Registered number: 08885676
FOR THE YEAR ENDED 31 MARCH 2025
HEXAGON CARE SERVICES LIMITED
COMPANY INFORMATION
HEXAGON CARE SERVICES LIMITED
CONTENTS
HEXAGON CARE SERVICES LIMITED
STRATEGIC REPORT
FOR THE YEAR ENDED 31 MARCH 2025
The directors present their strategic report for the year ended 31 March 2025.
The Company predominantly operates residential children’s homes and schools, supporting young people requiring social, emotional or mental health support, those with complex needs and adverse childhood experiences. Residential care is provided in family sized homes and education is delivered in small, high teacher to pupil ratio, specialist day schools.
The Company has a resilient and proven business model that is enabling us to continue to grow despite challenges within both the sector and the economy.
The profit and loss account for the financial year is set out in the accompanying sections of this annual report.
The Company works closely with local authorities to support their placement sufficiency needs and as a result, we have continued to focus on building the business model around smaller, complex need care provision in geographic areas where we have strong relationships with authorities and their commissioning officers advice that there is a need.
Our targeted growth strategy saw us open three new children’s homes this year giving an additional 5 places, all providing care for children with more complex needs. Therapeutic support and a trauma informed approach is an integral part of all new homes opened, both this year and beyond, as well as being integrated into our established services.
In addition two further properties were purchased during the year that will open as new children’s homes across 2025 and 2026 and one of our existing properties underwent substantial refurbishment to convert it into a 36 place independent specialist day school which opened in May 2025.
The Company has a resilient and proven business model that is enabling us to continue to grow despite challenges within both the sector and the economy.
The profit and loss account for the financial year is set out in the accompanying sections of this annual report.
The Company works closely with local authorities to support their placement sufficiency needs and as a result, we have continued to focus on building the business model around smaller, complex need care provision in geographic areas where we have strong relationships with authorities and their commissioning officers advice that there is a need.
Our targeted growth strategy saw us open three new children’s homes this year giving an additional 5 places, all providing care for children with more complex needs. Therapeutic support and a trauma informed approach is an integral part of all new homes opened, both this year and beyond, as well as being integrated into our established services.
In addition two further properties were purchased during the year that will open as new children’s homes across 2025 and 2026 and one of our existing properties underwent substantial refurbishment to convert it into a 36 place independent specialist day school which opened in May 2025.
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HEXAGON CARE SERVICES LIMITED
STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2025
Revenue
Our customers are almost exclusively Local Authorities from whom most of our revenue is generated. Whilst we work closely with those authorities to ensure a best value approach to placement fees, any restriction placed upon Local Authorities budgets will inevitably have an impact on their ability to set placement fees that match the current rise in the running costs of these services.
To mitigate this, we are constantly looking at how we achieve efficiencies across our services without it being detrimental to providing good quality care, education, and therapy to the children we look after.
Working with local authorities via a number of contracts and frameworks, we also work in partnership to constantly monitor and review our fees, including securing reasonable uplifts where possible, to ensure the provision of consistent, good quality services, whilst maintaining best value commissioning principles.
Quality
The sector is highly regulated, and our regulatory body, Ofsted, provide judgments to benchmark the quality of our care and education provisions. To ensure we achieve the best possible outcomes in this area we have a robust quality assurance framework in place and resource the operational oversight of these services well.
We also have Independent Persons under Regulation 44 of the Childrens Home’s Regulations (2015) and frequent local authority commissioning visits to our services to support any auditing or quality assurance work within our services.
Staffing
Like other sectors, the Care sector is currently experiencing severe difficulties with recruitment of suitably qualified and experienced staff. We are constantly reviewing our employee offer to ensure that those potential candidates have our company as their employer of choice when looking for opportunities outside of their current role.
When benchmarking our salary offer, we are confident we are strong in the market against other providers across all roles. We also focus on the retention of our quality staff and our retention statistics appear strong when compared with available data across the sector.
We have a range of available contracted working hours and a pay and grading framework to ensure staff have opportunities to maximise their earning potential but have the appropriate work/life balance needed in the sector.
Our customers are almost exclusively Local Authorities from whom most of our revenue is generated. Whilst we work closely with those authorities to ensure a best value approach to placement fees, any restriction placed upon Local Authorities budgets will inevitably have an impact on their ability to set placement fees that match the current rise in the running costs of these services.
To mitigate this, we are constantly looking at how we achieve efficiencies across our services without it being detrimental to providing good quality care, education, and therapy to the children we look after.
