| London School of Management Education Limited |
| Registered number: 06368318 |
| Strategic Report |
|
| The directors present their strategic report of the company for the year ended 31 August 2025. |
|
| 1. Business Overview |
|
| This Directors’ Strategic Report presents a comprehensive review of London School of Management Education (LSME)’s performance during the 2024-25 Academic Year and outlines the institution’s strategic direction as it continues to strengthen regulatory compliance, academic quality, institutional resilience, and student success. |
|
| Operating within a challenging regulatory and financial environment, LSME remains committed to delivering high-quality higher education that promotes excellent student outcomes, social mobility, and inclusive practice. The institution continues to align its strategy with the Office for Students’ regulatory framework, particularly in relation to governance, academic standards, student outcomes, financial sustainability, and equality of opportunity. |
|
| LSME’s current Teaching Excellence Framework (TEF) Silver rating underpins its institutional commitment to educational quality and student experience. Throughout the year, the institution prioritised: |
|
| · Student engagement, retention and progression |
| · Enhancement of academic quality and standards |
| · Employability and graduate outcomes |
| · Widening participation and social mobility |
| · Corporate governance and risk management |
| · Research development and internationalisation |
|
| 2. Student Experience, Access and Outcomes |
|
| During the Academic Year, significant focus was placed on student continuation, progression and attainment in line with OfS Condition B3 student outcome standards. |
|
| The newly approved Access and Participation Plan (2025-26 to 2028-29) provides a structured strategy for addressing access, success and progression gaps for under-represented students. Internal evaluation indicates a positive correlation between financial support and continuation from foundation year to undergraduate study. |
|
| Outreach initiatives with local schools resulted in a measurable improvement in attainment for pupils sitting GCSEs in Mathematics, English and Science during the 2024-25 Academic Year. |
|
| International Mobility and Student Enrichment: LSME provided international mobility opportunities to students through collaboration with European Career Centre for Education, supporting students’ academic development, global exposure, and employability skills. |
| Participation in international learning activities enabled students to enhance professional competence, cultural awareness, and resilience, contributing positively to their personal development and graduate outcomes. |
|
|
| LSME enhanced: |
| • Academic mentoring and tutorial engagement in the classrooms |
| • Use of digital technology to generate more interactive sessions with improved student engagement. |
| • Employability skills development. |
| • Study skills and academic literacy provision in our comprehensive induction programme. |
| • Progression tracking and early intervention systems |
|
| Our qualitative employability indicators show early signs of improvement, supported by the enhanced use of the Employability and Enterprise Hub and the Graduate First portal. Analysis of the latest Graduate Outcomes data is ongoing and will inform further evaluation of employment and progression outcomes once finalised. |
|
| 3. Academic Provision, Learning resources and Research Development |
|
| LSME expanded its academic portfolio during the 2024-25 Academic Year with the introduction of the BA (Hons) in Education Studies. The development of this programme was informed by curriculum benchmarking, stakeholder engagement, and market demand, and it aligns with LSME’s strategic priority to expand provision in education, social sciences, and professional studies. The programme has been designed to meet regulatory and academic quality requirements, with a focus on graduate outcomes, subject relevance, and research-informed teaching and will be rolled out to students from the 2025-26 Academic Year. |
|
| In parallel, LSME made targeted investments in modern ICT infrastructure, including upgraded learning systems and interactive teaching technologies and online libraries. These improvements have strengthened digital delivery, supported blended learning approaches, and enhanced the overall quality of the student learning experience. |
|
| LSME continued embedding Responsible Research and Innovation (RRI) across teaching and scholarly activity. The 12th Annual International Research Conference reinforced the institution’s profile as a platform for international knowledge exchange. |
|
| Outputs included our conference proceedings, open-access research book, institutional research seminars and increased staff research participation in collaboration with other institutions. |
|
| A key international Memorandum of Understanding (MoU) was signed, with the Islamic University of Maldives providing the framework for future joint research, staff mobility, and student exchange and curriculum enrichment. |
