ASCOT HYDE PARK HOTEL LIMITED

Values shown as filed in the company's annual accounts. — indicates the figure wasn't present under that line item in that period. About these numbers

• Turnover

  -2.4%

  £7,921,573 → £7,728,701

• Cash

  +13.3%

  £2,720,664 → £3,083,549

  highest in 6 filed years

• Net assets

  -1.8%

  £23,341,715 → £22,916,796

• Employees

  -32.1%

  56 → 38

• Operating profit

  +118.4%

  £728,871 → £1,592,039

• Profit before tax

  +463.8%

  -£166,988 → £607,495

• Wages

  -39.9%

  £1,304,100 → £783,878

Each % is (latest − prior) ÷ |prior| for the line item as filed. The comparison is only shown when the latest and prior accounts cover broadly equal-length periods — short or long stubs (typical around incorporation or a year-end change) are suppressed rather than misrepresented. Lines a company doesn't report are omitted. About these numbers

Margins divide P&L lines by turnover. Gearing is liabilities over total assets. Current ratio is current assets over creditors falling due within one year. Interest cover is operating profit over absolute finance costs. Sector-distribution context coming next.

Accounting basis

FRS 102

Reporting scope

Consolidated group

Auditor

Goodman Jones LLP

Audit opinion

Unqualified (clean)

Going concern

Affirmed

“The group meets its day to day working capital requirements through bank facilities which are renewed regularly. The group's forecasts and projections, taking account of reasonably possible changes in trading performance, show that the group will be able to operate within the level of its current facility and accordingly, the directors continue to adopt the going concern basis in preparing the financial statements.”

Group structure

1. ASCOT HYDE PARK HOTEL LIMITED · parent
   1. Perlflag Hotels Limited 100% · England and Wales · Hoteliers
   2. Perlflag Hospitality Limited 100% · England and Wales · Dormant

Significant events

• “Key refinancing arrangements completed and a more efficient cost structure in place, positioning the Group to benefit from the continued resilience of the London hospitality market.”
• “Disciplined cost control, operational realignment, and improved financial management in response to external headwinds including rising wage costs, energy price inflation, and general increases in supplier rates.”
• “The Group conducted a detailed review of overheads and implemented targeted reductions in discretionary spending and non-core operational costs.”
• “Labour costs were brought under tighter control through restructuring and outsourcing housekeeping and support functions to Merit Hospitality Ltd.”
• “Significant energy-saving initiatives were introduced to mitigate the sharp increase in utility rates.”
• “More effective centralisation of administrative functions and accounting support.”
• “Strategic investment in technology to enhance operational efficiency and guest satisfaction, including upgrading check-in processes with electronic ID scanners, automated payment processing, and digital check-in functionality.”
• “Advancing yield management strategy by investing in intelligent benchmarking and dynamic pricing tools for real-time monitoring of competitor rates, demand trends, and local event calendars.”

Auditor, going-concern and subsidiary information is drawn from the narrative of the latest annual accounts. About these numbers

Filings

5

last 12 months

Capital events

1

last 24 months

Officers appointed

0

last 12 months

Officers resigned

0

last 12 months

Direct counts from the register. No score, no rating — see the Filing timeline for the underlying events.