The directors present the strategic report for the year ended 31 March 2026.
Homes for Students is now the largest third-party operator in the student accommodation sector with around 60,000 purpose-built student accommodation (Third party “PBSA”) beds under management for 2025 under our “Homes for Students,” “Prestige Student Living,” “Essential Student Living,” “Urban Student Life,” “Universal Student Living” and “EVO Student” brands. Under our VervLife brand we have over 2,900 operational units, whilst Orla Living has started trading in the Republic of Ireland and Italy and has one operational property in each country. RSS has developed products for Residential Apps, Property Management Services and Property Audit and reporting services. These are being rolled out across the group of companies through the next financial year.
We have increased our financial strength in respect of increasing year on year underlying gross profit to £23,578,401 (2025: £19,291,977) with around 60,000 beds under management, as well as a healthy pipeline of beds secured as a result of future developments. Key to success is our ability to invest in the business to maintain our market lead, investment in our systems and technology, our retention of staff and our focus on sales, marketing and occupancy as well as compliance and ESG.
VervLife has delivered improvements in financial EBITDA performance as can be seen below and is in a stronger position to move into profit for the next financial year and we are continuing our commitment to expanding across Europe across the full living sectors via Orla Living with a healthy pipeline across mainland Europe.
We are ISO 9001 (Quality Management), ISO 20000-1 (Information Technology Service Management) and ISO 27001 (Information Security Management), ISO 14001 (Environmental Management Services) and ISO 45001 (Occupational Health & Safety Management Systems) compliant.
Following the initial investment by Far East Orchard Limited (FEOR) in April 2024, FOER has further increased their shareholding to 84% in September 2025, with a plan to increase their shareholding through to 2030.
The PBSA market in the UK has continued to be more competitive, due to historical rental increases causing students to consider alternative accommodation options or commuting to universities. The rental growth has slowed and expected to be at levels pre-COVID of around 3% across the UK. The demand for student accommodation is expected to remain strong with the UK's 18-year-old demographic growth along with the attractiveness of the UK Higher Education sector to students outside of UK.
The introduction of Renters Right Act in April 2026 is causing further uncertainty within the market, although PBSA is exempt from most of the legislation if the appropriate accreditations are in place, of which Homes for Students do have. However, for VervLife, we will need to continue to monitor the impact of the new legislation in the coming year.
Across all 3 operating companies there continues to be increased regulation and higher client expectations of having inhouse expertise on the Building Safety Act, Fire Compliance, Data Protection, ESG, IT Security and Utilities and Energy Management, making the market more competitive.
The development of AI has changed the marketing landscape for both PBSA and BTR, so changes have been required to ensure that plans and strategies are in place to adapt to this every evolving environment.
Cashflows from the group are positive from operating activities without any borrowing required, and we have driven the business with scale and leveraged on our supply chain strengths. Our financial strength has also allowed us to continue to invest in diversifying the business further into other living sectors, development advisory and tech offering, and into Europe.
Going concern
The directors have performed a rigorous assessment of going concern, which has included a review of the current liquidity and financial position, and the updated business plan including cashflow forecasts.
At the year end group's net assets were £8.9m, of which £6.3m represented net current assets, and the cash balance was £6.7m.
Therefore at the time of approving the financial statements, the directors have a reasonable expectation that the group and company has adequate resources to continue in operational existence for the foreseeable future, covering a period of at least the next 12 months from the date of approval of the financial statements. Thus the directors continue to adopt the going concern basis of accounting in preparing the financial statements.
The Directors recognise that effective performance management is key to client service. Progress is monitored by review of key financial indicators, including but not limited to:
2026 2025
Homes For Students and Universal Student Living
Gross profit as a % of turnover 18% 20%
EBITDA* £5,011,841 £5,496,470
Net asset value £11,556,774 £11,445,476
The Board is pleased with the the EBITDA performance as the company continues to invest in its central teams to support the group companies and stable Net Asset Value performance.
2026 2025
BTR PRS Limited (trading as VervLife)
Gross profit as a % of turnover 52% 59%
EBITDA* £(277,851) £(378,907)
Net asset value £(652,467) £(486,553)
BTR PRS has continued to invest in its operations, central service teams and systems to support its future order book.
