The directors present the strategic report for the year ended 31 March 2026.
Q5 Ltd (Q5) is a management consultancy dedicated to building healthy organisations—to propel people, economies, and society forward. Our model blends data-led diagnostics (e.g. organisational analytics) with hands-on delivery, using proprietary tools such as OrgMaps to co-create sustainable outcomes. As a global firm we primarily work across the UK, Europe, North America, Middle East, and Australia, serving clients in public, private, and not‑for‑profit sectors. Q5 is a member of the Transformation Alliance (TTA)—a network of like-minded consultancies across Europe. Through the TTA, we share IP, collaborate on cross-border projects, and jointly develop talent, extending our international reach and client impact through Europe.
Our delivery approach is rooted in co-creation and implementation. We don’t just advise—we work shoulder-to-shoulder with our clients to design, test, and embed solutions that drive sustainable outcomes. Our consultants bring a balanced mindset: analytical enough to challenge strategy, practical enough to get stuck in. Core methods include:
Organisational strategy definition & alignment
Operating model and organisation design including culture change design
Organisational performance assessments
Strategic workforce planning and job architecture
Leadership enablement and change management
These services are delivered via an agile team structure, often combining local market knowledge with global expertise.
To support global clients and share leading practice, Q5 maintains an integrated regional structure across the UK, US, Middle East, and Australia. While each office has operational independence to meet local client needs, all share the same methods, IP, leadership cadence, and values. Regular cross-regional collaboration is built into client delivery, IP development, and staff development programmes.
This model enables Q5 to scale seamlessly, share insights rapidly, and offer consistent quality and culture across geographies.
In FY26 Q5 received several prestigious accolades that reflect our growth, culture, and client impact. Highlights include:
Named one of Forbes’ World’s Best Management Consulting Firms 2025, and featured for the 9th consecutive year on the FT Best Management Consultants 2026 list.
Q5 was recognised as Diamond-rated in Change Management and highly ranked across sectors by Consultancy UK. Shortlisted for International Growth Company of the year at the British Business Awards.
Awarded Pro-Bono Company of the year at the Better Society Awards through the Q5 Foundation work.
The Q5 Foundation was awarded the Leadership in Community Service and Corporate Social Responsibility and Skills-Based Community Service – Pro Bono in the Communitas awards
These awards reinforce Q5’s standing as a high-performing, people-first consultancy dedicated to building healthier organisations.
Market Context & Strategy
Since 2009, Q5 has carved a unique niche in organisational performance serving >150 clients annually. Our strategy for FY27 builds on:
Private sector – core industry expertise in Retail, Media, Financial services, Nuclear and defence, Energy, Transportation
Public sector & health specialism – leveraging deep healthcare and government experience
International expansion – strengthening presence in US, Middle East, Australia
Capability maturity – advancing data analytics, AI workforce transformation, and structured job architecture and workforce planning.
In FY26, Q5 delivered significant growth in the UK, driven in particular by strong performance across public sector, not-for-profit, media and financial services clients. Demand was supported by clients’ continued focus on organisational effectiveness, operating model redesign, workforce planning, cost efficiency and transformation delivery.
Public sector and not-for-profit performance reflected sustained demand from government, health-related and charitable organisations facing pressure to improve outcomes, strengthen governance and operate within constrained resources. Media and financial services also performed well, supported by continued market disruption, cost pressure, digital change, M&A activity and evolving operating models.
This performance demonstrates the continued relevance of Q5’s core capabilities and sector expertise in supporting clients through complex organisational change.
Financial & Operational Highlights
FY 2026 was a strong year for Q5, marked by growth despite continued global headwinds.
Revenue and Market Performance
FY2026 represented a strong return to growth for Q5, with revenue increasing by 18%, the first year of growth for the business in three years. This performance significantly outperformed expectations, with particularly strong performance across public sector, not-for-profit, media and financial services clients.
Profitability also improved significantly year on year, reflecting revenue growth, disciplined cost management, effective project delivery and continued focus on utilisation and margin.
Gross margin and operating margin remained strong at 51% and 19% respectively, reflecting the benefits of revenue growth, disciplined resource management, strong utilisation and effective project delivery. This performance demonstrates the resilience of Q5’s operating model and the company’s continued focus on converting growth into sustainable profitability.
Client Engagement and Delivery Scale
Worked with over 150 clients across the UK, US, Middle East, and Australia
Over 50% repeat client business
Capability and Talent Development
UK headcount of c.195, additionally supported by a talented pool of associate subject matter experts, reflecting the strength and depth of Q5’s global consulting capability.
