Registered number: 10629127
FOR THE YEAR ENDED 30 SEPTEMBER 2025
MAGROCK GROUP LIMITED
COMPANY INFORMATION
MAGROCK GROUP LIMITED
CONTENTS
MAGROCK GROUP LIMITED
GROUP STRATEGIC REPORT
FOR THE YEAR ENDED 30 SEPTEMBER 2025
The director presents his strategic report with the audited financial statements of the Group for the year ended 30 September 2025.
Principal activity
The principal activity of Magrock Group Limited is that of a holding company.
The principal activity of Magrock Ltd, the subsidiary of Magrock Group Limited in the year under review was that of main contractor specialising in the delivery of new build, fit out and refurbishment projects in the industrial, commercial, logistics and retail sectors.
Principal activity
The principal activity of Magrock Group Limited is that of a holding company.
The principal activity of Magrock Ltd, the subsidiary of Magrock Group Limited in the year under review was that of main contractor specialising in the delivery of new build, fit out and refurbishment projects in the industrial, commercial, logistics and retail sectors.
The Group has shown a strong year of growth with revenue increasing by 10.1%, profit margins remaining strong and multiple projects awarded by both existing and new clients.
Key highlights for the period are demonstrated below:
Key highlights for the period are demonstrated below:
The Group has cash and cash equivalents at the end of the year of £26,254,379 (2024 - £23,682,420). Throughout the year, the Group was able to meet all of its payment obligations and continues to manage its working capital without the need to raise finance.
We continue to invest in people and resources to support our growth increasing our staff numbers from 80 in 2024 to 98 in 2025 and achieving the Investors in People accreditation. This has prompted a number of changes in our working ways based on our employees’ feedback, a trial of a 4.5 day working week has been carried out which has resulted in the introduction of a three-day weekend in the next period for all employees with no reduction in working days across the business, enhanced benefits and new initiatives.
This period saw a number of internal promotions to a new level of Senior Management which will additionally support the projects and ensure our reputation for delivering quality projects is upheld. We have also introduced another Construction Director to support further expansion plans.
We achieved BREEAM ‘Outstanding’ on three projects and ‘Excellent’ on all other new build projects built in the period with all schemes achieving EPC A/A+ ratings. We have also introduced an in-house BREEAM department with qualified BREEAM Assessors and Accredited Professionals to both provide assistance to our project teams and clients in achieving the relevant BREEAM award and provide a fully integrated service to manage the process from design stage to post construction.
We have continued to invest in our Midlands region with the introduction of dedicated design and pre-construction teams to provide support for our Midlands based team and clients.
We recognise the need to demonstrate our covenant strength to existing and potential clients in an uncertain market. With a number of contractors going into administration strengthening clients’ requirements for performance bonds, we have focused on increasing our balance sheet to ensure we can meet these requirements.
We also have the ability to provide Parent Company Guarantees through Magrock Group Ltd, further supporting our commitment to meeting client requirements and providing the necessary confidence.
This period saw a number of internal promotions to a new level of Senior Management which will additionally support the projects and ensure our reputation for delivering quality projects is upheld. We have also introduced another Construction Director to support further expansion plans.
We achieved BREEAM ‘Outstanding’ on three projects and ‘Excellent’ on all other new build projects built in the period with all schemes achieving EPC A/A+ ratings. We have also introduced an in-house BREEAM department with qualified BREEAM Assessors and Accredited Professionals to both provide assistance to our project teams and clients in achieving the relevant BREEAM award and provide a fully integrated service to manage the process from design stage to post construction.
We have continued to invest in our Midlands region with the introduction of dedicated design and pre-construction teams to provide support for our Midlands based team and clients.
We recognise the need to demonstrate our covenant strength to existing and potential clients in an uncertain market. With a number of contractors going into administration strengthening clients’ requirements for performance bonds, we have focused on increasing our balance sheet to ensure we can meet these requirements.
We also have the ability to provide Parent Company Guarantees through Magrock Group Ltd, further supporting our commitment to meeting client requirements and providing the necessary confidence.
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MAGROCK GROUP LIMITED
GROUP STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Business review (continued)
Health and Safety
Health and Safety is the main focus at Magrock, and we continue to maintain excellent safety standards, aiming to deliver incident and accident-free projects.
We promote a positive and proactive health and safety culture which is built on visible leadership, personal responsibility and genuine care for the health, safety, wellbeing and environment of everyone affected by our work. We promote a ‘don’t walk by’ mindset where everyone is expected to challenge and take action when something isn’t right.
We recognise the nature of our work and where greater planning, control and attention are required to manage risk effectively. We achieve this through setting clear standards, competent supervision, effective training and a commitment to learning from incidents, observations and good practice.
We recognise that our strongest performance is achieved when operational and commercial teams work in genuine partnership on site. When this synergy is present, decisions are better informed, risks are better controlled and standards are consistently higher.
Our health and safety culture reflects how our people experience safety day to day, and we actively measure, listen and respond to feedback to continually strengthen behaviours and performance across the business.
We are committed to the continued improvement to our health and safety standards, policies and procedures and have implemented numerous changes to further strengthen them with objectives set for 2026 for further improve standards.
In addition to our existing health and safety accreditations such as ISO 45001 and CHAS we are also members of the British Safety Council and The Royal Society for the Prevention of Accidents (RoSPA).
