The directors present the strategic report for the year ended 31 January 2026.
Scott Brownrigg is a global design leader, ranked among the Global Top 100 and within the UK Top 20 architectural practices. Our vision is to be recognised for transforming the industry and enriching lives through the built environment, creating a better world.
We offer a wide range of services, including architecture, interior design, master planning, urbanism, design strategy, design management, safety design, digital technology and technical advice across all major sectors. Our expertise spans advanced technologies, aviation, business space, defence and security, hospitality, culture, media and sport, education, health, rail, and residential and mixed-use developments.
Our studios are strategically located to deliver exceptional service across the UK, with offices in London, Guildford, Cardiff, and Edinburgh, as well as an international presence in New York, Singapore, and the Kingdom of Saudi Arabia (KSA).
Additionally, our strategic alliances in Turkey, and Vietnam enable us to serve a growing international client base and project portfolio.
We are continuously building upon our 5-Year Plan that will not only transform the practice but will also ensure that we build a sustainable design focused business with embedded resilience for the future.
All staff are empowered to drive the future of the company and share in its successes through our EOT structure, ensuring continuity of the Scott Brownrigg brand.
We continue to invest in our international strategy, diversifying our portfolio and minimising exposure to geo-political risks. Our international studios continue to deliver key infrastructure projects. Design Management Unit (DMU) together with our other services like Design Delivery Unit (DDU), Safety Design Unit (SDU) and Digital Twin Unit (DTU) places the company in a unique client service offering. Our integrated expertise, our ability to both design and deliver projects seamlessly and the regions we work within gives clients the confidence that we can navigate current geo-political challenges and UK legislative changes including the recent Building Safety Act.
Our specific sector expertise, market-leading technical knowledge and our Design Research Unit (DRU) supports and influences all the leading architecture research across the group.
We continue to invest into the applied and fundamental research topics, incorporating sustainability and also work in partnership with the RIBA, to disseminate knowledge, utilising various communication platforms.
Sustainable design continues to be a central business objective and we continue to work to the targets set out in our Sustainability Strategy. We are signatories to the RIBA 2030 Climate Challenge and Architects Declare and the only UK architecture practice signed up to the UN Global Compact - demonstrating our commitment to take action on human rights, labour, environment and anti-corruption. We lead by example and use our position on projects as an opportunity to positively influence other built environment professionals and the supply chain. Our biennial RIBA Scott Brownrigg Award for Sustainable Development reinforces our commitment in this area.
The risks facing the company continue to be managed at group level through our Strategic Board and Operations Board. The principal risks and uncertainties can be summarised as follows:
Economic Uncertainty
Several economic factors continue to impact the company, including a significant slowdown in the UK construction market towards the end of 2025, cost of living increases, inflation and continued high interest rates. These differ in each of the regional locations in which we operate. We continue to diversify our business across territories, markets and sectors to reduce volatility.
Our operating model effectively enables teams to work on projects not constrained to their physical location. This has allowed for improved collaboration, global engagement, and sector utilisation of our staff, ensuring optimal profit generation.
Regional Conflicts
The outbreak of conflict in Ukraine/Russia affected projects and pipelines in the impacted regions. All project work ceased and the impacts have been managed through the diversification of our portfolios and targeted growth in regions with lower risk profiles. Extensive checks are performed on contracting parties to ensure relevant sanction compliance. Whilst there is ongoing conflict in the Middle East, we maintain our commitment to working within the KSA and wider region with the appointment in 2025 of a Middle East Director for our Riyadh studio who is driving business development.
Cash flow management and late payments
Liquidity and funding risk is managed by maintaining appropriate levels of working capital and finance (short and long-term) to ensure the company has sufficient funds available for its operations and short-term investment plans, with cash flow projections reviewed by management every month.
Credit risk
Additional safeguarding measures have been put in place to ensure the credit health of all existing clients are reviewed monthly and full credit and compliance checks are performed on all new and potential clients. The aim is to mitigate any exposure to defaults on contracted terms. Any long outstanding debt is flagged for management review and action every month.
Technology systems, sensitive data and cyber risk
We continue to invest in our technology infrastructure and have introduced several advanced virtual interfaces during the year that continue to ensure our systems and data are secure from external threats.
Foreign exchange volatility
There has been a degree of currency fluctuation particularly as the impact of the cost of living rises and political uncertainties unfolded during the first half of the financial year. We manage currency risk by matching revenue and expenditure to minimise the company’s net exposure. Any other significant transactions are hedged if revenue and expenditure cannot be matched.
