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Delivering our Business Strategy
Our Business Strategy 2024-2035 sets out our priorities for the coming decade.
Read our Business Strategy 2024-2035.
We’ve kept it clear and simple, listing objectives for the year ahead alongside statements of ambition describing where we want to be in 2030 and 2035.
Like any good strategy, it also identifies key measures of success so we can check our progress along the way.
On this page we’ll be providing quarterly updates on each of those measures so it’s quick and easy for you to see how we’re doing.
We’ve split them up into our strategy’s three main foundations – Happy customers, Fantastic homes, and Brilliant people.
Quarter 4 – January to March 2025
Happy Customers
|
Key performance measure |
Actual 24/25 end of year | End of 24/25 target | End of 23/24 |
|---|---|---|---|
|
Satisfaction with our services (overall) (full year) |
90.0% | 88.0% | 88.0% |
| Customer net promoter score (would recommend Thirteen) (full year) | 77 | 72 | 72 |
| Total current tenant arrears (% of debit) (at year end) | 2.6% | 3.0% | 2.9% |
| Tenancy turnover (rolling 12 months) | 6.9% | 7.5% | 7.5% |
|
Satisfaction with repairs service (overall) (full year) |
90.7% | 89.0% | 89.0% |
| Empty homes loss (% of debit) (full year) | 2.6% | 2.1% | 2.0% |
| Repairs completed within target timescale (non-emergency) (in the month) | 62.4% | 85.0% | 63.9% |
Fantastic Homes
| Key performance measure | Actual 24/25 end of year | End of 24/25 target | End of 23/24 |
|---|---|---|---|
| New supply delivered – social housing (at year end) | 650 | 650 | 542 |
| % of stock at EPC C or above (at year end) | 75.2% | 75.0% | 70.0% |
|
Satisfaction with the quality of new build homes (full year) |
92% | 95% | 97% |
|
Strategic sale of properties (at year end) |
57 | 54 | - |
| % of spend on maintenance through investment vs reactive repairs | TBC | TBC | TBC |
Brilliant People
|
Key performance measure |
Actual 24/25 end of year | End of 24/25 target | End of 23/24 |
|---|---|---|---|
| Colleague net promoter score (would recommend Thirteen) (at year end) | 11 | 18 | 11 |
|
Average days lost to sickness per FTE (rolling 12 months) |
12.7 | 11.0 | 11.9 |
| Voluntary staff turnover (rolling 12 months) | 7.4% | 7.0% | 7.0% |
|
EBITDA MRI interest cover (credit rating) (at year end) |
166.3% | 144.1% | 159.8% |
|
Cash efficiencies delivered (full year) |
3.3% | 3.0% | 4.0% |
If you have any questions or queries, please contact:
Heather Hall, Head of Finance (Reporting & Transactions)
call: 0300 111 1000
