August 2025 - Allison Homes - Annual Report

Allison Homes Building Trust 2025

Contents Highlights of the Last Year

03

Our Senior Team

04

John Anderson, Group Chief Executive

08

Vision, Values, Why and Mission

10

All About Land and Growth

12

Partnerships with Social Purpose

14

All About ESG

16

Building on Success

18

All About People

20

All About the Next Generation

22

All About Community

24

02 | Allison Homes Building Trust 2025

Introducing

Highlights of the Last Year

Rated

94.9%

‘Excellent’

customer satisfaction

Over

affordable homes in the pipeline

Over

Over

Almost

£1 million

£16 million

generated towards new affordable housing

Over

£116 million

suppliers and subcontractors supported

spent through our supply chain

More than

Over

98%

Almost

80%

168%

£28 million

1,000

invested in creating local school places

increase in EBITDA

Over

generated in tax revenue

invested in local community infrastructure

team engagement

‘Gold’

1,589

for customer satisfaction

on Trustpilot

£3 million

Rated

5%

3,200

of workforce are apprentices

trees planted

61%

2.4 million

of completions on affordable homes

working hours without a RIDDOR

of construction waste diverted

2,767

plots granted planning consent

£40,000

donated to local community groups and charities

1,544

plots acquired

Allison Homes Building Trust 2025 | 03

Introducing

Our Senior Team

Rob Roger

John Anderson

Chairman

Chief Executive Officer

Rob Roger brings over 25 years of executive leadership experience from within and beyond the world of development and property.

John has wide-ranging board level experience spanning over 30 years, in key leadership roles covering all aspects of house building and the residential sector including land acquisition, mixed-use property development and corporate turnaround.

Notably, Rob has held pivotal positions at Merlin Entertainments (within The Tussauds Group) including a decade as CFO. Subsequently, his tenure at Spire Healthcare Group PLC spanned nine years, culminating in his role as CEO. As Chairman and CEO at IQ Student Accommodation, Rob facilitated remarkable growth, doubling the company’s size and achieving an impressive 6% annual growth over six years.

In addition to his Chairman role at Allison Group, Rob also chairs three other private equity-backed businesses: Veonet, Everlight Radiology, and Orbis Education.

John joined Allison Homes which operates across the Midlands, East and South West of England, as Chief Executive Officer in 2020. During this time, he led a private equity backed management buyout of the business in 2021. Following the recapitalisation, the business successfully closed a new £120m RCF with HSBC & NatWest bank in the same year, putting Allison in a strong position to ensure the success of its ambitious growth plans to build 2,000 homes annually within the next five years. John has a proven track record of exceeding corporate and commercial goals, whilst ensuring build quality, safety, customer excellence, company culture and well-being are top priorities.

Prior to Allison Group, John spent the ten years at Kier Group, where he was Executive Director responsible for the group’s housing businesses. Prior to that, John has held various senior positions including CEO of Princegate Estates Plc for over 10 years, managing director of Taywood Lifestyle Homes (part of the Taylor Woodrow Group) and group sales and marketing director at Taylor Woodrow Group.

04 | Allison Homes Building Trust 2025

Ian Trinder

Deborah Brown

Chief Financial Officer

General Counsel

Ian is a chartered accountant with an industrious career working on a number of IPOs and M&A transactions around the globe, working with some of the world’s biggest real estate and private equity investors such as Oaktree, Bridgepoint, Emaar, Oakfield and Blackstone.

Deborah brings a wealth of legal expertise to her role as General Counsel at Allison Homes. Reporting directly to the board, she collaborates closely with John Anderson and the Managing Directors to ensure seamless legal operations.

With a wealth of financial and business acumen across many sectors including leisure, wealth management and tech venture capital, Ian has a strong background in the real estate sector working for companies like Hamptons International, Audley Group and Pegasus. His previous role before joining Allison Homes was CFO for Dominus, one of the UK’s most ambitious family-owned business groups.