Maintained a robust and selective recruitment process designed to attract, assess and hire exceptional talent who demonstrate the consulting excellence, values and client impact mindset required to succeed at Q5.
Continued to invest in Career pathways, structured development plans and internal learning programmes, recognising that high-quality development, progression and feedback are central to retaining great people and sustaining Q5’s strong performance culture.
Achieved low attrition of 11% and sustained high employee engagement scores, demonstrating the continued strength of Q5’s people proposition.
Innovation and IP
Q5 continued to strengthen its position as a leading, data-led organisational performance consultancy by investing in proprietary digital platforms such as OrgMaps and the Organisational Performance Index. These tools enable clients to move from fragmented, spreadsheet-based analysis to clear, Board-ready insight on structure, cost, capability, performance and value creation.
Q5 Analytics has become an increasingly powerful differentiator in the market, bringing together client data, proprietary tools and advanced analytics to help leadership teams make faster, more confident decisions on organisation design, workforce planning, cost efficiency, benchmarking, culture, transformation and future capability.
The company also invested in scaling and codifying Q5 IP across global consulting communities, ensuring that clients benefit from consistent, high-quality methods while still receiving tailored, practical solutions shaped around their specific strategic and organisational context.
This continued innovation is helping Q5 bring organisational data to life for clients, with practical applications including digital organisation modelling, activity and cost analysis, strategic workforce planning, culture measurement, dashboarding and AI-enabled insight that identifies where performance is being created, constrained or lost.
Client Impact & Feedback
Q5’s client impact is reflected not only in the scale and variety of our engagements, but in the depth of trust we build with clients. We are regularly asked to support leadership teams through moments that matter: major transformation, organisational redesign, cost and performance pressure, mergers & acquisitions, cultural change, strategic workforce planning and the creation of healthier, higher-performing organisations.
Q5 achieved a Net Promoter Score of 9.7, reflecting exceptional client advocacy and the strength of our relationships with senior leaders navigating complex organisational change.
Recent client feedback described Q5 as delivering “first-class value add”, highlighting not only our organisation design, operating model, change and industry expertise, but also the calibre of our consultants: human-centred, high EQ and IQ, pragmatic, flexible and able to adapt quickly to each client’s organisational context. This reinforces Q5’s distinctive ability to match the right consulting team to the client environment, building credibility, trust and lasting impact.
Feedback from clients including NHS England, HMRC, BAT, British Airways, Reach, HSBC, BP, Screwfix, Datacom, Tesco, Aramco, Elementis, BT, Wellcome Sanger, Wood group, Finastra demonstrates Q5’s ability to deliver high-impact work across sectors, geographies and organisational contexts. Our work has helped clients sharpen strategic alignment, redesign operating models, strengthen workforce planning, improve cost efficiency, build leadership capability, shift culture and deliver complex change with confidence.
Consistent repeat business and strong client referrals demonstrate the trust Q5 builds with leadership teams and the value clients see in returning to us for their most important organisational challenges.
This combination of deep technical expertise, practical delivery support, data-led insight and human-centred consulting is what gives clients confidence that Q5 will not only diagnose the challenge, but help them build the capability, momentum and alignment required to deliver lasting impact.
Principal Risks & Mitigation
The Directors actively review the principal strategic, operational and financial risks facing the Group and maintain proportionate mitigations to protect Q5’s people, clients, reputation and financial resilience.
