SRK CONSULTING (UK) LIMITED

1. SRK CONSULTING (UK) LIMITED 2005-08-08 → present
2. STEFFEN, ROBERTSON AND KIRSTEN (UK) LIMITED 1998-12-23 → 2005-08-08
3. STEFFEN ROBERTSON AND KIRSTEN (UK) LIMITED 1981-07-20 → 1998-12-23

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

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

MHA (trading name of MHA Audit Services LLP)

Audit opinion

Unqualified (clean)

Going concern

Affirmed

“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 group's and the parent 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.”

Group structure

1. SRK CONSULTING (UK) LIMITED · parent
   1. SRK Consulting (Sweden) AB 100% · Sweden · Consultants to natural resource industries
   2. SRK Consulting (Kazakhstan) Limited 100% · Kazakhstan · Consultants to natural resource industries
   3. SRK Consulting (Finland) Oy 100% · Finland · Consultants to natural resource industries

Significant events

• “Despite marginally weaker professional fees, 2024 was encouraging, particularly in the UK, reflecting a continued buoyancy in the global mining and metals markets, with a focus towards the commodities that are essential to support the energy transition, strong metal prices benefitting the operating sector and the resurgence of certain commodities coming back in to focus.”
• “As we have moved into 2025, the outlook remains cautiously positive with a number of significant projects lined up for execution in 2025.”
• “Key strategic goals for 2025 include a review of our service offerings to identify new opportunities based on client needs and building a strategy focused on regional growth, specifically in: The Middle East - development of a consolidated strategy to strengthen our presence in the Middle East. Central Asia - development of a strategy to support cross-skilling and targeted recruitment in the region. The Nordics - development of a client-focussed strategy for business development in the Nordic countries.”
• “Our "One Company One Team" initiative continues to be a focus and is embedded in our integration of services and teams across our UK, Kazakhstan and Sweden/Finland practices.”

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

Filings

4

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.

• Turnover

  -3.1%

  £36,224,844 → £35,097,547

• Cash

  +8%

  £3,973,954 → £4,293,018

• Net assets

  +4.6%

  £11,376,251 → £11,899,502

• Employees

  +12.3%

  187 → 210

• Operating profit

  -3.5%

  £4,404,471 → £4,252,274

• Profit before tax

  0%

  £4,569,508 → £4,568,745

• Wages

  -3.6%

  £14,424,128 → £13,902,904

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