Environmental, Social and Governance
We understand the responsibilities we have to the economic, environmental and social wellbeing requirements of the communities we work in and are committed to delivering lasting sustainable values to meet these requirements.
We have committed to increasing social value across the business and being active in the local communities where we operate, this includes local employment, community partnerships and charity fundraising. We have also introduced a charity incentive scheme for all members of staff in which they can nominate a registered charity of their choice to receive a donation directly from the group.
Every project is registered with the Considerate Constructors Scheme. This scheme provides us with a platform to monitor our performance against industry averages and set Objectives and Key Results (OKRs) for further improvements.
We have introduced dedicated environmental and compliance audits on all projects to ensure legislation and regulations are adhered to as well ensuring our principles, policies and procedures are upheld. This information is monitored as part of our OKRs and fed back to board level to assist in identifying trends and areas that require improvement.
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MAGROCK GROUP LIMITED
GROUP STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 30 SEPTEMBER 2025
The group operates in a high-risk environment both operationally and commercially. The management of these risks is integral to all of our activities.
Risks are formally reviewed by the director and appropriate processes put in place to monitor and mitigate them. If more than one event occurs, it is possible that the overall effect of such events would compound the possible adverse effects on the group. The key business risks affecting the group are set out below.
Economic Conditions
Although the construction industry is continuing to see strong market performance, there remains uncertainty regarding our domestic and global economics. Political influences, cost inflation or reduced consumer and business confidence may delay new projects or impact project financing. In addition to inflation, interest rates are also hindering investment decisions and pose a threat to future projects as well new challenges arising in planning and achieving net-zero objects within the built environment.
We are continuing to face project delays as the time period from tender to project award has typically extended due to developers continuing to wait for economic improvements through interest rate reductions.
We deal with these changes by dedicating a significant amount of time to maintaining and expanding our trusted network of construction partners. This is a collaborative process during which we hold our partners to the same high standards and expectations as ourselves to ensure a seamless, efficient and effective construction process. Such an approach aims to minimise and, wherever feasible, mitigate risks in the schedule project programme.
Competition
The group operates in a highly competitive and homogenous market particularly around price and service. This results not only in downward pressure on margins but also the risk of not meeting customers' expectations.
We have seen larger contractors pushing into the market we operate in due to fewer large-scale schemes being developed, increasing competition further and decreasing the opportunity we have on smaller schemes. To mitigate against the impact of added competition plus any downturn in the industrial sector we are actively working on diversifying our projects and broadening the sectors we operate in allowing us to sustain our turnover and future proof further plans for expansion.
We have made a significant impact in the industry through our commitment to excellence in project delivery and have successfully crafted a refreshing and unique proposition for developers. Referred to as ‘The Magrock Way’ we place the upmost importance on cultivating strong relationships and maintaining an unwavering focus on design, quality, safety and sustainability. By fostering interconnected working relationships, we ensure the delivery of construction projects with impeccable precision and uncompromising quality.
This focus on delivering a superior product and service begins and ends with the implementation of our robust operational standards and procedures. As a result, our dedication to service excellence, expertise and stringent standards consistently surpasses our clients’ expectations.
Employees
Performance depends significantly on its directors, senior management and other key employees. The resignation of these individuals and the inability to recruit people with the right experience and skills from the market could adversely impact the group's results. To mitigate these issues, the subsidiary board of directors has implemented programmes and schemes to retain such key individuals including an ongoing training programme and a reward scheme.
Risks are formally reviewed by the director and appropriate processes put in place to monitor and mitigate them. If more than one event occurs, it is possible that the overall effect of such events would compound the possible adverse effects on the group. The key business risks affecting the group are set out below.
Economic Conditions
Although the construction industry is continuing to see strong market performance, there remains uncertainty regarding our domestic and global economics. Political influences, cost inflation or reduced consumer and business confidence may delay new projects or impact project financing. In addition to inflation, interest rates are also hindering investment decisions and pose a threat to future projects as well new challenges arising in planning and achieving net-zero objects within the built environment.
We are continuing to face project delays as the time period from tender to project award has typically extended due to developers continuing to wait for economic improvements through interest rate reductions.
We deal with these changes by dedicating a significant amount of time to maintaining and expanding our trusted network of construction partners. This is a collaborative process during which we hold our partners to the same high standards and expectations as ourselves to ensure a seamless, efficient and effective construction process. Such an approach aims to minimise and, wherever feasible, mitigate risks in the schedule project programme.
Competition
The group operates in a highly competitive and homogenous market particularly around price and service. This results not only in downward pressure on margins but also the risk of not meeting customers' expectations.
We have seen larger contractors pushing into the market we operate in due to fewer large-scale schemes being developed, increasing competition further and decreasing the opportunity we have on smaller schemes. To mitigate against the impact of added competition plus any downturn in the industrial sector we are actively working on diversifying our projects and broadening the sectors we operate in allowing us to sustain our turnover and future proof further plans for expansion.
We have made a significant impact in the industry through our commitment to excellence in project delivery and have successfully crafted a refreshing and unique proposition for developers. Referred to as ‘The Magrock Way’ we place the upmost importance on cultivating strong relationships and maintaining an unwavering focus on design, quality, safety and sustainability. By fostering interconnected working relationships, we ensure the delivery of construction projects with impeccable precision and uncompromising quality.
