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Our Business Plan
2026 to 2031
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Noel Sharpe
Group Chief Executive Officer
Be One Homes
Who we are:
We are Be One Homes, a registered provider of social housing and charitable Community Benefit Society with two subsidiary companies. We have over 19,000 homes and offer a range of services to our tenants and other residents in our communities.
Our core purpose:
Is to provide homes and opportunities to support people to build a better life.
Mark Wilkinson
Board Chair
Be One Homes
Our group structure:
Our subsidiary companies are:
R-haus Living:
- Provides fair‑priced, hassle‑free rental homes in the North‑West, with a strong focus on transparency and quality service for tenants.
Stonecross Homes:
- We provide homes on a Shared Ownership basis through Stonecross Homes.
Our governance structure:
Group Board
Group Governance and People Committee
Reports to our Group Board.
Group Audit and Risk Committee
Reports to our Group Board.
Group Development Committee
Reports to our Group Board.
Customer Experience Committee
Reports to our Group Board.
Customer Scrutiny Panel
Reports to our Customer Experience Committee.
Our values:
We act with good intentions...
…to benefit our customers, communities, and the environment.
We're good communicators...
..we keep it simple, speak openly, honestly, and with accountability.
We're good listeners...
..we value all voices and ideas.
We're good together...
..we team up to find new ways of working, learning, and improving.
Introduction:
We have a five-year business plan supported by a 30 year financial plan.
We update this every year to respond to changes and reflect our customers’ priorities from tenant satisfaction surveys and other feedback.
Our goal is to grow in a way that supports our customers and communities whilst being a strong resilient business. Our business plan ensures we can maintain and improve our existing homes while delivering core services to our customers as well as building new homes.
Our Board develops this strategy and monitors our performance in delivering it. We share our progress in our annual report and will publish updates on how we are delivering against our targets on our website.
Although we operate in an uncertain environment with increasing sector risks, we can manage these challenges by maintaining a robust risk framework. This framework will support our Board in considering their risk appetite annually and setting strategic objectives that deliver our core purpose while balancing competing demands for limited resources.
Risk management helps us spot problems early and take sensible steps to prevent them. This protects our customers by keeping homes safe, services reliable, and day‑to‑day operations running smoothly.
- We are committed to the highest regulatory standards. By strengthening our governance and compliance we aim to achieve top G1 and C1 ratings, meaning that we are delivering the highest standards for our customers.
Transforming our services:
What our customers tell us about our services has influenced and helped to shape this plan. They tell us that a quality and timely repairs service is important to them.
- One of our key projects is the transformation of our repairs service, to ensure we deliver an effective and efficient service and improve how we communicate with our customers.
We’re making changes that will improve customers’ experience, from faster repairs to clearer updates, while becoming a more forward thinking, customer focused organisation. Our goal is simple: improve our customers’ experience. To do this we’re reviewing how we work and looking at how digital tools can help us be more efficient and effective. This means colleagues will have better tools, clearer information, and more time to support customers.
We’re building a positive, inclusive and engaged team that embraces technology and continues to work in a way that is fair, inclusive and focused on great customer service. By working together and using better tools and data, we’ll solve problems faster and keep improving services. We’re committed to learning and growing as we go. We’re learning from best practice in social housing and beyond, so we can improve customer experience faster.
Together these changes mean we will be a more customer-first driven organisation that’s agile, inclusive, and ready for the future.
Some of our key outcomes over the coming year and when we expect them to be delivered can be seen in the section below.
These improvements will make services quicker, clearer, and more reliable. Scroll for details on when you can expect to see the changes.
Outcome:
Ensuring the right colleague attends: at the right time with the right skills and materials to deliver a high-quality service.
Change for customers:
- Reducing the potential for delays through our new repairs system, meaning faster fixes with fewer visits: to be delivered in September 2026.
- Improved repair scheduling – speeding up repair completion and reducing delays: to be delivered in September 2026.
- Right tools, first time – smarter materials management reducing delays and follow ups: to be delivered in December 2026.
Outcome:
Improved communication: making sure our messages are clear, timely, and easy to access – so our customers always have the right information at the right time.
Change for customers:
- Live job updates: to be delivered in September 2026.
We’ve outlined the objectives, priorities, and outcomes we expect below.
Objective 1:
Providing safe, secure, and well-maintained homes.
