A&S HOUSING LIMITED

Executive Summary

A&S HOUSING LIMITED is currently a dormant company with minimal financial activity and no trading operations since incorporation. While it maintains good compliance with filing requirements, its financial vitality is absent, reflected in negligible net assets and share capital. To improve its financial health, the company should initiate business activities, invest in capital assets, and establish robust financial management practices to foster growth and sustainability.

A&S HOUSING LIMITED - Analysis Report

Company Number: 12816215

Analysis Date: 2025-07-20 11:51 UTC

Financial Health Assessment Report for A&S HOUSING LIMITED

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1. Financial Health Score: Grade D

Explanation:
Given the data, A&S HOUSING LIMITED is a dormant company with virtually no financial activity beyond its initial share capital. The company’s net assets and shareholders' funds remain minimal (£2), indicating no operational financial transactions or growth. This grade reflects an inactive financial state rather than distress, but also a lack of financial vitality or business activity.

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2. Key Vital Signs

Vital Sign	Value	Interpretation
Company Status	Active	Company is legally active but dormant financially.
Account Category	Dormant	No significant financial transactions during the year.
Net Assets	£2	Extremely low; no operational assets or retained earnings.
Share Capital	£2	Minimal capital, typical for a dormant company.
Filing Compliance	Up to date	Accounts and confirmation statements filed timely.
Industry Classification	Real estate management	Intended business activity but no current operations.
Directors	2 (both current)	Stable leadership; one director’s occupation is dentist, indicating possibly no full-time focus on the company.

Interpretation:
The “vital signs” show a company in stasis: legally alive but financially inert. The minimal net assets and share capital indicate no trading, investment, or financial activity. Filing compliance is healthy, showing good corporate housekeeping despite inactivity.

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3. Diagnosis

Symptom Analysis:

• The company has consistently reported dormant accounts since incorporation in 2020, meaning no revenue, expenses, or transactions have been recorded apart from the initial share capital of £2.
• There is no accumulation of profits or losses, no current or fixed assets, and no liabilities.
• The directors have acknowledged their responsibilities and chosen the dormant exemption under Companies Act 2006, which simplifies reporting but indicates the company is not operational.

Underlying Financial Health:

• This is not a case of financial distress but rather a case of financial inactivity. The company is essentially “asleep” — it has no cash flow, no trading activity, and no financial “heartbeat.”
• The business has not yet demonstrated the “symptoms” of growth or decline but is in a latent state.
• The company’s purpose as a real estate management entity is not currently manifested in financial terms.

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4. Prognosis

Future Financial Outlook:

• Without initiating trading or financial transactions, the company will remain dormant and will continue to report minimal financial data.
• The prognosis depends on whether the directors choose to activate the company’s operations by acquiring assets, generating revenue, or engaging in property management activities.
• If the company remains dormant, it will maintain a stable but inactive status with minimal risk but no financial growth or value creation.
• Should the company commence operations, early attention to cash flow management, asset acquisition, and expense control will be critical to establishing a healthy financial profile.

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5. Recommendations

To Improve Financial Wellness:

1. Activate Business Operations:
   Begin trading activities aligned with the real estate management SIC codes to generate income and build financial substance.

2. Capital Investment:
   Consider increasing share capital or obtaining financing to acquire assets necessary for real estate management or letting activities.

3. Financial Planning:
   Develop a detailed business plan and budget forecasting revenues, expenses, and cash flows to avoid future “symptoms” of financial distress.

4. Maintain Compliance:
   Continue timely filing of accounts and confirmation statements to preserve good standing and avoid penalties.

5. Director Engagement:
   Ensure directors allocate sufficient time and expertise to business operations, possibly engaging professionals with real estate or financial management experience.

6. Monitor Cash Flow:
   Once operational, maintain “healthy cash flow” by managing receivables, payables, and liquidity prudently.

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