CLANCY DOCWRA LIMITED

1. CLANCY DOCWRA LIMITED 2001-02-02 → present
2. R.E.DOCWRA LIMITED 1947-03-31 → 2001-02-02

Values shown as filed in the company's annual accounts. — indicates the figure wasn't present under that line item in that period. About these numbers

Margins divide P&L lines by turnover. Gearing is liabilities over total assets. Current ratio is current assets over creditors falling due within one year. Interest cover is operating profit over absolute finance costs. Sector-distribution context coming next.

Accounting basis

FRS 102

Reporting scope

Standalone (parent only)

Auditor

PricewaterhouseCoopers LLP

Audit opinion

Unqualified (clean)

Going concern

Affirmed

“The Directors have considered these factors, the likely performance of the business and possible alternative outcomes, the financing facilities available to the Company and Group and the possible actions that could be taken should new facilities not be available in the future. Having taken all these factors into account, at the time of approving the financial statements, the Directors have a reasonable expectation that the Company has adequate resources to continue in operational existence for the foreseeable future. Therefore, the Directors continue to adopt the going concern basis of accounting in preparing the financial statements.”

Significant events

• “Achieved revenues of £428.6 million and a pre-tax profit of £18.6 million, driven by significant investment across the business, expanded framework agreements across water and energy and particularly through new contracts with South West Water and Scottish and Southern Electricity Networks (SSE).”
• “Our order book now stands at £2.8 billion.”
• “Scaled our geographic footprint, opening new offices and expanding existing ones to support the growing energy and civil engineering portfolios of our clients through major programs, such as Sizewell C, UKPN's ED1SON Alliance, and HS2.”
• “Shortlisted for both Contractor of the Year and Project of the Year at the Construction News Awards.”
• “Secured new frameworks, expanding our footprint, and strengthening our role as a trusted delivery partner.”
• “Commenced significant works on the capital delivery framework, supporting a £3bn investment programme from our new regional base, following our appointment by South West Water.”
• “Increased our footprint of work with Southern Water, across reactive and planned workstreams, reaffirming a long-standing and valued partnership.”
• “Won a Smart Metering framework with Affinity Water.”
• “Our fifth year of smart metering delivery with Anglian Water has seen a further 249,000 meters installed, bringing the cumulative total to 880,000.”
• “Seen a significant uplift in our workload for Thames Water, building on our established relationship and reflecting the strength of our delivery and technical expertise.”
• “Investment in trenchless technology and lining techniques continues to transform wastewater maintenance minimising disruption, accelerating delivery and reinforcing environmental protection.”
• “Mobilisation of a major new capital programme with Scottish and Southern Electricity Networks (SSEN), supported by the opening of a new base in Basingstoke, with plans under way for a further site in Stirling, Scotland.”
• “Established important new relationships in the nuclear sector, with civils works underway at Sizewell C, where we are delivering infrastructure connections for energy generation.”
• “Expanded our footprint in the gas sector, securing new mains replacement work with Southern Gas Networks in Hampshire and Surrey - our first step in supporting the UK's transition to hydrogen fuel.”
• “Our service strike rate is down for a fourth year, 27% lower than last year. RIDDOR and LTI rates remain well below industry averages.”
• “Deployed a Carbon Action Plan on every contract and trained over 1,000 colleagues through our Green Card and Carbon Literacy programme.”
• “Innovations such as solar-powered site equipment and a growing electric fleet are helping us reduce emissions, while strategic use of HVO fuel is already delivering tangible impact.”
• “Almost 80% of our personal vehicle fleet is now electric, demonstrating clear progress in reducing transport emissions.”
• “At our Harefield HQ, solar panels now provide up to 60% of summer energy demand, saving an estimated 28 tonnes of CO2 per year.”
• “Achieved the prestigious Investors in People (IiP) Gold Award, a recognition held by only a small percentage of UK businesses.”
• “Expanded our investment in leadership, launching a transformative management development programme that takes our training offer to a new level.”
• “The Clancy Academy continues to lead our learning and development strategy, delivering over 86,000 hours of training across 2,742 courses this year. We now employ 10 dedicated technical trainers across the organisation.”
• “Launched a mobile Skills Academy to bring training closer to operational teams and support greater access to hands-on learning in real time.”
• “Successful launch of our Lean, Explore, Achieve Programme 'LEAP' apprenticeship support programme, creating a structured pathway for progression and leadership in the years ahead.”
• “50 apprentices currently on an apprenticeship programme or undergoing upskilling training and over 125 apprentices completing programmes in the past two years.”
• “Established a Clancy Shadow Board, a diverse cross-section of high-potential individuals who provide strategic insight to our Executive team.”
• “Expanded our Skills for Life Bootcamp, a government-funded initiative that prepares individuals for roles in infrastructure. These programmes have now provided tailored, on-the-ground training to over 160 future professionals, with a guaranteed interview for a suitable Clancy role within six months of completion.”
• “Hosted our Celebrating Clancy Awards, receiving over 4000 nominations across the business.”
• “Issued over £100,000 in vouchers to colleagues, a small gesture of thanks in a difficult year for many households.”
• “A further 170 internal promotions were made in the period, demonstrating the strength of our talent pipeline and the opportunities we offer for progression.”
• “Welcomed over 750 new employees to the business in the past 12 months and introduced fortnightly 'Welcome to Clancy' calls for new starters.”
• “Exceeded our £40 million social value target by over £5m, which reflects our deep commitment to local employment, skills development, and proactive community engagement.”
• “The Clancy Charitable Foundation has now provided over £500,000 to good causes since its launch five years ago.”
• “The Group contributed a further £100k to the Clancy Charitable Trust.”
• “The Group recognised a profit of £2,145,000 (2024: £824,000) in respect of KCD Joint Venture following the winding down of the joint venture during the period.”
• “At 30 March 2025, the company had outstanding guarantees in respect of specific performance bonds amounting to £Nil (2024: £1,111,000) along with a retention bond of £362,000 (2024: £362,000).”

Auditor, going-concern and subsidiary information is drawn from the narrative of the latest annual accounts. About these numbers

Filings

3

last 12 months

Capital events

0

last 24 months

Officers appointed

1

last 12 months

Officers resigned

0

last 12 months

Direct counts from the register. No score, no rating — see the Filing timeline for the underlying events.

• Turnover

  +13.9%

  £376,179,000 → £428,563,000

• Cash

  +44%

  £28,280,000 → £40,736,000

• Net assets

  -3.2%

  £34,892,000 → £33,774,000

• Employees

  +3.4%

  1,797 → 1,858

• Operating profit

  +41.8%

  £11,911,000 → £16,884,000

• Profit before tax

  +43.9%

  £12,902,000 → £18,564,000

• Wages

  +6.4%

  £81,981,000 → £87,219,000

Each % is (latest − prior) ÷ |prior| for the line item as filed. The comparison is only shown when the latest and prior accounts cover broadly equal-length periods — short or long stubs (typical around incorporation or a year-end change) are suppressed rather than misrepresented. Lines a company doesn't report are omitted. About these numbers