Deborah’s career began in banking and management consultancy, where she managed several Nationwide Building Society branches in central London. She then re-trained in law, qualifying as a solicitor in 2004. Following her qualification, she became a partner at a leading agricultural and commercial law practice.

Deborah has extensive experience in corporate law, including restructuring and reorganisations. She is well-versed in solar and energy contracts, share purchases and sales, MBOs, joint ventures, shareholders’ agreements, partnership law, and advising LLPs. Before joining Allison Homes, Deborah served as General Counsel for another housebuilder.

Allison Homes Building Trust 2025 | 05

Introducing

Our Senior Team

Darren Jones

Gordon More

Executive Director

Non-Executive Director

Darren has vast exposure operating at board level within the specialism of house building and management, having operated across complex stakeholder environments leading in strategy, policy development and strategic analysis.

Gordon is an experienced chartered banker who has worked in both the private and public sector at senior executive level.

Interim Chief Executive of Homes England until September 2021, Gordon also has over 30 years’ experience in banking and finance. Before his appointment as interim CEO, Gordon was CIO at Homes England for 7 years, playing a key role in the development of the strategic housing plan adopted by the UK government.

Darren has a proven record of delivering strong growth and financial performance with substantial experience in mergers and acquisitions and offers a depth of knowledge over a long career having built himself up from a trade background to an executive director of large-scale businesses.

Prior to joining Allison Homes, Darren was Divisional Managing Director for the Midlands & South at Miller Homes for over 7 years as well as Regional Chairman at Persimmon Homes for 7 and a half years and Managing Director at Gleeson Homes for just under 4 years.

06 | Allison Homes Building Trust 2025

Prior to Homes England, Gordon held a pivotal role as Managing Director at Lloyds Banking Group’s Business Support Unit leading a team of 70 professionals working with companies involved in commercial real estate restructuring their financial frameworks.

In addition to his non-executive director role at Allison Homes, Gordon also has non-executive and advisory roles across the real estate sector including The Hyde Group, Housing Growth Partnership, LDS Sales Guarantees, Sigma Capital, JLL and Kingswood Homes.

Dave Sheridan Non-Executive Director Dave brings extensive board-level experience and knowledge to the role of non-executive director at Allison Homes, having enjoyed an industrious career in the UK real estate sector.

Starting out over 40 years ago at Wimpey Homes, by 2012 Dave was CEO of Keepmoat and oversaw a period of impressive growth during which the company increased output from around 1,500 homes per year to 4,500.

Prior to his 12 and a half years at Keepmoat, Dave held roles as Executive Chairman of Ilke Homes, CEO at Apollo Property Service Group for over 3 years as well as 6 years as Managing Director at Kier Group. He is currently chairman of M J Evans Construction.

Allison Homes Building Trust 2025 | 07

John Anderson, Group Chief Executive Reflects on achievements, challenges and future goals The last year was all about embedding our new processes while navigating a changing and challenging economy and housing market.

As we look ahead, the UK housing market continues to face significant challenges and opportunities. The ongoing shortage of housing remains a pressing issue, with as many as 4 million homes still needed to meet demand. As a sector, we have a crucial role to play in addressing this shortfall and ensuring that housing is accessible, sustainable, and built to the highest quality standards.

We are well-positioned to meet these demands head-on, after taking significant steps to strengthen our operations and prepare for long-term success. We have more than 3,500 homes in the pipeline, with a combined expected development value exceeding £1 billion.

Over the past year, we achieved a 13% increase in home completions and a 7% growth in turnover.

Building for Growth

Serving the Environment

Our newly launched Partnerships division has grown from strength to strength, resulting in a 34% rise in the number of affordable homes we have delivered.

We recognise that our commitment to Environmental, Social, and Governance principles are vital to our long-term success, which is why this year we launched our new ESG strategy.

Integrating sustainable practices into our operations not only minimizes our environmental impact but also enhances the quality of life in the communities we serve. By prioritizing ethical governance and social responsibility, we aim to build home that meet the needs of today while safeguarding resources for future generations.

