Company Registration Number: 02160419
31 JANUARY 2026
LAKE DISTRICT HOLDINGS LIMITED
COMPANY INFORMATION
LAKE DISTRICT HOLDINGS LIMITED
CONTENTS
LAKE DISTRICT HOLDINGS LIMITED
GROUP STRATEGIC REPORT
FOR THE YEAR ENDED 31 JANUARY 2026
Objectives
Our core objective is to be an influential, family-owned business within the vibrant Cumbrian tourism sector, positively impacting the local economy, community well-being, and environmental sustainability.
Strategy
To realise our objectives, our strategy encompasses several key pillars:
Distinctive Destinations
We are committed to delivering special and memorable visitor experiences set within the stunning landscapes of Cumbria and surrounding area. Our offers are carefully considered to ensure that each site delivers a distinctive experience with enduring appeal.
Delivering Outstanding Guest Experiences
Our goal is to provide consistently exceptional service and create lasting memories for every visitor. We strive for excellence at every stage of the customer journey-from the initial enquiry to the moment of departure.
Investing in Our People
Our workforce is central to our success. We are dedicated to building a knowledgeable, motivated, and high- performing team through continuous training, mentoring, and support. We aim to empower our staff to grow and thrive within the business.
Operating Responsibly and Sustainably
We take our responsibilities seriously and embed sustainability, community engagement, and health and safety into every aspect of our operations. We are committed to reducing our environmental impact, supporting our local communities, and ensuring a safe, inclusive environment for our guests and employees alike.
Our core objective is to be an influential, family-owned business within the vibrant Cumbrian tourism sector, positively impacting the local economy, community well-being, and environmental sustainability.
Strategy
To realise our objectives, our strategy encompasses several key pillars:
Distinctive Destinations
We are committed to delivering special and memorable visitor experiences set within the stunning landscapes of Cumbria and surrounding area. Our offers are carefully considered to ensure that each site delivers a distinctive experience with enduring appeal.
Delivering Outstanding Guest Experiences
Our goal is to provide consistently exceptional service and create lasting memories for every visitor. We strive for excellence at every stage of the customer journey-from the initial enquiry to the moment of departure.
Investing in Our People
Our workforce is central to our success. We are dedicated to building a knowledgeable, motivated, and high- performing team through continuous training, mentoring, and support. We aim to empower our staff to grow and thrive within the business.
Operating Responsibly and Sustainably
We take our responsibilities seriously and embed sustainability, community engagement, and health and safety into every aspect of our operations. We are committed to reducing our environmental impact, supporting our local communities, and ensuring a safe, inclusive environment for our guests and employees alike.
Principal risks and uncertainties
The company maintains a comprehensive risk register, which forms a central part of its risk management framework. This register is used to systematically identify, assess, and manage key risks that may affect the organisation’s operations, financial performance, and long-term sustainability.
Each risk is assigned a severity rating, a designated owner, and a set of mitigating actions. The register is reviewed on a regular basis to ensure that emerging risks are captured and that existing risks are reassessed in light of changing internal and external conditions.
The Group operates a diverse portfolio of visitor attractions, public transport services, retail outlets, and accommodation. As such, it is exposed to a number of risks and uncertainties, including:
External Events
The business is vulnerable to external events that may deter or prevent visitors from travelling, such as health crises, pandemics, terrorism, natural disasters, and extreme weather. The Group mitigates these risks through operational resilience planning and appropriate insurance coverage.
Economic Conditions
Consumer spending on holidays is discretionary and can decline during periods of economic uncertainty or pressure on household budgets. Currency fluctuations also influence domestic tourism, with a weaker Sterling typically encouraging more people to holiday in the UK.
Interest Rates
Following significant capital investment in recent years, much of which was financed through bank borrowing, the Group now faces increased exposure to interest rate fluctuations. Rising interest rates represent a material cost and are closely monitored and managed.
The company maintains a comprehensive risk register, which forms a central part of its risk management framework. This register is used to systematically identify, assess, and manage key risks that may affect the organisation’s operations, financial performance, and long-term sustainability.
Each risk is assigned a severity rating, a designated owner, and a set of mitigating actions. The register is reviewed on a regular basis to ensure that emerging risks are captured and that existing risks are reassessed in light of changing internal and external conditions.