Continuing to attract and retain highly skilled international staff
As a global design focussed business, we are reliant on the skills and diversity that international staff bring to all of our studios. We are monitoring the changes in UK immigration rules closely and are encouraged that our profession has been recognised and is included on the Shortage Occupation List. We also work hard to provide opportunities for staff to gain experience working in each of our international studios.
Downward price pressure on fees
We are constantly evaluating our cost base to ensure this is in line with forecasted income levels and are investing in technologies that improve the quality and efficiency of our work. We monitor fee proposals and agreements carefully to ensure we offer the appropriate level of service requested by our clients. We are experiencing significant pressures on fee levels.
Business interruption and infrastructure
We have robust Business Continuity Plans for each of our studios and a Disaster Recovery Plan that outlines how our digital systems are backed up. These plans are reviewed and revised regularly.
We manage all these risks through a process of policies and controls which are set by the Strategic Board and implemented and managed by the Operations Board. All risks are assigned to owners and are reviewed regularly to further assess the extent and effectiveness of the controls.
2025 was a key milestone for the practice as we celebrated our 115-year anniversary, marking this with the publication of our book Scott Brownrigg: Architecture + Progression, alongside a book launch event and a public exhibition held at the Building Centre in London. Celebrating our achievements together with looking at the future of architecture in a changing world, the milestone is testament to all that have been involved in our journey: colleagues past and present whose dedication and talent have driven continued success and to the clients and collaborators, who share our vision for designing spaces that inspire, endure and make a positive impact on the world.
Our continued success in increasingly difficult times is a result of a robust business strategy that focuses on vertical and horizontal expansion, international outreach, and improved efficiency. This success is also attributed to the dedication and hard work of our employees. Our strategy has enabled us to support emerging talent, enhance in-house capabilities, and ultimately create a more agile and resilient practice.
A key focus for 2025 was continuing to grow our international profile, with active projects and opportunities in Central Asia, the Middle East, Africa, Southeast Asia, and Ireland. Notable projects include Medina Airport in Saudi Arabia, largescale mixed-use masterplans and hotels and schools in Central Asia, together with the completion of Zoom in Singapore.
As part of our committed drive to not only be recognised as thought leaders, but to be seen as implementing what we believe will make a difference to the built environment, we continue to collaborate with industry partners such as the RIBA. 2025 saw us build on our launch back in 2023 of the first ever RIBA Scott Brownrigg Award for Sustainable Development. And for the second year running, we sponsored the award, reinforcing our commitment in this area and saw the completion of this piece of research on the ‘Unlocking Indigenous Stone Construction in the UK: A Guide for Sustainable Sourcing’. 2026 will see us once again invest in the research programme.
We remain recognised as experts in the Building Safety Act and producing the Architecture Today ‘Building Safety Act in practice’ module, as part of their School of Specification series together with social media campaigns reinforced our expertise in this area.
During the year, we won major projects including Amazon MGM Studios in Bray and saw several completions within our Life Sciences sector including the Moderna Innovation and Technology Centre at Harwell and The Optic at Peterhouse Technology Park, with several projects going on site including Infinity Labs at Southampton Science Park. Our Design Delivery Unit achieved Gateway Two approvals for Kings Road Park and Brent Cross, among the first to gain approval, and also completed Thames Quay.
Our Design Research Unit remains central to our design philosophy, and in the year, we published the 20th edition of the Intelligent Architecture publication focused on exploring “Futures” that respond to environmental reality while embracing technological progress in 50 to 100 years’ time with design ideas for resilience, equity and humanity, across our homes, workplaces, schools and transport systems. A new initiative saw the Design Research Unit launch the Intelligent Architecture Podcast series, publishing its first two episodes that took a retrospective look at how Scott Brownrigg has developed over the past three decades. The rest of the series will address the challenges facing the profession and wider industry together with sector specific future thinking.
We continued to roll out initiatives through our Future Talent Programme which aims to support the next generation of architects, with a repeat of our successful Digital Bootcamp, offering undergraduate architecture students the opportunity to deepen their understanding of the digital journey and how to apply digital skills in practice. We provided 61 work experience placements across 2025, helping nurture the next generation of architects and it was notable to see a former apprentice win the AJ100 New Talent Award.
Our Community Involvement Programme saw our team volunteer over 450 hours to worthy causes and charities, reflecting the commitment of the practice to the wider community and underscoring our commitment to enrich lives and create a better world.
