Taylor Wimpey Plc · LSE:TW.
Taylor Wimpey — Investor Day (October 2025)
65 slides from Taylor Wimpey's investor day presentation, Oct 1, 2025
Slide 1: Delivering growth, unlocking value and maximising returns
Delivering growth, unlocking value and maximising returns 1 October 2025
Slide 2: Disclaimer
Disclaimer For the purposes of this notice, this “presentation” shall include these slides and any question-and-answer session that follows oral briefings by representatives of Taylor Wimpey plc. This presentation is for information purposes only and is not intended to, and does not constitute or fo
Slide 3: Current trading
Current trading ● Against the backdrop of softer market conditions beginning in the second quarter, delivered a robust sales rate ● For the year to date: ● Net private sales rate was 0.74 per outlet per week (2024: 0.72), and 0.69 excluding bulk deals (2024: 0.68) ● Cancellation rate of 16% (2024: 1
Slide 4: Agenda
Agenda Introduction: Taylor Wimpey today Jennie Daly Delivering growth from our landbank and maximising returns Jennie Daly Divisional example: outlet growth and improving landbank efficiency in Midlands and Wales Shaun White Q&A Refreshment break Unlocking value: operational excellence and future p
Slide 5: What you will hear today
What you will hear today Medium term targets ● Driving growth in outlets and volume without net investment UK completions (excluding JVs) ● Operations set up to drive profitable growth ● Strategic benefits of single brand 14,000 ● Clear path for improved capital efficiency and strong cash generation
Slide 6: Introducing today's presenters
Introducing today's presenters Jennie Daly Chris Carney Shaun White Stephen Andrew Ian Drummond Chief Executive Group Finance Director Divisional Chair, Group Technical Director Divisional Chair, Scotland, Midlands and Wales North East and North Yorkshire 33 years in industry 19 years in industry, 2
Slide 7: Introduction: Taylor Wimpey today
Introduction: Taylor Wimpey today Jennie Daly Chief Executive
Slide 8: Strong and resilient business
Strong and resilient business Delivered good performance in challenging market conditions (2022-2025) c.76k plots in the short term landbank (29 June 2025) Leading landbank for long term growth c.135k potential plots in the strategic pipeline (29 June 2025) Driving industry leading sales rates 0.79
Slide 9: Strategic pillars are core to delivering value for all stakeholders
Strategic pillars are core to delivering value for all stakeholders Land Operational Sustainability Capital excellence allocation 9
Slide 10: Operating context
Operating context Supply Demand Returns Prioritising housing need in decision making Significant underlying demand Land key driver of returns Planning policy supportive of Near term demand subdued Value realised through planning increasing land supply in the near due to UK backdrop and effective del
Slide 11: Our investment case
Our investment case Delivering Unlocking Maximising growth value returns Strong landbank and Operational levers in Enhancing margins and strategic pipeline with place to drive efficiency generating substantial strategy in place to with experienced cash to reinvest into the deliver growth in outlets
Slide 12: Delivering growth from our landbank and maximising returns
Delivering growth from our landbank and maximising returns Jennie Daly Chief Executive
Slide 13: Significant land and planning opportunity
Significant land and planning opportunity Where we are Short term opportunity Medium to long term opportunity ● Land market remains ● National Planning Policy ● 5 year housing land supply and competitive but improved Framework (NPPF) a key emerging Local Plans to deliver opportunity pipeline opportu
Slide 14: Good quality landbank, focus on increasing efficiency
Good quality landbank, focus on increasing efficiency Assessing a landbank H1 2025 position Medium term focus Length Targeting 4.5-5 years, at target UK volumes this equates to c.7.3 years 63k to 70k plots Measured in years with reference to the most recent 12 month period Acquisitions running below
Slide 15: Well distributed short term landbank and strategic pipeline
Well distributed short term landbank and strategic pipeline Short term landbank Strategic pipeline ● c.76k plots as at June ● c.135k potential plots 2025 (82% owned) as at June 2025 ● Well located and able ● Sits lightly on the to support significant balance sheet growth ● Proactive approach to ● Co
Slide 16: Deep dive on our short term owned landbank
Deep dive on our short term owned landbank Owned with outline planning Multiphase sites which already have detailed planning c.13k plots Owned with Single phase sites progressing through detailed planning c.25k planning c.62k owned c.9k plots Started on site on 97% of sites with plots in short c.35k
Slide 17: Land secured for near term completions growth