Working with local authorities via a number of contracts and frameworks, we also work in partnership to constantly monitor and review our fees, including securing reasonable uplifts where possible, to ensure the provision of consistent, good quality services, whilst maintaining best value commissioning principles.
Quality
The sector is highly regulated, and our regulatory body, Ofsted, provide judgments to benchmark the quality of our care and education provisions. To ensure we achieve the best possible outcomes in this area we have a robust quality assurance framework in place and resource the operational oversight of these services well.
We also have Independent Persons under Regulation 44 of the Childrens Home’s Regulations (2015) and frequent local authority commissioning visits to our services to support any auditing or quality assurance work within our services.
Staffing
Like other sectors, the Care sector is currently experiencing severe difficulties with recruitment of suitably qualified and experienced staff. We are constantly reviewing our employee offer to ensure that those potential candidates have our company as their employer of choice when looking for opportunities outside of their current role.
When benchmarking our salary offer, we are confident we are strong in the market against other providers across all roles. We also focus on the retention of our quality staff and our retention statistics appear strong when compared with available data across the sector.
We have a range of available contracted working hours and a pay and grading framework to ensure staff have opportunities to maximise their earning potential but have the appropriate work/life balance needed in the sector.
Hexagon Care Services prides itself on the quality of services delivered across the board. At the end of this financial period, the Company had:
- 91% of children’s homes rated as Good or Outstanding by Ofsted, compared to a national average of 83%
- 93% of schools rated as Good or Outstanding with Ofsted, compared to a national average of 83% (based on figures as at August 2025).
Occupancy is a key driver within the business, measuring the number of placements against the number of available places. Occupancy remains strong, with numbers growing across care, education and therapy placements, in line with increase in capacity.
- 91% of children’s homes rated as Good or Outstanding by Ofsted, compared to a national average of 83%
- 93% of schools rated as Good or Outstanding with Ofsted, compared to a national average of 83% (based on figures as at August 2025).
Occupancy is a key driver within the business, measuring the number of placements against the number of available places. Occupancy remains strong, with numbers growing across care, education and therapy placements, in line with increase in capacity.
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HEXAGON CARE SERVICES LIMITED
STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2025
The directors of the Company are required to act in accordance with the duties detailed in section 172 of the Companies Act 2006, which are summarised as follows:
A director of the company must act in the way he/she considers, in good faith, would be most likely to promote the success of the Group for the benefits of its members as a whole, and in doing so have regard (amongst others) to:
a.) The likely consequences of any decision in the long term.
b.) The interest of the company’s employees.
c.) The need to foster the company’s business relationships with suppliers, customers and others.
d.) The impact of the company’s operations on the community and environment.
e.) The desirability of the Company maintaining a reputation for high standards of business conduct; and
f.) The need to act fairly between members of the company.
The statements below set out how the directors have acted in accordance with these duties, reflecting our commitment to sustainable growth and high-quality provision within an ever-changing social care and education landscape.
The Directors confirm their effective implementation of duties under section 172 of the Companies Act 2006. Our long-term strategy, reviewed monthly by the Board, is designed to deliver sustained success for the Group and its stakeholders.
This past year, our resilient and adaptable business model allowed for modest profit before tax growth, demonstrating our ability to navigate market fluctuations while maintaining our core purpose.
We remain committed to an excellent reputation and consistently strive for high standards for the children and young people in our care and education. We actively recognise the vital role of our wider stakeholders – including Local Authority Partners, our dedicated employees, and most importantly, the children/young people and supported adults in our care – in delivering our strategy and ensuring business sustainability.
To ensure stakeholder views inform our organisational and service development, we engage through regular liaison meetings with Local Authorities, annual employee surveys, and dedicated children/young people participation forums. This inclusive approach helps us act fairly and promote success for all.
Our Care division continues its strategic focus on sustainability and targeted growth, increasing our capacity for children with more complex needs by five places through 2024/25, alongside the successful repurposing of two ‘traditional' services to better meet evolving demands of our stakeholders.
We maintain our commitment to exceptional quality, evidenced by our Ofsted ratings: 91% of homes and 93% of schools rated ‘Good’ or ‘Outstanding’ at the financial year end, a consistent benchmark of excellence that surpasses industry averages.
Education remains a pivotal growth area, marked by the successful opening of four new schools during 2023-24, 2024-25 was a period of embedding and we will return to significantly expanding our education provision through 2025-26.
Our Therapy services have also seen substantial growth, with turnover increasing as we continue our transition towards a fully trauma-informed delivery of care and education. This involves rolling out new accredited training to all care staff, embedding new therapeutic models.