The group's performance against key performance indicators (KPIs) during the year ended 31 January 2026 can be summarised as follows:
Turnover at £30,504,461 (2025: £27,933,539) increased by 9% in comparison to the prior year. The company delivered a strong first quarter of the year, exceeding budgeted targets, following a number of projects entered into in the prior financial year going live. The second quarter of the year was impacted by the growing uncertainty due to increasing inflation, cost of living impacts and market confidence declining within the UK economy. Despite some projects being paused or placed on hold, most projects were restarted in the fourth quarter.
The group's profit for the year after taxation was £2,734,048 (2025 restated loss: £45,839).
Total comprehensive income for the year was £2,954,335 (2025 restated: total comprehensive loss of £1,257,274).
Average Technical headcount increased to 159 (2025: 152).
Administrative expenses of £8,820,630 (2025 restated: £9,992,828) decreased by 12%
Professional Indemnity insurance premiums reduced significantly in the year.
Despite continued pressure on fees and market volatility, an operating profit of £4,141,986 (2025 restated: £1,821,145), was generated, an increase of 127% on prior year.
The UK and international markets continue to face challenges due to rising living costs, inflation, increased construction costs, and ongoing uncertainty in various geo-political regions. Nevertheless, our strategic focus on diversifying our international portfolio has mitigated these risks, resulting in strong revenue growth. Project conversion rates have remained stable, showcasing the strength of our diverse range of services.
By implementing efficiency controls and fostering a collaborative approach across practices for onboarding new projects, we have maintained robust debtor days and cash collection targets throughout the year. Risks associated with long-standing debts and disputes have also been effectively managed.
Our people are the heart of our culture - open, inclusive, and welcoming. Diversity is a source of strength, and we are committed to fostering an environment where everyone feels a sense of belonging, combined with the opportunity to thrive.
We have established various channels for communication with our staff, including regular updates from the CEO, monthly Town Hall meetings in each studio, the Employee Ownership Committee, internal roadshows, and our company intranet. Our Annual Business Plan is shared with all employees, and we encourage discussions about all aspects of the business’s performance.
We continue to strengthen diversity, equality and inclusion through initiatives reviewed by our Diversity Action Group, with insights reported to our Strategic Board to drive positive change. This year we reinforced this commitment by contributing to RIBA’s EDI Leaders group and supporting wider discussions on equality and neurodiversity. We promote a healthy work–life balance and maintain a gender pay gap well below the industry average. Looking back over the past 3 years, in 2022, our mean gender pay gap was 22%. We are proud to share that this figure, in 2025, has reduced to 10%, putting us ahead of many other architectural practices. We keep our recruitment processes transparent, fair and accessible. We also support varied working styles and needs and invest in leadership development and diversity and inclusion training to foster a culture of inclusion across the practice.
Growth never stops. We offer clear career pathways and a broad range of training opportunities to support professional and personal development, including our Career Roadmap, CPD programme, leadership training, and on-demand learning through LinkedIn Learning. We also strengthen development through coaching and mentoring, with one of our mentors currently shortlisted for the AJ100 Mentor of the Year Award.
We measure staff engagement through regular surveys, which have shown an increase in engagement across several key metrics.
As an industry mentor and the only major Architectural practice to be nominated as one of the 9 practice role models by the RIBA, we actively collaborate with universities to pave the way for the next generation of designers. Raw talent and fresh perspectives are essential for keeping design relevant.
Since 2010, we have partnered with ‘Blueprint for All,’ and in 2025 we reaffirmed our commitment to Article 25 and their ‘More than a Building’ global network. Whilst our Future Talent Programme offers a variety of opportunities, including career talks, work experience, skills boot camps, paid internships, graduate placements, and apprenticeships. One of our Level 7 apprentices won the AJ New Talent Award 2025, exemplifying our commitment to investing in the next generation. Whilst our Community Involvement Programme saw our teams volunteer over 450 hours to worthy causes and charities.
Our processes are aligned with the UN Sustainable Development Goals, supporting resilience, ethical practice and long-term, future-focused growth. We share key internal metrics with our staff, including financial performance, to ensure transparency and strengthen organisation-wide input. In 2025 we published our third UN Global Compact Communication on Progress, reaffirming our commitment to responsible and sustainable business practices.
Future Outlook
Despite the ongoing challenges posed by economic and political pressures, we remain optimistic about the future. With a strong financial foundation that has grown year after year, we continue to prioritise excellence in design and technical services for our clients and those who interact with the buildings and environments we create.
Our management team is focused on the future, working to complete existing projects while also exploring new opportunities in different markets to mitigate our exposure in the regions where we operate.
