Orbit builds people-first culture to lift customer satisfaction

Not-for-profit housing provider Orbit has attributed rising customer satisfaction to a people-first culture, according to a case study published by The HR Director on October 4, 2026. Catrinel Stanila, Orbit’s Chief People Officer, outlined how the organization’s Everyday Excellence program focuses on colleague development and belonging to improve service quality.

Stanila, who became Chief People Officer in 2025 after three years as HR Director, said that trust and care are built through small everyday moments, such as a warm phone call or a repair fixed on the first visit. She emphasized that customers who trust Orbit are more than eight times as likely to feel the organization genuinely cares about them.

Investing in colleague capability

Orbit’s Professional Development Framework, aligned with the Chartered Institute of Housing’s professional standards, provides a structured path for skill building. Around 200 colleagues are currently on the framework, with more expected to join over the next three years. In the past year, colleagues completed more than 3,000 hours of face-to-face development and over 9,500 hours of online learning. Additionally, nearly 500 investments were made in external development, and 79 colleagues are working towards apprenticeship qualifications.

The organization’s Neighbourhood Approach assigns each customer a named Neighbourhood Manager, supported by a Community Investment and Successful Tenancies team and a dedicated advisory service. This structure places decision making and local knowledge in the hands of those closest to customers.

Shifting focus to inclusion and belonging

Orbit has moved from an Equality, Diversity and Inclusion framework to one centered on Inclusion and Belonging. Stanila said this change reflects a genuine ambition to build togetherness across the organization, beyond meeting a standard. She pointed to the safety culture as an example, where colleagues report near misses in strong numbers, indicating they feel safe to speak up early.

Orbit also runs programs such as STRIVE apprenticeships, a mentoring program, and a partnership with Coaching Culture. The Navigator Early Career and Mid-Career Accelerators specifically support colleagues from racial minority backgrounds in building skills and advancing their careers.

Results and implications for HR teams

Orbit’s overall customer satisfaction rose to 70.6% from 65.5%, and satisfaction that homes are well maintained increased to 74.5% from 69.9%. Employee engagement metrics also improved: 73% of colleagues reported feeling engaged, 74% said they are proud to work for Orbit, and 89% agreed the organization is genuinely committed to building a diverse and inclusive workplace.

For HR and people leaders, the case study suggests that investing in colleague capability and fostering belonging can directly impact customer experience. Stanila advised that culture should be treated as integral to strategy, not a side project. She highlighted the importance of celebrating small moments and building genuine belonging. However, specific practices may need to be adapted to different organizational contexts and jurisdictions, as employment laws and cultural norms vary.

Stanila concluded that Everyday Excellence is not a destination but a way of working built through small, human moments. The full case study is available on The HR Director’s website.

Sources: The HR Director