Our vision is to understand our communities and our customers to better meet their needs. We’ll do this by ensuring the structure, processes and systems we adopt will deliver the required quality of service as efficiently as possible, while continually innovating to better serve our communities.
Understanding our customers
We are an ambitious organisation undergoing a bold transformation in how we deliver our services - placing our customers firmly at the heart of everything we do.
Our commitment to becoming truly customer-centric is driving a deeper understanding of what motivates and challenges those we serve. That’s why, during the summer of 2025, we extended our sector-leading approach to customer insight, carrying out a comprehensive piece of customer research. This saw 4,032 customers take part in a detailed survey which enabled the creation of a statistically robust psychographic segmentation.
email responses
telephone responses
Segmentation is an important strategic tool which will enable us to really understand our customers. Each segment is a group of customers who are different to other customer segments with distinct and identifiable needs, attitudes, strengths and feelings.
For example, we now know that more than three quarters of Amplius customers have at least one condition that impacts their daily life. And 45% of customers have three or more conditions.
Through this work, we are amplifying the voice of our customers across the organisation, ensuring their needs, expectations, and experiences shape the way we think, act, and innovate.
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Working hard to get it right
While we always aim to get things right, we know that sometimes we don’t.Total number of complaints – 5,623
- Stage 1 complaints - 4,533
- Stage 2 complaints – 1,090
This is an increase of just over 1% compared to last year. However, stage two complaints were down 11%.
The main themes of complaints were to do with contractor performance, repairs, grounds maintenance and anti-social behaviour.
Despite increased complaint volumes, performance results demonstrate strong and improving control of timeliness across both complaint stages:
- 92% of Stage 1 complaints were responded to within timescale
- 91% of Stage 2 complaints were responded to within timescale
- 99% of all Stage 1 complaints resolved with agreed timescales – (81% in 2024/25)
- 99% of all Stage 2 complaints resolved with agreed timescales – (74% in 2024/25)
- 65% of Stage 1 complaints were upheld
- 73% of Stage 2 complaints were upheld
The high upheld rates reflect an increased willingness to recognise service failure, provide appropriate redress, and use complaints as a source of learning and service improvement.
While these figures show progress in key areas, we recognise that complaint demand remains high. Further improvement is needed if we’re to consistently deliver the standard of service our customers expect.
As a member of the Housing Ombudsman Scheme, we handle complaints in line with the Housing Ombudsman Service Complaint Handling Code. During the year we completed a self-assessment against the Code. You can find this, as well as a Performance and Improvement Plan for our Complaints Team, on our website.
The Complaints Working Group continues to play a leading role in reviewing the common themes which drive the number of complaints we receive, and make recommendations on where improvements can be made to help us understand the root cause of these complaints.
Key results
Mystery Shopper exercises completed
Reports from Clean and Green inspectors
Referrals to our services
Social value generated*
*Social value generated exclusively through our Community Investment services. Calculated using a blended and proportionate approach to identify social value, which has included HACTs, UK Social Value Bank and Insight tools, alongside unit cost databases and a range of publicly available financial proxies.
New ways for customers to get involved
We believe that customers aren’t just stakeholders – they’re co-creators.
That’s why in August 2025, we launched new ways for our customers to get involved, share their voice and make an impact.
Part of this included the launch of our Customer Influence Panel, who work in partnership with the Board and Leadership Team to review organisational performance, monitor customer satisfaction, and influence decision-making to improve services and outcomes for all residents.
During the year we also recruited for our Complaint Working Group and also began recruiting for Regional Customer Voice Forums.
We launched a single online customer feedback platform, called Voice. Using this completely confidential and anonymous platform, customers can take part in surveys, online discussions and other activities.
On 31 March 2026 we had 952 active users on Voice and had an average response rate of 15% to surveys.
Some of these surveys included:
- Estate Management policy consultation
- Lettings and Allocations policy consultation
- Mutual Exchange policy consultation
- STAIRS customer consultation
- Damp & Mould policy consultation
- Disability adaptations, Equipment & Assistance policy consultation.
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active users on voice on 31 March 2026
Shaping our sevices
Throughout the year we worked alongside customers to shape and influence our services.
To ensure that all customers had an opportunity to provide feedback, we sought their views digitally and anonymously via our Voice platform, and in person through things like focus groups, forums and working groups.
Here are a few of the key areas where customers made an impact:
New homes Customers told us that they needed clearer information and for it to be easier to contact us about new homes. We added a direct phone number for our Sales Team on our website, and promoted it on Facebook, so customers can get quick answers.
Damp and Mould Customers wanted more information about how to stop damp and mould. They also wanted us to be clearer about timescales. We created a ‘Damp, Mould and Condensation’ leaflet which provides simple tips to help stop damp and mould. It also explains what you can do if you have any issues. We also updated our policy which now confirms that customers will receive a report within 72 hours of the inspection.
