REGISTERED NUMBER: 00741833 (England and Wales)

Strategic Report,

Report of the Directors and

Financial Statements

for the Year Ended 28th February 2025

for

DAWSON & SANDERSON LIMITED

Page

Company Information

1

Strategic Report

2

Report of the Directors

6

Report of the Independent Auditors

8

Profit and Loss Account

12

Other Comprehensive Income

13

Balance Sheet

14

Statement of Changes in Equity

15

Cash Flow Statement

16

Notes to the Cash Flow Statement

17

Notes to the Financial Statements

19

DIRECTORS:

Mr D T Chambers

Ms J P Alderson

Ms J E Chambers

Mrs B M Earle

SECRETARY:

Mr D T Chambers

REGISTERED OFFICE:

124-130 Northumberland Street

Newcastle Upon Tyne

NE1 7DG

REGISTERED NUMBER:

00741833 (England and Wales)

AUDITORS:

Barrons Limited

Chartered Accountants

& Statutory Auditors

Monometer House

Rectory Grove

Leigh on Sea

Essex

SS9 2HN

The directors present their strategic report for the year ended 28th February 2025.

Business Model

Dawson & Sanderson operates a multi-channel, commission-based business model that offers a comprehensive range of travel services. The company acts as an agent for a variety of tour operators, cruise lines, and airlines, facilitating bookings for package holidays, cruises, and air travel. These services are delivered through a well-established high-street branch network, a user-friendly website, ensuring accessibility and convenience for a broad customer base.

A significant element of the company's strategy is its continued investment in its high-street presence across the North of England. With branches strategically located in key towns and cities, Dawson & Sanderson benefits from strong regional brand recognition, repeat business, and high levels of customer trust. This traditional retail model particularly appeals to customers seeking expert advice and personalised service, and it is supported by a company-wide commitment to delivering excellent customer service.

In addition to leisure travel, the company also specialises in business travel management. Two dedicated call centres provide corporate clients with tailored travel solutions, covering air travel, accommodation, and logistical support, supplemented by the latest booking platforms and innovative technology. This business-to-business segment strengthens the company's revenue diversification and positions it as a trusted partner for both leisure and corporate travellers.

Dawson & Sanderson also operates a foreign exchange division, offering currency exchange services through its high-street branches and an online currency order platform. This service complements its travel offering and enhances convenience for customers, creating cross-selling opportunities and an additional income stream.

Beyond its core travel services, the company has diversified into the leisure and hospitality sector by operating a golf course, driving range, and clubhouse located in Northumberland. This diversification supports long-term strategic growth, leverages the company's brand in lifestyle and leisure, and provides an additional channel for community engagement and brand visibility.

Overall, Dawson & Sanderson's business model blends a trusted retail foundation with digital innovation, high-quality service, and strategic diversification, positioning the company for continued stability and growth in a competitive travel market.

Company Strategy

Our strategy is to strengthen our position as a trusted, customer-first travel agency with a strong presence on the high street, supported by a robust digital platform. Through a blend of expert face-to-face service and seamless online booking capabilities, we aim to meet the evolving needs of our customers while continuing to grow both our market share and brand reputation.

A key priority is to expand our presence on the high street by offering personalised, in-branch travel advice that builds lasting relationships and drives repeat business. At the same time, we are expanding our online holiday booking supply chain to provide customers with greater choice and round-the-clock access to high-quality travel options, all while maintaining our strong service standards and customer satisfaction ratings. We seek out new revenue streams by partnering with key travel partners who provide us a unique offering to our customers ensuring our diversification continues beyond the traditional package holiday.

We continue to invest heavily in specialist staff training to ensure our team remains fully informed on the latest travel products and commercial strategies from key tour operators. This not only supports service excellence but also helps us secure higher-margin bookings and diversify our revenue streams.

At the heart of our company culture is a commitment to our people. We prioritise employee wellbeing and engagement, recognising that a motivated and supported team is essential to delivering exceptional customer service. Our staff are empowered to treat each customer as an individual, not just a transaction, which strengthens both loyalty and satisfaction.

Technology also plays a central role in our strategy. We are embracing automation and system enhancements that streamline our reservation processes, reduce administrative workload, and improve efficiency across the business. Additionally, enhanced reporting and data analysis tools are enabling us to better understand booking trends and make more informed, targeted marketing decisions.