2026 2025
RESI SOFTWARE SOLUTION Limited (trading as RSS)
Gross profit as a % of turnover 100% -
EBITDA* £165,130 -
Net asset value £(280,191) -
The Board is pleased with the the EBITDA performance as this is the first year of operation for the company.
2026 2025
ORLA LIVING Limited (trading as Orla)
Gross profit as a % of turnover 43% -
EBITDA* £(284,950) -
Net asset value £(290,321) -
The Board is pleased with the the EBITDA performance as this is the first year of operation for the company.
* EBITDA - Earning before interest, tax, depreciation and amortisation.
The PBSA side of the business has a strong pipeline for new developments completing in September 2026 and 2027 and continues to expand and adds a significant number of beds under management each year to the company. This has resulted in further investment into the development support teams to ensure we continue to provide a strong service to this important part of the business.
We have also been successful in continuing to grow our portfolio with some key large corporate clients, by assisting them with acquisitions or consolidating their portfolio into one operating partner. We will continue to put significant investment in resources and expertise to support these long-term hold clients, with further investment already in place for systems and expertise in AI due to the changing marketing environment this is causing. This would continue to differentiate us from our competitors.
Our internal project management and engineering team continue to have a strong order book in this increasingly important support area for clients who need support with compliance, ESG and refreshing and enhancing older schemes.
We will continue to provide cashflow support to VervLife and Orla Living, albeit it is envisaged VervLife will become financially self-sufficient next year, whilst Orla Living is forecasted to be in the next few years. Resi Software Solution will not require any funding as already self-sufficient due to licencing agreements already in place.
Statement by the Directors in accordance with Section 172(1)(a) to (f) of the Companies Act 2006
The likely consequences of any decision in the long term and desirability to maintain a reputation for high standards of business conduct
The Board meets quarterly to maintain the reputation for high standards of business conduct which is at the very forefront of its decision making and ongoing and future strategies. To formulate future strategies, the Board works closely with the Executive and Senior Leadership Teams to ensure that operational excellence, values, attitudes and behaviours the company works hard to achieve can be maintained and how all decision-making will impact on all stakeholders.
The Board approves the annual and long-term business objectives and monitors the effectiveness of the management teams in delivering these objectives through regular oversight and measurement. All significant decisions, strategies and deployment of capital are decided by the Board.
The interest of our employees
At Homes for Students, we recognise that engaged employees are fundamental to delivering exceptional experiences for our residents, clients and partners. Our engagement strategy continues to focus on creating a supportive, inclusive and high-performing culture where colleagues feel valued, listened to and connected to the wider business.
Feedback remains central to our approach. Throughout the year, we have continued to evolve our engagement strategy through regular pulse surveys, open communication channels and structured feedback mechanisms designed to ensure colleagues can actively shape the employee experience. This includes clear feedback loops and regular business updates shared through monthly roundups, Operations ‘Need to Know’ briefings, Central Services Lunch and Learn sessions, quarterly Connect Live town hall events and our internal communications platform, Connect.
During the financial year 25/26, we further enhanced our engagement framework by embedding an eNPS-led approach across our six key engagement pillars, enabling us to better understand colleague sentiment, identify trends and measure the impact of engagement initiatives across the business. This data-driven approach has allowed us to respond more proactively to colleague feedback and focus on the areas that matter most to our teams.
Our strategy continues to evolve alongside the needs of our workforce, this includes ongoing investment in development opportunities through YOUniversity, colleague engagement initiatives, team-building activities and inclusive wellbeing support.
As part of our wider ‘Together is Better’ initiative, we have also introduced several new wellbeing and inclusion-focused programmes during the year. This includes enhanced menopause support and awareness initiatives designed to better support colleagues at different stages of life and promote more open conversations across the workplace. In addition, colleagues now have access to enhanced wellbeing support through a 24/7 GP and wellbeing service, providing greater access to medical advice, mental health support and everyday wellbeing resources.
We remain committed to continuously improving the colleague experience and ensuring Homes for Students continues to be a place where people can thrive personally and professionally.
Our Customers
Customer Satisfaction and resident service have been core principles of the business for many years, and our efforts to continually improve resident experience and resident happiness have continued throughout the year.