A director of the company must act in the way he/she considers, in good faith, would be most likely to promote the success of the Group for the benefits of its members as a whole, and in doing so have regard (amongst others) to:
a.) The likely consequences of any decision in the long term.
b.) The interest of the company’s employees.
c.) The need to foster the company’s business relationships with suppliers, customers and others.
d.) The impact of the company’s operations on the community and environment.
e.) The desirability of the Company maintaining a reputation for high standards of business conduct; and
f.) The need to act fairly between members of the company.
The statements below set out how the directors have acted in accordance with these duties, reflecting our commitment to sustainable growth and high-quality provision within an ever-changing social care and education landscape.
The Directors confirm their effective implementation of duties under section 172 of the Companies Act 2006. Our long-term strategy, reviewed monthly by the Board, is designed to deliver sustained success for the Group and its stakeholders.
This past year, our resilient and adaptable business model allowed for modest profit before tax growth, demonstrating our ability to navigate market fluctuations while maintaining our core purpose.
We remain committed to an excellent reputation and consistently strive for high standards for the children and young people in our care and education. We actively recognise the vital role of our wider stakeholders – including Local Authority Partners, our dedicated employees, and most importantly, the children/young people and supported adults in our care – in delivering our strategy and ensuring business sustainability.
To ensure stakeholder views inform our organisational and service development, we engage through regular liaison meetings with Local Authorities, annual employee surveys, and dedicated children/young people participation forums. This inclusive approach helps us act fairly and promote success for all.
Our Care division continues its strategic focus on sustainability and targeted growth, increasing our capacity for children with more complex needs by five places through 2024/25, alongside the successful repurposing of two ‘traditional' services to better meet evolving demands of our stakeholders.
We maintain our commitment to exceptional quality, evidenced by our Ofsted ratings: 91% of homes and 93% of schools rated ‘Good’ or ‘Outstanding’ at the financial year end, a consistent benchmark of excellence that surpasses industry averages.
Education remains a pivotal growth area, marked by the successful opening of four new schools during 2023-24, 2024-25 was a period of embedding and we will return to significantly expanding our education provision through 2025-26.
Our Therapy services have also seen substantial growth, with turnover increasing as we continue our transition towards a fully trauma-informed delivery of care and education. This involves rolling out new accredited training to all care staff, embedding new therapeutic models.
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HEXAGON CARE SERVICES LIMITED
STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2025
We will continue to pursue focused growth in care, education, and therapy, driven by direct engagement with local authority partners to address specific regional sufficiency needs.
a) Long-term Decisions
The Board ensures all long-term decisions are taken with the best interests of all stakeholders at their core, including employees, shareholders, Local Authority customers, and the young people and supported adults in our care.
For instance, the strategic decision to invest in specialist services to meet autism needs or expand into specific geographical areas such as the Northeast, was underpinned by detailed assessments of Local Authority sufficiency needs, workforce impact, and sustainable financial returns.
While day-to-day management is delegated to Operational Directors who actively set and oversee strategy execution, the Board maintains robust oversight. Progress is reviewed periodically at Senior Leadership Team meetings and critically assessed monthly at Board meetings through comprehensive management accounts information and key performance indicators (KPIs), such as occupancy rates and staff retention figures. This structured review ensures informed decision-making before any final approvals are granted.
The directors possess a deep understanding of the evolving market and its challenges. Our strategy continues to be focused on strengthening our position as a market leader in the provision of high-quality care, measured by sustained high Ofsted ratings, positive stakeholder feedback, and low complaint rates.
We firmly believe the long-term success of Hexagon Care Services is intrinsically linked to the positive engagement of our stakeholders, especially Local Authorities, and responding to their sufficiency needs, as well as the beneficial impact of our activities on local communities.
We are further investing in our data and evidence-informed decision-making processes, for instance, by implementing a new Care recording and analytics platform. Looking ahead, our focus in 2025 includes a Time and Attendance system that will lead more efficient resource allocation and the continued implementation of identified energy conservation measures as part of our ESOS obligations, progressing our commitment to environmental stewardship.
b) Interest of the Company's Workforce
The Group fundamentally believes our staff are the bedrock of our success, enabling the children/young people and supported adults in our care to reach their full potential. We recognise that our employees are driven by a desire to make a tangible difference.
We foster an open and communicative environment. This past year, we enhanced our internal communications through the company intranet, regular email updates, and the CEO Vlog initiative, ensuring employees are kept informed on key business matters [for instance our Pay and Grading update]. Employee feedback is actively encouraged and captured through established channels like regular line management supervisions and our annual employee well-being survey, which in 2024 highlighted the importance of mental /emotional health support to all employees, leading to the implementation of Mental health First Aiders initiative.