|
| 4. Estates and Infrastructure Development |
|
| During the 2024-25 Academic Year, LSME expanded its physical resources to provide additional teaching facilities and student breakout areas, enhancing the overall learning environment and welfare provision. |
|
|
| 5. Statement of Corporate Governance |
|
| LSME’s governance framework comprises Corporate Governance, overseen by the Board of Directors, and Academic Governance, under the remit of the Academic Board and its committees. The Governing Body holds ultimate accountability and assures itself of the effectiveness of academic oversight through formal reporting from the Academic Board. |
|
| a. Board of Directors and Academic Board |
|
| LSME maintains strong academic and corporate oversight through the Board of Directors (BoD), Senior Management Committee (SMC), and Academic Board. |
|
| The Board of Directors is responsible for institutional strategy, compliance, and financial sustainability. It delegates operational management to the Executive Director and governance responsibilities to the SMC and Academic Board. |
|
| The BoD consists of Executive Directors, Non-Executive Directors, senior staff members and the Lead Student Representative. Members operate in accordance with LSME’s constitutional framework and regulatory requirements. |
|
| The Board ensures compliance with company law, OfS requirements, awarding body regulations, and stakeholder expectations. Governance arrangements are aligned with the Higher Education Code of Governance published by the Committee of University Chairs (CUC). |
|
| b. Audit Committee |
|
| The Audit Committee supports the Board by monitoring: Corporate governance arrangements |
| Risk management systems; Regulatory compliance and the Use of public funding. Public funds are considered at Board meetings and decisions are formally recorded. |
|
| c. Statement of Internal Control |
|
| Our risk management framework, overseen by the Executive Director, in collaboration with the Board of Directors and the Audit Committee continues to support the sustainability of all our strategic objectives. This framework aims to monitor and mitigate diverse risks that could potentially impact the achievement of the institution's operations. The introduction of a Risk Register and the ongoing deliberation of risks occur within board and committee meetings, reflecting a proactive commitment to managing potential challenges. |
|
| The Executive Director, acting on behalf of the BoD, is responsible for the daily execution of internal controls at LSME. While the BoD makes significant decisions, their implementation is carried out by the Executive Director. The Audit Committee conducts periodic reviews of internal control procedures, with noteworthy observations discussed by the BoD. Recommendations stemming from these discussions are then executed by the Executive Director. These internal control mechanisms guarantee the consistent and purposeful utilization of public funds in strict accordance with their intended objectives. |
|
| d. Internal Control and Risk Management |
|
| The BoD assumes responsibility for ensuring the College's adherence to statutory agreements, ensuring alignment with the laws and regulations applicable to a company limited by shares. This includes compliance with the regulations set forth by its regulator and awarding organisations, as well as meeting the expectations of students, staff, and shareholders. The BoD plays a crucial role in overseeing that the institution operates within the legal framework and fulfils its obligations to various stakeholders. |
|
| The governance structure of the College is designed to align with the expectations of the UK higher education sector, incorporating core values and key governance elements outlined in the Higher Education Code of Governance by the CUC. The Audit Committee plays a pivotal role by monitoring and providing advice to the Board of Directors (BoD) on the sufficiency and effectiveness of corporate governance arrangements, risk management practices, and the oversight of statutory and regulatory responsibilities. |
|
| BoD has assumed the crucial responsibility of ensuring the regularity and propriety in the utilisation of public funding. The governance mechanism is designed to integrate the system of internal controls and risk management, ensuring a cohesive flow through the overall governance structure. This approach contributes to the prudent and accountable management of public funds within the institution. |
|
| The Academic Committee oversees the efficiency, effectiveness, and standardisation of academic operations, while the Senior Management Committee is responsible for administrative operations. The Executive Director, BoD, and Audit Committee collectively ensure the implementation of an effective Risk Management Framework at LSME. This Framework, including the initiation of a Risk Register and discussions on risks, is actively addressed in board and committee meetings. The goal is to monitor and manage diverse risks that may impact the institution's operational sustainability. |