We are particularly committed to the urgent need for decarbonisation and the transition to a carbon-neutral environment. We have signed several climate pledges and are dedicated to making a difference by reducing embodied carbon and the ongoing energy requirements of all our projects. We advocate retrofit and building re-use over new build and support the work of ‘Don’t Waste Buildings’. As a practice, we see daily the value embedded in these structures - in their materials, their adaptability, and their role in shaping places people recognise and care about.
Additionally, we are determined to improve health and safety in construction. Leveraging our international presence, we aim to raise awareness on this critical issue, ensuring that all projects we engage in are designed, constructed, and maintained with safety as a priority.
Finally, we continue to invest significantly in technology across all aspects of our business. This includes embracing virtual interfaces and cloud-based technology, which facilitate a truly global collaborative environment across disciplines and teams. We are enhancing the quality and speed of our state-of-the-art software, allowing clients to better experience and interact with the design process from an early stage. We are continuously striving to automate systems and processes, thereby improving accuracy and efficiency, which enables us to spend more time on creative endeavours.
On behalf of the board
The directors present their annual report and financial statements for the year ended 31 January 2026.
The results for the year are set out on page 13.
Contributions to the EOT were paid amounting to £3,458,936 (2025: £4,000,000).
The directors who held office during the year and up to the date of signature of the financial statements were as follows:
During the year, the group has changed the presentation of the profit and loss account from format 2 to format 1. This change has been made in order to present the financial performance of the group in a manner that is considered more relevant and clearer to users of the financial statements.
Moore Kingston Smith LLP were appointed as auditor to the group and in accordance with section 485 of the Companies Act 2006, a resolution proposing that they be re-appointed will be put at a General Meeting.
As the group has not consumed more than 40,000 kWh of energy in this reporting period, it qualifies as a low energy user under these regulations and is not required to report on its emissions, energy consumption or energy efficiency activities.
United Kingdom company law requires the directors to prepare financial statements for each financial year. Under that law, the directors have elected to prepare the group and parent company financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law, the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the group and parent company, and of the profit or loss of the group for that period.
In preparing these financial statements, the directors are required to:
select suitable accounting policies and then apply them consistently;
make judgements and accounting estimates that are reasonable and prudent;
state whether applicable United Kingdom Accounting Standards have been followed, 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 group and parent company will continue in business.
The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the group’s and parent company’s transactions and disclose with reasonable accuracy at any time the financial position of the group and parent company, and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the group and parent company, and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
We have audited the financial statements of Scott Brownrigg Group Limited (the 'parent company') and its subsidiaries (the 'group') for the year ended 31 January 2026 which comprise the Group Statement of Comprehensive Income, the Group Balance Sheet, the Company Balance Sheet, the Group Statement of Changes in Equity, the Company Statement of Changes in Equity, the Group Statement of Cash Flows 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
Other information
Opinions on other matters prescribed by the Companies Act 2006
As explained more fully in the directors' responsibilities statement, 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 group's and parent 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 group or parent company or to cease operations, or have no realistic alternative but to do so.
As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the company’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the directors.
Conclude on the appropriateness of the directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the group's or the parent company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the group or the parent company to cease to continue as a going concern.
Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
Explanation as to what extent the audit was considered capable of detecting irregularities, including
fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities,
including fraud is detailed below.
The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the company.
Our approach was as follows:
We obtained an understanding of the legal and regulatory requirements applicable to the company and considered that the most significant are the Companies Act 2006, UK financial reporting standards as issued by the Financial Reporting Council, and UK taxation legislation.
We obtained an understanding of how the company complies with these requirements by discussions with management and those charged with governance.
We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance.
We inquired of management and those charged with governance as to any known instances of noncompliance or suspected non-compliance with laws and regulations.
Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required.
There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, 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 or intentional misrepresentations, or through collusion.
Use of our report
This report is made solely to the parent 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 parent 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 parent company and the parent company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
As permitted by section 408 of the Companies Act 2006, the company has not presented its own profit and loss account and related notes. The company’s profit for the year was £3,458,936 (2025 amended - £5,000,000 profit).
These financial statements have been prepared in accordance with the provisions relating to medium-sized companies.
Other reserves are made up of the investment value of EBT shares transferred to the EOT.
Other reserves are made up of the investment value of EBT shares transferred to the EOT.
Scott Brownrigg Group Limited (“the company”) is a private limited company domiciled and incorporated in England and Wales. The registered office is 77 Endell Street, London, WC2H 9DZ.
The group consists of Scott Brownrigg Group Limited and all of its subsidiaries.