This focus on delivering a superior product and service begins and ends with the implementation of our robust operational standards and procedures. As a result, our dedication to service excellence, expertise and stringent standards consistently surpasses our clients’ expectations.
Employees
Performance depends significantly on its directors, senior management and other key employees. The resignation of these individuals and the inability to recruit people with the right experience and skills from the market could adversely impact the group's results. To mitigate these issues, the subsidiary board of directors has implemented programmes and schemes to retain such key individuals including an ongoing training programme and a reward scheme.
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MAGROCK GROUP LIMITED
GROUP STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Supply Chain
A continued number of insolvencies of well-established and reputable contractors across the industry in 2025 means the risk our supply chain being affected remains high. To mitigate any impact, we work closely with our supply chain to ensure they can deliver our commitments. We also monitor their financial stability closely via credit checks, confirming references and setting appropriate credit terms.
Instability in material prices or supply chain delays can also affect both project budgets and programmes. We mitigate any cost increases through early procurement, strategic supplier partnerships and value engineering through the pre-construction stage.
Contract Losses
Due to the relatively small profit margins on contracts any losses can have a significant impact on the business. This is mitigated by the robust processes in all areas of the project from tender through to post-construction.
The group also has a thorough commercial review process of all projects to ensure that profit margins are maintained, any issues are identified early and managed effectively. This process includes continuously reviewing the project risks and opportunities.
Insurance / Surety Markets
With insurance premiums continuing to increase and availability of products tightening we work hard to meet clients’ expectations and requirements, particularly where funding is involved. We engage with clients to keep them informed of the market conditions and provide alternative mechanisms under the contract.
With the surety market being hit by a number of high-profile insolvencies the provision of performance bonds has become more challenging. To make sure we are in the best position possible we work hard to ensure our balance sheet and cash positions remain strong and work with our facility providers continuously to provide confidence in the company.
Financial exposure
The group is exposed to client credit risk, payment delays and supply chain volatility. To mitigate this, we ensure thorough contract reviews and ongoing financial monitoring of clients and supply chain members.
The group has no external debt and strong liquidity with cash balances at the end of the year of £26,254,379. Cashflow is monitored on a regular basis with credit terms negotiated with both clients and supply chain to ensure all liabilities are paid as they fall due without the need of external financing.
A continued number of insolvencies of well-established and reputable contractors across the industry in 2025 means the risk our supply chain being affected remains high. To mitigate any impact, we work closely with our supply chain to ensure they can deliver our commitments. We also monitor their financial stability closely via credit checks, confirming references and setting appropriate credit terms.
Instability in material prices or supply chain delays can also affect both project budgets and programmes. We mitigate any cost increases through early procurement, strategic supplier partnerships and value engineering through the pre-construction stage.
Contract Losses
Due to the relatively small profit margins on contracts any losses can have a significant impact on the business. This is mitigated by the robust processes in all areas of the project from tender through to post-construction.
The group also has a thorough commercial review process of all projects to ensure that profit margins are maintained, any issues are identified early and managed effectively. This process includes continuously reviewing the project risks and opportunities.
Insurance / Surety Markets
With insurance premiums continuing to increase and availability of products tightening we work hard to meet clients’ expectations and requirements, particularly where funding is involved. We engage with clients to keep them informed of the market conditions and provide alternative mechanisms under the contract.
With the surety market being hit by a number of high-profile insolvencies the provision of performance bonds has become more challenging. To make sure we are in the best position possible we work hard to ensure our balance sheet and cash positions remain strong and work with our facility providers continuously to provide confidence in the company.
Financial exposure
The group is exposed to client credit risk, payment delays and supply chain volatility. To mitigate this, we ensure thorough contract reviews and ongoing financial monitoring of clients and supply chain members.
The group has no external debt and strong liquidity with cash balances at the end of the year of £26,254,379. Cashflow is monitored on a regular basis with credit terms negotiated with both clients and supply chain to ensure all liabilities are paid as they fall due without the need of external financing.
The group constantly reviews both financial and non-financial key performance indicators in order to assess group performance. These include revenue, gross profit margin, overhead control, cash balance, contract values, health and safety record including accident frequency rate, audit results, client satisfaction and retention, supply chain relationships, employee retention and business sustainability.
The Group's principal financial instruments comprise of bank and balances, trade creditors, trade debtors, and finance lease arrangements. The main purpose of the instruments is to finance the Group's operations. Trade debtors are managed in respect of credit and cash flow risk by policies concerning the credit offered to customers and the regular monitoring of amounts outstanding for both time and credit limits.
The Group's principal financial instruments comprise of bank and balances, trade creditors, trade debtors, and finance lease arrangements. The main purpose of the instruments is to finance the Group's operations. Trade debtors are managed in respect of credit and cash flow risk by policies concerning the credit offered to customers and the regular monitoring of amounts outstanding for both time and credit limits.
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MAGROCK GROUP LIMITED
GROUP STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 30 SEPTEMBER 2025
With our average project size increasing year on year and the number of projects awarded increasing the business will continue to see the turnover growth continue into 2026.
