Registration number:
for the
Year Ended 31 December 2025
Barnwood Limited
Contents
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Company Information |
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Strategic Report |
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Directors' Report |
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Statement of Directors' Responsibilities |
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Independent Auditor's Report |
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Profit and Loss Account |
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Balance Sheet |
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Statement of Changes in Equity |
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Notes to the Financial Statements |
Barnwood Limited
Company Information
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Directors |
S W Carey D N Piper S M Pearce M J Williams A A B McKenna J W Bennett C Preece P Fowles D Hill W J C Steel S P Dee |
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Company secretary |
M J Williams |
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Registered office |
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Auditors |
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Barnwood Limited
Strategic Report for the Year Ended 31 December 2025
The directors present their strategic report for the year ended 31 December 2025.
Principal activity
The principal activity of the company is that of contracting work (including joinery manufacture and shopfitting) for the construction industry.
Fair review of the business
Demand remained strong as Barnwood entered 2025, following a period of recovery between 2022 and 2023. However, towards the latter part of the year, there were emerging indications of softening market sentiment, which we expect will result in increased competition over the next 18 months. In response, the company maintained a clear focus throughout 2025 on driving efficiency across all areas of the business, ensuring it is well positioned for a more competitive trading environment ahead.
As a Bronze Award holder of the Fair Payment Scheme, the company continued to ensure suppliers were paid fairly and on time. It continued to support its supply chain partners and customers by allocating employee resources to complete unfinished projects and providing enhanced payment terms and cash support to those impacted.
Employees, rewarded through a profit-sharing scheme for delivering positive outcomes for clients and the business, continued to drive resilience and success. The company made several appointments in 2025, further evidencing its continued success and investment in its people.
As a result, the company is pleased to announce robust financial results, establishing a solid foundation for us to achieve our strategic objectives.
Cashflow continues to be effectively managed across the business. Our healthy cash resources allowed us to maintain our excellent payment performance to our supply chain.
The company continued to support local charities, including expanded social value coverage to Oxfordshire as work continues to grow in the area. Over £25k was delivered in fundraising and donations.
Results for the year show increased turnover to £117m (2024 £103m) and a decrease in net profits before tax to £2.8 m (2024 £4.5m).
Summary of performance indicators
• Turnover and the future order book
• Margins on projects across the company
• Maintaining high levels of staff retention
• Monitoring monthly movements in cash flows
• Ensuring that they achieve and maintain the highest standards of Health and Safety at all of their sites
The company's key financial and other performance indicators during the year were as follows:
Turnover
Turnover increased by 13.5% in 2025. This was an expected increase, with several long-term opportunities coming to fruition during the year. Demand remained strong throughout much of 2025; however, towards the end of the year there were signs of more cautious sentiment, which we anticipate will lead to a more competitive market over the coming 18 months.
While we expect turnover to grow again in 2026, we recognise that the trading environment has become more challenging. As such we have focused on driving efficiency in preparation for the period ahead.
Gross Profit and Margins
The company’s gross profit margin for 2025 was 13.2 % down from 15.0% in 2024. This was not unexpected, given the economic slowdown and heightened competition.
Staff Retention
Our employee retention remains high, allowing a consistent service to our clients as well as creating a strong team culture. We believe the employee ownership trust and our commitment to staff wellbeing, as outlined above, play key roles in this retention. Our last bi-annual employee engagement survey found that over 70% of our employees feel positively about the employee ownership trust, and 88% of employees “feel proud to work for Barnwood”.
Barnwood Limited
Strategic Report for the Year Ended 31 December 2025
In 2025, we strengthened our long-term workforce strategy, with 15% of new starters entering apprenticeship or development programmes. This supports our social value objectives and includes the employment of a former NEET who is progressing towards a skilled trade. In addition, 17% of new hires were female, underscoring our commitment to increasing gender diversity within the predominantly male-dominated construction industry.
Staff turnover still remains steady at 8% - well below average for the industry.
Cash flow
The cashflows of the business remains strong with no bank borrowings. The year end balances decreased from £6.7m to £11.2m. The company takes its payment performance very seriously and are always committed to pay subcontractors and suppliers on time.
Occupational Health and Safety and IT Security
Our continued dedication to Occupational Health and Safety has been acknowledged with our 11th successive ROSPA Gold Award for 2025. We now hold the President’s Award, demonstrating our ongoing commitment to health and safety.
The safety and well-being of our employees, contractors, and visitors continue to be our paramount concern. We actively promote Barnwood’s robust safety culture through employee briefings, regular updates to the Employee Representative Group, and monthly discussions with the Board. Our objective is to keep everyone within the organisation aware of our progress, which is primarily focused on managing high-level risks within the construction sector, performance metrics, Health & Safety bulletins, and highlighting key areas of growth. The Trustees are also updated on these matters quarterly.
Barnwood continues to uphold and enhance our ISO 45001 certification, which is externally verified by UKAS (United Kingdom Accreditation Service) accredited auditors. We also retain our SSIP certifications: Chas, Constructionline, Safecontractor, Achilles, Altius.
All of our projects are regularly audited by our health and safety advisors. In addition, any significant incident or accident is investigated by our HSQE team and a report produced thereafter with recommendations.
Actions arising from these reports are issued via Safety Directives immediately to all sites if necessary or urgent and are reviewed at our Health and Safety Review Meetings and appropriate action agreed. The group Head of HSQE (Health, Safety, Quality, and Environment) sits on the board meetings and reviews the analysis from site inspections and accident/incident data.
Our data for 2025 is as follows:
|
Year |
High Potential Incident |
Hospital Treatment and Lost Time |
First Aid or Hospital and/or RIDDOR |
Incident Totals |
Accident Totals |
|
2023 |
- |
1 |
- |
10 |
1 |
|
2024 |
- |
2 |
- |
17 |
2 |
|
2025 |
- |
1 |
- |
10 |
1 |
High-potential incidents are those which, while not resulting in serious harm, had the potential to do so. RIDDOR refers to incidents reportable under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013.
The directors are pleased with the company's continued strong health and safety performance, with zero RIDDOR-reportable incidents and zero high-potential incidents during the year. The Board, supply chain and Employee Representative Group remain engaged in the continual improvement of the company's safety culture.
Our commitment to IT security remains steadfast. We have successfully renewed our Cyber Essentials certification and continue to prioritise IT security training for our employees along with scheduled cybersecurity exercise. We will be seeking Cyber Essentials Plus in 2026.
