Notting Hill Genesis publishes new five-year strategy

We formally launched our new corporate strategy to colleagues today, Friday 15 January 2021.

Since our merger to create Notting Hill Genesis in 2018, we’ve been working hard to maintain and improve services to our residents at the same time as integrating teams and working practices.

Now, we’ve developed a new strategy for our new organisation to provide all colleagues with a clear focus and to keep pace with external innovation and changing priorities.

Our mission remains broadly the same: we build and maintain quality affordable homes, creating diverse and thriving communities. To help us achieve that, we’ve identified five strategic priorities focusing on residents, homes, new homes, our people, and finances. For each of these areas, the strategy summarises what we want to achieve and how we will do that, alongside key targets.

To support the strategic priorities, we have five enabling themes – topics that cut across all the priorities. These are: diversity and inclusion; wellbeing and safety; environmental, social and governance issues; technology, digital transformation and data-driven decisions; and value for money.

The strategy also sets out a new set of values and expectations for our staff to make it clear how we expect everyone working for us to behave. Several residents and shareholders contributed to developing those new values to ensure that they properly reflect the needs of our customers.

More than two years since Notting Hill Genesis was formed, now is the right time for us to focus on enhancing our culture and ways of working to enable us to progress our ambitions to the next level,” says chief executive Kate Davies.

Our new corporate strategy sets out our priorities and how we plan to achieve them over the next four years. Ultimately our key role and mission to build and maintain quality affordable homes remains unchanged. But we will look to technology and digital transformation to bring together everything we do and improve our residents’ experience, as well as overall performance. Standing still is simply not an option.

It will not be easy. We start out on this journey in very uncertain times. We will focus on the issues that have the biggest impact on our residents’ overall levels of satisfaction and build on the strong foundations we already have in place. Our aim is to provide a modern, digitally-enabled housing service that residents are happy with and that keeps them safe.