Despite uncertainties in the wider economy, we have experienced an increase in tender enquiries with a consistent level of projects continuing to be awarded. We have heavily invested in our pre-construction department to ensure we have the experience and capability to continue to meet this demand, increase our market share, price diversification projects effectively and insulate the business against some of the long-term uncertainties.
Our Investors in People status reflects our commitment to excellence in people management and developments and the introduction of the three-day weekend across the business reinforces our dedication to ensuring we retain and attract the very best talent.
We will continue to invest in our people, increasing the number of both operational staff and support staff to support the continued controlled growth of the company. With an extensive schedule of training will also be developing our talented employees and encouraging their professional development.
The introduction of a Technical Director position with the internal promotion of Chris Threadgill from Head of Design will strengthen our already established design team as well as providing support and guidance to both bid and project teams to ensure compliant, cost effective and coordinated designs are achieved across all schemes. As well as managing the Design team, Chris is dedicated to developing our in house BREEAM service, managing and enhancing Research & Development across the business, continuing with CPD sessions for staff in conjunction with our supply chain members and ensuring all technical areas of the business are covered.
We are committed to fostering continuous innovation in developing our standards and enhancing our services. We aim to attract and onboard more exceptional talent from the industry, expanding our team and further solidifying our reputation across the sectors we serve.
With a forward order book in excess of £100m we are on target for continued organic growth. This growth will be driven by repeat business with both existing and new clients whilst diversifying into new sectors.
Despite uncertainties in the wider economy, we have experienced an increase in tender enquiries with a consistent level of projects continuing to be awarded. We have heavily invested in our pre-construction department to ensure we have the experience and capability to continue to meet this demand, increase our market share, price diversification projects effectively and insulate the business against some of the long-term uncertainties.
Our Investors in People status reflects our commitment to excellence in people management and developments and the introduction of the three-day weekend across the business reinforces our dedication to ensuring we retain and attract the very best talent.
We will continue to invest in our people, increasing the number of both operational staff and support staff to support the continued controlled growth of the company. With an extensive schedule of training will also be developing our talented employees and encouraging their professional development.
The introduction of a Technical Director position with the internal promotion of Chris Threadgill from Head of Design will strengthen our already established design team as well as providing support and guidance to both bid and project teams to ensure compliant, cost effective and coordinated designs are achieved across all schemes. As well as managing the Design team, Chris is dedicated to developing our in house BREEAM service, managing and enhancing Research & Development across the business, continuing with CPD sessions for staff in conjunction with our supply chain members and ensuring all technical areas of the business are covered.
We are committed to fostering continuous innovation in developing our standards and enhancing our services. We aim to attract and onboard more exceptional talent from the industry, expanding our team and further solidifying our reputation across the sectors we serve.
With a forward order book in excess of £100m we are on target for continued organic growth. This growth will be driven by repeat business with both existing and new clients whilst diversifying into new sectors.
Section 172 statement
Section 172 of the Companies Act 2006 requires directors to act in a way that they consider, in good faith, would be most likely to promote the success of the Group for the benefit of its members as a whole. In doing so, directors must have regard to all the various stakeholders of the Group, as well as our impact on the community and the environment, and the likely consequences of strategic decisions in the long term.
As set out in this strategic report Magrock complies with these requirements. We interact regularly and openly with stakeholders, including employees, suppliers and clients. We are taking steps to reduce our impact on both the environment and the local areas in which we operate, whilst encouraging and maintaining high standards of quality and conduct.
The Board of Directors is responsible for setting the Group’s overall strategy and maintaining oversight of its activities. The Board believes that having regard to each of these stakeholder groups ensures the proper discharge of their duties under section 172.
Section 172 of the Companies Act 2006 requires directors to act in a way that they consider, in good faith, would be most likely to promote the success of the Group for the benefit of its members as a whole. In doing so, directors must have regard to all the various stakeholders of the Group, as well as our impact on the community and the environment, and the likely consequences of strategic decisions in the long term.
As set out in this strategic report Magrock complies with these requirements. We interact regularly and openly with stakeholders, including employees, suppliers and clients. We are taking steps to reduce our impact on both the environment and the local areas in which we operate, whilst encouraging and maintaining high standards of quality and conduct.
The Board of Directors is responsible for setting the Group’s overall strategy and maintaining oversight of its activities. The Board believes that having regard to each of these stakeholder groups ensures the proper discharge of their duties under section 172.
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MAGROCK GROUP LIMITED
GROUP STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 30 SEPTEMBER 2025
This report was approved by the board and signed on its behalf.
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MAGROCK GROUP LIMITED
DIRECTOR'S REPORT
FOR THE YEAR ENDED 30 SEPTEMBER 2025
The director presents his report and the financial statements for the year ended 30 September 2025.
The director is responsible for preparing the Group strategic report, the Director's report and the consolidated financial statements in accordance with applicable law and regulations.
In preparing these financial statements, the director is required to:
∙select suitable accounting policies for the Group'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 Group will continue in business.
The director is 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 the Group and to enable him to ensure that the financial statements comply with the Companies Act 2006. He is also responsible for safeguarding the assets of the Company and the Group 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 £1,710,341 (2024 - £3,514,962).
The directors do not propose payment of any further dividends in respect of the year (2024 - £Nil).
