Checkit PLC Annual Report and Accounts 2024

Innovate how
you operate
Annual Report and Accounts 2024
Checkit is the augmented workflow
solution for frontline workers and smart
sensor automation, enabling large
multinational and complex organisations
to operate more safely, efficiently and
sustainably – driving them towards
achieving intelligent operations.
At Checkit, we have hundreds of customers

across the globe, including Global Fortune
500 and public health organisations.
Our customers are digitising their manual
processes through our highly customisable
workflow software and our top-of-the-line
Internet of Things (IoT) sensors, increasingly
aided by Machine Learning and AI.
More than 12 billion sensor readings and
42 million completed workflows per year
are sent through our platform enabling
our customers to become more efficient,
ensure safety and deliver complete
operational visibility.
Software + Sensors + Services =
Intelligent Operations
Checkit is transforming how forward-thinking and digital-
first organisations execute frontline work, blending software,
hardware, and event-driven actions to deliver value across
every frontline business process.
We enable organisations to progress in their digital maturity
journey towards achieving intelligent operations by connecting
people, assets and processes to create rich performance data
which directly informs efficient operational strategy, execution,
and compliance.
Our proven reliable single-source digital solution drives fast and
scalable efficiencies across the entire frontline workforce and
business asset portfolios. Checkit is helping customers uncover
operational insights that lead to transformational reductions in
cost and risk and better delivered experiences at point of use.
Intelligent operations make it simple for business and department
leaders to quickly assess performance, visualise the entire
operation and respond to changes by deploying enterprise-wide
process and asset use improvements effortlessly.
To find out more visit: www.checkit.net

LinkedIn: checkit-ltd X: _checkit
STRATEGIC REPORT CORPORATE GOVERNANCE FINANCIAL STATEMENTS 1
HIGHLIGHTS
Financial highlights Operational highlights

Annual Recurring Revenue (ARR) run rate
ARR growth of 16%
£13.3m +16%
(FY23: £11.5m)1
in line with market expectations, despite a
challenging global economy
Recurring revenue
Compound recurring
revenue growth of 30%
£11.2m +17%
(FY23: £9.6m)
since FY20, reflecting strategic focus on
subscription-based sales
Total Group revenue from Net revenue retention

continuing operations
(NRR)2 of 111%
£12.0m +17% demonstrating land and expand strategy
(FY23: £10.3m)
New product functionality
enabling customers to deliver sustainability and
Adjusted LBITDA3 from continuing operations energy-saving initiatives
£3.4m
(FY23: loss of £6.4m)
Progress towards
profitability
Net cash at year end with a 46% improvement in adjusted LBITDA, driven by
revenue growth of 17%, an increase in gross margins
£9.0m
(FY23: £15.6m)
to 67% and an 11% reduction in operating costs
1 Annual Recurring Revenue (ARR) is defined as the annualised value of contracted recurring revenue from subscription services as at the period end, including committed annual
recurring revenue from new wins. This has been restated from the prior year (reported ARR of £11.5m), where it related only to contracts that were installed.
2 Net retention revenue (NRR) is defined as the amount of recurring revenue from existing customers retained over the year, excluding new wins in the last twelve months.
3 Adjusted LBITDA is the loss on operating activities before depreciation and amortisation, share-based payment charges and non-recurring or special items.
Contents
Strategic report 30 Stakeholder engagement and Financial statements
Section 172
1 Highlights 51 Independent auditor’s report
32 Principal risks and uncertainties
2 Company overview 55 Consolidated statement of
comprehensive income
4 Investment case Corporate governance
56 Consolidated balance sheet
6 Non-Executive Chairman’s statement
37 Executive leadership
57 Consolidated statement of changes
7 Chief Executive Officer’s review
38 Corporate governance report in equity
10 Market Overview
41 Audit Committee report 58 Consolidated statement of cash flows
12 Platform Overview
43 Remuneration report 59 Notes to the consolidated financial
14 Business model statements
48 Report of the Directors
16 Business strategy 79 Parent company balance sheet
50 Directors’ responsibilities statement
18 Financial review 80 Parent company statement of changes
in equity
20 Chief People Officer’s review
81 Notes to the parent company financial
22 Strategy in action
statements
26 Environment, Social and Governance
IBC Web property and advisers
(ESG)
Checkit plc | Annual Report and Accounts 2024

2 STRATEGIC REPORT
COMPANY OVERVIEW
Our vision:
Empowering work without waste.
Our mission:
To make it easy for organisations and workers to understand what
they need to do, when they need to do it, and how to do it more
efficiently, keeping their customers and teams safe whilst lowering
costs and reducing waste.
We empower dispersed teams with smart sensors and a workflow
platform that provides the agility and visibility that leaders need to
deliver a high-quality, safe and profitable service.
Our customers:
Some of our key customers include:
“The dashboard gives me all the information I need, wherever I happen to be and whenever
I need to check. This system puts everything in one place – and being web-based we can see
which wards are doing well and which are not.”
Nigel Barnes
Director of Pharmacy & Medicines Management,
Birmingham and Solihull Mental Health NHS Foundation Trust
“W hat Checkit put forward was a powerful solution to address a significant operational issue. Instead of
staff having to fill in paperwork, the responsive actions of our teams are automatically logged when they
tap on the screen of their mobile device.”
Patrick Rix
Validation and Compliance Manager, Hallmark Care Homes
“We view Checkit in terms of efficiency. The work still needs to be done, but it’s now done in a way that
makes every second count. Once we input the data into Checkit, it’s there for everyone involved to make
best possible use of. Whether that means reporting, analysis or spotting ways to improve how we work.”
Caitlin McArthur
Contract Catering Team Manager, Sodexo

Simplify.
Harmonize.
Empower.
Intelligent Operations:
Intelligent Operations – provided by digitally enabled frontline workers and sensors – drives value and impact from the outset. Checkit
enhances the activities performed by deskless workforces and increases asset utilisation efficiency through its end-to-end platform,
built to help organisations become digital and data-first.
Software
Sensors Services
An end-to-end digital solution.
Sensors Software Services

▶ World-leading smart sensors ▶ Monitors and analyses all ▶ Enable an organisation to move
▶ Effective, reliable and compliant mission-critical sensor data from manual labour dependency
technology ▶ Real time, pre-emptive to a digitally-optimised
automated workplace
▶ Fully-installed and maintained by digital alerts
Checkit’s team of experts ▶ Task management and ▶ Responsive, experienced staff
automated workflows who know sensors and software
in multiple environments
▶ Advanced analytics and
empowering reliable and stable
dashboards
operations

4 STRATEGIC REPORT
INVESTMENT CASE
Reasons to
invest in Checkit
▶ World-class products, benefiting from AI enhancements

▶ Exposure to huge US market
▶ Focus on large vertical markets with reference customers in place
▶ Recurring revenue model delivering path to profitability
Guided workflow software, smart sensor automation
Organisations everywhere are spending more and more money to

increase operational efficiency and to make scarce capital go further.
Checkit’s products help businesses and public sector bodies manage
two of their most valuable resources – people and business assets –
more productively.
IoT Workflow
Define Integrate
Collect
Assist
Inform Manage
Intelligence
State-of-the-art products using ML and AI
Our software and sensors provide real-time intelligence, with

value adding using AI tools, on staff workflow and asset health.
This enables managers to better plan working practices to
release gains in productivity as well as enhancing customer
service for workers in the field and the more efficient
management of assets such as freezers which cuts costs,
minimises wastage and reduces emissions.

Succeeding in the United States Serving large vertical markets
Our focus is to build a business of scale We focus on two principal markets, the
in the extensive US market in parallel with UK and the US, targeting sectors such as
continuing to grow our UK business. We are hospitality, leisure, healthcare and retail.
succeeding in this ambition thanks to our Our flagship customers in leisure and
“land and expand” strategy with the US now retailing include John Lewis & Partners,
accounting for nearly a third of current Group Center Parcs and BP. In the healthcare
annual recurring revenues. sector, customers include Octapharma (the
largest privately owned and independent
plasma fractionator in the world), Grifols
(a leading global healthcare company that
develops plasma-derived medicines and
other biopharmaceutical solutions) and
the UK’s NHS.
A recurring revenue model
That we serve fast-growing markets is illustrated by the 30% CAGR (Compound Annual
Growth Rate) in recurring revenues over the last five years. We have great customer
retention, with some 93% of revenues classed as recurring, underpinning the outlook for
future financial years. With further growth in revenues and with careful control of costs,
this provides us with a pathway to positive cash flow.
£12m CAGR 30%
£11.2m
£11m
£10m
£9.6m
£9m
£8m
£6.8m
£7m
£6m
£5.2m
£5m
£3.9m
£4m
£3m
£2m
£1m
£0m
FY20 FY21 FY22 FY23 FY24

6 STRATEGIC REPORT
NON-EXECUTIVE CHAIRMAN’S STATEMENT
Investing in innovation
Following another year of strong progress, we are well placed

to achieve sustainable growth and profitability.
Dear Shareholders, In FY24, we have re-examined each of

Despite the economic uncertainty that has our markets and products and concluded
characterised the financial year ending there is substantial long-term value to be
31 January 2024, Checkit has delivered an created by continuing to invest in product
operating performance in line with Board innovation to spearhead the growth of
and market expectations with annual our high quality recurring subscription
revenues increased by 17% over last year. revenue. Our levels of recurring revenue
I am particularly pleased that we delivered give us excellent future income visibility
losses (adjusted LBITDA) better than and provide a stable platform from which
expected and nearly halving for the year to expedite the path to profitability, a key
to £3.4m (FY23: LBITDA of £6.4m) whilst Company priority over the next two years.
recurring revenues now account for 93% of On behalf of the Board, I would like to
total revenues. thank each member of our teams in
Keith Daley After transitioning to an exclusively Cambridge, London, Fleet and Tampa
Non-Executive Chairman subscription-based model, our goal for their commitment in FY24. Across
now is to enhance revenue growth in the business, our people consistently
our key markets of Western Europe and demonstrate their ingenuity, tenacity,
North America. With a solid financial ambition and humanity. They are our
most valuable asset and the reason for
“There is substantial foundation, we are well-positioned to
our success.
pursue our growth objectives, advance
long-term value to be our technology, improve operational
created by continuing efficiencies, and hasten our progress
towards profitability. I should like to thank Keith Daley
to invest in product Chief Executive Officer Kit Kyte and the Non-Executive Chairman
rest of the senior management team who
innovation.” led the Group effectively during what was
24 April 2024
a difficult macro-economic environment.

You will read more about the team’s
vision below.
We are helping large blue-chip customers
to be as productive, efficient, and
compliant as possible in the face of cost
pressures and operational complexities.
Our industry-leading customer retention
rates demonstrate how embedded
our growing range of capabilities have
become within our clients’ technology
stacks; a trend we expect to continue as
the tailwinds of digital transformation,
operational efficiency imperatives, and
automation strengthen.

CHIEF EXECUTIVE OFFICER’S REVIEW
The road to profitability: consistent

growth whilst driving down costs
Checkit has delivered a positive set of financial

results in FY24, delivering balanced growth,
retaining customers to an industry-leading
standard and improving operational efficiency.
Reflecting on a year filled with macro- Our drive to profitability continues with
economic challenges, we are both excited an improvement in LBITDA for the year to
about our progress and proud of the £3.4m (FY23: £6.4m), driven by the growth
support we’ve provided to our customers, in revenues and reduced operating costs.
equipping them with the insights, tools, Product development spend reduced by
and strategies needed to succeed in 7% to £3.9m (FY23: £4.2m), although the
difficult times. Our ‘land and expand’ amount capitalised increased by 11% to
strategy of up-selling and cross-selling £2.0m (FY23: £1.8m), as the Group invested
has generated growth from our existing in developing AI capability and unifying
customer base, whilst at the same time we products around our platform. Sales
have actively identified areas of expansion and marketing investment decreased by
and opportunity both geographically and 12% to £2.6m (FY23: 3.0m), with a focus
vertically. With recurring revenues now on existing customers and identifying
representing 93% of the total and our high opportunities in adjacent markets and
Kit Kyte net revenue retention of 111%, we have a geographies.
Chief Executive Officer sound base to pursue our drive towards
Through our “land and expand” customer
profitability.
strategy, we win new business in a discreet
Financial performance customer location or function and form
close customer bonds that allow us to
Checkit’s financial results for FY24 were in
expand the services we offer over time.
line with Board and market expectations,
We do this by building trust through
generating an overall increase in ARR of
valuable insights and enhancing our
16% to £13.3m (FY23: £11.5m). Revenue
customers’ own operational performance.
has grown by 17% to £12.0m, despite
Our ability to grow with our customers
the challenging global economy. This
is demonstrated by a net retention rate
represents a fourth consecutive year of
of 111% and provides visibility on future
high-quality recurring revenue growth.
ARR growth.
Our focus on gross margin expansion
The economic environment remains
continues to deliver with a 4%
very challenging and the Board remains
improvement to 67%. We delivered losses
cautious about the impact of geopolitical
Annual recurring revenue (adjusted LBITDA) better than expected
trends on the development of the
and nearly halving for the year to £3.4m
grew by 16% to business. As a result, our focus is to
(2023: LBITDA of £6.4m) as we drive
achieve an accelerated path to profitability
£13.3m
operational efficiencies and carefully
by balancing our growth ambitions with
manage costs across the business.
an increased emphasis on cost efficiency.
The Company continues to expand This was demonstrated in FY24 by an
(FY23: £11.5m) into the extensive US market, achieving increased gross margin of 67% (FY23:
21% year-on-year growth in US ARR 63%), as well as operational cost savings
contribution from £2.8m in FY23 to across the business. The net cash position
£3.4m in FY24. This steady expansion of £9m as at 31 January 2024 means we are
demonstrates the measurable benefits we well positioned to continue on our growth
17% growth in reported offer to customers, including operational trajectory, and to develop our technology
recurring revenue of insight, enhanced staff retention, at the same time as achieving further
£11.2m
cost-effectiveness, and heightened cost efficiencies.
compliance.
(FY23: £9.6m)

8 STRATEGIC REPORT
CHIEF EXECUTIVE OFFICER’S REVIEW CONTINUED
Growth strategy and ambitions offers significant advantages; however, Positive outlook
Our growth strategy is showing results. their true power is realised when they Our mission is to streamline and digitise
We are fulfilling market needs with a are seamlessly integrated, unlocking the work and processes of the deskless
comprehensive solution that excels in unparalleled value for our clients. workforce, a goal that has never been
data and analytics, offering insights that The essence of our innovation lies in the more critical. We understand the profound
empower our customers to make informed intelligent orchestration of IoT sensors, effect that simplifying operational
decisions. Our goal to lead in augmented digital workflows, and AI. IoT sensors management can have on organisational
workflow management for the deskless revolutionise traditional data collection success, employee wellbeing, and
industry is within reach. We’ve made methods with continuous and automated customer satisfaction.
significant strides in transforming Checkit sensing capabilities. When coupled with Alongside our Chair and management
into a predominantly subscription-based AI, these sensors not only capture and team, I extend heartfelt thanks to our
model, with non-recurring revenues now monitor data but also unveil opportunities global team for their resilience and
only 7% of our total revenue. This shift to enhance customer performance and dedication. I am immensely proud of what
enhances our revenue predictability and foresee potential issues. This integration we have accomplished, from establishing
strengthens our customer engagements, is further amplified when combined with a leading market position to building a
paving the way for increased digital workflows, enabling real-time, robust, long-term customer base with
contract values. actionable responses by dedicated international, blue-chip clients. We are just
The Group’s focus is around building a workforces. at the beginning of our journey and the
sustainable and higher conversion rate Our digital workflows transform outdated potential for growth is vast. Current global
pipeline across the retail, healthcare, manual processes into streamlined, supply chain issues, increasing labour
facilities management, franchise and guided procedures for our customers. This costs and higher compliance demands
biopharma verticals. We are increasing transformation is exponentially enhanced highlight the growing importance of
customer loyalty by continuously investing by IoT automation and AI-driven insights, making deskless work simpler and more
in our platform, including its capacity to facilitating process improvements and efficient. Looking forward, the Board
incorporate external technologies, targeted training opportunities. AI’s is optimistic about meeting market
positioning us at the forefront of the capability to process and analyse vast expectations for FY25 and confident in
market. Our sales and marketing efforts data sets becomes significantly more our ability to continue to achieve strong,
are geared towards generating high- valuable when integrated with IoT and sustained organic growth.
quality leads with improved conversion digital workflows, allowing for immediate
rates, especially in our key sectors and application of insights and converting
expanding further into the US market. them into tangible actions. Kit Kyte
Checkit’s new customer pipeline in the US Chief Executive Officer
– a key growth market – includes a number At the core of Checkit’s strategy and
of multi-site organisations across the competitive edge is the exploitation of 24 April 2024
healthcare, food retail, hospitality, and these combined capabilities within a
biopharma sectors. The US remains on unified platform. This unique capability
course to be the largest contributor to positions us to solve a broad spectrum
Group revenues of our customers’ business challenges.
Our initial focus has been on critical areas
Concurrently, we are committed to refining such as food safety, service operations,
our operational efficiencies to expedite and the monitoring of medical and life
profitability and deliver shareholder value. science environments—sectors that
Looking ahead, we are open to strategic demand rigorous continuous monitoring
partnerships that could further scale and efficient workflow management, areas
our business. However, balancing cost where the synergy of modern analytics
management with growth initiatives will be and AI surpasses traditional human
crucial to maintain a culture of excellence oversight.
within the Checkit team.
As we continue to navigate this journey,
Innovation we are resolved to harness emerging
Our vision is to reshape business technological opportunities that are
performance through a combination of relevant. We are committed to expanding
automation and human ingenuity. Our our reach and enhancing the value we
ambition is to pioneer in leveraging the deliver. The road ahead is filled with
transformative potential of three pivotal promise, and we are eager to lead the way
technological trends: the integration in transforming how businesses leverage
of Internet of Things (IoT) sensors, the technology for unparalleled efficiency and
digitisation of frontline work, and the effectiveness.
application of Artificial Intelligence (AI).
Individually, each of these technologies

d
prehen
m
Co
Cap
ture
Our
platform
C o ll a b o
rat
e
t
Co nne c
Capture
Our digital assistants replace paper checklists, spreadsheets and makeshift legacy technology
with digital workflows, and our IoT sensors capture environmental and telemetry data about
assets and buildings.
Connect
Data captured from people, assets and buildings across different teams, workplaces and locations
are connected and mined for insight about productivity.
Collaborate
Teams collaborate, evidence and annotate their tasks, alerts and interactions with assets in
eliminating duplicated effort and human error.
Comprehend
Business intelligence and dashboard analytics stream actionable insights to leaders and managers,
driving behaviour change and highlighting performance improvements.

