Value creation
Nexus Infrastructure creates long-term sustainable organic growth and value for stakeholders.
Use the tabs below to find out more about how we create value
Our investment case
Strategically positioned as a leading provider of essential infrastructure solutions in critical sectors
- Nexus’ strategic focus is on those sectors of critical infrastructure where chronic needs are the drivers for investment in the decades to come.
- These drivers are based on fundamentals such as climate change, environmental protection, shifts in social needs and improvements to energy security
- Through Coleman and Tamdown, Nexus is a diversified infrastructure business providing solutions across a variety of sectors including housebuilding, water, rail, highways, and rivers & marine; areas with multi-year investment commitments driven by regulatory and environmental imperatives
Diversified exposure to long-term growth markets
- A recovery in the housebuilding sector is inevitable as the country continues to face a chronic undersupply of good-quality housing. The Government is under significant political pressure following its manifesto commitment to ensure the delivery of 1.5m new homes over five years. After 18 months in office, progress to date has been very much below that needed. Net additional housing in the financial year to end of March 2025 numbered just 208,600 – well short of the Government’s initial target of 300,000 new homes per year (subsequently increased to 370,000)
- Substantial investment is planned in other areas of national infrastructure, particularly in the water sector, where Ofwat’s PR24 final determination outlined £104bn of expenditure for AMP8 (2025–2030), a 70% increase on the previous AMP7 period. Expenditure in this sector has a horizon of at least 25 years
High-quality customer relationships and expertise
- Extensive customer base developed during our near 50-year heritage, the relationships we build and maintain with our customers are the foundations of our success
- We ensure the highest levels of customer service throughout all phases of our projects
- Tamdown’s customer base includes the UK’s largest housebuilders, responsible for approximately 40% of the total market
- Coleman brings additional relationships across regulated utilities and Tier 1 contractors, often through long-term asset management framework agreements under AMP8 and other public infrastructure programmes
Experienced and loyal team
- The combination of our experienced Board, leadership teams, and our highly skilled, motivated and loyal workforce supports our ongoing development and success
- We work hard to ensure our people are recognised and engaged, and regularly undertake surveys and meetings to ensure feedback is kept up to date
Robust balance sheet
- Focused working capital management ensures Nexus remains well placed to invest in growth while maintaining financial resilience
- Diversification between private and regulated markets provides a more stable revenue base and smoother cash flow profile
- Having a strong balance sheet allows Nexus to both overcome challenges and take advantage of opportunities
Commitment to sustainability
- Our purpose is ‘Building Bright Futures’ and, with this in mind, we consider our impact on all our stakeholders – from our people and supply chain through to society in general
Market opportunity
Civil engineering solutions for sectors critical to the UK’s national infrastructure
Housebuilding sector
Through its subsidiary, Tamdown, Nexus provides infrastructure services to the housebuilding sector.
Market drivers
- The need for new housing is driven by population growth, changes in demographics and family groups
- The Government’s continuing commitment to solving the UK’s housing crisis
- Mortgage interest rates expected to further reduce in 2026, supporting new home sales
Opportunities
- Increase in revenues as sector recovery gathers pace
- Large-scale, complex, multi-phase housing developments requiring experienced infrastructure partners
- High-quality services resulting in repeat business
- Potential for geographic expansion
Other sectors
The acquisition of Coleman in October 2024, brings diversification into several key sectors including water and rail.
Market drivers
- Public investment and Government spending on infrastructure projects
- Climate change – protection against both droughts and flooding
- Improvements in environmental protection and shifts in societal needs
- Ageing infrastructure needing to be replaced with more sustainable solutions
Opportunities
- These sectors have multi-decade horizons and are less prone to short-term economic pressures
- Specialist construction services to the water sector by involvement in the water companies’ five-year Asset Management Plan (“AMP) periods
- Provision of safety-critical civil engineering services to the rail industry
- Civil engineering projects relating to the improvement of flood defences
- Government has approved five-year expenditure plans in several key sectors. Examples:
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- Ofwat’s final determination for the 2024 price review indicated that spending for the period 2025-2030 will be £104bn, a 70% increase in expenditure when compared to the previous five-year period price review
- Office of Rail and Road final determination for PR23 approved Network Rail’s plans for spending £43.1bn during Control Period 7 (2024-2029)
Nexus’ mission is to be recognised as the leading provider of essential infrastructure solutions by delivering outstanding performance and customer satisfaction in sectors critical to UK national infrastructure.