The director who served during the year was:
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MAGROCK GROUP LIMITED
DIRECTOR'S REPORT (CONTINUED)
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Financial risk management
The Group's funding, liquidity and exposure to interest rate risks are managed by the director. The management of this is conducted within a framework of policies and guidelines authorised by the board.
The Group's financial instruments comprise cash and liquid resources, finance agreements and various items such as trade debtors and trade creditors that arise directly from its operating activities. The main purpose of the financial instruments is to raise finance for the company's operations.
The Group publishes its financial statements in pounds sterling and conducts business in sterling. The foreign currency risk is considered minimal.
It is, and has been throughout the year under review, the Group's policy that no trading in financial instruments shall be undertaken.
Liquidity and cashflow risk
As regards liquidity, the Group's policy throughout the year has been to ensure continuity of funding through proactive working capital management and continued focus on strengthening the balance sheet position and maintaining a surplus cash position.
Interest rate risk
The Group has minimal borrowing to finance it's operations. The Group has finance lease and hire purchase contracts, but risk is considered minimal based on the total value of finance obtained.
The board will consider the appropriateness of financing should the operations change significantly in size or nature.
The Group's funding, liquidity and exposure to interest rate risks are managed by the director. The management of this is conducted within a framework of policies and guidelines authorised by the board.
The Group's financial instruments comprise cash and liquid resources, finance agreements and various items such as trade debtors and trade creditors that arise directly from its operating activities. The main purpose of the financial instruments is to raise finance for the company's operations.
The Group publishes its financial statements in pounds sterling and conducts business in sterling. The foreign currency risk is considered minimal.
It is, and has been throughout the year under review, the Group's policy that no trading in financial instruments shall be undertaken.
Liquidity and cashflow risk
As regards liquidity, the Group's policy throughout the year has been to ensure continuity of funding through proactive working capital management and continued focus on strengthening the balance sheet position and maintaining a surplus cash position.
Interest rate risk
The Group has minimal borrowing to finance it's operations. The Group has finance lease and hire purchase contracts, but risk is considered minimal based on the total value of finance obtained.
The board will consider the appropriateness of financing should the operations change significantly in size or nature.
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MAGROCK GROUP LIMITED
DIRECTOR'S REPORT (CONTINUED)
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Streamlined Energy & Carbon Reporting (SECR)
Below we provide the group’s declaration under the Government Streamlined Energy and Carbon Reporting (SECR) regulations, which are part of The Companies (Directors' Report) and Limited Liability partnerships (Energy and Carbon Report) Regulations 2018.
SECR Organisational Boundaries
The GHG inventory includes all GHG emissions issued from our business activities. The GHG emissions were consolidated according to a control approach. Thus, all GHG emissions and removals from facilities over which Magrock has operational control were taken into account. Magrock is a large unquoted group.
Operational Boundaries
Definition of the operational boundaries began by identifying all GHG sources that Magrock should include in its inventory. These were subdivided into three different categories:
Scope 1: DIRECT GHG EMISSIONS are emissions issued from sources directly controlled by the Magrock, such as stationary combustion equipment used for building heating.
Scope 2: ENERGY INDIRECT EMISSIONS are emissions issued from electricity production, or from the imported heat or vapor consumed in the buildings and equipment operation, provided by an external entity (sources out of the organizational boundaries).
Scope 3: OTHER INDIRECT GHG EMISSIONS are emissions issued from the Magrock activities but from sources controlled by external enterprises, such as waste disposal (transport and processing) and the transportation of employees.
Methodology
This report was produced in accordance with the ‘Greenhouse Gas (GHG) Reporting Protocol - Corporate Standard' methodology, DESNZ ‘Environmental Reporting Guideline including Streamlined Energy and Carbon Reporting Requirements Guidance’, and in line with the Planet Mark Code of Conduct.
Omissions
None.
Adjustments to base year
Adjusted base year and previous reporting year emission calculations discounting fugitive/process emissions & electricity transmission and distribution losses.
Identification of GHG sources
The potential GHG emissions sources are:
Fixed combustion: combustion of fossil fuels in fixed installations such as central heating boilers, turbines, radiators, motors, and flares.
Mobile combustion: combustion of fossil fuels in motorised equipment such as cars, trucks, bus, trains, planes, and ships.
Emissions from physical or chemical processes: emissions resulting from physical or chemical processes such as CO2 emissions from acetylene combustion and consumed dry iced.
Fugitive emissions: intentional or non-intentional (leaks) discharges such as GHG emissions from wastewater treatment and refrigerants.
Selection and collection of GHG activity data
Selection and data collection were based on primary and secondary information sources. Primary sources collected were from one of two distinctive methods:
Direct interviews with stakeholders
Official documentation, such as bills and invoices
Secondary information sources were obtained through our website and other publicly available information
Below we provide the group’s declaration under the Government Streamlined Energy and Carbon Reporting (SECR) regulations, which are part of The Companies (Directors' Report) and Limited Liability partnerships (Energy and Carbon Report) Regulations 2018.
SECR Organisational Boundaries
The GHG inventory includes all GHG emissions issued from our business activities. The GHG emissions were consolidated according to a control approach. Thus, all GHG emissions and removals from facilities over which Magrock has operational control were taken into account. Magrock is a large unquoted group.
