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Evolving our vision and strategy

Our strategy is designed to create sustainable value for all our stakeholders over the long-term and that has not changed.

How we go out about it - that is subtly evolving. We have three strategic priorities:

  • Embed a culture of sustainability
  • Optimise our assets and processes
  • Expand our geographic footprint and product portfolio

All our strategic decisions are now viewed through the lens of sustainability, and governed by our disciplined financial framework to ensure our capital continues to be deployed appropriately.

Embedding a culture of sustainability

Operating a sustainable business is one of our highest priorities and the lens through which all strategic decisions must pass.

  • Breedon has a long history of taking positive actions to embed a culture of sustainability and ensure the long-term success of our business model.
  • We are focused on sustaining the operating capability of our business through strategic replenishment and targeted reinvestment in the asset base.
  • Our customers increasingly seek the best sustainability practices in their supply chain partners to help them, in turn, achieve their own sustainability goals.
  • We have developed a sustainability framework, focusing on our most material areas of impact. We have introduced a range of measurable performance indicators to drive our sustainability performance, increasing transparency and disclosure.

Optimising our business

We are a trusted and credible custodian of scarce reserves and resources, delivering continuous improvement to drive efficiencies of scale and increase utilisation of our assets.

  • In an industry where the supply of new reserves and plants is limited by restrictive planning practices, it is vital we carefully manage the finite and valuable resources and assets under our ownership.
  • Our processes are continually refined to maximise the value of every tonne of material we quarry and manufacture.
  • Our land management process employs proprietary technology to ensure we have long-term visibility and a strong pipeline of reserves and resources. We achieve this through disciplined quarry acquisition and development, coupled with a culture of operational and commercial excellence.
  • We fully integrate acquired assets and apply Breedon best practice to extract maximum synergies and ensure our operations remain competitive.

Expanding growth through multiple routes

We have a variety of routes to grow the business.

  • Organic growth opportunities arise through sophisticated reserves and resource management, perpetual optimisation of all assets, vertical integration into adjacent operations and innovation.
  • Developing new products from downstream opportunities and additional routes to market for our core aggregates products.
  • Bolt-on acquisitions expanding into under-represented regions and adding capability.
  • Strategic deals such as a third platform, replicating the model internationally.

Financial framework governing our growth strategy

Our financial framework governs how we connect our strategy to investment and capital allocation.

  • Breedon’s growth has been delivered through acquisitions and organic activities. Our financial framework sets out how we will allocate capital to sustain our balanced growth profile.
  • The framework prioritises sustainable growth and responsible leverage, focusing on return on capital investment and profitability, while ensuring a strong balance sheet that gives us flexibility.
  • The capital allocation process considers end-market demand in various scenarios. Potential investments are evaluated in the context of our holistic portfolio priorities to generate sustainable stakeholder returns and promote an optimal capital structure.
  • Investment is a differentiator at Breedon. Our disciplined approach enables us to drive profitable growth, converting a high proportion of our earnings to cash. This supports rapid debt reduction following an acquisition and facilitates the payment of a progressive dividend.

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