A record 2025: Archicom sold 2847 homes and tripled its pace against the market

Sales driven by a strong year-end

The result was driven by the fourth quarter, in which Archicom signed 1066 agreements — 47 percent more than in the same period of 2024 — and completed 1020 units, against just 260 a year earlier. The concentration of handovers stemmed from the schedule of previously launched projects and a high conversion of reservations into pre-sale agreements. At the end of December the company had 3258 homes on offer and was running 32 projects across the country's six largest metropolitan areas, with a combined scale of more than 6600 units.

The affordable segment grows in the mix

In 2025 Archicom launched 3274 units for sale and pre-sale, and its land bank reached a potential of 10,763 homes. The affordable segment is playing an ever-greater role, already accounting for around 40 percent of the agreements signed; the company assumes that in the coming years this share will rise to as much as half of sales. It is a deliberate move by a developer previously associated with mid- and upper-tier projects — a broader price range is intended to increase market share, serve more customers with the same team and shorten the time to close a transaction, without giving up its strong position in the premium segment.

Financial results: two different measures of profit

The group's consolidated revenue rose to PLN 961.7 million from PLN 742.0 million a year earlier, while gross profit on sales reached PLN 320.6 million against PLN 286.6 million in 2024. The rise in revenue came from recognising the sale of 1322 handed-over homes (versus 941 a year earlier) and was further supported by the sale of a plot on Chłodna Street in Warsaw.

When it comes to the net result, two figures that are easy to confuse need to be distinguished. Net profit from continuing operations came in at PLN 109.68 million. Net profit attributable to shareholders of the parent company — the measure that actually "reaches" the owners — amounted to PLN 83.97 million, lower than the PLN 107.24 million a year earlier. The year-on-year change in margin resulted primarily from a different structure of handovers in the two periods, not from a deterioration in operating profitability. At the same time, assets, inventories and liabilities all rose — a natural consequence of executing a growth strategy: expanding the land bank, higher customer prepayments and debt financing supporting the expansion.

A year of strategic moves, not just volume

For Archicom, 2025 meant not only record sales but also a tidying-up of the model. The company sold the City 2 office complex to focus its operations entirely on the residential market. It advanced projects under the lex deweloper framework in Warsaw, Kraków and Wrocław, and opened a model public school as part of Warsaw's Modern Mokotów — a sign that the developer is increasingly taking on the role of co-creator of neighbourhoods, not just buildings. Łódź's Fuzja, in turn, won two awards at the MIPIM fair in Cannes, including the top prize for best urban regeneration — international confirmation of the competencies on which Archicom builds its brand distinction.

Where Archicom stands against the competition

In volume terms, 2847 units sold place Archicom among the very top listed developers, though not yet at the summit. The market leader remains Dom Development with a record of around 4.45 thousand units, second place goes to Develia with around 3.35 thousand, and Archicom sits among the chasing pack — clearly ahead of Atal (around 1.68 thousand) and in a similar league to Murapol. This is important context for the board's declared goal of breaking into the market's top tier: with growth three times faster than the market, the gap to the podium is genuinely narrowing.

What it means

Archicom's record shows that the scale built since it joined Grupa Echo — from a local Wrocław player into a nationwide platform — is starting to deliver repeatable results rather than a one-off leap. For the market, it is a signal that in a slowdown the advantage goes to large developers with access to capital, geographic diversification and a land pipeline. For the customer, the handover record has a practical dimension: it proves that the company can not only sell but also deliver units on time across six cities at once — which, as supply in the affordable segment grows, is becoming a key operating competency. The distinction between the two measures of profit is, in turn, a warning for anyone reading the results: a lower profit "for shareholders" does not mean a weaker year, but rather a different structure of handovers and a growing balance sheet ahead of further expansion.