Operational Boundaries
Definition of the operational boundaries began by identifying all GHG sources that Magrock should include in its inventory. These were subdivided into three different categories:
Scope 1: DIRECT GHG EMISSIONS are emissions issued from sources directly controlled by the Magrock, such as stationary combustion equipment used for building heating.
Scope 2: ENERGY INDIRECT EMISSIONS are emissions issued from electricity production, or from the imported heat or vapor consumed in the buildings and equipment operation, provided by an external entity (sources out of the organizational boundaries).
Scope 3: OTHER INDIRECT GHG EMISSIONS are emissions issued from the Magrock activities but from sources controlled by external enterprises, such as waste disposal (transport and processing) and the transportation of employees.
Methodology
This report was produced in accordance with the ‘Greenhouse Gas (GHG) Reporting Protocol - Corporate Standard' methodology, DESNZ ‘Environmental Reporting Guideline including Streamlined Energy and Carbon Reporting Requirements Guidance’, and in line with the Planet Mark Code of Conduct.
Omissions
None.
Adjustments to base year
Adjusted base year and previous reporting year emission calculations discounting fugitive/process emissions & electricity transmission and distribution losses.
Identification of GHG sources
The potential GHG emissions sources are:
Fixed combustion: combustion of fossil fuels in fixed installations such as central heating boilers, turbines, radiators, motors, and flares.
Mobile combustion: combustion of fossil fuels in motorised equipment such as cars, trucks, bus, trains, planes, and ships.
Emissions from physical or chemical processes: emissions resulting from physical or chemical processes such as CO2 emissions from acetylene combustion and consumed dry iced.
Fugitive emissions: intentional or non-intentional (leaks) discharges such as GHG emissions from wastewater treatment and refrigerants.
Selection and collection of GHG activity data
Selection and data collection were based on primary and secondary information sources. Primary sources collected were from one of two distinctive methods:
Direct interviews with stakeholders
Official documentation, such as bills and invoices
Secondary information sources were obtained through our website and other publicly available information
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MAGROCK GROUP LIMITED
DIRECTOR'S REPORT (CONTINUED)
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Energy Intensity Ratio
SECR requires organisations to express the organisation's emissions by way of at least one intensity ratio. Intensity ratios compare emissions data with an appropriate business metric or financial indicator.
Chosen intensity ratio: tCO2e/employee (annual average FTE headcount).
Results
The following table provides details our GHG emissions between 01/10/2024 to 30/09/2025. Emissions were calculated GHG Protocol Corporate Standard.
Reporting Year: 01/10/2024 to 30/09/25
Base Year: 01/10/2022 to 30/09/23
Methodology: GHG Protocol
Organisation Boundary: Operational Control
SECR requires organisations to express the organisation's emissions by way of at least one intensity ratio. Intensity ratios compare emissions data with an appropriate business metric or financial indicator.
Chosen intensity ratio: tCO2e/employee (annual average FTE headcount).
Results
The following table provides details our GHG emissions between 01/10/2024 to 30/09/2025. Emissions were calculated GHG Protocol Corporate Standard.
Reporting Year: 01/10/2024 to 30/09/25
Base Year: 01/10/2022 to 30/09/23
Methodology: GHG Protocol
Organisation Boundary: Operational Control
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MAGROCK GROUP LIMITED
DIRECTOR'S REPORT (CONTINUED)
FOR THE YEAR ENDED 30 SEPTEMBER 2025
* Non-mandatory GHG emission sources
** T&D and WTt emissions significantly more accounited for in current year
Energy Efficient Activities
We undertook the following energy efficiency activities during the assessment period:
• Switch of main fuel source for site welfare from white diesel to HVO from February 2025, preventing the
emittance of approximately 265TCO2.
• Establishment of ESG department in March 2025 demonstrating commitment to continuous improvement
in this pivotal element of our business.
• Establishment of increased scope 3 reporting via BRE SmartWaste system.
• Continued commitment to Planet Mark certification.
• Use of community wood recycling scheme across all Magrock sites, equating to 70T of wood rescued
from waste stream, saving 33TCO2.
• Achieving 99% landfill diversion rate for waste generated on Magrock projects in the reporting period.
• Replacement of Magrock controlled fleet van to hybrid model.
• 74% of Magrock projects to date achieving BREEAM ‘Excellent’ or ‘Outstanding’ accreditations.
• Continuation off car-sharing incentive for employees.
• Prioritisation of local procurement initiatives.
Delivering Social Value
We are committed to delivering meaningful social impact to the communities in which we operate. In this financial year, we generated more than £390,000 worth of social value contributions (£4,443 per employee). We prioritise procurement from local suppliers and SMEs, actively engage in community outreach programmes, and support local employment through apprenticeships and work placement opportunities. Our company-wide charitable initiatives are widely supported by employees and reflect our commitment to operating responsible and contributing to a broader social purpose.
Driving Progress
During the reporting period, we have made strong progress towards better understanding our impact as a business, strengthening our sustainability governance (14% increase in data quality score for Planet Mark audit). A key achievement this year is the establishment of an ESG department with a dedicated lead, providing greater focus, accountability and oversight of our environmental and social performance. Reporting capability was enhanced through the expansion of our Scope 3 emissions monitoring, supporting improved data quality and broader emissions coverage. Significant improvements are planned for the coming year, expanding the scope, accuracy and maturity of our carbon and energy reporting.