The Group operates a diverse portfolio of visitor attractions, public transport services, retail outlets, and accommodation. As such, it is exposed to a number of risks and uncertainties, including:
External Events
The business is vulnerable to external events that may deter or prevent visitors from travelling, such as health crises, pandemics, terrorism, natural disasters, and extreme weather. The Group mitigates these risks through operational resilience planning and appropriate insurance coverage.
Economic Conditions
Consumer spending on holidays is discretionary and can decline during periods of economic uncertainty or pressure on household budgets. Currency fluctuations also influence domestic tourism, with a weaker Sterling typically encouraging more people to holiday in the UK.
Interest Rates
Following significant capital investment in recent years, much of which was financed through bank borrowing, the Group now faces increased exposure to interest rate fluctuations. Rising interest rates represent a material cost and are closely monitored and managed.
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LAKE DISTRICT HOLDINGS LIMITED
GROUP STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 JANUARY 2026
Weather Dependency
Visitor numbers, particularly during the key summer months from mid-July to the end of August, are heavily influenced by weather conditions. The Group continues to invest in weather-resilient facilities to ensure a quality visitor experience in all conditions.
Health and Safety
Operating public attractions, accommodation, and transport services presents inherent health and safety risks. The Group actively manages these through robust policies, staff training, and regular audits. Comprehensive third-party insurance is also maintained to protect against potential claims arising from incidents beyond the Group’s control.
Governmental Policy and Legislative Change
Evolving government policy continues to present challenges across several areas of the business. Above inflation increases to the National Living Wage (NLW), together with last year’s changes to National Insurance, have contributed to sustained cost pressures. The forthcoming implementation of the Employment Rights Act, due to come into force in July, is expected to introduce further obligations for employers. In addition, the Renters’ Rights Act is now in place, bringing additional compliance requirements. Continued mandated increases to the NLW will inevitably impact pricing and may influence employment opportunities.
Visitor numbers, particularly during the key summer months from mid-July to the end of August, are heavily influenced by weather conditions. The Group continues to invest in weather-resilient facilities to ensure a quality visitor experience in all conditions.
Health and Safety
Operating public attractions, accommodation, and transport services presents inherent health and safety risks. The Group actively manages these through robust policies, staff training, and regular audits. Comprehensive third-party insurance is also maintained to protect against potential claims arising from incidents beyond the Group’s control.
Governmental Policy and Legislative Change
Evolving government policy continues to present challenges across several areas of the business. Above inflation increases to the National Living Wage (NLW), together with last year’s changes to National Insurance, have contributed to sustained cost pressures. The forthcoming implementation of the Employment Rights Act, due to come into force in July, is expected to introduce further obligations for employers. In addition, the Renters’ Rights Act is now in place, bringing additional compliance requirements. Continued mandated increases to the NLW will inevitably impact pricing and may influence employment opportunities.
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LAKE DISTRICT HOLDINGS LIMITED
GROUP STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 JANUARY 2026
Within Holiday Parks, trading conditions have continued to improve gradually, particularly in the lodge market, with sales strengthening as the year progressed. We are well placed to benefit further from this up turn with the creation of new lodge pitches at our Hill of Oaks Park in Windermere.
Our holiday sales have continued to perform well across all of our self-catering types with occupancy levels holding up across all accommodation styles. This performance continues to be supported by very positive guest feedback.
The year saw a strong start at our visitor attractions – the Ravenglass & Eskdale Railway and the Ullswater ‘Steamers’ – which experienced a very positive spring helped by sustained favourable weather driving higher visitor numbers. Trading conditions became more challenging during the summer season as periods of unsettled and unfavourable weather impacted visitor attendance, creating some pressure on trading compared with the earlier part of the year. Throughout the year, secondary spend has been below expectations, particularly within our catering operations with the on going ‘cost of living’ crisis which has squeezed disposable income for families, the likely cause.
The ‘Steamers’ has had to manage an added complication of the closure of Kirkstone Pass, a main route for visitors to reach Glenridding Pier, from November 2025. Initial reports suggested that the road will remain closed for several months but current estimates suggest the road will reopen in July 2026. Further to that, Pooley Bridge Pier was closed for a 12-week period during the year to facilitate the replacement of the wooden deck. While this required the ‘Steamers’ to operate an amended timetable towards the end of the season, the works have delivered a higher-quality visitor experience, alongside enhanced safety features including anti-slip planking.