These financial statements have been prepared in accordance with FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the requirements of the Companies Act 2006.
The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention, modified to include the revaluation of freehold properties and to include investment properties at fair value. The principal accounting policies adopted are set out below.
The company is a qualifying entity for the purposes of FRS 102, being a member of a group where the parent of that group prepares publicly available consolidated financial statements, including this company, which are intended to give a true and fair view of the assets, liabilities, financial position and profit or loss of the group. The company has therefore taken advantage of exemptions from the following disclosure requirements for parent company information presented within the consolidated financial statements:
Section 7 ‘Statement of Cash Flows’: Presentation of a statement of cash flow and related notes and disclosures;
Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instrument Issues: Interest income/expense and net gains/losses for financial instruments not measured at fair value; basis of determining fair values; details of collateral, loan defaults or breaches, details of hedges, hedging fair value changes recognised in profit or loss and in other comprehensive income;
Section 33 ‘Related Party Disclosures’: Compensation for key management personnel.
The consolidated group financial statements consist of the financial statements of the parent company Scott Brownrigg Group Limited together with all entities controlled by the parent company (its subsidiaries) and the group’s share of its interests in joint ventures and associates.
All financial statements are made up to 31 January 2026. Where necessary, adjustments are made to the financial statements of subsidiaries to bring the accounting policies used into line with those used by other members of the group.
All intra-group transactions, balances and unrealised gains on transactions between group companies are eliminated on consolidation. Unrealised losses are also eliminated unless the transaction provides evidence of an impairment of the asset transferred.
Subsidiaries are consolidated in the group’s financial statements from the date that control commences until the date that control ceases.
The group largely operates as one business, sharing resources and financing. If any group company suffers short term resource or cash flow shortages, that demand is met by other group companies.
The directors consider that the going concern basis for the preparation of the group’s financial statements remains appropriate. In arriving at this conclusion, they have taken into consideration the group results for the year ended 31 January 2026, together with current results and cash flow forecasts for 12 months from the date of signing of the financial statements. Post year end the directors have been carefully monitoring cash flow and the cost base of the group, ensuring strict payment terms are adhered to and discretionary spend is contained to the budgets set at the beginning of the new financial year.
The group's revenue pipeline is monitored on a weekly basis by management, and no material deviations from the budget set for the 12 months from the date of signing the financial statements are expected.
Based on these forecasts and action plans the directors consider it is appropriate for the financial statements to be prepared on the going concern basis. The financial statements do not include any adjustments that would result in the going concern basis of preparation not to be appropriate. In the event that this basis is not appropriate provisions may be required and assets may need to be written down to recoverable amounts.
Turnover is recognised at the fair value of the consideration received or receivable for services provided in the normal course of business, and is shown net of VAT and other sales related taxes.
Turnover from contracts for the provision of professional services is recognised by reference to the stage of completion when the stage of completion, costs incurred and costs to complete can be estimated reliably. The stage of completion is calculated by comparing costs incurred, mainly in relation to contractual hourly staff rates and materials, as a proportion of total estimated costs. Where the outcome cannot be estimated reliably, revenue is recognised only to the extent of the expenses recognised that are recoverable. The amount by which revenue exceeds payments on account is classified as "amounts recoverable on contracts" and included in debtors; to the extent that payments on account exceeded relevant turnover and long term contract balances, the excess is classified as "payments received on account" and included as a creditor.
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the profit and loss account.
In the parent company financial statements, investments in subsidiaries are initially measured at cost and subsequently measured at cost less any accumulated impairment losses.
A subsidiary is an entity controlled by the group. Control is the power to govern the financial and operating policies of the entity so as to obtain benefits from its activities.
At each reporting period end date, the group reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). Where it is not possible to estimate the recoverable amount of an individual asset, the company estimates the recoverable amount of the cash-generating unit to which the asset belongs.
The carrying amount of the investments accounted for using the equity method is tested for impairment as a single asset. Any goodwill included in the carrying amount of the investment is not tested separately for impairment.
Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.
If the recoverable amount of an asset (or cash-generating unit) is estimated to be less than its carrying amount, the carrying amount of the asset (or cash-generating unit) is reduced to its recoverable amount. An impairment loss is recognised immediately in profit or loss, unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.
Recognised impairment losses are reversed if, and only if, the reasons for the impairment loss have ceased to apply. Where an impairment loss subsequently reverses, the carrying amount of the asset (or cash-generating unit) is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset (or cash-generating unit) in prior years. A reversal of an impairment loss is recognised immediately in profit or loss, unless the relevant asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.