Our dedicated Head of Communications, working closely with the HR team, ensures robust consultation on matters affecting employee interests, feeding back key insights to the Senior Leadership Team and Board. Recognising that staff retention is paramount to quality and continuity of care, we offer competitive salaries, a comprehensive benefits package, and have in place performance-related financial incentive schemes that allow our employees to share in the Group's success, contributing to staff retention over the last year.
Furthermore, our award-winning in-house Training Team, complemented by external providers, delivers comprehensive and tailored development programs. This year, we delivered almost 450 face to face training sessions, including mandatory Safeguarding training, ensuring our team is equipped with the skills needed to
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HEXAGON CARE SERVICES LIMITED
STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2025
provide the highest quality care."
c) The Desirability of the Company Maintaining a Reputation for High Standards of Business Conduct
Maintaining a reputation for the highest standards of business conduct is fundamental to Hexagon Care Services. We achieve this through a robust framework of processes and procedures designed to govern all aspects of our operations. This includes comprehensive safeguarding protocols, policies such as Modern Slavery statement, and a transparent whistleblowing/raising concerns framework that encourages a culture of openness and accountability.
These critical processes are reviewed and monitored by the Senior Leadership Team and the Operational Directors Board. This oversight includes regular internal audits, compliance checks, and feedback from regulatory inspections. Our commitment to these high standards directly underpins our reputation for trust, reliability, and excellence within the care and education sectors, providing assurance to children, families, Local Authorities, and regulators alike.
(d) The Need to Foster the Company's Business Relationships with Suppliers, Customers and Others
Strong, ethical, and collaborative relationships are integral to our success. With our suppliers, we meticulously agree terms and conditions before placing orders and maintain a steadfast commitment to paying invoices in accordance with these agreed obligations. This financial reliability ensures our suppliers feel assured of our creditworthiness. We also actively seek to partner with suppliers who align with our values and high standards of conduct, embedding this consideration into our selection and review processes.
Our relationships with Local Authority Partners, as our primary customers, are foundational. We foster these through regular strategic engagement meetings, collaborative needs assessments, and responsive dialogue to ensure our services continually meet their evolving requirements for vulnerable children. This partnership approach ensures we provide high-quality, appropriate care where it is most needed.
We also maintain constructive relationships with other key stakeholders, including [regulatory bodies like Ofsted and CQC, the Children’s Homes Association and local community groups], engaging in open communication to understand their perspectives and contribute to the broader ecosystem of childcare and education.
e) The Impact of the Company's Operations on the Community and the Environment
As a national provider with facilities deeply embedded within local communities, we recognise and prioritise our responsibility to manage the impact of our operations. Our 'Good Neighbour' policy, understood by all staff, guides our commitment to active community engagement.
This year, we significantly focused on creating local employment opportunities, aiming for our new hires residing within twenty miles of our services where possible, strengthening local economies.
We actively engage with local stakeholders to understand and address specific community needs, for instance we have a number of services that contribute to a local community projects and wider events such as PRIDE.
We are also acutely aware of our environmental footprint. This year, we made submitted and made progress on our obligations under the Energy Savings Opportunity Scheme (ESOS). Key actions included conducting energy audits across all our sites, implementing radiator controls, or investing in more efficient heating systems].
These initiatives are integral to our ongoing commitment to minimise our environmental impact and work towards a net-zero approach, ensuring we contribute positively to a sustainable future while maintaining the highest level of care for children/young people and supported adults. We regularly monitor our energy consumption and evaluate opportunities for further reductions.
(f) The Need to Act Fairly as Between Members of the Company
c) The Desirability of the Company Maintaining a Reputation for High Standards of Business Conduct
Maintaining a reputation for the highest standards of business conduct is fundamental to Hexagon Care Services. We achieve this through a robust framework of processes and procedures designed to govern all aspects of our operations. This includes comprehensive safeguarding protocols, policies such as Modern Slavery statement, and a transparent whistleblowing/raising concerns framework that encourages a culture of openness and accountability.
These critical processes are reviewed and monitored by the Senior Leadership Team and the Operational Directors Board. This oversight includes regular internal audits, compliance checks, and feedback from regulatory inspections. Our commitment to these high standards directly underpins our reputation for trust, reliability, and excellence within the care and education sectors, providing assurance to children, families, Local Authorities, and regulators alike.