|
| The internal control mechanisms are in place to ensure the consistent and purposeful utilisation of public funds, aligning strictly with the intended purposes for which those funds were allocated. This approach helps maintain financial integrity and accountability in the use of public resources. |
|
| The Audit Committee conducts periodic reviews of internal control procedures, with significant observations discussed by the BoD. Recommendations resulting from these discussions are then implemented by the Executive Director. The Academic Board has established a rigorous reporting mechanism to ensure accountability across academic departments and admissions through regular meetings and documentation. Meanwhile, administrative affairs fall under the purview of the Senior Management Committee, which convenes periodically. |
|
| All internal control matters are reported to the Board of Directors, and the recommendations are integrated back into the system through the Academic Board and the Senior Management Committee, ensuring a continuous improvement cycle in governance and control processes. |
|
| The foundation of our strong financial management and controls is rooted in the dedicated efforts of the Senior Management Committee. Regular reporting and approvals are sought through the Board of Directors, ensuring transparency and accountability in our financial processes. The primary emphasis of LSME's financial strategy revolves around financial prudence and sustainability, reflecting a commitment to sound fiscal practices for the long-term stability of the institution. |
|
| Internal Quality and Audits Committee has a broad range of activities involving governance, risk management and management controls over the efficiency and effectiveness of operations (including the safeguarding of assets), the reliability of financial and management reporting, and compliance with laws and regulations. It also reviews the extent to which academic and non-academic action plans are implemented and monitored. The committee comprises of an internal quality assurance manager, external independent financial adviser and a senior member of staff. |
|
| The Internal Quality Audit Committee plays a pivotal role in guaranteeing that all academic, admissions, and administrative processes adhere to established quality standards and meet the targets set for the academic year. Simultaneously, the Financial Control team focuses on scrutinizing budgeting processes, resource allocations, accountability measures, and expenditures to ensure financial responsibility and efficiency within the institution. These committees collectively contribute to maintaining high standards and effectiveness across various facets of the organisation. |
|
| The Health and Safety Team is responsible for supervising the safety and security of the premises. This committee reports its findings to the Senior Management Committee, offering insights on the adequacy of arrangements for internal control, risk management, governance, value for money, and the management and quality assurance of data. By providing an informed opinion on these critical aspects, the committee plays a key role in ensuring the overall well-being, security, and effectiveness of the institution's operations. |
|
| In addition, the policies, mechanisms and processes put in place to ensure robust internal controls and risk management are as below: |
|
| Work carried out annually by the Internal Quality and Audit Committee include: |
| a) Keeping under review, the effectiveness control and governance arrangements, including for the management and quality assurance of data submitted to the Higher Education Statistics Agency (HESA)/JISC, OfS and other funding bodies. |
|
| b) Reviewing the risk register, including the senior management's assessment of risk and to ensure that the controls and plans to mitigate risks are appropriate. The committee provided guidance during 2023-24 Academic Year for the review of the operational risk register for all aspects of our business. The team advised the Senior Management Committee on the risk register and monitored the implementation of agreed audit-based recommendations. |
|
| c) The team also considered quality systems within the academic provision and ensured that misconducts are properly investigated and appropriate actions are taken to mitigate such risks. |
|
| d) Other roles of this committee is recommending the College's Financial Statements to the Board of Directors for approval including and assuring the Board that the Financial Statements are in accordance with OfS's accounts directives and that the accounting policies and judgments are appropriate. |
|
| Regulatory Assurance Statement |
|
| The Board of Directors of the London School of Management Education (LSME) confirms that it has received assurances from the Academic Board, Senior Management Committee and Audit Committee that the institution continues to meet the conditions of registration set by the Office for Students (OfS) for the 2024–25 Academic Year. |
|
