We know our customers want more – and the future demands it.
As we launch this new strategy, our focus is clear: doing even more to deliver excellent services, making lives better for our customers and supporting our staff, the people who make that possible.
Our commitment is to provide homes that are safe, warm, and affordable – places where customers feel safe, secure and proud to live in. We know that the decisions we make and actions we take can have a lasting impact on the lives of our customers and the communities they live in. We value the dedication of our staff, whose efforts ensure customers receive the best possible experience every day.
This strategy is about turning commitment into proactivity and action. It sets out how we will invest in existing homes, build new ones where they are needed most, and work with partners to bring new energy into communities through ambitious regeneration plans.
It promises to listen more, respond faster, and deliver services that customers trust and value. It challenges us to innovate, embrace the possibilities technology can offer, and maintain strong financial foundations so we can keep delivering what matters for generations to come.
Together, by focusing on what matters most to people living in our communities, we will deliver on our purpose and improve the lives of our customers.
Our 2026-2031 strategy is set against the backdrop of a national housing emergency declared by the Scottish Government in May 2024. The legislative context is also changing through the Housing (Scotland) Act 2025, which introduces new duties for landlords, in particular in relation to homelessness and a Scottish equivalent of Awaab’s Law to strengthen requirements around damp and mould. Housing is recognised as a key policy priority at both the national and local levels.
Demand for affordable homes continues to outstrip supply across Scotland and homelessness services are under acute pressure. This pressure will continue and building new homes alone will not be enough. Acquisitions, investing to bring long-term voids back to a lettable standard and converting buildings to housing will also need to be part of the solution.
The introduction of Awaab’s Law highlights our responsibility to maintain comprehensive stock condition and repairs data. This data is vital for understanding the condition of our customers’ homes and guiding investment decisions. It also reminds us of the importance of putting customers at the heart of everything we do.
The forthcoming Social Housing Net Zero Standard (SHNZ) will replace the post-2020 Energy Efficiency Standard for Social Housing (EESSH2), requiring a fabric-first approach, clean heating systems, and improved ventilation. Delivering this transition at scale will demand significant capital investment, supply chain capacity, and tenant engagement. There remains a lack of certainty over what, if any, grant support will be available to support local authorities and housing associations with capital investment to achieve the standard.
At the same time, rising costs, inflation, and interest rates impact our ability to invest in new homes, existing homes and services. These pressures also impact our customers, with the costs of running a home, from food to heating, putting additional strain on household finances.
The need to recognise the challenges our customers face and be able to respond to their individual needs has never been in sharper focus. That goes beyond the basics of treating customers with dignity and respect and demands that landlords have services which can truly respond to individual needs. Collaboration is vital here. Breaking cycles of disadvantage and truly providing person-centred support means better data, customer-focused policies and processes, listening to customers and acting.
This context underlines the need for a strategy that balances building new homes, investment in existing homes, customer experience, and financial resilience, while having a clear focus on meeting regulatory obligations and supporting Scotland’s long-term transition to a greener housing system.
Our strategy is a product of extensive engagement and consultation withour customers, staff, governing bodies and key stakeholders.
Over 6000 customers engaged with us about what their priorities are for this strategy, ranging from small, independently facilitated focus groups, to our existing engagement and scrutiny structures and a survey open to all customers and prospective customers.
We identified clear priorities for our customers during this engagement.
The priorities identified by our customers were shared by our staff, Boards and partners and have directly influenced the priorities within the strategy. We held local strategy workshops with staff, with 1200 pieces of feedback showing the top priority for our people is investment in our neighbourhoods, with repairs, value for money and continuing to improve communication also key.
Key customer priorities
Customers want to feel safe in their home and neighbourhood
Customers want quality, comfort, and energy efficiency
Excellent communication creates trust and satisfaction
Customers want consistent, high-quality, and timely repairs completed right first time
Enhance local environments, which matter to wellbeing
Customers want to feel their rent is affordable and value for money
Our purpose
Making homes and lives better
Our vision
Our homes and neighbourhoods are places we, and our customers, are proud of. We listen, we learn, and we deliver what matters most to them
Our values
Excellence – we proactively pursue the highest standards
Inclusion – every voice matters and is treated with respect
Ambition – we are bold, innovative and challenge ourselves
Trust – we take pride in always doing the right thing
