Page 42 - Pobl Annual Report FY25

40 Annual Report 2025
Value for Money
Value for Money cuts across all our activities and ensures that the Group is delivering services in the
most cost‐effective way possible, striking the right balance between cost, high productivity, and
successful outcomes for our customers.
We regularly compare our performance with our peers, using the Global Accounts dataset to
understand performance within the sector. Benchmarking our performance in this way provides
a reference point for implementing and managing change. As the latest dataset has not yet been
published, we have compared our year on year performance below.
The increase in social housing costs per unit is largely driven by increased spend on repairs and
maintenance. During 2025 we reported an increased demand in responsive repairs and increased
compliance spend in line with regulatory requirements.
Following the merger, staffing savings have been achieved through natural attrition and a focus on
streamlined operations. This has allowed us to keep management costs relatively stable year‐on‐year,
even after incorporating a competitive pay award.
Major repairs spending has been impacted by a number of roof replacements that have been
required earlier than the expected timeframe for such components.
An improvement in void loss has been reported as we see the positive impact of prior year
Transitional Accommodation Capital Programme projects complete, enabling us to bring more long
term void properties back into use.
The reduction in arrears reflects the active management of arrear balances by the customer
support teams.
Measure 2025 2024
Headline social housing cost per unit
Management cost per unit
Routine maintenance cost per unit
Major repairs (capital and revenue) cost per unit
Void loss per social housing unit
Arrears per social housing unit
7,729
2,836
2,331
1,853
179
620
6,530
2,858
1,858
1,116
208
684