We’ve restructured our team to bring in the right skills, allowing us to adapt and succeed in this changing market.

Our commitment to building 2,000 homes per year by 2027 is not just a target—it is a reflection of our determination to contribute to the future of UK housing, while fostering lasting relationships with the communities we serve.

08 | Allison Homes Building Trust 2025

Setting a New Standard Our new vision, ‘To be known as the homebuilder you can trust,’ embodies our commitment to integrity and transparency in everything we do. In a time when trust is paramount, we strive to build not just homes, but lasting relationships with our customers, partners, and communities. This vision guides our efforts to deliver quality, reliability, and exceptional service.

Together, we are creating a future where our reputation as a trusted homebuilder sets us apart in the industry.

Looking Ahead Despite an unpredictable economy and housing market, I am proud of our team’s resilience. We remain committed to caring for our people and communities while delivering sustainable housing solutions that align with government targets, building long-term trusting relationships with our communities.

Our commitment to quality and customer satisfaction is evident in our Trustpilot rating of ‘Excellent’, our HBF Five-Star score of 94.9%, and our In-House 2025 Gold Award for Customer Satisfaction.

Although the outlook is improving, challenges in the housing market, economy, and planning system persist. The industry needs more resources and a streamlined planning system to meet unprecedented housing demand. We support policies prioritising infrastructure development and empowering Homes England and local authorities to facilitate sustainable homes.

Allison Homes is well-positioned to meet housing needs across the UK, and we look forward to creating thriving communities for generations to come.

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Vision, Values, Why and Mission Our new strategic business objectives

Our Why To create great homes and communities that realise people’s dreams.

Our Vision To be known as the homebuilder you can trust.

Our Mission We aim to act with integrity in everything we do while building long-term trusting relationships with our customers, communities, stakeholders, suppliers, investors and our people. By delivering on our promises, we will grow a highly successful, trusted business known for creating exceptional homes and communities with uncompromising quality, service and care for the planet.

10 | Allison Homes Building Trust 2025

Our Values Trust

We ALL keep our promises, do what we say we will and can be trusted.

Teamwork

We ALL work as a team, for the good of the team.

Kindness

We ALL genuinely care for our people – customers, suppliers and employees.

Passion

We are ALL ambitious, motivated and driven to succeed together.

Performance

We ALL commit to high standards focusing on delivering outcomes that count.

Our Strategic Intent Blueprint to 2030: Trust in our Future We aim to build an efficient, resilient and highly profitable business, trusted by our customers, employees and partners, leaving a positive legacy of developing high-quality new homes in exceptional thriving communities.

Our 2030 Blueprint is structured around our 6 strategic cornerstones that will guide and transform how we work so that we can meet our future goals and build a great business.

We consistently deliver for our investors

Our Returns

We are responsible for our legacy

Our Environment

Our Land & Partnerships

Location, location, location

The customer is at the heart of everything

Our Customer

Our Team & Culture

Our people are our greatest asset

Our Operations

Consistently consistent

Allison Homes Building Trust 2025 | 11

All About Land and Growth Insights from Allison Homes’ Group Land Director, Stuart Smith

Reflections on Last Year

Setting the Stage for Growth

The last year was a story of consolidation and strategic expansion for our team. I’m proud to say that amidst a difficult economic backdrop, we demonstrated strategic foresight, bold decision-making, and a relentless pursuit of excellence.

One of the defining moments of last year was the opening of our new East Midlands Regional Office in Castle Donington. This not only strengthened our regional presence but also marked an opportunity for stronger engagement with this community and its stakeholders.

Our development pipeline is a core strand in our growth strategy.

With over 6,000 plots in our land pipeline and a total development value exceeding £1 billion across a mix of tenures, we are not just building homes, we are shaping the future of communities.

Acquiring Opportunities Land acquisition has been at the heart of our expansion strategy and in the last year, we purchased eight new sites, totalling over 1,000 units.

Each acquisition was a testament to the Land team’s ability to identify and maximise opportunities that align with our long-term vision.