The group has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the group's balance sheet when the group becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset and the net amounts presented in the financial statements when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Other financial assets, including investments in equity instruments which are not subsidiaries, associates or joint ventures, are initially measured at fair value, which is normally the transaction price. Such assets are subsequently carried at fair value and the changes in fair value are recognised in profit or loss, except that investments in equity instruments that are not publicly traded and whose fair values cannot be measured reliably are measured at cost less impairment.
Financial assets, other than those held at fair value through profit and loss, are assessed for indicators of impairment at each reporting end date.
Financial assets are impaired where there is objective evidence that, as a result of one or more events that occurred after the initial recognition of the financial asset, the estimated future cash flows have been affected. If an asset is impaired, the impairment loss is the difference between the carrying amount and the present value of the estimated cash flows discounted at the asset’s original effective interest rate. The impairment loss is recognised in profit or loss.
If there is a decrease in the impairment loss arising from an event occurring after the impairment was recognised, the impairment is reversed. The reversal is such that the current carrying amount does not exceed what the carrying amount would have been, had the impairment not previously been recognised. The impairment reversal is recognised in profit or loss.
Financial assets are derecognised only when the contractual rights to the cash flows from the asset expire or are settled, or when the group transfers the financial asset and substantially all the risks and rewards of ownership to another entity, or if some significant risks and rewards of ownership are retained but control of the asset has transferred to another party that is able to sell the asset in its entirety to an unrelated third party.
Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the group after deducting all of its liabilities.
Basic financial liabilities, including creditors, bank loans, loans from fellow group companies and preference shares that are classified as debt, 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.
Derivatives, including interest rate swaps and forward foreign exchange contracts, are not basic financial instruments. Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently re-measured at their fair value. Changes in the fair value of derivatives are recognised in profit or loss in finance costs or finance income as appropriate, unless hedge accounting is applied and the hedge is a cash flow hedge.
Debt instruments that do not meet the conditions in FRS 102 paragraph 11.9 are subsequently measured at fair value through profit or loss. Debt instruments may be designated as being measured at fair value through profit or loss to eliminate or reduce an accounting mismatch or if the instruments are measured and their performance evaluated on a fair value basis in accordance with a documented risk management or investment strategy.
Financial liabilities are derecognised when the group's contractual obligations expire or are discharged or cancelled.
Equity instruments issued by the group are recorded at the proceeds received, net of transaction costs. Dividends payable on equity instruments are recognised as liabilities once they are no longer at the discretion of the group.
The tax expense represents the sum of the tax currently payable and deferred tax.
The tax currently payable is based on taxable profit for the year. Taxable profit differs from net profit as reported in the profit and loss account because it excludes items of income or expense that are taxable or deductible in other years and it further excludes items that are never taxable or deductible. The group’s liability for current tax is calculated using tax rates that have been enacted or substantively enacted by the reporting end date.
Deferred tax liabilities are generally recognised for all timing differences and deferred tax assets are recognised to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits. Such assets and liabilities are not recognised if the timing difference arises from goodwill or from the initial recognition of other assets and liabilities in a transaction that affects neither the tax profit nor the accounting profit.
The carrying amount of deferred tax assets is reviewed at each reporting end date and reduced to the extent that it is no longer probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered. Deferred tax is calculated at the tax rates that are expected to apply in the period when the liability is settled or the asset is realised. Deferred tax is charged or credited in the profit and loss account, except when it relates to items charged or credited directly to equity, in which case the deferred tax is also dealt with in equity. Deferred tax assets and liabilities are offset if, and only if, there is a legally enforceable right to offset current tax assets and liabilities and the deferred tax assets and liabilities relate to taxes levied by the same tax authority.
The costs of short-term employee benefits are recognised as a liability and an expense, unless those costs are required to be recognised as part of the cost of stock or fixed assets.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the company is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
The cost of providing benefits under defined benefit plans is determined separately for each plan using the projected unit credit method, and is based on actuarial advice.
The change in the net defined benefit liability arising from employee service during the year is recognised as an employee cost. The cost of plan introductions, benefit changes, settlements and curtailments are recognised as an expense in measuring profit or loss in the period in which they arise.
The net interest element is determined by multiplying the net defined benefit liability by the discount rate, taking into account any changes in the net defined benefit liability during the period as a result of contribution and benefit payments. The net interest is recognised in profit or loss as other finance revenue or cost.
Remeasurement changes comprise actuarial gains and losses, the effect of the asset ceiling and the return on the net defined benefit liability excluding amounts included in net interest. These are recognised immediately in other comprehensive income in the period in which they occur and are not reclassified to profit and loss in subsequent periods.
