WINVIC CONSTRUCTION LIMITED

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

Cooper Parry Group Limited

Audit opinion

Unqualified (clean)

Going concern

Affirmed

“The company has made a profit in the year and at the balance sheet date has a strong cash balance and significant net current asset resources amounting to £61.7m (2024: £56.8m). The directors have reviewed the expected performance and this shows that the company has sufficient cash available to it during the foreseeable future to meet liabilities as they fall due. On that basis, the directors have prepared these financial statements on a going concern basis.”

Significant events

• “34 projects successfully completed and 43 started across three key sectors.”
• “80% of turnover from repeat business clients.”
• “Celebrated significant business milestones during the year, strengthening our position as a leading main contractor: 100 million sq ft of industrial space constructed for both new and existing clients across a diverse range of end uses, Completion of 10,000 beds across 29 projects and 20 clients within Build-to-Rent (BTR), Purpos”
• “64% Accident Frequency Rate (AFR) reduction since the launch of our Doing It Right culture change programme;”
• “Won nine Considerate Constructors Scheme (CCS) National Site Awards and achieved an average CCS score of 43/45;”
• “Utilised BIM on 24 projects throughout the year;”
• “Achieved PAS 2080 certification for Buildings and Infrastructure;”
• “18 Net Zero Carbon in Construction and two Net Zero in Operation projects completed;”
• “Four BREEAM Outstanding projects and 93% of Industrial buildings achieved EPC A/A+ ratings;”
• “80 subcontractors in our Green Supply Chain;”
• “Progress made towards reducing operational carbon emissions by 90% as outlined by Science Based Initiatives (SBTis) to be defined as Net Zero;”
• “Appointed to the Westminster Advisory Board of the Policy Liaison Group on ESG as the voice of Construction;”
• “Piloted UK-first deployment of Skyline Cockpit technology, a remote tower crane control system operated from ground level to improve safety and operational efficiency, the HP SitePrint robotic setting out printer and GAMMA AR Augmented Reality Tool;”
• “Delivered 35,771 hours of employee training;”
• “13% of workforce on early careers programmes, including apprenticeships and industrial placements;”
• “9% of employees undertook bespoke leadership development programmes; and”
• “10% increase in employee engagement, with 94% being proud to work for Winvic.”
• “Our ability to meet the growing demand for sustainable and innovative solutions, providing design and build turnkey services across the Industrial, Multi-room and Civills & Infrastructure sectors.”
• “Retaining our position as the UK's leading Industrial specialist by securing projects from both returning and new clients and end-users, including prominent developers, global brands, and funds.”
• “Further strengthening our reputation within the Civils & Infrastructure sector by winning places on new frameworks and securing standalone schemes for public sector clients.”
• “Expanding our footprint in the Multi-room residential market, building on our strong track record for delivering high-quality build-to-rent (BTR) and student accommodation schemes.”
• “Upholding an enviable record of responsible and ethical project delivery to industry-leading standards, while maintaining an outstanding health and safety record.”
• “Leveraging long-established supply chain partnerships to maintain programme and project delivery excellence.”
• “Recruiting, developing, and retaining highly motivated, talented teams who enhance performance, drive innovation and excellence, and consistently deliver client satisfaction.”
• “As procurement practices evolve under the Act, we've taken a proactive approach by integrating our delivery teams earlier in the pre-construction phase. This enables better compliance, buildability, and planning from the outset, supporting risk mitigation, quality assurance, and programme certainty, while strengthening client”
• “We continue to maintain strong relationships with our closely managed supply chain via relationships at a senior level and workflow tools to ensure we are in the best position to deliver our projects.”
• “As the business moves into operating in different sectors such as High-Speed Rail and Roads the risk profile of the business shifts.”
• “In the financial year 2024/25, we continued to uphold our industry-leading standards by successfully completing 24 projects and 39 schemes under the Scheme Delivery Framework (SDF), responsibly, safely and ethically, while reaching significant milestones across our three core sectors: construction of 100 million sq ft of indus”
• “Our vast experience in the I&L sector has enabled us to attract valuable new clients and secure contracts within our targeted emerging sub-sectors, including our first Life Sciences facility.”
• “Our continued success in the multi-room residential sector is driven by our commitment to delivering high-quality projects that meet the evolving needs of our clients.”
• “We remain committed to innovation and modern methods of construction to improve efficiency, ensure safe and timely delivery, and drive continuous improvements in build quality.”