Barnwood Limited
Strategic Report for the Year Ended 31 December 2025
Environment
Barnwood are proud that our management of emissions go beyond legal and regulatory standards because we are accredited to ISO 14001:2015. We have adopted a best-practice approach to environmental management, and often we are assessed by either BREEAM (Building Research Establishment Environmental Assessment Method) or LEED (Leadership in Energy and Environmental Design) assessors on our projects.
Over the last 5 years, we have continued to make good progress in both our carbon management and reporting, more detail has been included in the Directors’ Report within Barnwood Group Limited. Our work in 2025 achieved us the silver rating from Ecovadis.
Long term strategy and vision
In response to the challenges faced by the UK economy, the business conducted a comprehensive reassessment of its long-term strategic plan in 2022. We believe what distinguishes us from our competitors is our emphasis on collaboration and innovation. We strive to establish partnerships with our customers, prioritising long-term value over immediate gains. It has been our experience that we have often been successful in retaining customers once we have engaged with them.
The company views the main drivers for its success as follows:
• Delivering projects to the highest standard and in a timely fashion: Excellence in execution remains at the core of our operations, ensuring we consistently meet and exceed client expectations.
• Retaining a strong ethos across its employees and supply chain: Encourage a culture of integrity and reliability to ensure consistent delivery and performance.
• Maintaining a healthy financial standing: Robust financial management to support stability and growth, enabling us to invest in new opportunities.
• Upholding and developing a strong health and safety framework: Prioritising the well-being of our employees and stakeholders across the group, ensuring a safe and productive work environment.
• Developing innovative and flexible solutions: Using our collaborative approach with clients to empower innovation, adaptability, and customised solutions that meet their unique needs.
• Regularly assessing the economic landscape: Staying informed and agile in relation to the industries we operate in, allowing us to proactively address challenges and seize opportunities.
• Investing in training and development programs: Enhancing the skills and capabilities of our workforce, ensuring we remain at the forefront of industry advancements and best practices.
The long-term plan reflects the company’s strategy to simplify its structure to ensure that the company remains a thriving, resilient, innovative and respected contracting business. The review highlighted the importance of strengthening certain processes and systems to ensure efficient management of our anticipated growth over the next five years. We believe that we are well placed to react to changes in the marketplace and the macroeconomic environment.
To communicate these strategic priorities effectively, regular briefing sessions are held with employees, ensuring everyone is aligned with the long-term vision and goals. There is the opportunity for employees to feed back their views through employee representatives. In 2025 strategic plan is proving effective, with positive results emerging across our all areas of operations. The strategy will be reviewed in late 2026.
In 2025, we continued to explore and embed digital opportunities to support our working practice, including increased usage of SharePoint and the M365 environment, as well as enhanced use of Redsky, Breadcrumb and Procore. By embracing digital transformation and sustainability, we aim to improve efficiency, reduce environmental impact, and drive long-term growth.
Principal risks and uncertainties
The directors have established business processes that seek to identify, mitigate and manage a variety of risks at all levels of the business.
The directors have reviewed the principal risks and uncertainties relating to the company as follows:
Project management risk
Effective project management is a key component in delivering an outstanding service to every client. Poor contract management can lead to both financial and reputational damage.
To achieve an effective service, support systems have been implemented to ensure that the management of contracts deliver a quality service that goes far beyond the project and the obligations under the contract.
Barnwood Limited
Strategic Report for the Year Ended 31 December 2025
Section 172 (1) Statement
The directors of the company must act in accordance with the duties detailed in section 172 of the Companies Act 2006 which is summarised as follows:
A director of a company must act in the way they consider, in good faith, would be most likely to promote the success of the group for the benefit of its members as a whole, and in doing so have regard (amongst other matters) to:
a) The likely consequences of any decision in the long term;
b) The interest of the company’s employees;
c) The need to foster the company’s business relationships with suppliers, customers and others;
d) The impact of the company’s operations on the community and the environment;
e) The desirability of the company maintaining a reputation for high standards of business conduct; and
f) The need to act fairly as between members of the company.
The directors take their duties under s.172 seriously and the following examples illustrate how they had regard to these matters in their decision-making during 2025.
(a) The likely consequences of any decision in the long term
The directors continued to operate against the long-term strategic plan reassessed in 2022, which is designed to position the company for resilience and sustainable growth over a five-year horizon. In 2025, with early signs of softening market sentiment emerging in the latter part of the year, the directors prioritised investment in efficiency, digital capability (including expanded use of SharePoint, M365, Redsky, Breadcrumb and Procore) and people development over short-term margin protection. The decision to acquire Ambrose House in 2026, co-locating the General Works and Construction teams and releasing 1 Hucclecote, was taken with a view to long-term operational collaboration and value rather than short-term cost. The strategy will be formally reviewed again in late 2026.
(b) The interests of the company's employees
As an employee-owned business, employee interests are central to the directors' decision-making, both directly and through engagement with the Trustees and the Employee Representative Group. During 2025, the directors:
• maintained the profit-sharing scheme through which employees share in the company's success;
• invested an average of 88 hours of training per employee - well above the UK average - and continued the apprenticeship programme, with 15% of new starters entering apprenticeship or development routes;
• launched a wellbeing committee and continued to invest in mental health support, including the Lighthouse charity and mental health first aiders across site teams;
• reported to the Trustees on a quarterly basis performance against budget and forecast.
• progressed a comprehensive management training programme in anticipation of Board retirements, supporting succession and continuity for the workforce.
(c) The need to foster the company's business relationships with suppliers, customers and others
The directors view long-term relationships with customers and supply chain partners as central to the company's success. During 2025:
• the company joined the Fair Payment Code (successor to the Prompt Payment Code, which the company joined in 2020) and maintained Bronze Award status, reflecting a continued commitment to paying suppliers fairly and on time;
• approximately 75% of the supply chain comprised local businesses, supported through annual meetings, surveys and design team engagement, with directors personally attending key supply chain meetings;
• customer engagement was maintained through regular meetings and dedicated account management, with feedback feeding directly into strategy, budgets and business planning; and
• the company allocated employee resource to complete unfinished projects and provided enhanced payment terms and cash support to supply chain partners and customers facing difficulty.
Barnwood Limited
Strategic Report for the Year Ended 31 December 2025
(d) The impact of the company's operations on the community and the environment
The directors recognise the company's responsibility to the communities in which it operates and to the environment. During 2025 over £25,000 was raised in charitable donations and fundraising, and 250 volunteering hours were given, with social value activity expanded into Oxfordshire as work in the area grew; 320 hours of educational outreach and 250 hours of work experience placements were delivered, supporting local skills development, including the employment of a former NEET progressing toward a skilled trade; the company retained ISO 14001:2015 accreditation and achieved a silver rating from EcoVadis, reflecting continued progress in carbon management; and 17% of new hires were female, reflecting the directors' focus on improving gender diversity in a male-dominated industry.
