Our History

Albyn Housing Society Limited serves an ever-growing number of communities in the Highlands, providing good quality, affordable housing for thousands of people across the region. Through nearly five decades the Society has listened and responded to the views of its customers, local government, communities and businesses in meeting housing needs in the Highlands.


Our history

Albyn Housing Society began in 1973 by building homes for the incoming workers at Invergordon smelter. The 1980s saw the Society building to complement local authority housing in six District Council areas. In the 1990s 400 properties and tenants joined the Society by voluntary transfer from Scottish Homes. Partnership working with the Highland Council (and others) has been a major feature of the early years of the 21st century, producing significant new provision.


What we do

Today, we manage over 3,500 properties in 60 communities across the Highlands. From origins of a handful of staff the Society now has 90 employees and has two offices; the registered office in Invergordon and a second office in Inverness. Our growth has seen the formation of our two subsidiary companies; Albyn Enterprises Ltd and Highland Residential Inverness.

Highland Residential Inverness expands the services and tenures we can offer our customers. As well as social rented housing, we also facilitate mid-market rent and low-cost ownership initiatives through HRI and offers quality and affordable factoring services.

Albyn Enterprises Ltd manages grant funded projects that provide money, benefits and energy advice to tenants. Albyn Enterprises also supports Albyn's innovation activities, such as developing new solutions to enable people to live independently at home longer.  

The Society strives to perform well as a customer-focused, innovative and equal-opportunities based business. We aim to exceed the performance standards required by The Scottish Housing Regulator and the auditors contracted to undertake internal and external audits of our activities. During recent years the Society has made innovations in providing more energy efficient homes including both new build homes and improvements to stock, to make our housing more affordable to live in.

We are dedicated to building homes and supporting communities in the Highlands and is doing so in a way which puts quality, affordability and sustainability at the forefront of its efforts, by recognising the wider impact of housing for the people of the Highlands. Appropriately, significant investment goes into ensuring that tenants with changing needs can remain in their homes through adaptations.

We welcome and encourage customer and client feedback and our structure allows for participation at all levels. Find out how you can get involved.

Vision (Where are we going)

We are a best in class social landlord that reinvests our surpluses into better quality and more homes for future generations of tenants in the Highlands

Mission (what is our purpose)

To provide affordable, high quality homes to people who need them

Values (Guiding principles that drive our behaviours)

  1. We are responsible and accountable for our actions
  2. We are open and honest in how we conduct our business
  3. We are inclusive, fair, and respectful in how we treat each other and our customers
  4. We are open to challenge
  5. We make a difference and improve the lives of our tenants
  6. We listen to our tenants and partners and respond effectively to feedback
  7. We celebrate success and recognise our achievements
  8. We work together to be the best we can working as a team to drive excellence
  9. We will undertake our business and manage our relationships with appropriate reference to ESG (Environmental, Social and Governance) criteria

Strategic Goals (How are we going to get there)

Our homes - We will provide high quality, affordable, sustainable, and energy-efficient homes by implementing an asset management strategy driven by tactical analysis of data and targeted investment.

Customer Experience – We will streamline our customers’ journey and improve customer satisfaction by developing a Customer Experience Strategy. Underpinning this strategy will be the successful implementation of Project Phoenix, delivering on our digital transformation agenda, to enable our customers more flexibility in how they interact with us by providing a suite of online services.

Our people – Our working culture is respectful, effective, engaging, and inclusive and driven by our tenants’ needs. We embrace agile and flexible working and the lessons we are learning from COVID 19, enabling cultural change, and driving the people agenda

Our finances – We will be efficient and effective stewards of our tenants’ money and charitable resources to enable the delivery of affordable, quality services for our tenants. We will support the business to invest in stock improvement, systems, and our people.

Our partnerships - We will use our expertise to influence social housing policy and develop partnerships across the Highlands that add value to our communities