A home that is safe and warm is the basic foundation for a successful life. At RBH we understand that getting this right is the one thing that can make the difference to how well the people who live in our homes and communities thrive. Our number one priority is to provide homes where people want to live, want to raise their families and are proud to call home.
The world that we live in continues to change at a rate never before seen, and the housing sector is no exception. The pace of change in the external environment at a local, national and global level is unprecedented and this brings both risk that has to be managed and mitigated, but also a wealth of opportunity to do more and achieve more to enable the people who live in our homes and communities to thrive.
The past two years have seen RBH return to its core purpose – a landlord that provides homes that are safe, warm and free from hazards. We are clear that being a good landlord goes beyond the fabric of the homes that we provide. Our customers rely on us to provide support that enables them to stay safe in their homes and we do this directly where it’s within our remit, and alongside our brilliant partners where it’s not. We work together positively and see clearly that our collective role is to keep people safe and support those people and families living in our homes to realise their ambitions through the work we do as a partnership. Our role as a partner complements the work of others in the Borough of Rochdale.
We are proud to be the first and largest co-owned Mutual Society in the housing sector in England. This means that we are co-owned and managed by our customers and our colleagues. It provides a platform for a diverse range of people with shared ambitions to have a collective voice to make positive changes. This Corporate Strategy provides a platform for ensuring that every decision that we take is focused on the positive impact it can create for the people who co-own RBH, our customers and our colleagues.
Our mutuality presents a unique opportunity to engage the people who live in our homes and the people who work as part of RBH in a different way – a way that gives real voice and influence in all that we do. It enables us to demonstrate how we are listening to customers and ensuring their voice is heard loud and clear throughout our business. It will help us to demonstrate how we are delivering positive change that is felt behind the front doors of the people living in our homes.
Our colleagues are at the core of what we do and are fundamental in delivering great services and creating a successful future for the business. They understand the communities we serve and feel a genuine sense of ownership and pride in making them successful. We will continue to invest wisely in our people and the services we provide for the benefit of all.
As we set out a new three-year strategy for RBH, we focus on the work that we will deliver to support the people who live in our homes today and making the organisation one that our customers are proud to call their landlord. We also have a duty to focus on the future generations that will call the Borough of Rochdale home. We will set in place the foundations and make decisions that will create a positive impact for the generations of customers that will follow. This will require creativity, bravery, and at times some tough decisions. We do this in the spirit of the positive legacy that we leave for the people that will follow us.
You can download our strategy below. It sets out the things you can expect us to deliver over the coming year. If you'd like a copy of our strategy in another language or in an alternative format - such as large print, audio, or text-only - please call us on 0800 027 7769 or email customer@rbh.org.uk.
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RBH Corporate Strategy 2025 28
After talking to our customers, colleagues and Representative Body, the Board has taken the decision to retain the same five themes, each with a renewed statement of ambition that reflects our progress to date and takes RBH to the next level of delivering for its customers.
- Customers
- Communities
- People
- Homes
- Governance, Finance, and Risk
These themes continue to reflect the things that our customers and colleagues tell us are important to them. Underpinning all of the themes is a continued drive and commitment for continuous improvement, which we continue to embed as part of our culture.
We remain very clear, there is more to do to deliver the aspirations of our customers – as well as living in social housing, they are consumers of services and we should expect to be held to account to deliver services that benchmark with the best service providers. We will only know we’ve got there when our customers tell us we have and living our values will be central to how we deliver our services.
Achieving value for money, with decisions driven by data and insight, and success monitored through key performance indicators will underpin our approach.