(e) The desirability of the company maintaining a reputation for high standards of business conduct
The directors regard the company's reputation as inseparable from how it conducts itself across health and safety, quality, payment practices and ethics - captured in the "Barnwood Way" values of Trust, Support, Reputation, Quality, Collaboration and Reliability. During 2025, the company received its 10th successive RoSPA Gold Award and now holds the President's Award, supported by ongoing ISO 45001 certification and SSIP accreditations (Chas, Constructionline, Safecontractor, Achilles, Altius); renewed its Cyber Essentials certification and committed to pursuing Cyber Essentials Plus in 2026; and promoted its safety culture through employee briefings, monthly Board discussions and quarterly Trustee updates, ensuring high standards are maintained at all levels.
(f) The need to act fairly as between members of the company
Following the transition to employee ownership, the Employee Ownership Trust is the principal shareholder, holding shares on behalf of employees as a whole. The directors are mindful of the need to act fairly as between members and report to the Trustees on a quarterly basis on performance against agreed budgets and forecasts; engage with employees as beneficial owners through the Employee Representative Group, surveys and forums, ensuring views from across the business are communicated back to the Board; and ensure that the benefits of the company's performance - including profit share and dividend distributions - are shared equitably in line with the EOT structure.
Employee Ownership Trust
The transition to employee ownership has gone from strength to strength and is designed to support the long-term sustainability of the organisation and to secure the legacy of the founding directors. The Employee Ownership Trust continues to contribute positively to the company’s long-term sustainability and employee retention. Through annual dividend distributions (over £1.6m since 2020) and structured engagement initiatives- such as surveys and forums - employees are empowered to provide feedback and contribute to the company’s ongoing development and success. By sharing responsibility, opportunities and rewards we continue to build our already-strong culture across the business and develop better outcomes for our customers and other stakeholders.
The Trustees that continue to oversee the work are as follows:
Peter F Evans - Director of Barnwood Group Limited
Gemma Cox - Head of HR & Social Value
Nigel Tillott - Independent Advisor
As the Board of Directors, our intention is to behave responsibly towards our employees via the Employee Ownership Trust and treat them fairly and equally so they too may benefit from the successful delivery of our plan. We report to the Trust on a bi-annual basis reporting the performance of the business against agreed budgets and forecasts.
An Employee Representative Group is in place and takes in consideration views from across the business which are communicated back to the board through the Employee Representatives. This group continues to spearhead initiatives to ensure that the business remains agile, drives innovation and strives towards a more sustainable future. Alongside this they have also implemented several positive changes to our work with local communities such as initiating a variety of social value initiatives, including educational talks in schools, fundraisers and other initiatives.
We are committed to fostering a positive, high-performing working environment where employees are supported and aligned with our long-term goals.
Barnwood Limited
Strategic Report for the Year Ended 31 December 2025
Our company ethos, or the ‘Barnwood Way’, is the cornerstone of this:
• Trust - Our ethos of fairness, respect and openness as well as the honourable way of conducting our business creates trusting and confident relationships with our clients, subcontractors and suppliers.
• Support - We look after each and every one of our people with warmth, respect and courtesy, and continually invest in their personal development.
• Reputation - Our positive image and good name is a testament to the way we do business, live our values and support our local communities.
• Quality - We strive for quality in everything that we do, earning us a high level of repeat business and making our work interesting and rewarding.
• Collaboration - By working transparently, willingly and collaboratively with our clients, supply chain and employees, we build strong long-term relationships and achieve best value for our stakeholders.
• Reliability - Providing a reliable and consistent service and always honouring our commitments mean our clients, supply chain and employees know that they can depend on us.
Talent development is a strategic priority. Our annual appraisal process supports individual development plans, while our apprenticeship programme demonstrates our long-term investment in skills and the future workforce. We have also undertaken a comprehensive management training programme to strengthen succession planning, particularly in anticipation of upcoming Board retirements.
In 2025, we have continued to support several apprenticeships and continue collaborations with professional bodies, with 15% of new starters entering apprenticeship or development programmes. The company successfully delivered 320 hours of educational outreach support and invested 250 hours in work experience placements at a variety of levels. We continued to invest in our workforce, with an average of 88 hours training per employee - well above the UK average. The company was also pleased to offer several internal promotions, as well as external appointments.
Several of our current apprenticeships will complete in 2026, with the apprentices anticipated to continue their careers with Barnwood.
Our annual review process was further developed during the year, with the introduction of digital elements to improve employee visibility and deliver a more efficient and consistent approach for managers.
Recognising some challenges that can be particularly prevalent within the construction industry, we have several mental health initiatives such as the Lighthouse charity and mental health first aiders for all areas of the business, including site teams. In 2025, we initiated a wellbeing committee, designed to enhance employee health, engagement and productivity by promoting a supportive and balanced work environment.
Community and social responsibility
The company is committed to support various local and national charities. We also provide support to various charities and voluntary organisations with voluntary work. In 2025, we raised and donated over £25,000 in charitable donation and fundraising, and gave 250 volunteering hours.
We are committed to promoting careers within the construction and partner for several esteemed institutions within the local area.
Around 75% of our supply chain is made of local businesses, and we support all our supplier relationships by paying fairly and on time. This is recognised by our Bronze Award status in the Fair Payment Code.
Customers
The company recognises that engagement through listening, understanding and responding to customers is critical to our long-term success and our collaborative approach is the cornerstone of this. The Directors engage with customers through regular meetings and dedicated account management. This is a key measure of the business’ success and helps us capture ‘lessons learned’ which helps drive performance in the future.
The feedback from the customer engagement helps to inform the company on its long-term strategy, budgets and business plans. This often includes the way in which we communicate as a business, collaborate, structure our teams and maintain our continuous drive for outstanding quality.
Supply chain partners
The company's success and reputation are inextricably linked to its relationship with its supply chain partners. As noted above, Barnwood Limited is proud of its payment performance. This is fundamental as the company seeks to maintain and develop strong, open, collaborative and positive relationship across its supply chain. Our commitment to led us to join the Prompt Payment Code in 2020, and in 2025 we joined the new initiative that has replaced this code: the Fair Payment Code.
Engagement with supply chain partners takes many forms across the company including but not limited to annual meetings, surveys and regular design team meetings. Our supply chain partners are considered an extension of the company's internal teams. As such the Directors will regularly attend annual meetings with key supply chain partners to ensure that the company's overall strategy and vision is communicated effectively.