Land secured for near term completions growth Planning status of completions Growth towards medium term target of 14,000 completions 100% 80% 60% 40% 20% - 2025 2026 2027 2028 2029 Owned with DPP* and started on site Owned with DPP* not started on site Owned with planning Owned with no planning Cont
Slide 18: Our strategic land is located in areas of opportunity
Our strategic land is located in areas of opportunity Significant strategic land c.29k plots in planning opportunity in for first principle areas with under 5 determination years housing land supply ● Site as at 29 June 2025 ■ LA has published > 5 years; Savills calculates > 5.5 years ■ LA has publi
Slide 19: Liberating the strategic land pipeline
Liberating the strategic land pipeline ● Positive planning environment Building momentum – assertive applications, in addition to presents a window of opportunity to business as usual: liberate strategic pipeline Plots and applications targeted Plots and applications targeted ● Prioritising based on
Slide 20: Plan to drive increased outlets
Plan to drive increased outlets Average Outlet size of sites 1. Embedded planning execution approach progress approved Introduced best practice tools to reduce delays in securing implementable planning permissions enabling outlet delivery 2. Leveraging the planning environment 210 to 215 Expect plan
Slide 21: Building momentum to drive future outlet growth
Building momentum to drive future outlet growth 1. Short term owned landbank Foundation for growth, flexibility to accelerate if market conditions allow 2. Short term controlled landbank Progressing into the effective landbank 3. Planning pipeline Activity beyond business as usual 4. Short term pre-
Slide 22: Single brand reaches across all our market
Single brand reaches across all our market Benefits of a single brand • Covers market from starter homes to upper end of our market • Consistent brand identity • Improves recognition in a market where customers are primarily driven by location, affordability and space • Drives cost savings and effic
Slide 23: Key takeaways
Key takeaways Well positioned to deliver growth and maximise returns Clear plan to increase outlets without net land investment Continued focus on reinvesting land recoveries into smaller sites Targeted and proactive strategy in more supportive planning environment Single brand a strategic asset del
Slide 24: Divisional example: outlet growth and improving landbank efficiency in Midlands and Wales
Divisional example: outlet growth and improving landbank efficiency in Midlands and Wales Shaun White Divisional Chair
Slide 25: Midlands and Wales: overview
Midlands and Wales: overview ● Regional businesses located in Wolverhampton, 45 Warwick, Leicester, Solihull and Cardiff ● Area average income: £34k average outlets H1 2025 6% ● Area average house price: £250k 13 divisional market share outlets opened / opening in 2025 c.2.0k 5.9 years completions 2
Slide 26: Driving growth in the division
Driving growth in the division ● Ongoing focus on smaller sites ● Pre-approval land pipeline of 14 sites averaging 138 plots (2024: 8 sites averaging 227) ● Targeting Local Planning Authorities (LPAs) with under 5 year housing land supply ● Drive outlets and improve asset turn ● Deepen key land rela
Slide 27: Growing momentum in land opportunities in Midlands and Wales
Growing momentum in land opportunities in Midlands and Wales Teams focused on Identifying sites with Accelerating Strong increase in land strategy targeting opportunity for faster applications engagement from specific LPAs planning trajectory early alongside NPPF LPAs seeking to opportunities addres
Slide 28: Strategy delivering higher outlet openings in division in near term
Strategy delivering higher outlet openings in division in near term Midlands and Wales outlet opening progression ● Strong land investment in 2024 18 16 14 ● Targeting smaller sites 12 Outlet openings 10 ● More outlet openings in 2025 / 2026 8 6 ● Potential to drive large sites harder 4 2 ● Target 5
Slide 29: Opportunity to balance landbank with smaller sites: Redditch
Opportunity to balance landbank with smaller sites Redditch, Worcestershire • NPPF highlighted land supply shortfall • Approval and build ahead of expectations • Will build out in 2 years Case study • Quickly generate cash and land recoveries • Progressing further opportunities in area H2 24 H1 25 S
Slide 30: Increasing asset turn from existing landbank: Burleyfields
Increasing asset turn from existing landbank Burleyfields, Stafford • Five build phases, two differentiated outlets • Product mix to suit whole market • Two factories – c.150 plots per year Case study • c.550 plots sold since opening • Potential to add further factories Burleyfields WIP per outlet £
Slide 31: Key takeaways
Key takeaways Strategy to drive outlets taking effect Cycling into smaller sites to drive WIP turn Maintaining progress on attractive larger sites Driving engagement with local authorities Deepening key land stakeholder relationships 31