The net defined benefit pension asset or liability in the balance sheet comprises the total for each plan of the present value of the defined benefit obligation (using a discount rate based on high quality corporate bonds), less the fair value of plan assets out of which the obligations are to be settled directly. Fair value is based on market price information, and in the case of quoted securities is the published bid price. The value of a net pension benefit asset is limited to the amount that may be recovered either through reduced contributions or agreed refunds from the scheme.
Rentals payable under operating leases, including any lease incentives received, are charged to profit or loss on a straight line basis over the term of the relevant lease except where another more systematic basis is more representative of the time pattern in which economic benefits from the leased asset are consumed.
Rental income from operating leases is recognised on a straight line basis over the term of the relevant lease. Initial direct costs incurred in negotiating and arranging an operating lease are added to the carrying amount of the leased asset and recognised on a straight line basis over the lease term.
Transactions in currencies other than pounds sterling are recorded at the rates of exchange prevailing at the dates of the transactions. At each reporting end date, monetary assets and liabilities that are denominated in foreign currencies are retranslated at the rates prevailing on the reporting end date. Gains and losses arising on translation in the period are included in profit or loss.
On consolidation, the assets and liabilities of foreign operations whose functional currencies differ from the group’s presentation currency, pounds sterling, are translated into pounds sterling at the exchange rates prevailing at the reporting date. Income and expenses are translated at the exchange rates prevailing on the dates of the transactions, or at average rates for the period where these provide a reasonable approximation of the transaction date rates. Exchange differences arising from the translation of foreign operations are recognised in other comprehensive income and accumulated in the currency translation reserve within equity.
In the application of the group’s accounting policies, the directors are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
The estimates and assumptions which have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities are as follows.
Amounts recoverable on contracts and payments received on account are assessed on an individual basis with revenue earned being ascertained based on the stage of completion of the contract which is estimated using a combination of the milestones in the contract and the time spent to date. This is compared to the total time expected to be required to undertake the contract. Estimates of the total time required to undertake the contracts are made on a regular basis and subject to management review. These estimates may differ from the actual results due to a variety of factors such as efficiency of working, accuracy of assessment of progress to date and client decision making.
Provisions have been made in respect of liabilities of the group based on best estimates of the amounts payable where the actual costs and timing of future cash flows are dependent on future events. The difference between expectations and the actual future liability will be accounted for in the period when such determination is made.
Estimates are made in respect of determining the carrying value of the investment property and leasehold buildings which are stated at fair value. In assessing fair value, the directors considered an independent valuation prepared by Colliers International Property Consultants Limited. The valuation was determined using an investment valuation methodology and incorporated assumptions relating to market rents, property yields, future void periods, refurbishment costs, reletting costs, the remaining leasehold term and the impact of the property's geared ground rent obligations. The property is held under a long leasehold interest with approximately 55 years remaining and is subject to a ground rent arrangement linked to market rents. Consequently, the valuation is particularly sensitive to assumptions regarding future rental values, refurbishment expenditure, investor yield expectations and the impact of the diminishing lease term. Changes in these assumptions could result in a material adjustment to the carrying value of the investment property and leasehold buildings in future reporting periods. The directors therefore consider the valuation of the investment property and leasehold buildings to be a key source of estimation uncertainty and judgement in the preparation of the financial statements.
Estimates are made in respect of determining the carrying value of the freehold land and buildings which are stated at fair value. The directors have valued the group's freehold land and buildings having regard to local market conditions and informal advice received from external professional valuers. However, the valuation of the group’s freehold land and building is inherently subjective as it is made on the basis of valuation assumptions which may in future not prove to be accurate.
The group makes an estimate of the recoverable value of trade and other debtors. When assessing impairment of trade and other debtors, the directors consider factors including the ageing profile of debtors and historical experience.
The average monthly number of persons (including directors) employed by the group and 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 5 (2025 - 4).
The actual charge/(credit) for the year can be reconciled to the expected charge/(credit) for the year based on the profit or loss and the standard rate of tax as follows:
In addition to the amount charged to the profit and loss account, the following amounts relating to tax have been recognised directly in other comprehensive income:
The directors have valued the freehold land and buildings based on an open market valuation as at 31 January 2026.
The historic cost of freehold land and buildings was £1,827,463 (2025: £1,827,463) which includes land with a cost of £990,258 (2025: £990,258). Freehold land and buildings are stated at fair value which is not depreciated.
