Audited Accounts for both Compass Building and Sister Company Orbis Services Limited were posted with Companies House on 14th February 2024. Both business units are pleased to report improved year on year performance in terms of both Turnover and Profit Before Tax.
Compass Building reported an increase in turnover of £1,703,435 to £39,943,809 from £38,240,374 the previous year whilst PBT also improved from £1,605,057 (4.2%) to £2,654,451 (6.6%) in the latest reporting period.
Orbis Services Limited, buoyed by the success of Compass Building and encouraged via significant new external business also enjoyed an uptick in performance with turnover at £5,248,988 up £1,068,875 on the previous year whilst PBT also improved in the period from £418,275 to £555,130.
Group Managing Director, Thom Macleod, commented that these results were indeed very pleasing and reflected well on both the hard work of the staff and indeed the supply chain that underpinned the performance of the respective business units. Observing that a cornerstone of our business strategy and success formula is the preservation and maintenance, first and foremost, of our existing and loyal client base. This recognises the fundamental and inescapable fact that our respective organisations/interests have grown together. Our close personal management of these highly prized individual relationships are, at every level, driven by our customer focussed, efficient, responsive approach which in turn has, year on year, fuelled the high levels of repeat business that we enjoy.
The existence of these strong, long standing, symbiotic relationships generally means that at the start, or indeed at any given point, of the trading year we carry a significant amount of reliable, well covenanted and predictable workflows whilst our reluctance to be driven by turnover means that we can be selective about which opportunities we choose to pursue and indeed those that we do not. This strategy enables us to have a definite focus on engaging quality projects with like-minded individuals/organisations and more often than not those projects that contribute positively to the communities and townships in which we work. This approach enables us to synchronise the deployment of our skilled workforce to areas where they are most efficient and effective, generating the best possible outcomes for client and contractor alike.