Our property teams continue to deliver outstanding resident experience and focus on this crucial area with the aim of nurturing community within our buildings, enhancing our residents’ overall university experience, helping them to enjoy their time living with us, and increasing positive social impact.
The property teams, supported by our central services teams, have run and logged over 7,500 resident experience events and activities. These events and activities have been rated by our residents at 4.79 out 5 overall, reflecting a high level of satisfaction.
We continued our focus on customer satisfaction with further embedding of our ‘Going 4 Gold’ approach, and we delivered training and coaching across the business multiple times over the course of the year. Our approach to customer service is embedded into our induction and onboarding, as well as team KPIs and ongoing coaching and support.
Social media continues to be a key area of focus and daily usage is encouraged. Our property teams are empowered to manage this locally which provides an authentic and engaging view of life in our buildings.
Our award winning proprietary KLIQ Resident Experience App continues to be a key tool in interacting and engaging with our student community and we continue to use feedback gained from residents via KLIQ to continue to bespoke and tailor our student experience and improve our students’ satisfaction and wellbeing.
Our year-round focus on resident experience, resident satisfaction, social proof and excellent standards have remained critical aspects of our overall strategy, and we spend significant time and energy on this each year, evidenced by our continually strong NPS scores.
We are continuing to see major benefit and improvement in this regard, and we are seeing record customer satisfaction scores on the GSL Index and Investor in Students surveys, across tens of thousands of respondents.
We have successfully retained Investor in Students Gold Accreditation for a fifth year, alongside retaining overall Gold Certification from Global Student Living 2026. We continue to survey huge numbers of residents to gain insight into improving service and ways of working, with over 45,000 survey responses received this academic year.
Our focus remains on securing 5-star Google and StudentCrowd ratings. This consistent and improving service delivery and satisfaction is a long-term strategy that is paying.
University Partners
Our Partnerships Team continued to nurture university relationships and increase partnership working with them. We have had a successful year of renewed nominations and referral arrangements and secured a number of new agreements. The team continue to work in partnership with universities as part of our sector engagement activities and liaise closely with our network of university contacts built up over many years of collaboration.
We attended numerous outreach events over the course of the year, in the UK as well as in Europe and the Far East.
Our rich data analysis and market intelligence brought to life by our inhouse Living Data Lab team supports universities with information about digital behaviour, student decision making trends, benchmarking, and student survey performance. We have further bolstered the Partnerships team throughout the course of the year.
Procurement - Suppliers
During the year, Procurement has continued to support the company’s long-term success by strengthening supplier relationship management, contract oversight and supplier performance across the business.
Key actions have included the introduction of a dedicated Contracts and Supplier Management role, the implementation of regular supplier relationship and contract management reviews now provide a more structured forum for reviewing service delivery, contractual compliance, risks, issues, upcoming renewals and improvement actions. This supports earlier identification of supplier concerns, clearer ownership of actions and more consistent follow-up with suppliers and internal stakeholders.
Procurement continues to work with suppliers to support effective service delivery, resolve performance issues and maintain clear expectations around performance, compliance, communication and contractual obligations. This helps protect service continuity for the business, clients and residents, while supporting colleagues through clearer supplier accountability and escalation routes.
Supplier selection and management also consider long-term value, cost, service quality, operational continuity, compliance, sustainability, health and safety, and supplier resilience. Procurement supports the company’s reputation for high standards of business conduct through appropriate supplier due diligence, competitive tendering, fair supplier engagement and improved governance.
Overall, Procurement supports the success of the company by managing supplier relationships in a way that promotes long-term value, operational resilience, responsible business conduct and fair commercial outcomes for the benefit of the company and its members as a whole.
Our impact on the community and the environment
Sustainability and ESG principles are fundamental to our operations and stakeholder engagement. Our focus on the Planet, People, and Principles drives our commitment to creating lasting positive change. We integrate ESG considerations into every aspect of our business within our direct control, thereby enhancing value for our people, our clients, and the communities in which we operate.
Our ESG Measures focus on the way we operate and behave as a business and they also inform our sustainability engagement agenda, which is the list of issues that we target to influence our internal and external stakeholders for the better within the areas we can control, particularly with shaping and influencing our student population awareness and behaviours around living more sustainably, through our “Go Greener with Homes for Students” campaign theme.