(d) The Need to Foster the Company's Business Relationships with Suppliers, Customers and Others
Strong, ethical, and collaborative relationships are integral to our success. With our suppliers, we meticulously agree terms and conditions before placing orders and maintain a steadfast commitment to paying invoices in accordance with these agreed obligations. This financial reliability ensures our suppliers feel assured of our creditworthiness. We also actively seek to partner with suppliers who align with our values and high standards of conduct, embedding this consideration into our selection and review processes.
Our relationships with Local Authority Partners, as our primary customers, are foundational. We foster these through regular strategic engagement meetings, collaborative needs assessments, and responsive dialogue to ensure our services continually meet their evolving requirements for vulnerable children. This partnership approach ensures we provide high-quality, appropriate care where it is most needed.
We also maintain constructive relationships with other key stakeholders, including [regulatory bodies like Ofsted and CQC, the Children’s Homes Association and local community groups], engaging in open communication to understand their perspectives and contribute to the broader ecosystem of childcare and education.
e) The Impact of the Company's Operations on the Community and the Environment
As a national provider with facilities deeply embedded within local communities, we recognise and prioritise our responsibility to manage the impact of our operations. Our 'Good Neighbour' policy, understood by all staff, guides our commitment to active community engagement.
This year, we significantly focused on creating local employment opportunities, aiming for our new hires residing within twenty miles of our services where possible, strengthening local economies.
We actively engage with local stakeholders to understand and address specific community needs, for instance we have a number of services that contribute to a local community projects and wider events such as PRIDE.
We are also acutely aware of our environmental footprint. This year, we made submitted and made progress on our obligations under the Energy Savings Opportunity Scheme (ESOS). Key actions included conducting energy audits across all our sites, implementing radiator controls, or investing in more efficient heating systems].
These initiatives are integral to our ongoing commitment to minimise our environmental impact and work towards a net-zero approach, ensuring we contribute positively to a sustainable future while maintaining the highest level of care for children/young people and supported adults. We regularly monitor our energy consumption and evaluate opportunities for further reductions.
(f) The Need to Act Fairly as Between Members of the Company
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HEXAGON CARE SERVICES LIMITED
STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2025
The Company is committed to acting with integrity, transparency, and courtesy in all its business relationships, consistently considering the interests of all members (shareholders) and broader stakeholders when making decisions for the overall good of the Group.
Fairness to our members is ensured through clear and consistent communication of financial performance, transparent governance structures, and equitable dividend policies that balance short-term returns with long-term investment for sustainable growth.
In October 2026 the Group’s Finance Director, Tim Horrocks, succeeded Simon Hammond, who stepped down from his role, as the Chief Executive Officer for the Group. Tim has been with the company for 14 years and brings a wealth of experience to the role. In his many years as Finance Director Tim has navigated Hexagon through some of our most challenging periods, including Covid-19 and the current cost of living crisis. He has played a key role in the Groups success to date and has been an instrumental part in developing the Groups current strategic plan. His appointment will help ensure there is continuity and consistency and that Hexagon Care continues to maintain its commitment to exceptional quality.
Our robust governance framework, where the Senior Leadership Team’s management and supervision are overseen by the Board of Operational Directors, with crucial feedback channels to the main Company Board comprising both Executive and Non-Executive Directors, reinforces this commitment.
The diverse perspectives of our Non-Executive Directors, in particular, provide independent challenge and oversight, ensuring that decisions are balanced, fair, and promote the long-term success of the Group for the benefit of all its members.
Fairness to our members is ensured through clear and consistent communication of financial performance, transparent governance structures, and equitable dividend policies that balance short-term returns with long-term investment for sustainable growth.
In October 2026 the Group’s Finance Director, Tim Horrocks, succeeded Simon Hammond, who stepped down from his role, as the Chief Executive Officer for the Group. Tim has been with the company for 14 years and brings a wealth of experience to the role. In his many years as Finance Director Tim has navigated Hexagon through some of our most challenging periods, including Covid-19 and the current cost of living crisis. He has played a key role in the Groups success to date and has been an instrumental part in developing the Groups current strategic plan. His appointment will help ensure there is continuity and consistency and that Hexagon Care continues to maintain its commitment to exceptional quality.
Our robust governance framework, where the Senior Leadership Team’s management and supervision are overseen by the Board of Operational Directors, with crucial feedback channels to the main Company Board comprising both Executive and Non-Executive Directors, reinforces this commitment.
