Business Performance
In last year’s accounts and at the AGM we reported early indications on trading during the first half of the year were very positive, with revenues and profits showing an upward trend. All areas of the business enjoyed buoyant trading. This trend slowed somewhat in the third quarter, though at the end of month nine, sales were still above the previous year by 12.6% and net profit was ahead of the prior year by a relatively healthy £209,510.
Unfortunately, the last three months of the 2023/24 financial year were significantly impacted by the pool hall closure for the roof replacement and solar PV array installation and this was the main driver of the disappointing year end position.
The decision to close such an integral part of the operation and a key component of the Langdale experience for all guests, is never taken lightly, we know the disappointment it can cause and the negative impact it has on profits. However, structurally the roof was compromised and in need of urgent repair and there was no alternative other than to carry out the work at the earliest opportunity.
Whilst closure has an obvious and direct impact on operating performance of these departments, it was the knock on effect to the Brimstone and Langdale Hotels that had a more significant impact on performance, with over £186k in lost accommodation revenue alone, plus the related impact on demand for food and beverage in Stove and Wainwrights, due to fewer hotel residents over this period.
Marketing messages in this time were very challenging indeed, trying to find the right balance of pricing to attract visitors without these facilities being available.
The sales and marketing team have responded to the challenging business environment with improved internal marketing activities to hotel guests and lodge owners, to promote the facilities and offerings. These offerings have included improved pre-arrival communications and improved internal promotions.
More detail on departmental trading follows in the Managing Director’s Trading Review, though worth noting is that Stove has improved, but has still struggled at times with the consistency of its service delivery, exacerbated by continued difficulties in recruitment and retention of the kitchen brigade. This remains an ongoing challenge, where salaries and benefits need to be always at the upper end. In addition, the year was punctuated with severe challenges with food cost in particular, amplified by abnormal price rises and some challenging kitchen management issues. Both issues have been resolved through food inflation recovery, more appropriate allocations of revenue from dinner bed and breakfast packages, stronger auditing, and the introduction of a more experienced Executive Chef. This appointment is key to bringing standards of delivery back into line, whilst building up the skills, confidence, and capabilities of our kitchen brigade. Chef recruitment generally remains a huge industry challenge.
The first quarter of the new financial year has been challenging. There has been a slowdown in demand for accommodation nationally, on the back of nervousness over cost of living and direction of travel for the economy with the change of government. In addition, the poor weather has seen an increase in demand for overseas holidays rise significantly this summer. We are anticipating this will settle towards the autumn and there will be more optimism around the latter part of the year.
With continuing cost pressures unlikely to abate, the challenge for the business is to find ways to continue to maintain the traditional strong occupancy and high room rate, while at the same time capturing increased revenue share from guests and looking for efficiencies in our cost base. This is the challenge that Michael Coletta and his team face on a daily basis.
Shareholder Discounts
Shareholders and indeed all Owners benefitted from a record level of discount from the Owner Privilege Card. The total value of the discount in the year was £161,546. This is a direct cost to the P&L, but Directors recognise the value of this to Owners and regard it as a key benefit which we would wish to maintain.
The Company continues to offer Langdale Owners Club an arrangement to reduce the fee due under the management agreement. In addition, all guests staying in the timeshare properties continue to enjoy free access to the Leisure Club facilities, which is not the case in most other resorts.
As you will be aware, the Board suspended Shareholder Discount on Management Fees at the start of the pandemic, to protect the balance sheet. Should trading in the second half of the year indicate a recovery, the Board would be minded to cautiously reinstate the Shareholders Discount, beginning at a modest level, from 2025.
Governance
There are four scheduled formal Board meetings each year, in addition to the AGM. The Board also has a monthly virtual call to discuss business issues. It is the role of the Non-executive Directors to support and constructively challenge the Executive Team, this is achieved by collective discussion at Board meetings and through ongoing interaction with the operational team on a regular basis, where a Non-Executive Directors field of expertise can be of assistance.