Significant progress has been made to date and work continues to ensure that the informed decisions taken by the Board, Executive Team and the Senior Leadership Team are quickly and effectively implemented, and now including our new “Green Team” which has been established as a cross-functional group of stakeholders across the business working towards common sustainability aims.
HFS has a specific ESG Policy and Measures document addressing requirements and goals for our business, and we are fully ESOS compliant.
Homes for Students is conscious that many of our investment sector partners are committed to a lower-carbon economy and have set clear targets and disclosures in line with the UK’s Net Zero Emissions (NZE) goal by 2050. In support of this, we have embarked on our decarbonisation journey for 2040, including a reduced carbon emissions plan in the short/medium term. We are also collaborating with our partners, to establish a strategic decarbonisation pathway to support them. We comply with ISO 14001, ensuring our Environmental Management System aligns with international best practices.
Approved by the Board of Directors and signed on behalf of the Board
The directors present their annual report and financial statements for the year ended 31 March 2026.
The results for the year are set out on page 18.
Ordinary dividends were paid amounting to £4,000,000 (2025: £1,000,000). The directors recommend payment of a final dividend amounting to £1,300,000.
The directors who held office during the year and up to the date of signature of the financial statements were as follows:
We maintain rigorous internal communications across multiple platforms, which we present through a diverse array of mediums to guarantee comprehensive access for all employees to news and business updates. In conjunction a range of employee representative forums afford us a complete 360-degree feedback loop, ensuring the quality of our messaging and the effective reception of employee input.
In the current year, we have implemented a transformative adjustment to our approach for gathering structured employee feedback. We have transitioned from conducting an annual employee engagement survey to administering regular pulse surveys based upon six pillars of engagement; onboarding, reward, people development, connections, DEIB and culture with a focus on improving employee Net Promoter Scores (eNPS). By leveraging eNPS data at both the pillar and overall organisational levels, we can identify strengths, address challenges, and implement meaningful actions to enhance the employee experience.
To further enhance our multi-layer communications approach, we've recently added additional 'off-line' events to encourage harder to reach none-desk based colleagues to engage in company news, updates and community or cultural initiatives. 'Lunch & Learn' are in-person huddles designed to share learning, news, expand understanding and engage our teams based on a themed calendar inspired by our values. Plus, our compulsory monthly 'Need to Know' briefings are tactical operationally focused briefings where we channel updates about new procedures, equipment, tech, legislation and training.
During the year, Deloitte LLP was appointed as auditor to the Company, following the resignation of the previous auditor. Deloitte LLP has indicated their willingness to continue in office and a resolution to reappoint them will be proposed at the forthcoming Annual General Meeting.
This section of the report sets out the group's report on emissions, energy consumption and energy efficiency activities.
The group operates from leased offices and does not own any investment property. All managed properties are owned by third parties and energy consumption at these properties is not the responsibility of the group to report on.
For its leased offices, the group does not separately purchase gas or electricity, nor is it separately metered. Management have explored whether this can be reasonably estimated, but in the absence of data from the landlord, it is not considered practical to calculate the energy use. Management are taking steps to obtain this data in future.
Therefore, the following sections are limited to the group's Scope 3 emissions, in respect of business travel.
The group has followed the HM Government’s Environmental Reporting Guidelines (2019 edition) and the GHG Reporting Protocol – Corporate Standard. Emissions and energy data were calculated using the 2024 UK Government’s Conversion Factors for Company Reporting, applying the “average car – unknown fuel type” kWh conversion (net CV) with a multiplier of 1.11314. Business mileage was tracked via employee expense records. Total business mileage for the reporting period was 472,546.77 miles.
Office energy consumption could not be separately measured due to lack of landlord sub-metering data and therefore no Scope 1 or Scope 2 emissions are reported.
The chosen intensity measurement ratio is total gross emissions in metric tonnes CO2e per average number of employees over the financial year.
During the reporting period, the group undertook a range of energy efficiency initiatives to reduce its environmental impact and improve operational sustainability.
Energy and resources efficiency measures have been promoted to employees through the delivery of employee training focused directly on ESG, energy awareness and climate change.