Our strategic priorities
Growing with our customers
- Building and growing customer relationships, supported by high-quality service, competitive pricing, and a long-standing focus on health and safety
- Assuring and supporting customers delivering multi-phase, complex projects, using our extensive experience
Expanding our market
- Introducing diversification to reduce the impact of market cycles
- Gaining access to higher-margin sectors where expenditure is driven by fundamentals such as climate change
- Having involvement in long-term delivery programmes with 5-10 year horizons
Focus on financial delivery
- Improving the level and consistency of gross margins
- Investing resources to enhance productivity and enable growth
- Managing overheads and discretionary spend, while maintaining tight control of cash
Our business model
The relationships and resources we need to run our business:
Our people
Highly skilled, motivated and loyal workforce.
Experienced Board and senior management teams.
Markets
Focus on sectors key to UK national infrastructure.
Financials
A strong balance sheet provides resilience and sustainability.
Business development
Customer engagement
Consultation and estimating
Value engineering
Planning
Programme and logistics
Procurement and resources
Project collaboration
Execution
Flexible delivery
Team approach
Safe working
Our shareholders
Driving the success of Nexus to the benefit of shareholders.
Our customers
Relationships, partnerships and effective engagement with our customers to understand their individual challenges and needs.
Our people
Group purpose and values with a strong focus on staff development and learning as well as health, safety and wellbeing.
Our communities
Financial support to charities, staff volunteering days, supporting educational organisations and pupils.
Safety and sustainability
Our fundamental goal is that everyone goes home safely at the end of every day. The health, safety and wellbeing of our people is at the forefront of everything we do, supported by safety campaigns, training and wellbeing initiatives. Taking care of our environment, while providing essential infrastructure solutions, is core to our approach.
Customer service
Our customers choose us because we are dedicated to quality delivery and take the time to fully understand their project objectives. We ensure all our teams are customer focused during the consultation, procurement, and delivery stages. We provide follow-up to all our projects and are passionate about customer satisfaction.
Best solutions
Through our close relationships with our customers, we work in partnership to develop the right solutions to any potential problems. Our teams will always challenge assumptions and wherever possible find a better way to deliver the best solutions for our customers’ projects.
KPIs
The Board uses key performance indicators to measure its progress against the Group’s strategic objectives.
- Revenue and revenue growth track our performance against our strategic aim to grow the Group through supporting our customers and expanding our markets
| FY25: | 65.9 |
| FY24: | 56.7 |
| FY23: | 88.7 |
- Tracking gross profit ensures that the focus remains on delivering profitable outcomes on our contracts
| FY25: | 10.3 |
| FY24: | 7.7 |
| FY23: | 6.0 |
- Tracking of the operating loss demonstrates the improvement in both gross profit and reduction in overheads
| FY25: | 1.9 |
| FY24: | (2.2) |
| FY23: | (8.4) |
- Tracking the after-tax earnings relative to the average number of shares in issue provides a monitor on shareholder value
| FY25: | (26.3) |
| FY24: | (30.6) |
| FY23: | 239.0 |
- Tracking the total dividend per share declared for each financial year provides a monitor on the return achieved for shareholders
| FY25: | 3.0 |
| FY24: | 3.0 |
| FY23: | 3.0 |
- Tracking the cash balance monitors the conversion of profits into cash, ensuring that cash is available for reinvestment and supporting delivery of the strategy
| FY25: | 10.9 |
| FY24: | 12.8 |
| FY23: | 14.6 |
- Tracking the Group’s net assets monitors the Group’s financial strength and stability
| FY25: | 27.3 |
| FY24: | 30.0 |
| FY23: | 33.0 |
- Tracking of the order book, being the amount of secured work yet to be recorded as revenue provides visibility on expected future revenue against the strategic aim to grow the business
| FY25: | 83.4 |
| FY24: | 51.6 |
| FY23: | 46.0 |