It’s fair to say 2026 is shaping up to be one of the most challenging years the property and FM sector has faced in decades. The introduction of Awaab’s Law and the forthcoming Decent Homes Standard mark a decisive shift in how landlords and facilities teams are expected to manage and maintain their stock.
These changes have been a long time coming. But what’s different now is the sheer scale of what’s being asked, and the speed at which organisations are expected to deliver it — all at a time when their capacity to invest has never been more constrained.
Rent uplifts have been capped for years, reducing revenues by around 15% in real terms since 2015. At the same time, the cost of addressing quality, safety, and energy performance has continued to rise. Many organisations are spending 20% more year-on-year just to keep pace. It’s no surprise we’re seeing viability ratings decline across the board. The pressure is mounting from every direction.
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What “Decent” Really Means
The current Decent Homes Standard has been in place, largely unchanged, since 2006. The forthcoming version will completely redefine what “decent” means.
Previously, compliance was largely a matter of age, for example, how long ago a kitchen or bathroom was replaced. The new standard focuses on condition, not age. In other words, if a property’s condition has deteriorated, it must be addressed regardless of whether the asset is technically “within age.”
That’s a fundamental change. Sector estimates suggest that while only 10% of homes currently fall below the standard, this could rise to around 40% overnight once the new Decent Homes comes into effect.
It’s not that landlords are failing. It’s that the bar is rising, and rightly so. Expectations around housing quality, safety, and sustainability have evolved dramatically in the past two decades. What was acceptable in 2006 no longer reflects what residents or regulators expect in 2026.
Moving Beyond Reaction to Strategy
What’s clear is that we can’t keep operating in a reactive world. Throwing resources at the problem only gets you so far. The real inflexion point will come when organisations start to shift from response to prevention. So, from “fixing” problems to planning against them.
That requires connected data and joined-up teams. Too often, asset management and property maintenance teams still operate as separate functions. One creates investment plans; the other handles day-to-day repairs, often in isolation.
When the two are linked, it changes everything. The maintenance team repairing a boiler, for example, should know that the same boiler is due for replacement under this year’s investment plan. That kind of simple visibility avoids wasted spend and duplication. It’s about seeing property maintenance and asset investment as part of the same continuum and managing both from a single, shared dataset.
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Applied Intelligence, Not Artificial Intelligence
There’s a lot of talk about AI in our industry right now. Some of it’s useful; much of it isn’t. The truth is, we don’t need algorithms making decisions in isolation. We need applied intelligence, data-driven support that helps people make better judgments.
Our focus has been on using AI where it adds genuine value: surfacing context, spotting risk, and improving awareness before a visit takes place. Whether that’s highlighting a property’s maintenance history, a resident’s past feedback, or potential recall issues, the goal is to equip people with knowledge, not replace their expertise.
In a sector where every decision affects someone’s home, the human in the loop matters more than ever. AI should inform — not override — human experience, empathy, and accountability.
The Challenge To Come
The other issue we can’t ignore in 2026 is skills. The UK’s skilled workforce continues to age, and attracting the next generation into trades and property maintenance remains difficult.
Digitalisation will help bridge some of that gap, but it’s not a replacement for people. Jobs in the industry need to be made more appealing to younger workers and show that it’s not just about fixing things; it’s about improving lives of our communities for the better. There’s real purpose in that, and technology can play a key role in making those jobs more appealing, more efficient, and more safe.
At the same time, leadership teams need to ensure the digital tools they introduce actually support their staff, giving them more control and insight, not simply more data to process and analyse.
Planning for a Year of Real Change
If 2025 was about preparing for what’s to come, then 2026 will be the year where it all comes to a head. The sector is reaching an inflexion point where financial headroom, compliance, and operational demand all converge.
Those who will do well in 2026 will be the organisations that can model their investment plans dynamically, react to changing conditions in real time, and maintain visibility across their operations. The days of setting a static annual plan and hoping it holds are long gone.
2026 will test the resilience of the housing and FM sector like never before. But it will also reward those who plan smarter, collaborate better, and use intelligence — human and digital — to make every pound and every hour count.
