Company Registration Number: 04628386
FOR THE YEAR ENDED 31 DECEMBER 2025
TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
COMPANY INFORMATION
TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
CONTENTS
TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
STRATEGIC REPORT
FOR THE YEAR ENDED 31 DECEMBER 2025
The Company delivered revenue of £40.8m during 2025, compared with £40.5m in the previous year, representing growth of 0.9%. Gross profit was £9.4m, representing a gross margin of 22.9%, compared with £9.3m and 23.1% respectively in the prior year. Operating profit increased to £8.0m, compared with £7.3m in 2024.
While the Board continues to monitor revenue and profitability closely, increasing emphasis is also being placed on the quality, resilience and predictability of revenue, customer relationships, operational performance, working capital and cash generation.
Section 172(1) Statement
The Directors have acted throughout the year in accordance with their duties under Section 172 of the Companies Act 2006 and consider the long-term impact of decisions on the Triton's stakeholders, including employees, customers, suppliers, financial stakeholders and the communities in which the Triton operates.
The Board recognises that the long-term success of the Triton depends upon maintaining strong customer relationships, attracting and retaining talented employees, working responsibly with suppliers and subcontractors, maintaining high standards of governance and compliance, and creating sustainable value for shareholders.
Examples of how stakeholder interests were considered during 2025 are described throughout this Strategic Report, including:
While the Board continues to monitor revenue and profitability closely, increasing emphasis is also being placed on the quality, resilience and predictability of revenue, customer relationships, operational performance, working capital and cash generation.
Section 172(1) Statement
The Directors have acted throughout the year in accordance with their duties under Section 172 of the Companies Act 2006 and consider the long-term impact of decisions on the Triton's stakeholders, including employees, customers, suppliers, financial stakeholders and the communities in which the Triton operates.
The Board recognises that the long-term success of the Triton depends upon maintaining strong customer relationships, attracting and retaining talented employees, working responsibly with suppliers and subcontractors, maintaining high standards of governance and compliance, and creating sustainable value for shareholders.
Examples of how stakeholder interests were considered during 2025 are described throughout this Strategic Report, including:
∙the expansion of Triton’s Fire Systems offering and broader service diversification strategy, supporting customer relationships and long-term revenue resilience (see Diversification - Fire Systems);
∙investment in senior leadership capability, succession planning and organisational development to support employees and Tritons long-term growth objectives (see Professionalisation & Leadership);
∙investment in technology, operational systems and data capabilities to enhance service delivery, operational oversight and customer experience (see Technology & Systems and Artificial Intelligence & Innovation);
∙strengthening governance, compliance and financial management capabilities to support sustainable growth and sound decision-making (see Professionalisation & Leadership and Banking & External Expertise); and
∙supporting apprenticeships, charitable initiatives and community engagement activities to create wider social value and future employment opportunities (see Social Value & Communities).
In considering significant strategic decisions, the Board has regard to the likely long-term consequences of those decisions, the interests of key stakeholders, the need to maintain the Triton's reputation for high standards of business conduct and the importance of delivering sustainable long-term growth. The Directors consider that the activities undertaken during 2025 have promoted the long-term success of the Triton while balancing the interests of its stakeholders.
CEO Strategic Overview
2025 represented an important year in the continued development of Triton Security & Facilities Management Limited.
While financial performance remained an important measure of success, the most significant progress during the year was the continued professionalisation, diversification and strengthening of the business.
As Triton increased in scale, we recognised that sustainable growth required more than increasing revenue. It required stronger leadership, systems, governance, financial discipline, compliance, technology and operational control.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2025
Significant progress was made across each of these areas during the year.
Diversification – Fire Systems
One of the most significant strategic developments during 2025 was Triton's successful expansion into Fire Systems.
We delivered fire system installations across the UK during the year and successfully developed the proposition beyond installation into ongoing maintenance and monitoring.
The model we developed was:
Installation > Maintenance > Monitoring > Recurring Revenue
This was important because it demonstrated that Triton could use its existing national infrastructure and customer relationships to introduce complementary technical services while developing longer-term contracted and recurring revenue.
The success of this strategy subsequently contributed to further development of our technical offering during 2026, including our expansion into TIC.
Professionalisation & Leadership
A major priority during 2025 was ensuring the infrastructure of the organisation developed alongside its growth.