| The Board affirms that LSME has appropriate and effective arrangements in place to: |
| · Safeguard academic standards and improve the quality of the student experience; |
| · Ensure the accuracy and integrity of data submitted to the OfS, its partners and other regulatory bodies. |
| · Protect the interests of students through clear governance, risk management and accountability mechanisms; |
| · Monitor institutional performance against regulatory requirements and internal KPIs; |
| · Manage financial sustainability in a responsible, transparent and forward-looking manner; |
| · Promote equality of opportunity through the implementation and monitoring of the Access and Participation Plan; |
| · Ensure compliance with consumer protection law and transparency obligations; |
| · Maintain adequate arrangements for preventing and addressing student harm, including safeguarding, welfare and wellbeing support. |
| · The Governing Body confirms that internal controls, risk management systems and governance structures remain fit for purpose and are routinely reviewed for effectiveness. |
|
| The Board is satisfied that during the reporting period: |
| · There were no material breaches of OfS conditions of registration that were not appropriately reported or addressed; |
| · Governance arrangements continue to meet the expectations of the Higher Education Code of Governance; |
| · Financial controls and risk mitigation processes remain robust; |
| · Academic assurance systems are operating effectively; |
| · Data governance and quality assurance arrangements are embedded and actively monitored; |
|
| Student voice continues to be captured systematically and used for enhancement. |
|
| The Governing Body acknowledges its continuing responsibility to monitor regulatory compliance and commits to acting promptly should any material risks arise. The Board further confirms that it will continue to provide strategic oversight and uphold the public interest through transparent decision-making, ethical leadership and accountability. |
|
|
| Principal Risks and Uncertainties with Mitigating Actions |
|
| LSME recognises the introduction of the Lifelong Learning Entitlement (LLE) as a significant policy change that may affect future patterns of student recruitment and funding. While the full operational impact of the LLE continues to evolve, the institution has undertaken early planning to mitigate any potential risks associated with changes to funding structures and learner behaviour. |
|
| LSME is proactively engaging with its validating partner and relevant sector guidance to ensure readiness for the LLE framework. Curriculum development activity is underway to increase flexibility through modular delivery models, blended learning approaches, and programmes that align with national priority skills areas. The institution is also reviewing admissions, marketing and student support strategies to ensure that learners are clearly informed about funding routes and progression options under the new system. |
|
| In parallel, LSME is strengthening employer engagement and developing provision linked to employability and workforce needs, including higher technical and professional pathways, to maintain demand for its programmes. These measures are intended to support recruitment stability, widen participation, and protect the long-term sustainability of the institution in light of funding reform. |
|
| LSME will continue to monitor policy developments closely and update its risk register accordingly to ensure regulatory compliance and strategic resilience. |
|
| Graduate employability remains a key sector-wide challenge, particularly for institutions serving widening participation student populations. There is a recognised risk that graduates may experience difficulty securing professional-level employment shortly after graduation, which could affect Graduate Outcomes indicators and TEF performance. |
|
| LSME has implemented a structured institutional response through the enhancement of the Employability and Enterprise Hub (EEH), the Graduate First digital employability platform and strengthened the embedded employability development within academic programmes. We are also strengthening employer engagement and placement development activity. |
|
| Further evaluation will be informed by forthcoming Graduate Outcomes survey data. These mechanisms will allow long-term tracking of graduate employment and progression trends and enable continuous improvement. |
|
| Future Developments |
|
| The Directors consider the future developments affecting the company to be covered within the ''Review of Business'' section of this strategic report. Additionally, the following areas will be considered. |
|
| 1. Strategic implementation of the new APP will commence in the 2025-26 Academic Year. |
| 2. Continue to develop modular curriculum for the new LLE implementation in January 2027. |
| 3. We will continue to improve the uptake and provisions under the current EEH and Graduate First using feedback from students and external stakeholders. |