10 STRATEGIC REPORT
MARKET OVERVIEW
The market opportunity

for augmented
workflow technology
Our platform empowers a large,

underserved and available market in
an unpredictable world to become
digitally enabled, connecting and
revealing its people and assets,
and preparing them to meet
future demands.
A large addressable market

The global deskless worker industry comprises
approximately 2.7 billion workers – or 80% of workers
worldwide. Yet despite this, just fewer than six in ten
frontline workers use mobile devices as part of their
jobs and 73% are still using paper forms1.
Continuing shortages of frontline workers, high

employee turnover, increasing supply chain costs
and external pressures to demonstrate sustainability
mean there is a compelling need for organisations to
digitalise their deskless workforce practices.
Continuing advances in technology and particularly

in the areas of machine learning and AI enable
organisation leaders to: (i) track and optimise
performance; (ii) reduce costs and wastage; (iii)
increase efficiency; and (iv) attract and retain talent.
The market for employee experience platforms is

estimated to be $300 billion globally (approximately
£210 billion)2 and when estimating the size of the
deskless worker industry, we have assumed it would
be reasonable to apply a multiple of 2.7 times this
amount, taking into account that this industry not only
encompasses people, but also locations and assets
(i.e. IoT). As a result, we estimate that the potential
technology spend within the deskless worker industry
could be approximately £570 billion with our target
addressable market being 5% of this or approximately
£27 billion.

£570bn
Our total addressable market
Workforce management
$8.0 billion
11.7% compound annual growth rate (CAGR) until 2030
to a market size of $19.3 billion
£27bn
Our target addressable market
Microlearning
$3.6 billion
11% CAGR until 2027 to a market size of $3.6 billion
Global IoT
Our target addressable market
Our target addressable market applies to both
our sensor and software solutions – the augmented
$1.9 billion
workflow offering – aimed at incorporating physical 25% CAGR until 2027, valuing it at $1.9 billion
assets into a digital ecosystem and applying digital
tools and monitoring to transform working practices.
Currently serving three out of seven

potential sectors
We are currently serving customers within three out
of a potential seven markets – the healthcare, retail
Field service
$8.2 billion
and hospitality sectors, catering to almost 800 million
deskless workers.
We believe that by evolving both the product and the
go‑to-market functions, we can address significant 15% CAGR until 2026 to a market value of $8.2 billion
expansion opportunities in adjacent markets including
manufacturing, biotechnology, higher education,
transport and logistics.
Targeting the US market

The US remains the largest and most appealing
market for the digitalisation of deskless working Employee communication
practices, accounting for over five times more
technology spend than the European market. The
US market currently accounts for 26% of ARR and we
continue to believe it presents significant opportunity
$2.0 billion
for further expansion and growth. We anticipate the 12% CAGR until 2027, valuing it at $2.0 billion
US contributing more than 50% of Group revenues in
the medium term.
Digital food safety
$7.0 billion
1 Forbes – https://www.forbes.com/sites/ lanxuezhao/2019/06/17/the-
8% CAGR until 2027, valuing it at $7.0 billion
billion-dollarideas-that-could-transform-the-desklessworkforce/?sh=6c
afc183a4fa.
2 Josh Bersin – https://joshbersin.com/2021/02/themassive-market-

impact-of-microsoft-viva/.

12 STRATEGIC REPORT
PL ATFORM OVERVIEW
Putting intelligence
to work
Our product vision is to transform business performance at the

intersection of automation and people.
Our products put three of today’s biggest a combination of continuous monitoring

technology trends to work for our customers: that then requires users to take actions is
IoT sensors replace manual, occasional data susceptible. Examples include a wide range of
gathering with continuous sensing; front maintenance problems, production processes
line work digitisation replaces manuals and and logistics management.
paper forms with smart apps; and Artificial
We are continuing to evolve our products to
Intelligence creates insights and suggestions
deliver the benefits of this vision. Our guiding
that would have been previously missed. Each is
principles are: a single platform that deeply
powerful, but it is when they work together that
integrates IoT, Workflow and AI and is to enable
far more value can be unlocked.
multiple industry solutions; massive scalability;
▶ IoT sensors alone capture data and detect simplicity for users and owners; and an open,
when readings go out of a defined range. But modular approach that fits with customer
with AI, they can uncover opportunities to processes and IT architectures.
improve performance and predict problems.
Our product development is shaped by our
Combine this with workflow and things aren’t
vision and feedback from our customers. This
just detected, they are acted on promptly by
has yielded three exciting current priority areas:
busy workers.
▶ Digital workflows replace paper and ▶ Developing our AI capabilities. We are
spreadsheets with guided processes. But, trialling and optimising Machine Learning
that is far more powerful if some of the work that turns sensor data into actions that
can be replaced by automation using IoT. reduce energy consumption, assess asset
AI offers the potential of identifying how health and improve availability.
to improve processes and where training ▶ Unifying our products into our future
is needed. platform. This is designed to bring
▶ AI is able to process and interpret vast capabilities like AI to our current customer
amounts of data, but it can only be as good base, and will create a new generation of
as the data it has to work on. Integration with medical monitoring solutions that will be
workflow and IoT means intelligence can be fully integrated and more efficient to own
put to work quickly without hassle and its and operate.
conclusions can be turned back into actions. ▶ Exploring how we can respond to customer
demand to expand how we handle “issues”
Exploiting this combination of capabilities in a
that occur in their operations (for example
single platform is at the heart of Checkit’s vision
equipment failure or accidents), expanding
and differentiation. It means we are uniquely
the breadth of processes we support.
able to address a wide set of business problems.
To date, we have focused on food safety and These developments are exciting steps towards
food service operations as well as monitoring our vision, bringing the latest innovations in
medical and life sciences environments. Both technology such as AI to the practical problems
require continuous monitoring (IoT) and for our customers wrestle with daily. As these
busy front line workers to perform and record opportunities continue to emerge, we will
workflows. Both also require the visibility and exploit them, expanding our scope and value.
efficiency at scale that is far better provided We are taking the critical next steps on an
by modern analytics and AI than by human exciting journey.
oversight and analysis. However, these are
only examples. Any process that requires

Designed for the speed and scale of deskless operations

Rapid time-to-value, with unique features that help teams as they grow.
Drag and drop workflow builder

No code workflows can be built and deployed rapidly using a simple who, what, where, and when wizard.
Powerful IoT devices

Broad range of first and third party sensors that can monitor and alert on critical assets.
Alert to workflow technology

Prompt frontline workers from their mobile device to carry out actions triggered by sensor alerts from
equipment or buildings ensuring remediation and risk prevention.
Real-time collaboration
Allow multiple staff to collaborate on a single set of actions reducing duplicated effort.
Business intelligence dashboards

Out of the box dashboards and intuitive business intelligence report builder mean reports and insights
can be correlated with other sources to create rich actionable insights.

14 STRATEGIC REPORT
BUSINESS MODEL
Our business model

Resources & relationships Our value creation process
People and
domain expertise Seed Land
Deep domain knowledge from our
Enterprise Technology Partners (ETPs)
of the industries we serve.
Enterprise-grade Impact Design and

end-to-end platform assessment onboard
We partner with our Working with the customer,
We empower dispersed teams with
customers to uncover and our ETPs and delivery
smart sensors and workflow software,
rapidly digitalise single teams will work to identify
which combine to help organisations
use cases to demonstrate and deploy additional
become digital and data-first.
impact and ROI. digitalisation use cases to
increase impact and value.
Growing IoT ecosystem

A growing ecosystem of IoT sensors
and devices to understand the Initial relationship
surrounding environment.
Customers will often start building their sensor network
and workflows using individual use cases.
Initial implementations are typically focused on proof-of-
concept workflows or existing processes that are challenging
to the business.
Strong financials
Our business model is based on high
quality recurring revenue growth from
landing new customers and expanding
Support
existing relationships. Our support team operate 24/7/365 days a year to
answer customer calls. Increased automation to
address sensor alarms allows rapid response times.

Revenue generation
Peace of mind
Expand Platform subscriptions
We sell software and sensor subscriptions
for our intelligent operations platform
as well as the right to future software
updates, standard maintenance, sensor
calibration and support. We also sell
enhanced maintenance and support,
on top of the base package.
Growth Intelligent
Customer Success work Operations
alongside the customer
Customers achieve full
to identify and champion
Intelligent operations by
Professional services
additional digitalisation
capturing and connecting We provide professional services,
opportunities and improve
their entire deskless including how to move to a digital
efficiencies by driving
workforce, assets, and workplace; and training and consultancy
product usage and
buildings, unlocking true on intelligent operations and digitalisation.
aligning the platform to the
business insight.
customer’s strategic goals.
Stakeholder value
Customer Success
Our customer success team partner with the customer to
understand their strategic objectives associated with process Employees
automation and work alongside them to deliver ongoing
product education and deliver value. 155
We have 155 employees globally.
Investors
Platform enhancements CKT.LN
Our platform continuously delivers features and Our investors can invest in the creation
enhancements designed to improve usability, of a new industry category with a large
insights and unlock new use cases. underserved market.

16 STRATEGIC REPORT
BUSINESS STR ATEGY
Putting Checkit on
the path to profitability
We’re systematically evolving every aspect of Checkit to capture

our target market including turning our attention to operating as
sustainably as possible with a view to breaking even by FY26.
onverting Checkit into a pure subscription business

C
and pursuing optimum sustainable growth rates
▶ We aim to create a fully integrated data platform with the ability Progress in FY24:
93%
to accommodate third party IoT use cases within its ecosystem.
▶ The improved Checkit platform will also be the core of our
end-to-end insights, analytics and dashboarding functionality
recurring revenue of total FY24
that separates us from competition.
revenues (FY23: 93%)
Accelerating scale and sustainable growth
▶ The Company will invest in a targeted, ROI led basis into sales Progress in FY24:
17%
and marketing efforts to help drive top line growth coupled
with further development of the Checkit platform to create a
market leading product.
▶ The Company will also consider compelling partner recurring revenue growth vs. FY23
(FY23: 41% vs. FY22)
opportunities as an additional scale opportunity.
onverting Checkit into a pure subscription business

C
and pursuing optimum sustainable growth rates
▶ In order to improve the prospects of achieving our pivot to Progress in FY24:
4%
profitability, we will seek to optimise the Company’s existing
processes across its business and continuously assess
potential cost efficiencies with the aim of improving margins.
▶ Of paramount importance will be our ability to balance cost expansion in gross margin of 67%
(FY23: 9% expansion to 63% from FY22:
and growth initiatives in order to cultivate and maintain a 54%)
high-achieving mentality across the Checkit workforce.

18 STRATEGIC REPORT
FINANCIAL REVIEW
Progressing on the
path to profitability
ARR grew by 16% to £13.3m (FY23: £11.5m), in line with

market expectations.
Total Group revenue for FY24 was £12.0m, an increase of 17%
compared to the prior year (FY23: £10.3m).
Twelve months to
31 January 31 January
(£m) Reported 2024 2023 % Change
ARR1 13.3 11.5 +16%
Revenue from continuing
operations
Recurring 11.2 9.6 +17%
Non-recurring 0.8 0.7 +18%
Total Group 12.0 10.3 +17%
1 Annual recurring revenue (ARR) is defined as the annualised value of contracted

recurring revenue from subscription services as at the period end, including
committed annual recurring revenue from new wins.
2 Net retention revenue (NRR) is defined as the amount of recurring revenue

Greg Price from existing customers retained over the period, excluding new wins in the period.
Chief Financial and Operations Officer Gross retention revenue (GRR) is defined as the amount of recurring revenue
from existing customers retained over the period, excluding new wins or upsell/
expansion in the period.
ARR growth was achieved through both sales to new customers,

The financial year in review as well as upsell with existing customers and improved pricing, as
we continued to benefit from our “land and expand” strategy and
maintained high retention rates.
Financial results in FY24 reflect execution
Sales bookings have benefitted from a number of small wins
against a wide range of metrics with revenue with potential for future upsell, supported by a master service
growth, increasing gross margins and agreement signed with Compass Contract Services (U.K) Limited
reducing operating cost. (“Compass”) for the provision of CAM and CWM to their end
users, primarily in the food services sector. Since signing the MSA
with Compass, Checkit has entered into several new contracts
with Compass and is in discussion over further opportunities.
Revenue has grown by 17% to £12.0m, in line with market We have also secured our largest contract renewal, with John
expectations despite the challenging global economy. Our Lewis plc, at £6m total contract value over three years. Although
‘land and expand’ strategy of up-selling and cross-selling has the sales cycle has lengthened as a result of customer caution in
generated growth from our existing customer base, whilst at the the current environment, our pipeline remains strong.
same time we have actively identified areas of expansion and The Group has also continued to grow in the US, with 21% growth
opportunity both geographically and vertically. in ARR to £3.4m (FY23: £2.8m).
Adjusted LBITDA of £3.4m (FY23: £6.4m), an improvement Our land and expand strategy, where we look to prove our value
of 46%, reflects the Group’s strategic priority to balance in an initial relationship with customers and then build over time,
growth with driving operational efficiencies. As a result, gross allows us to grow with our customers, identifying additional use
margin increased to 67% (FY23: 63%) and operating expenses cases, extending our footprint and driving price initiatives. This is
reduced by 11%. evidenced in a net retention rate of 111%2 and a gross retention
With recurring revenues now representing 93% of the total and rate of 99%2.
our high net revenue retention of 111%, we have a sound base
to pursue our drive towards profitability. The Group continues
LBITDA
to benefit from a strong balance sheet and with the economic Checkit’s adjusted LBITDA for the year was £3.4m (FY23: £6.4m),
environment remaining challenging, will continue to execute an improvement of 46%, reflecting a milestone on our path to
against its growth strategy and develop its technology, whilst also profitability. As we balance our growth strategy with an increased
driving further operating efficiencies and progressing on the path focus on operational efficiency, this has maintained revenue
to profitability. growth of 17%, while improving gross margin to 67% and reduced
operating costs by 11%.

Recurring revenue growth progression
£12m CAGR 30%

£11.2m
£10m £9.6m
£8m
£6.8m
£6m
£5.2m
£3.9m
£4m
£2m
£0m
FY20 FY21 FY22 FY23 FY24
Gross margin improvement to 67% (FY23: 63%) was driven by Taxation

increased efficiency from utilising third party providers in our The Group is currently loss making and therefore no corporate
delivery model, as well as the full year effect of procurement tax charge is reported for the year FY24. There remains over £30m
savings secured in our platform costs. in Group carried forward taxable losses and therefore there is no
Operating expenses reduced by 11%, as we controlled costs in expectation of tax payments in the short to medium term.
the face of the challenging economic environment and pursued
efficiency opportunities in our operations. These included the
Contingent liability
introduction of automated call handling and offshoring part of the Checkit plc and HMRC have been in correspondence since early
customer support team in H2. 2022 regarding matters of input tax recoverability. The matter is
ongoing and the substance of discussions remains unchanged
As a result of the focus on cost management, investment in from the prior year. A statutory review of the case is being
sales and marketing reduced by 12% in the year to £2.6m (FY23: conducted and management continue to disagree with HMRC’s
£3.0m), with a focus on our existing customer base and identifying position. Specialist tax advice has been sought throughout the
opportunities in adjacent markets and geographies. correspondence. The total amount of input tax claimed since VAT
New product development (NPD) spend also reduced by 7% to registration to 31 January 2023 is £1.2m. Given the uncertainty and
£3.9m (FY23: £4.2m) as a result of efficiencies achieved, although materiality of the issue, we do not consider it appropriate at this
the amount capitalised increased to £2.0m (FY23: £1.8m), as the stage to provide for this and are disclosing as a contingent liability.
Group invested in developing our AI capabilities and unifying our
EPS – continuing operations
products around our platform.
The weighted average number of shares in issue in FY24 was
This tailored investment allows us to introduce innovation to our 108.0m. Loss per share (basic and diluted) was 4.2 pence
technology and offer increased scope and value to customers, (FY23: 11.2 pence).
which will drive the next phase of our growth and enable
continuing progress towards profitability. Cash
The Group cash position at 31 January 2024 was £9.0m (31 January 2023:
Non-recurring or special items £15.6m), reflecting the 46% reduction in LBITDA and the strategic
Non-recurring or special items in the year of £0.2m related to purchase of inventory to mitigate supply chain constraints in the market.
amortisation of acquired intangible assets, and restructuring We expect this position to unwind over the next 12-18 months,
costs related to the cost efficiency programme: supporting further revenue growth. FY24 saw a 23% reduction in cash
FY24
burn in comparison to FY23. With the completion of inventory
£m purchases, we expect cash burn to continue to reduce into FY25. The
strong cash position bolsters Checkit’s strategic drive to profitability,
Restructuring costs 0.1
Amortisation of acquired intangible assets 0.1 whilst maintaining its growth strategy and technology development.
Total non-recurring or special items 0.2
Greg Price
Chief Financial and Operations Officer
24 April 2024

20 STRATEGIC REPORT
CHIEF PEOPLE OFFICER’S REVIEW
Embracing
inclusivity
We aim to create a rewarding experience for our people and to

build a culture that is stimulating and fulfilling. The wellbeing of
our teams is top of mind in everything we do, underpinned by our
belief that everyone has the right to work in an environment that
respects individuality and embraces inclusivity. We continue with
our aim to create a workplace that reflects our values and has our
employees’ best interests at heart.
Our people communications strategy. This will

We continue to build on the progress allow us to improve how and when we
made last year to improve the employee communicate with our teams and to
experience and to further support our improve engagement across the business.
teams’ wellbeing. With voluntary attrition Talent acquisition
dropping by half across the year, it has
afforded us the opportunity to enhance FY24 saw further significant progress
Julie Webbe the development of our people. made in our objective to reduce our
Chief People Officer reliance on third party recruitment
We continued to develop our HR agencies with more than 82% of all
portal with further functionality and recruitment delivered by our in-house
automation added during FY24 to support team. We exceeded our targets in relation
our processes as we grow. We have to time-to-hire and cost-per-hire and
further plans to enhance the employee with the fall in attrition, this indicates
experience with new-joiner automated we are attracting and retaining talent
onboarding. This will streamline our to the business.
procedures even more and allow us to
operate efficiently as we grow. Looking towards FY25, we will continue
this work by providing bespoke training
The spotlight continues on team wellbeing to our hiring managers to ensure they
and we have seen a good uptake on the have the right skills to maintain our
additional benefits we implemented momentum. We are also elevating our
in FY22. The opportunity to work from onboarding procedures by providing
anywhere and our hybrid-working policy further automation and creating an
has added flexibility that is valued by in-depth induction programme to
our teams. give our new team members the best
possible experience and ensure optimum
The Spring of FY24 saw us launch a team-
performance within eight weeks of
building exercise with teams participating
joining the business.
in a remote exercise “race”, raising much
needed funds for five charities. Learning and development
We have made further progress in the Developing our wider leadership team
management of our OKRs, which are now has been a focus for us in FY24 with the
linked to key strategic initiatives which, introduction of two programmes: Future
when delivered, will directly benefit Leaders Coaching and Management
our overriding goals and objectives. Skills Development. Both programmes
Each initiative follows a clear code offer an extended period of either
of governance and is managed by a individual coaching sessions or classroom
programme owner, while open for all style training delivered by an external
staff to attend to encourage learning consultancy. We plan to continue these
and collaborative problem solving. programmes over the next 24 months to
ensure we can deliver a talent succession
As part of our commitment to enhance
plan as we grow.
our workplace culture, we are investing
in resources to support our internal