• “It has been another successful year for the Civils & Infrastructure (C&I) sector, marked by significant achievements and strategic growth, expanding our position. During the year, we completed five projects, commenced three new standalone schemes and were engaged in four public sector frameworks.”
• “We have also secured new contracts for standalone projects with public sector clients, including Guildford Borough Council's Weyside development, as well as private sector clients, including upgrade works to an inland rail port near Doncaster.”
• “On the private sector rail side, we commenced the next phase of works for the West Midlands Interchange Strategic Rail Freight Interchange (SRFI) and the final phase of infrastructure works at SEGRO Logistics Park Northampton SRFI, both Nationally Significant Infrastructure Projects with Development Consent Orders (DCO).”
• “Throughout the year, our teams have consistently achieved key programme milestones and completion dates while maintaining an impeccable safety record through our 'Doing It Right' programme.”
• “A cornerstone of our success in the C&I sector is our ongoing investment in people. Through our sector-focused training strategy and adoption of modern construction methods, we have enhanced both efficiency and effectiveness in project delivery.”
• “Our future success relies on our ability to attract, develop, and retain highly motivated, talented individuals who drive performance and excellence.”
• “Building a diverse workforce remains a priority and our active efforts are beginning to make a positive impact. While women make up just 18.8% of the construction industry, we're proud to report the number of female employees at Winvic has grown by 40% over five years.”
• “Our accredited training schemes, in partnership with the CIOB (Chartered Institute of Building), ICE (Institution of Civil Engineers), and RICS (Royal Institution of Chartered Surveyors), have continued to support new cohorts working towards professional qualifications, helping us build deep industry expertise internally.”
• “Our investment in our people is complemented by a package of employee benefits and loyalty reward incentives which go beyond the industry average.”
• “We empower people to achieve their full potential, and all our employees receive tailored training and development; last year, a total of 35,771 training hours were delivered, and 9% of employees benefitted from bespoke leadership development programmes, 21.5% of whom were women.”
• “We were proud that three of our female employees were named finalists at the Inspiring Women in Construction Awards, with additional recognition for Contribution to Diversity and a 'Highly Commended' in the Excellence in Outreach category.”
• “Other notable accolades during the year included winning 'Local Hero' at the Construction Industry Training Board (CITB)'s Top 100 Influential Women in Construction Awards, 'Highly Commended' in CECA's Most Promising Apprentice of the Year, and a Highways Heroes Personal Impact Medal.”
• “We were particularly proud to see one of our Trainee Site Engineers named East Midlands and National T Level Student of the Year, and to receive 'Highly Commended' in the T Level Employer of the Year category at the Department for Education's (DfE) National Apprenticeship and Skills Awards.”
• “To bolster our investment in our people, our broad portfolio of ISO accreditations provides our clients and supply chain with a guarantee of the quality, safety and sustainability of our business management systems and processes. During the year, we achieved PAS 2080 for Buildings and Infrastructure, EcoVadis Silver Standar”
• “The development of strategic partnerships with key industry bodies, including the UKGBC, Local Council Roads Innovation Group (LCRIG), Chartered Institution of Highways & Transportation (CIHT), and Civil Engineering Contractors Association (CECA), together with becoming a member of the cross-party Westminster Advisory”
• “Finally, we remain deeply committed to combatting modern slavery. Our comprehensive training for both new and existing employees is ongoing, complemented by clear engagement with our supply chain to reinforce our obligations under the Modern Slavery Act and in commercial terms.”
• “Our clients benefit from our tenacity to challenge industry norms and explore innovative products, materials, methodologies and designs.”
• “Our passion for innovation and efficiency across processes, operations and materials benefits our clients by driving us to continually question and challenge industry norms.”
• “During the year, we trialled and implemented several pioneering technologies to enhance project delivery and safety. Notably, we led the industry with the UK's first deployment of Skyline Cockpit technology, a remote tower crane control system operated from ground level that significantly improves safety and operational ef”
• “We also advanced our use of robotics and digital construction tools, including HP SitePrint, a BIM-linked robot setting-out printer. We were selected by HP as a test centre and became the first contractor to use the next-generation model.”
• “Additionally, we piloted the GAMMA AR Augmented Reality tool, strengthening our ability to blend virtual designs with the physical as-built environment, making quality assurance faster and more accurate.”
• “Demand for Building Information Modelling (BIM) and Virtual Reality (VR) services has continued to grow, driven by clients who appreciate the significant end-to-end benefits of fully leveraging BIM's potential, from the pre-construction phase through to handover and occupancy.”