In 2026, in line with implementing Redsky, we will be revisiting and strengthening our pre-qualification questionnaire process for our supply chain.
Barnwood Limited
Strategic Report for the Year Ended 31 December 2025
Our company ethos, or the ‘Barnwood Way’, is the cornerstone of this:
• Trust - Our ethos of fairness, respect and openness as well as the honourable way of conducting our business creates trusting and confident relationships with our clients, subcontractors and suppliers.
• Support - We look after each and every one of our people with warmth, respect and courtesy, and continually invest in their personal development.
• Reputation - Our positive image and good name is a testament to the way we do business, live our values and support our local communities.
• Quality - We strive for quality in everything that we do, earning us a high level of repeat business and making our work interesting and rewarding.
• Collaboration - By working transparently, willingly and collaboratively with our clients, supply chain and employees, we build strong long-term relationships and achieve best value for our stakeholders.
• Reliability - Providing a reliable and consistent service and always honouring our commitments mean our clients, supply chain and employees know that they can depend on us.
Talent development is a strategic priority. Our annual appraisal process supports individual development plans, while our apprenticeship programme demonstrates our long-term investment in skills and the future workforce. We have also undertaken a comprehensive management training programme to strengthen succession planning, particularly in anticipation of upcoming Board retirements.
In 2025, we have continued to support several apprenticeships and continue collaborations with professional bodies, with 15% of new starters entering apprenticeship or development programmes. The company successfully delivered 320 hours of educational outreach support and invested 250 hours in work experience placements at a variety of levels. We continued to invest in our workforce, with an average of 88 hours training per employee - well above the UK average. The company was also pleased to offer several internal promotions, as well as external appointments.
Several of our current apprenticeships will complete in 2026, with the apprentices anticipated to continue their careers with Barnwood.
Our annual review process was further developed during the year, with the introduction of digital elements to improve employee visibility and deliver a more efficient and consistent approach for managers.
Recognising some challenges that can be particularly prevalent within the construction industry, we have several mental health initiatives such as the Lighthouse charity and mental health first aiders for all areas of the business, including site teams. In 2025, we initiated a wellbeing committee, designed to enhance employee health, engagement and productivity by promoting a supportive and balanced work environment.
Community and social responsibility
The company is committed to support various local and national charities. We also provide support to various charities and voluntary organisations with voluntary work. In 2025, we raised and donated over £25,000 in charitable donation and fundraising, and gave 250 volunteering hours.
We are committed to promoting careers within the construction and partner for several esteemed institutions within the local area.
Around 75% of our supply chain is made of local businesses, and we support all our supplier relationships by paying fairly and on time. This is recognised by our Bronze Award status in the Fair Payment Code.
Customers
The company recognises that engagement through listening, understanding and responding to customers is critical to our long-term success and our collaborative approach is the cornerstone of this. The Directors engage with customers through regular meetings and dedicated account management. This is a key measure of the business’ success and helps us capture ‘lessons learned’ which helps drive performance in the future.
The feedback from the customer engagement helps to inform the company on its long-term strategy, budgets and business plans. This often includes the way in which we communicate as a business, collaborate, structure our teams and maintain our continuous drive for outstanding quality.
Supply chain partners
The company's success and reputation are inextricably linked to its relationship with its supply chain partners. As noted above, Barnwood Limited is proud of its payment performance. This is fundamental as the company seeks to maintain and develop strong, open, collaborative and positive relationship across its supply chain. Our commitment to led us to join the Prompt Payment Code in 2020, and in 2025 we joined the new initiative that has replaced this code: the Fair Payment Code.
Engagement with supply chain partners takes many forms across the company including but not limited to annual meetings, surveys and regular design team meetings. Our supply chain partners are considered an extension of the company's internal teams. As such the Directors will regularly attend annual meetings with key supply chain partners to ensure that the company's overall strategy and vision is communicated effectively.
In 2026, in line with implementing Redsky, we will be revisiting and strengthening our pre-qualification questionnaire process for our supply chain.
Shareholders
As the Board of Directors, our intention is to behave responsibly towards our employees via the Employee Ownership Trust and treat them fairly and equally so they too may benefit from the successful delivery of our plan. We report to the Trust on a bi-annual basis reporting the performance of the business against agreed budgets and forecasts.
Other stakeholders
Other major stakeholder groups include the company's insurers, bankers, surety providers, advisors, auditors, regulators and HMRC.
With all these stakeholder groups, the Directors maintain regular and open dialogue to ensure that all parties are kept informed and are listened to. The Directors believe this is essential to building strong working relationships.
The Trustees overseeing the work of the Trust during the year were Peter F Evans (Director of Barnwood Group Limited), Gemma Cox (Head of HR & Social Value) and Nigel Tillott (Independent Advisor).
Approved by the
Company secretary and director
Barnwood Limited
Directors' Report for the Year Ended 31 December 2025
The directors present their report and the financial statements for the year ended 31 December 2025.
Directors of the company
The directors who held office during the year were as follows:
The following director was appointed after the year end:
Political Donations
The company made no political donations and incurred no political expenditure during the year.
Future developments
The company continues to maintain a robust order book for the next twelve months, supported by existing profitable work streams and frameworks.
Over the past five years, our strategic focus on diversifying into new sectors has significantly bolstered our resilience. This diversification, coupled with our involvement in several high-quality frameworks, positions us strongly for the future. Our 2025 strategy concentrated on targeting clients who serve as end users; 2026 will see renewed focus on larger frameworks as well as developing our existing relationships with customers and suppliers.
The acquisition of Ambrose House in 2026 will mark an important step in our operational development, with General Works and Construction teams co-habiting the new facility. This move is expected to drive closer collaboration across the business, while also delivering value through the sale of 1 Hucclecote.
Our commitment to sustainability remains a priority, and we are actively seeking opportunities to implement environmentally friendly practices across all aspects of our business. We have received our silver rating from Ecovadis, and our 11th consecutive RoSPA Gold award as a reflection of our continued commitment. Our work towards a digital-first approach continued in 2025 with the introduction of new technologies supporting site inductions, safety, and programme controls, and we look to fully embed and stabilise these in 2026.
Barnwood Limited
Directors' Report for the Year Ended 31 December 2025
Financial Instruments
The company's financial instruments comprise cash and liquid resources, and various other items such as trade debtors, trade creditors, etc., that arise directly from its operations. The main purpose of these financial instruments is to finance the operations of the company. The main risks arising from the company's financial instruments are:
Credit risk
Liquidity risk
Cash flow risk
Price risk
Economic risk
Credit risk
The company’s principal financial assets comprise cash balances, amounts held at bank, and trade and other receivables. The main credit risk faced by the company arises from the possibility that customers may fail to settle amounts owing to them.
