Value creation
from land acquisition to customer service

At Crest Nicholson, our business model is built to deliver sustainable, long-term value by aligning closely with our strategic priorities. The business is positioned in the mid-premium segment, where our land holdings are best aligned with desirable locations and customer value expectations.

How we build value

01

Land acquisition

We create value through a disciplined and targeted approach to land acquisition, focusing on sites in locations that align with our position in the mid-premium segment and support our growth objectives. Our land buying strategy prioritises financial returns, planning deliverability and customer demand, ensuring that capital is deployed efficiently and sustainably. This approach, underpinned by rigorous appraisal processes, enhances our ability to secure high quality sites that deliver attractive margins. Alongside our long-term strategic land pipeline, this provides strong visibility over future developments and supports consistent, margin-accretive growth.

Our land acquisition appraisals embed sustainability principles. We consider factors such as biodiversity, water conservation measures and habitat protection. We prioritise locations with access to sustainable transport, including public transport links and major road networks, and ensure there is space for social infrastructure to promote thriving, inclusive communities.

02

Design, planning and placemaking

Design quality, thoughtful plotting and placemaking are central to how we create value and differentiate our developments. As part of our positioning in the mid-premium market, we are enhancing our design standards, refining our plot layouts, and elevating the overall character of our schemes to better reflect the expectations of this segment. By integrating high quality architecture, landscaping and community spaces from the outset, we aim to deliver developments that are not only functional but aspirational.

Sustainability is integrated across every stage of design and planning. We incorporate biodiversity net gain, design attractive green spaces to encourage outdoor activity and wellbeing, and plan for sustainable connectivity through walking, cycling and public transport links. Social infrastructure, such as schools, healthcare facilities, play areas and community hubs, is carefully considered to deliver a lasting positive legacy.

03

Selling our homes

We create value through a customer-focused sales approach that reflects our mid-premium positioning. Our sales teams receive recurring training to ensure expert guidance and a high quality customer experience. We are enhancing digital engagement through online portals that support the buying journey and offer a curated range of upgrades to personalise homes. Our upgraded sales suites have been redesigned to reflect the quality of our mid-premium offer, all of which helps to maximise the value of each home sold and strengthen customer satisfaction.

We deliver high quality energy efficient homes and provide buyers with information on the sustainability features of their homes. Alongside high performance insulation, many of our homes include solar PV panels, electric vehicle charging points and an increasing number of sites are installing air source heat pumps. All new houses achieve a minimum EPC B rating to support energy efficient living.

04

Construction

We create value through a disciplined and efficient construction process that prioritises quality, consistency and timely delivery. A right first time mindset is embedded across our build teams, ensuring homes are constructed to high standards with minimal rework. Each project is meticulously planned and executed, with strict adherence to build programmes, safety protocols, and the New Homes Quality Code. We leverage advanced project management tools to track progress in real time, resolve issues quickly and maintain momentum on site.

We integrate sustainable practices throughout our construction activities, focusing on resource efficiency and waste reduction. On-site recycling stations and waste segregation processes maximise landfill diversion, while we work to conserve and enhance natural habitats around the site. Additionally, protective measures for wildlife, such as temporary fencing and ecological monitoring, ensure construction activities align with our environmental stewardship commitment.

05

Customer experience

As part of our commitment to delivering exceptional customer experience, we have a Group Customer Operations Director to lead a comprehensive transformation programme. This initiative places a strong emphasis on reducing snagging issues and post-sales fixes by embedding a build it right first time culture across our operations. By prioritising quality and consistency from the outset, we aim to create a smoother, more positive experience for our customers – reinforcing trust, increasing referrals and supporting long-term brand value.

We deliver homes that prioritise energy efficiency, helping to keep running costs down. Sustainable features support customers to live more sustainably. Many developments also incorporate measures to support nature, alongside accessible green space and social infrastructure, creating more enjoyable spaces for residents.

What we use to create value

Our business needs key resources and is dependent on critical relationships to operate efficiently.

People

Skilled employees are essential in building and delivering homes that meet regulatory standards and customer expectations. A strong focus on workforce development, through training, health and safety measures and employee wellbeing, helps ensure efficiency, innovation and sustainability in operations. Engaging a motivated, well-trained workforce enhances productivity and contributes to maintaining the Group’s reputation and long-term growth.

Design and innovation

High quality design enhances our customer proposition, ensuring long-term value and customer satisfaction. Maintaining the flexibility of house types allows for customisation while improving construction efficiency. Innovation to enhance the sales process and streamline the build process can reduce costs and supports safety, quality and service.

Natural and manufactured resources

Natural resources like timber and aggregates, alongside manufactured materials such as bricks and steel, are the foundation of our building operations. Sourcing materials responsibly supports sustainability and minimises environmental impact.

We are committed to reducing waste and optimising resource use which controls costs while enabling us to meet regulatory and environmental standards.

Partnerships

We have good relationships with the private rented sector, landowners and government bodies. These collaborations provide us with access to key development sites, shared resources and funding opportunities, while also facilitating compliance with regulations. By working together, we can expand project pipelines, improve delivery efficiency and meet housing demand, driving growth and long-term profitability.

Financial resources

Financial resources are a critical component enabling investment in land, development and construction. We have a diverse capital structure ensuring flexibility and resilience. We adopt a prudent approach to risk and have a disciplined cash management approach which helps us maintain financial stability, supports sustainable growth and ensures the Group can weather market fluctuations.

Divisional structure

The Group operates through regional divisions, each handling local developments and construction. There are two central divisions, one specialising in strategic land acquisitions and supporting projects through the planning process, and the Special Projects division which focuses exclusively on fire remediation and legacy sites.

Related pages

Strategy
Our purpose
Leadership