VINCI Construction maintained high business volumes and continued to improve its Ebit margin in 2025. Projects that address today’s macro trends – the environmental and digital transitions, defence and sovereignty, water management and climate resilience of infrastructure – account for a growing proportion of its business, opening up promising long-term prospects across its fields of expertise.
Despite a challenging economic environment and strong adverse currency effects, VINCI Construction posted revenue of €32.1 billion, up 1.1% compared with 2024, thanks in particular to the acquisition of FM Conway in the United Kingdom. Its Ebit margin rose once again, to 4.2%, while its order book remained very high. These figures confirm that VINCI Construction’s business model – which combines entrusting responsibility for operations to its 1,300 business units with a highly selective approach to new business, diverse skill sets and broad geographical coverage – is sound. Its model also enhances the business line’s resilience by absorbing economic downturns in certain sectors and markets. Moreover, its organisational structure combining three complementary approaches (deep local roots, sharp specialist expertise and the ability to deliver large projects) puts VINCI Construction in a solid position to support its customers across all types of operations.
The Proximity Networks account for nearly three-quarters of business. Their local roots generate a steady inflow of small and medium-sized projects, while sometimes opening doors to large, complex ones. VINCI Construction delivers some 75,000 projects a year, averaging €450,000 each and including some that total several hundred million euros. A growing proportion of these projects are linked to the energy and environmental transitions and, more specifically in 2025, to strong growth in rail transport, energy, building refurbishment and urban development markets. The Specialty Networks, meanwhile, saw a very sharp rise in nuclear energy projects, which accounted for a larger share of business than in previous years.
With sovereignty and defence becoming a source of concern in many countries, the number of projects in these fields also increased briskly. In civil engineering, infrastructure associated with low-carbon mobility, renewable energy production and transmission, water cycle management and climate resilience continues to account for a significant proportion of projects. In the building sector, VINCI Construction carries out a growing number of refurbishment projects in which energy-efficiency upgrades go hand in hand with the adaptation of workplaces and living spaces to contemporary uses and changing lifestyles.
VINCI Construction continues to broaden its expertise in the environmental sphere, notably by developing cooling solutions for urban heat islands, producing highly technical recycled aggregates and delivering ecological engineering projects. Its business units are also adapting their design and production methods to reduce their projects’ environmental footprint. Exegy® low-carbon concrete solutions, which were introduced only five years ago, now account for 70% of the concrete used at building worksites in France and on construction projects outside France, in line with the plan to use 90% low-carbon concrete by 2030.
VINCI Construction’s Safety Days in 2025 focused on mental health and the central message they conveyed was “It’s OK not to be OK all the time.” The events held worldwide provided opportunities to share experiences, learn about the systems in place across subsidiaries and reinforce them, with the aim of understanding mental health issues in more depth, addressing them more effectively and enhancing collective safety.
Regarding innovation, VINCI Construction is beginning to harness the potential of artificial intelligence. The goal with the variety of solutions being assessed or already in use within the business line is to optimise business processes in areas ranging from responding to calls for tenders to predictive maintenance and on to on-site production operations. VINCI Construction’s digital teams have for instance developed a solution that pre-screens calls for tenders. It extracts the project’s main features and estimates the associated costs based on past bids, resulting in significant time savings and improved selectivity. Another application streamlines technical brief drafting, freeing up time for designers and engineers. AI is also being used to optimise operation design, factoring costs, timeframes and carbon footprints into the equation. And AI is already playing a crucial role in predictive maintenance and infrastructure safety with solutions that identify failures before symptoms appear and optimise repair work. These technological breakthroughs will likely redefine performance and productivity standards over the coming years.
Lastly, VINCI Construction aims to pursue acquisitions focusing on the fastest-growing areas of expertise and geographies.