The company manages this risk by applying appropriate credit assessment procedures and by monitoring outstanding balances on an ongoing basis. Where recovery of amounts due is considered uncertain, the carrying value of receivables is reduced to reflect this. Provisions for doubtful debts are recognised where there is objective evidence that amounts may not be fully recoverable, based on past experience.
Credit risk in respect of cash and bank balances is considered low, as such funds are held with reputable financial institutions holding strong credit ratings from recognised international credit-rating agencies.
Liquidity risk
Liquidity risk is the risk that an entity will encounter difficulty in meeting obligations associated with financial liabilities. The company aims to mitigate liquidity risk by managing cash generation by its operations, applying cash collection targets throughout the company and constantly monitors the company's trading results to ensure that the company can meet its future obligations as they fall due.
Cash flow risk
Cash flow risk is the risk of exposure to variability in cash flows that is attributable to a particular risk associated with a recognised asset or liability such as future interest payments on variable rate loans.
The company has limited exposure both to interest rate risk, as there is no third-party funding within the company, and to exchange rate risk, by virtue of the limited transactions in foreign currency.
Price risk
Price risk is minimised through maintaining a close working relationship with customers and by delivering high quality work. We have had to alter our approach in the face of inflationary pressures and as such we have sought to collaborate with our customers to equitably share this risk. This revised approach means that disputes are kept to a minimum and invoices are generally paid within the agreed terms.
Economic risk
The current weakness in the UK economy has reduced the confidence in both the public and private sectors, particularly those based in the retail sector. Our strategy is to maintain a broadly based client portfolio across a variety of different sectors, locations and markets.
Employment of disabled persons
We are committed to providing equal opportunities in employment. Applications from individuals with disabilities are given full and fair consideration based on their skills and qualifications. If an employee becomes disabled while in our employment, we make every effort to support their continued role within the company, including offering appropriate training and accommodations. Our policy is to ensure that training, career development, and promotion opportunities for employees with disabilities are, wherever possible, equal to those available to all employees.
Our commitment is reflected in our actions, with one disabled employee receiving various provisions under Access to Work including regular engagement with an interpreter; we have also further investment into focused training in supporting mental health and neurodiversity in our wider workforce.
Barnwood Limited
Directors' Report for the Year Ended 31 December 2025
Employee involvement
As an employee-owned trust, employee engagement and involvement is a key focus. The company's policy is to actively engage with employees by encouraging open communication and ensuring their involvement in matters that affect their interests. We achieve this through regular meetings and transparent discussions, promoting a collaborative environment. Since 2022, employee satisfaction with communication has risen by 30%, as reflected in our 2024 survey results. We are aware this is an area that can always be improved and are exploring different communication strategies through Sharepoint and connected environments without compromising communication with our weekly-employed operatives. We will be issuing the next employee engagement survey in 2026.
To keep employees well-informed, we hold communication briefings, distribute company newsletters, distribute information bulletins and reports that cover areas of concern and interest. These communications aim to enhance collective awareness among all employees regarding the financial and economic factors influencing the company's performance. We strive to align the company's objectives with employee expectations and foster a sense of shared purpose and commitment in all areas; for example, employees vote annually on the company’s chosen charity of the year.
Matters covered in the Strategic Report
Information on the engagement with suppliers, customers and others is shown in the Strategic Report.
Going concern
After reviewing the company's forecasts and projections, the directors have a reasonable expectation that the company has adequate resources available to continue in operational existence for the foreseeable future. The company therefore continues to adopt the going concern basis in preparing its financial statements.
Directors' liabilities
The company has indemnified, by means of directors and officers' liability insurance, the directors of the company against liability in respect of proceedings brought by third parties, subject to the conditions set out in section 234 of the Companies Act 2006. Such qualifying party indemnity provision was in force during the year and is in force at the date of approving the Directors' Report.
Disclosure of information to the auditors
Each director has taken steps that they ought to have taken as a director in order to make themselves aware of any relevant audit information and to establish that the company's auditors are aware of that information. The directors confirm that there is no relevant information that they know of and of which they know the auditors are unaware.
Reappointment of auditors
Hazlewoods LLP have expressed their willingness to continue in office.
Approved by the
Company secretary and director
Barnwood Limited
Statement of Directors' Responsibilities
The directors acknowledge their responsibilities for preparing the Annual Report and the financial statements in accordance with applicable law and regulations.
Company law requires the directors to prepare financial statements for each financial year. Under that law the directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). 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 company and of the profit or loss of the company for that period. In preparing these financial statements, the directors are required to:
|
• |
select suitable accounting policies and apply them consistently; |
|
• |
make judgements and accounting estimates that are reasonable and prudent; |
|
• |
state whether applicable United Kingdom Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and |
|
• |
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business. |
The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the company's transactions and disclose with reasonable accuracy at any time the financial position of the company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Barnwood Limited
Independent Auditor's Report to the Members of Barnwood Limited
Opinion
We have audited the financial statements of Barnwood Limited (the 'company') for the year ended 31 December 2025, which comprise the Profit and Loss Account, Balance Sheet, Statement of Changes in Equity, and Notes to the Financial Statements, 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 our opinion the financial statements:
• | give a true and fair view of the state of the company's affairs as at 31 December 2025 and of its profit for the year then ended; |
• | have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and |
• | have been prepared in accordance with the requirements of the Companies Act 2006. |
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the financial statements section of our report. We are independent of the company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
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 company's ability to continue as a going concern for a period of at least twelve months from when the original financial statements were 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
The directors are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. 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.
In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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.
Opinion on other matter 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 Directors' Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and |
|
• |
the Strategic Report and Directors' Report have been prepared in accordance with applicable legal requirements. |
Matters on which we are required to report by exception
In the light of our knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the Strategic Report and the Directors' Report.
We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:
Barnwood Limited
Independent Auditor's Report to the Members of Barnwood Limited
|
• |
adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or |
|
• |
the 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. |
Responsibilities of directors
As explained more fully in the Statement of Directors' Responsibilities set out on page 12, the directors are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the directors are responsible for assessing the company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the company or to cease operations, or have no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
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 auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Extent to which the audit was 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 company’s industry and its control environment and reviewed the company’s documentation of their policies and procedures relating to fraud and compliance with laws and regulations. We also enquired of management about their own identification and assessment of the risks of irregularities.
We obtained an understanding of the legal and regulatory framework that the company 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, including the UK Companies Act and tax legislation, and, those that do not have a direct effect on the financial statements but compliance with which may be fundamental to the company’s ability to operate or to avoid a material penalty.