Building on this momentum, during this financial year, we continued to expand our footprint with a further six sites, totalling in excess of 460 units.

Negotiations for a further six sites, totalling 880 units are also underway, demonstrating our relentless pursuit of meeting the diverse housing needs of our communities.

Adapting to Market Realities I’m proud of our ability to navigate regulatory and market complexities while delivering on our promises to stakeholders and delighted that we have secured planning permissions for 1,400 units in the past year, with a further 1,350 units currently progressing through the planning system.

As we look ahead, our focus remains on growing through strategic partnerships and innovative approaches to multi-tenure sites.

This will allow us to adapt to the market dynamics and deliver sustainable solutions that stand the test of time.

12 | Allison Homes Building Trust 2025

Fostering Growth Through Partnerships By targeting the right new land opportunities, our newly launched Partnerships division has grown from strength-to-strength over the last year, and we have seen a 34% increase in the number of affordable homes delivered.

We are proud of the strong relationships we hold with our key housing partners across the public and private sectors, and with our growth commitments, we will continue to engage with our partners to deliver multi-tenure schemes.

100%

90%

Controlled with planning on all 2024 land

£1.4 billion

Controlled with planning on all 2025 land

3-4 years

Controlled planning pipeline

6220

Controlled planning pipeline

£1.77 billion

Owned and controlled plots

Owned and controlled GDV

NORTHUMBERLAND

TYNE & WEAR

DURHAM CUMBRI A

4 regions, 28 locations, 17 coming soon

CLEVELAND

NORTH YORKSHIRE

LANCASHIRE HUMBERSIDE

WEST YORKSHIRE

GREATER MANCHESTER

CHESHIRE CLWYD GWYNEDD

EE IRIR HH YYSS RBB DE R

Live

LINCOLNSHIRE LINCOLNSHIRE

STAFFORDSHIRE

East Midlands

NORFOLK LEICESTERSHIRE LEICESTERSHIRE

SHROPSHIRE

Central

N SH IR

E

WEST MIDLANDS

East POWYS

South West

CAMBRIDGESHIRE

O PT M HA T R NO

WARWICKSHIRE

HEREFORD AND WORCESTER

CAMBRIDGESHIRE

SUFFOLK SUFFOLK

DS H IR E

Partnerships

SOUTH YORKSHIRE

MERSEYSIDE

NO TTI NGH AMSH IR E

Coming soon

OXFORDSHIRE

AM GH K IN

GLOUCESTERSHIRE GWENT

WEST GLAMORGAN

MID GLAMORGAN SOUTH GLAMORGAN

BE

B UC

DF

OR

DYFED

HE R TF

DS OR

HIR E

ESSEX

SH IR E

GREATER LONDON

AVON

BERKSHIRE WILTSHIRE SURREY

KEN T

HAMPSHIRE

SOMERSET

WEST SUSSEX

EAST SUSSEX

DORSET DEVON

ISLE O F WIGHT

CORNWALL

Allison Homes Building Trust 2025 | 13

Partnerships with Social Purpose Quality homes, built on kindness and community We are committed to creating thriving communities. That’s why in 2023 we launched Allison Partnerships, a new division dedicated to delivering high-quality affordable homes across our regions.

Addressing the Housing Need: Statistics tell a concerning story – 8.5 million people in England have unmet housing needs*. Local authorities struggle to keep up with the demand, leaving many people on waiting lists.

Our Role in the Solution: Allison Partnerships is our answer to this challenge.

We’re joining forces with housing providers and build-to-rent companies to ensure everyone has access to a quality new home.

Our Partnerships division will accelerate the delivery of diverse housing options. We’ll continue offering private homes while increasing the availability of affordable and rented properties. This comprehensive approach ensures we cater to a wider range of customers and contribute to a more inclusive housing landscape.

Our Goal: Allison Group is on track to build over 2,000 new homes per year by 2027. Our ambition is that at least 500 of these (each year) will be delivered in partnership across our regions.