Weekly rent payments (general needs tenancies) Customers told us that weekly rent charges make budgeting easier. Based on this, we made the decision to introduce 52‑week tenancy agreements for all new general needs customers. Customers can still stay on a 48‑week tenancy if they prefer.
You can find more details of these examples, and more, on our website.
We held focus groups as part of policy consultations on compensation and vulnerability and reasonable adjustment. We also asked these groups to look at our Development & Sales strategy, Sustainability strategy and our Behaviour and SMILE framework.
Customers have also worked with us to co-create our Corporate Plan and Customer Experience strategy.
We also publish “you said, we did” updates on our websites every quarter. These detail suggestions from customers, issues they’ve had or service failures and what we’ve done to fix those issues.
During this year, some of the improvements we’ve made based on customer feedback include:
- We reviewed our interactive voice response options and removed a number of layers to make it easier and quicker for customers to reach the team
- Disabilities awareness training was given to our heating contractors
- A callback option was introduced for when customers have been waiting for longer than five minutes
- We introduced a new monthly complaint review process
- Contractors increased their workforces
- Numerous processes and procedures were updated to improve customer experience.
Quality local, tailored services
We introduced our new regional delivery model, which we believe will truly transform the service we provide our customers.
It'll provide a blueprint for how we'll organise our capabilities and resources to deliver our vision, helping us to go further and do even more. We've split our operational area into three distinct regions - north, central and south.
These have been selected to balance property numbers, local authority relationships, future growth plans and strategic asset management decisions.
Alongside this, we announced changes to key front-line roles that will help us provide a more local and personal service.
Our new-look Housing Officers will help with most tenancy-related queries. They’ll get to know customers and their neighbourhood, offering support in their home and connecting customers with the right specialist teams when they need them.
We also introduced Community Safety Officers, who focus on tackling anti-social behaviour. Their role is to help keep neighbourhoods safe, welcoming and a place customers can feel proud of.
And our new-look Allocations Team will manage how customers apply for and move into homes, as well as things like mutual exchanges.
Elsewhere in our communities, we continued to hold neighbourhood walkabouts to help us better engage with customers and use their insight to help improve our services.
Colleagues from local housing teams have regularly been joined by partners from outside agencies, including local refuse companies, ASB officers from local councils, police and even MPs and councillors.
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neighbourhood walkabouts carried out during the year
Creating an effective, efficient and flexible customer-centric repairs service
We’ve worked hard throughout the year to improve our repairs service.
We restructured our in-house Amplius Response Team, so that it could be more efficient and better serve our customers and communities.
Thanks to this, and the hard work of our planning team, we saw the number of responsive repairs “work-in-progress” backlog drop to just over 6,000 in October. This rose to over 9,200 at its peak following the introduction of Awaab’s Law and the natural increase of repairs during winter months. We’re pleased that we managed to reduce it to 8,287 by 31 March 2026.
We recognise how important customers’ time is. That’s why we’ve worked hard to significantly reduce the time it takes to complete repairs. Looking forward, we aim to provide appointments within 14 days for routine works and we’re on track to achieve this in the coming year. We hope that our continued hard work, alongside our new regional delivery model, will help us make the improvements we need as we clear the backlog of overdue repairs to create a strong foundation for an enhanced service.
Number of responsive repairs raised
Number of responsive repairs completed
We also recognised when things haven’t been working. That’s why we made a change to one of our repairs contractors at the end of the financial year.
Performance hadn’t been at the level we expected, or our customers deserved.
Fortem, who have been our trusted partner for many years, have taken on the contract and, by making this change, we hope that customers will see an improvement in the service soon.
Tackling damp and mould
When Awaab’s Law came into effect in October 2025, we were ready, thanks to a lot of hard work, planning and improvements in the months prior.
This included making system enhancements to ensure we’re able to monitor compliance on both legacy systems, and adding a dedicated resource to our team to help us investigate and address damp and mould issues.
We also significantly invested in ensuring our front-line teams have all they need to diagnose damp and mould issues when in customers’ homes.
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Providing support when it's needed
At Amplius, we’re driven to have a positive impact on people’s lives. That’s why we provide specialist housing and services that support customers who need a little extra help to retain their independence, live happily and healthily and thrive in their own home.
We remain concerned by financial hardship many customers face every day. We want to ensure all customers can sustain their tenancy but also live a full and happy life.
Our Financial Wellbeing Team provides advice on benefits entitlements as well as advice and support to make claims, and challenge decisions about benefits. During the year, 1,707 households were supported with Welfare Benefits advice.
The team also provides FCA regulated debt advice, advising customers in debt of their suitable options, support to access these options or signposting/referral to another agency to complete where appropriate.
We also offer employment and skills support. Our team provides information, advice and guidance on a wide range of work and learning opportunities to Amplius customers and the wider community.
Our specialist Domestic Abuse Teams are trained to support and advise customers and colleagues, and work closely with partner organisations and specialist services to help those affected get the support they need.
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Providing independence
Helping customers to live independently and remain in their own home for as long as possible is a key aim for us.