Finally, we remain deeply committed to the communities in which we operate. We actively support and participate in a wide range of local charity and community events, reinforcing our role as a trusted, values-driven local business. This community engagement helps build stronger relationships with our customers, while also promoting pride and connection within our teams.

Together, these strategic priorities position us for sustainable growth, increased competitiveness, and continued success in both the leisure and corporate travel markets.

Business Review

2024 has been a year of transformation and resilience for Dawson & Sanderson. Against a backdrop of economic uncertainty and global disruption, we have taken significant strides in strengthening our core operations, investing in our finance and technology infrastructure, and positioning the business for sustainable growth. While market conditions have presented considerable challenges, our strategic investments and customer-focused approach have enabled us to maintain momentum and build a solid foundation for the future.

This year saw a significant investment in our finance function, with a comprehensive overhaul of our accounting systems and processes. These improvements have enabled us to update all financial information up to the current trading month, significantly enhancing the accuracy and timeliness of our monthly management reporting. This transformation has also enabled us to develop a robust three-year business plan, providing a clear roadmap for growth and performance management across the business.

Like much of the industry, we have faced a range of external challenges that have significantly impacted operations during this period. These include rising costs for both consumers and businesses, ongoing global conflicts and geopolitical tensions, as well as political changes in the UK and internationally. Collectively, these factors have created a volatile environment for the travel industry, influencing demand patterns, operational costs, and overall market stability. Despite these challenges, Dawson & Sanderson has remained agile, adapting our commercial strategies and maintaining a strong focus on customer service and operational efficiency.

2024 experienced a slower start than anticipated; however, in line with wider industry trends, we saw a buoyant late bookings market throughout the summer period. The cruise market continued to perform strongly within our business, delivering a 9% year-on-year increase in revenue. While there was a slight decrease in the number of booked passengers during the period, we were encouraged by a strong return customer rate and a healthy proportion of new customers. Overall booked revenue increased, reflecting a trend of customers choosing to invest more in their travel experiences.

The company continues to prioritise strong leadership alignment through regular Senior Leadership Team meetings, ensuring ongoing review and agreement on business strategy and direction. Our recently formed Forum brings together members of all divisions for open discussions around business, staff welfare and operational improvements adding to our commitment to inclusion and wellbeing of our employees. Additionally, our annual business conference brings together employees from all divisions, offering an opportunity to share company updates, review progress, and engage directly with the senior leadership team. This event plays a key role in promoting transparency, collaboration, and a shared understanding of our strategic goals across the business.

While 2024 has been a year of behind-the-scenes transformation and investment, it has laid strong foundations for future growth. These developments position the business to pursue further investment across our retail network and broader portfolio.

PRINCIPAL RISKS AND UNCERTAINTIES

The principal risks and uncertainties facing the company are as follows:

Credit Risk

The company has external debtors. However, it undertakes assessments of its customers to ensure that credit is not extended where there is a likelihood of default.

Liquidity Risk

The company aims to mitigate liquidity risk by managing cash generated by its operations. Due to the impact of COVID-19, the business has reacted accordingly and rationalised operations to ensure sustainability. As a result, the business continues to operate with an increased focus on cash management.

Foreign Currency Risk

The company reviews its foreign currency exposure on an ongoing basis and closely monitors the level of foreign currencies held and changes in exchange rates.

The company also believes it can overcome key business risks such as local and national competition and employee retention.

KEY PERFORMANCE INDICATORS

The directors consider the key performance indicators to be:

- Commission earned

- Passenger numbers booked

- Contribution

- Overall profitability

These indicators are measured at both branch and company levels.

FUTURE DEVELOPMENTS

Technology & Automation

Automation continues to be a key focus as we work to streamline processes and enhance efficiency across all areas of the business. The introduction of a new reservation system, fully integrated into our booking management platform, marks a significant step forward in operational automation. This integration will reduce manual input, increase accuracy, and enable a more seamless customer experience.

We are also working closely with our partners to expand and improve customer payment options. These enhancements will allow for full automation from initial booking through to financial reconciliation, ensuring a smooth end-to-end process that connects customer transactions directly with our accounting systems.

Our ongoing investment in technology is designed to support scalable growth, reduce operational friction, and deliver a more responsive and efficient service to both customers and internal teams.

Tour Operation

As part of our growth strategy, we are preparing to reintroduce our in-house tour operation. This strategic move will enable us to offer more unique, tailor-made holiday experiences, strengthen brand loyalty, and enhance overall profitability.

