Why in‑house construction helps us deliver more high-quality homes at pace

On the ground quality control starts with design choices rooted in each place. In‑house delivery lets us make live, site‑specific calls, adjusting house types, layouts and materials to suit local context, rather than asking communities to accept one‑size‑fits‑all solutions.

It also shortens the feedback loop between customers, site managers and decision‑makers. If something isn’t working, we change it.

“When we build in‑house, we set the specification, the timescales and the standard and stay close to delivery from first spade in the ground to handover”

There’s also the question of what goes into homes. Our in‑house schemes routinely include features customers say they value, such as solar panels, EV charging points and air‑source heat pumps to improve energy efficiency and running costs.

Those choices are baked into the specification from day one and we’re seeing that pay off, with low defect levels and strong customer satisfaction with build quality. That’s good for customers and for the long‑term sustainability and reputation of affordable housing.

Safety is just as important as quality. We’re able to embed clear health and safety standards from the outset and monitor them daily. It means safer environments for colleagues, contractors and the communities around our developments, and it’s a responsibility we take seriously as we scale up.

In‑house construction is a local story, too. Because the decision‑making sits within our team, we can invest in apprenticeships and create jobs in the same communities where we’re building. That matters. It builds pride in the product, resilience in the local supply chain and opportunities for people to start and grow careers in construction. It also keeps money circulating in local economies, which is part of our social purpose. 

“Arguments about procurement models can miss the real issue: do our homes work for the people who live in them and are we making each scheme better than the last?”

None of this means we’re stepping away from partnerships. We continue to acquire homes through Section 106 and to work with house builders when that route offers best value, speed or geographic reach.

Instead, the point is to use the right tool for the specific job, and to bring delivery closer to us in cases where control will make the biggest difference to quality and outcomes. Recent contract successes show we’re still actively winning and progressing Section 106 opportunities, and that blended approach will continue.

There’s a wider sector point here, too. Arguments about procurement models can miss the real issues: do our homes work for the people who live in them, and are we making each scheme better than the last?

In‑house delivery is a way to tighten the learning cycle. When the same team specifying the homes is responsible for handing them over, and hearing directly from customers, standards rise.

The housing crisis won’t be solved by any one model. We believe building more of our homes ourselves is the right step for our customers. It gives us more control, more accountability and homes built to a standard we can stand behind.

We’ll continue partnering where it adds value. But above all, we’ll keep doing the one thing that matters most – listening to customers and shaping each place around what people need. 

Robin Smith, operations director, Bromford Flagship