We strengthened senior capability across Finance, Compliance and People, including senior financial leadership, a Compliance Director and Head of People capability.
The intention was to establish clearer accountability, stronger controls, greater specialist expertise and reduced dependency on individual members of the business.
We also invested in the development of our Senior Leadership Team and our wider approach to leadership, succession and organisational capability.
Members of the leadership team participated in external panel discussions in Yorkshire around succession planning, and during this period we began to establish a clearer voice and identity for the next generation of Triton's leadership following the transition from the original founders.
We also introduced LCAP PACE leadership assessments to better understand individual and collective leadership capability and identify areas for development. This approach has continued into 2026.
Banking & External Expertise
During 2025, the Company strengthened its banking arrangements to support the scale, complexity and future growth of the business. This formed part of a broader initiative to ensure that Triton had the financial infrastructure, external support and governance arrangements appropriate for its continued development.
The Company also appointed Armstrong Watson as its accountants and advisers. Together, these appointments reflected the Board's commitment to ensuring that the business was supported by appropriately experienced professional advisers as it increased in scale and complexity.
Technology & Systems
We made significant investment in systems during 2025.
We implemented Salesforce to strengthen customer relationship management, commercial visibility and sales information.
We also introduced SafetyCulture to further strengthen operational assurance, auditing, compliance and management visibility.
Diversification – Fire Systems
One of the most significant strategic developments during 2025 was Triton's successful expansion into Fire Systems.
We delivered fire system installations across the UK during the year and successfully developed the proposition beyond installation into ongoing maintenance and monitoring.
The model we developed was:
Installation > Maintenance > Monitoring > Recurring Revenue
This was important because it demonstrated that Triton could use its existing national infrastructure and customer relationships to introduce complementary technical services while developing longer-term contracted and recurring revenue.
The success of this strategy subsequently contributed to further development of our technical offering during 2026, including our expansion into TIC.
Professionalisation & Leadership
A major priority during 2025 was ensuring the infrastructure of the organisation developed alongside its growth.
We strengthened senior capability across Finance, Compliance and People, including senior financial leadership, a Compliance Director and Head of People capability.
The intention was to establish clearer accountability, stronger controls, greater specialist expertise and reduced dependency on individual members of the business.
We also invested in the development of our Senior Leadership Team and our wider approach to leadership, succession and organisational capability.
Members of the leadership team participated in external panel discussions in Yorkshire around succession planning, and during this period we began to establish a clearer voice and identity for the next generation of Triton's leadership following the transition from the original founders.
We also introduced LCAP PACE leadership assessments to better understand individual and collective leadership capability and identify areas for development. This approach has continued into 2026.
Banking & External Expertise
During 2025, the Company strengthened its banking arrangements to support the scale, complexity and future growth of the business. This formed part of a broader initiative to ensure that Triton had the financial infrastructure, external support and governance arrangements appropriate for its continued development.
The Company also appointed Armstrong Watson as its accountants and advisers. Together, these appointments reflected the Board's commitment to ensuring that the business was supported by appropriately experienced professional advisers as it increased in scale and complexity.
Technology & Systems
We made significant investment in systems during 2025.
We implemented Salesforce to strengthen customer relationship management, commercial visibility and sales information.
We also introduced SafetyCulture to further strengthen operational assurance, auditing, compliance and management visibility.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2025
These systems formed part of a wider objective to move Triton towards a more systems-led and data-informed operating model.
Artificial Intelligence & Innovation
During 2025 we also began embracing the opportunities presented by Artificial Intelligence.
We recognised that AI and emerging technology would increasingly affect the way businesses analyse information, improve productivity and make decisions.
Our approach was to begin incorporating AI responsibly into appropriate areas of the business while retaining suitable oversight around data, governance, information security and human decision-making.
Customer Relationships & Intelligence
Our management of customer relationships developed significantly during the year.
We increasingly looked beyond simply delivering the contracted service and started providing customers with enhanced management information and intelligence reporting.
This allowed customers to better understand incidents, trends, activity and emerging risks across their estates.
Our objective increasingly became to combine operational delivery with information and intelligence so customers could make better-informed decisions.
Quality of Revenue
As the business developed, we increasingly focused on the quality, resilience and predictability of revenue, rather than revenue growth alone.
We continued to develop longer-term customer relationships and looked for opportunities to increase contracted, recurring and repeat revenues.