Principal risk | Potential impact | Mitigation |
Technology and AI disruption to consultancy markets | Rapid advances in AI and automation could change how clients buy consulting services, increase competition, compress pricing or reduce demand for traditional advisory work. | Q5 continues to invest in data analytics, proprietary IP, digital tools and AI-enabled ways of working, while focusing its proposition on complex organisation challenges where judgement, trust, change leadership and implementation capability remain critical differentiators. Demand for AI is driving clients to search out specialist consultancies which is where Q5 plays. Q5 is applying AI to its own internal organisation processes, roles and enabling functions. |
Cyber security, data protection and responsible AI | Increased use of technology, client data and AI tools creates risks around confidentiality, data quality, regulatory compliance, intellectual property and client trust. | The company maintains information security controls, data protection policies, technology governance and staff training. Q5 is also developing responsible AI guidance to ensure AI is used safely, transparently and in line with client obligations. |
Geopolitical instability, including conflict in the Middle East | Conflict or political instability could affect colleague safety, regional mobility, client decision-making, project timing, exchange rates and revenue visibility, particularly in markets where Q5 has growth ambitions. | Regional leadership monitors developments closely, supported by company oversight, local compliance protocols and flexible resourcing. Q5 manages exposure through a diversified geographic and sector portfolio and retains the ability to adapt delivery models where travel or client activity is disrupted. |
Client budget volatility and market confidence | Macroeconomic uncertainty, inflation, public sector funding constraints or delayed transformation spend could reduce client budgets, extend sales cycles or defer project starts. | Q5 mitigates this through sector and geographic diversification, close pipeline management, strong senior client relationships, repeat business, flexible delivery models and a proposition focused on cost efficiency, performance improvement and organisational effectiveness. |
Talent acquisition, retention and capability development | Q5’s performance depends on attracting, developing and retaining high-calibre consultants with the skills, judgement and values required to deliver distinctive client impact. | The company maintains a selective recruitment process, structured career architecture, development plans, mentoring, learning programmes and global communities of practice, supported by regular engagement monitoring and leadership attention to retention. |
Reputation and delivery quality | Failure to deliver high-quality work or maintain trusted relationships could adversely affect referrals, repeat business, client advocacy and Q5’s market reputation. | Q5 manages delivery quality through experienced project leadership, quality assurance, client feedback, NPS monitoring, structured methodologies and an emphasis on matching the right consultants to each client context. |
Liquidity, credit and cost management | Delayed client payments, margin pressure, inflation or unexpected cost increases could affect cash flow, profitability and the Group’s ability to invest for growth. | Management monitors cash flow, working capital, debtor exposure, utilisation, pricing and cost base on a regular basis. Credit checks, payment term negotiation, disciplined billing, cost reviews and forecasting help ensure the company maintains financial resilience. |
Looking ahead, Q5 is well positioned to build on the momentum achieved in FY2026. Demand for support with operating model redesign, organisational effectiveness, workforce planning, cost efficiency, culture and transformation remains strong, as clients continue to navigate complex market, AI, technological and geopolitical change.
The company’s priorities for FY2027 are focused on sustaining profitable growth while continuing to strengthen the quality, consistency and distinctiveness of Q5’s client proposition. Key areas of focus include:
Strengthening the operating model and governance platform to support a larger, more international business, with clearer decision-making, improved management information and scalable systems and processes.
Accelerating digital, data and AI-enabled capability by further investing in Q5 Analytics, OrgMaps, the Organisational Performance Diagnostic and responsible AI-enabled ways of working that enhance client insight, productivity and delivery quality.
Deepening sector and capability expertise in areas where Q5 has strong market relevance, including public sector and health, financial services, media, retail, energy, transport and organisational transformation.
Continuing international growth, particularly in North America, the Middle East and Australia, while maintaining a balanced global portfolio and consistent delivery standards across regions.
Investing in exceptional talent and leadership capability through selective recruitment, career development, learning, inclusion and progression pathways that sustain Q5’s strong culture and high employee engagement.
Maintaining disciplined financial management through close attention to utilisation, pricing, margin, cash collection and cost control, ensuring growth continues to translate into sustainable profitability.
Exploring selective inorganic growth opportunities where they would strengthen Q5’s strategic capabilities, geographic reach or access to attractive client markets, while remaining disciplined on cultural and commercial fit.
These priorities reflect Q5’s commitment to building a resilient, distinctive and internationally connected consultancy: one that combines deep organisational expertise, human-centred consulting, data-led insight and practical implementation support to help clients build healthier, higher-performing organisations.
Our Net Zero target includes long-term and interim reduction targets created in line with SBTI guidance. Our ambition to achieve Net Zero includes a commitment to reduce our emissions across Scope 1, 2 and 3 by 90% relative to our 2023 baseline.
Our ambition is to utilise long-term removal technologies to achieve Net Zero. As these technologies are currently nascent, we will have a higher reliance on carbon offsetting. In order to continue our progress to achieving Net Zero, we have adopted the following interim carbon reduction target: By 2030 50% reduction in absolute tCO2e.
On behalf of the board
The directors present their annual report and financial statements for the year ended 31 March 2026.
The current period figures relate to the year ended 31 March 2026. The comparative figures relate to the 17 month period from incorporation on 7 November 2023 to 31 March 2025.
The results for the year are set out on page 11.
No ordinary dividends were paid. The directors do not recommend payment of a final dividend.