The diverse perspectives of our Non-Executive Directors, in particular, provide independent challenge and oversight, ensuring that decisions are balanced, fair, and promote the long-term success of the Group for the benefit of all its members.
This report was approved by the board on 24 December 2025 and signed on its behalf.
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HEXAGON CARE SERVICES LIMITED
DIRECTORS' REPORT
FOR THE YEAR ENDED 31 MARCH 2025
The directors present their report and the financial statements for the year ended 31 March 2025.
The directors are responsible for preparing the Strategic report, the Directors' report and the financial statements in accordance with applicable law and regulations.
In preparing these financial statements, the directors are required to:
∙select suitable accounting policies for the Company's financial statements and then apply them consistently;
∙make judgments and accounting estimates that are reasonable and prudent;
∙state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements;
∙prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in business.
The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company's transactions and disclose with reasonable accuracy at any time the financial position of the Company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The profit for the year, after taxation, amounted to £4,730,290 (2024 - £3,908,162).
Dividends amounting to £897,600 (2024 - £836,400) were paid during the year. The directors do not recommend any further dividends for the year.
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HEXAGON CARE SERVICES LIMITED
DIRECTORS' REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2025
The directors who served during the year were:
Since the year end Hexagon Care Services has opened a 36 place independent school and two further children’s homes. There are also a number of new children’s homes in the pipeline which are expected to open in the next 6 months.
The company continues to liaise with Local Authorities in terms of supporting them with meeting their sufficiency requirements for the future.
The company continues to liaise with Local Authorities in terms of supporting them with meeting their sufficiency requirements for the future.
The company's personnel policies ensure that all its employees are made aware on a regular basis of the company's policies, programmes and progress and that they are consulted on a regular bais on decisions taken which are likely to affect their interests.
See Directors' statement of compliance with duty to promote the success of the Group within the Strategic Report.
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HEXAGON CARE SERVICES LIMITED
DIRECTORS' REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2025
In April 2019, the Department for Business, Energy and Industrial Strategy introduced a new reporting regulation entitled the Streamlined Energy and Carbon Reporting Framework (“SECR”), replacing various other reporting requirements. Organisations subject to the SECR are required to include information relating to their energy usage and carbon emissions. This is the third year for which such disclosures apply to the Group.
The energy used by the Group in the year ended 31st March 2025 is as follows:
Scope 1 emissions are emissions from activies owned or controlled by the company that release emissions into the atmosphere. These include emissions from combustion in boilers, furnaces and vehicles. Scope 2 emissions are those associated with the company's consumption of purchased electricity, heat, steam and cooling. Scope 3 emissions are those emissions which occur at sources which the company does not own or control, primarily employee owned vehicles.
Scope 1 emissions in the year ended 31st March 2025 were as follows:
Scope 2 emissions in the year ended 31st March 2025 were as follows:
The energy used by the Group in the year ended 31st March 2025 is as follows:
Scope 1 emissions are emissions from activies owned or controlled by the company that release emissions into the atmosphere. These include emissions from combustion in boilers, furnaces and vehicles. Scope 2 emissions are those associated with the company's consumption of purchased electricity, heat, steam and cooling. Scope 3 emissions are those emissions which occur at sources which the company does not own or control, primarily employee owned vehicles.
Scope 1 emissions in the year ended 31st March 2025 were as follows:
Scope 2 emissions in the year ended 31st March 2025 were as follows:
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HEXAGON CARE SERVICES LIMITED
DIRECTORS' REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2025
Scope 3 emissions in the year ended 31st March 2025 were as follows:
The intensity measure used by the company is Tonnes of CO2e per available place. On this measure, the intensity value for the year ended 31st March 2025 is 5.21 Tonnes of CO2e per available place (2024 – 5.27)
The company has taken guidance from the UK Government Environmental Reporting Guidance (March 2019), the GHG Reporting Protocol - Corporate Standard, and from the UK Government GHG Coversion Factors for Company Reporting document for calculating carbon emissions. Energy usage information (gas and electricity) has been obtained from our utility bills. Fuel usage was taken from the fuel card expenditure for the year and the mileage used for employees own vehicles was taken from the employees mileage expense claims. CO2e emissions were calculated using the appropriate emission factors from the UK Government GHG conversion information.
The company takes its impact on the global climate seriously, recognising the importance of good environmental practice. Where feasible, the company is committed to adopting energy efficient measures to help reduce its iimpact on climate change.
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HEXAGON CARE SERVICES LIMITED
DIRECTORS' REPORT (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2025
The auditors, Langtons Professional Services Limited, will be proposed for reappointment in accordance with section 485 of the Companies Act 2006.