The relaunch will be supported by a new reservation system fully integrated into our booking management platform. This system will connect directly with our airline and hotel partners, automatically importing booking data into customer files to streamline operations and improve efficiency.

Data-Driven Decision Making

With upgraded financial systems now providing real-time insight, we are better equipped to make informed, agile decisions. This will support more effective planning, performance tracking, and investment evaluation.

ENGAGEMENT WITH EMPLOYEES

Objective

We are committed to creating a culture where employees feel valued, supported, and aligned with the company's strategic direction. Our aim is to empower individuals at all levels to contribute meaningfully to the company's success by involving them in decision-making processes that directly impact their roles and projects.

Well-being and Mental Health

Employee well-being and mental health remain central to our people strategy. At Dawson & Sanderson, we recognise that our people are the heart of the business, and when our teams feel supported and valued, the whole company benefits.

We continue to prioritise a supportive and open working environment, where mental health is taken seriously, and well-being is actively encouraged. Our HR Manager remains a key point of contact, providing ongoing support, resources, and guidance to employees as needed.

Looking ahead, we will explore further initiatives to promote a healthy work-life balance, build resilience, and ensure our teams feel connected, motivated, and cared for.

ON BEHALF OF THE BOARD:

Mr D T Chambers - Director

29th August 2025

The directors present their report with the financial statements of the company for the year ended 28th February 2025.

PRINCIPAL ACTIVITIES

The principal activities of the company in the year under review were those of a travel agency acting as agent between travel companies and their customers and that of operating a golf course.

DIVIDENDS

No dividends will be distributed for the year ended 28th February 2025.

DIRECTORS

The directors shown below have held office during the whole of the period from 1st March 2024 to the date of this report.

Mr D T Chambers

Ms J P Alderson

Ms J E Chambers

Other changes in directors holding office are as follows:

Mr T Dawson - The board are sad to report the death of Mr T Dawson on 8th September 2024

Ms E L Chambers - resigned 17th June 2024

Mr G Chambers - resigned 9th September 2025

Mrs B M Earle - appointed 9th September 2025

STATEMENT OF DIRECTORS' RESPONSIBILITIES

The directors are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and regulations.

Company law requires the directors to prepare financial statements for each financial year. Under that law the directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the company and of the profit or loss of the company for that period. in preparing these financial statements, the directors are required to:

- select suitable accounting policies and then apply them consistently

- make judgments 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

- 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.

STATEMENT AS TO DISCLOSURE OF INFORMATION TO AUDITORS

So far as the directors are aware, there is no relevant audit information (as defined by Section 418 of the Companies Act 2006) of which the company's auditors are unaware, and each director has taken all the steps that he or she ought to have taken as a director in order to make himself or herself aware of any relevant audit information and to establish that the company's auditors are aware of that information.

AUDITORS

The auditors, Barrons Limited, will be proposed for re-appointment at the forthcoming Annual General Meeting.

ON BEHALF OF THE BOARD:

Mr D T Chambers - Director

29th August 2025

Opinion

We have audited the financial statements of Dawson & Sanderson Limited (the 'company') for the year ended 28th February 2025 which comprise the Profit and Loss Account, Other Comprehensive Income, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement and Notes to the Cash Flow Statement, Notes to the Financial Statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

-	give a true and fair view of the state of the company's affairs as at 28th February 2025 and of its profit for the year then ended;

-	have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

-	have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the directors' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the company's ability to continue as a going concern for a period of at least twelve months from when the 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

The directors are responsible for the other information. The other information comprises the information in the Strategic Report and the Report of the Directors, but does not include the financial statements and our Report of the Auditors thereon.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

-	the information given in the Strategic Report and the Report of the Directors for the financial year for which the financial statements are prepared is consistent with the financial statements; and

-	the Strategic Report and the Report of the Directors have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the Strategic Report or the Report of the Directors.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

-	adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

-	the financial statements are not in agreement with the accounting records and returns; or

-	certain disclosures of directors' remuneration specified by law are not made; or

-	we have not received all the information and explanations we require for our audit.

Responsibilities of directors

As explained more fully in the Statement of Directors' Responsibilities set out on page six, 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 necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the directors are responsible for assessing the company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the company or to cease operations, or have no realistic alternative but to do so.

Auditors' responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Discussions with and enquiries of management and those charged with governance were held with a view to identifying those laws and regulations that could be expected to have a material impact on the financial statements. During the engagement team briefing, the outcomes of these discussions and enquiries were shared with the team, as well as consideration as to where and how fraud may occur in the entity.