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.
In common with all audits conducted in accordance with ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override of controls. 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 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 misstatements due to fraud; and |
|
• |
enquiring of management concerning actual and potential litigation and claims and instances of non-compliance with laws and regulations. |
Barnwood Limited
Independent Auditor's Report to the Members of Barnwood Limited
Our audit procedures were designed to respond to risks of material misstatement in the financial statements, recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery, misrepresentations or through collusion. There are inherent limitations in the audit procedures performed and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we are to become aware of it.
A further description of our responsibilities is available on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
Use of this 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.
For and on behalf of
Staverton Court
Staverton
Cheltenham
GL51 0UX
Barnwood Limited
Profit and Loss Account for the Year Ended 31 December 2025
|
Note |
2025 |
2024 |
|
|
Turnover |
|
|
|
|
Cost of sales |
( |
( |
|
|
Gross profit |
|
|
|
|
Administrative expenses |
( |
( |
|
|
Operating profit |
2,792,142 |
4,537,889 |
|
|
Interest payable and similar expenses |
( |
( |
|
|
Profit before tax |
|
|
|
|
Tax on profit |
( |
( |
|
|
Profit for the financial year |
|
|
The above results were derived from continuing operations.
The company had no other comprehensive income for the year.
Barnwood Limited
(Registration number: 00785952)
Balance Sheet as at 31 December 2025
|
Note |
2025 |
2024 |
|
|
Fixed assets |
|||
|
Tangible assets |
|
|
|
|
|
|
||
|
Current assets |
|||
|
Stocks |
|
|
|
|
Debtors |
|
|
|
|
Cash at bank and in hand |
|
|
|
|
|
|
||
|
Creditors: Amounts falling due within one year |
( |
( |
|
|
Net current assets |
|
|
|
|
Total assets less current liabilities |
|
|
|
|
Provisions for liabilities |
( |
( |
|
|
Net assets |
|
|
|
|
Capital and reserves |
|||
|
Called up share capital |
6,794 |
6,794 |
|
|
Other reserves |
14,147 |
14,147 |
|
|
Profit and loss account |
5,962,394 |
5,906,430 |
|
|
Total equity |
5,983,335 |
5,927,371 |
Approved and authorised by the
Company secretary and director
Barnwood Limited
Statement of Changes in Equity for the Year Ended 31 December 2025
|
Share capital |
Other reserves |
Profit and loss account |
Total |
|
|
At 1 January 2025 |
|
|
|
|
|
Profit for the year |
- |
- |
|
|
|
Dividends |
- |
- |
( |
( |
|
At 31 December 2025 |
|
|
|
|
|
Share capital |
Other reserves |
Profit and loss account |
Total |
|
|
At 1 January 2024 |
|
|
|
|
|
Profit for the year |
- |
- |
|
|
|
Dividends |
- |
- |
( |
( |
|
At 31 December 2024 |
6,794 |
14,147 |
5,906,430 |
5,927,371 |
Barnwood Limited
Notes to the Financial Statements for the Year Ended 31 December 2025
|
General information |
The company is a private company limited by share capital, incorporated in the United Kingdom.
The address of its registered office is:
|
Accounting policies |
Summary of significant accounting policies and key accounting estimates
The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
Statement of compliance
These financial statements were prepared in accordance with Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland' and the Companies Act 2006.
Basis of preparation
These financial statements have been prepared using the historical cost convention except for, where disclosed in these accounting policies, certain items that are shown at fair value.
The presentational currency of the financial statements is UK £, being the functional currency of the primary economic environment in which the company operates. Monetary amounts in these financial statements are rounded to the nearest £.
Summary of disclosure exemptions
Barnwood Limited meets the definition of a qualifying entity under FRS 102 and therefore has taken advantage of the disclosure exemptions available to it in respect of its financial statements. Exemptions have been taken in relation to financial instruments and the presentation of a statement of cash flows.
Going concern
After reviewing the company's forecasts and projections, the directors have a reasonable expectation that the company has adequate resources available to continue in operational existence for the foreseeable future. The company therefore continues to adopt the going concern basis in preparing its financial statements.
Name of parent of group
These financial statements are consolidated in the financial statements of Barnwood Group Limited.
The financial statements of Barnwood Group Limited may be obtained from the company's registered office.
Critical accounting judgements and key sources of estimation uncertainty
In the application of the company’s accounting policies, the directors are required to make judgements, estimates and assumptions about the carrying amounts 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 if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.
Judgements
No significant judgements have been made by management in preparing these financial statements.
Barnwood Limited
Notes to the Financial Statements for the Year Ended 31 December 2025
Key sources of estimation uncertainty
Determining the value of amounts recoverable under contracts requires an estimation of the total expected turnover and costs associated with a contract and its stage of completion at the accounting reference date.
The carrying amount is a net creditor £8,959,578 (2024 - £3,470,697) which represents the net of amounts due to/from customers as disclosed in notes 11 and 12 to the financial statements.
The dilapidations provision is measured at the best estimate of the expenditure required to settle restoration obligations at the reporting date and reflects current market rates and expected scope of works. The provision is reviewed annually. At the year end, dilapidations provision balance is £276,971 (2024 - £Nil).
The estimation of latent defect provisions is a key source of estimation uncertainty. The provision is based on management’s assessment of the likely future costs required to settle known and expected defects arising under contractual obligations, warranties, or statutory requirements. The provision is typically calculated using a combination of specific assessments for known defects, and a portfolio-based approach for inherent defects not yet identified, using historical trends and industry experience. The provision is reviewed at each reporting date and updated to reflect current best estimates. At the year end, latent defects provision balance is £596,427 (2024 - £460,169).
Revenue recognition
Turnover comprises the fair value of the consideration received or receivable in respect of construction contracts and provision of services in the ordinary course of the company’s activities. Turnover is shown net of sales/value added tax, returns, rebates and discounts and after eliminating sales within the company.
Turnover from the supply of services represents the value of services provided under contracts to the extent that there is a right to consideration and is recorded at the fair value of the consideration received or receivable. Where a contract has only been partially completed at the balance sheet date, turnover represents the fair value of the service provided to date based on the stage of completion of the contract activity at the balance sheet date.
Where the outcome of a construction contract can be estimated reliably, revenue and costs are recognised by reference to the stage of completion of the contract activity at the balance sheet date. Costs are calculated as that proportion of contract value which turnover to date bears to total expected turnover for that contract. Variations in contract work, claims and incentive payments are included to the extent that the amount can be measured reliably and its receipt is considered probable. Where the outcome of a construction contract cannot be estimated reliably, contract revenue is recognised to the extent of contract costs incurred where it is probable they will be recoverable.
