Use the tabs below to find out more about how we create value

Our investment case

Attractive and growing addressable markets
Strong balance sheet
Solid order book provides visibility of revenue
High‑quality customer base and relationships
Reputation for high‑quality delivery of essential services

Market opportunity

Housing and infrastructure

Market Drivers

  • Housing shortage and regeneration of urban and brownfield areas
  • National Housing Federation has identified the need for up to 340,000 new homes in England per year up to 2031
  • Government stimulus including commitments to simplify planning and investment zones to accelerate housing delivery
  • Social changes driven by the pandemic such as household changes and desire for more internal and external space
  • Support driven by accepted importance of the housing market to the wider economy


  • Growth in residential services due to the national housing shortage and requirement for affordable housing
  • Broadened product and services demand within groundworks and infrastructure capability
  • Non-private tenure provides more predictable delivery requirements
  • Supporting high pace delivery with modular and off-site builds

Nexus’ mission is to be recognised as the leading provider of sustainable infrastructure services in the UK, by delivering outstanding  performance through a focus on delivery, customer service and diversification.

Our strategic priorities


Focus and consistently
optimise service offering

  • Improving operational delivery
  • Selective on customers
  • Management of inflation
Improving margins towards historic levels

Benefiting from
growing market segments

  • PRS housing markets
  • On site civil engineering associated with heat networks driven by FHS
  • Net zero and modular market
Maintaining market share in growing segments

Focus on delivering
shareholder value

  • Relentless focus on improving margins to historic levels
Deliver consistent dividend policy

Our business model

Resources and relationships

The resources and relationships we need to run our business:

Our people

Highly skilled, motivated and loyal workforce.

Experienced senior management team and Board.


Attractive and growing addressable markets supported by Government housing strategies.


A strong balance sheet provides resilience and sustainability.

How we do it

Business development

Customer engagement
Solution innovation
Design and estimating
Value engineering



Programme and logistics
Procurement and resources
Legal compliance
Project collaboration



Performance monitoring
Flexible delivery
Team approach
Safe working

Creating value

Our Shareholders

Positive fundamental market growth drivers to enable a progressive dividend policy.

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, and more.

What makes us different

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. In addition, taking care of our environment and supporting the delivery of sustainable infrastructure is core to our approach.

Customer service

Our customers choose us because we take the time to fully understand their project objectives. We have continuously expanded our advice and guidance to our customers, to include options for enhancing and accelerating the route towards their sustainability and decarbonisation goals.

Best solutions

By working closely with our customers as early as possible in their projects, we can develop the right technical solution for their individual and evolving needs. Our teams will always challenge assumptions and wherever possible find a better way to deliver the best solutions for our customers’ projects.


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 business
2022: 173.4
2021: 137.0
2020: 125.7
  • Tracking adjusted operating profit ensures that the focus remains on delivering profitable outcomes on our contracts
2022: 4.0
2021: 2.9
2020: -1.9
  • Tracking the after-tax earnings relative to the average number of shares in issue provides a monitor on shareholder value
2022: 6.0
2021: 6.6
2020: -5.9
  • Tracking the total dividend per share declared for each financial year provides a monitor on the return achieved for shareholders
2022: 1.0
2021: 2.0
2020: 0.0
  • Tracking the cash balance monitors the conversion of profits into cash, ensuring that cash is available for reinvestment or distribution to shareholders
2022: 24.2
2021: 29.5
2020: 32.1
  • The 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
2022: 316.1
2021: 287.8
2020: 282.0
  • The tracking of the Group’s net assets monitors the Group’s financial strength and stability
2022: 34.1
2021: 32.1
2020: 28.8
  • Health and safety is of paramount importance as the Group works in sectors which carry significant health and safety risks
2022: 83
2021: 433
2020: 162
  • Tracking the Group’s CO2 emissions allows us to monitor the impact of our businesses on the environment
2022: 54,968
2021: 46,644
2020: 38,285

1 Total revenue, including discontinued operations
2 Adjusted operating profit is operating profit, including discontinued operations, excluding the impact of exceptional items.
3 Earnings per share for total operations
4 Cash and cash equivalents, including discontinued operations
5 Includes discontinued operations