In the early part on the new year, we have commenced a period of Director refresher training, this has included the subjects Anti-Bribery and Business Ethics, Equality and Diversity and General Data Protection Regulations (GDPR), this has been delivered through the Langdale cloud-based training platform. To date, each course has included a debrief with the Head of HR at Langdale to further understand how our own polices on these topics are being managed and applied, and how the ongoing messaging is being communicated through the business on these very important governance subjects.
The Renumeration Committee has reviewed senior management pay levels, to make sure they remain competitive, reflective of our own business performance and relative to our position in the marketplace.
A continued major area of focus has been in health and safety, with a great deal of emphasis in two particular areas, fire management systems and food safety including allergens management. Heads of Departments remain a key focus, as like all operating businesses we need them and their respective teams to ensure that health & safety delivery is alive in their day-to-day operational activities. We have further reinforced compliance across the business with the introduction of a Health and Safety Compliance Manager role. In addition, the business is supported through Shield Safety, our third-party partner and our appointed advisor on health and safety.
The Treasury Committee has developed and evolved through the year, working with the operating team to develop a greater understanding of the cash requirements of the business. Integral to this is optimising the delivery of the operating business to feed cash flows, and the careful management and timing of ongoing plans to maintain the core central facilities. The more significant demands on cash through this period have been the replacement of the spa & leisure roof and the installation of the solar PV array, this project alone amounted to £935k of capital spend. In addition, the opportunity created by the closure of the facilities allowed for the replacement of the sauna, steam room, spa bath and all gym equipment.
Given the significant investment in the Leisure Club roof project and the impact on profits during the work, the development of new staff accommodation has been put on hold. The sourcing of rental accommodation in the local area is affording time to review this project and the need for further major capital investment.
The Energy Subgroup has worked in support of the push towards increased on-site energy generation through renewable technology. Since April 2023 117 solar PV panels have been commissioned on the maintenance and Gateway buildings and with a further 190 due to come online from the new Leisure Club roof, this will give a total generation capacity of 133kW on site.
The Team
The challenges of obtaining and keeping high quality team members have been well documented. This above all is fundamental to the success of the business in delivering great levels of service and the profits that flow from it.
Under the leadership of Tia Marcos, the Human Resources department has continued to grow and develop and is making a strong contribution to the management and implementation of policies. Focus has been firmly on the onboarding of new employees, recruitment and retention tools and various management policies through the introduction of a new staff handbook, allowing the management team to manage more effectively. Key areas of focus remain on training and development and performance management.
Part of the operational team succession planning has included the recruiting of some key positions, to build up capability and the operational bench strength of the team, this has included the appointment of a Timeshare Operations Manager to oversee and manage the requirements of lodge management focusing on service delivery, particularly maintenance and lodge cleaning. In addition to the recruitment of a Facilities Operations Manager, to support the delivery of planned and preventative maintenance across the estate.
Our people have always been at the heart of the Langdale experience and last December we celebrated over 742 years of loyal service for Langdale Leisure employees, at an awards ceremony for 72 members of the team. We were incredibly proud to celebrate this achievement, in particular for four people serving twenty years, six for twenty-five years and four thirty years. The highlight was a remarkable forty years of service for Andy Dawson, Estate Grounds Manager, who has been tending the grounds on the Estate magnificently since he was a lad. Congratulations again and our thanks to Andy and everyone else for their dedication and commitment to our Company.
Succession
Board succession has continued with new board members over recent years. The handover from longer serving to new board members has been carefully managed, allowing new members to develop their understanding of Langdale, whilst still having longer serving hands around to assist with that understanding, particularly with regard to the legacy of Langdale, which is so important to us all. We welcome fellow Owner Richard Smith, who joined the Board at the last AGM replacing Founder Director Dale Watler.