Cross-selling additional services into established customer relationships also became an increasingly important part of the strategy.
We currently have analysis indicating approximately 59% of customers are within minimum 12-month rolling contractual arrangements.
Operational Excellence & External Recognition
During 2025 Triton's Senior Leadership Team received Commended recognition for Security Team of the Year at the FSM Awards 2025.
Social Value & Communities
Social value remained important to Triton during 2025.
We supported Yorkshire Children's Charity throughout the year through:
∙colleague volunteering days;
∙an Easter egg fundraising initiative;
∙bake sales; and
∙support for the charity's Winter Essentials campaign.
We also supported Breast Cancer Awareness Month during October.
Supporting young people is particularly important to Triton.
Supporting young people is particularly important to Triton.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2025
During 2025 we supported apprenticeships across Sales and Finance, giving young people the opportunity to gain recognised qualifications alongside practical workplace experience.
Our Strategic Pillars
Protect & Grow – protect customer relationships, maintain strong delivery and grow existing and new accounts.
Diversify – develop complementary services, particularly Fire and technical capability.
Digitise – invest in technology, data, systems, AI and operational visibility.
Scale – strengthen leadership, governance, financial infrastructure and operational controls.
Contribute – create social value through employment, apprenticeships, volunteering, charitable partnerships and investment in young people.
Principal Risks and Uncertainties
Customer and Market Risk
The Company operates in competitive markets and is dependent on maintaining strong customer relationships and securing new business opportunities. A significant proportion of customers are supported by contractual arrangements extending beyond 12 months, providing greater revenue visibility and supporting long-term customer retention. This risk is mitigated through service quality, customer engagement, diversification of services and maintaining a broad customer base.
Operational Delivery Risk
The Company's reputation depends upon the consistent delivery of services across multiple customer locations. Management seeks to mitigate this risk through operational oversight, compliance monitoring, training and investment in systems and processes.
Labour Availability and Cost Risk
The Company relies upon the recruitment, retention and development of suitably skilled employees and subcontractors. The risk is managed through workforce planning, employee development, leadership investment and apprenticeship programmes.
Working Capital, Liquidity and Credit Risk
The business requires effective management of cash flows, debtor collections and funding arrangements to support ongoing operations and growth. The Board regularly reviews working capital performance, customer credit exposure and liquidity requirements.
Regulatory and Compliance Risk
The Company operates in sectors subject to legal, regulatory and customer-specific requirements. Compliance risks are managed through governance procedures, specialist expertise, ongoing monitoring and investment in compliance resources.
Technology, Cyber Security and Data Risk
The Company increasingly relies on technology and data to support operational performance and customer service. Risks are mitigated through investment in systems, security controls, monitoring and appropriate governance over technology and information.
Our Strategic Pillars
Protect & Grow – protect customer relationships, maintain strong delivery and grow existing and new accounts.
Diversify – develop complementary services, particularly Fire and technical capability.
Digitise – invest in technology, data, systems, AI and operational visibility.
Scale – strengthen leadership, governance, financial infrastructure and operational controls.
Contribute – create social value through employment, apprenticeships, volunteering, charitable partnerships and investment in young people.
Principal Risks and Uncertainties
Customer and Market Risk
The Company operates in competitive markets and is dependent on maintaining strong customer relationships and securing new business opportunities. A significant proportion of customers are supported by contractual arrangements extending beyond 12 months, providing greater revenue visibility and supporting long-term customer retention. This risk is mitigated through service quality, customer engagement, diversification of services and maintaining a broad customer base.
Operational Delivery Risk
The Company's reputation depends upon the consistent delivery of services across multiple customer locations. Management seeks to mitigate this risk through operational oversight, compliance monitoring, training and investment in systems and processes.
Labour Availability and Cost Risk
The Company relies upon the recruitment, retention and development of suitably skilled employees and subcontractors. The risk is managed through workforce planning, employee development, leadership investment and apprenticeship programmes.
Working Capital, Liquidity and Credit Risk
The business requires effective management of cash flows, debtor collections and funding arrangements to support ongoing operations and growth. The Board regularly reviews working capital performance, customer credit exposure and liquidity requirements.
Regulatory and Compliance Risk
The Company operates in sectors subject to legal, regulatory and customer-specific requirements. Compliance risks are managed through governance procedures, specialist expertise, ongoing monitoring and investment in compliance resources.