In the next reporting period, we will formalise and outline our net-zero transition plan, setting out clear short, medium and long-term decarbonisation goals. Progress towards net-zero will be supported by ongoing fuel switching, fleet optimisation, waste reduction and lower-carbon solutions. These will be overseen with strengthened governance mechanisms to ensure accountability and measurable progress towards our net-zero ambitions.
Building on our momentum from this period, we look ahead to the coming year with a strong focus on delivery, transparency and continued progress towards our long-term sustainability goals. We will focus on translating intent into impact as we continue towards responsible growth.
** T&D and WTt emissions significantly more accounited for in current year
Energy Efficient Activities
We undertook the following energy efficiency activities during the assessment period:
• Switch of main fuel source for site welfare from white diesel to HVO from February 2025, preventing the
emittance of approximately 265TCO2.
• Establishment of ESG department in March 2025 demonstrating commitment to continuous improvement
in this pivotal element of our business.
• Establishment of increased scope 3 reporting via BRE SmartWaste system.
• Continued commitment to Planet Mark certification.
• Use of community wood recycling scheme across all Magrock sites, equating to 70T of wood rescued
from waste stream, saving 33TCO2.
• Achieving 99% landfill diversion rate for waste generated on Magrock projects in the reporting period.
• Replacement of Magrock controlled fleet van to hybrid model.
• 74% of Magrock projects to date achieving BREEAM ‘Excellent’ or ‘Outstanding’ accreditations.
• Continuation off car-sharing incentive for employees.
• Prioritisation of local procurement initiatives.
Delivering Social Value
We are committed to delivering meaningful social impact to the communities in which we operate. In this financial year, we generated more than £390,000 worth of social value contributions (£4,443 per employee). We prioritise procurement from local suppliers and SMEs, actively engage in community outreach programmes, and support local employment through apprenticeships and work placement opportunities. Our company-wide charitable initiatives are widely supported by employees and reflect our commitment to operating responsible and contributing to a broader social purpose.
Driving Progress
During the reporting period, we have made strong progress towards better understanding our impact as a business, strengthening our sustainability governance (14% increase in data quality score for Planet Mark audit). A key achievement this year is the establishment of an ESG department with a dedicated lead, providing greater focus, accountability and oversight of our environmental and social performance. Reporting capability was enhanced through the expansion of our Scope 3 emissions monitoring, supporting improved data quality and broader emissions coverage. Significant improvements are planned for the coming year, expanding the scope, accuracy and maturity of our carbon and energy reporting.
In the next reporting period, we will formalise and outline our net-zero transition plan, setting out clear short, medium and long-term decarbonisation goals. Progress towards net-zero will be supported by ongoing fuel switching, fleet optimisation, waste reduction and lower-carbon solutions. These will be overseen with strengthened governance mechanisms to ensure accountability and measurable progress towards our net-zero ambitions.
Building on our momentum from this period, we look ahead to the coming year with a strong focus on delivery, transparency and continued progress towards our long-term sustainability goals. We will focus on translating intent into impact as we continue towards responsible growth.
Page 11
MAGROCK GROUP LIMITED
DIRECTOR'S REPORT (CONTINUED)
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Future developments are included within the Looking forward section of the Strategic Report.
The auditors, Magee Gammon Corporate Limited, will be proposed for reappointment in accordance with section 485 of the Companies Act 2006.
This report was approved by the board and signed on its behalf.
Page 12
MAGROCK GROUP LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF MAGROCK GROUP LIMITED
We have audited the financial statements of Magrock Group Limited (the 'Parent Company') and its subsidiaries (the 'Group') for the year ended 30 September 2025, which comprise the Consolidated statement of comprehensive income, the Consolidated analysis of net debt, the Consolidated balance sheet, the Company balance sheet, the Consolidated statement of cash flows, the Consolidated statement of changes in equity, the Company 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).
In auditing the financial statements, we have concluded that the director's 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 Group's or the Parent 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 director with respect to going concern are described in the relevant sections of this report.
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MAGROCK GROUP LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF MAGROCK GROUP LIMITED (CONTINUED)
The other information comprises the information included in the Annual Report other than the financial statements and our Auditors' report thereon. The director is 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.
In our opinion, based on the work undertaken in the course of the audit:
∙the information given in the Group strategic report and the Director's report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
∙the Group strategic report and the Director's report have been prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the Group and the Parent Company and its environment obtained in the course of the audit, we have not identified material misstatements in the Group strategic report or the Director's report.
Page 14
MAGROCK GROUP LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF MAGROCK GROUP 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 Group 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:
Based on our understanding of the company, we have considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006. We evaluated management incentives and opportunities for fraudulent manipulation of the financial statements including management override, and considered that the principal risk was related to the posting of inappropriate journal entries to improve the result before tax for the year.
We designed audit procedures to respond to the risk, recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery, misrepresentations or through collusion.
Procedures performed by the audit team included:
• Discussions with management regarding known or suspected instances of non-compliance with laws and
regulations;
• Evaluation of controls designed to prevent and detect irregularities; and
• Assessing journal entries as part of our planned audit approach.
There are inherent limitations in the audit procedures described above, and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. As in all of our audits we also addressed the risk of management override of internal controls, including testing journals and evaluating whether there was evidence of bias by the directors that represented a risk of material misstatement due to fraud.
