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Crest Nicholson (CRST) CMD 2025 summary

Event summary combining transcript, slides, and related documents.

Logotype for Crest Nicholson Holdings plc

CMD 2025 summary

28 Apr, 2026

Market Context and Strategic Shift

  • Macro instability, inflation, and regulatory costs have challenged the UK housebuilding sector, reducing affordability and government support.

  • Previous multi-channel and volume-led strategies led to margin leakage and inefficiencies, prompting a pivot to the mid-premium segment targeting affluent buyers.

  • Land bank optimization and reduced exposure to PRS and affordable segments are central to the new approach.

  • The mid-premium segment is more resilient to macro cycles and offers significant growth and margin opportunities.

Strategic Priorities and Market Positioning

  • Four key priorities: build quality homes efficiently, deliver outstanding customer experience, drive operational/commercial excellence, and optimize land portfolio value.

  • Strategy refocused on mid-premium housing, leveraging brand and land bank strengths to target a 10% market share in core regions.

  • Leadership and organizational structure realigned to support operational and commercial excellence, customer service, and land optimization.

  • Product and customer experience redesigned for mid-premium positioning, with enhanced build quality, specification, and customer journey initiatives.

  • Sustainability initiatives include net zero by 2045, biodiversity commitments, and zero carbon ready developments.

Financial Guidance and Performance Ambitions

  • Medium-term guidance (FY24–FY29): mid-single digit % annual growth in completions to 2,300+ units, with open market share at 60–66%.

  • Gross margin targeted to rise from 14% in FY24 to over 20% by FY29, with annual improvements of 100–150bps.

  • EBIT margin expected to reach double digits, targeting 13%+ by FY29, with ROCE forecast to increase from 4% to over 13%.

  • Overhead costs to be reduced from 9% to 7% of revenue by FY27, with inventory reduction of around £200m and land bank cover lowered to 4–5 years.

  • Dividend policy maintained at 2.5x cover from adjusted earnings, with capital allocation flexibility post-fire remediation.

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