• “We have made significant strides with our strategy to streamline and improve our digital platforms in all areas of our business operations. Our new Common Data Environment (CDE) and operating system, Procore, is enhancing operational efficiency and effectiveness.”
• “Investment in IT infrastructure upgrades on sites, enhancing internet connection speeds and reliability, even in remote locations, has significantly improved day-to-day operational effectiveness, fostering better collaboration between project teams and ensuring high-quality results while driving projects forward more efficiently”
• “Our integrated approach to construction is strengthened by subsidiary companies within the Group, Sitecrete and Premier Plant, which have enabled us to self-deliver key services that enhance efficiency, reduce environmental impact, and drive innovation.”
• “We recognise the importance of having a strategy that is aligned to our business goals and agile enough to be able to deliver against the evolving needs of our clients.”
• “Carbon reduction remains a key focus, and we're working tirelessly across every area of our operations to not only deliver sustainable projects that exceed our clients' expectations, but also to become a Net Zero Carbon business.”
• “Winvic has committed to a minimum of 5% annual reduction in its GHG emissions, with intensity metrics due to the business growing both its employee numbers and turnover annually.”
• “We are pleased to report that we have driven further progress towards this goal achieving an absolute reduction in Category 1 and 2 emissions of 2,095 tCO2e against base year.”
• “86% of our industrial projects have sustainability, low carbon or Net Zero requirements and over the past year, we have delivered 18 Zero Carbon in Construction projects, bringing our total to 41 Net Zero Carbon buildings to date. We also completed two Net Zero in Operation project during the year and are delivering a further 1”
• “Our leadership in this space has been recognised by the UKGBC, who selected Winvic to partner on two key industry workstreams: the Net Zero Carbon Buildings: A Framework Definition Update and Supply Chain Decarbonisation.”
• “In addition, three of our projects are participating in the UK Net Zero Carbon Buildings Standard (UKNZCBS) pilot scheme.”
• “In 2024, we formalised our approach to carbon management through alignment with PAS2080:2023, the recognised standard for carbon reduction in buildings and infrastructure.”
• “Beyond project delivery, Winvic also plays an active role in shaping wider policy and industry direction. As the sole main contractor participating in the PLG on ESG roundtables with ministers, regulators, and key stakeholders, we contribute to the development of national ESG and sustainability policy.”
• “Finally, our membership with edie, a leading sustainability platform, keeps us connected to cutting-edge insights and peer collaboration.”
• “Winvic has been measuring and externally certifying its operational carbon emissions since 2012 and have successfully achieved reductions, while growing employee numbers and onsite operations.”
• “In 2022 we took a significant step forward by achieving the Achilles Carbon Reduce Certification in accordance with ISO 14064-1.”
• “Winvic takes a transparent and proactive approach to reporting operational data across all project sites and our head office as part of this certification.”
• “As part of our broader decarbonisation strategy, Winvic is actively working to quantify the full extent of our supply chain's greenhouse gas (GHG) emissions. We are currently in the second phase of calculating all three scopes, with a particular focus on Scope 3 upstream and downstream activities.”
• “During the year, we have focused on education and awareness, engaging our teams, clients, and supply chain through communications, workshops, lunch and learns, and targeted training sessions.”
• “Each year, we seek to improve the way we benchmark, monitor and report our sustainability KPIs to meet targets set in our strategy, whilst also continuously reducing the impact of our sites and offices.”
• “In response to identifying fuel consumption and business mileage as emissions hotspots, Winvic is implementing targeted initiatives to reduce fossil fuel use and improve energy efficiency.”
• “To further lower our carbon footprint, we are expanding the use of photovoltaic (PV) solar panels both at our head office and across construction sites.”
• “Throughout the year, we have continued to promote a circular economy through reducing and eliminating waste and maximising resource efficiency.”
• “Other initiatives explored during the year include looking at how we can reduce transportation and site deliveries.”
• “Our Digital Strategy and our work to optimise operations, systems and processes works in tandem with our Sustainability Strategy.”
• “The table below details UK Greenhouse Gas emissions and energy use data for the period 1st February 2024 to 31st January 2025 for Winvic Construction in accordance with Streamlined Energy and Carbon Reporting (SECR) requirements.”
• “For example, Community Wood Recycling is a network of social enterprises that collects waste wood from our projects while creating jobs, training and volunteering opportunities for disadvantaged people.”