| 4. We will expand our range of educational programmes to better meet the diverse needs of our students and ensure alignment with national skills requirement |
| 5. We will continue to expand our external partnerships and engage more students with local employers to find suitable opportunities for work placement and volunteering for our students. |
|
| Key Performance Indicators : |
|
| The Key performance indicators for the company are a combination of factors that include number of students, offering wide choices of under-graduate and post-graduate study streams and revenue generated from offering these programmes. |
|
| During the year the number of students increased from 696 in 2023/24 to 747 in 2024/25 which is a increase of 7.3% however, the revenue decreased from £5,075,271 in 2023/24 to £4,911,912 in 2024/25 which is a decrease of 3.3%. Decrease in revenue is attributed to timing difference in entry points for students as well as slightly higher number of student suspensions during the year.The operating profit decreased from £1,325,128 in 2024/25 to £981,126 in 2024/25 which is a decrease of 26%. |
|
| Dr Sarita Parhi |
Director |
| 30 January 2026 |
|
|
|
Debtors |
|
Short term debtors are measured at transaction price (which is usually the invoice price), less any impairment losses for bad and doubtful debts. Loans and other financial assets are initially recognised at transaction price including any transaction costs and subsequently measured at amortised cost determined using the effective interest method, less any impairment losses for bad and doubtful debts. |
|
|
Creditors |
|
Short term creditors are measured at transaction price (which is usually the invoice price). Loans and other financial liabilities are initially recognised at transaction price net of any transaction costs and subsequently measured at amortised cost determined using the effective interest method. |
|
|
Taxation |
|
A current tax liability is recognised for the tax payable on the taxable profit of the current and past periods. A current tax asset is recognised in respect of a tax loss that can be carried back to recover tax paid in a previous period. Deferred tax is recognised in respect of all timing differences between the recognition of income and expenses in the financial statements and their inclusion in tax assessments. Unrelieved tax losses and other deferred tax assets are recognised only to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits. Deferred tax is measured using the tax rates and laws that have been enacted or substantively enacted by the reporting date and that are expected to apply to the reversal of the timing difference, except for revalued land and investment property where the tax rate that applies to the sale of the asset is used. Current and deferred tax assets and liabilities are not discounted. |
|
|
Provisions |
|
Provisions (ie liabilities of uncertain timing or amount) are recognised when there is an obligation at the reporting date as a result of a past event, it is probable that economic benefit will be transferred to settle the obligation and the amount of the obligation can be estimated reliably. |
|
|
Leased assets |
|
A lease is classified as a finance lease if it transfers substantially all the risks and rewards incidental to ownership. All other leases are classified as operating leases. The rights of use and obligations under finance leases are initially recognised as assets and liabilities at amounts equal to the fair value of the leased assets or, if lower, the present value of the minimum lease payments. Minimum lease payments are apportioned between the finance charge and the reduction in the outstanding liability using the effective interest rate method. The finance charge is allocated to each period during the lease so as to produce a constant periodic rate of interest on the remaining balance of the liability. Leased assets are depreciated in accordance with the company's policy for tangible fixed assets. If there is no reasonable certainty that ownership will be obtained at the end of the lease term, the asset is depreciated over the lower of the lease term and its useful life. Operating lease payments are recognised as an expense on a straight line basis over the lease term. |
|
|
Pensions |
|
Contributions to defined contribution plans are expensed in the period to which they relate. |
|
|
Financial instruments |
|
The entity deals in basic financial instruments.
Financial Assets
Financial assets comprise trade and other receivables, intercompany loans and cash and bank balances. These are initially recognised at transaction price and subsequently measured at amortised cost using the effective interest method. Financial assets are reviewed for impairment at each reporting date, with any impairment losses or reversals recognised in profit or loss.
Financial liabilities
Financial liabilities, including trade and other payables are initially recognised at transaction price and subsequently measured at amortised cost using the effective interest method. Trade payables are classified as current liabilities unless settlement is due more than one year after the reporting date.