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.
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MAGROCK GROUP LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF MAGROCK GROUP LIMITED (CONTINUED)
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
Henwood House
Henwood
Kent
TN24 8DH
Page 16
MAGROCK GROUP LIMITED
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Page 17
MAGROCK GROUP LIMITED
REGISTERED NUMBER: 10629127
CONSOLIDATED BALANCE SHEET
AS AT 30 SEPTEMBER 2025
The financial statements were approved and authorised for issue by the board and were signed on its behalf by:
The notes on pages 24 to 40 form part of these financial statements.
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MAGROCK GROUP LIMITED
REGISTERED NUMBER: 10629127
COMPANY BALANCE SHEET
AS AT 30 SEPTEMBER 2025
The financial statements were approved and authorised for issue by the board and were signed on its behalf by:
The notes on pages 24 to 40 form part of these financial statements.
Page 19
MAGROCK GROUP LIMITED
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Page 20
MAGROCK GROUP LIMITED
COMPANY STATEMENT OF CHANGES IN EQUITY
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Page 21
MAGROCK GROUP LIMITED
CONSOLIDATED STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Page 22
MAGROCK GROUP LIMITED
CONSOLIDATED ANALYSIS OF NET DEBT
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Page 23
MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Magrock Group Limited is a private company, limited by shares, incorporated in England and Wales. The company registration number is 10629127. The registered office address is 18 Kings Hill Avenue, Kings Hill, West Malling, Kent, ME19 4AE.
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 preparation of financial statements in compliance with FRS 102 requires the use of certain critical accounting estimates. It also requires Group management to exercise judgment in applying the Group's accounting policies (see note 3).
The Company has taken advantage of the exemption allowed under section 408 of the Companies Act 2006 and has not presented its own Statement of comprehensive income in these financial statements.
The following principal accounting policies have been applied:
The consolidated financial statements present the results of the Company and its own subsidiaries ("the Group") as if they form a single entity. Intercompany transactions and balances between Group companies are therefore eliminated in full.
The consolidated financial statements incorporate the results of business combinations using merger accounting. Accordingly, the consolidated statement of comprehensive income and the consolidated balance sheet include all transactions of the subsidiary for the current and comparative period.
The consolidated financial statements incorporate the results of business combinations using merger accounting. Accordingly, the consolidated statement of comprehensive income and the consolidated balance sheet include all transactions of the subsidiary for the current and comparative period.
Page 24
MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
2.Accounting policies (continued)
Page 25
MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
2.Accounting policies (continued)
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MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
2.Accounting policies (continued)
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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MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 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.
The Group 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 Group's Balance sheet when the Group 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 Group'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 impairment reversal is recognised in the profit or loss.
Basic financial liabilities
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MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
2.Accounting policies (continued)
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 Group after the deduction of all its liabilities.
Basic financial liabilities, which include trade and other creditors, bank loans, other loans and loans due to fellow group companies 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 assets
Financial assets are derecognised when their contractual right to future cash flow expire, or are settled, or when the Group 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 Group 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 Group's contractual obligations expire or are discharged or cancelled.
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MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to the accounting estimates are recognised in the period in which the estimate is revised if the revisions affect only that period, or in the period of revision and future periods if the revision affects both the current and future periods.
Carrying value of plant and machinery and motor vehicles
As described in note 2.9 to the financial statements, plant and machinery, fixtures and fittings and motor vehicles are stated at historical cost less accumulated depreciation and accumulated impairment losses. The management base the useful economic life, residual value and therefore the rate of depreciation of these assets on the historical knowledge of such assets and the market within which the company operates.
Amounts recoverable on long term contracts & payments on account
Amounts recoverable on long term contacts is an estimate based on revenue recognised in the period in which the services are provided, in accordance with the stage of completion of the contract, when all of the four conditions as described in note 2.3 are satisfied. Management's basis for determining the stage of completion is derived from valuation reports which denote the value of works completed and estimated profitability of the project.
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MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Page 31
MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Page 32
MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
There were no factors that may affect future tax charges.
Page 33
MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
The Company has taken advantage of the exemption allowed under section 408 of the Companies Act 2006 and has not presented its own Statement of comprehensive income in these financial statements. The profit after tax of the parent Company for the year was £500,000 (2024 - £1,500,000 ).
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MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
14.Tangible fixed assets (continued)
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MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
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MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Page 37
MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Hire purchase contracts are secured on the assets concerned.
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MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
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Page 39
MAGROCK GROUP LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2025
Merger Reserve
Profit and loss account
As mentioned in the Strategic Report, the parent company, in some instances, provides guarantees for construction contracts in the subsidiary entity.
The Group operates a defined contributions pension scheme. The assets of the scheme are held separately from those of the Group in an independently administered fund. Contributions totalling £79,358 (2024 - £104,623) were payable to the fund at the balance sheet date and are included in creditors.
During the year under review, credits were made to the group by the director and close family members totalling £90,000 and repayments of £1,500,000 were made to the directors. At the balance sheet date, a total of £5,750 was owed to the directors by the group (2024 - £1,415,750). The balances are interest free and repayable on demand.
R V Brewer is the controlling party of the company.
Page 40