Technology, Cyber Security and Data Risk
The Company increasingly relies on technology and data to support operational performance and customer service. Risks are mitigated through investment in systems, security controls, monitoring and appropriate governance over technology and information.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
STRATEGIC REPORT (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2025
Reputational Risk
Maintaining the Company's reputation is critical to retaining customers, attracting employees and supporting future growth. The Board seeks to protect the Company's reputation through high standards of service delivery, governance, compliance and ethical business conduct.
Future Outlook
Triton has developed considerably in recent years and our focus is increasingly moving from scale alone towards the quality, resilience and sustainability of growth.
We intend to continue protecting and developing our core customer relationships, broadening our service offering, increasing contracted and recurring activities, investing in technology and strengthening the management infrastructure required to support further growth.
The successful development of Fire Systems during 2025 provides opportunities to deepen existing customer relationships and develop longer-term maintenance and monitoring revenues. Building on this momentum, the Company has continued to broaden its technical service offering after the year end, including expansion into TIC services, further supporting the Group's objective of increasing diversification and developing complementary recurring revenue streams.
At the same time, we will continue investing in our people, developing young talent and maintaining a disciplined approach to profitability, cash generation, governance, compliance and operational performance.
The Board believes Triton's established customer relationships, national operating capability, developing technical services, investment in technology and strengthened management infrastructure provide a strong platform for the Triton's next stage of development.
Going Concern
The directors have assessed the Company's ability to continue as a going concern and remain satisfied that the Company has adequate resources to continue in operational existence for the foreseeable future. Accordingly, the financial statements have been prepared on a going concern basis.
Our objective is not simply to build a larger business, but a stronger, more diversified, increasingly resilient and professionally managed organisation capable of creating sustainable long-term value.
Maintaining the Company's reputation is critical to retaining customers, attracting employees and supporting future growth. The Board seeks to protect the Company's reputation through high standards of service delivery, governance, compliance and ethical business conduct.
Future Outlook
Triton has developed considerably in recent years and our focus is increasingly moving from scale alone towards the quality, resilience and sustainability of growth.
We intend to continue protecting and developing our core customer relationships, broadening our service offering, increasing contracted and recurring activities, investing in technology and strengthening the management infrastructure required to support further growth.
The successful development of Fire Systems during 2025 provides opportunities to deepen existing customer relationships and develop longer-term maintenance and monitoring revenues. Building on this momentum, the Company has continued to broaden its technical service offering after the year end, including expansion into TIC services, further supporting the Group's objective of increasing diversification and developing complementary recurring revenue streams.
At the same time, we will continue investing in our people, developing young talent and maintaining a disciplined approach to profitability, cash generation, governance, compliance and operational performance.
The Board believes Triton's established customer relationships, national operating capability, developing technical services, investment in technology and strengthened management infrastructure provide a strong platform for the Triton's next stage of development.
Going Concern
The directors have assessed the Company's ability to continue as a going concern and remain satisfied that the Company has adequate resources to continue in operational existence for the foreseeable future. Accordingly, the financial statements have been prepared on a going concern basis.
Our objective is not simply to build a larger business, but a stronger, more diversified, increasingly resilient and professionally managed organisation capable of creating sustainable long-term value.
This report was approved by the board and signed on its behalf.
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TRITON SECURITY & FACILITIES MANAGEMENT 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.
Principal activity
The principal activity of Triton Security & Facilities Management Limited is the provision of security services and facilities management solutions to commercial and public sector clients throughout the United Kingdom.
Principal activity
The principal activity of Triton Security & Facilities Management Limited is the provision of security services and facilities management solutions to commercial and public sector clients throughout the United Kingdom.
The profit for the year, after taxation, amounted to £5,742,884 (2024 - £5,346,793).
Ordinary dividends were paid amounting to £52,148 (2024 - £4,849,500).
The directors who served during the year were:
The Company has chosen to set out in the strategic report information required to be contained in the directors'
report, in respect of financial instruments, employees and future developments.
report, in respect of financial instruments, employees and future developments.
The auditors, Armstrong Watson Audit Limited, will be proposed for reappointment in accordance with section 485 of the Companies Act 2006.
