Making a difference report

Clarion’s 125th anniversary was an important moment for us. It was an opportunity to reflect on the social purpose that has guided our organisation since 1900, but also to look honestly at the challenges facing our residents and the responsibility we carry into the future.

In 2025/26 Clarion generated a record £155.9m in social value. For the first time, our social value figures include our development arm, Latimer, through the creation of new homes, employment opportunities and healthy, sustainable communities.

The progress in this report is encouraging but numbers are not enough. What matters is whether residents experience tangible improvements in their daily lives: finding secure work, managing financial pressures, living in warmer homes and feeling healthier and more connected to the places where they live.

While we are proud of the progress we have made, we know that not every resident will yet see these ambitions reflected in their experience. Closing that gap remains one of our most important responsibilities.

We are placing the Five New Giants of Opportunity at the centre of our thinking. We are focusing even more closely on five priorities for our communities: connection, resilience, sufficiency, trust, and health. Our work already prioritises strong communities. Over the past year we have invested in affordable, sustainable housing, improving community connections, reducing fuel poverty, supporting residents into employment, and strengthening resident engagement.

Housing is critical health infrastructure. This means investing in homes and neighbourhoods that make lives better in every way. We are accelerating our retrofit programme to future-proof homes and improve energy efficiency. We are working in partnership to tackle fuel poverty, connect people to jobs and skills, and support entire neighbourhoods to thrive. We are listening better and designing services with residents, not for them.

Partnerships remain central to how we create positive change. We collaborate with residents, community organisations, local, regional and national government, health and employment services, businesses and our supply chain. We need those relationships to challenge us, improve our decisions and help us understand where a different approach may be needed.

There is no doubt that the future is challenging, but I am confident in Clarion’s ability to make a positive contribution to it. We have much more to do, and I look forward to another year that will no doubt be filled with collaboration, determination and partnership.

Clare Miller, Group Chief Executive