During the reporting period we also hosted in-person workshops, delivered to our Head Office employees that focused on Sustainability matters, such as energy efficiency actions, that they could take to reduce their energy consumption and environmental impact. These workshops focused on the big picture impacts of everyday actions, as well as the practical day-to-day steps employees could take to improve their energy efficiency.
We have continued support the integration of hybrid and remote working arrangements to optimise office energy use. We have also continued to incorporate automated power-down settings for IT equipment, and enhanced digital efficiency through the adoption of cloud-based technologies.
In relation to employee travel, our cycle-to-work scheme has continued, and carpooling was encouraged via incentives embedded in mileage reimbursement practices. Virtual meetings were promoted as an alternative to travel where appropriate.
For leased office premises, the group continued to engage with landlords to obtain Energy Performance Certificates (EPCs) and relevant energy consumption data, along with continued collaborated with them on broader sustainability objectives.
United Kingdom company law requires the directors to prepare financial statements for each financial year. Under that law, the directors have elected to prepare the group and parent company financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law) including FRS102 The Financial Reporting Standard applicable in the UK and Republic of Ireland. Under company law, the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the group and parent company, and of the profit or loss of the group for that period.
In preparing these financial statements, the directors are required to:
select suitable accounting policies and then apply them consistently;
make judgements and accounting estimates that are reasonable and prudent;
state whether applicable United Kingdom Accounting Standards have been followed; and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the group and parent company will continue in business.
The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the group’s and parent company’s transactions and disclose with reasonable accuracy at any time the financial position of the group and parent company, and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the group and parent company, and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
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).
Basis for opinion
Conclusions relating to going concern
In auditing the financial statements, we have concluded that the directors' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group's and 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.
Other information
Extent to which the audit was considered capable of detecting irregularities, including fraud
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.
We considered the nature of the group’s industry and its control environment, and reviewed the group’s documentation of their policies and procedures relating to fraud and compliance with laws and regulations. We also enquired of management and the directors about their own identification and assessment of the risks of irregularities, including those that are specific to the group’s business sector.
We obtained an understanding of the legal and regulatory frameworks that the group operates in, and identified the key laws and regulations that:
had a direct effect on the determination of material amounts and disclosures in the financial statements. These included UK Companies Act, employment related laws and tax legislation; and
do not have a direct effect on the financial statements but compliance with which may be fundamental to the group’s ability to operate or to avoid a material penalty. These included the UK Bribery Act, Data Protection Regulation, Fire Safety regulations, Building Safety Act, Housing Health and Safety Rating System, and Money Laundering and Proceeds of Crime Act.
We discussed among the audit engagement team regarding the opportunities and incentives that may exist within the organisation for fraud and how and where fraud might occur in the financial statements.
As a result of performing the above, we identified the greatest potential for management bias to be the timing of the recognition of income relates to project works and refurbishment revenue, which is recognised over time and may straddle the year end. To address this risk, we have, for a sample of projects, verified whether recognition of revenue over the project life is as per the company’s accounting policy, which we have assessed for alignment with the reporting standards. This involved meeting with the managers working closely on projects to obtain an understanding and evidence of the timing of the effort and/or costs towards the completion of the projects which inform the proportion and timing of the revenue recognition.
In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override. In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments; assessed whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluated the business rationale of any significant transactions that are unusual or outside the normal course of business.
In addition to the above, our procedures to respond to the risks identified included the following:
reviewing financial statement disclosures by testing to supporting documentation to assess compliance with provisions of relevant laws and regulations described as having a direct effect on the financial statements;
performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud;
enquiring of management and in-house legal counsel concerning actual and potential litigation and claims, and instances of non-compliance with laws and regulations; and
reading minutes of meetings of those charged with governance.
Report on other legal and regulatory requirements
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of the audit:
the information given in the strategic report and the directors’ report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the strategic report and the directors’ report have been prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the group and of the parent company and their environment obtained in the course of the audit, we have not identified any material misstatements in the strategic report or the directors’ report.
Matters on which we are required to report by exception
Under the Companies Act 2006 we are required to report in respect of the following matters if, in our opinion:
adequate accounting records have not been kept by the parent company, or returns adequate for our audit have not been received from branches not visited by us; or
the parent company financial statements are not in agreement with the accounting records and returns; or
certain disclosures of directors’ remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit.