This report was approved by the board on 24 December 2025 and signed on its behalf.
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HEXAGON CARE SERVICES LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF HEXAGON CARE SERVICES LIMITED
We have audited the financial statements of Hexagon Care Services Limited (the 'Company') for the year ended 31 March 2025, which comprise the Statement of comprehensive income, the Statement of financial position, the Statement of changes in equity and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the Company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council's Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
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.
The other information comprises the information included in the Annual Report other than the financial statements and our Auditors' report thereon. The directors are responsible for the other information contained within the Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
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HEXAGON CARE SERVICES LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF HEXAGON CARE SERVICES LIMITED (CONTINUED)
In our opinion, based on the work undertaken in the course of the 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.
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HEXAGON CARE SERVICES LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF HEXAGON CARE SERVICES LIMITED (CONTINUED)
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 Auditors' 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 extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
The objectives of our audit, in respect to fraud, are:
• to identify and assess the risks of material misstatement of the financial statements due to fraud;
• to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses; and
• to respond appropriately to fraud or suspected fraud identified during the audit.
However, the primary responsibility for the prevention and detection of fraud rests with both those charged with governance of the entity and management.
Our approach was as follows:
• We obtained an understanding of the legal and regulatory frameworks that are applicable to the Company and determined that the most significant are those that relate to the reporting framework (FRS 102 and the Companies Act 2006), the relevant tax compliance regulations in the UK and the EU General Data Protection Regulation (GDPR).
• We understood how the Company is complying with those frameworks by making enquiries of management. Through consideration of the results of our audit procedures we were able to either corroborate or provide contrary evidence which was then followed up.
• Based on our understanding we designed our audit procedures to identify non-compliance with laws and regulations. Our procedures involved:
enquiries of management; and
journal entry testing, with a focus on journals indicating large or unusual transactions based on our understanding of the business.
• We assessed the susceptibility of the Company’s financial statements to material misstatement, including how fraud might occur by meeting with management to understand where it considered there was susceptibility to fraud. We also considered performance targets and their propensity to influence efforts made by management to manage revenue and earnings. Where the risk was considered to be higher, including areas impacting key performance indicators or management remuneration, we performed audit procedures to address each identified fraud risk or other risk of material misstatement. These procedures included those on revenue recognition detailed above, the assessment of items identified by management as non-recurring and testing manual journals and were designed to provide reasonable assurance that the financial statements were free from material fraud or error.
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HEXAGON CARE SERVICES LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF HEXAGON CARE SERVICES LIMITED (CONTINUED)
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our Auditors' 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 Auditors' 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.
for and on behalf of
Chartered Accountants
Statutory Auditors
The Plaza
100 Old Hall Street
L3 9QJ
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HEXAGON CARE SERVICES LIMITED
STATEMENT OF COMPREHENSIVE INCOME
FOR THE YEAR ENDED 31 MARCH 2025
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HEXAGON CARE SERVICES LIMITED
REGISTERED NUMBER: 08885676
STATEMENT OF FINANCIAL POSITION
AS AT 31 MARCH 2025
The financial statements were approved and authorised for issue by the board and were signed on its behalf on 24 December 2025 .
The notes on pages 19 to 34 form part of these financial statements.
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HEXAGON CARE SERVICES LIMITED
STATEMENT OF CHANGES IN EQUITY
FOR THE YEAR ENDED 31 MARCH 2025
Page 18
HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
Hexagon Care Services Limited is a private limited company, limited by shares, incorporated in England and Wales. Its registered office is Unit 1 Tustin Court, Riversway, Preston, Lancashire, PR2 2YQ . The company number is 08885676.
2.Accounting policies
The financial statements have been prepared under the historical cost convention unless otherwise specified within these accounting policies and in accordance with Financial Reporting Standard 102, the Financial Reporting Standard applicable in the UK and the Republic of Ireland and the Companies Act 2006.
The presentational currency of these financial statements is pound sterling; the financial statements are rounded to the nearest pound.
The preparation of financial statements in compliance with FRS 102 requires the use of certain critical accounting estimates. It also requires management to exercise judgment in applying the Company's accounting policies (see note 3).
The following principal accounting policies have been applied:
The company has cash resources to meet its day to day working capital requirements with bank loans being used for expansion purposes only. Current forecasts indicate that the company expects to be able to meet its working capital requirements and loan repayments. Accordingly, the directors believe it is appropriate to prepare the financial statements on the going concern basis.