Slide 32: Wimpey
32 Wimpey
Slide 33: Unlocking value: operational excellence and future proofing
Unlocking value: operational excellence and future proofing Stephen Andrew Group Technical Director
Slide 34: Our proactive approach to an evolving regulatory backdrop
Our proactive approach to an evolving regulatory backdrop Policy engagement Technology and Supply chain Build efficiency and collaboration design innovation readiness Active industry Electrification of Greater control from Standardisation, representation and early homes, off site TWL, early engageme
Slide 35: Well prepared for unprecedented pace of regulatory change
Well prepared for unprecedented pace of regulatory change Apr 2024 Jun 2025 Oct 2026 Dec 2027 2030 New Build Heat Defra National Building Safety Levy FHS 12 month Possible Standard Standards for into effect transition period ends changes to (Scotland) Sustainable Urban and all homes built to Approve
Slide 36: Future Homes Standard
Future Homes Standard Already delivering zero carbon ready homes valued by our customers Initiatives Customer feedback Industry-first trial homes (2023) Sold Sudbury FHS trial homes and surveyed the customers over first year of occupancy Lessons learned and monitoring data gathered Early adopter sit
Slide 37: Utilising innovation to future proof our homes
Utilising innovation to future proof our homes Collaboration on offsite Market leading in-roof Mauer reduced carbon State of the art manufactured Air Source Heat Pump brick alternative heat networks Award winning SmartPUC (ASHP) Cost: competitive vs individual Cost: Cost: Cost: ASHP on high density
Slide 38: Driving efficiency through our supply chain and build
Driving efficiency through our supply chain and build Taylor Wimpey Logistics (TWL) Taylor Wimpey Manufacturing (TWM) ● Just in time delivery to sites ● Timber frame production ramping up ● Strategic stocks ● Will produce c.3k kits per annum at full capacity ● Delivered 98% on time in full in 2024 ●
Slide 39: Key takeaways
Key takeaways Proactive engagement to shape regulation FHS provides opportunity to further differentiate Best solutions for customers via innovation Learnings supporting customers adoption of new technologies Driving cost and WIP efficiency through supply chain and build Well prepared for future reg
Slide 40: Divisional example: our one brand strategy in Scotland, North East and North Yorkshire
Divisional example: our one brand strategy in Scotland, North East and North Yorkshire Ian Drummond Divisional Chair
Slide 41: Scotland, North East and North Yorkshire: overview
Scotland, North East and North Yorkshire: overview ● Regional businesses located in Dunfermline, 48 Paisley, Sunderland and Stockton-on-Tees ● Developments in areas of highest population average outlets H1 2025 8% ● Area average income: £34k ● Area average house price: £184k 15 divisional market sha
Slide 42: Benefits of a single brand
Benefits of a single brand Divisional leverage of brand c.16% Net private market share in ● Strong community engagement our Scottish operating area* ● Reach wide demographic ● Product mix for local demand 0.80 National brand benefit Division’s H1 2025 ● Selective use of dual outlets sales rate • Str
Slide 43: Range to cover all customer segments, maintaining standardisation
Range to cover all customer segments, maintaining standardisation ● Our 33 standard house types span all areas of our target market Single brand enabling benefits of ● In our division private sales price ranged from £151k to £722k in 2024 one consolidated house type range Single brand Consolidated h
Slide 44: Standard house types meeting customer and Local Authority preferences
Standard house types meeting customer and Local Authority preferences Different elevational treatment, same standard house Traditional and open plan floorplans Rightford: 4 bedroom home Shilford: traditional layout Patterham: open plan layout 44
Slide 45: Brand versatility on a single outlet site: Maybury
Brand versatility on a single outlet site Maybury, West Craigs, Scotland High • Prices £250k- £725k CQR score 5.13 • 2 bed apartments to 5 bed detached (out of 6) • H1 2025 sales rate of 1.0 per week • Strong brand recognition Case study • Positive word of mouth 250 • Timber frame homes • Good trans
Slide 46: Single brand supports selective use of dual outlets: Bishopton
Single brand supports selective use of dual outlets Bishopton, Scotland • Outline planning consent for 4k homes • Completed four phases • Brownfield regeneration site 40% repeat • Starter homes to premium homes customers Case study • Prices range from £243k to £685k • Strong relationship with landow
Slide 47: Key takeaways