Distribution to equity holders
Dividends and other distributions to the group’s shareholders are recognised as a liability in the financial statements in the period in which the dividends and other distributions are approved by the shareholders. These amounts are recognised in the statement of changes in equity.
|
|
|
| 2 |
Analysis of turnover |
2025 |
|
2024 |
| £ |
£ |
|
|
Fee Income |
4,911,912 |
|
5,075,271 |
|
Office for Students grants |
198,205 |
|
311,920 |
|
|
|
|
|
|
5,110,117 |
|
5,387,191 |
|
|
|
|
|
|
|
|
|
|
By geographical market: |
|
|
UK |
5,110,117 |
|
5,387,191 |
|
|
|
|
|
|
|
|
|
|
| 3 |
Operating profit |
2025 |
|
2024 |
| £ |
£ |
|
This is stated after charging: |
|
|
Depreciation of owned fixed assets |
170,086 |
|
126,699 |
|
Operating lease rentals - land and buildings |
371,601 |
|
267,996 |
|
Auditors' remuneration for audit services |
13,200 |
|
12,000 |
|
|
|
|
|
|
|
|
|
|
| 4 |
Directors' emoluments |
2025 |
|
2024 |
| £ |
£ |
|
|
Emoluments |
145,000 |
|
145,000 |
|
Company contributions to defined contribution pension plans |
117,293 |
|
115,597 |
|
|
|
|
|
|
262,293 |
|
260,597 |
|
|
|
|
|
|
|
|
|
|
|
Highest paid director: |
|
Emoluments |
75,000 |
|
75,000 |
|
Company contributions to defined contribution pension plans |
58,647 |
|
57,799 |
|
|
|
|
|
|
133,647 |
|
132,799 |
|
|
|
|
|
|
|
|
|
|
| 5 |
Staff costs |
2025 |
|
2024 |
| £ |
£ |
|
|
Wages and salaries |
1,238,706 |
|
1,209,472 |
|
Social security costs |
134,158 |
|
127,172 |
|
Other pension costs |
139,776 |
|
140,902 |
|
|
|
|
|
|
1,512,640 |
|
1,477,546 |
|
|
|
|
|
|
|
|
|
|
No member of staff is paid over a full-time equivalent basic salary of £100,000 per annum. |
|
|
Two directors to whom retirement benefits are accruing are the Key Management Personnels and highest paid director is also the head of provider. |
|
|
|
|
Average number of employees during the year |
Number |
Number |
|
|
Academic |
18 |
|
19 |
|
Non-academic |
16 |
|
15 |
|
|
|
|
|
|
34 |
|
34 |
|
|
|
|
|
|
|
|
|
|
| 6 |
Interest payable |
2025 |
|
2024 |
| £ |
£ |
|
|
Other interest |
16,261 |
|
209 |
|
|
|
|
|
|
|
|
|
|
| 7 |
Remunerations for the head of provider |
2025 |
|
2024 |
| £ |
£ |
|
Wages and salaries |
75,000 |
|
75,000 |
|
Pension contribution |
58,647 |
|
57,799 |
|
Medical Insurance |
- |
|
- |
|
Dividends |
48,450 |
|
48,450 |
|
|
|
|
|
|
182,097 |
|
181,249 |
|
|
|
|
|
|
|
|
|
|
The head of the provider is responsible for daily operation of the management and the academic leadership. |
|
|
|
The head of the provider's basic salary is 1.95 times and total remunerationss represent 6.16 times the median total remunerations of staff, where the median total remuneration is calculated on a full-time equivalent basis for the total remuneration by the provider of its staff. |
|
|
The provider has not paid any compensation for loss of office to any staff member during the year. |
|
|
| 8 |
Access participation plan |
|
|
The provider has an access and participation plan that has been approved by the OfS' director of fair access and participation. Below is the breakdown of the expenditure during the year by type: |
|
|
|
|
|
|
|
|
2025 |
|
2024 |
| £ |
£ |
|
Access investments |