We have nothing to report in respect of these matters.
Use of our report
This report is made solely to the company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
As permitted by section 408 of the Companies Act 2006, the company has not presented its own profit and loss account and related notes. The company’s profit for the year was £3,851,312 (2025 - £3,567,482 profit).
Homes for Students Limited (“the company”) is a private limited company domiciled and incorporated in England and Wales. The registered office is Hornbeam House, Hornbeam Park, Harrogate, HG2 8QT.
The group consists of Homes for Students Limited and all of its subsidiaries as set out in note 14.
These financial statements have been prepared in accordance with FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the requirements of the Companies Act 2006.
The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
The company is a qualifying entity for the purposes of FRS 102, being a member of a group where the parent of that group prepares publicly available consolidated financial statements, including this company, which are intended to give a true and fair view of the assets, liabilities, financial position and profit or loss of the group. The company has therefore taken advantage of exemptions from the following disclosure requirements for parent company information presented within the consolidated financial statements:
Section 7 ‘Statement of Cash Flows’: Presentation of a statement of cash flow and related notes and disclosures;
Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instrument Issues: Interest income/expense and net gains/losses for financial instruments not measured at fair value; basis of determining fair values; details of collateral, loan defaults or breaches, details of hedges, hedging fair value changes recognised in profit or loss and in other comprehensive income;
Section 33 ‘Related Party Disclosures’: Compensation for key management personnel.
The consolidated group financial statements consist of the financial statements of the parent company Homes for Students Limited together with all entities controlled by the parent company (its subsidiaries) and the group’s share of its interests in joint ventures and associates. Where subsidiaries are not wholly owned, the total comprehensive income and equity attributable to the non-controlling interests are presented separately.
All financial statements are made up to 31 March 2026. Where necessary, adjustments are made to the financial statements of subsidiaries to bring the accounting policies used into line with those used by other members of the group.
All intra-group transactions, balances and unrealised gains on transactions between group companies are eliminated on consolidation. Unrealised losses are also eliminated unless the transaction provides evidence of an impairment of the asset transferred.
Subsidiaries are consolidated in the group’s financial statements from the date that control commences until the date that control ceases.
The directors have performed a rigorous assessment of going concern, which has included a review of the current liquidity and financial position, and the updated business plan including cashflow forecasts.
At the year end group's net assets were £8.9m, of which £6.3m represented net current assets, and the cash balance was £6.7m.
Therefore at the time of approving the financial statements, the directors have a reasonable expectation that the group and company has adequate resources to continue in operational existence for the foreseeable future, covering a period of at least the next 12 months from the date of approval of the financial statements. Thus the directors continue to adopt the going concern basis of accounting in preparing the financial statements.
Turnover is recognised at the fair value of the consideration received or receivable for goods and services provided in the normal course of business, and is shown net of VAT and other sales related taxes.
Revenue from annual contracts is recognised on a straight line basis over the period to which they relate. Where the contract includes a management fee, this is calculated and invoiced on a monthly basis. Where the contract includes the recharge of expenditure incurred, revenue is recognised in line with the period the expense is incurred.
Project income is recognised by reference to the stage of completion when the stage of completion, costs incurred and costs to complete can be estimated reliably. Revenue is recognised only to the extent of the expenses recognised that are recoverable or the work has been certified.
Mobilisation, consultancy and other fees are recognised over the period in which the service is provided.
Where there is full or partial entitlement to revenue at the year end, based on the above, but the invoices had not been raised, the relevant portion is recognised as accrued income. Conversely where there is no, or only partial, entitlement to revenue at the year end, but the service has been invoiced in advance, the relevant portion of the revenue is included within deferred income.
Expenditure incurred on internally developed software is capitalised as an intangible asset when the appropriate conditions of FRS102 are met. Where conditions are not met, these will be recognised in profit or loss as an expense in the period in which it is incurred.
Capitalised development expenditure comprises directly attributable costs, including employee costs and an appropriate proportion of directly attributable overheads. It is measured at cost less accumulated amortisation and accumulated impairment losses. Amortisation is charged on a straight-line basis over the estimated useful life of 5 years and is recognised within administrative expenses. Amortisation begins when the software is available for use.