We have also implemented formal

performance appraisals and career
management procedures that allow
team members regular, dedicated time
with their manager to discuss and agree
plans that support their career and skills
development. Functionality has also been
embedded in our HR portal to digitise
this process.
We have extended the performance
appraisal process to include the Executive
and Non-Executive Directors, as part of
Board appraisal.
We continue to support our teams with
access to LinkedIn Learning for all staff
and Pluralsight for our Tech and Product
teams. We are also planning further
development of our data teams by utilising
our Apprenticeship Levy funds.
Diversity, inclusion
and belonging
We have focused on diversity in FY24 and,
working with the ESG Committee, have
delivered a diversity survey that has given
us a good baseline from which to develop
our diversity, equity and inclusion strategy
for FY25. We also delivered a short series
of diversity-themed workshops, open to all
staff, with plans to extend these into FY25.
In 2023, we established a Charity
Committee and have conducted a poll
across the business to select charities we
can support as a company. We also plan to
set up payroll-giving functionality with our
payroll provider to allow people the ability
to make one-off or regular charitable
donations via their salary.
Julie Webbe
Chief People Officer
24 April 2024
22 STRATEGIC REPORT
STR ATEGY IN ACTION

CASE STUDY: KEDRION BIOPHARMA
How Checkit helps

ensure Kedrion
Biopharma keeps
blood plasma safe
Company profile: the temperature state within a tight,
Kedrion Biopharma are a market leader prescribed range. Sensors trigger alerts to
in the biopharmaceutical market, key assigned contacts within the individual
leading research, development and sites if there has been a breach, allowing
production of blood plasma derived quick response and resolution. Alongside
therapies worldwide. These are used this, Checkit captures and digitises all data
in the treatment and prevention of to enable complete compliance records
life threatening conditions such as and storage to replace any manual,
immunodeficiency, coagulation and cumbersome paper based reporting.
neurological disorder and disease. The solution provides Kedrion with
Kedplasma, as part of Kedrion ‘information at their fingertips’, providing
Biopharma, operate plasma collection them the security that they are robustly
centres throughout the United States, meeting the requirements of their
existing in 22 states with over 70 sites, manufacturing partners, regulators
providing opportunities for individuals and auditing authorities. The value of
to donate and support the vital work ‘continuous monitoring data’ reduces risk
that Kedrion delivers. to the product and product waste, and
the ability to access historical data records
The storage and management of this with the click of a button saves time and
blood plasma is highly regulated, to effort for each site.
ensure that products are fit for onward
purpose. Maintaining accurate records Checkit provides Kedrion with confidence
of temperature during the full lifecycle that they have visibility over their
is key to ensuring all valuable donations product in each and every centre,
can be utilised. with clear oversight over each asset
which is temperature alarmed. They’re
Kedrion partnered with Checkit in 2021 empowered, being able to view the status
to manage this task, implementing our of an asset across time, what and where
hardware and software offering at over has alarmed, and who and whether it was
60 locations. Over 600 fully calibrated solved and rectified.
sensors installed across the estate monitor
“It’s hundreds of thousands of dollars in every

freezer, so it is important that it is measured
and monitored appropriately. I think it’s the
system that really saves us time, you can
trust over time that we’re able to sustain
the product at the temperatures that are
required by our manufacturers, the company
and regulatory bodies.”
Joseph Thomas, Sr. Director of Field Operations


24 STRATEGIC REPORT
STR ATEGY IN ACTION

CASE STUDY: P&O FERRIES

Supporting P&O
Ferries in connecting
Europe and the UK
P&O Ferries has been connecting company. Checkit is ‘the right product
Europe and the UK for nearly two at the right time’, also offering P&O the
centuries, offering a service to millions of opportunity to drive efficiencies in areas
passengers, cars and freight across the such as waste management, food health,
English Channel, North Sea and Irish Seas, supply chain and environmental goals.
with nearly 20,000 sailings annually. A
With the automation of data capture
household name, the company has been
P&O has a new level of robustness in
a dependable establishment for over 185
their service ensuring they can meet
years, holding Customers and their service
audit requests but also be assured in any
at the front of all they do.
complaint procedures. All temperature
P&O were looking for a solution to bridge management is easily traceable, by
the gap between ship and shore side, in just ‘typing a few dates, hitting go and
order to provide greater visibility over getting the report you need’. This is
what happens at sea. Being able to learn beginning to replace manual paper logs
from the data on board is a central part and checks which are labour intensive,
of their growth initiatives. Alongside this, require significant training, prone to
they wanted an easier way to continue human errors, limited to a snapshot in
meeting and exceeding compliance time, environmentally costly to produce,
standards with various enforcement require significant storage space and
bodies which are involved in naval travel. cumbersome to access to address any
food complaints or compliance enquiries.
With the completion of two new ships
to their fleet servicing Customers with We hope to continue supporting P&O
short sea travel, Checkit was introduced in their ongoing success at sea.
to support these areas of focus for the
“The crew have been very receptive to the

introduction of the Checkit system removing
the need for paper process by using the
Checkit handheld device.”
Steve Brewer, Food Safety and Public Health Manager

26 STRATEGIC REPORT
ENVIRONMENT, SOCIAL AND GOVERNANCE (ESG)
Nurturing
a sustainable future
Environment
Checkit is delighted to present its inaugural ESG report. The Board
and senior leadership team recognise our responsibility to uphold
environmental and social values, and we are dedicated to making
a positive impact through ESG initiatives.
In FY23, we undertook a comprehensive materiality assessment, which guided the
launch of our ESG programme in FY24. Our vision is to seamlessly integrate ESG
metrics and initiatives into the foundations of Checkit, creating a dynamic strategy
that evolves year after year.
Our pledge to sustainability:

At Checkit, we take pride in equipping our customers with tools to promote
sustainability, aligning our ESG programme with our own commitment to minimising
environmental impact.
Take-back scheme Reducing mileage Low emissions fleet

In FY24, we launched a take- We are monitoring and reducing We invested in hybrid vehicles to
back scheme for batteries and travel mileage for engineers across reduce emissions associated with
equipment, ensuring responsible the US and UK, using engineer engineer travel.
product life cycle management and resource as efficiently as possible to
reducing waste. minimise our environmental impact.

Our emissions reduction journey

We partnered with Carbon Neutral Britain in FY24
to calculate our emissions in accordance with ISO
14064 and GHG Emissions Protocol standards. The
breakdown reveals vehicle emissions as our major
contributor (42%), followed by business travel (9%)
and organisation site energy usage (9%). Checkit
subsequently offset its emissions through schemes
certified by Verra – Verified Carbon Standard, the
Gold Standard – Voluntary Emissions Reduction and
the United Nations – Certified Emissions Reduction
programmes. Checkit Europe Limited achieved
Carbon Neutral Certification, certified by Carbon
Neutral Britain, an initiative that was completed in
December 2023.
In the future, we aim to expand our offsetting
and carbon reduction calculations to include
our US operations.
Scope Emissions (tCO2e)

Scope 1 95.49
Scope 2 20.81
Scope 3 107.27
Total 223.57
Emission per FTE 1.49
Carbon reduction plan

Our commitment extends
beyond offsetting emissions
to achieving Net Zero by 2050.
Our targeted plan focuses on
reducing vehicle emissions,
business travel and site energy
consumption, with strategic
initiatives already in motion.
Our Carbon Reduction Plan will focus on our

key emissions areas:
▶ vehicle emissions;
▶ business travel; and
▶ site energy consumption.
We are already implementing ways to reduce
the key emissions listed above and we hope
to make impactful changes over the next
twelve months.

28 STRATEGIC REPORT
ENVIRONMENT, SOCIAL AND GOVERNANCE (ESG) CONTINUED
Social
An inclusive environment where our people can bring
their whole selves to work Gender diversity
In the year under review, we partnered with diversity, equity and inclusion consultants statistics
to deliver a programme of workshops open to all employees, designed to encourage
open discussion and education on key themes of an inclusive workplace. In addition,
we launched our annual Company culture survey which sought to engage with employees
in order to determine where the business should focus in order to promote an inclusive
and empowering culture. The results of this survey, for the first time, provide Checkit with
tangible insight and shines a light on where increased focus can benefit our employees
and enhance our culture.
76% Male
of respondents agree that they can bring their whole selves to work. Female
Demographic
71% statistics
of respondents agree or strongly agree that Checkit’s culture supports work-life
balance and employee wellbeing.
78%
of respondents agree that Checkit is an inclusive and diverse workplace.
Employee age distribution White

Black
55–64 17.1% Mixed
Asian
45–54 30.3%
35–44 25.0%
Religious diversity
25–34 27.6% at Checkit
0.0% 10.0% 20.0% 30.0% 40.0%
We prioritise the well-being and mental health of our people and support them through
the following:
▶ mental health first aiders;
▶ two well-being days per employee per year;
▶ flexible working – for work-life balance.
In FY24, we formed a Charity Committee with representatives from across the business Christian
to co-ordinate Checkit’s fundraising initiatives and elevate the charitable giving and Jewish
fundraising activities of our employees. Over the current financial year, we will focus on Muslim
fundraising for three charities selected by our employees to be Checkit’s chosen charities No religion
of the year.

Governance
The Board and ESG Working Group are committed to prioritising sustainable and ethical corporate governance. Checkit has
adopted and complies with the Quoted Companies Alliance Corporate Governance Code and has in place robust governance functions.
We are, however, continuously working to improve our governance and match emerging governance expectations. Our key focuses
for FY24 were:
Board evaluation Suppliers

We conducted a thorough Board evaluation and, for the We have amended and strengthened our Suppliers’ Code
first time, completed separate appraisals for the individual of Conduct, which sets out the standards and practices
Directors, Non-Executive Directors and the Chairman to our suppliers must adhere to. We have also included
encourage transparency and accountability on the Board. additional ESG and sustainability questions in our supplier
questionnaire to encourage our suppliers to have their own
good practices in relation to ESG.
In addition, we formed an ESG Working Group with representatives from across the business to ensure our programme is developed
by our employees instead of being imposed on our employees.
For more information, please see our corporate governance report on pages 38 to 40.
Our ESG journey is not just a report: it’s a living testament to our ongoing efforts to shape a responsible future and it complements
our commitment to help our customers reduce waste.

30 STRATEGIC REPORT
STAKEHOLDER ENGAGEMENT AND SECTION 172
Working for the benefit

of all our stakeholders
Section 172
Engaging with our stakeholders is
crucial to the long-term success of
the Company.
In engaging with our stakeholders,
we consistently we refer to
our fundamental principles, values
and culture. This informs better
decision making at every level of
the Company. We provide examples
of how we build and maintain
relationships with key stakeholder
groups on these pages.
Section 172 of the Companies Act Shareholders Employees
2006 requires a director of a company
to act in a way that the directors, in
good faith, would most likely promote We are committed to engaging We recognise our diverse, skilful
the success of the company for the with shareholders using consistent and experienced workforce of 150+
benefit of shareholders. In doing so, and effective communication. employees as our most important
consideration is given to a series of Key considerations include the asset. With an emphasis on flexible
important matters, including: Company’s financial performance, working, we are constantly reviewing
long-term strategy, corporate how to effectively balance the
▶ the likely consequences of any governance and stewardship. benefits of remote working with the
decisions in the long-term; The CEO and CFOO have regular value of in-person collaboration.
▶ the interests of the meetings with investors for formal Regular off-site meetings and online
company’s employees; and informal consultations. Company-wide meetings allow
▶ the need to foster the company’s Formal meetings coincide with
the leadership team to present
business relationships with progress, listen to feedback and
full‑year and half-year results,
suppliers, customers and others; answer questions. Regular employee
including the Annual General
surveys are carried out to measure
▶ the impact of the company’s Meeting. These are viewed not
employee sentiment and ensure that
operations on the community only as opportunities to present
strategic principles, news and values
and environment; on recent performance and future
are understood. This year, we ran a
▶ the company’s reputation for high development but to engage in
survey focused on equality, inclusion
standards of business conduct; and conversation and answer questions.
and diversity which also asked
▶ the need to act fairly. questions about culture; this survey
will be run annually to monitor where
additional attention is required.
An enhanced HR portal (Checked In)
provides employees with continually
updated information and
knowledge sharing.

Customers Suppliers Community and environment
We look to engage collaboratively Checkit places a high value on We are dedicated to contributing
with our customers and their its relationships with suppliers, positively to the broader community
end‑to-end experience is essential including contractors and service and environment, and want to
to our success. providers. Trusted, collaborative empower customers to work without
partnerships facilitate efficient and waste. Our platform directly enables
We regularly consult our
effective business performance. customers to increase efficiencies
customers using NPS surveys
and reduce operational waste, such
to obtain contemporaneous The Company operates in a way
as food, medicines and supplies.
feedback. Utilising data insights that guards against unfair business
Our solutions help our customers
is a core tenet of understanding practices and encourages suppliers
reduce their energy consumption
our customers and the completion and contractual partners to adopt
and improve remote operations
of our digital transformation responsible policies. All suppliers
management.
project in FY23 consolidated our are asked to sign Checkit’s Code
customer relationship management of Conduct, which details the Checkit is committed to a flexible,
(CRM) system with operational standards of business conduct and hybrid working model, resulting in
and finance activity to provide ethics the Company expects of its reduced transport requirements
employees with a single view of the suppliers. In FY24, we reviewed and and an increasingly paperless
customer. We are refining how we strengthened our Code of Conduct environment. The majority of
harness this to deliver an improved and supplier questionnaires to our shareholders now receive all
customer experience. reinforce this. Regular meetings and documentation electronically to
audits are held with key suppliers reduce unnecessary paper waste.
In addition to dedicated
to gather feedback and continually
account managers who support In FY24, Checkit launched its ESG
improve relationships.
the interests of key customers, our programme, detailed in the ESG
Customer Success team liaises with report on pages 26 to 29.
customers to ensure they enjoy
the best possible partnership with
Checkit and that any issues are
addressed proactively.

32 STRATEGIC REPORT
PRINCIPAL RISKS ANDSIES
Principal risks
and uncertainties
Prioritising effective risk management is of fundamental
importance to Checkit in the pursuit of its strategic objectives.
Checkit Board of Directors Risk Management Forum

Ownership and monitoring
Chief Financial and
Operations Officer – Chair
Chief Technology Officer

Group Internal Audit Audit Committee Risk Management
Chief People Officer
Independent, objective Independent review Forum
review function and challenge Review and input Vice President of Sales RoW
Group General Counsel

and Company Secretary
Departmental Head of Quality & Compliance

and Functional – Risk Co-ordinator
Risk Register
Risk management
ify internal an
Id e n t
The Board holds ultimate responsibility
d
for upholding systems and processes
e tern al r i sks
x
aimed at risk management and ensuring
the fulfilment of the business’s strategic
priorities. The delineation of risk
management duties is outlined in the
organisation structure displayed on the
right. Senior management within each
Ass ify risks
qu
g
department identifies and records risks,

rt i n
ant
with agreed mitigation plans, in line

ess a
Repo
with Group strategic priorities and risk

appetite. The Risk Management Forum
Checkit plc
nd
(RMF) meets quarterly to ensure risks are

being identified, assessed and mitigated. Risk Management
Executive Directors have responsibility
for the overall management and delivery Forum
of the strategy and regularly attend and
review the output of the RMF. The Audit
Committee provides an independent
review of the effectiveness of the RMF
and internal controls and ensures that
M o of m
the Group is in full compliance with

ni
relevant regulations and laws, supported r

to i
t i g e ff e an
d
by the Group General Counsel and

at c t iv ge ris
k
Company Secretary. a
io n e
n p eness M a igat
la n mi t
s

A bottom-up risk analysis is undertaken, FY24 principal risks heat map

considering detailed individual risks that
fit into eight main categories:
▶ corporate;
High
▶ commercial;
▶ operational;
▶ financial;
▶ legal and compliance;
▶ people;
▶ data/IT; and
▶ external/environmental. A
Likelihood
This is combined with a strategic top-down F

review by the RMF to ensure that all
C
appropriate risks are identified, assessed
and quantified. Mitigation plans and
B E
actions are then put in place to ensure
risks are reduced to a level that is as low
as reasonably practicable.
The RMF reviews a consolidated
Group risk register quarterly. Risks are
D
assessed both pre- and post-mitigation to
identify the overall risk level based on a
combination of probability of occurrence
Low
(likelihood) and the magnitude of potential

consequences (impact).
Low Impact High
Checkit risk heat map
The risk heat map shows a representation
of the Group’s principal risks, including an
assessment of their relative impact and A Growth
likelihood (after mitigation). These risks
B People and culture
are not intended to illustrate a full analysis
of all risks that could arise in the ordinary
C Software/product development
course of business or otherwise.
More detail on the Group’s principal D Customer dependency
risks and uncertainties and how they are
being managed is set out below. In FY24, E Information and cyber security
additional mitigations were introduced to
address the principal risks facing Checkit. F Business operations
However, this has been partly offset by the

impact of the changes seen in the global
economy. The principal financial risks
are separately disclosed in Note 1 to the
financial statements on page 64.

34 STRATEGIC REPORT
PRINCIPAL RISKS AND UNCERTAINTIES CONTINUED
Risk description Mitigation
A Growth
The Group’s growth strategy may result in a number ▶ Resource allocation and ROI processes.
of challenges for the business, including: ▶ Strategy to grow customer relationships over time, reducing
▶ increased demand on business resources, including people, the barrier to adoption.
processes, and cash; ▶ Increased automation and efficiency in operational delivery
▶ dependence on new sales to achieve financial and strategic – address platform architecture and growth constraints.
objectives; and ▶ Regular Board reviews in progress.
▶ increased burden on operational, financial, and ▶ Strategic and financial planning processes.
technical infrastructures. ▶ Business performance management reviews.
▶ Regular sales and operations planning (S&OP) meeting.
▶ Sales – pipeline reviews.
B People and culture
Checkit is dependent on access to the right talent to deliver ▶ Employee engagement programmes, including enhanced
on its strategic goals. benefit offering and employee share option plans.
As the business grows, there is pressure to attract new talent to ▶ Improved talent acquisition infrastructure.
deliver key roles quickly to support the existing team. ▶ Single point of failure and key role identification with
With a dependency on a core group of individuals for critical increased notice periods adopted and employment
knowledge, loss of key personnel could also impact the terms harmonised.
business’s ability to deliver on its plans. ▶ Formal succession planning completed and reported to
the Board.
Due to the ongoing risk from the economic environment, with
inflationary pressures leading to cost-of-living increases, this ▶ Business continuity plans.
risk continues to be relevant. ▶ Structured quarterly performance reviews.
▶ Leadership training.
▶ Increased DE&I activity including workshops and surveys.
C Software/product development
Checkit’s proposition is targeted at an evolving market and may ▶ Build competitive position: launch innovative products
be disrupted by competitors with a similar or better proposition harnessing AI.
if they develop more innovative technology. ▶ Software testing/Q&A processes.
Product reliability and performance is essential to customers’ ▶ Customer usage monitoring.
business activities. Any long-term outage or underperformance
could impact on the Group’s reputation.
▶ Platform load testing – evolving platform to be simpler to
maintain.
Platform cost effectiveness is essential to ensuring a sustainable ▶ Cost efficiency initiatives with increased use of third party
product. Increases in per user or per sensor costs could technologies.
impact margin.
▶ Improve data centre infrastructure.