We have taken the approach that some skill sets should be mirrored at board level with that of the executive team, certainly Finance, Hotel Operations and Property Management to date. The next phase of recruitment will look to introduce a Commercial skillset to the board table. It would be fair to say that for many years Langdale has operated in the relative comfort of a commercial vacuum insulated from market pressures by its unique position, its offering, its self-contained market, and its relatively weak competition. The competitive landscape has changed, there are more competitors in the upscale market, more spa experience venues. A Non-Executive Director with the right balance of commercial experience underpinned by sector specific knowledge, would support and stimulate the right level of challenge for our great commercial team in the ongoing shared goal of profitable business delivery.
We will be looking beyond our stakeholders to fill the available next position; an independent director would strengthen Board governance. However, if any shareholders have an interest in joining the board for any future vacancy, please contact the Company Secretary.
The next Non-executive Director to step aside creating a vacancy will be myself. I made a commitment, when appointed back in 2019, to serve five years as Chair, which I will honour by retiring after the upcoming AGM. I will be handing over to Robert Crook, who I know will continue to drive the company forward for the benefit of Shareholders and all Owners, while being true to the values set out at the inception of our Company. I wish Robert and the rest of the Board well in their stewardship of the company and thank them sincerely for their valuable contribution and support during my tenure.
Succession (continued)
I would also like to offer my deepest thanks to Michael Coletta, Managing Director, and his team for all of their efforts and hard work during my time at the helm of LLL.
It has been an honour and a privilege to be an integral part of the Langdale story, for nine years as Managing Director and for the last seven years as a Non-Executive Director. I look forward to continuing my association as an Owner and Shareholder.
The Annual General Meeting will once again be in the form of a hybrid meeting with the opportunity to attend either online or in person and is scheduled to take place on the evening of 31st October 2024. Given that the significant majority of shareholders attending are now doing so on-line, the meeting has been brought forward to October.
Finally, I would like to thank you, our shareholders, and all owners for your continued support. The last five years have been the most challenging of times for all businesses, nevertheless Langdale has come through in good shape and with a strong foundation still in place for future success. The business environment is undoubtedly more challenging than ever before, but with a strong Board and committed team I am sure the Company will continue to flourish, and the Estate remain the incredibly special place we all know and love.
The directors present the strategic report for the year ended 30 April 2024.
Turnover £10,883,103 - an increase of £674,443 on previous year
Profit Before Interest & Tax £50,792 - a decrease of £140,838 on the previous year.
Loss Before Tax £63,234 - a decrease of £108,390 on the previous year.
Loss After Tax £66,502 - a decrease of £84,100.
Total shareholder funds (Net Assets) decreased by 1.6% to £4,034,032.
The cash funds position remains strong, with a balance of £2,680,879, but will come under pressure due to the leisure club roof project.
The increase in creditors falling due within one year is largely as a result of the leisure club roof project.
Loan debt repayments continued as planned, with a creditable loan reduction in the year of £484,499.
The balance sheet is in a strong position, the continued aim is to get net liabilities into a positive position.
2023/24 proved to be a challenging year. It started strongly in accommodation sales, but this closed flat against the prior year. Conversely the investment in and increased focus upon Stove saw food and beverage revenues grow by 10.9% while the Spa continued to improve with 14.5% year on year growth. The end result was an overall 6.6% growth in revenue, which at a time when inflation was falling from double digits down to 4%, cannot be viewed with great enthusiasm.
On reviewing the year, the importance of accommodation sales to the company is clearly visible and it is disappointing to note that at the time of the 2023 AGM, accommodation sales growth was 11% but the impact of the leisure club roof project in particular, which started in late February 2024, resulting in the closure of the swimming pool for the remainder of the financial year, combined with a general downturn in demand in the sector due to the cost of living pressures, wiped all accommodation growth from the financial results. This has highlighted the inflexibility in the company’s cost base and the low margins within which the business operates, meaning that there was no opportunity for recovery in such a short timeline for the company.