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the profit and loss account.
Equity investments are measured at fair value through profit or loss, except for those equity investments that are not publicly traded and whose fair value cannot otherwise be measured reliably, which are recognised at cost less impairment until a reliable measure of fair value becomes available.
In the parent company financial statements, investments in subsidiaries, associates and jointly controlled entities are initially measured at cost and subsequently measured at cost less any accumulated impairment losses.
A subsidiary is an entity controlled by the group. Control is the power to govern the financial and operating policies of the entity so as to obtain benefits from its activities.
At each reporting period end date, the group reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). Where it is not possible to estimate the recoverable amount of an individual asset, the company estimates the recoverable amount of the cash-generating unit to which the asset belongs.
The carrying amount of the investments accounted for using the equity method is tested for impairment as a single asset. Any goodwill included in the carrying amount of the investment is not tested separately for impairment.
Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.
If the recoverable amount of an asset (or cash-generating unit) is estimated to be less than its carrying amount, the carrying amount of the asset (or cash-generating unit) is reduced to its recoverable amount. An impairment loss is recognised immediately in profit or loss, unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.
The group has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ 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 and 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, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Financial assets are assessed for indicators of impairment at each reporting end date.
Financial assets are impaired where there is objective evidence that, as a result of one or more events that occurred after the initial recognition of the financial asset, the estimated future cash flows have been affected. 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 derecognised only when the contractual rights to the cash flows from the asset expire or are settled, or when the group transfers the financial asset and substantially all the risks and rewards of ownership to another entity, or if some significant risks and rewards of ownership are retained but control of the asset has transferred to another party that is able to sell the asset in its entirety to an unrelated third party.
Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the group after deducting all of its liabilities.
Basic financial liabilities, including creditors, are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Financial liabilities are derecognised when the group's contractual obligations expire or are discharged or cancelled.
Equity instruments issued by the group are recorded at the proceeds received, net of transaction costs. Dividends payable on equity instruments are recognised as liabilities once they are no longer at the discretion of the group.
The tax expense represents the sum of the tax currently payable and deferred tax.
The tax currently payable is based on taxable profit for the year. Taxable profit differs from net profit as reported in the profit and loss account because it excludes items of income or expense that are taxable or deductible in other years and it further excludes items that are never taxable or deductible. The group’s liability for current tax is calculated using tax rates that have been enacted or substantively enacted by the reporting end date.
Deferred tax liabilities are generally recognised for all timing differences and deferred tax assets are recognised to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits. Such assets and liabilities are not recognised if the timing difference arises from goodwill or from the initial recognition of other assets and liabilities in a transaction that affects neither the tax profit nor the accounting profit.
The carrying amount of deferred tax assets is reviewed at each reporting end date and reduced to the extent that it is no longer probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered. Deferred tax is calculated at the tax rates that are expected to apply in the period when the liability is settled or the asset is realised. Deferred tax is charged or credited in the profit and loss account, except when it relates to items charged or credited directly to equity, in which case the deferred tax is also dealt with in equity. Deferred tax assets and liabilities are offset if, and only if, there is a legally enforceable right to offset current tax assets and liabilities and the deferred tax assets and liabilities relate to taxes levied by the same tax authority.
The costs of short-term employee benefits are recognised as a liability and an expense.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the company is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
Transactions in currencies other than pounds sterling are recorded at the rates of exchange prevailing at the dates of the transactions. At each reporting end date, monetary assets and liabilities that are denominated in foreign currencies are retranslated at the rates prevailing on the reporting end date. Gains and losses arising on translation in the period are included in profit or loss.
Current asset investments
Investments are initially measured at cost and subsequently reviewed for impairment. Interest income is recognised on a straight line basis over the term to which it relates.
Revised standards
Amendments to FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland and other FRSs Periodic Review 2024
On 27 March 2024, the FRC issued Amendments to FRS 102. The effective date for most amendments is accounting periods beginning on or after 1 January 2026, with earlier adoption permitted.
The revised Section 20 will be applied using the modified retrospective approach at the date of initial adoption, 1 April 2026. The current and comparative information will not be restated and no amendments will be made under the new requirements. The cumulative effect of applying the revised requirements will be recognised as an opening adjustment to retained earnings as at 1 April 2026.
