Our vision is to innovate to ensure efficiency and value for money, while improving the way we work and delivering homes and services that make a difference. We’ll do this by having a clear strategy and plan to deliver innovation and improvements, and ensure that every colleague and stakeholder understands our direction and the part they have to play. Everyone will know how we’re progressing against our plans.
Improving our systems and processes
While we managed to achieve so much in our first year as Amplius, we recognise that there is still work to do for us to fully align and make things easier for customers and colleagues.
That’s why we continued to work hard throughout the year delivering our integration plan to bring our two legacy organisations together.
Elsewhere we updated our systems to align with our regional model and supported the changes to systems and processes around damp and mould in time for Awaab’s law coming into effect. We also provided a unified rent arrears software solution and rolled out an Amplius-wide UC bot to reduce the time and manpower taken to deliver the process of verifying an Amplius Customer’s Universal Credit (UC) claim.
Embracing Dynamics
Our strategic direction, which was agreed pre-merger, was to use the Microsoft Dynamics platform.
Building the foundations
To help us work more efficiently, we needed to build the foundations from a data, process, infrastructure and systems point of view.
Moving to single IT system
In the summer, we moved all legacy Grand Union colleagues over to our single 'Amplius' IT tenant.
Finance and Operations
In the autumn we created a single finance platform by bringing legacy Grand Union into our Dynamics system.
HR and payroll
We aligned our HR and payroll during the year. Cascade was rolled out to staff in October.
A single customer phone number
During the year we began work to move to a single, freephone telephone number.
A single customer portal
By the end of March 2026, we were on the cusp of launching a single customer portal, My.Amplius.
Embracing technology
As our consolidation continues, we’re beginning to experiment with technology – notably AI – albeit cautiously and sensibly.
One AI pilot project has seen us create a single evidence-based view of our housing stock by unlocking the value hidden in 15 years of legacy repair records.
We couldn’t accurately confirm when key components, such as kitchens or bathrooms, had been replaced or repaired. This meant that our planned investment forecasts relied too heavily on subjective survey interpretation.
We worked with Metamorph AI to develop a multi-step data pipeline using generative AI models from OpenAI.
This analysed more than two million job records from thousands of homes and, even in pilot form, the project has already improved the accuracy and reliability of our data.
So far, 4,500 kitchens, 2,500 bathrooms, and 1,500 window installations have been updated or confirmed and flagged as evidence-based entries rather than subjective estimates.
Approximately £2 million of capital expenditure has been reprofiled from the first 10 years of the business plan so far, freeing headroom to invest in higher-need areas. Crucially, the data is also improving confidence in the accuracy of our records.
This has all been done while continuing to deliver the day-to-day requirements of the business as we continue to consolidate and improve our systems.
extra funding was awarded by Homes England to help us build more homes
Safety compliance levels
We continue to monitor safety compliance levels throughout the year.
Here are the compliance levels on 31 March 2026:
Gas safety checks
Fire risk assessments
Electrical safety checks
Asbestos management surveys and re-inspections
Legionella risk assessments
Communal passenger lift safety checks
Amplius Places
Amplius Places is a project that was launched to encourage collaborative working between our customers and internal teams to improve our neighbourhoods and communities.
The first location chosen for the project was Berry Court in Peterborough. This area has had a number of issues over the years, such as fly tipping, ASB and misuse of communal areas by the wider communities.
We invited customers to join us on-site inspections, carried out litter picks and increased our visibility in the area. We also visited each property individually to build trust and improve our relationships with customers. On top of this we asked for their feedback on what they wanted to see in the area.
As part of our investment in the area, we made quick, but impactful improvements, replacing tired fencing and meter boxes and updating signage on site. We also enlisted the help of our grounds maintenance team to tidy the area up and create a plan to help keep it well maintained, while also reducing possibilities of things like fly-tipping and litter being dropped in bushes.
All of this work has helped to significantly improve the aesthetics of Berry Court, and, while we’ve not finished our work there, we’ve had great feedback from customers about what we’ve done so far.
We’re already planning our second project, which is Cromwell Court in Rushden.