311,262 |
|
281,348 |
|
Financial support provided to students |
221,650 |
|
148,800 |
|
Support for disabled students |
11,850 |
|
9,950 |
|
Research and evaluation |
11,412 |
|
11,064 |
|
|
|
|
|
|
556,174 |
|
451,162 |
|
|
|
|
|
|
|
|
|
|
Access and participation plan expenditures include staff costs of £188,772 and these costs are already included in the overall staff costs figure included in the financial statements as disclosed in Note 5. |
|
|
|
| 9 |
Taxation |
2025 |
|
2024 |
| £ |
£ |
|
Analysis of charge in period |
|
Current tax: |
|
UK corporation tax on profits of the period |
259,993 |
|
321,436 |
|
Adjustments in respect of previous periods |
(3,150) |
|
- |
|
|
|
|
|
|
256,843 |
|
321,436 |
|
|
|
|
|
|
|
|
|
|
Deferred tax: |
|
Origination and reversal of timing differences |
2,530 |
|
45,243 |
|
|
|
|
|
|
|
|
|
|
|
Tax on profit on ordinary activities |
259,373 |
|
366,679 |
|
|
|
|
|
|
|
|
|
|
|
Factors affecting tax charge for period |
|
The differences between the tax assessed for the period and the standard rate of corporation tax are explained as follows: |
|
|
|
|
|
|
|
2025 |
|
2024 |
| £ |
£ |
|
Profit on ordinary activities before tax |
982,754 |
|
1,353,783 |
|
|
|
|
|
|
|
|
|
|
Standard rate of corporation tax in the UK |
25% |
|
25% |
|
| £ |
£ |
|
Profit on ordinary activities multiplied by the standard rate of corporation tax |
|
245,689 |
|
338,446 |
|
|
Effects of: |
|
Expenses not deductible for tax purposes |
14,304 |
|
(17,010) |
|
Adjustments to tax charge in respect of previous periods |
(3,150) |
|
- |
|
|
Current tax charge for period |
256,843 |
|
321,436 |
|
|
|
|
|
|
|
|
|
| 10 |
Tangible fixed assets |
|
|
|
|
Improvments to lease hold building |
|
office equiqments |
|
Total |
|
|
|
|
At cost |
|
At cost |
| £ |
£ |
£ |
|
Cost or valuation |
|
At 1 September 2024 |
671,744 |
|
741,822 |
|
1,413,566 |
|
Additions |
5,000 |
|
112,867 |
|
117,867 |
|
At 31 August 2025 |
676,744 |
|
854,689 |
|
1,531,433 |
|
|
|
|
|
|
|
|
|
|
Depreciation |
|
At 1 September 2024 |
219,252 |
|
416,594 |
|
635,846 |
|
Charge for the year |
67,341 |
|
102,745 |
|
170,086 |
|
At 31 August 2025 |
286,593 |
|
519,339 |
|
805,932 |
|
|
|
|
|
|
|
|
|
|
Carrying amount |
|
At 31 August 2025 |
390,151 |
|
335,350 |
|
725,501 |
|
At 31 August 2024 |
452,492 |
|
325,228 |
|
777,720 |
|
|
|
|
|
|
|
|
|
|
|
| 11 |
Debtors |
2025 |
|
2024 |
| £ |
£ |
|
|
Recievable from associated parties |
5,913,974 |
|
4,633,451 |
|
Prepayments and accrued income |
88,845 |
|
78,262 |
|
|
|
|
|
|
6,002,819 |
|
4,711,713 |
|
|
|
|
|
|
|
|
|
|
Recievables from associated undertaking are unsecured, interest free, have no fixed date of repayment and are repayable on demand. |
|
|
| 12 |
Creditors: amounts falling due within one year |
2025 |
|
2024 |
| £ |
£ |
|
|
Trade creditors |
7,101 |
|
71,993 |
|
Corporation tax |
76,255 |
|
324,586 |
|
Other taxes and social security costs |
38,347 |
|
32,376 |
|
Other creditors |
306,917 |
|
319,817 |
|
Accruals |
19,800 |
|
22,926 |
|
|
|
|
|
|
448,420 |
|
771,698 |
|
|
|
|
|
|
|
|
|
|
| 13 |
Deferred taxation |
2025 |
|
2024 |
| £ |
£ |
|
|
Accelerated capital allowances |
83,837 |
|
