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We produce aggregates, cement, asphalt, ready-mixed concrete and specialist building products, and we deliver surfacing solutions as a further route to market for our essential construction materials.

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Our evolved strategy Breedon 3.0

Breedon 3.0 is the latest iteration of our growth strategy. 

Our strategy has evolved at intervals since Breedon was formed but always with the same simple principle at its core: deliver profitable growth, by efficiently providing essential materials to structurally growing end-markets and executing carefully considered acquisitions in target geographies.

Our commitment to Expand and Improve the Group is evident in this evolution of our strategy, Breedon 3.0, with strategic actions viewed through the lenses of People, Sustainability and Finance.

Prioritising profitable growth has enabled us to deliver meaningful strategic progress, with changes made to the Group’s management structure simplifying the business further and allowing us to respond rapidly in each of our different markets.

Breedon is a consolidator and M&A is at the heart of our strategy

  • Since formation, we have built three vertically-integrated platforms in GB, Ireland and, most recently, the US, unlocking value in the process.
  • We balance M&A with organic growth by serving structurally-attractive end-markets in geographies that benefit from long-term growth prospects.
  • The launch of our scalable third platform in the US through the carefully targeted acquisition of BMC delivers an optimal combination of both these routes to Expand.
  • Our ambition in the next decade is to grow the US business to be as large as the GB and Ireland businesses combined.

Replenishing minerals, unlocking efficiencies, driving innovation

  • By bringing the assets we acquire onto our vertically-integrated platforms, we can unlock efficiencies, drive innovation and provide our customers with a reliable and trusted supply chain partner.
  • This continual process creates a virtuous cycle of enhancement, complementing end-market growth and M&A with self-help, enabling us to outperform our markets

There is abundant evidence of how operating our vertically-integrated, asset-backed model in accordance with our values and strategic priorities is making a material difference for all our stakeholders

  • People: 
    Improving the health, safety and wellbeing of our team is a constant objective. In 2024 we added nearly 600 colleagues through the acquisition of BMC. On completion of the transaction, enhancing safety practices and procedures took priority and we saw immediate benefits, not only reducing time lost to injuries by 80% but also their severity. 

  • Sustainability: 
    Operating our business sustainably is a strategic imperative and at the forefront of every decision we take. Breedon has always taken its responsibility to its people and its communities seriously and we have committed to increase our disclosure and transparency while working towards reducing our carbon footprint. 
  • Finance: 
    Our financial framework governs how we connect thoughtful capital allocation to strategy, facilitating multiple routes to growth. By prioritising profitable growth, through-cycle investment and responsible leverage, the framework has served us well, ensuring a strong balance sheet, healthy returns and strategic financial flexibility.

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