We want to make sure that our homes are safe, comfortable, and well maintained.
That means improving the homes we already have and building new, energy efficient ones; we know everyone’s needs are different, so we’re offering a range of housing choices.
We continue to prioritise safety in our homes and compliance with Awaab’s Law — new rules that require landlords to fix certain hazards in set timeframes. We’re preparing for the next phase of this law as it
expands to cover additional hazards in October 2026.
We’re upgrading how we handle repairs, so problems get sorted quickly and with better systems, we’ll keep our customers updated every step of the way.
Using the results of our stock condition survey and other data, we’ll increase our focus on preventing problems before they happen.
Objective 1:
Providing safe, secure, and well-maintained homes. Our priorities to deliver this objective are:
Priority One:
Improving our repairs systems
- Optimising our repairs service: so it’s more efficient and focused on customers.
- Ensuring the right colleague attends: at the right time with the right skills and materials to deliver a high-quality service.
- Keeping customers informed: at every stage of the repair journey.
- Working with the right contractors: to ensure consistent and quality service delivery.
- Reducing the number of reactive repairs: through more capital investment, creating the capacity to carry out more work to stop problems occurring in the first place.
Priority Two:
Investing in our homes
- Investing around £225 million in existing homes over five years:
- through energy efficiency works
- external refurbishment to around 2,300 homes
- new windows to around 5,000 homes
- new doors to around 1,600 homes
- new kitchens to around 3,300 homes
- new bathrooms to around 1,500 homes
- upgrades to heating to around 3,000 homes and electrics to around 1,800 homes.
This includes planned expenditure of £55 million over the next five years, with a further £21 million allocated for the period 2031–2032, to support the programme to ensure all homes achieve an EPC rating of C or above. The business plan assumes that 40% of this investment will be funded through grant income.
- Building on average 250 new homes each year: which are high quality, energy efficient (EPC B rating or higher), including some homes which are adapted to support our customers to live independently and some larger homes to meet need where we can.
- Taking action to bring empty homes back into use: making more housing available.
Priority Three:
Ensuring the health and safety of our homes and customers
- Making sure we follow the law: including new law such as Awaab’s Law and electrical safety requirements.
- Ensuring we listen to our customers views about health and safety in their homes: and ensuring they receive clearer information about their homes and safety responsibilities.
Priority Four:
Offering different ways to rent and own homes
- Providing a range of housing to meet diverse customer needs: including social rent, affordable rent, rent to buy and shared ownership.
Objective 2:
Supporting our customers and communities.
Our ambition is to create a better customer experience to ensure our customers feel valued, supported, and proud of their communities.
We’re committed not only to providing customers with quality homes but also in enriching their life, building stronger neighbourhoods, and supporting the wellbeing of the communities they live in.
We’re making it easier for our customers to access more of our services online, so they can find the information and support they need at any time. Our services are designed to be adaptable, flexible and efficient and we’re committed to clear, timely communication, keeping customers updated every step of the way when they request a service.
Our customers’ voice matters and groups like our Customer Scrutiny Panel and Resident Voices, review our services and advise us on where to improve. We’re striving to make sure they are representative of our communities.
The Tenant Satisfaction Measures (TSM) survey, which we use to measure how satisfied customers are with our services, gives us valuable insight, together with complaints and other customer feedback tells us what’s working and where we need to improve and we’ll continue to share this feedback with our customers.
Objective 2:
Supporting our customers and communities. Our priorities to deliver this objective are:
Priority One:
Improving the customer experience
- Bringing information together to better understand our customer’s needs: meaning a more efficient and consistent service.
- Improving communication: making sure our messages are clear, timely, and easy to access—so our customers always have the right information at the right time.
- Launching a customer portal: giving our customers quick and easy access to services and information anytime, anywhere.
- Supporting our customers: by recording, understanding and making use of customer data, so we can tailor our services to meet their individual needs.
Priority Two:
Listening to our customers
- Feedback and engagement: actively encouraging customer feedback and demonstrating how it shapes our services through ‘You said, we did.’ updates, where we share what customers told us and what we’ve done in response.
- Learning from complaints, customer feedback and experiences: Learning from when things go wrong to prevent issues from repeating, and doing more of what customers tell us works well to keep improving.