In the last year, we are very proud to have delivered more than 150 Partnerships homes, and are on track to deliver a further 250 next year.

James Pennington Group Partnership and Investment Director

*People in Housing Need 2021 Report

50%

of income generated from partnership revenue

14 | Allison Homes Building Trust 2025

4

partnership sites secured in the last year with GDV of £72m

34%

increase in the number of affordable homes delivered

Allison Partnerships Charitable Scheme Giving back is core to who we are Our team has a long-standing commitment to supporting the communities where we work. That’s why we also launched the Partnerships Charitable Scheme.

How it Works:

For every home contracted through a partnership scheme, we donate £100 to a local charity chosen in collaboration with our partners.

Together, we identify local charities that align with their values and the needs of the community.

By supporting these worthy causes, we not only contribute to a positive impact, but also strengthen our relationships with partners and key local stakeholders.

£56,100

donated to local charities through the Partnerships scheme

Allison Homes Building Trust 2025 | 15

All About ESG Environmental, social and governance

At Allison Homes, we’ve built a reputation for creating thriving communities – places where people can connect, and lives can flourish.

This extends beyond the walls of our homes, it’s about a deep respect for the environment and the communities we build within.

That’s why we’ve just launched our ESG Strategy – a roadmap for integrating Environmental, Social, and Governance practices into everything we do.

Over the next 5-10 years, this strategy will guide our decisions to ensure a positive impact on our planet, our people, and the way we operate.

16 | Allison Homes Building Trust 2025

The Allison Homes ESG Strategy focuses on three key areas: The Environment: Protecting resources, combating climate change, and fostering biodiversity.

Our People: Prioritising health, safety, and well-being for everyone involved in our journey.

Governance: Upholding ethical practices and fostering transparency in all our decision-making.

This commitment aligns with the United Nations Sustainable Development Goals (SDGs), a global framework for creating a better future for all.

By integrating these goals into our strategy, we’re taking a proactive approach to building a more sustainable tomorrow.

In the coming year, we will delve deeper into each aspect of the ESG Strategy, showcasing the specific initiatives we’re undertaking to build a brighter future, together.

Allison Homes Building Trust 2025 | 17

Building on Success Insights from Adam Knight Managing Director for Allison Homes East Region Reflecting on the Past Year

Our Competitive Edge

Our East region has made significant strides in quality and quantity. The Manning Road and Whittlesey Green developments have set new benchmarks for excellence. We’re particularly proud that Paul Vasey, our Construction Manager, received the LABC Warranty National Site Manager of the Year award for his exceptional work at Harriers Rest in Wittering. This recognition reflects our team’s calibre and commitment to quality.

Our commitment to quality and trust sets us apart. We’ve built strong relationships with our Partnership Housing Providers, reflecting our dedication to excellence. Our team’s satisfaction is evident in our impressive 88% score in the latest engagement survey, highlighting our positive culture.

Setting Priorities for Growth Our focus for the next 12 months is securing land in highvalue, high-demand areas to deliver exceptional homes that meet market needs. We’re addressing the challenge of starting projects on time by coordinating efforts across all regional disciplines. We’re also integrating our Norfolk and Suffolk teams into the East region, with regular meetings in Peterborough and Norwich to boost collaboration.

18 | Allison Homes Building Trust 2025

Celebrating Achievements and Looking Forward We are proud of the multiple awards won by our apprentices, managers, and developments throughout the year, with more accolades hopefully on the horizon. Our new Peterborough office facilities have created an inspiring environment for collaboration and innovation. As we move forward, we’re focused on seizing opportunities and setting new standards in construction excellence, continuing to deliver highquality homes that meet diverse community needs.

Insights from Glyn Mabey Managing Director for Allison Homes South West Region

Insights from Karl Edwards Managing Director for Allison Homes East Midlands Region

Reflecting on Achievements

Establishing a Strong Presence

I’m proud of the progress we’ve made in the South West this year, not least because we secured our first Partnership deal.