The number of hotel rooms sold in 2023/24 was up by 419 in Langdale, but down by 411 in Brimstone, therefore while accommodation revenues were flat, the number of guests on site was similar to the previous year, which benefitted the food and beverage outlets and the Brimstone Spa, where good progress is being made in the development and delivery of the product offerings.
Managing Directors Trading Review (continued)
In the report last year, the investment in the team at Stove was mentioned and the new menu that had been introduced was well received, with the number of covers in the year increasing by 11.4% (4,561). The impact of this has been a year-on-year increase in revenue of 14.3%. The timeshare ownership has enjoyed the new approach with a 21.4% increase in the value of lodge owner discounts being processed in the year. A new Executive Chef, Duncan McKay, has joined the team and will be building upon the success achieved to date.
Wainwrights continues with its upward trajectory posting another record sales year, with growth of 7.2% over the previous year. This could have been higher had there not been some long-term illness within the kitchen brigade which restricted the amount of covers that could be served over the 2023 summer period.
The Brimstone Spa team has stabilised, and this has helped to grow the reputation of Langdale as a Spa destination. Despite the impact of the leisure club roof work and this department posted a record turnover and growth of 18.8%.
There were 115 owners’ weeks sold, which was 5 less than the previous year, but the proceeds generated increased to £639,385 from £570,320 (+12.1%), with the average achieved sale price of £5,560 v £4,753 (+16.9%).
The number of weeks available for rent was slightly up on the prior year by 12 to 1,063, but the number of weeks rented out was down by 59, with the average rental price increasing slightly to £1,417 from £1,401. While not confirmed, it is felt that the pool closure will have affected rental bookings.
Langdale in recent years has had a policy of offering base salaries ahead of the National Living Wage as its lowest pay band and as a consequence has moved the percentage of colleagues who fell between the government mandated level and £2 above that from 80% of the workforce to 46%. However, the inflation busting increases of recent years in the National Living Wage have made this a difficult policy to maintain while seeking to secure the financial stability of the company. In April 2023, the increase in National Living Wage was 9.7% which had a significant impact on payroll costs, as has the desire to maintain differentials in pay levels. In addition to this, the increased efficiency of the recruitment team to fill vacancies and the unfortunate shortage of skills in the chef sector generally, which has resulted in increased agency staff, has meant that the payroll costs increased by 11.8% over the previous year.
There has been concern regarding energy costs for the company and the opportunity has been taken in the last 12 months to install solar panels on roofs where significant repairs have been necessary, such as the Gateway building and the Leisure Club and these will bring benefits to the company in future years, but the growth in utility costs was not as high as expected in 2023/24, growing by just 4.9% and good control over other cost lines meant that the overall growth in operational expenditure was restricted to 4.2%
As stated earlier, the impact of the lost revenue in the final quarter of the year meant that it was very difficult to recover the financial performance for the year and with costs increasing at rates higher than our revenue growth, particularly in payroll, the result has seen a £140,838 (73.5%) decline in the reported operating profit, which after interest resulted in a pre-tax loss of £63,234 against the pre-tax profit of the previous year of £45,156.
As alluded to in the Chairs report, good progress is being made in the development of our team with our HR department supporting every colleague to be the best that they can be, and this has also assisted in creating a more transparent succession plan within the business. This has prompted an organisational restructuring and a review of the Langdale Culture to ensure that the purpose, vision, and values of the company are being realised in every corner of the operation.
Change in culture takes time and can be challenging in itself, but the early indications are that the team understand what needs to be done and are rising to meet the challenges with which they are presented. This should come as no surprise because the team care deeply about Langdale and the business. In many cases it’s more than just a job, it’s a way of life and this is reflected in their attitude towards the difficult final quarter of the financial year.
There was huge disappointment at the downturn in trade and concern that Owners and guests were not able to enjoy their time in Langdale to the levels they have in the past. I would like to acknowledge and praise the team for the approach that they always adopt and the enthusiasm to do the best that they possibly can, every time.