Priority Three:
Strengthening our communities
- Delivering more pop-up services: local drop-in sessions in neighbourhoods where customers can get advice and support.
- Innovative partnerships: working with others to deliver services that meet the needs of our communities. For example, working with the Police to reduce crime and anti - social behaviour, or with a charity (BACKUP) that supports young people who are homeless or at risk of homelessness.
- Improving life chances and wellbeing: through access to jobs, volunteering, training and education.
Objective 3:
Being well run, responsible, and financially secure.
We want to be a well-run, financially secure organisation that customers, colleagues and partners can trust.
We want to make sure we meet the standards set by the Regulator of Social Housing (RSH) and comply with all legal requirements and regulations. These are the national standards every social landlord must meet to keep homes safe, services reliable and finances well managed.
Strong governance and financial stability mean we can keep investing in our homes, build new ones, and provide the services customers rely on. It also gives our partners and funders confidence to work with us, helping us plan for the long term.
Our transformation programme, a set of improvements to our systems, processes and ways of working, will help us save money so we can reinvest in the things that matter most.
We’ll make sure we spend wisely and get good quality products and services. Buying smarter and building stronger relationships with suppliers, so we get better quality repairs, materials and services for the best value.
We’re focusing our resources where they make the biggest difference, this means prioritising safety, essential repairs, and extra support for customers who need it most.
Objective 3:
Being well run, responsible, and financially secure. Our priorities to deliver this objective are:
Priority One:
Delivering value for money
- Securing long-term funding: so, we can improve existing homes and build new ones.
- Managing borrowing carefully: to stay financially resilient and meet all requirements.
- Driving efficiency through our transformation programme: aiming to save nearly £8m by 2029/30—money we’ll reinvest in homes and core services.
- Negotiating high-value contracts: that deliver quality, cost-effectiveness and social value.
- Maximising rental and other income streams: through strategic partnerships.
Priority Two:
Ensuring strong governance and compliance
- Continuously improving how we work: to meet regulatory standards.
- Handling risks responsibly: we’re looking out for challenges and making sure they are managed quickly and effectively, so our customers are not impacted.
- Maintaining clear oversight and accountability: at every level of the organisation.
Priority Three:
Transforming how we operate
- Redesigning our operating model: with input from customers, this includes using digital tools and artificial intelligence (AI) to speed up routine tasks, without replacing the human expertise that our customers rely on.
- Realigning the business: to deliver efficient, customer-focused services.
- Optimising how we deploy our workforce: to improve service outcomes and reduce costs.
- Shaping the business for the future: to support long-term priorities.
From left to right: Shaun Matthews, Vice Chair of our Customer Scrutiny Group, Noel Sharpe, our Group Chief Executive Officer, and Leah Walters, Chair of our Scrutiny Group.
From left to right: Shaun Matthews, Vice Chair of our Customer Scrutiny Group, Noel Sharpe, our Group Chief Executive Officer, and Leah Walters, Chair of our Scrutiny Group.
Objective 4:
Promoting an inclusive, diverse culture where everyone is accountable and respected
We want everyone who works here to feel respected, supported and able to grow, because when colleagues thrive, customers benefit too.
We are committed to an inclusive, values-driven culture where everyone feels respected, supported, and empowered to thrive.
Through continuous development, digital skills, and equal access to growth opportunities, we’ll build a high-performing workforce that champions wellbeing, engagement, and diversity, making our organisation a great place to work for current and future colleagues.
Objective 4:
Promoting an inclusive, diverse culture where everyone is accountable and respected. Our priorities to deliver this objective are:
Priority One:
Embedding our organisational culture:
- Creating an inclusive workplace: where everyone lives our values, treats each other with respect, and delivers excellent services to our customers.
- Building a digitally skilled, values-driven workforce: that applies our values every day and champions equality, diversity, and inclusion in everything we do throughout our services.
- Attracting, developing, and retaining great people: by offering clear career paths and equal opportunities for growth—making our organisation a great place to work now and in the future.
- Providing a supportive environment: where colleagues feel valued, heard, and empowered to thrive—using feedback and engagement to drive positive change. Using colleague feedback to shape improvements to training, wellbeing support and everyday ways of working.
- Developing our people to thrive and perform at their best: through performance development framework and programmes that support personal development and encourage accountability, inclusion, and continuous improvement.
For more information, please get in touch.