The long leasehold buildings and improvements represents the proportion of the long leasehold interest in a commercial office building in Covent Garden, London that is occupied by the group. The remainder of the building is included in investment property. The fair value of the property has been arrived at on the basis of a valuation carried out at 19 May 2026 by Colliers International Property Consultants Limited, who are not connected with the company. The valuation was prepared using the investment method of valuation, having regard to the property's existing and estimated future rental income streams, leasehold tenure, remaining lease term, ground rent obligations and market evidence from comparable property transactions.
The historic cost of long leasehold buildings and improvements was £983,020 (2025 restated: £983,020). The long leasehold buildings and improvements are stated at fair value which is not depreciated.
The group has pledged its freehold and long leasehold land and buildings as security over certain borrowings within the group.
The investment property represents the proportion of the long leasehold interest in a commercial office building in Covent Garden, London that is rented to third party tenants. The remainder of the building is included above in long leasehold land and buildings and improvements.
The fair value of the investment property has been arrived at on the basis of a valuation carried out at 19 May 2026 by Colliers International Property Consultants Limited, who are not connected with the company. The valuation was prepared using the investment method of valuation, having regard to the property's existing and estimated future rental income streams, leasehold tenure, remaining lease term, ground rent obligations and market evidence from comparable property transactions.
The historic cost of the investment property was £1,265,247 (2025 restated: £1,265,247).
The group has pledged its investment property as security over certain borrowings within the group. The company does not hold any investment properties.
Details of the company's subsidiaries at 31 January 2026 are as follows:
Registered office addresses (all UK unless otherwise indicated):
The company's subsidiary Digital Twin Unit Limited is exempt from audit by virtue of s479A of the Companies Act 2006.
The bank loan comprises a loan which is secured by a fixed and floating charge on all the assets of the company and UK group including the property and assets of its UK subsidiary companies, Claremorris Properties Limited and Scott Brownrigg Limited.
The borrowings comprise two loan facilities. During the year, one of the existing facilities was refinanced on 6 May 2025, with a new facility for 10 year loan of £2,384,000 put in place.
Both loans are being repaid by way of monthly instalments of principal and interest over their respective terms. One of the loans bears interest at 2.18% above base rate, and the second loan bears interest at a fixed rate of 3.09% until September 2025, after which it switches to a variable rate of 2.62% above base rate.
The following are the major deferred tax liabilities and assets recognised by the group and company, and movements thereon:
The group operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the group in an independently administered fund.
The group has received claims in the normal course of business but does not consider any further provisions are required above those already included in these financial statements.
The group is subject to a cross guarantee in respect of the bank loan of certain other group companies. The total amount outstanding in respect of the loan at 31 January 2026 is £2,533,888 (2025: £3,099,310).
At the reporting end date the group had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
At the reporting end date, the group had contracted with tenants, under non-cancellable operating leases, for the following future minimum lease payments:
On 3 February 2026, after the reporting date, the Group disposed of its freehold property for proceeds of £2.5m. As the sale occurred after the year end, this represents a non-adjusting event after the reporting period. Accordingly, the financial statements do not reflect this disposal.
The group has applied the exemption under FRS 102 paragraph 33.7A from disclosing key management personnel compensation, as the directors are the only key management personnel.
The group and company have taken advantage of the exemption available in section 33.1A of FRS 102 not to disclose transactions with other wholly owned group companies.
In the prior year, bonuses paid under the EOT arrangement were accounted for as an EOT contribution, arising from a dividend received from Scott Brownrigg Limited. However, in substance, these payments represent employee remuneration rather than a distribution to equity holders. The prior year has therefore been restated to reclassify these amounts as staff costs, reflecting the underlying nature of the transaction. This restatement has no impact on total equity.
In the current year, the Company reassessed the fair value of its investment property following the receipt of an independent external valuation and a review of the assumptions underpinning the valuation adopted in the prior year financial statements. This review identified that the carrying value of the investment property at 31 January 2025 did not reflect its fair value in accordance with the Company's accounting policy and the requirements of FRS 102. The comparative figures have therefore been restated to reflect the investment properties at their fair value at 31 January 2025.
In the current year, the Company reassessed the value of its leasehold buildings and improvements following the receipt of an independent external valuation and a review of the assumptions underpinning the valuation adopted in the prior year financial statements. This review identified that the carrying value of the leasehold buildings and improvements at 31 January 2025 did not reflect its value in accordance with the Company's accounting policy and the requirements of FRS 102. The comparative figures have therefore been restated to reflect the leasehold buildings and improvements at their fair value at 31 January 2025.