The directors who held office during the year and up to the date of signature of the financial statements were as follows:
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 then apply them consistently;
make judgements and accounting estimates that are reasonable and prudent;
state whether applicable UK 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.
We have audited the financial statements of Q5 Ltd (the 'company') for the year ended 31 March 2026 which comprise the statement of comprehensive income, the balance sheet, the statement of changes in equity and notes to the financial statements, including 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).
Basis for opinion
Conclusions relating to going concern
In auditing the financial statements, we have concluded that the directors' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.
Other information
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of our 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.
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.
As part of our planning process:
We enquired of management the systems and controls the company has in place, the areas of the financial statements that are mostly susceptible to the risk of irregularities and fraud, and whether there was any known, suspected or alleged fraud. The company did not inform us of any known, suspected or alleged fraud.
We obtained an understanding of the legal and regulatory frameworks applicable to the company. We determined that the following were most relevant: FRS 102, Companies Act 2006 and IR35 legislation.
We considered the incentives and opportunities that exist in the company, including the extent of management bias. This presents a potential for irregularities and fraud to be perpetuated, and tailored our risk assessment accordingly.
Using our knowledge of the company, together with the discussions held with the company at the planning stage, we formed a conclusion on the risk of misstatement due to irregularities including fraud and tailored our procedures according to this risk assessment.
The key procedures we undertook to detect irregularities including fraud during the course of the audit included:
Identifying and testing journal entries and the overall accounting records, in particular those that were significant and unusual.
Reviewing the financial statement disclosures and determining whether accounting policies have been appropriately applied.
Reviewing and challenging the assumptions and judgements used by management in their significant accounting estimates, in particular in relation to recoverability of debtor balances.
Assessing the extent of compliance, or lack of, with the relevant laws and regulations.
Testing key revenue lines, in particular cut-off, for evidence of management bias.
Obtaining third-party confirmation of material bank balances.
Documenting and verifying all significant related party balances and transactions.
Reviewing documentation such as the company board minutes for discussions of irregularities including fraud.
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements even though we have properly planned and performed our audit in accordance with auditing standards. The primary responsibility of the prevention and detection of irregularities and fraud rests with management.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
Use of our report
This report is made solely to the company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company's members as a body, for our audit work, for this report, or for the opinions we have formed.
The profit and loss account has been prepared on the basis that all operations are continuing operations.
Q5 Ltd is a private company limited by shares incorporated in England and Wales. The registered office is Thorney House, 34 Smith Square, London, England, SW1P 3HL.
The current period figures relate to the year ended 31 March 2026. The comparative figures relate to the 17 month period from incorporation on 7 November 2023 to 31 March 2025. Therefore, the comparative amounts presented in the financial statements (including the related notes) are not entirely comparable.
The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest £.
This company is a qualifying entity for the purposes of FRS 102, being a member of a group where the parent of that group prepares publicly available consolidated financial statements, including this company, which are intended to give a true and fair view of the assets, liabilities, financial position and profit or loss of the group. The company has therefore taken advantage of exemptions from the following disclosure requirements:
Section 7 ‘Statement of Cash Flows’: Presentation of a statement of cash flow and related notes and disclosures;
Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instrument Issues’: Carrying amounts, interest income/expense and net gains/losses for each category of financial instrument; basis of determining fair values; details of collateral, loan defaults or breaches, details of hedges, hedging fair value changes recognised in profit or loss and in other comprehensive income;
Section 26 ‘Share based Payment’: Share-based payment expense charged to profit or loss, reconciliation of opening and closing number and weighted average exercise price of share options, how the fair value of options granted was measured, measurement and carrying amount of liabilities for cash-settled share-based payments, explanation of modifications to arrangements;
Section 33 ‘Related Party Disclosures’: Compensation for key management personnel.
The company has taken advantage of the exemption under section 400 of the Companies Act 2006 not to prepare consolidated accounts. The financial statements present information about the company as an individual entity and not about its group.
Q5 Ltd is a wholly owned subsidiary of Q5 Holdings Ltd. and the results of Q5 Ltd are included in the consolidated financial statements of Q5 Holdings Ltd. which are available from the UK Registrar of Companies.
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is credited or charged to profit or loss.
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Financial assets are derecognised only when the contractual rights to the cash flows from the asset expire or are settled, or when the company transfers the financial asset and substantially all the risks and rewards of ownership to another entity, or if some significant risks and rewards of ownership are retained but control of the asset has transferred to another party that is able to sell the asset in its entirety to an unrelated third party.
Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the company after deducting all of its liabilities.
Basic financial liabilities, including creditors, are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Financial liabilities are derecognised when the company’s contractual obligations expire or are discharged or cancelled.
Equity instruments issued by the company are recorded at the proceeds received, net of transaction costs. Dividends payable on equity instruments are recognised as liabilities once they are no longer at the discretion of the company.
The carrying amount of deferred tax assets is reviewed at each reporting end date and reduced to the extent that it is no longer probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered. Deferred tax is calculated at the tax rates that are expected to apply in the period when the liability is settled or the asset is realised. Deferred tax is charged or credited in the profit and loss account, except when it relates to items charged or credited directly to equity, in which case the deferred tax is also dealt with in equity. Deferred tax assets and liabilities are offset when the company has a legally enforceable right to offset current tax assets and liabilities and the deferred tax assets and liabilities relate to taxes levied by the same tax authority.
In the application of the company’s accounting policies, the directors are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
The estimates and assumptions which have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities are as follows.
Debtors are initially held at the transaction price, provisions are made for any debts where recoverability is considered uncertain. Calculations of those provisions require judgements to be made, which include the likelihood of receiving the monies owed, the situation of the debtor and any other external factors which may affect the ability to pay.
As at 31 March 2026, total provisions recognised against trade debtors were £nil (2025: £52,000).
As at 31 March 2026, Q5 Ltd was owed £1,602,092 (6,638,110 SAR) (2025: £766,943 (3,596,214 SAR)) from Q Five Arabia. FY26 was the second year of trading for Q Five Arabia and therefore a loss for the year was reasonable. The directors believe that Q5 will grow in the ME market and post year end performance reflects this. However, there remains to be uncertainty regarding the recovery of this balance. Therefore, a provision has been recognised relating to this balance of £357,863 (2025: £357,863).
The depreciation and amortisation are included within administration expenses.
The average monthly number of persons (including directors) employed by the company during the year was:
Their aggregate remuneration comprised:
The number of directors for whom retirement benefits are accruing under defined contribution schemes amounted to 2 (2025 - 1).
The actual charge for the year can be reconciled to the expected charge for the year based on the profit or loss and the standard rate of tax as follows:
Details of the company's subsidiaries at 31 March 2026 are as follows:
Q5 Inc. keeps its registered office at 2711 Centerville Road, Suite 400, Wilmington, Delaware, United States of America.
Q5 Australia Pty Ltd keeps its registered office at at C/ William Buck, Level 29, 66 Goulburn Street, Sydney, NSW 2000, Australia.
Satsuma Resourcing Ltd keeps its registered office at Thorney House, 34 Smith Square, London, England, SW1P 3HL.
Q Five Partners Management Consultancy LLC keeps its registered office at Office 33. Focus Business Centre, Minaret Al Qurum Building, Building 21. Way 56, Muscat 137. Oman.
Q Five Arabia keeps its registered office at Office 3, 1st Floor, 6321 Olaya Street, Al Sahafah District, Riyadh, 13321, Kingdom of Saudi Arabia.
There is a fixed and floating charge, held by the bank, over all present and future assets held by the company, including all present leasehold property.
The company operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the company in an independently administered fund.
During the year ended 31 March 2026, the immediate parent issued ordinary shares to certain employees of the company at par. These are treated as equity settled share based payments. It is the view of the directors that the fair value of the shares granted are aligned with their par value. During the period, expenses totalling £5,000 were recognised in the accounts relating to the issue of 500,000 shares.
The share in issue has full voting, dividend and capital distribution rights. They do not confer rights to redemption.
During the period ended 31 March 2026, Q5 Ltd was party to a debenture agreement granting the bank fixed and floating charges over all current and future assets.
At the reporting end date the company had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
On 1 April 2024, the company assumed the obligations to settle amounts owed to the former corporate members of Q5 Partners LLP, as part of a transfer of trade and assets. The liability assumed totalled £13,104,831, of which £5,104,830 remained outstanding at 31 March 2025. During the year, payments of £1,999,998 were made, resulting total amounts which remained outstanding at 31 March 2026 totalling £3,104,832 owing to companies under common control of the directors and key management personnel.
During the year ended 31 March 2026, the company made purchases of £5,879 (2025: £18,226) from a company controlled by a close family member of key management personnel. At the year end, total amounts of £nil (2025: £nil) remained outstanding.