IN Brief:
- Statom Group has reported a secured order book of more than £617m.
- Revenue rose to £184m in the year to 30 November 2025, while pre-tax profit fell to £6.8m.
- The contractor is broadening into infrastructure, civil engineering, ports, energy, foundations, MEP, remediation, and specialist self-delivery.
Statom Group has reported a secured order book of more than £617m after reshaping the business around a broader specialist engineering and self-delivery model.
The Essex-headquartered contractor lifted revenue to £184m in the year to 30 November 2025, up from £160m the previous year. Pre-tax profit fell to £6.8m from £8.7m as the group absorbed investment in management systems, technical staff, offices, plant, and machinery.
With an order book equivalent to around 3.3 times annual revenue, the company has workload visibility into 2026 and early 2027. Growth in infrastructure, civil engineering, specialist foundations, ports, and energy has helped reduce the group’s reliance on residential work, where slower market conditions have affected parts of the construction supply chain.
Statom’s operating margin eased from 6.6% to 4.9%, while net assets increased to £29m from £25.5m. Cash reduced to £21.3m after a £25.7m capital investment programme, reflecting the cost of building a wider delivery platform.
The group’s operating model now spans civil engineering and groundworks, demolition, design, MEP, piling, reinforced concrete frames, remediation, tower cranes, and slipform construction. The business has also strengthened its technical capability through the integration of Apex Core Engineering, Franki Foundations, and Slipform Technology.
That mix places Statom closer to the model being pursued by a growing number of specialist contractors: reduce reliance on third-party packages, increase control over technical interfaces, and take more responsibility for the full delivery cycle. The approach can improve programme control and design assurance, particularly on infrastructure, regeneration, energy, and complex urban work where foundations, temporary works, structures, MEP, and remediation are closely linked.
The results arrive against a mixed construction backdrop. Recent ONS construction output data showed modest quarterly growth set against weaker new orders, leaving contractors to balance secured workload with disciplined project selection and tighter commercial controls. A large order book provides visibility, but the quality of that workload still depends on margin, risk allocation, design maturity, and supply chain exposure.
Statom’s diversification away from residential work is particularly significant. Housebuilding remains an important market, although viability constraints, sales rates, planning conditions, and regulatory costs have left some housing-led contractors exposed. Infrastructure, ports, energy, and civil engineering provide alternative demand, but they bring more complex technical interfaces, longer project cycles, public-sector procurement pressures, and higher expectations around assurance.
Self-delivery can strengthen a contractor’s position when work is well scoped. Labour, plant, design input, and specialist knowledge can be coordinated across several disciplines, reducing gaps between packages that often cause delay or dispute. The same model also requires sustained investment in people, safety, training, systems, and equipment, which can weigh on profit while the business scales.
Statom’s latest figures show both sides of that equation. Revenue and secured workload have increased, while profit has softened as the business invests ahead of further growth. The next test will be converting the £617m order book into cash and margin while maintaining delivery quality across a broader set of sectors.
Clients seeking certainty on infrastructure, regeneration, and energy projects are likely to keep favouring businesses that combine technical capability with commercial resilience. Early decisions on foundations, remediation, structural systems, and services integration can shape the outcome of an entire project, and contractors with those disciplines under tighter internal control are becoming more valuable in a market that has little tolerance for avoidable interface failure.