PENNINGTONS MANCHES COOPER LLP

1. PENNINGTONS MANCHES COOPER LLP 2019-07-01 → present
2. PENNINGTONS MANCHES LLP 2013-10-15 → 2019-07-01
3. PENNINGTONS SOLICITORS LLP 2005-02-15 → 2013-10-15

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

Crowe U.K. LLP

Audit opinion

Unqualified (clean)

Going concern

Affirmed

“The financial statements are prepared on the going concern basis. The long-term financing of the firm is provided by capital introduced by the members and bank loans. Current bank borrowings, which are renewed annually, are utilised to provide working capital facilities and to assist in capital expenditure projects. The firm produces annual budgets and forecasts which take account of expected changes in the firm's trading performance, and these demonstrate that the firm will be able to operate within its current level of facilities. The members also considered the impact of adverse changes resulting from the major risks and uncertainties that they consider apply to the firm.”

Group structure

1. PENNINGTONS MANCHES COOPER LLP · parent
   1. Penningtons Manches Cooper Singapore LLP 100% · Singapore
   2. Penningtons Manches Cooper International 100% · Greece
   3. Bateson & Partners Law Firm 100% · Greece
   4. Recoup Liability Services Limited 100% · UK
   5. Recoup Marine Services Limited 100% · UK
   6. Leadenhall Secretaries Limited 100% · UK
   7. Penntrust Limited 100% · UK
   8. Aldwych Corporate Services Limited 100% · UK
   9. Aldwych Nominees Limited · UK
   10. Aldwych Secretaries Limited · UK

Significant events

• “The 2025/26 financial year was characterised by subdued economic activity and persistent uncertainty, with cautious investment sentiment across many sectors. Despite these headwinds, the firm achieved its 16th consecutive year of growth, with revenue up 7.1% and profit increasing by 18.6%.”
• “23 new partners have been appointed through a mix of strategic lateral hires and internal promotions (including 10 in FY25), reflecting our commitment to core and growth sectors and evolving client needs.”
• “FY25 also saw a refresh of our firmwide training programmes, equipping lawyers with the tools to win, retain, and grow client relationships. Initiatives included a new training academy for associates, a reimagined 'Future Leaders' programme, DCM Insights Activator Advantage training for partners, and the firmwide rollout of LinkedIn Sales Navigator.”
• “The firm also rejuvenated its responsible business programme. A new committee brings together key members of the executive team (including the CEO) together with specialist partners, to help shape and oversee the firm's commitments to the environment and sustainability, diversity, equity and inclusion, and social impact in its communities. The firm's five-year partnership with the Bumblebee Conservation Trust is among its long-term initiatives.”
• “To reduce energy consumption within our operational control, smart socket technology has been deployed across four of our seven UK offices-London, Guildford, Cambridge, and Birmingham. These devices are designed to mitigate standby (or "vampiric") energy usage by automatically disconnecting power to appliances and equipment outside of operational hours.”
• “Our right-sizing project continued throughout FY25, with the relocation of our Guildford and Cambridge offices to newly developed, energy-efficient premises. These facilities incorporate a range of sustainable design features, including solar photovoltaic systems, grey water recycling, and enhanced sustainable transport infrastructure.”
• “Complementing these relocations, additional real estate optimisation projects in London and Basingstoke have contributed to a cumulative 40% reduction in our total office footprint since 2021. This progress aligns with our long-term objective to reduce office space by 50% by 2030, supporting our broader commitment to lowering energy consumption and improving operational sustainability across the business.”

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

Filings

20

last 12 months

Capital events

0

last 24 months

Officers appointed

6

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

  +7.1%

  £112,208,000 → £120,160,000

• Cash

  -11.1%

  £1,813,000 → £1,612,000

• Net assets

  +15.8%

  £40,134,000 → £46,473,000

• Employees

  +0.8%

  743 → 749

• Operating profit

  +17.8%

  £34,802,000 → £40,999,000

• Profit before tax

  +18.5%

  £35,904,000 → £42,548,000

• Wages

  +6.8%

  £43,212,000 → £46,159,000

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