Risk description Mitigation
D Customer dependency
The Group has a relatively concentrated customer base, ▶ Long-term contracts.

particularly in the healthcare and food retail sectors. ▶ Dedicated account management for high tier customers to
While the Group’s growth agenda means this risk continues to nurture and scale ongoing relationships.
reduce, any loss of business from its largest customers may ▶ Customer Success programmes.
impact business performance.
▶ Monthly customer review meetings.
▶ Commercial operations and contracting processes.
▶ Net promoter scores.
▶ Increased number of Tier 1 customers.
E Information governance and cyber security
The Group holds significant amounts of personal data. ▶ ISO 27001 accredited framework of data security processes/
This carries risks associated with information governance Cyber essentials certification.
and data protection. ▶ Asset risk assessments aligned to ISO 27001.
The Group is also reliant on cloud-based IT infrastructure, ▶ Regular employee training and awareness.
where any loss of key systems could impact the business’s
ability to operate.
▶ Data management/cyber security policies and incident
management system and response.
While most security breaches are due to errors in disclosing ▶ Increase in SSO applications, asset management capabilities
data, cyber attacks and malware increasingly threaten the and delivery of security roadmap.
integrity of Checkit’s own data and systems, as well as the
data it holds on behalf of customers. ▶ Relevant insurances.
▶ Business continuity/disaster recovery plans/annual
penetration testing.
▶ DPO officer and DPO centre (third party for EU).
F Business Operations
Checkit has undergone rapid change and transformation. ▶ Employee communication programme.
This risk concerns whether we can continually meet customer ▶ Performance management process/leadership training.
requirements and have operational processes and systems that
can meet the demands placed on our products and employees. ▶ Creation of service catalogue.
▶ Regular Board review on progress.
Inconsistent communication across all stakeholder groups
could also impact the Group’s ability to execute its plans. ▶ Monthly operational performance reviews.
▶ Increased focus on customer journey, including operational
kick-off post sale.

36 CORPOR ATE GOVERNANCE
Corporate
governance
37 Executive leadership
38 Corporate governance report
41 Audit Committee report
43 Remuneration report
48 Report of the Directors
50 Directors’ responsibilities statement

STR ATEGIC REPORT CORPOR ATE GOVERNANCE FINANCIAL STATEMENTS 37
EXECUTIVE LEADERSHIP
Leading into the future
Kit Kyte Greg Price Keith Daley

Chief Executive Officer Chief Financial and Operations Officer Non-Executive Chairman
R
Kit was appointed in February 2021 to Joining Checkit as Director of Finance Keith is an experienced entrepreneur and
head up the Company’s growth function, in 2020, Greg was appointed CFOO chairman with deep knowledge of sales
which combines sales, marketing a year later, recognising his strategic and marketing. Originally a corporate
and commercial operations. He was contribution. He spent almost ten years banker, he bought, invested in, managed
formerly Vice President of Sales at global at Diageo before fulfilling financial and sold numerous businesses over
professional services firm Genpact. roles at the AA, Monarch Airlines and almost 40 years. Keith was appointed
Before his business career, he served Northgate Public Services. Non‑Executive Chairman in 2022 having
as a Captain in the Royal Gurkha Rifles. previously served Checkit in an Executive
capacity.
Key
Board member
Executive leadership
A Audit Committee
R Remuneration Committee
Simon Greenman Alex Curran

Non-Executive Director Non-Executive Director
A R A R
Simon has over 25 years of global Since October 2022, Alex has been
technology leadership experience as responsible for leading Aptitude
a Chief Digital Officer and CEO. He has Software plc’s North America
worked with and consulted for brands region as Regional Chief Executive
including B&W, AOL and Accenture. Officer. In November 2023, Alex was
Simon, until recently, sat on the World appointed CEO of Aptitude Software.
Economic Forum’s Global AI Council, is Aptitude Software is a global financial
a recognised global expert on AI and is software provider that helps complex
a partner at Best Practice AI. Earlier in organisations automate and transform
his career, he co-founded MapQuest. their financial business models. Alex was
com, one of the first internet and AI appointed to the Board in January 2023.
brands. Simon was appointed to the
Board in 2021.

CORPOR ATE GOVERNANCE REPORT
Applying the principles

of governance
The Board recognises the value of robust corporate governance In addition, Checkit has a regular programme of investor
and can confirm that it has complied with the Quoted Company engagement which includes product and trading updates
Alliance’s Corporate Governance Code (the Code, which was and presentations to shareholders immediately following the
first adopted in 2019). The Board continues to believe that the publication of the half-year and full-year results. The half-year and
Code provides the most suitable framework of governance full-year presentations give shareholders an opportunity to raise
arrangements for the Company, considering the size and stage questions with the Executives.
of development of the Company’s business. Checkit regularly
Feedback from shareholders is reviewed by the Board following
reviews the ten principles set out in the Code and updates
presentations, and Non-Executive Directors are also available to
the corporate governance page on our website to explain
meet major shareholders, if required.
how Checkit complies with each principle. Our statement of
compliance can be found at https://www.checkit.net/investor- Checkit’s main point of contact for shareholder engagement is the
relations/corporate-governance/. By complying with the Company Secretary and general contact details are also available
Code and maintaining a strong governance structure, Checkit on Checkit’s website to support communication and feedback.
aims to promote the long-term success of the Company and
its shareholders. Principle 3: take into account wider stakeholder
and social responsibilities and their implications
Principle 1: establish a strategy and business for long-term success
model which promotes long-term value
In addition to its shareholders, the Company’s other key
for shareholders stakeholder groups are:
Checkit is transitioning to a dynamic subscription-based global
business model, focused on annual recurring revenue driven by ▶ employees;
the provision of real-time operations management capability to ▶ customers;
our customers. In the past year, Checkit has continued to win new ▶ suppliers;
business in the US market and has appointed a new VP of Sales to ▶ regulators; and
assist with the acceleration of the Company’s presence in the US.
More detail can be found in the Strategic report on pages 1 to 35. ▶ local communities.
Strategy is the responsibility of the Board, the Chief Executive Checkit takes its responsibility to these stakeholders seriously
Officer, the Chief Financial and Operations Officer and the Global and seeks to actively engage with them regularly to inform and
Leadership Council. The business model is designed to achieve influence better decision making. A register of all interested
Checkit’s growth and profitability ambitions by ensuring ability to parties is maintained and assessed regularly by management as
scale and maximising operating efficiency. part of the quality framework. More detail can be found in the
S172 statement on pages 30 and 31.
Principle 2: seek to understand and meet
Principle 4: embed effective risk management,
shareholder needs and expectations
considering both opportunities and threats,
The Board is committed to engaging with shareholders to ensure
that the business strategy, operating model and performance are throughout the organisation
clearly understood and communicated. The Executive Directors The Board has responsibility for ensuring Checkit has effective
are in contact with the Company’s major shareholders in relation risk management processes and that a system of internal control
to strategic decisions and regularly pass feedback to the Board. is embedded within the organisation. The principal risks identified
In addition, Checkit’s nominated adviser and broker (Singer by the Board including mitigating controls are shown on pages 32
Capital Markets) and investor relations adviser (Yellowstone to 35 of this annual report. Checkit has an established framework
Advisory) keep the Executive Directors appraised of shareholder of internal financial controls which is subject to review by the
expectations and reactions. Executive Directors and the Audit Committee considering the
ongoing risks faced by the Group. The Audit Committee is
The Board looks to maximise opportunities to communicate and bound by formal terms of reference (which can be found on the
actively encourages feedback from the investor community. The Company’s website). In addition, Checkit’s auditor is encouraged
Board places great emphasis on having constructive relationships to raise with the Audit Committee any comments it may have
with all shareholders. The AGM is the main forum for dialogue in relation to risk management on an ad hoc basis and in its
with private shareholders and the Board. Shareholders are given management letter following its audit.
the opportunity to raise questions during the AGM.

The key elements of Checkit’s internal control The Board is supported by an Audit Committee and Remuneration
environment include: Committee. The Remuneration Committee is comprised of
Non-Executive Directors Keith Daley (Chair of Remuneration
▶ close involvement of the Executive Directors in the day-to-day Committee), Simon Greenman and Alex Curran. The Audit
running of the Group;
Committee is comprised of Simon Greenman (Chair of the
▶ clear lines of authority and reporting established; Audit Committee) and Alex Curran. Keith Daley’s financial
▶ regular internal audits of all departments within the business; background and in-depth knowledge of Checkit, Simon
▶ centralised control and decision making over key areas such Greenman’s senior leadership expertise and Alex Curran’s mixture
as capital expenditure and financing; and of UK and US high growth orientated experience provide the
necessary level and combination of skills and knowledge to
▶ a suite of regular reports focusing on the key performance and the respective Committees.
risk areas. Such reports include detailed annual budget setting
with monthly monitoring and daily reporting including reports Principle 6: ensure that between them the
on sales, orders and cash balances compared with budget. Directors have the necessary up-to-date
The Group undertakes regular updates and reviews of its business experience, skills and capabilities
processes, co-ordinated by the Group quality and compliance The Directors keep their skill set up to date with ongoing training
function, to ensure that it not only addresses basic financial and are informally regularly assessed. All Directors are put
controls but that non-financial controls are also in place over forward for re-election at each AGM.
areas such as information security, calibration and certification,
health and safety, environmental issues and adherence to law and The Directors are required to keep their relevant experience,
regulations. skill and capabilities up to date and are regularly assessed on an
informal basis.
Mitigation can only provide reasonable, but not absolute,
assurance against material misstatement or loss. As such, the The Board is supported by the Company Secretary and every
Group maintains appropriate insurance cover for the Group’s Director is aware of the right to have concerns added to minutes
activities, with the types of cover and insured values being and to seek independent advice at the Group’s expense
reviewed on a regular basis by the Board. where appropriate.
The Group maintains a risk register which not only highlights risks Principle 7: evaluate Board performance based
relevant to its businesses but also details the actions being taken on clear and relevant objectives, seeking
to mitigate these risks. These registers are reviewed regularly
continuous improvement
at Executive leadership team level and are subject to scrutiny
by the Board at least twice a year. The Board conducted an evaluation of its effectiveness during the
year ending 31 January 2024 and no major issues were identified.
More detail can be found in the principal risks and uncertainties A further evaluation is expected to be conducted in the third
report on pages 32 to 35. quarter of the year ending 31 January 2025. In addition, individual
Board member appraisals were undertaken for the first time to aid
Principle 5: maintain the Board as a well- overall Board effectiveness.
functioning, balanced team led by the Chairman
The Board regularly reviews its composition and is satisfied that Principle 8: promote a corporate culture based
it has an effective and appropriate balance of skills between the on ethical values and behaviours
Directors to deliver the strategy of the Company for the benefit of The Board understands that a healthy corporate culture based
its shareholders. on sound ethical values and behaviours is essential to creating a
The Board comprises the Non-Executive Chairman, Chief working environment in which employees feel valued and can be
Executive Officer, Chief Financial and Operations Officer and most effective.
two Non-Executive Directors. Biographies are set out on page 37 The employee handbook is updated regularly and provides
and illustrate the range of experience which the Board believes guidance to all business employees alongside a Company-
enables it to provide effective business leadership. All Board provided employee assistance programme to ensure ongoing
Directors are put forward for re-election at each AGM. employee wellbeing. Employee feedback and cultural tone are
Where new Board appointments are considered, the search regularly reviewed by the Board alongside regular employee
for candidates is conducted and appointments are made, on communication programmes. Team-based events are delivered
merit, against objective criteria and with due regard for the regularly throughout the year to promote a sense of belonging
benefits of diversity on the Board, including but not limited to and to promote collaboration and to build strong relationships.
gender balance. During FY24, a Charity Committee was formed to support our
cultural values and to promote charitable initiatives. FY25 will
The Chairman takes responsibility for a calendar of regular see an investment in resource for internal communications and
Board meetings and at least six times per year. The Board met engagement to further drive a positive and inclusive culture.
eight times in FY24. The Chairman ensures that Board agendas
reflect good corporate governance and concentrate on the key Since the COVID-19 pandemic, Checkit has supported employees
strategic, operational and financial issues. who are able to work remotely and introduced a remote-working
policy to embed flexible ways of working within the Company.
The Board is aware of the backgrounds and other interests of
the Directors and changes to these are reported and where The Company has a strict share dealing policy covering insider
appropriate agreed with the rest of the Board. Procedures are trading/inside information, the AIM Rules and Market Abuse
in place to manage potential conflict of interest. Regulations which apply to Checkit and individuals. This policy
is circulated to all individuals who qualify for share options
and who fall within the categories of insiders, PDMRs and
restricted persons.

CORPOR ATE GOVERNANCE REPORT CONTINUED
Principle 9: maintain governance structures and Given the current size and complexity of the Group, the Board
processes that are fit for purpose and support does not currently consider that a Nominations Committee
is required.
good decision making by the Board
The long-term success of the Group is the responsibility of Principle 10: communicate how the company is
the Board. Two Executive Directors have responsibility for governed and is performing by maintaining a
the operational management of the Group’s activities and dialogue with shareholders and other
development of the Group strategy. Three Non-Executive
Directors are responsible for bringing independent and objective
relevant stakeholders
judgement to Board decisions. The Company Secretary is Engagement with our stakeholders is key to a successful business
responsible for ensuring that Board procedures are followed, and and is an ongoing part of managing our business. We summarise
applicable rules and regulations are complied with. why and how we engage with our stakeholders, including our
shareholders, on pages 30 and 31.
A corporate calendar is set at the beginning of the financial year
and includes provisional dates for all Board and Committee The Group communicates with shareholders in a number of
meetings, ensuring an appropriate spread throughout the year. ways, including:
Standing agenda items are agreed at the beginning of each year ▶ the Group’s annual report and accounts;
and will include a schedule of matters which allow the Board to
carry out its duties effectively. ▶ full-year and half-year result announcements;
▶ other regulatory announcements;
Agendas are finalised and circulated with relevant supporting
information and papers to Board members ahead of the meetings.
▶ the Annual General Meeting and outcomes;
In addition, senior managers are regularly invited to attend ▶ meetings with existing shareholders;
meetings to update on business performance as appropriate. ▶ webinars or roadshows; and
The Company Secretary is responsible for ensuring that a ▶ one-to-one meetings with major (or potential) shareholders.
corporate calendar is available to the Board which sets out Corporate information available on the Company
activities including, but not limited to, Board and Committee website includes:
meetings dates, issue of key reports, business performance
cycle, key compliance activities, audits and key stakeholder ▶ annual reports for the last six completed financial years;
communication points. ▶ full and half-year results announcements;
The Board has two sub-Committees as follows: ▶ notices of general meetings for the last six completed financial
years; and
Audit Committee: ▶ other regulatory announcements.
The Audit Committee oversees the integrity of the financial
results and risk management strategy of the Company. The Company engages its broker (Singer Capital Markets) and
investor relations advisers to assist in shareholder interaction and
It engages and works with the external financial auditor and feedback. The Board receives regular updates on the views of
Group management. It reviews and reports to the Board shareholders from these advisers.
on significant issues including estimates and judgements
made in connection with the preparation of the Group Regular online Company-wide meetings, off-site events and video
financial statements. updates from the Executives ensure that important updates are
communicated to employees. All employees are invited to watch
Full details of the Report of the Audit Committee are set out the presentation by the Executives which follow the release of our
on pages 41 and 42. The Audit Committee met three times half and full-year results.
during FY24.
Employees are also directed to the Company website, internal
Remuneration Committee: HR portal and encouraged to keep up to date with Company
This Committee ensures that the Group’s Executive remuneration reports. For further and more detailed explanations of how
policy is aligned to the implementation of the Company strategy the Group maintains a dialogue with shareholders and other
and shareholder interests. The Committee seeks to establish relevant stakeholders, see the Company’s S172(1) statement
a remuneration policy that is designed to motivate, retain and on pages 30 and 31.
attract Executives of the calibre necessary to achieve the Group’s
strategic ambitions. Full details of the Report of the Remuneration
Committee can be found on pages 43 to 47. The Remuneration
Committee met six times during FY24.

AUDIT COMMITTEE REPORT
Audit Committee
report
Dear Shareholders, This year, having considered the
I am pleased to present my report as effectiveness and performance of the
Chair of the Audit Committee (the independence auditor, who reported on
Committee) for the financial year ended the Company last year, the Committee
31 January 2024. has recommended to the Board the
re-appointment of Cooper Parry Group
Composition Limited as independent auditor of the
The Committee consists of Non- Company for the next financial year.
Executive Director Alex Curran and
Services, independence and
myself. I was appointed Chair of the
Committee in January 2023 and am fees
grateful for the support I have received The independent auditor provides the
from the Committee in assisting with the Committee with:
preparation of this report. The biographies
▶ a report to the Committee giving an
of the Committee members can be found
overview of the results, significant
on page 37 and the Company’s website.
contracts and judgements and
The Board considers that for the size observations on the control
and complexity of the Company, the environment; and
Committee is properly constituted and has ▶ an opinion on the truth and fairness of
Simon Greenman a sufficient level of competence. the Group and Company accounts.
Non-Executive Director
External independent auditor The Committee monitors the cost
The detailed independent report of the effectiveness of audit and assesses if
auditor is shown on pages 51 to 54. any non-audit work performed by the
independent auditor could result in a
Re-appointment conflict of interest.
The appointment of the independent The Committee has reviewed the controls
external auditor is approved by in place to ensure audit independence,
shareholders annually. The audit of the which include:
financial statements is conducted in
accordance with International Standards ▶ Group policies around Committee
on Auditing (UK) (ISAs), issued by the approval requirement for significant
Auditing Practices Board. non-audit work;
There are no contractual obligations that

▶ Group policy prohibiting the provision
of bookkeeping services;
act to restrict the Committee’s choice of
external auditor. ▶ regulations around appointment of
auditor ex-employees;
In FY23, the Committee recommended
▶ regular reviews of non-audit fees to the
to the Board the appointment of a new
independent auditor; and
auditor. The Committee ran a competitive
tender exercise to ensure that the ▶ Cooper Parry Group Limited
Company receives value for money and recommended internal controls that
the Company’s auditor for FY23 is better have been implemented to prevent a
suited to the profile of the Company. conflict of interest.
Following the tendering exercise, the FY24 non-audit fees amounted to £nil
Company appointed Cooper Parry Group (FY23: £nil).
Limited as independent auditor for FY23.