The new year is proving to be difficult and the weight of this is showing in some areas, but there is a sense of togetherness around the business and a determination to overcome the economic conditions that is being experienced by everyone and bring Langdale through yet more stormy waters.
It has been a tough 4 years for all businesses and it is easy to forget the impact that this has had on everyone at Langdale, but I am proud of every member of the team who keep on driving to achieve the very best that they can and I would like to record my thanks to them all for their hard work. Without them Langdale is just another place in the Lakes, with them it is an incredibly special place to visit, work and which many call home.
On behalf of the board
The directors present their annual report and financial statements for the year ended 30 April 2024.
The results for the year are set out on page 14.
The directors have not recommended a dividend.
The directors who held office during the year and up to the date of signature of the financial statements were as follows:
The company holds or issues financial instruments in order to achieve three main objectives, being:
to finance its operations;
to manage its exposure to interest and currency risks arising from its operations and from its sources of finance and;
for trading purposes.
In addition, various financial instruments (e.g. trade debtors, trade creditors, accruals and prepayments) arise directly from the company's operations.
The auditor, MHA, is deemed to be reappointed under section 487(2) of the Companies Act 2006.
Basis for opinion
Conclusions relating to going concern
In auditing the financial statements, we have concluded that the directors' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.
Other information
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of our audit:
the information given in the strategic report and the directors' report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the strategic report and the directors' report have been prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors' report.
As explained more fully in the directors' responsibilities statement, the directors are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the directors are responsible for assessing the company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the company or to cease operations, or have no realistic alternative but to do so.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud, is detailed below:
enquiring of management and those charged with governance about any known or suspect instances of non-compliance with laws and regulations and fraud;
enquiring of management and those charged with governance of any actual and potential litigation and claims;
reviewing the financial statement disclosures and testing of supporting documentation to assess compliance with the relevant laws and regulations. For Langdale Leisure Limited we consider these to be health and safety laws, compliance with food safety and licencing regulations, employment law and compliance with the Companies Act;
assessing whether the judgements made in making accounting estimates are indicative of any potential bias;
auditing the risk of management override of controls, including through testing journal entries and other adjustments for appropriateness, and evaluating the business rationale of significant transactions outside the normal course of business;
reviewing board minutes and resolutions; and
auditing the risk of fraud in revenue, including through reconciling a proof in total of accommodation sales to revenue recognised in the accounts, the testing of the cut off of income at the year end and sales transaction testing to ensure revenue is complete in the financial statements and recognised in the correct accounting period.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
Use of our report
This report is made solely to the company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company's members as a body, for our audit work, for this report, or for the opinions we have formed.
The profit and loss account has been prepared on the basis that all operations are continuing operations.
These financial statements have been prepared in accordance with the provisions relating to medium-sized companies.
Langdale Leisure Limited is a private company limited by shares incorporated in England and Wales. The registered office is The Langdale Estate, Great Langdale, Ambleside, LA22 9JD.
The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest £.
As a qualifying entity, the company has taken advantage of the reduced disclosure exemptions permitted under FRS 102 as follows:
The requirements of Section 7 ‘Statement of Cash Flows’ and Section 3 'Financial Statement Presentation' paragraph 3.17(d).
The requirements of Section 11 ‘Basic Financial Instruments’ paragraphs 11.29 to 11.28A and Section 12 ‘Other Financial Instrument Issues’ paragraphs 12.26 to 12.29A.
Section 33 ‘Related Party Disclosures’- Compensation for key management personnel.
Langdale Leisure Limited is a wholly owned subsidiary of Langdale Owners PLC and the results of Langdale Leisure Limited are included in the consolidated financial statements of Langdale Owners PLC which are available from Companies House, Cardiff.
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is credited or charged to profit or loss.
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Other financial assets, including investments in equity instruments which are not subsidiaries, associates or joint ventures, are initially measured at fair value, which is normally the transaction price. Such assets are subsequently carried at fair value and the changes in fair value are recognised in profit or loss, except that investments in equity instruments that are not publicly traded and whose fair values cannot be measured reliably are measured at cost less impairment.