This report was approved by the board and signed on its behalf.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
DIRECTORS' RESPONSIBILITIES STATEMENT
FOR THE YEAR ENDED 31 DECEMBER 2025
The directors are responsible for preparing the Strategic Report, the Directors' 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 applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including Financial Reporting Standard 102 ‘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 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 for the Company's financial statements and then apply them consistently;
∙make judgments and accounting estimates that are reasonable and prudent;
∙prepare the financial statements on the going concern basis unless it is inappropriate to presume that the 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 to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
We have audited the financial statements of Triton Security & Facilities Management Limited (the 'Company') for the year ended 31 December 2025, which comprise the Statement of Income and Retained Earnings, the Statement of Financial Position, the Statement of Changes in Equity and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).
In auditing the financial statements, we have concluded that the directors' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the 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.
The other information comprises the information included in the Annual Report other than the financial statements and our Auditors' Report thereon. The directors are responsible for the other information contained within the Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF TRITON SECURITY & FACILITIES MANAGEMENT LIMITED (CONTINUED)
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 Company and its environment obtained in the course of the audit, we have not identified material misstatements in the Strategic Report or the Directors' Report.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF TRITON SECURITY & FACILITIES MANAGEMENT LIMITED (CONTINUED)
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditors' Report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
∙We obtained an understanding of laws and regulations that affect the Company, focusing on those that had a direct effect on the financial statements or that had a fundamental effect on its operations. Key laws and regulations that we identified included the UK Companies Act and tax legislation.
∙We enquired of the directors, reviewed correspondence with HMRC and reviewed directors meeting minutes for evidence of non-compliance with relevant laws and regulations. We also reviewed controls the directors have in place to ensure compliance.
∙We gained an understanding of the controls that the directors have in place to prevent and detect fraud. We enquired of the directors about any incidences of fraud that had taken place during the accounting period.
∙The risk of fraud and non-compliance with laws and regulations and fraud was discussed within the audit team and tests were planned and performed to address these risks. We identified the potential for fraud in the following area: management override of controls.
∙We reviewed financial statements disclosures and tested to supporting documentation to assess compliance with relevant laws and regulations discussed above.
∙We enquired of the directors about actual and potential litigation and claims.
∙We performed analytical procedures to identify any unusual or unexpected relationships that might indicate risks of material misstatement due to fraud.
∙In addressing the risk of fraud due to management override of internal controls we tested the appropriateness of journal entries and assessed whether the judgements made in making accounting estimates were indicative of a potential bias.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our Auditors' Report.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF TRITON SECURITY & FACILITIES MANAGEMENT LIMITED (CONTINUED)
This report is made solely to the Company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Company's members those matters we are required to state to them in an Auditors' Report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Company and the Company's members, as a body, for our audit work, for this report, or for the opinions we have formed.
for and on behalf of
Leeds
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
STATEMENT OF INCOME AND RETAINED EARNINGS
FOR THE YEAR ENDED 31 DECEMBER 2025
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
REGISTERED NUMBER: 04628386
STATEMENT OF FINANCIAL POSITION
AS AT 31 DECEMBER 2025
The financial statements were approved and authorised for issue by the board and were signed on its behalf by: 11 September 2026 .
The notes on pages 15 to 26 form part of these financial statements.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
STATEMENT OF CHANGES IN EQUITY
FOR THE YEAR ENDED 31 DECEMBER 2025
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
Triton Security & Facilities Management Limited is a private company limited by shares incorporated in England and Wales. The registered office is Templar House, 1 Sandbeck Court, Sandbeck Way, Wetherby, West Yorkshire, LS22 7BA.
2.Accounting policies
The financial statements have been prepared under the historical cost convention unless otherwise specified within these accounting policies and in accordance with Financial Reporting Standard 102, the Financial Reporting Standard applicable in the UK and the Republic of Ireland and the Companies Act 2006.
The preparation of financial statements in compliance with FRS 102 requires the use of certain critical accounting estimates. It also requires management to exercise judgment in applying the Company's accounting policies (see note 3).
The following principal accounting policies have been applied:
The Company has taken advantage of the following disclosure exemptions in preparing these financial statements, as permitted by the FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland":
∙the requirements of Section 7 Statement of Cash Flows;
∙the requirements of Section 3 Financial Statement Presentation paragraph 3.17(d);
∙the requirements of Section 33 Related Party Disclosures paragraph 33.7.