81,307 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2025 |
|
2024 |
| £ |
£ |
|
|
At 1 September |
81,307 |
|
36,063 |
|
Charged to the profit and loss account |
2,530 |
|
45,244 |
|
|
At 31 August |
83,837 |
|
81,307 |
|
|
|
|
|
|
|
|
|
|
|
| 14 |
Share capital |
Nominal |
|
2025 |
|
2025 |
|
2024 |
| value |
Number |
£ |
£ |
|
Allotted, called up and fully paid: |
|
Ordinary shares |
£1 each |
|
100 |
|
100 |
|
100 |
|
|
|
|
|
|
|
|
|
|
| 15 |
Profit and loss account |
2025 |
|
2024 |
| £ |
£ |
|
|
At 1 September |
6,280,456 |
|
5,388,352 |
|
Profit for the financial year |
723,381 |
|
987,104 |
|
Dividends |
(95,000) |
|
(95,000) |
|
|
At 31 August |
6,908,837 |
|
6,280,456 |
|
|
|
|
|
|
|
|
|
|
| 16 |
Dividends |
2025 |
|
2024 |
| £ |
£ |
|
|
Dividends on ordinary shares (note 15) |
95,000 |
|
95,000 |
|
|
|
|
|
|
|
|
|
|
|
| 17 |
Other financial commitments |
|
|
Total future minimum lease payments under non-cancellable operating leases: |
|
|
|
Land and buildings |
|
Land and buildings |
Other |
Other |
|
|
2025 |
|
2024 |
|
2025 |
|
2024 |
| £ |
£ |
£ |
£ |
|
Falling due: |
|
within one year |
371,601 |
|
267,996 |
|
- |
|
- |
|
within two to five years |
371,601 |
|
698,465 |
|
- |
|
- |
|
|
743,202 |
|
966,461 |
|
- |
|
- |
|
|
|
|
|
|
|
|
|
|
| 18 |
Related party transactions |
|
|
Included in other debtors is an amount of £5,893,994 (2024: £4,615,595) recievables from Orbit Properties London Ltd which is connected by virtue of common shareholding and directors in that company.
During the year, £1,640,000 was provided to Oribit Properties London ltd as an interest free loan.
During the year the company paid rent of £371,601 (2024: £267,996) to Orbit Properties London Ltd which is connected by virtue of common shareholding and directors in that company.
During the year, rental adjustments and expenses amounting to £10,000 were incurred on behalf of Orbit Properties London Ltd. These amounts are included within other debtors at the reporting date.
The company has provided a guarantee to HSBC Bank plc in respect of borrowings of Orbit Properties London Ltd. The guarantee is secured by way of a fixed and floating charge over all assets of the company. No liability has been recognised in respect of this guarantee as, in the opinion of the directors, the likelihood of a call on the guarantee is remote.
During the year, transactions were undertaken with directors in the ordinary course of business.
At the beginning of the year, amounts due from directors totalled £2,235.
At the reporting date, amounts due to directors totalled £1,641. |
|
| 19 |
Controlling party |
|
|
The directors of the company control the company by virtue of a controlling interest of the issued share capital. |
|
|
| 20 |
Presentation currency |
|
|
The financial statements are presented in Sterling. |
|
|
| 21 |
Legal form of entity and country of incorporation |
|
|
London School of Management Education Limited is a private company limited by shares and incorporated in England. |
|
|
| 22 |
Principal place of business |
|
|
The address of the company's principal place of business and registered office is: |
|
|
Cambrian House |
|
509-511 Cranbrook Road |
|
Ilford |
|
United Kingdom |
|
IG2 6EY |