Our retail operations have underperformed expectations, reflecting the wider challenges in secondary spend observed across our attractions. This trend has been felt across the Lakes with many businesses reporting similar trading patterns. Online, our retail business has continued to see the decline in sales linked to supply disruption relating to one of our major sales lines. Notwithstanding these issues, customer response remains positive.
During the previous year, we made the strategic decision to identify and prepare selected residential properties for sale reflecting our commitment to reallocating capital from lower-yielding assets into areas of the business that offer stronger growth and return potential. This process has been well under way this year with a number of properties being sold and marketed for sale.
Our holiday sales have continued to perform well across all of our self-catering types with occupancy levels holding up across all accommodation styles. This performance continues to be supported by very positive guest feedback.
The year saw a strong start at our visitor attractions – the Ravenglass & Eskdale Railway and the Ullswater ‘Steamers’ – which experienced a very positive spring helped by sustained favourable weather driving higher visitor numbers. Trading conditions became more challenging during the summer season as periods of unsettled and unfavourable weather impacted visitor attendance, creating some pressure on trading compared with the earlier part of the year. Throughout the year, secondary spend has been below expectations, particularly within our catering operations with the on going ‘cost of living’ crisis which has squeezed disposable income for families, the likely cause.
The ‘Steamers’ has had to manage an added complication of the closure of Kirkstone Pass, a main route for visitors to reach Glenridding Pier, from November 2025. Initial reports suggested that the road will remain closed for several months but current estimates suggest the road will reopen in July 2026. Further to that, Pooley Bridge Pier was closed for a 12-week period during the year to facilitate the replacement of the wooden deck. While this required the ‘Steamers’ to operate an amended timetable towards the end of the season, the works have delivered a higher-quality visitor experience, alongside enhanced safety features including anti-slip planking.
Our retail operations have underperformed expectations, reflecting the wider challenges in secondary spend observed across our attractions. This trend has been felt across the Lakes with many businesses reporting similar trading patterns. Online, our retail business has continued to see the decline in sales linked to supply disruption relating to one of our major sales lines. Notwithstanding these issues, customer response remains positive.
During the previous year, we made the strategic decision to identify and prepare selected residential properties for sale reflecting our commitment to reallocating capital from lower-yielding assets into areas of the business that offer stronger growth and return potential. This process has been well under way this year with a number of properties being sold and marketed for sale.
We remain firmly committed to the health, safety and well-being of our employees and guests, which continues to be our highest operational priority. Our health and safety framework is regularly reviewed and strengthened to reflect evolving best practice, regulatory requirements and the specific risks across our operations, ensuring a safe and secure environment for all.
Alongside this, sustainability remains an important focus for the Group and is embedded within both new investments and enhancements to existing operations. We have allocated dedicated budget to support these initiatives, reflecting our long-term commitment to reducing our environmental footprint.
Alongside this, sustainability remains an important focus for the Group and is embedded within both new investments and enhancements to existing operations. We have allocated dedicated budget to support these initiatives, reflecting our long-term commitment to reducing our environmental footprint.
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LAKE DISTRICT HOLDINGS LIMITED
GROUP STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 JANUARY 2026
Despite the on-going head winds in the economy this year, turnover increased to £18.7m (PY: £16.9m). Gross profit margin decreased to 70% (PY: 72%) due to changes in sales mix. The increase in turnover was primarily driven by higher caravan and lodge sales, while revenue streams such as property rental, and fares remained stable. Retail income declined from last year reflecting the ongoing challenges to discretionary spend.
Administrative expenses fell by 3% to £11.4m, driven by efforts to control costs where possible.
Fair value gains were £0.7m in the current year, up from £0.2m in the prior year, reflecting property value growth. Group operating profit saw a significant increase in the year at £2.4m (PY: £0.9m), as shown on page 11 of this report.