AUDIT COMMITTEE REPORT CONTINUED
Governance Internal financial control systems

The Group applies the Quoted Companies Alliance Corporate The Audit Committee is required to assist the Board in its annual
Governance Code. assessment of the effectiveness of risk management and internal
control systems.
The Committee’s terms of references are available on request
from the Company Secretary and on the Company website The Committee approved the continued use of a Group
https://www.checkit.net/investor-relations/committees/. risk management framework and regularly reviews the risk
register and profile, as managed by the Board members and
Main activities senior management.
The Committee met three times during the financial year. Cooper
The internal control framework is reviewed for effectiveness using
Parry attended two of the meetings.
an assessment framework to ensure the following are in place:
Subsequent to the year end, the Committee has met once with
the independent auditor to discuss the findings of the year‑end
▶ risk mitigation controls can be evidenced and supported;
audit and contents of the Audit report. ▶ issues are raised appropriately, documented and followed up,
including those raised by the external auditor;
The Executive Directors are not members of the Committee but
attend Committee meetings by invitation, in particular attending
▶ clearly defined lines of responsibility are in place;
the meetings at which the interim and annual results are reviewed. ▶ appropriate segregation of duties is built into processes;
▶ appropriate delegation of authority is in place, including Board
The key activities carried out by the Committee include:
approval of budgets and forecasts;
▶ monitoring the integrity of the financial statements ▶ a process of results comparison and financial performance
and reporting of the Group; management is in place, and variances are followed up
▶ reviewing financial reporting significant issues, accounting and investigated;
policies and disclosures; ▶ the Group appoints staff of the required calibre to fulfil their
▶ reviewing the effectiveness of the Group’s risk allotted responsibilities; and
management framework; ▶ annual management reviews of controls and risk are evidenced
▶ reviewing the appropriateness and effectiveness of Group and actions are completed.
internal controls;
The Committee was satisfied that it was appropriate for the
▶ making recommendations to the Board on the appointment, Board to make the statements regarding internal controls
re‑appointment and removal of the Group’s independent auditor; included in the Report of the Directors and the Directors’
▶ reviewing the independent auditor’s audit strategy and responsibilities statement.
implementation plan;
Quality accreditations and internal audit
▶ reviewing auditor findings in relation to the annual reports;
The Group has policies and processes in place which meet
▶ overseeing the Board’s relationship with the independent the requirements of ISO 9001 and ISO 27001. These standards
auditor; and
are audited annually and the Group is accredited with both as
▶ reviewing the Group’s procedures for detecting and of 31 January 2024.
responding to possible wrongdoing, fraud and bribery.
The standard illustrates Group compliance with industry
The Committee reports on all such matters to the Board. standards around the framework of Group processes and
The Committee’s work also included reviewing the financial data security.
statements, key financial policies, including accounting, tax and The Company employs a compliance manager with responsibility
treasury, and significant issues of judgement, detailed as follows: for facilitating audits and maintaining a programme of internal
audit, ensuring effective risk management throughout a time
Going concern of business transformation. The Committee is confident in the
The Group continues to prepare its financial statements internal audit activity and that the framework is effective.
on a going concern basis, as set out in Note 1 to the financial
statements. The Committee has reviewed the financial forecasts Reporting to the Board
prepared by management as at the date of this report, and has The Committee reports back to the Board regularly on matters
concluded that it was appropriate for the Group to prepare its under its purview.
financial statements on a going concern basis.
Approval
Revenue recognition This report was approved by the Committee, on behalf of the
The revenue recognition accounting policies across the business Board, on the date shown below and signed on its behalf by:
are set out in Note 1 to the financial statements.
Deferred taxation
Simon Greenman
The Committee reviewed the appropriateness of the recognition
Chair of the Audit Committee
of deferred taxation. The level of deferred tax asset recognition
in relation to accumulated tax losses is underpinned by a range 24 April 2024
of judgements. The Committee was satisfied that no recognition
of deferred tax asset is included. Further details on these are
disclosed in Notes 1, 8 and 14 respectively.

REMUNER ATION REPORT
Remuneration
report
Dear Shareholders, Governance
The following Remuneration report Companies with securities listed on AIM
for FY24 has been prepared by the are not required to comply with either
Remuneration Committee and approved the Large and Medium-sized Companies
by the Board. Shareholders will be invited and Groups (Accounts and Reports)
to approve this report at the forthcoming (Amendment) Regulations 2013 or the
Annual General Meeting. UKLA Listing Rules.
Composition The Company has adopted the QCA

The Remuneration Committee currently Code and applied the regulations and
consists of Simon Greenman, Alex Curran guidelines as far as is practical, given the
and myself. size of the Group.
No member of the Committee has or has This reflects its commitment to

had any personal financial interest (other maintaining high standards of corporate
than as shareholder) or conflicts of interest governance and open communication
from cross directorships. with shareholders.
Terms of reference reflect the adoption
Role of the QCA Code and are available
The Committee sets policy on Directors’ on our website or from the Company
Keith Daley remuneration and determines the Secretary on request.
Non-Executive Chairman remuneration packages of each of the
Group’s Executive Directors. The Committee regularly reviews
Group remuneration and ensures an
The Committee also reviews and appropriate balance between fixed and
determines elements of remuneration variable elements. Director packages are
related to: benchmarked against market norms and
▶ any employee with a base salary of more independent advisers engaged where
than £150k; and appropriate.
▶ all employee schemes involving equity- It is the responsibility of the Committee
related incentives. to ensure the policy is effectively
implemented and that shareholders’
interests are at the core of any
remuneration policy design.
Unaudited information
The independent auditor is not required to
audit and has not, except where indicated,
audited the information included in
the Remuneration report. The audited
information meets the remuneration
disclosure requirements of Rule 19 of the
AIM Rules for Companies.

REMUNER ATION REPORT CONTINUED
Executive Directors’ remuneration policy

The purpose of the policy is to motivate and incentivise appropriately experienced senior Executives of high calibre, who are best
placed to ensure the Company achieves its strategic goals and delivers medium to long-term shareholder value.
The table below illustrates the policy to operate until the next AGM in 2025:
Purpose Principles and application

Basic salary
To attract and retain high calibre Executives who are expected Salaries are reviewed annually in light of benchmarking data and
to design and execute an ambitious growth strategy. competitor intelligence.
Pension
To offer the opportunity for Executives to accrue pension Executives are eligible to join the Group pension scheme immediately
rights in line with maximum HMRC limits. on joining at an enhanced rate of Company contributions.
Benefits
To offer a benefits package in line with best market practice. Executives are offered income protection, family private medical
cover and in-service death cover.
Short Term Incentive Plans (STIP)

To incentivise strong short-term financial performance in Plans are reviewed and set annually with financial performance targets
each year. being set in Q1. Payment may be in either cash or Company shares.
Maximum payment will not normally exceed 125% of base salary.
Long Term Incentive Plans (LTIP)

To incentivise long-term performance and sustained An LTIP has been established for the CEO to provide a meaningful reward
improvement in shareholder value. over a period of five years by incentivising the delivery of shareholder value.
The LTIP is linked to growth and profit metrics and a share price target.
Options plan: Enterprise Management Incentive Scheme (EMI)

To incentivise long-term performance and sustained Option grants are made at Remuneration Committee discretion.
improvement in shareholder value. No EMI total award shall relate to shares exceeding a value of
£250,000 measured at time of grant.
Notes
Basic salary
FY24:
The Committee awarded an increase in base salaries of 3.5%, effective from 1 August 2023.
FY25:
Subject to the level of ongoing inflationary pressure, the Committee may consider a review of base salaries in August 2024.
Annual bonus plan

Bonuses are not contractual and remain at the discretion of the Remuneration Committee.
FY24
In FY24, bonuses were awarded to Kit Kyte of £51k and Greg Price of £14k based on the achievement of targets set at the start of the year.
FY25:
An FY25 in-year Executive bonus plan has been agreed per below:
Executive Director Metrics Earning potential
K Kyte Financial performance 125% average of base

G Price Financial performance 50% average of base
Detailed financial targets and performance metrics have been agreed. Payment of any bonus is dependent on Remuneration Committee
assessment and approval.
Long Term Incentive Plans

In March 2022, Kit Kyte was granted options under an LTIP. The LTIP was designed to provide a meaningful reward over a period of five
years by incentivising the delivery of shareholder value. The LTIP is linked to growth and profit metrics and a share price target. Under
the terms of the LTIP, Mr. Kyte has been granted nominal cost options over 1,500,000 Ordinary Shares. The options will vest over three
separate periods in tranches of 500,000 options. The vesting date for the first tranche of options will be 10 business days after the
publication of the Group’s audited annual accounts for the financial year ending 31 January 2025 or, in the Board’s absolute discretion,
10 business days after the publication of the Group’s interim report for the financial year ending 31 January 2026. The vesting date for
the second tranche shall follow the same pattern as the first tranche albeit for the financial year ending 31 January 2026 in relation to the
audited annual accounts and 31 January 2027 for the interim report. The vesting date for the third tranche shall be the date 10 business
days from the publication of the audited consolidated accounts for the Group for the financial year ending 31 January 2027.
Each tranche of options will be subject to performance criteria and shall only vest subject to a ‘Rule of 40 Target’ being met on the dates
outlined above. In addition, to be exercisable, the share price must be at or above a share price target of 130p (the “Share Price Target”)
on the date the options are exercised and the average share price must have been at or above this level during the 6 months prior to the
exercise date. If the Rule of 40 and Share Price Target are not met on the relevant vesting date(s) set out above the relevant tranche of
options shall lapse, subject to the discretion of the Board.
Enterprise Management Incentive Plan

In May 2020, the Board approved a tax-advantaged Enterprise Management Incentive (EMI) Plan (the Plan) to grant options to staff.
The Plan was drafted with input from Deloitte LLP and complies with the provisions of the EMI Code of the Income Tax (Earnings &
Pensions) Act 2003.
Under the Plan, the Company may grant share options to staff over shares with a value up to a limit of £250,000 (measured at time
of grant) per employee as part of the Company’s reward and retention policy.
Company Share Option Plan

In March 2022, the Board approved a tax-advantaged Company Share Option Plan (CSOP) as a schedule of the EMI Plan.
Under the Plan, the Company may grant share options to staff over shares with a value up to a limit of £60,000 per employee as part
of the Company’s reward and retention policy.
Non-Executive Directors are not eligible for the EMI or CSOP scheme. Share options may be exercised between years three and ten
and will lapse if employment ceases.
The Remuneration Committee is responsible for approving all awards of EMI and CSOP share options and its current policy is to issue
options to all employees with the minimum award being over 5,000 shares. Since January 2023, all options awarded to employees
contain an EBITDA performance condition; options can only be exercised if the Company is EBITDA breakeven or positive at the date of
exercise and has been EBITDA breakeven or positive on average over the six months prior to the date of exercise.
EMI and CSOP options in issue as at 31 January 2024 are as per below
Options at
Exercise Option 31 January
Employee date price 2024
K Kyte 25 March 2025 0.05p 1,500,000

K Kyte 9 January 2026 23p 500,000
G Price 17 February 2024 55.5p 100,000
G Price 9 July 2025 23p 845,653
Other employees 7 July 2023 40.5p 900,000
Other employees 17 February 2024 55.5p 105,000
Other employees 12 July 2024 57p 410,000
Other employees 9 January 2026 23p 75,000
Other employees 9 July 2025 23p 75,000
Other employees 18 March 2025 40p 717,500
Other employees 11 August 2026 23p 790,000
Other employees 5 October 2026 30p 495,000
US Sub Plan 17 February 2024 55.5p 122,500
US Sub Plan 18 March 2025 40p 75,000
US Sub Plan 9 January 2026 23p 5,000
US Sub Plan 11 August 2026 23p 10,000
K Kyte total 2,000,000
G Price total 945,653
Employees total 3,780,000
Total 6,725,653

REMUNER ATION REPORT CONTINUED
Notes continued
Employment contracts
Executive Directors
All Executive Directors are employed on service contracts terminable on six months’ notice by the Company or the Director.
Non-executive Directors
All Non-Executive Directors serve under letters of appointment terminable on three months’ written notice by the Company or the
Director. Their remuneration is determined by the Board (excluding the Non-Executive Directors) within the limits set by the Articles of
Association and is based on fees paid in similar companies and the skills and expected time commitment of the individual concerned.
The basic fees were reviewed during FY24 and fees were increased by 3.5% at the mid-year point. The Non-Executive Directors receive
no remuneration or benefits in kind other than their basic fees and are not eligible for any equity-based incentive schemes.
Total emoluments and the single figure of total remuneration emoluments for the Executive and Non-Executive Directors are set
out below.
The figures represent amounts earned during the relevant financial year. Such emoluments are charged in the same financial year.
Audited information
LTIPs vested
or options Single
Pension exercised figure
Year to Basic pay Benefits 1
Bonuses Total contribution2 in year remuneration
31 January 2024 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Executive Directors
K Kyte 329 2 51 382 19 — 401
G Price 179 — 14 193 13 — 206
Non-Executive Directors
K Daley 106 — — 106 — — 106
S Greenman 42 — — 42 — — 42
A Curran 33 — — 33 — — 33
Total 689 2 65 756 32 788
LTIPs vested
or options Single
Pension exercised figure
Year to Basic pay Benefits 1
Bonuses Total contribution2 in year remuneration
31 January 2023 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Executive Directors
K Kyte 306 2 202 510 23 — 533
G Price 153 — 51 204 11 — 215
Non-Executive Directors
K Daley 102 — — 102 — — 102
J Wilson 41 — — 41 — — 41
S Greenman 41 — — 41 — — 41
A Curran — — — — — — —
Total 643 2 253 898 34 — 932
The emoluments of the highest paid Director in FY24 were £401,000 compared to £533,000 in FY23.
1 Benefits include private medical insurance for directors and dependants
2 Includes payments made in lieu of pension contributions.

The annual basic pay for each current serving Director as at 31 January 2024 is as follows:
Basic pay at Basic pay at
31 January 2024 31 January 2023
Year to 31 January £’000 £’000
K Daley 108 104

K Kyte 323 312
G Price 183 156
S Greenman 43 41
A Curran 43 41
Total 700 654
Unaudited information
Directors’ share ownership
The shares owned by the current Directors serving as at 31 January 2024 are as follows:
Shares owned Shares owned Shares owned
outright at outright at outright at
the date of 31 January 31 January
this report 2024 2023
K Daley 21,425,366 20,925,366 20,925,366

S Greenman 56,347 56,347 56,347
A Curran 1,600 1,600 —
K Kyte 167,872 167,872 108,695
G Price 54,350 54,350 54,350
Total 21,705,535 21,205,535 21,144,758
Amounts payable to outside advisers in respect of Directors’ remuneration:

Independent remuneration advisers were engaged during FY24 at a cost of £nil (FY23: £9k).
Approval
This report was approved by the Board of Directors on the date shown below and signed on its behalf by:
Keith Daley
Chair of Remuneration Committee
24 April 2024

REPORT OF THE DIRECTORS
Report of
the Directors
The Directors present their annual report and accounts, Health, safety and environment
together with the audited financial statements, for the year The Group recognises and accepts its responsibilities for
ended 31 January 2024. maintaining high standards of health and safety management
Principal activity for all its operations to safeguard its employees, customers and
the local community. The Group strives to minimise its impact
Checkit plc is the holding company of Checkit Europe Limited, on the environment and is committed to the maintenance of
Checkit UK Limited, Checkit Inc, Checkit LLC and two other environmental controls as they relate to the business and aims
non‑trading companies detailed on page 71 (together Checkit) to ensure that its activities comply at all times with relevant
and which is a leading provider of an intelligent operations environmental legislation.
management platform for deskless workforces, enabling
operational agility and intelligent decision making in large Streamlined energy and carbon reporting
multinational and complex national organisations. The Group has chosen not to report data from any of its UK
Checkit’s subscription business model offers optional plug‑ins subsidiary undertakings as none of them are large companies
for smart sensor networks and workflow task management. and, therefore, are not required to report such information
Checkit’s solutions apply digital tools and monitoring to transform on a stand-alone basis. The parent company is exempt from
workforce management, and incorporate physical assets into reporting, as given the nature of its activities, it is a low energy
a digital ecosystem using Internet of Things (IoT) sensors and user consuming less than 40MWh during the year.
monitoring devices.
Financial instruments
A detailed review of the business, its results and future direction Principal financial risks and mitigating activities have been set out
is included in the Strategic report set out on pages 1 to 35. within the Strategic report. Additionally, Note 24 to the financial
statements provides further details in respect of financial risk
Results and future developments
management and objectives.
The Group’s loss on ordinary activities after taxation for the year
was £4.5m compared to £12.3m last year. The Group’s results are Directors and their interests
set out in the consolidated income statement on page 55 and The present membership of the Board is as follows:
are explained in the Chief Financial and Operations Officer’s
statement on pages 18 and 19. ▶ Kit Kyte, Chief Executive Officer;
The subsidiaries of the Group as at 31 January 2024 are listed
▶ Gregory Price, Chief Financial and Operations Officer;
in Note 13. ▶ Keith Daley, Non-Executive Chairman;
▶ Simon Greenman, Non-Executive Director; and
The Directors do not propose a dividend in respect of the year
ended 31 January 2024 (2023: £nil). ▶ Alex Curran, Non-Executive Director.
Biographical details of the current Directors are set out on
Going concern
page 37 and details of Directors’ beneficial interests in the
The Group’s business activities, performance and position are set shares of the Company as at 31 January 2024 are set out in
out in the Strategic report. The financial position of the Group the Remuneration report on pages 43 to 47.
is described on pages 18 and 19. Details of the key risks and
uncertainties in the business, along with the mitigation actions The Board follows best practice recommendations and,
in place, have been presented in the risks and uncertainties on accordingly, the whole Board will be offering itself for
pages 32 to 35. re‑appointment or appointment as appropriate.
The Directors have considered the going concern assumption

and have reviewed detailed budgets for the next two years.
Having considered the Group’s cash flows and liquidity position,
the Directors have concluded that the Group has adequate
resources to continue operations for the foreseeable future and
therefore continue to adopt the going concern basis in preparing
the financial statements.