The effect of the application of the new accounting policy at the date of initial application is not deemed to be material.
In the application of the group’s accounting policies, the directors are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
The directors do not consider that there are any key sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year.
The following judgements (apart from those involving estimates) have had the most significant effect on amounts recognised in the financial statements.
Project management fees are recognised based on the stage of completion of project management services which the Group analyses with Project Managers and through industry experience.
The project management workstreams are assessed on two bases and project time and tasks may fluctuate.
% of time allocated across all workstreams.
% ratio of tasks across all workstreams.
Project time and tasks may fluctuate, management fees judgement will be recognised at 60%/40% split; management have assessed that 60% of revenue of these workstreams shall only be recognised upon receiving a signed agreement and 40% is spread across the remainder of the project life.
All turnover is derived in the UK and Ireland from the principal activity as outlined on page 1.
The average monthly number of persons (including directors) employed by the group and company during the year was:
Their aggregate remuneration comprised:
Amounts disclosed in 2025 relate to non-audit services provided by the former auditor. Following a change of auditor in 2026, no non-audit services were provided by the current auditor during the year.
The number of directors for whom retirement benefits are accruing under defined contribution schemes amounted to 0 (2025 - 2).
The actual charge for the year can be reconciled to the expected charge for the year based on the profit or loss and the standard rate of tax as follows:
The proposed final dividend for the year ended 31 March 2026 is:
The proposed final dividend relating to the 31 March 2026 period has been approved post-year end by the shareholders and has not been included as a liability in these financial statements.
During the year the company transferred internally generated software with a net book value of £1,330,228 to a subsidiary company.
Details of the company's subsidiaries at 31 March 2026 are as follows:
There are no specified terms in relation to the amounts owed by group undertakings. These amounts are trade debtors payable in line with agreed credit terms.
The following are the major deferred tax liabilities and assets recognised by the group and company, and movements thereon:
The amount of deferred tax expected to reverse within next year has not been determined.
The group expects to recover the deferred tax asset through offsetting tax losses against future trading profits.
A defined contribution pension scheme is operated for all qualifying employees. The assets of the scheme are held separately from those of the group in an independently administered fund.
The company has two classes of ordinary shares which carry full voting rights and full rights to receive dividends.
Both classes have full rights to distributions, firstly of the issue price of shares held and the balance pro rata on a return of assets on liquidation, capital reduction or otherwise pari passu with the other share class.
The aggregate remuneration paid to key management personnel (including directors) during the period was £1,084,963 (2025: £994,995).
During the year the company made sales of £3,555,583 (2025: £659,898) and purchases of £Nil (2025: £Nil) to/from entities with significant influence over the company. In addition the company made sales of £Nil (2025: £116) and purchases of £25,724 (2025: £23,738) to/from other related parties.
Within amounts owed by group undertakings (disclosed in note 15) is £427,142 (2025: £189,767) due from entities with significant influence over the company. Within amounts owed to group undertakings (disclosed in note 17) is £1,576 (2025: £Nil) owed to other related parties. These balances represent trade between entities and are repayable under standard credit terms.
During the year, dividends were paid to directors of £420,000 (2025: £360,000).
During the year, Homes for Students purchased contractor services from Project Interiors, a company controlled by Mr M Corbett, a director of the company. Purchases during the year amounted to £9,173 (2025: £Nil). At the year end £Nil was due to Project Interiors.
During the year, Homes for Students purchased contractor services from Project Furniture, a company controlled by Mr M Corbett, a director of the company. Purchases during the year amounted to £16,551 (2025: £23,738). At the year end £1,576 (2025: £Nil) was due to Project Furniture.
During the year, BTR PRS Limited purchased office rental from 2-Work Group Limited, a company controlled by Mr M Corbett, a director of the company. Fees charged during the year amounted to £732 (2025: NIL). At the year end £NIL was due to 2-Work Group Limited.
During the year, BTR PRS Limited provided back-office services to 2-Work Group Limited, a company controlled by Mr M Corbett, a director of the company. Fees charged during the year amounted to £99,600 (2025: NIL). At the year end £NIL was owed to 2-Work Group Limited.