Costs associated with contracts are included within work in progress to the extent that they cannot be matched with contract work accounted for as turnover.
When it is probable that total contract costs will exceed total contract revenue, the expected loss is recognised as an expense immediately.
Tax
The tax expense for the period comprises current and deferred tax. Tax is recognised in the profit and loss account, except that a charge attributable to an item of income or expense recognised as other comprehensive income is also recognised directly in other comprehensive income.
The current income tax charge is calculated on the basis of tax rates and laws that have been enacted or substantively enacted by the reporting date in the countries where the company operates and generates taxable income.
Deferred income tax is recognised on temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the financial statements and on unused tax losses or tax credits in the company. Deferred income tax is determined using tax rates and laws that have been enacted or substantively enacted by the reporting date.
The carrying amount of deferred tax assets are reviewed at each reporting date and a valuation allowance is set up against deferred tax assets so that the net carrying amount equals the highest amount that is more likely than not to be recovered based on current or future taxable profit.
Barnwood Limited
Notes to the Financial Statements for the Year Ended 31 December 2025
Tangible assets
Tangible assets are stated in the balance sheet at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses.
The cost of tangible assets includes directly attributable incremental costs incurred in their acquisition and installation.
Depreciation
Depreciation is charged so as to write off the cost of assets, other than land and properties under construction over their estimated useful lives, as follows:
|
Asset class |
Depreciation method and rate |
|
Leasehold land and buildings |
15 years straight line |
|
Plant and machinery |
15% to 25% straight line |
|
Motor vehicles |
20% to 25% straight line |
Trade debtors
Trade debtors are amounts due from customers for services performed in the ordinary course of business.
Trade debtors are recognised initially at the transaction price. All trade debtors are repayable within one year and hence are included at the undiscounted cost of cash expected to be received. A provision for the impairment of trade debtors is established when there is objective evidence that the company will not be able to collect all amounts due according to the original terms of the debtors.
Stocks
Stocks are stated at the lower of cost and estimated selling price less costs to complete and sell. Cost is determined using the first-in, first-out (FIFO) method.
Trade creditors
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the company does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.
Trade creditors are recognised initially at the transaction price and all are repayable within one year and hence are included at the undiscounted amount of cash expected to be paid.
Borrowings
Interest-bearing borrowings are initially recorded at fair value, net of transaction costs. Interest-bearing borrowings are subsequently carried at amortised cost, with the difference between the proceeds, net of transaction costs, and the amount due on redemption being recognised as a charge to the Profit and Loss Account over the period of the relevant borrowing.
Interest expense is recognised on the basis of the effective interest method and is included in interest payable and similar charges.
Borrowings are classified as current liabilities unless the company has an unconditional right to defer settlement of the liability for at least twelve months after the reporting date.
Provisions
Provisions are recognised when the company has an obligation at the reporting date as a result of a past event, it is probable that the company will be required to settle that obligation and a reliable estimate can be made of the amount of the obligation.
Leases
Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and
rewards of ownership to the lessee, they are otherwise classified as operating leases. Payments made under
operating leases are charged to the profit or loss account on a straight-line basis over the period of the lease.
Dividends
Dividend distribution to the company’s shareholders is recognised as a liability in the financial statements in the reporting period in which the dividends are declared.
Barnwood Limited
Notes to the Financial Statements for the Year Ended 31 December 2025
Employee benefits
Short-term employee benefits are recognised as an expense in the period in which they are incurred.
Provisions for terminations benefits are recognised only when the company is demonstrably committed to terminate the employment of an employee or of a group of employees before their normal retirement date or to provide termination benefits as a result of an offer made in order to encourage voluntary redundancy.
Financial instruments
Classification
Recognition and measurement
Impairment
A non financial asset is impaired where there is objective evidence that, as a result of one or more events that occurred after initial recognition, the estimated recoverable value of the asset has been reduced. The recoverable amount of an asset is the higher of its fair value less costs to sell and its value in use.
Where indicators exist for a decrease in impairment loss, the prior impairment loss is tested to determine reversal. An impairment loss is reversed on an individual impaired asset to the extent that the revised recoverable value does not lead to a revised carrying amount higher than the carrying value had no impairment been recognised.
For financial assets carried at amortised cost, the amount of an impairment is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the financial asset’s original effective interest rate.
For financial assets carried at cost less impairment, the impairment loss is the difference between the asset’s carrying amount and the best estimate of the amount that would be received for the asset if it were to be sold at the reporting date.
Where indicators exist for a decrease in impairment loss, and the decrease can be related objectively to an event occurring after the impairment was recognised, the prior impairment loss is tested to determine reversal. An impairment loss is reversed on an individual impaired financial asset to the extent that the revised recoverable value does not lead to a revised carrying amount higher than the carrying value had no impairment been recognised.
Share capital
Ordinary shares are classified as equity. Equity instruments are measured at the fair value of the cash or other resources received or receivable, net of the direct costs of issuing the equity instruments. If payment is deferred and the time value of money is material, the initial measurement is on a present value basis.
Defined contribution pension obligation
A defined contribution plan is a pension plan under which fixed contributions are paid into a pension fund and the company has no legal or constructive obligation to pay further contributions even if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in the current and prior periods.
Contributions to defined contribution plans are recognised as employee benefit expense when they are due. If contribution payments exceed the contribution due for service, the excess is recognised as a prepayment.