Interest costs decreased to £0.7m, down 22% on the prior year, helped primarily by falling interest rates and the proceeds of some early residential property sales. The year-end net cash position was £0.2m (PY: £1.4m overdrawn) reflecting improved trade in the year and proceeds from property sales, while total borrowings decreased to £11.7m (PY: £12.6m) as a result of scheduled capital repayments.
Going Concern and Outlook
Following a year that has seen a degree of recovery in caravan and lodge sales we remain cautiously optimistic about the year ahead and anticipate a continuation of trends seen in the prior year, though at the time of writing the full impact of the geopolitical situation in the Middle East is as yet unknown.
Our programme of residential property disposals continues to progress and is expected to further strengthen our balance sheet and leverage position, allowing us to reinvest in high-returning areas and support the Group’s long-term growth ambitions.
As we seek to improve secondary spend at our attractions we have embarked on a significant capital project at the Ravenglass & Eskdale Railway to enhance the catering offering. This project was completed in spring 2026 and will further our aim of continuous improvement to our customer experiences.
In summary, despite significant headwinds in the year, the Group has taken proactive steps to manage costs and strengthen its position. Early trading in 2026 has shown positive signs, and we are well placed to build on this momentum. Our focus remains on delivering excellent visitor experiences, supporting our team and managing our financial position so that we can invest sustainably for the future.
Administrative expenses fell by 3% to £11.4m, driven by efforts to control costs where possible.
Fair value gains were £0.7m in the current year, up from £0.2m in the prior year, reflecting property value growth. Group operating profit saw a significant increase in the year at £2.4m (PY: £0.9m), as shown on page 11 of this report.
Interest costs decreased to £0.7m, down 22% on the prior year, helped primarily by falling interest rates and the proceeds of some early residential property sales. The year-end net cash position was £0.2m (PY: £1.4m overdrawn) reflecting improved trade in the year and proceeds from property sales, while total borrowings decreased to £11.7m (PY: £12.6m) as a result of scheduled capital repayments.
Going Concern and Outlook
Following a year that has seen a degree of recovery in caravan and lodge sales we remain cautiously optimistic about the year ahead and anticipate a continuation of trends seen in the prior year, though at the time of writing the full impact of the geopolitical situation in the Middle East is as yet unknown.
Our programme of residential property disposals continues to progress and is expected to further strengthen our balance sheet and leverage position, allowing us to reinvest in high-returning areas and support the Group’s long-term growth ambitions.
As we seek to improve secondary spend at our attractions we have embarked on a significant capital project at the Ravenglass & Eskdale Railway to enhance the catering offering. This project was completed in spring 2026 and will further our aim of continuous improvement to our customer experiences.
In summary, despite significant headwinds in the year, the Group has taken proactive steps to manage costs and strengthen its position. Early trading in 2026 has shown positive signs, and we are well placed to build on this momentum. Our focus remains on delivering excellent visitor experiences, supporting our team and managing our financial position so that we can invest sustainably for the future.
We remain sincerely appreciative of the commitment shown by our teams across all areas of the business. In what has been a challenging trading environment, their resilience, adaptability and continued focus have been instrumental. We remain committed to investing in the training, support and development of our people, recognising their central role in delivering sustainable performance and future success.
This report was approved by the board and signed on its behalf.
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LAKE DISTRICT HOLDINGS LIMITED
DIRECTORS' REPORT
FOR THE YEAR ENDED 31 JANUARY 2026
The directors present their report and the financial statements for the year ended 31 January 2026.
The directors are responsible for preparing the Group Strategic Report, the Directors' Report and the consolidated financial statements in accordance with applicable law and regulations.
In preparing these financial statements, the directors are required to:
∙select suitable accounting policies for the Group's financial statements and then apply them consistently;
∙make judgments and accounting estimates that are reasonable and prudent;
∙prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Group will continue in business.
The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the company's transactions and disclose with reasonable accuracy at any time the financial position of the company and the Group and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and 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 £1,331,447 (2025 - £145,111).
During the year the company paid dividends of £40,000 (2025 - £90,000).
The directors who served during the year were:
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LAKE DISTRICT HOLDINGS LIMITED
DIRECTORS' REPORT (CONTINUED)
FOR THE YEAR ENDED 31 JANUARY 2026
Under section 487(2) of the Companies Act 2006, Armstrong Watson Audit Limited will be deemed to have been reappointed as auditors 28 days after these financial statements were sent to members or 28 days after the latest date prescribed for filing the accounts with the registrar, whichever is earlier.
