spent since Grenfell to £86.7m
    • We brought London repairs and maintenance services in-house, welcoming former staff from contractor Mears, who will cover 11,000 homes, as part of improvements to services.
  • Deliver more of the right homes, in the right places
    • We completed 625 homes
    • We began site works to build 2,105 homes – our highest ever number of starts
    • We launched an innovative partnership with AXA IM Alts and Homes England to build and manage thousands of affordable homes over the next decade
    • We won the Gold Award for customer satisfaction from In-house Research for the 10th year running
    • We completed the first 104 affordable homes to be built by Homes for Brighton & Hove, an innovative partnership between ourselves and Brighton & Hove City Council.
  • Have an efficient, high-performing, and customer-driven culture
    • We were awarded Investors in People Gold for the 11th year running
    • We appointed a Diversity and Inclusion Lead to help support inclusion across Hyde
    • We won a Royal Society for the Prevention of Accidents Gold Award, demonstrating our commitment to health and safety
    • We continued to invest in data management and analysis to deliver insight, making it easier for us to make decisions about, and be more efficient in delivering, customer services.