Financial assets are derecognised only when the contractual rights to the cash flows from the asset expire or are settled, or when the company transfers the financial asset and substantially all the risks and rewards of ownership to another entity, or if some significant risks and rewards of ownership are retained but control of the asset has transferred to another party that is able to sell the asset in its entirety to an unrelated third party.
Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the company after deducting all of its liabilities.
Basic financial liabilities, including creditors and bank loans, are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future receipts discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Derivatives, including interest rate swaps and forward foreign exchange contracts, are not basic financial instruments. Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently re-measured at their fair value. Changes in the fair value of derivatives are recognised in profit or loss in finance costs or finance income as appropriate, unless hedge accounting is applied and the hedge is a cash flow hedge.
Debt instruments that do not meet the conditions in FRS 102 paragraph 11.9 are subsequently measured at fair value through profit or loss. Debt instruments may be designated as being measured at fair value through profit or loss to eliminate or reduce an accounting mismatch or if the instruments are measured and their performance evaluated on a fair value basis in accordance with a documented risk management or investment strategy.
Financial liabilities are derecognised when the company’s contractual obligations expire or are discharged or cancelled.
Equity instruments issued by the company are recorded at the proceeds received, net of transaction costs. Dividends payable on equity instruments are recognised as liabilities once they are no longer at the discretion of the company.
In the application of the company’s accounting policies, the directors are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
The following judgements (apart from those involving estimates) have had the most significant effect on amounts recognised in the financial statements.
In determining the appropriate depreciation rates for the Company’s assets, management reviews the operating policies of the business and makes judgements as to the applicable useful economic lives of the assets, considering residual values.
At the inception of each lease, management undertake an assessment of the terms of the lease including payments to be made over the life of the lease, the fair value of the asset subject to the lease, the length of the lease and whether the terms of the lease transfer substantially all of the risks and rewards of ownership.
Based on this assessment, management will determine whether the lease should be classified as a finance or operating lease.
The estimates and assumptions which have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities are as follows.
At the acquisition date of the property, management made an assessment of the useful life of the property. They have used their knowledge of the business, geographical area and the property itself in reaching a decision of a useful life of 50 years.
Management have also assessed the estimated residual value of the property at the end of its 50 year useful life. Using the factors noted above they have reached an appropriate residual value which has been applied in the depreciation calculation.
An analysis of the company's turnover is as follows:
Grants received represent local council support grants.
The average monthly number of persons (including directors) employed by the company during the year was:
Their aggregate remuneration comprised:
The number of directors for whom retirement benefits are accruing under defined contribution schemes amounted to 2 (2023 - 2).
The actual charge for the year can be reconciled to the expected (credit)/charge for the year based on the profit or loss and the standard rate of tax as follows:
Freehold land and buildings with a carrying amount of £6,666,499 (2023 - £6,581,188) have been pledged to secure borrowings of the company.
The bank borrowings are secured by a debenture and cross guarantee between Langdale Leisure Limited and Langdale Owners PLC. Two loans with Barclays Bank are repayable by quarterly instalments until they are due to be refinanced in March 2026 and September 2027. The interest rate is calculated at 2.96% and 5.68% respectively.The third loan with Barclays Bank is repayable in monthly instalments and is due to end in 3 years. Interest is being charged on this loan at a variable rate.
Deferred tax assets and liabilities are offset where the company has a legally enforceable right to do so. The following is the analysis of the deferred tax balances (after offset) for financial reporting purposes:
As at the signing date of these financial statements, the company has not finalised its capital expenditure programme for the forthcoming year and therefore an assessment as to the likely movement of other relating timing differences cannot be made.
The company operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the company in an independently administered fund.
Amounts contracted for but not provided in the financial statements:
The company has taken advantage of the exemption permitted under Section 33 'Related Party Disclosures' paragraph 33.1A from disclosing transactions with its parent company.