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Our business model

A simple business model to deliver superior risk adjusted returns:

Our aim is to generate attractive financial and social returns for our shareholders and wider stakeholders by investing in, developing and managing high quality, sustainable medical centres that provide crucial infrastructure for their local health economy.

  • What we need

    Customer relationships

    Knowledge of GPs’ evolving requirements through our involvement in the design and management of medical centres gives us a unique insight into their property needs.


    Our bespoke medical centres are constructed in locations that are crucial to the local health economy and to the highest sustainability standards.


    Our small team of 43 people covers the key skills of real estate ownership and includes asset and property management, development, investment, marketing and financing.


    We maintain strategic partnerships with the leading architectural practice in the sector and a number of specialist healthcare developers to complement our in-house expertise.


    The support of our shareholders, banking partners and bondholders is crucial to sustaining our investment in the UK’s health infrastructure.

  • What we do


    From the initial concept to handing over the keys, our development team manages the whole process of creating modern, fit-for-purpose new buildings to meet the changing needs of GPs, wider community health teams, the NHS and patients. Together with our specialist design and development partners, we’re innovating now to create an estate that’s fit for the NHS of the future. Visit our GP site.


    We’re here to protect, improve and expand existing primary care premises for the future, investing for the long-term to support GPs who no longer want the risks and responsibility of owning their own premises. With our help they can redevelop, extend and refurbish – to help them manage growing demand now, ensure their premises are ready to deliver different models of care and accommodate a bigger primary care workforce. Visit our GP site.


    For every GP, practice manager and patient using our buildings, our in-house team of property surveyors is here to help. Whatever the issue, from getting the boiler serviced to creating more space, they’re here to look after the ever-growing number of buildings in the Assura family. Our knowledge of the local context in which our buildings operate is a vital part of our bespoke service. Visit our GP site.

  • The value we create

    GP customers

    Our purpose built medical centres provide the essential infrastructure to allow GPs to provide a broader range of healthcare services in the community.


    Our medical centres provide a crucial community resource to aid improved health outcomes in their locations.


    Assura actively promotes training and development for our staff.


    Quarterly dividend paid to shareholders.


    Our construction and management contracts are often with local suppliers to promote sustainability.


    Over £5.5 million paid in taxes to the UK Government.

By following our strategic priorities we are able to deliver long-term shareholder value. Our four key priorites are:

  • Focus

    Maintaining a highly strategic focus on a highly attractive market

    Assura has a deep understanding of the economic dynamics of healthcare real estate. By building on the knowledge and expertise of our team and engagement with our healthcare partners we believe we can generate superior Total Property Return through a strategic focus on a highly attractive market.

  • Expertise

    Responding to the NHS agenda

    The Assura brand has a strong reputation for innovation derived from our bespoke designs for our medical centres. Our designs have an emphasis on flexibility and adaptability to ensure that the buildings can adapt to the changing NHS agenda.

  • Sustainability

    Spearheading investment in social infrastructure

    We pride ourselves on our commitment to the highest possible standards in everything we do, our commitment to the sustainability agenda, the personal development of our teams and our role in spearheading investment in social infrastructure.

  • Effectiveness

    Leveraging our team’s skills to maximum advantage

    We are committed to supporting the NHS in tackling the major underinvestment in UK primary care property and utilising our skills and capital in achieving this. We have the right team to source and manage these opportunities and the right plans to leverage our team’s skills to maximum advantage.