• “In 2024, across 22 projects, 88.4 tonnes of wood was rescued from the waste stream and 44.0 tonnes of carbon was saved, facilitating the creation of one paid job and training of 1.5 people.”
• “Through educational engagement and curriculum enhancement activities, we have continued to inspire the next generation about construction industry roles and being part of building a sustainable future.”
• “Our strategic outreach activity has allowed us to reach more young people than ever, opening their eyes to the range of careers available in the sector, and has led to numerous work experience and industry placements, which are components of qualifications such as NVQs and T Levels.”
• “In 2024, we delivered 1,329 hours of careers, curriculum support and STEM activity, engaged 8,648 students and supported 14 students undertaking T Levels.”
• “As a Considerate Constructors Scheme (CCS) Partner, we adhere to a code of best practice, which considers the needs of our workforce, the public and the environment.”
• “Over the year, we have consistently exceeded the industry's average scores and have already met our target average score for 2025, achieving 43/45.”
• “17 of our projects were awarded top scores across 22 visits, and five sites gained extra points for demonstrating innovation and best practice.”
• “Over the year, our collaborative approach has earned us national recognition through multiple social value awards, including a Highways Heroes Personal Impact Medal, nine CCS National Site Awards, the Social Impact Award in the CCS Gala Awards and two finalist places in the National Highways Industry Awards which will”
• “Upholding an exemplar health and safety record remains a key focus, and we are proud to have maintained an industry-leading Accident Frequency Rate (AFR) despite increases in the number of people and hours worked across our sites.”
• “Our 'Doing It Right' (DIR) cultural change programme to further improve behavioural safety standards across the business has helped us reduce the AFR by 64% since the initiative launched.”
• “To uphold the programme's momentum and effectiveness, to ensure it remains as robust as when initially launched, we held our very first Doing It Right Conference in March 2024 to reinforce the message that DIR is not just about following safety protocols.”
• “During the campaign period, Winvic's AFR reduced by 21 per cent.”
• “The success of DIR can also be measured through the HSE Safety Climate Tool results in 2024, which saw Winvic excel in all eight categories and placed us in the top 5% in seven of those.”
• “Our innovative approach and steadfast commitment to a safety-first approach has earned us national recognition through multiple awards, including finalist places in two Safety and Health Excellence (SHE) Awards and a National Highways Industry Award, which will take place in March and April 2025.”
• “Prioritising our people and ensuring Winvic is a happy, safe, healthy and inclusive place to work has enabled us to consistently achieve an impressive staff retention rate, reflecting the high levels of employee satisfaction within our business.”
• “5% of employees across the business have been trained as Mental Health First Aiders and we have delivered awareness sessions to all our employees to raise awareness of the importance of mental health.”
• “We foster an environment that encourages open discussions and provides access to a comprehensive wellbeing service.”
• “Every year, our teams work diligently to uphold a broad portfolio of high-level standards and accreditations - ISO 9001, 14001, 45001 and 27001 - that ensure our exemplary processes, products, and services across health, safety, environment and quality.”
• “To ensure we also continue the highest standard of compliance within our supply chain, in March 2024, we introduced a new approach to managing our supply chain pre-qualification process. This is now done in partnership with Alcumus Safe Contractor, and we are pleased to report that all of our subcontractor partners are”
• “The company remains in a strong cash position with no debt and a robust pipeline of long-term work in progress.”
• “Following a group reorganisation of Winvic Group Limited, involving members of the existing management team becoming shareholders, positions us to secure the long-term future of the Group.”
• “The outlook for the financial year ending 2026 and beyond is promising, with a current forward order book of £1,713m.”
• “Our teams volunteered 749 hours to support a range of local community projects and initiatives, effectively targeting our resources to the key issues that communities are facing, particularly during the cost-of-living crisis.”
• “We supported 14 Voluntary Community and Social Enterprises (VCSEs) and profit-for-purpose businesses in our supply chain, helping to add more value to each pound we spend by making a positive impact on the world around us.”

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

Filings

2

last 12 months

Capital events

0

last 24 months

Officers appointed

0

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

  +5.7%

  £958,772,000 → £1,013,113,000

• Cash

  +62%

  £68,531,000 → £111,014,000

• Net assets

  +5.4%

  £49,814,000 → £52,521,000

• Employees

  +3.3%

  552 → 570

• Operating profit

  +65.8%

  £16,994,000 → £28,168,000

• Profit before tax

  +62.5%

  £18,766,000 → £30,491,000

• Wages

  +14.9%

  £37,813,000 → £43,460,000

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