Key takeaways Brand reaches wide demographic Standard house types serving all target markets Benefits of brand with high market share, repeat customers Economies of a single brand / high sales rate Selective dual outlets to leverage brand 47
Slide 48: Delivering growth and enhanced returns
Delivering growth and enhanced returns Chris Carney Group Finance Director
Slide 49: Medium term targets
Medium term targets UK completions (excluding JVs) Group operating profit margin Target 14,000 Target 16-18% 2024 9,972 2024 12.2% UK landbank years Group return on net operating assets Target 4.5 – 5 Target >20% 2024 c.7.8 2024 10.9% 49
Slide 50: Drivers of margin progression
Drivers of margin progression* 16-18% 12.2% 11.7% Excluding land sales 2024 Volume Landbank Regulatory House price Medium term growth evolution change inflation / build cost inflation 50 * Illustrative only
Slide 51: Drivers of margin progression – volumes
Drivers of margin progression – volumes ● Driving growth in outlets From our existing Outlet growth ● Increase outlet yield from existing landbank business units ● Continue to invest in smaller sites ● >30% growth to 14k medium term volume target (6-10% CAGR) ● Business capacity retained to deliver
Slide 52: Drivers of margin progression – landbank evolution
Drivers of margin progression – landbank evolution Annual completions profile by land acquisition period Cycle out of older land Shift into newer land 100% impacted by high levels acquired at higher of build cost inflation margins 80% 60% ● Pace at which margin benefit is realised depends on: 40% ●
Slide 53: Drivers of RONOA progression
Drivers of RONOA progression No net land investment WIP per outlet ● Land efficiency improvements required – landbank reducing investment reducing ● Reduction in landbank to 63-70k plots (4.5-5 years) ● Continued reduction in average site size and gradual shift in geographic mix ● Enhanced WIP effic
Slide 54: Uses of cash through the medium term
Uses of cash through the medium term* ● Highly cash generative business ● Assumes continued investment to support long term growth beyond 14k completions, as market conditions allow ● Normalisation of land creditors, and no gross land investment ● Modest WIP investment due to recovery and redeployme
Slide 55: Capital allocation priorities remain unchanged
Capital allocation priorities remain unchanged Highly cash generative business allows for investment for growth and attractive shareholder returns 1 2 3 4 Maintain a strong Investment in land and Sustainable ordinary Return excess cash balance sheet WIP to drive future growth dividend Maintain low a
Slide 56: Key takeaways
Key takeaways Clear plan to achieve medium term targets Delivering improved margins through volume growth, landbank evolution and disciplined cost management Improved capital efficiency driving return on net operating assets Strong cash generation underpins our ability to invest, retain a strong bal
Slide 57: Summary
Summary Jennie Daly Chief Executive 57
Slide 58: Our investment case
Our investment case Delivering Unlocking Maximising growth value returns Strong landbank and Operational levers in Enhancing margins and strategic pipeline with place to drive efficiency generating substantial strategy in place to with experienced cash to reinvest into the deliver growth in outlets
Slide 59: Wimpey
59 Wimpey
Slide 60: Appendices
Taylor | ple ‘Wimpey Appendices
Slide 61: Strong network of local businesses and experienced operational team
Strong network of local businesses and Regional business map experienced operational team and population density Ian Drummond Lee Bishop Shaun White Novraj Sidhu Ingrid Osborne Divisional Chair, Divisional Chair, Divisional Chair, Divisional Chair, Divisional Chair, Scotland, North North West and Mi
Slide 62: Land quality matrix
Land quality matrix Short term Micro landbank location quality (plots) Quality Area A B C D Total A 14% 11% 1% - 26% B 19% 43% 4% - 66% Macro location C 2% 5% 1% - 8% D - - - - - Total 35% 59% 6% - 100% 62
Slide 63: Future investor communications
Future investor communications ● 12 November 2025 Trading update ● 15 January 2026 Trading update ● January 2026 Analyst and Investor FHS update (virtual teach in) ● 5 March 2026 Full year results 2025 ● 28 April 2026 AGM and trading update ● Q2 2026 Analyst and investor visit to TW Manufacturing an
Slide 64: Glossary
Glossary ● Building Safety Act: The Building Safety Act 2022 is a UK law that significantly reforms the regulations governing the safety of buildings, particularly those of higher risk, and introduces new rights and protections for residents. It places stricter responsibilities on the construction i
Slide 65: Definitions
Definitions ● Operating profit is defined as profit on ordinary activities before financing, exceptional items and tax, after share of results of joint ventures. ● Operating profit margin is defined as operating profit divided by revenue. ● Net operating assets is defined as net assets less net cash