The following laws and regulations were identified as being of significance to the entity:

- Those laws and regulations considered to have a direct effect on the financial statements include UK financial reporting standards, Company Law, Tax and Pensions legislation, and distributable profits legislation.

- Those laws and regulations for which non-compliance may be fundamental to the operating aspects of the business and therefore may have a material effect on the financial statements include ABTA regulations, CAA regulations, IATA regulations, package travel regulations, health and safety legislation

Audit procedures undertaken in response to the potential risks relating to irregularities (which include fraud and non-compliance with laws and regulations) comprised of: inquiries of management and those charged with governance as to whether the entity complies with such laws and regulations; enquiries with the same concerning any actual or potential litigation or claims; inspection of relevant legal correspondence; testing the appropriateness of journal entries; and the performance of analytical review to identify unexpected movements in account balances which may be indicative of fraud.

No instances of material non-compliance were identified. However, the likelihood of detecting irregularities, including fraud, is limited by the inherent difficulty in detecting irregularities, the effectiveness of the entity's controls, and the nature, timing and extent of the audit procedures performed. Irregularities that result from fraud might be inherently more difficult to detect than irregularities that result from error. As explained above, there is an unavoidable risk that material misstatements may not be detected, even though the audit has been planned and performed in accordance with ISAs (UK).

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Auditors.

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 a Report of the Auditors 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.

Russell Tillbrook FCCA (Senior Statutory Auditor)

for and on behalf of Barrons Limited

Chartered Accountants

& Statutory Auditors

Monometer House

Rectory Grove

Leigh on Sea

Essex

SS9 2HN

29th August 2025

TURNOVER

3

9,926,491

10,402,434

Cost of sales

171,659

125,568

GROSS PROFIT

9,754,832

10,276,866

Administrative expenses

9,476,366

9,215,016

278,466

1,061,850

Other operating income

4

67,411

31,251

OPERATING PROFIT

6

345,877

1,093,101

Interest receivable and similar income

59

2,704

345,936

1,095,805

Interest payable and similar expenses

7

226,365

186,120

PROFIT BEFORE TAXATION

119,571

909,685

Tax on profit

8

-

-

PROFIT FOR THE FINANCIAL YEAR

119,571

909,685

PROFIT FOR THE YEAR

119,571

909,685

OTHER COMPREHENSIVE INCOME

Revaluation

1,590,553

(217,682

)

Income tax relating to other comprehensive income

25,043

-

OTHER COMPREHENSIVE INCOME FOR THE YEAR, NET OF INCOME TAX

1,615,596

(217,682

)

TOTAL COMPREHENSIVE INCOME FOR THE YEAR

1,735,167

692,003

Note

Prior year adjustment

9

(530,216

)

(1,797,491

)

TOTAL COMPREHENSIVE INCOME SINCE LAST ANNUAL REPORT

1,204,951

(1,105,488

)

FIXED ASSETS

Tangible assets

10

4,923,890

3,296,889

Investments

11

-

-

4,923,890

3,296,889

CURRENT ASSETS

Stocks

12

17,793

30,057

Debtors

13

1,200,037

1,574,226

Cash at bank and in hand

3,526,944

4,925,003

4,744,774

6,529,286

CREDITORS

Amounts falling due within one year

14

5,768,391

7,598,494

NET CURRENT LIABILITIES

(1,023,617

)

(1,069,208

)

TOTAL ASSETS LESS CURRENT LIABILITIES

3,900,273

2,227,681

CREDITORS

Amounts falling due after more than one year

15

(29,893

)

(67,425

)

PROVISIONS FOR LIABILITIES

19

-

(25,043

)

NET ASSETS

3,870,380

2,135,213

CAPITAL AND RESERVES

Called up share capital

20

1,874,499

1,874,499

Share premium

21

315,520

315,520

Revaluation reserve

21

2,011,035

395,439

Retained earnings

21

(330,674

)

(450,245

)

SHAREHOLDERS' FUNDS

3,870,380

2,135,213

The financial statements were approved by the Board of Directors and authorised for issue on 29th August 2025 and were signed on its behalf by:

Mr D T Chambers - Director

Called up

share

Retained

Share

Revaluation

Total

capital

earnings

premium

reserve

equity

£

£

£

£

£

Balance at 1st March 2023

1,874,499

437,561

315,520

613,121

3,240,701

Prior year adjustment

-

(1,797,491

)

-

-

(1,797,491

)