This was a pivotal moment and proved our ability to meet the unique delivery requirements of Partnership schemes, compared to Open Market developments.

The past year has seen Allison Homes East Midlands make great strides in establishing itself as a key player in the region.

Starting as a small team of two in a modest serviced office, we have rapidly expanded to a team of 10, in a newly leased 5,500 square foot office space. This growth is down to our commitment and the trust we’ve built with agents, landowners, and suppliers in the region.

Strategic Priorities Looking ahead, our priorities for the region are to secure more sales outlets. To do this, we need to secure more land opportunities and continue to build on our reputation as the company that delivers on its promises. We are at the start of our journey to becoming the developer that people can trust.

Market Adaptation Our revised strategic land delivery plan focuses on a 50/50 split between Open Market and Partnership land deals.

Geographically, we’re concentrating on sites near the M5 from Exeter to Bristol, so that we are positioned in high-demand areas.

Overcoming Challenges As the market recovers, we anticipate the supply chain will come under pressure as demand outstrips supply. To address this, we’re focusing on becoming the developer of choice by ensuring our internal processes are best in class. We understand that people work for people, and our supply chain partners will choose companies they can trust—those offering continuity of work, fair compensation, respect and timely payments.

Leveraging Financial Strength With our private equity backing, we can be agile in our decision-making and deal-making, including exploring joint ventures. This allows us to quickly adapt to market conditions and seize opportunities, setting us up for further growth and success throughout the region.

Looking Forward As we continue to expand our presence in the region, we are excited about the positive impact we will have on local communities. By focusing on Open Market and Partnership developments, and maintaining our commitment to quality and trust, we can help to meet the housing needs of the South West.

Achievements and Future Goals Our biggest achievement has been successfully launching Allison Homes in the East Midlands, securing a pipeline for over 160 homes. Looking ahead, our top priority is to further cement our position as a recognised, trustworthy, marketleading residential developer. We aim to continue securing prime ‘Grade A’ development locations and deliver our inaugural homes in the region.

Overcoming Challenges The East Midlands is a fiercely competitive market, which presents us with challenges and opportunities. As we transition from the preconstruction phase (around land and planning) to the construction phase, we are focused on maintaining our excellent reputation while navigating supply chain challenges.

Our goal is to deliver a first-class product and service to our future customers, setting new standards in the industry.

Our Competitive Edge What sets Allison Homes apart in the East Midlands is our brand-new Group House Type Range, our carefully selected development locations, and our commitment to delivering on our promises. We’re not just building houses; we’re creating homes and communities that meet the diverse needs of the region.

Looking Forward Our rapid growth and strong foundation in the East Midlands position us well for future success. We’re committed to enhancing our standing in the region, delivering high-quality homes, and continuing to build trust with our stakeholders, partners, and customers.

Allison Homes Building Trust 2025 | 19

All About People 85% of our employees said they are proud to work for Allison Homes Engagement and Culture Our core values of Teamwork, Trust, Passion, and Kindness lie at the heart of everything we do. We have made significant strides in recruiting top talent into the business while continuing to invest in the training and development of our existing workforce. We are committed to fostering a culture where every team member can thrive and feel valued.

The positive response from our employees reflects this commitment, with an engagement survey response rate rising to an impressive 88%, up from 75% the previous year, and a consistent overall engagement score of 80%.

20 | Allison Homes Building Trust 2025

These results showcase the dedication and resilience of our people, who are the driving force behind our success.

Our new open-plan office in Peterborough, featuring a work café, collaboration space, private meeting rooms, and an outdoor area, has enhanced teamwork and collaboration. As we continue to grow, we remain focused on creating an environment where collaboration, support, and personal growth flourish.

Awards and Recognition We continue to receive external recognition for our commitment to excellence and quality. Last year, Michael Ramsay, East Region Senior Site Manager, won his second NHBC Pride in Job Award and Seal of Excellence award Awards for his outstanding commitment to high quality.