Directors’ indemnity arrangements Employees

The Company has granted indemnities to each of its Directors The Group’s policies are designed to provide for the welfare,
of all losses arising out of or in connection with the execution health and safety of its employees. The Group is committed
of their powers, duties and responsibilities as Directors to to ensuring there are equal opportunities for all employees,
the extent permitted by the Companies Act 2006 and the regardless of gender, race, age, disability, religion or sexual
Company’s articles. orientation, where it is reasonable and practicable within existing
legislation. The Group offers training (through LinkedIn Learning,
Such qualifying third party indemnity provisions remain in force
for example) to employees, enabling them to enhance their skill
at the date of this report.
base and assist the business in meeting future challenges. In
The Group has purchased and maintained throughout the year addition, the Group ran a series of equality, diversity and inclusion
Directors’ and Officers’ liability insurance in respect of itself and workshops this financial year. The Group continues to keep its
its Directors. staff informed of matters affecting them as employees and of the
various factors affecting the performance of the Group through
Directors’ remuneration regular communications including fortnightly videos from the
Details of Directors’ remuneration are contained in the Chief Executive Officer.
Remuneration report on pages 43 to 47.
Disclosure of information to the auditor
Share capital The Directors confirm that there is no relevant audit information
As at the date of this report, the total number of shares in of which the Group’s auditor is unaware and each Director has
issue (being ordinary shares of 5 pence each) is 108,008,562 taken all the steps that he ought to have taken as a Director to
(2023: 108,008,562). make himself aware of any relevant audit information and to
establish that the Group’s auditor is aware of that information.
Details of the share capital are given in Note 20 to the This confirmation is given and should be interpreted in
financial statements. accordance with Section 418 of the Companies Act 2006.
Substantial shareholdings Annual General Meeting
As at 31 March 2024 (being the latest practicable date before The Company’s AGM will be held at noon on 6 June 2024 at the
the publication of this report), the Company has been notified in offices of Fieldfisher LLP, Riverbank House, 2 Swan Lane, London
accordance with Chapter 5 of the Disclosure Transparency Rules EC4R 3TT. Accompanying this annual report and accounts is a
of the following interests of 3% or more in its issued ordinary letter from the Chairman and a Notice of AGM that sets out the
share capital: resolutions to be considered and approved at the meeting.
D&A(UK) Holdings Limited 21.76%
On behalf of the Board
Mr K Daley 19.84%
Herald Investment Management Limited 9.42%
Ruffer LLP 7.30%
Chelverton Asset Management 5.09% Hugh Wooster
Group General Counsel and Company Secretary
As far as the Directors are aware, there were no other interests
above 3% of the issued ordinary share capital. 24 April 2024
Registered number 00448274

The Company’s website, www.checkit.net, provides updated
information on substantial shareholdings.

DIRECTORS’ RESPONSIBILITIES STATEMENT
Directors’
responsibilities statement
The Directors are responsible for preparing the annual report The Directors are responsible for the maintenance and
and the Group and parent company financial statements in integrity of the corporate and financial information included
accordance with applicable law and regulations. on the Company’s website. Legislation in the UK governing
the preparation and dissemination of financial statements may
Company law requires the Directors to prepare Group and parent
differ from legislation in other jurisdictions.
company financial statements for each financial year. As required
by the AIM Rules of the London Stock Exchange, they are required Directors’ responsibilities statement
to prepare the Group financial statements in accordance with
We confirm that to the best of our knowledge:
UK-adopted International Accounting Standards (IFRSs) and
applicable law and have elected to prepare the parent company ▶ the financial statements, prepared in accordance with the
financial statements in accordance with UK accounting standards relevant financial reporting framework, give a true and fair
and applicable law (UK Generally Accepted Accounting Practice), view of the assets, liabilities, financial position and profit or
including FRS 101 “Reduced Disclosure Framework”. loss of the Company and the undertakings included in the
consolidation taken as a whole;
Under company law, the Directors must not approve the financial
statements unless they are satisfied that they give a true and fair ▶ the annual report includes a fair review of the development
view of the state of affairs of the Group and parent company and and performance of the business, the position of the Company
of their profit or loss for that period. In preparing each of the and the undertakings included in the consolidation taken as
Group and parent company financial statements, the Directors a whole, together with a description of the principal risks and
are required to: uncertainties that it faces; and
▶ the annual report and financial statements, taken as a whole, is
▶ select suitable accounting policies and then apply fair, balanced and understandable and provides the information
them consistently; necessary for shareholders to assess the Company’s
▶ make judgements and estimates that are reasonable, relevant, performance, business model and strategy.
reliable and prudent;
By order of the Board
▶ for the Group financial statements, state whether they have
been prepared in accordance with IFRSs;
▶ for the parent company financial statements, state whether Greg Price
applicable UK accounting standards have been followed,
Chief Financial and Operations Officer
subject to any material departures disclosed and explained
in the financial statements; 24 April 2024
▶ assess the Group and parent company’s ability to continue as
a going concern, disclosing, as applicable, matters related to
going concern; and
▶ use the going concern basis of accounting unless they either
intend to liquidate the Group or the parent company or to
cease operations, or have no realistic alternative but to do so.
The Directors are responsible for keeping adequate accounting
records that are sufficient to show and explain the parent
company’s transactions and disclose with reasonable accuracy
at any time the financial position of the parent company and
enable them to ensure that its financial statements comply with
the Companies Act 2006. They are responsible for such internal
control as they determine is necessary to enable the preparation
of financial statements that are free from material misstatement,
whether due to fraud or error, and have general responsibility for
taking such steps as are reasonably open to them to safeguard
the assets of the Group and to prevent and detect fraud and
other irregularities.
Under applicable law and regulations, the Directors are also
responsible for preparing a Strategic report and a Directors’
report that comply with that law and those regulations.

INDEPENDENT AUDITOR’S REPORT

to the members of Checkit plc
Opinion
We have audited the financial statements of Checkit plc (the ‘parent company’) and its subsidiaries (the ‘Group’) for the year ended
31 January 2024 which comprise the Consolidated Statement of Comprehensive Income, the Consolidated and Company Balance
Sheets, the Consolidated and Company Statements of Changes in Equity, the Consolidated Statement of Cash Flows and the related
notes to the financial statements, including a summary of significant accounting policies.
The financial reporting framework that has been applied in the preparation of the Group financial statements is applicable law and UK
adopted international accounting standards. The financial reporting framework that has been applied in the preparation of the parent
company financial statements is applicable law and United Kingdom Accounting Standards including Financial Reporting Standard 101
‘Reduced Disclosure Framework’ (United Kingdom Generally Accepted Accounting Practice).
In our opinion:
▶ the financial statements give a true and fair view of the state of the Group’s and of the parent company’s affairs as at 31 January 2024
and of the Group’s loss for the year then ended;
▶ the Group financial statements have been properly prepared in accordance with UK adopted international accounting standards;
▶ the parent company financial statements have been properly prepared in accordance with United Kingdom Generally Accepted
Accounting Practice; and
▶ the financial statements have been prepared in accordance with the requirements of the Companies Act 2006.
Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities
under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our
report. We are independent of the group and parent company in accordance with the ethical requirements that are relevant to our audit
of the financial statements in the UK, including the FRC’s Ethical Standard as applied to listed entities, and we have fulfilled our other
ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our opinion.
Our approach to the audit

The group audit was scoped by obtaining an understanding of the group and its environment, including the group’s system
of internal control, and assessing the risks of material misstatement in the financial statements. We also addressed the risk of
management override of internal controls, including assessing whether there was evidence of bias by the Directors that may have
represented a risk of material misstatement.
In order to assess the risks identified, and to determine the planned audit responses based on a measure of materiality, the
engagement team performed an evaluation of identified components calculated by considering the significance of components
as a percentage of the group’s total revenue and loss before taxation and the group’s total assets.
In establishing the overall approach to the group audit, we assessed the audit significance of each reporting unit in the group by
reference to both its financial significance and other indicators of audit risk, such as the complexity of operations and the degree
of estimation and judgement in the financial results. We identified four individually significant components.
We performed a full-scope audit of the financial statements of the parent company, Checkit Europe, Checkit UK and Checkit LLC.
The operations that were subject to full-scope audit procedures made up 100% of consolidated revenues and 99% of consolidated
loss after tax. Entities subject to review-scope audit procedures made up 0% of the consolidated revenue and 1% of consolidated
loss after tax. We applied analytical procedures to the Balance Sheets and Statements of comprehensive income of the entities
comprising the remaining operations of the group, focusing on applicable risks identified as above, and their significance to the
group’s balances.
Key audit matters

Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial statements
of the current year and include the most significant assessed risks of material misstatement (whether or not due to fraud) we identified,
including those which had the greatest effect on the overall audit strategy, the allocation of resources in the audit, and directing the efforts
of the engagement team. These matters were addressed in the context of our audit of the financial statements as a whole, and in forming
our opinion thereon, and we do not provide a separate opinion on these matters.

52 FINANCIAL STATEMENTS
INDEPENDENT AUDITOR’S REPORT CONTINUED

Key audit matters continued

Risk Description Our response to the risk
Revenue recognition We have assessed accounting policies for consistency and

appropriateness with the financial reporting framework and
As detailed in note 1 to the financial statements, Summary of
in particular that revenue was recognised when performance
significant accounting policies, the Group’s revenue is generated
obligations were fulfilled. In addition, we reviewed for the
from a number of streams, including subscription services,
consistency of application as well as the basis of any recognition
consultancy and other services.
estimates.
We have obtained an understanding of processes through which
Given the material nature of revenue and the variety of methods it the businesses initiate, record, process and report revenue
is generated through, the appropriateness of revenue recognition transactions.
and management’s application of the Group’s revenue recognition
We performed walkthroughs of the processes as set out by
accounting policies represents a key risk area of significant
management, to ensure controls appropriate to the size and
judgement in the financial statements.
nature of operations are designed and implemented correctly
throughout the transaction cycle.
In particular, we consider that a significant risk arises on the A sample of contracts have been reviewed and tied through to
occurrence of revenue for new SaaS contracts as there is greater sales transactions throughout the year. These have been vouched
potential for fraud and error than on existing contracts where to invoice, signed contracts, sales quotes and purchase orders and
revenues primarily arise from the release of contract liabilities nominal posting.
recognised in the prior year.
A complete listing of journals posted to revenue nominal
codes has been obtained. We have tested unexpected manual
adjustments to supporting evidence on a sample basis.
We performed cut-off procedures to test transactions around
the year end and verified a sample of revenue to originating
documentation to provide evidence that transactions were
recorded in the correct year.
Our procedures did not identify any material misstatements in the
revenue recognised during the year.
We challenged the assumptions used in the impairment model
for goodwill and intangibles, which is described in note 11 to the
financial statements.
Impairment of goodwill We considered accuracy of forecasts by comparing historical

budgets to recent trading performance.
The group invests heavily in development and capitalises the
costs of that development where deemed appropriate. The We assessed the appropriateness of the assumptions concerning
recoverability of the resulting intangible asset is a material growth rates and inputs to the discount rates against latest market
judgement, and the group’s assessment of carrying value requires expectations.
significant judgement, in particular regarding cash flows, growth
rates, discount rates and sensitivity assumptions. We performed sensitivity analysis to determine whether an
impairment would be required if bookings growth was lower than
In addition, given the current overall performance of the business forecast rate.
there is a risk of impairment with regard to intangible assets,
including goodwill. We concur with the assessment that there is no identified
impairment of the goodwill and intangibles balance as at year end.
Our application of materiality

We apply the concept of materiality in planning and performing our audit, in determining the nature, timing and extent of our audit
procedures, in evaluating the effect of any identified misstatements, and in forming our audit opinion.
The materiality for the group financial statements as a whole was set at £240,000. This has been determined with reference to the
benchmark of the group’s revenue which we consider to be an appropriate measure for a group of companies such as these. Materiality
represents 2% of revenue. Performance materiality has been set at 75% of group materiality.

Our application of materiality continued

The materiality for the parent company financial statements as a whole was set at £216,000 and performance materiality represents 75%
of materiality. This has been determined with reference to the parent company’s net assets, capped at 90% of group materiality, which we
consider to be an appropriate measure for a holding company with investments in trading subsidiaries. Materiality represents 0.5% of net
assets as presented on the face of the parent company’s Balance Sheet.
Conclusions relating to going concern

In auditing the financial statements, we have concluded that the directors’ use of the going concern basis of accounting in the preparation
of the financial statements is appropriate.
Our evaluation of the directors’ assessment of the group and parent company’s ability to continue to adopt the going concern basis of
accounting included:
• Reviewing management’s cash flow forecasts for a period of at least 12 months from the date of approval of these financial statements;
• Challenging management on key assumptions included in their forecast scenarios;
• Considering the potential impact of various scenarios on the forecasts;
• Reviewing results post year end to the date of approval of these financial statements and assessing them against original budgets; and
• Reviewing management’s disclosures in the financial statements.
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 ability to continue as a going concern for a period of at least twelve months from
when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of
this report.
Other information
The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report
thereon. The directors are responsible for the other information included in the annual report. Our opinion on the financial statements does
not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance
conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially
inconsistent with the financial statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If
we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material
misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we
conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:
▶ the information given in the Strategic report and the Directors’ report for the financial year for which the financial statements are prepared
is consistent with the financial statements; and
▶ the Strategic report and the Directors’ report have been prepared in accordance with applicable legal requirements.
Matters on which we are required to report by exception

In the light of the knowledge and understanding of the Group and the parent company and their environment obtained in the course
of the audit, we have not identified material misstatements in the Strategic report or the Directors’ report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if,
in our opinion:
▶ adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us;
or the parent company financial statements are not in agreement with the accounting records and returns; or
▶ certain disclosures of Directors’ remuneration specified by law are not made; or
▶ we have not received all the information and explanations we require for our audit.
Responsibilities of Directors
As explained more fully in the Directors’ responsibilities statement set out on page 50, the Directors are responsible for the preparation of
the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Directors determine
is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the Directors are responsible for assessing the Group’s and the parent company’s ability to continue
as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless
the Directors either intend to liquidate the Group the parent company or to cease operations, or have no realistic alternative but to do so.

INDEPENDENT AUDITOR’S REPORT CONTINUED

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement,
whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance,
but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be
expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our
responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our
procedures are capable of detecting irregularities, including fraud, is detailed below:
Our assessment focused on key laws and regulations the group and parent company have to comply with and areas of the financial
statements we assessed as being more susceptible to misstatement. These key laws and regulations included but were not limited to
compliance with the Companies Act 2006, AIM listing rules, UK adopted international accounting standards, United Kingdom Generally
Accepted Accounting Practice (UK GAAP) and relevant tax legislation in the jurisdictions in which the group operates.
We are not responsible for preventing irregularities. Our approach to detecting irregularities included, but was not limited to, the following:
▶ obtaining an understanding of the legal and regulatory framework applicable to the group and parent company and how the
group and parent company is complying with that framework by making enquiries of management, those responsible for legal and
compliance procedures and the Company Secretary. We corroborated our enquiries through review of board minutes for instances of
non-compliance;
▶ obtaining an understanding of the group and parent company’s policies and procedures and how the group and parent company has
complied with these, through discussions and sample testing of controls;
▶ obtaining an understanding of the group and parent company’s risk assessment process, including the risk of fraud;
▶ designing our audit procedures to respond to our risk assessment;
▶ performing audit testing over the risk of management override of controls, including testing of journal entries and other adjustments
for appropriateness with a focus on manual journals and those posted directly to the consolidation that increased revenue or that
reclassified costs from the statement of comprehensive income to the balance sheet, evaluating the business rationale of significant
transactions outside the normal course of business and reviewing accounting estimates for bias specifically those in relation to
goodwill and development costs intangible assets.
Whilst considering how our audit work addressed the detection of irregularities, we also consider the likelihood of detection based on
our approach. Irregularities arising from fraud are inherently more difficult to detect than those arising from error.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material
misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with law or
regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware
of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional
concealment, forgery, collusion, omission or misrepresentation. We are not responsible for preventing non-compliance and cannot be
expected to detect non-compliance with all laws and regulations.
The engagement partner assessed whether the engagement team collectively had the appropriate competence and capabilities to
identify and recognise non-compliance with laws and regulations through the following:
▶ understanding of, and practical experience with, audit engagements of a similar nature and complexity, through appropriate training
and participation; and
▶ knowledge of the industry in which the client operates.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s
website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
Use of our report

This report is made solely to the parent company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act
2006. Our audit work has been undertaken so that we might state to the parent company’s members those matters we are required
to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume
responsibility to anyone other than the parent company and the parent company’s members as a body, for our audit work, for this
report, or for the opinions we have formed.
Melanie Hopwell
Senior Statutory Auditor
For and on behalf of Cooper Parry Group Limited
Chartered Accountants and Statutory Auditor
Sky View
Argosy Road
East Midlands Airport
Castle Donington
Derby DE74 2SA
24 April 2024

CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME

year ended 31 January 2024
2024 2023
Notes £m £m
Revenue 2 12.0 10.3

Cost of sales (4.0) (3.8)
Gross profit 8.0 6.5
Operating expenses 3 (11.4) (12.9)
Adjusted LBITDA* (3.4) (6.4)
Depreciation and amortisation (1.3) (1.0)
Share-based payment charge (0.2) (0.2)
Non-recurring or special items 4 (0.2) (4.8)
Operating loss 4 (5.1) (12.4)
Finance income 5 0.5 0.1
Loss before taxation (4.6) (12.3)
Taxation 8 0.1 0.3
Loss from continuing operations (4.5) (12.0)
Loss from discontinued operations 26 — (0.3)
Loss for the year attributable to equity shareholders (4.5) (12.3)
Other comprehensive income/(expense)
Exchange differences on translation of foreign operations — —
Reclassification of exchange differences to income statement for discontinued items — —
Total comprehensive expense for the financial year attributable to equity shareholders (4.5) (12.3)
Loss per share from continuing operations
Basic EPS 10 (4.2)p (11.2)p
Diluted EPS 10 (4.2)p (11.2)p
The above statement should be read in conjunction with the accompanying notes on pages 59 to 78.
* Adjusted loss before interest, tax, depreciation and amortisation “LBITDA” is calculated by taking operating profit and adding back depreciation and amortisation, share-based
payment charge and non-recurring or special items.

