Business model and strategy

Galliford Try operates across the UK as a standalone construction group, carrying out work primarily as Galliford Try and Morrison Construction.

Business strategy

Watch Bill Hocking and Andrew Duxbury discuss our business strategy.

Bill Hocking & Andrew Duxbury

Our business is organised into three divisions: Building, Infrastructure and Specialist Services, which includes Investments, FM and our dry lining and piling businesses.

  • Building serves a range of clients across the UK, retaining a substantial presence in Scotland. It works with clients in the public and regulated sectors, in particular the health, education and defence markets.Building also serves commercial clients, mainly in the South East and Midlands.
  • Infrastructure carries out civil engineering projects, specialising in the highways and environment sectors, supplemented by the acquisition of the nmcn water business.
  • PPP Investments delivers major building and infrastructure projects through public private partnerships. It leads bid consortia and arranges finance, making equity investments and managing construction through to operations.

Our network of regional offices is a key advantage, offering clients the benefit of national strength with local delivery and we are focused on sectors where we have proven strengths, operating predominantly in the public and regulated sectors.

Prior to 2020, Galliford Try was a FTSE 250 construction, housebuilding and regeneration group. The business disposed of its housebuilding divisions Linden Homes and Galliford Try Partnerships on 3 January 2020 becoming a well-capitalised, standalone construction-focused group. In 2021, Galliford Try announced its Sustainable Growth Strategy and acquired the water business of nmcn, including Lintott, following administration of the company. As part of the £1 million acquisition, circa 900 employees joined Galliford Try.

Our robust financial position combined with market leading positions in our chosen sectors means that we are strongly positioned for our Sustainable Growth Strategy, which aligns our financial objectives with our sustainability aspirations to deliver sustainable profitable growth. Bill Hocking Chief Executive , Galliford Try

Sustainable Growth strategy

Having established Galliford Try as a robust player in the market, our updated strategy elevates our ambitions and sets objectives which aligning profit with purpose. Sustainability, driven by digitalisation, decarbonisation and social value, is at its heart, responding to stakeholder needs and increasing the long-term operational and financial resilience of our organisation.

Sustainability pillar






Progressive culture

Health and safety

Prioritising health, safety and wellbeing and ensuring no harm to anyone linked with our operations.

Accident Frequency Rate




No harm.

Lost Time Incident Rate



No harm.

Our people

Creating an inclusive environment and progressive culture that enables all individuals to reach their potential.

Early careers as a % of total employees



Year-on-year increase.

Women as a % of total employees



Year-on-year increase.

Employee advocacy

*Note 1

*Note 1

Year-on-year increase.

Socially responsible delivery

Environment and climate change

Adopting sustainable resourcing and consumption practices and taking measures to mitigate carbon production and climate change to protect our environment and biodiversity.

Scope 1 and 2 carbon emissions (CO2e tonnes)



Net zero by 2030.

Scope 3 carbon emissions (CO2e tonnes)

*Note 2

*Note 2

Net zero by 2045.

Waste intensity (tn/£100k revenue)



Year-on-year reduction.


Making a positive impact in communities where we operate by delivering greater social value and improving lives.

Social value as a % of turnover

*Note 3

*Note 3

Year-on-year increase.

Considerate Constructors Scheme performance

41.1 (industry ave. 37.1)

40.6 (industry ave. 38.0)

>38 and above industry average.

Quality and innovation


Delivering lower carbon, superior buildings and infrastructure with a better social footprint for clients in our chosen markets through a focus on innovation, digitalisation and quality.

% of repeat business in our order book




% of full year planned revenue secured at the start of the financial year




Supply chain

Aligning our supply chain with our culture and creating collaborative relationships that deliver best practice, innovation and sustainable outcomes for clients, communities and the environment.

% of business unit core trades spend with Aligned subcontractors




Prompt payment – % of invoices paid within 60 days




Sustainable financial returns

2026 target


Earn a sustainable return on the value we deliver.

Focus on bottom line margin growth

Divisional operating margin (5.0)%

Divisional operating margin 2.0%

Divisional operating margin growth to 3.0%

Disciplined contract selection and sustainable revenue growth

Revenue £1,090m

Revenue £1,125m

Revenue growth towards £1.6bn

Maintain strong balance sheet

Average month end cash £141m

Average month end cash £164m

Operating cash generation

Sustainable dividends

Dividend cover = n/a

Dividend cover of 2.0x4

Dividend cover of 2.0-2.5x


1   Employee advocacy will be measured through regular employee surveys.

2   Historically, we have only reported on one element of our Scope 3 emissions, business use of private vehicles. As part of our commitment to net zero by 2045 and setting a science based interim carbon reduction target, we are currently in the process of performing a Scope 3 screening review to identify the most material Scope 3 emissions categories. We will then develop reporting methodologies for the most material Scope 3 categories and intend to start reporting our Scope 3 emissions from 2023.

3   Our Social Value Calculator was updated and relaunched during the second half of FY21. It captures social value outcomes across six key measures which are then multiplied by the proxy values in the national TOMS framework to give an estimate of total social value delivered. We do not have a full year of data to report in FY21 but intend to start reporting this KPI in FY22. 

4   Based on earnings from continuing operations.

Our strengths

  • Our business is well-capitalised and cash positive.
  • We have strong client relationships based on collaborative working.
  • Our management team is highly-experienced. 
  • We have a disciplined approach to project selection.
  • We are focused on sectors where we have core and proven strengths.
  • We have an excellent position on frameworks and in public and regulated sectors.
  • We are committed to creating long-term value for our stakeholders.