Additionally, we proudly celebrate Jacob Kelp, our recently graduated apprentice, who was awarded ‘Apprentice of the Year’ last year at the Peterborough Telegraph Apprenticeship Awards.

These awards reflect our commitment to nurturing talent and supporting the growth of future professionals in the construction sector.

Harriers Rest in Wittering was recognised by LABC Warranty with a ‘Highly Commended’ Certificate last year, while East Regional Construction Manager Paul Vasey was named ‘National Site Manager of the Year’ for his outstanding work on the site. Our Partnerships development at Elsea Park also received an LABC ‘Site Recognition Award’.

Our commitment to training and development is exemplified by our ‘Highly Commended’ recognition in two categories: Large Apprentice Employer of the Year and Construction Apprentice of the Year last year.

Allison Homes Building Trust 2025 | 21

All About the Next Generation Our apprenticeship programme We’re passionate about nurturing future talent and building a diverse, skilled workforce.

We’re thrilled to have 13 enthusiastic apprentices among the Allison Homes family this year.

These apprentices are gaining invaluable hands-on experience through a combination of on-site and office work – learning that goes beyond the classroom. We’re incredibly proud of how quickly they’ve embraced their roles and thrown themselves into learning.

Investing in the Future: This year’s group includes:

3 First-Year Apprentices: • 1 Bricklaying Apprentice • 1 Carpentry and Joinery Apprentice • 1 Property Maintenance Operative

10 Second-Year Apprentices: • 6 Bricklaying Apprentices • 4 Carpentry and Joinery Apprentices High praise goes to Leland Moore and Poppy Ludgate, two second-year apprentices who have exceeded expectations by completing their courses several months ahead of schedule.

22 | Allison Homes Building Trust 2025

We take pride in the recognition our apprentices receive through industry awards, such as the Peterborough Telegraph Apprenticeship Awards. This year, Jacob Kelp was honoured as ‘Apprentice of the Year’.

Investing in the Industry: Our commitment to apprenticeships is a significant investment in the future. We believe in empowering our apprentices to become skilled tradespeople who will benefit not only Allison Homes but the entire construction sector.

We look forward to supporting our apprentices throughout their journeys and seeing them flourish in their chosen careers.

I have really enjoyed my time here. It has been great to learn whilst also being ‘hands-on’ and putting into practice what I’ve been shown.

Poppy Ludgate

“Finishing my apprenticeship early feels amazing and I’d like to extend my thanks to Allison Homes for the support and guidance they’ve given me.”

Leland Moore

Allison Homes Building Trust 2025 | 23

All About Community We believe strong communities are essential for a thriving society. That’s why we go beyond building houses by actively investing in initiatives that create a positive impact. Giving back is at the heart of our commitment, from financial support to volunteering our time and resources.

We collaborate with charity partners to address the unique needs and aspirations of each community we serve.

Over the past 12 months, we’ve proudly donated more than £39,000 to local charities and community groups.

This support ranges from local sports clubs and schools to vital organisations like Cancer Research UK and the British Heart Foundation, to whom we regularly donate furniture from our show homes.

Building Strong Bonds: Our commitment to community extends beyond financial contributions. We actively participate in initiatives that foster strong bonds, such as providing storytelling sessions to local Primary Schools for World Book Day. We are also partnered with the Lighthouse Construction Industry Charity, which is dedicated to supporting mental wellbeing in our industry.

Pride in Diversity: We champion diversity within our communities. Each year, we support local LGBTQ+ charities, helping to fund vital services, community events, and ongoing support for those who need it.

24 | Allison Homes Building Trust 2025

Our Partnerships Pledge Our commitment to communities extends through Allison Partnerships.

The Partnerships Charitable Fund pledges to donate £100 for every home contracted through partnership schemes, aiming for a total of £200,000 in donations by 2027.

Beyond monetary contributions we engage in direct outreach initiatives to build genuine partnerships with our chosen charities.

At Allison Homes, fostering strong communities isn’t just a motto; it’s integral to everything we do.

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