CONSOLIDATED BALANCE SHEET

as at 31 January 2024
2024 2023
Notes £m £m
Assets
Non-current assets
Goodwill arising on acquisition 11 0.2 0.2
Other intangible assets 11 4.8 3.8
Property, plant and equipment 12 0.8 0.9
Total non-current assets 5.8 4.9
Current assets
Inventories 15 3.8 2.4
Trade and other receivables 16 4.5 4.5
Cash and cash equivalents 9.0 15.6
Total current assets 17.3 22.5
Total assets 23.1 27.4
Current liabilities
Trade and other payables 17 7.8 7.5
Contract lease liabilities 22 0.2 0.3
Total current liabilities 8.0 7.8
Non-current liabilities
Deferred tax liabilities 14 — —
Long-term contract lease liabilities 22 0.3 0.3
Long-term provisions 19 0.2 0.4
Total non-current liabilities 0.5 0.7
Total liabilities 8.5 8.5
Net assets 14.6 18.9
Equity attributable to the owners of the Company
Called up share capital 20 5.4 5.4
Share premium 20 23.3 23.3
Capital redemption reserve 20 6.4 6.4
Other reserves 20 0.5 0.3
Retained earnings 20 (21.0) (16.5)
Total equity 14.6 18.9
The financial statements of Checkit plc (registered no. 00448274) were approved by the Board of Directors on 24 April 2024 and were
signed on its behalf by:
Kit Kyte Greg Price

Chief Executive Officer Chief Financial and Operations Officer

CONSOLIDATED STATEMENT OF CHANGES IN EQUITY

Capital
Share Share redemption Other Translation Retained
capital premium reserve reserves reserve earnings Total
£m £m £m £m £m £m £m
At 31 January 2022 5.4 23.3 6.4 0.1 — (4.2) 31.0

Loss for the year — — — — — (12.3) (12.3)
Total comprehensive income for the year — — — — — (12.3) (12.3)
Share-based payments — — — 0.2 — — 0.2
Transaction with owners — — — 0.2 — — 0.2
At 31 January 2023 5.4 23.3 6.4 0.3 — (16.5) 18.9
Loss for the year — — — — — (4.5) (4.5)
Total comprehensive income for the year — — — — — (4.5) (4.5)
Share-based payments — — — 0.2 — — 0.2
Transaction with owners — — — 0.2 — — 0.2
At 31 January 2024 5.4 23.3 6.4 0.5 — (21.0) 14.6

CONSOLIDATED STATEMENT OF CASH FLOWS

2024 2023
Notes £m £m
Net cash outflow from operating activities 6 (4.7) (6.4)

Investing activities
Interest received on bank deposits 0.5 0.1
Purchase of property, plant and equipment (0.1) (0.2)
Investment in product development projects (2.0) (1.8)
Investment in other intangibles — (0.2)
Sale of businesses (net of cash sold) 26 — 0.2
Net cash used in investing activities (1.6) (1.9)
Financing activities
Repayment of contract lease liabilities (0.3) (0.3)
Net cash utilised by financing activities (0.3) (0.3)
Net decrease in cash and cash equivalents (6.6) (8.6)
Cash and cash equivalents at the beginning of the year 15.6 24.2
Cash and cash equivalents at the end of the year 9.0 15.6

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

General information
Checkit plc (the Group or Checkit) is a public limited liability company incorporated in England and Wales and domiciled in the UK.
The address of its registered office is Broers Building, J J Thomson Avenue, Cambridge CB3 0FA. The nature of the Group’s operations
and its principal activities are set out in the Report of the Directors on pages 48 and 49.
These financial statements are presented in Sterling, the currency of the primary economic environment in which the Group operates,
and all values are rounded to the nearest hundred thousand (£0.1m) except where otherwise stated.
1. Summary of significant accounting policies

The particular accounting policies adopted by the Directors in the preparation of these consolidated financial statements are
described below:
Basis of accounting
The consolidated financial statements of Checkit plc have been prepared in accordance with UK-adopted International Accounting
Standards and with the requirements of the Companies Act 2006 as applicable to companies reporting under those standards.
The consolidated financial statements have been prepared on the historical cost basis, except for the revaluation of financial
instruments. The principal accounting policies adopted are set out below. These policies have been applied consistently to all years
presented, unless otherwise stated.
New standards, interpretations and amendments effective from 1 February 2023

There were no new standards or interpretations effective for the first time for periods beginning on or after 1 February 2023, which had
a significant effect on the Group’s financial statements.
Critical accounting judgements

Development costs – under IAS 38, research and development costs and internally generated technology should be capitalised if
the capitalisation criteria are met. Assumptions and judgements are made with regard to assessing the expected future economic
benefits, the economic useful life and the level of completion of the project. Under IAS 38, at the point where activities no longer relate to
development but to maintenance, capitalisation is to be discontinued. In accordance with IAS 38 the Group will only recognise the costs
of an intangible asset if and only if it is more likely than not that the expected future economic benefits that are attributable to the asset
will flow to the entity and the cost of the asset can be measured reliably.
The key judgement is reliably measuring the expenditure attributable to development projects and determining whether the project
meets the criteria to recognise an asset. An assessment is made when looking at the costs incurred and criteria for development costs,
including the commercial and technical viability of the costs being assessed. The main costs attributed to development costs are that of
payroll and dedicated third party resources.
Estimation of the useful economic life for development costs is considered with regard to the future economic benefits which will be
derived. Development costs are amortised over a range of two to five years, determined on an asset-by-asset basis.
Goodwill impairment CGU groups – determining whether goodwill is impaired requires management’s judgement in assessing
cash‑generating unit (CGU) groups to which goodwill should be allocated. Management allocates a new acquisition to a CGU group
based on which one is expected to benefit most from that business combination. The allocation of goodwill to existing CGUs is
generally straightforward and factual; however, over time as new businesses are acquired and management reporting structures change,
management reviews the CGU groups to ensure they are still appropriate.
Sources of estimation uncertainty

▶ IFRS 3 (revised) “Business Combinations” requires that goodwill arising on the acquisition of subsidiaries is capitalised and included
in intangible assets. IFRS 3 (revised) also requires the identification and valuation of other separable intangible assets at acquisition.
The assumptions involved in valuing these intangible assets require the use of management estimates.
▶ The estimates include identification of relevant assets, future growth rates, expected inflation rates and the discount rate used.
Management also makes estimates of the useful economic lives of the intangible assets.
▶ The value in use calculation used to test for impairment of goodwill involves an estimation of the present value of future cash flows
of CGUs. The future cash flows are based on annual budgets and forecasts, as approved by the Board, which include management’s
expectation of growth. The present value is then calculated based on management’s estimate of future discount and long-term
growth rates. The Board reviews these key assumptions (market share, long-term growth rates and discount rates) and the sensitivity
analysis around these assumptions.

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS CONTINUED

1. Summary of significant accounting policies continued

Going concern
The Strategic report sets out the Group’s business activities and headline results, together with the financial statements and notes which
detail the results for the year, net current asset position and cash flows for the year ended 31 January 2024.
The Directors have prepared cash flow forecasts for the Group for a review period of twelve months from the date of approval of the
2024 financial statements and consider the assumptions used therein to be reasonable and reflective of its long-term subscription
contracts and contracted recurring revenue. These forecasts reflect an assessment of current and future market conditions and
their impact on the Group’s future cash flow performance. Alternative scenarios have also been prepared to consider sensitivities
for a reduction in revenue to the end of the review period. Forecasts indicate the Group would have sufficient funds to continue as
a going concern.
Should sales reduce further than the sensitised case, the Group has a number of mitigating actions, such as reducing discretionary
spend, delaying capital expenditure and research and development costs to protect the Group’s cash position.
The Directors remain confident in the long-term future prospects for the Group and therefore the Directors have a reasonable
expectation that the Group has adequate resources to continue for the foreseeable future. As a result, they continue to adopt the going
concern basis in preparing the financial statements.
Consolidation
The consolidated financial statements incorporate the financial statements of Checkit plc and all subsidiary undertakings drawn up to
31 January each year. Subsidiaries are all entities over which the Group has the power to control the financial and operating policies
so as to obtain benefit from their activities. The results of businesses acquired during the year are included from the effective date of
acquisition. The results of businesses discontinued during the year are included until the date of disposal. Balances between Group
companies are eliminated, and no profit is taken on intra-Group sales.
Business combinations
Acquisitions of subsidiaries and businesses are accounted for using the purchase method. The consideration for each acquisition is
measured at the aggregate of the fair value (at the date of exchange) of assets given, liabilities incurred or assumed, equity instruments
issued and cash paid by the Group in exchange for control of the acquiree. Acquisition-related costs are recognised in the statement of
comprehensive income as incurred.
Where a business combination is achieved in stages, the Group’s previously held interests in the acquired entity are re-measured to fair
value at the acquisition date.
The acquiree’s identifiable assets, liabilities and contingent liabilities that meet the conditions for recognition under IFRS 3 “Business
Combinations” are recognised at their fair value at the acquisition date.
Goodwill
Goodwill represents the difference between the cost of the acquisition and the fair value of the net identifiable assets acquired.
Goodwill has an indefinite expected useful life and is not amortised but is tested annually for impairment.
Goodwill is recognised as an intangible asset in the consolidated balance sheet. Goodwill therefore includes non-identified intangible
assets including business processes, buyer-specific synergies, know-how and workforce-related industry-specific knowledge and
technical skills. Negative goodwill arising on acquisitions would be recognised directly in the consolidated income statement.
On closure or disposal of an acquired business, goodwill would be taken into account in determining the profit or loss on closure
or disposal.
Other intangible assets

Expenditure on research activities is recognised as an expense in the period in which it is incurred.
An internally generated intangible asset arising from the Group’s development is recognised only if all of the following
conditions are met:
▶ an asset is created that can be identified (such as software and new processes);
▶ it is probable that the asset created will generate future economic benefits;
▶ the development cost of the asset can be measured reliably;
▶ the project is technically and commercially feasible;
▶ the Group intends to and has sufficient resources to complete the project; and
▶ the Group has the ability to use or sell the services and product developed.
The cost of acquiring software (including associated implementation costs where applicable) that is not specific to an item of property,
plant and equipment is classified as an intangible asset.
Other intangible assets that are separately acquired by the Group are stated at fair value.
Amortisation of intangible assets is charged on a straight line basis over the estimated useful lives of intangible assets determined on an
asset-by-asset basis. The estimated useful lives are as follows:
▶ Computer software 3–10 years
▶ Marketing, customer and technology-related assets 3 years
▶ Development costs 2–5 years


Property, plant and equipment
The cost of property, plant and equipment is their purchase cost, together with any incidental costs of acquisition. Depreciation is
calculated on the cost of each property, plant and equipment asset individually on a straight line basis and is designed to write off
the costs of the assets less any residual value over their estimated useful lives. The estimated useful lives are:
▶ Plant, equipment and tools 3–15 years
▶ Motor vehicles 4 years
▶ Fixtures and fittings 8–16 years
▶ Leasehold improvements Term of the lease
Reviews are made periodically of the estimated remaining lives of individual productive assets, taking account of commercial and
technological obsolescence as well as normal wear and tear. The carrying value is reviewed for impairment in the period if events or
changes in circumstances indicate the carrying value may not be recoverable.
Impairment of tangible and intangible assets

The carrying amount of the Group’s assets is reviewed at each balance sheet date to determine whether there is any indication of
impairment. If any such indication exists, the assets’ recoverable amount is estimated.
Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash
flows are discounted to their present value. If the recoverable amount of an asset is estimated to be less than its carrying amount, the
carrying amount is reduced to its recoverable amount with the impairment loss recognised as an operating expense immediately.
Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable
amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no
impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised as income immediately.
Inventories
Inventories are stated at the lower of cost and net realisable value. Cost comprises all direct expenditure and, where appropriate,
production overheads based on the normal level of activity. Where necessary, provision is made for obsolete, slow-moving and
defective stocks. Cost is calculated using the first-in, first-out method. Net realisable value represents the estimated selling price
less all estimated costs to completion.
Employee benefits
Pensions to employees are provided through defined contribution plans.
A defined contribution plan is a pension plan under which the Group pays fixed contributions to an independent entity. The Group has
no legal obligations to pay further contributions after payment of the fixed contribution.
The contributions recognised in respect of defined contribution plans are expensed as they fall due. Liabilities and assets may be
recognised if underpayment or prepayment has occurred and are included in current liabilities or current assets as they are normally
of a short-term nature.
Share-based employee remuneration

The Group’s management awards certain employee incentives from time to time on a discretionary basis and through its Company
Enterprise Management Incentive Plan (EMI) and Long Term Incentive Plan (LTIP). In March 2022, the Board approved a tax-advantaged
Company Share Option Plan (CSOP) as a schedule of the EMI Plan. Under the CSOP, the Company may grant share options to
employees over shares with a value up to a limit of £60,000 per employee as part of the Company’s reward and retention policy.
In accordance with IFRS 2 “Share-based Payments”, the Group reflects the economic cost of awarding shares and share options to
employees by recording an expense in the statement of comprehensive income equal to the fair value of the benefit awarded, fair value
being estimated using the Black-Scholes option pricing model or the Monte Carlo method, as appropriate. The expense is recognised
in the statement of comprehensive income over the vesting period of the award. Equity-settled share-based payments to employees,
and others providing similar services, are measured at the fair value of the equity instruments at the grant date. The fair value excludes
the effect of non-market-based vesting conditions. Details regarding the determination of the fair value of equity-settled share-based
transactions are set out in Note 20.
Leases
The Group assesses whether a contract is or contains a lease at inception of the contract. The Group recognises a right-of-use
asset and a corresponding lease liability with respect to all lease arrangements in which it is the lessee, except for short-term leases
(defined as leases with a lease term of twelve months or less) and leases of low value assets. For these leases, the Group recognises
the lease payments as an operating expense on a straight line basis over the term of the lease unless another systematic basis is
more representative of the time pattern in which economic benefits from the leased assets are consumed. The lease liability is initially
measured at the present value of the lease payments that are not paid at the commencement date, discounted by using the rate implicit
in the lease. If this rate cannot be readily determined, the Group uses its incremental borrowing rate. Lease payments included in the
measurement of the lease liability comprise:
▶ fixed lease payments (including in substance fixed payments), less any lease incentives;
▶ variable lease payments that depend on an index or rate, initially measured using the index or rate at the commencement date;
▶ the amount expected to be payable by the lessee under residual value guarantees;
▶ the exercise price of purchase options, if the lessee is reasonably certain to exercise the options; and
▶ payments of penalties for terminating the lease if the lease term reflects the exercise of an option to terminate the lease.



Leases continued
The lease liability is presented as a separate line in the consolidated statement of financial position. The lease liability is subsequently
measured by increasing the carrying amount to reflect interest on the lease liability (using the effective interest method) and by reducing
the carrying amount to reflect the lease payments made.
In addition, the Group re-measures the lease liability (and makes a corresponding adjustment to the related right-of-use asset) whenever:
▶ the lease term has changed or there is a change in the assessment of exercise of a purchase option, in which case the lease liability is
re-measured by discounting the revised lease payments using a revised discount rate; or
▶ the lease payments change due to changes in an index or rate or a change in expected payment under a guaranteed residual value,
in which case the lease liability is re-measured by discounting the revised lease payments using the initial discount rate (unless the
lease payments change is due to a change in a floating interest rate, in which case a revised discount rate is used); or
▶ a lease contract is modified, and the lease modification is not accounted for as a separate lease, in which case the lease liability is
re‑measured by discounting the revised lease payments using a revised discount rate.
The Group did not make any such adjustments during the periods presented.
The right-of-use assets comprise the initial measurement of the corresponding lease liability, lease payments made at or before
the commencement day and any initial direct costs. They are subsequently measured at cost less accumulated depreciation and
impairment losses. Right-of-use assets are depreciated over the shorter period of lease term and useful life of the underlying asset.
If a lease transfer’s ownership of the underlying asset or the cost of the right-of-use asset reflects that the Group expects to exercise a
purchase option, the related right-of-use asset is depreciated over the useful life of the underlying asset. The depreciation starts at the
commencement date of the lease.
The Group does not have any leases that transfer ownership of the underlying asset. The Group does not have any leases with a
purchase option where there is a reasonable expectation that the option will be exercised. The right-of-use assets are presented within
the same line item as that within which the corresponding underlying assets would be presented if they were owned – for the Group this
is property, plant and equipment.
For short-term leases (lease term of twelve months or less) and leases of low value assets (such as personal computers and office
furniture), the Group has opted to recognise a lease expense on a straight line basis as permitted by IFRS 16.
Financial liabilities/assets
The Group’s financial liabilities are trade and other payables and finance leasing liabilities. They are included in the balance sheet line
items “trade and other payables”.
All interest-related charges are recognised as an expense in “finance costs” in the statement of comprehensive income.
Trade payables are stated at their amortised cost.
Receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They arise
when the Group provides goods directly to a debtor. Receivables are subsequently measured at amortised cost using the effective
interest method, less provision for impairment. Any change in their value through impairment or reversal of impairment is recognised
in the statement of comprehensive income.
Provision against trade receivables represents the expected lifetime credit losses for all trade receivables. The expected lifetime credit
loss reflects assumptions on the ageing of overdue debts that may become unrecoverable, based upon historical observed default
rates, adjusted for current economic environment.
Equity instruments
Share capital is determined using the nominal value of shares that have been issued. Equity-settled share-based employee remuneration
is credited to other reserves until the related equity instruments are realised by the employee.
Cash and cash equivalents

Cash and cash equivalents comprise cash and short-term bank deposits with an original maturity of three months or less, net of
outstanding bank overdrafts, and include cash at bank and in hand and bank deposits available at less than 24 hours’ notice. Bank
overdrafts and invoice discounting advances are presented as current liabilities to the extent that there is no right of offset with cash
balances. The carrying value of these assets is approximately equal to their fair value.
Accounting for taxes

Current tax assets and/or liabilities comprise those obligations to, or claims from, fiscal authorities relating to the current or prior
reporting period that are unpaid at the balance sheet date. They are calculated according to the tax rates and tax laws applicable to the
fiscal periods to which they relate, based on the taxable profit for the year.
Where an item of income or expense is recognised in the statement of comprehensive income, any related tax generated is recognised
as a component of tax expense in the statement of comprehensive income. Where an item is recognised directly to equity and
presented within the statement of comprehensive income, any related tax generated is treated similarly.