This report was approved by the board and signed on its behalf.
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LAKE DISTRICT HOLDINGS LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF LAKE DISTRICT HOLDINGS LIMITED
We have audited the financial statements of Lake District Holdings Limited (the 'parent company') and its subsidiaries (the 'Group') for the year ended 31 January 2026, which comprise the Consolidated Statement of Comprehensive Income, the Consolidated Statement of Financial Position, the Company Statement of Financial Position, 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 directors' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the 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 directors with respect to going concern are described in the relevant sections of this report.
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LAKE DISTRICT HOLDINGS LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF LAKE DISTRICT HOLDINGS LIMITED (CONTINUED)
The other information comprises the information included in the Annual Report other than the financial statements and our Auditors' Report thereon. The directors are responsible for the other information contained within the Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
In our opinion, based on the work undertaken in the course of the audit:
∙the information given in the Group Strategic Report and the Directors' Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
∙the Group Strategic Report and the Directors' Report have been prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the 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 Directors' Report.
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LAKE DISTRICT HOLDINGS LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF LAKE DISTRICT HOLDINGS 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:
The extent to which the audit was considered capable of detecting irregularities including fraud
Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:
• the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations;
• we identified the laws and regulations applicable to the company through discussions with directors and other management, and from our commercial knowledge and experience of the sector;
• we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the company, such as the Companies Act 2006, taxation legislation, data protection, anti-bribery, employment, environmental and health and safety legislation.
• we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence; and
• identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit.
We assessed the susceptibility of the company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:
• making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud;
• considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations; and
• reviewing the key areas of the financial statements most susceptible to fraud whilst tailoring our audit plans.
Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:
• the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations;
• we identified the laws and regulations applicable to the company through discussions with directors and other management, and from our commercial knowledge and experience of the sector;
• we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the company, such as the Companies Act 2006, taxation legislation, data protection, anti-bribery, employment, environmental and health and safety legislation.
• we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence; and
• identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit.
We assessed the susceptibility of the company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:
• making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud;
• considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations; and
• reviewing the key areas of the financial statements most susceptible to fraud whilst tailoring our audit plans.
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LAKE DISTRICT HOLDINGS LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF LAKE DISTRICT HOLDINGS LIMITED (CONTINUED)
To address the risk of fraud through management bias and override of controls, we:
• performed analytical procedures to identify any unusual or unexpected relationships;
• tested journal entries to identify unusual transactions;
• assessed whether judgements and assumptions made in determining the accounting estimates, such as the investment property valuations were indicative of potential bias;
• investigated the rationale behind significant or unusual transactions; and
In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:
• agreeing financial statement disclosures to underlying supporting documentation;
• reading the minutes of meetings of those charged with governance;
• enquiring of management as to actual and potential litigation and claims;
• reviewing correspondence with HMRC and the company’s legal advisors;
There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any.
Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.
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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LAKE DISTRICT HOLDINGS LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF LAKE DISTRICT HOLDINGS 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.
Chartered Accountants and Statutory Auditors
Carlisle
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LAKE DISTRICT HOLDINGS LIMITED
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
FOR THE YEAR ENDED 31 JANUARY 2026
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LAKE DISTRICT HOLDINGS LIMITED
REGISTERED NUMBER: 02160419
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
AS AT 31 JANUARY 2026
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LAKE DISTRICT HOLDINGS LIMITED
REGISTERED NUMBER: 02160419
CONSOLIDATED STATEMENT OF FINANCIAL POSITION (CONTINUED)
AS AT 31 JANUARY 2026
The financial statements were approved and authorised for issue by the board and were signed on its behalf by:
The notes on pages 20 to 40 form part of these financial statements.
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LAKE DISTRICT HOLDINGS LIMITED
REGISTERED NUMBER: 02160419
COMPANY STATEMENT OF FINANCIAL POSITION
AS AT 31 JANUARY 2026
The financial statements were approved and authorised for issue by the board and were signed on its behalf by:
The notes on pages 20 to 40 form part of these financial statements.
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