Our strategy

Our integrated Group strategy

The Group focuses on the following key financial and non-financial objectives to deliver profitable sustainable growth

Invest in high-quality land
Customer-focused business
People and society
A business for the long term
Invest in high-quality land

Description

Acquiring sufficient land at the appropriate margins and on the right payment terms is necessary to support the Group’s aspirations for profitable growth. An important feature of the Group’s land strategy is strategic land, as this provides the opportunity of acquiring land at higher margins without being obliged to purchase via option agreements. 

Performance

We took a selective approach to land acquisitions during 2023 and renegotiated deals to reflect current market conditions. At the same time, we continued to invest in longer-term opportunities through new strategic land options.

The Group acquired 17 sites and 3,222 plots in the year, at or above our desired hurdle rates. The number of purchases compares to 22 sites that finished in the year (with 3,585 home completions), with the result that the owned landbank fell to 10,483 plots (2022: 10,724 plots).

We continued to invest in our strategic landbank, which grew to 43,293 plots (2022: 39,203 plots).

The Group was successful in its application to join the Developer Partner Dynamic Purchasing System, which provides opportunities to acquire land being marketed by Homes England. 

* As at the end of December 2023

Looking ahead

We undertook significant activity in 2023 to identify new open-market sites, as well as to advance the planning status of strategic sites. These combined efforts have resulted in a pipeline of over 40 sites available to purchase in 2024.

We will be submitting planning applications for 13 strategic sites and over 2,500 plots in 2024, to enable the purchase of these sites in the latter half of 2024 and 2025.

We aim to increase our landbank in absolute terms, while still operating within 3.0-3.5 times annual completions.

We plan to increase the proportion of the owned landbank sourced from strategic land, from the current position of 29% towards our medium-term target of 35%.

Customer-focused business

Description

The Group is focused on providing high-quality homes that can be personalised to meet the needs of our customers, within sustainable and enduring communities.

At the same time, we aim to interact with customers to meet their needs in an increasingly digital world. 

Performance

There was an improvement in independently assessed quality metrics through National House Building Council (NHBC) Construction Quality Reviews (CQR) and Home Builders Federation (HBF) Customer Satisfaction scores. The CQR score increased to 4.6 (2022: 4.5) and the Customer Satisfaction score improved to 92% (2022: 91%).

Following a comprehensive review of our customer journey procedures, we restructured and invested in our customer service teams, introducing a new role of Customer Support Manager in each region, to ensure a personalised customer experience during the first year of ownership.

Our customer communications and meeting structure throughout the home buying process were revised, introducing additional touchpoints for customers to inspect their new home before purchase, while also increasing the build time to allow additional inspections and quality checks.

The MyMillerHome app is available to customers before purchase allowing access to an option visualiser to personalise their home prior to reservation. Increased functionality has appealed to customers with over 30,000 app downloads.

Our ability to allow customers to select their home online continues to be well received, with 56% (2022: 50%) of our 2023 reservations initially made online. 

* As at the end of December 2023

Looking ahead

There are a number of initiatives for 2024 aimed at improving our 9-month HBF Customer Satisfaction score.

A newly designed consumer website planned for 2024 aims to provide customers with more 3D imagery of our street scenes, product, site plans and internal video “walk-throughs” of our homes. We continue to improve the app to allow communication with customers after their home purchase and add to our app as a one-stop portal for customers.

People and society

Description

We are focused on creating a better place for all our people by offering attractive health and wellbeing initiatives, putting safety first, being open and inclusive, and by helping people realise their full potential through training and development opportunities. 

Performance

Staff with site-based activities have undertaken Construction Skills Certification Scheme (CSCS) training.

We launched various wellbeing initiatives, with a particular focus on those related to financial and mental health.

Our revised company car scheme has resulted in 95% of our fleet being either hybrid or electric.

We increased the number of training days to 3.1 per person (2022: 2.9). 

* As at the end of December 2023

Looking ahead

We will launch a new HR system in 2024, enabling real-time access to holidays and training records, with improved onboarding.

We will launch an Early Talent initiative, aiming for participant numbers to exceed 5% of the overall workforce.

We have doubled the number of qualified Mental Health First Aiders in the business (c.80). In addition to this, we continue to build on our partnerships with construction industry charity, The Lighthouse Club, and Andy's Man Club, promoting wellbeing initiatives and offering mental health support to employees.

A staff engagement survey is planned for 2024, with the previous survey having taken place in 2022.

A business for the long term

Description

The land investment cycle typically spans a three to five year horizon, and so it is important to plan for changes to macroeconomic conditions and industry-specific legislation that could occur over this period.

Our strategy is to operate in mid-market regional locations, which are generally less susceptible to significant market movements.

We aim to grow the business in a considered way, such that organic growth can be supported by the free cashflow generated, with targeted free cashflow of 50% of EBITDA over the medium term. 

Performance

We redesigned our house type portfolio to ensure compliance with Part L building requirements.

The Partnerships model was expanded and volumes increased from 7% to 11% in the year.

We reappraised new land acquisitions to ensure intake margins were robust and met hurdle rates, in light of persistent cost inflation and firm, but at best flat, selling prices.

Free cash of £93m generated in the year, which represented 58% of EBITDA. 

* As at the end of December 2023

Looking ahead

We have already started on the next evolution of our house types, to comply with Future Homes Standards in 2025.

The roll-out of the Partnerships model, such that output increases towards the medium-term target of 20% of overall volumes.

A cost reduction exercise will be undertaken in collaboration with our supply chain partners, in light of the significant levels of cost inflation experienced pre-COVID-19. This will lower our cost base
and, in turn, ensure we remain competitive in the land market.