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HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
2.Accounting policies (continued)
Goodwill
Other intangible assets
All intangible assets are considered to have a finite useful life. If a reliable estimate of the useful life cannot be made, the useful life shall not exceed ten years.
Depreciation is charged so as to allocate the cost of assets less their residual value over their estimated useful lives, using the straight-line method.
Depreciation is provided on the following basis:
The assets' residual values, useful lives and depreciation methods are reviewed, and adjusted prospectively if appropriate, or if there is an indication of a significant change since the last reporting date.
Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognised in profit or loss.
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HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
2.Accounting policies (continued)
The Company has elected to apply the provisions of Section 11 “Basic Financial Instruments” of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the Company's Statement of financial position when the Company becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets
Basic financial assets, which include trade and other debtors, cash and bank balances, are initially measured at their transaction price (adjusted for transaction costs except in the initial measurement of financial assets that are subsequently measured at fair value through profit and loss) and are subsequently carried at their amortised cost using the effective interest method, less any provision for impairment, 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.
Discounting is omitted where the effect of discounting is immaterial. The Company's cash and cash equivalents, trade and most other debtors due with the operating cycle fall into this category of financial instruments.
Impairment of financial assets
At the end of each reporting period financial assets measured at amortised cost are assessed for objective evidence of impairment. If an asset is impaired the impairment loss is the difference between the carrying amount and the present value of the estimated cash flows discounted at the asset’s original effective interest rate. The impairment loss is recognised in profit or loss.
Financial assets are impaired when events, subsequent to their initial recognition, indicate the estimated future cash flows derived from the financial asset(s) have been adversely impacted. The impairment loss will be the difference between the current carrying amount and the present value of the future cash flows at the asset(s) original effective interest rate.
If there is a favourable change in relation to the events surrounding the impairment loss then the impairment can be reviewed for possible reversal. The reversal will not cause the current carrying amount to exceed the original carrying amount had the impairment not been recognised. The
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HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
2.Accounting policies (continued)
impairment reversal is recognised in the profit or loss.
Basic financial liabilities
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 the deduction of all its liabilities.
Basic financial liabilities, which include trade and other creditors, bank loans and other loans are initially measured at their transaction price (adjusting for transaction costs except in the initial measurement of financial liabilities that are subsequently measured at fair value through profit and loss). When this constitutes a financing transaction, whereby the debt instrument is measured at the present value of the future payments discounted at a market rate of interest, discounting is omitted where the effect of discounting is immaterial.
Debt instruments are subsequently carried at their amortised cost using the effective interest rate method.
Trade creditors are obligations to pay for goods and services that have been acquired in the ordinary course of business from suppliers. Trade creditors are classified as current liabilities if the payment is due within one year. If not, they represent non-current liabilities. Trade creditors are initially recognised at their transaction price and subsequently are measured at amortised cost using the effective interest method. Discounting is omitted where the effect of discounting is immaterial.
Derecognition of financial instruments
Derecognition of financial assets
Financial assets are derecognised when their contractual right to future cash flow expire, or are settled, or when the Company transfers the asset and substantially all the risks and rewards of ownership to another party. If significant risks and rewards of ownership are retained after the transfer to another party, then the Company will continue to recognise the value of the portion of the risks and rewards retained.
Derecognition of financial liabilities
Financial liabilities are derecognised when the Company's contractual obligations expire or are discharged or cancelled.
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HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
2.Accounting policies (continued)
Grants of a revenue nature are recognised in the Statement of comprehensive income in the same period as the related expenditure.
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HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
2.Accounting policies (continued)
Provisions are measured as the best estimate of the amount required to settle the obligation, taking into account the related risks and uncertainties.
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HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
The whole of the turnover is attributable to the operation and management of care homes, schools and therapeutic services for children / young people.
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HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
Page 26
HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
Page 27
HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
11.Taxation (continued)
There were no factors that may affect future tax charges.
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HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
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HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
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HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
Page 31
HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
Page 32
HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
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Profit & loss account
The company operates a defined contributions pension scheme. The assets of the scheme are held separately from those of the company in an independently administered fund. The pension cost charge represents contributions payable by the company to the fund. Contributions totalling £337,053 (2024 - £278,871) were payable to the fund at the balance sheet date and are included in creditors.
Page 33
HEXAGON CARE SERVICES LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
The company is a wholly owned subsidiary of HCS Group Limited, a company incorporated in the United Kingdom, for the whole year. Copies of the parent company accounts may be obtained from Companies House, Cardiff, CF14 3UZ.
The controlling party of the company is M. Bell.
The controlling party of the company is M. Bell.
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