This information is included in the consolidated financial statements of Triton Consortium Limited as at 31 December 2025 and these financial statements may be obtained from its registered office at Templar House, 1 Sandbeck Court, Sandbeck Way, Wetherby, West Yorkshire, LS22 7BA.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
2.Accounting policies (continued)
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
2.Accounting policies (continued)
Depreciation is charged so as to allocate the cost of assets less their residual value over their estimated useful lives, using the straight-line method.
Depreciation is provided on the following basis:
The assets' residual values, useful lives and depreciation methods are reviewed, and adjusted prospectively if appropriate, or if there is an indication of a significant change since the last reporting date.
Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognised in profit or loss.
The Company has elected to apply the provisions of Section 11 “Basic Financial Instruments” of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the Company's Statement of Financial Position when the Company becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets
Basic financial assets, which include trade and other debtors, cash and bank balances, are initially measured at their transaction price (adjusted for transaction costs except in the initial measurement of financial assets that are subsequently measured at fair value through profit and loss) and are
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
2.Accounting policies (continued)
subsequently carried at their amortised cost using the effective interest method, less any provision for impairment, unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest.
Discounting is omitted where the effect of discounting is immaterial. The Company's cash and cash equivalents, trade and most other debtors due with the operating cycle fall into this category of financial instruments.
Basic financial liabilities
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 Company after the deduction of all its liabilities.
Basic financial liabilities, which include trade and other creditors, bank loans and other loans are initially measured at their transaction price (adjusting for transaction costs except in the initial measurement of financial liabilities that are subsequently measured at fair value through profit and loss). When this constitutes a financing transaction, whereby the debt instrument is measured at the present value of the future payments discounted at a market rate of interest, discounting is omitted where the effect of discounting is immaterial.
Debt instruments are subsequently carried at their amortised cost using the effective interest rate method.
Trade creditors are obligations to pay for goods and services that have been acquired in the ordinary course of business from suppliers. Trade creditors are classified as current liabilities if the payment is due within one year. If not, they represent non-current liabilities. Trade creditors are initially recognised at their transaction price and subsequently are measured at amortised cost using the effective interest method. Discounting is omitted where the effect of discounting is immaterial.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
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.
The directors consider the key sources of estimation uncertainty to be as follows:
Recoverability of intercompany debtors
The Company has significant amounts due from fellow group undertakings. The directors assess the recoverability of these balances at each reporting date by considering the financial position and expected future profitability of the relevant group companies, together with the availability of future cash flows to settle the balances.
The assessment requires the use of estimates and assumptions regarding future trading performance, cash flow generation and the ability of group undertakings to meet their obligations as they fall due. Changes in these assumptions may result in a revision to the carrying value of intercompany balances and the recognition of an impairment loss. The directors consider the carrying value of intercompany debtors at the reporting date to be recoverable.
Recoverability of trade debtors
The Company makes estimates regarding the recoverability of trade receivables and the expected credit losses arising on outstanding balances. In determining the level of any provision, the directors consider historical collection experience, the ageing profile of receivables, known customer-specific circumstances, ongoing discussions with customers and current economic conditions.
The carrying value of trade debtors is therefore subject to estimation uncertainty and may differ from amounts ultimately recovered. A change in customer payment behaviour, financial condition or wider economic factors could result in additional impairment provisions being required in future periods. The directors consider that the provisions recognised at the reporting date represent their best estimate of expected credit losses.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
11.Taxation (continued)
There were no factors that may affect future tax charges.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
The Company operates a defined contributions pension scheme. The assets of the scheme are held separately from those of the Company in an independently administered fund. The pension cost charge represents contributions payable by the Company to the fund and amounted to £126,587 (2024 - £120,405 ). Contributions totalling £27,314 (2024 - £28,137 ) were payable to the fund at the reporting date and are included in creditors.
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TRITON SECURITY & FACILITIES MANAGEMENT LIMITED
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2025
The parent company of Triton Security & Facilities Management Ltd is Triton Group Holdings Ltd and its registered office is Templar House, 1 Sandbeck Court, Sandbeck Way, Wetherby, West Yorkshire, LS22 7BA.
The ultimate parent company and the parent of the smallest and largest group preparing group accounts of Triton Security & Facilities Management Ltd isTriton Consortium Ltd and its registered office is Templar House, 1 Sandbeck Court, Sandbeck Way, Wetherby, West Yorkshire, LS22 7BA.
The ultimate parent company and the parent of the smallest and largest group preparing group accounts of Triton Security & Facilities Management Ltd is
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