As restated

1,874,499

(1,359,930

)

315,520

613,121

1,443,210

Changes in equity

Total comprehensive income

-

1,439,901

-

(217,682

)

1,222,219

Balance at 29th February 2024

1,874,499

79,971

315,520

395,439

2,665,429

Prior year adjustment

-

(530,216

)

-

-

(530,216

)

As restated

1,874,499

(450,245

)

315,520

395,439

2,135,213

Changes in equity

Total comprehensive income

-

119,571

-

1,615,596

1,735,167

Balance at 28th February 2025

1,874,499

(330,674

)

315,520

2,011,035

3,870,380

Cash flows from operating activities

Cash generated from operations

1

(230,977

)

444,173

Interest paid

(220,274

)

(184,107

)

Interest element of hire purchase payments paid

(6,091

)

(2,013

)

Tax paid

400

(400

)

Net cash from operating activities

(456,942

)

257,653

Cash flows from investing activities

Purchase of tangible fixed assets

(80,801

)

(49,127

)

Sale of tangible fixed assets

27,000

28,541

Interest received

59

2,704

Net cash from investing activities

(53,742

)

(17,882

)

Cash flows from financing activities

Loan repayments in year

(855,631

)

(42,170

)

Capital repayments in year

(34,874

)

(20,592

)

Amount introduced by directors

3,130

-

Amount withdrawn by directors

-

(10,038

)

Net cash from financing activities

(887,375

)

(72,800

)

(Decrease)/increase in cash and cash equivalents

(1,398,059

)

166,971

Cash and cash equivalents at beginning of year

2

4,925,003

4,758,032

Cash and cash equivalents at end of year

2

3,526,944

4,925,003

1.	RECONCILIATION OF PROFIT BEFORE TAXATION TO CASH GENERATED FROM OPERATIONS

2025

2024

as restated

£

£

Profit before taxation

119,571

909,685

Depreciation charges

44,352

204,285

Profit on disposal of fixed assets

(27,000

)

(15,083

)

Finance costs

226,365

186,120

Investment income

(59

)

(2,704

)

363,229

1,282,303

Decrease/(increase) in stocks

12,264

(23,074

)

Decrease in trade and other debtors

371,059

636,490

Decrease in trade and other creditors

(977,529

)

(1,451,546

)

Cash generated from operations

(230,977

)

444,173

2.	CASH AND CASH EQUIVALENTS

The amounts disclosed on the Cash Flow Statement in respect of cash and cash equivalents are in respect of these Balance Sheet amounts:

Year ended 28th February 2025

28.2.25

1.3.24

£

£

Cash and cash equivalents

3,526,944

4,925,003

Year ended 29th February 2024

29.2.24

1.3.23

as restated

£

£

Cash and cash equivalents

4,925,003

4,758,032

3.	ANALYSIS OF CHANGES IN NET FUNDS

At 1.3.24

Cash flow

At 28.2.25

£

£

£

Net cash

Cash at bank and in hand

4,925,003

(1,398,059

)

3,526,944

4,925,003

(1,398,059

)

3,526,944

Debt

Finance leases

(102,299

)

34,874

(67,425

)

Debts falling due within 1 year

(866,921

)

855,629

(11,292

)

(969,220

)

890,503

(78,717

)

Total

3,955,783

(507,556

)

3,448,227

1.	STATUTORY INFORMATION

Dawson & Sanderson Limited is a private company, limited by shares , registered in England and Wales. The company's registered number and registered office address can be found on the Company Information page.

2.	ACCOUNTING POLICIES

Basis of preparing the financial statements

These financial statements have been prepared in accordance with Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Companies Act 2006. The financial statements have been prepared under the historical cost convention as modified by the revaluation of certain assets.

Preparation of consolidated financial statements

The Company has one dormant subsidiary. The directors therefore consider that the inclusion of the accounts of the subsidiary would not be material for the purpose of giving a true and fair view in these financial statements. For this reason, the directors have chosen not to prepare consolidated accounts.

Turnover

All turnover is recognised net of value added tax.

The company acts as an agent and therefore turnover represents commissions rather than the gross value of holidays sold.

Commissions on holiday bookings and other sales, net of discounts given, for domestic customers are recognised at the booking date. A provision is made for potential calculations.

Commissions on holiday bookings and other sales, net of discounts given, for business and corporate customers are recognised at the booking date. A provision is made for potential calculations.

Golf course income is recognised on receipt.

Currency exchange income is recognised on receipt.