Barnwood Limited
Notes to the Financial Statements for the Year Ended 31 December 2025
|
Turnover |
The analysis of the company's turnover for the year from continuing operations is as follows:
|
2025 |
2024 |
|
|
Construction contracts |
|
|
The analysis of the company's turnover for the year by market is as follows:
|
2025 |
2024 |
|
|
United Kingdom |
|
|
The amount of contract revenue recognised as revenue in the year was £116,803,242 (2024 - £103,009,831)
|
Operating profit |
Arrived at after charging/(crediting)
|
2025 |
2024 |
|
|
Auditor's remuneration - audit of the financial statements |
|
|
|
Auditor's remuneration - tax compliance services |
10,500 |
10,500 |
|
Auditor's remuneration - all other non-audit services |
5,250 |
5,250 |
|
Profit on sale of tangible fixed assets |
( |
( |
|
Depreciation |
|
|
|
Operating lease expense - property |
|
|
|
Interest payable and similar charges |
|
2025 |
2024 |
|
|
Bank interest |
|
|
|
Staff costs |
The aggregate payroll costs (including directors' remuneration) were as follows:
|
2025 |
2024 |
|
|
Wages and salaries |
|
|
|
Social security costs |
|
|
|
Pension costs, defined contribution scheme |
|
|
|
|
|
Barnwood Limited
Notes to the Financial Statements for the Year Ended 31 December 2025
The average number of persons employed by the company (including directors) during the year, analysed by category was as follows:
|
2025 |
2024 |
|
|
Site staff |
|
|
|
Manufacturing |
|
|
|
Administration and management staff |
|
|
|
|
|
|
Directors' remuneration |
The directors' remuneration for the year was as follows:
|
2025 |
2024 |
|
|
Remuneration |
|
|
|
Contributions paid to money purchase schemes |
|
|
|
2,547,213 |
2,213,750 |
During the year the number of directors who were receiving benefits was as follows:
|
2025 |
2024 |
|
|
Accruing benefits under money purchase pension scheme |
|
|
In respect of the highest paid director:
|
2025 |
2024 |
|
|
Remuneration |
|
|
|
Company contributions to money purchase pension schemes |
|
|
|
Taxation |
Tax on profit on ordinary activities
|
2025 |
2024 |
|
|
Current taxation |
||
|
UK corporation tax |
|
|
|
UK corporation tax adjustment to prior periods |
( |
( |
|
596,589 |
612,618 |
|
|
Deferred taxation |
||
|
Arising from origination and reversal of timing differences |
|
|
|
Arising from adjustments to prior periods |
7,702 |
- |
|
Total deferred taxation |
|
|
|
Tax charge in the profit and loss account |
|
|
Barnwood Limited
Notes to the Financial Statements for the Year Ended 31 December 2025
The tax on profit before tax for the year is higher than the standard rate of corporation tax in the UK (2024 - lower than the standard rate of corporation tax in the UK) of
The differences are reconciled below:
|
2025 |
2024 |
|
|
Profit before tax |
|
|
|
Corporation tax at standard rate |
|
|
|
Effect of expense not deductible in determining taxable profit (tax loss) |
|
|
|
Decrease from adjustments to prior periods |
( |
( |
|
Deferred tax expense from adjustments to tax charge in respect to prior periods |
|
- |
|
Tax increase/(decrease) from other short-term timing differences |
|
( |
|
Total tax charge |
|
|
Deferred tax at 31 December 2025 has been calculated at a substantively enacted rate of 25% (2024 - 25%).
Deferred tax
|
2025 |
Liability |
|
Accelerated tax depreciation |
|
|
Short term timing differences |
( |
|
|
|
2024 |
Liability |
|
Accelerated tax depreciation |
|
|
Short term timing differences |
( |
|
|
|
Tangible assets |
|
Leasehold land and buildings |
Plant and machinery |
Motor vehicles |
Total |
|
|
Cost or valuation |
||||
|
At 1 January 2025 |
|
|
|
|
|
Additions |
|
|
|
|
|
Disposals |
- |
( |
( |
( |
|
At 31 December 2025 |
|
|
|
|
|
Depreciation |
||||
|
At 1 January 2025 |
|
|
|
|
|
Charge for the year |
|
|
|
|
|
Eliminated on disposal |
- |
( |
( |
( |
|
At 31 December 2025 |
|
|
|
|
|
Carrying amount |
||||
|
At 31 December 2025 |
|
|
|
|
|
At 31 December 2024 |
|
|
|
|
Barnwood Limited
Notes to the Financial Statements for the Year Ended 31 December 2025
|
Stock |
|
2025 |
2024 |
|
|
Materials |
87,954 |
73,283 |
|
Debtors |
|
2025 |
2024 |
|
|
Trade debtors |
|
|
|
Amounts owed by parent undertaking |
|
|
|
Amounts owed by group undertakings |
1,606 |
1,476,050 |
|
Other debtors |
|
|
|
Prepayments |
|
|
|
Gross amount due from customers for contract work |
|
|
|
Corporation tax asset |
|
- |
|
|
|
Amounts owed by parent and group undertakings are interest free, unsecured and repayable on demand.
|
Creditors |
|
2025 |
2024 |
|
|
Due within one year |
||
|
Trade creditors |
|
|
|
Amounts due to group undertakings |
|
|
|
Social security and other taxes |
|
|
|
Outstanding defined contribution pension costs |
|
|
|
Accrued expenses |
|
|
|
Corporation tax liability |
- |
|
|
Gross amount due to customers for contract work |
|
|
|
|
|
Amounts due to group undertakings are interest free, unsecured and repayable on demand.
|
Provisions |
|
Dilapidations provision |
Deferred tax |
Latent defect provision |
Total |
|
|
At 1 January 2025 |
- |
|
|
|
|
Additional provisions |
|
|
|
|
|
276,971 |
596,427 |
942,000 |
1,815,398 |
|
|
|
||||
The provision for dilapidations is recognised based on the directors' best estimate of the likely committed cash flow.
The latent defect provision is recognised when it is probable that costs will be incurred outside of the defect liability period.
Barnwood Limited
Notes to the Financial Statements for the Year Ended 31 December 2025
|
Share capital |
Allotted, called up and fully paid shares
|
2025 |
2024 |
|||
|
No. |
£ |
No. |
£ |
|
|
|
|
6,794 |
|
6,794 |
|
Reserves |
Called up share capital
This represents the nominal value of the issued equity share capital of the company.
Other reserves
This relates wholly to a capital redemption reserve, which represents the amount transferred to this reserve to maintain the company's capital arising from a purchase of own shares.
Profit and loss account
This represents the cumulative profits of losses, net of dividends paid and other adjustments.
|
Obligations under leases |
Operating leases
The total of future minimum lease payments is as follows:
|
2025 |
2024 |
|
|
Not later than one year |
|
|
|
Later than one year and not later than five years |
|
|
|
Later than five years |
|
|
|
|
|
The amount of non-cancellable operating lease payments recognised as an expense during the year was £
|
Pension and other schemes |
Defined contribution pension scheme
The company operates a defined contribution pension scheme. The pension cost charge for the year represents contributions payable by the company to the scheme and amounted to £
Contributions totalling £
|
Related party transactions |
The company has taken advantage of section 33 of FRS 102 to not disclose transactions and balances with fellow group companies who are 100% owned. Balances are disclosed in notes 11 and 12.
Transactions with directors:
During the year sales of £Nil (2024 - £2,624) were made to directors of the company. At the balance sheet date the amount owed by directors totalled £Nil (2024 - £59,777).
Barnwood Limited
Notes to the Financial Statements for the Year Ended 31 December 2025
|
Parent and ultimate parent undertaking |
The company's immediate and ultimate parent is
The ultimate controlling party is