Deferred taxation
Deferred taxation is the tax expected to be payable or recoverable on differences between the carrying amounts of assets and liabilities
in the financial statements and corresponding tax bases used in the computation of taxable profit, and is accounted for using the
balance sheet liability method.
Deferred taxation liabilities are generally recognised on all taxable temporary differences. Deferred taxation assets are recognised to
the extent that it is probable that taxable profits will be available against which deductible temporary differences can be utilised.
Deferred taxation is calculated at the tax rates that are expected to apply in the period when the liability is settled or the asset is realised
based on tax laws and rates that have been enacted at the balance sheet date. The carrying value of deferred taxation assets is reviewed
at each balance sheet date and reduced to the extent that it is no longer probable that sufficient taxable profits will be available against
which taxable temporary differences can be utilised. Deferred tax is charged or credited to the statement of comprehensive income,
except when it relates to items charged or credited directly to equity, in which case the deferred tax is also dealt with in equity.
Revenue recognition
The Group sells subscription services for workflow software and IoT sensors. In respect of discontinued operations, revenue arises from
installation and maintenance of building energy management systems and the manufacture and sale of engineered and ophthalmic
products. Revenue is shown net of value-added tax, returns, rebates and discounts and after eliminating sales within the Group.
To determine whether to recognise revenue, the Group follows a five-step process:
1. identifying the contract with a customer;
2. identifying the performance obligations;
3. determining the transaction price;
4. allocating the transaction price to the performance obligations; and
5. recognising revenue when/as performance obligation(s) are satisfied.
Subscription services
The Group recognises revenue depending on the substance and legal form of the contracts with its customers. Revenue is recognised
once a legally binding contract between the Group and its customers has been established and the delivery of the service including
support and maintenance has commenced. Service delivery is triggered once the customer has been provided access to the software.
The Group has assessed that the provision of these goods and services represent a single combined performance obligation over which
control is considered to transfer over time as the respective elements are considered as being intertwined and therefore inseparable
due to their value together.
Revenues are recognised monthly as the Group has an enforceable right to payment for contracted services provided.
The Group recognises liabilities for consideration received in respect of unsatisfied performance obligations under the service contracts
and reports these amounts as part of other creditors.
Consultancy and other services

Consultancy or training service revenues are recognised at the point when the service has been delivered and are considered as
separate performance obligations.
A receivable is recognised when the performance obligations are satisfied, as this is the point in time that the consideration is
unconditional because only the passage of time is required before the payment is due.
Projects, installations and maintenance (discontinued operations)

Revenue arising on contracts where the customer has control over the project, and for which the Group has a right to payments for
work performed, is recognised over time. Revenue and costs are recognised over time with reference to the stage of completion of
the contract activity at the balance sheet date where the outcome of a contract can be estimated reliably. This is normally measured
by surveys of work performed to date. Variations in contract work, claims and incentive payments are included to the extent that it is
probable that they will result in revenue and they are capable of being reliably measured. When goods to be installed are delivered to
site at the start of contract, revenue is recognised but no profit is recognised at that point in time for these goods. When it is probable
that total contract costs will exceed total contract revenue, the expected loss is recognised as an expense immediately. Maintenance
revenue is recognised evenly over the period the maintenance support is contracted to cover.
Sale of engineered and ophthalmic products (discontinued operations)

Revenue from the sales of these products for a fixed price is recognised when the Group transfers control of the assets to the
customer. Invoices for goods fall due for settlement upon dispatch to the customer, the customer has full discretion over the use of the
components and there is no unfulfilled obligation that could affect the customer’s acceptance of the products. Transfer of control does
not occur until the risks of obsolescence and loss have been transferred, and either the products have been accepted in accordance
with the sales contract, the acceptance provisions have lapsed, or the Group has objective evidence that all criteria for acceptance have
been satisfied.



Foreign currencies
The individual financial statements of each Group company are presented in the currency of the primary economic environment in
which it operates (its functional currency). For the purpose of the consolidated financial statements, the results and financial position
of each Group company are expressed in Sterling, which is the functional currency of the Group and the presentation currency for the
consolidated financial statements.
In preparing the financial statements of the individual companies, transactions in currencies other than the entity’s functional currency
(foreign currencies) are recorded at the rates of exchange prevailing on the dates of the transactions. At each balance sheet date,
monetary assets and liabilities that are denominated in foreign currencies are retranslated at the rates prevailing on the balance sheet
date. Non-monetary items carried at fair value that are denominated in foreign currencies are translated at the rates prevailing at the
date when the fair value was determined. Non-monetary items that are measured in terms of historical cost in a foreign currency are
not retranslated.
Exchange differences arising on the settlement of monetary items and on the retranslation of monetary items are included in profit or
loss for the period. Exchange differences arising on the retranslation of non-monetary items carried at fair value are included in profit
or loss for the period except for differences arising on the retranslation of non-monetary items in respect of which gains and losses are
recognised directly in equity. For such non-monetary items, any exchange component of that gain or loss is also recognised directly
in equity.
Provisions
Provisions are recognised when the Group has a present obligation as a result of a past event and it is probable that the Group will be
required to settle that obligation.
Financial risk management

In the course of its business, the Group is mainly exposed to liquidity risk and credit risk. Financial risk management is an integral part
of the way the Group is managed. Financial risk management policies are set by the Board. Further details are included in the Report
of the Directors.
The Group does not hold or use derivative financial instruments.
(i) Liquidity risk

Liquidity risk represents the risk that the Group will not be able to meet its financial obligations as they fall due. The Group’s approach
to managing this risk is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when due, under
both normal and stressed conditions, without incurring unacceptable losses or risking damage to the Group’s reputation. The Group
manages this risk by maintaining adequate levels of cash resources.
(ii) Credit risk

Credit risk arises because a counterparty may fail to perform its obligations. The Group is exposed to credit risk on financial assets such
as cash balances, trade and other receivables.
The Group’s credit risk is primarily attributable to its trade receivables. The amounts recognised in the balance sheet are net of
appropriate allowances for doubtful receivables, estimated by the Group’s management based on prior experience and its assessment
of the current economic environment. Trade receivables are subject to credit limits and control and approval procedures in the
operating companies. Due to its large geographic base, number of customers and mixed billing frequencies, the Group is not exposed
to material concentrations of credit risk on its trade receivables.
Credit risk associated with cash balances is managed by transacting with financial institutions with high quality credit ratings.
Accordingly, the Group’s associated credit risk is limited. The Group has no significant concentration of credit risk.
The Group’s maximum exposure to credit risk is represented by the carrying amount of each financial asset in the Group balance sheet.
Capital management
Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of ordinary shares and share options are
recognised as a deduction from equity, net of any tax effects.
The Board’s policy is to maintain a strong capital base so as to maintain investor, creditor and market confidence and to sustain future
development of the business.
Details of share-based payments are disclosed in Note 20.
The Board seeks to maintain a balance between the higher returns that might be possible with higher levels of borrowings and the
advantages and security afforded by a sound capital position.
From time to time, the Group purchases its own shares in the market; the timing of these purchases depends on market prices. Buy and
sell decisions are made on a specific transaction basis by the Board.
There were no changes to the Group’s approach to capital management during the year.
Neither the Company nor any of its subsidiaries are subject to externally imposed capital requirements.


Discontinued operations
A discontinued operation is a component of the Group’s business that represents a separate line of business or geographical area
of operation that has been disposed of, has been abandoned or meets the criteria to be classified as held for sale.
Discontinued operations are presented on the statement of comprehensive income as a separate line and are shown net of tax.
Assets and businesses held for sale

Assets and businesses classified as held for sale are measured at the lower of carrying amount and fair value less costs to sell.
Impairment losses on initial classification as held for sale and gains or losses on subsequent re-measurements are included in the
income statement. No depreciation is charged on assets and businesses classified as held for sale.
Assets and businesses are classified as held for sale if their carrying amount will be recovered or settled principally through a sale
transaction rather than through continuing use. The asset or business must be available for immediate sale and the sale must be highly
probable within one year.
Non-GAAP measures
These financial statements contain references to earnings before depreciation and amortisation, share-based payment and non-recurring
or special items. These financial measures do not have any standardised meaning prescribed by IFRS and are therefore referred to as
non-GAAP measures. The non-GAAP measure used by the Company may not be comparable to similar measures used by other companies.
In line with the way the Board and Chief Operating Decision Maker review the business, non-recurring or special items are separately
identified. Management has defined and reports such items as restructuring and integration costs, costs associated with acquisitions,
amortisation of acquired intangible assets and other non-recurring and non-operating items.
The Board believes that this is a useful supplemental metric as it provides an indication of the results generated by the Company’s
principal business activities prior to consideration of how the results are impacted by one-time exceptional charges.
Non-recurring items or special items

Non-recurring items are disclosed separately in the financial statements where it is necessary to do so to provide further understanding
of the financial performance of the Group. They are material one-off items of income or expense that have been shown separately
due to the significance of their nature or amount and do not reflect the ongoing cost base or revenue generating ability of the Group.
In addition, management has defined charges in respect of amortisation of acquired intangibles as a special item requiring separate
disclosure, if material.
2. Segmental reporting
Management provides information reported to the Chief Operating Decision Maker (CODM) as a single operating segment for the
purpose of assessing performance and allocating resources. The CODM is the Chief Executive Officer.
The Group’s main activities are the supply of connected workflow management, automated monitoring and building management,
Internet of Things (IoT), and operational insight-based products and services.
Revenue by type of the continuing operations

The following table presents the different revenue streams of Checkit:
2024 2023
£m £m
Recurring revenues from subscription services 11.2 9.6

Consultancy and other services 0.8 0.7
Total 12.0 10.3
Geographical information
The Group considers its operations to be in the following geographical regions:
Revenue from
external customers
2024 2023
£m £m
United Kingdom 8.9 7.7

The Americas 3.1 2.6
Total 12.0 10.3
Information about major customers of the continuing operations

During FY24, the Group had one customer who generated revenues of 17% of total revenue (FY23: 16%).
Revenue expected to be recognised

The Group expects to recognise revenue amounting to £4.6m (2023: £4.1m) in FY25 relating to performance obligations from existing
contracts that are unsatisfied or partially satisfied as at 31 January 2024.


3. Net operating expenses

2024 2023
£m £m
Net operating expenses

Selling and distribution costs 2.6 3.0
Administrative expenses 8.8 9.9
Total operating expenses 11.4 12.9
Non-recurring or special items are disclosed separately to improve visibility of the underlying business performance.
Management has defined such items as restructuring, amortisation of acquired intangibles and other non-recurring items incurred
outside the normal course of business.
4. Operating loss – continuing operations

2024 2023
£m £m
Operating loss is stated after charging:

Product development costs expensed 1.9 2.4
Depreciation on owned property, plant and equipment 0.1 0.1
Depreciation on right-of-use assets 0.3 0.4
Amortisation on development costs 0.7 0.3
Amortisation on computer software 0.2 0.2
Auditor’s remuneration:
– fees payable to the Company’s auditor for the audit of the Company’s annual accounts 0.1 —
– fees payable to the Company’s auditor for the audit of the Company’s subsidiaries pursuant to legislation 0.1 0.1
Total audit fees for audit services 0.2 0.1
Tax services — —
Total auditor’s remuneration 0.2 0.1
Non-recurring or special items:
– restructuring and integration costs 0.1 —
– impairment of goodwill — 4.3
– amortisation of acquired intangible assets 0.1 0.5
Total non-recurring or special items 0.2 4.8
Cooper Parry Group Limited was paid £nil for tax advisory and compliance services (2023: Cooper Parry Group Limited, £nil).
5. Finance income
Finance income comprised:
2024 2023
£m £m
Interest receivable on cash and bank balances, and treasury deposits 0.5 0.1
The Group incurred finance costs in relation to IFRS 16 right-of-use contract liabilities of less than £0.1m (2023: less than £0.1m).
6. Net cash flows from operating activities
2024 2023
Notes £m £m
Loss before interest and taxation

– from continuing operations (5.1) (12.3)
– from discontinued operations (before tax) 26 — (0.3)
Adjustments for:
Depreciation 12 0.4 0.5
Amortisation 11 1.0 1.0
Impairment of intangible assets and goodwill — 4.3
Share-based payments 0.2 0.2
Operating cash flow before working capital changes (3.5) (6.6)
Decrease/(increase) in trade and other receivables 0.1 (1.7)
Increase in inventories (1.4) (0.6)
Increase in trade and other payables 0.3 2.3
Operating cash flow after working capital changes (4.5) (6.6)
(Decrease)/increase in provisions (0.2) 0.1
Cash utilised by operations (4.7) (6.5)
Tax credit received — 0.1
Net cash outflow from operating activities (4.7) (6.4)

7. Staff information (including Directors)

Employee costs were:
2024 2023
Continuing Discontinued Total Continuing Discontinued Total

Note £m £m £m £m £m £m
Wages and salaries 9.7 — 9.7 10.1 0.3 10.4

Social security costs 1.1 — 1.1 1.1 — 1.1
Other pension costs 23 0.4 — 0.4 0.4 — 0.4
11.2 — 11.2 11.6 0.3 11.9
Redundancy costs of less than £0.1m (2023: less than £0.1m) were incurred in the year within operating costs. Employee costs of the
discontinued businesses are included within the discontinued result for the year.
The average monthly number of people employed by the Group during the year, including Executive Directors, was as follows:
2024 2023
Continuing Discontinued Total Continuing Discontinued Total

Number Number Number Number Number Number
Administration and sales 80 — 80 97 — 97

Development 49 — 49 44 — 44
Field service 29 — 29 22 4 26
158 — 158 163 4 167
Details of Directors’ remuneration are included in the Remuneration report on pages 43 to 47.
8. Taxation
(a) Analysis of tax credit for the year – continuing operations
2024 2023
£m £m
Current taxation:
UK corporation tax (credit) on loss for the year (0.1) (0.1)
Adjustment in respect of prior periods — (0.1)
Total current taxation (0.1) (0.2)
Deferred tax:
On separately identifiable acquired intangibles (as a result of amortisation) — (0.1)
Total deferred taxation — (0.1)
Tax credit on continuing operations (0.1) (0.3)
(b) Analysis of tax charge for the year – discontinued operations

2024 2023
£m £m
Current taxation:
UK corporation tax charge on profit for the year — —
Overseas corporation tax charge on profit for the year — —
Overprovision for prior year – UK — —
Total current taxation — —
Deferred tax:
Origination and reversal of temporary differences — —
Under provision in respect of prior years — —
Total deferred taxation — —
Tax charge on discontinued operations — —


8. Taxation continued
(c) Factors affecting taxation credit for the year – continuing operations
The effective tax rate for the year was 24%.
2024 2023
Tax rate £m Tax rate £m
Loss on ordinary activities before taxation (4.6) (12.0)

Loss on ordinary activities multiplied by weighted average standard rate of corporation tax
in the UK of 24% 24.0% (1.1) 19.0% (2.3)
Effects of:
Expenses not deductible for tax purposes (3.2%) 0.2 (7.5%) 0.9
Income not deductible 2.1% (0.1) 1.0% (0.1)
Temporary differences not recognised — — (1.6%) 0.2
Tax losses not recognised 18.7% 0.9 (9.2%) 1.1
R&D tax credit — — 1.0% (0.1)
Surrender of losses to discontinued operations (1.6%) 0.1 0% —
2.2% (0.1) (2.5)% (0.3)
(d) Factors affecting taxation charge for the year – discontinued operations
2024 2023
Tax rate £m Tax rate £m
Loss on ordinary activities before taxation — (0.3)

Loss on ordinary activities multiplied by weighted average standard rate of corporation tax
in the UK of 19% — — 19.0% (0.1)
Effects of: — —
Temporary differences not recognised — — 19.0% 0.1
— — — —
(e) Factors that may affect future taxation charges

Deferred taxation assets amounting to £7.7m (2023: £6.5m) have not been provided in respect of unutilised income tax losses of £30.8m
(2023: £25.8m) that can only be carried forward against future taxable income of that same trade as there is currently insufficient
evidence that these assets will be recovered.
The UK Budget 2021 announcements on 3 March 2021 included measures to support economic recovery as a result of the ongoing
COVID-19 pandemic. These included an increase to the UK’s main corporation tax rate to 25%, which was effective from 1 April 2023. These
changes were substantively enacted at the balance sheet date and hence, any deferred tax balances have been calculated as at 25%.
9. Dividends paid
No interim or final dividend was paid for the year ended 31 January 2024 (2023: £nil).

10. Earnings per share

Earnings per share (EPS) is the amount of post-tax profit attributable to each share (excluding those held by the Company). Basic EPS
measures are calculated as the Group profit for the year attributable to equity shareholders divided by the weighted average number
of shares in issue during the year. Diluted EPS takes into account the dilutive effect of all outstanding share options priced below the
market price, in arriving at the number of shares used in its calculation.
Both of these measures are also presented on an adjusted basis, to remove the effects of non-recurring or special items, being items
of both income and expense which are sufficiently large, volatile or one-off in nature, to assist the reader of the financial statements
to get a better understanding of the underlying performance of the Group. The Note below demonstrates how this calculation has
been performed.
2024 2023
Key m m
Weighted average number of shares for the purpose of basic earnings per share A 108.0 108.0
Dilutive effect of employee share options1 — —
Weighted average number of shares for the purpose of diluted earnings per share B 108.0 108.0
Key £m £m
Loss for the year F (4.5) (12.3)

Loss from discontinued operations, net of tax E — 0.3
Continuing loss for the year attributable to equity shareholders C (4.5) (12.0)
Total non-recurring or special items net of tax 0.1 4.5
Loss for adjusted EPS D (4.4) (7.5)
Key 2024 2023
EPS measures
Basic and diluted1 continuing EPS C/A (4.2)p (11.2)p
Adjusted EPS measures
Adjusted basic and diluted1 continuing EPS D/A (4.1)p (6.9)p
The adjusted EPS information is considered to provide a fairer representation of the Group’s trading performance.
Discontinued earnings per share
Key 2024 2023
EPS measures
Basic EPS E/A — (0.3)p
Diluted EPS1 E/B — (0.3)p
Total earnings per share for the year attributable to equity shareholders
Key 2024 2023
EPS measures
Basic EPS F/A (4.2)p (11.5)p
Diluted EPS1 F/B (4.2)p (11.5)p
1 In the current and prior year, the dilutive impact of employee share options is ignored since there is no dilutive impact on continuing operations EPS measures given the
continuing loss for the year.


11. Intangible assets

Acquired
Development Computer intangible
costs software assets Goodwill Total
£m £m £m £m £m
Cost
At 1 February 2022 8.0 0.8 4.3 4.5 17.6
Additions 1.8 0.2 — — 2.0
Disposals — — — — —
At 31 January 2023 9.8 1.0 4.3 4.5 19.6
Additions 2.0 — — — 2.0
At 31 January 2024 11.8 1.0 4.3 4.5 21.6
Amortisation
At 1 February 2022 6.5 0.1 3.7 — 10.3
Charge for the year 0.3 0.2 0.5 — 1.0
Impairment — — — 4.3 4.3
At 31 January 2023 6.8 0.3 4.2 4.3 15.6
Charge for the year 0.7 0.2 0.1 — 1.0
At 31 January 2024 7.5 0.5 4.3 4.3 16.6
Carrying amount
At 1 February 2022 1.5 0.7 0.6 4.5 7.3
At 31 January 2023 3.0 0.7 0.1 0.2 4.0
At 31 January 2024 4.3 0.5 — 0.2 5.0
Acquired intangible assets are made up of the separately identified intangibles acquired with the purchase of Next Control Systems
in May 2019 and those acquired with the purchase of Checkit LLC in February 2021.
Impairment testing for goodwill

The Group identifies cash-generating units (CGUs) at the operating company level, as this represents the lowest level at which cash
inflows are largely independent of other cash inflows. Goodwill acquired in a business combination is allocated, at acquisition, to the
groups of CGUs that are expected to benefit from that business combination.
Goodwill relates to the acquisition of Checkit UK Limited in May 2019 and of Checkit LLC in February 2021.
Goodwill values have been tested for impairment by comparing them against the “value in use” in perpetuity of the relevant CGU
group. The value in use calculations were based on projected cash flows, derived from the latest forecasts prepared by management
and budgets approved by the Board, discounted at CGU specific, risk adjusted, discount rates to calculate their net present value.
Key assumptions used in “value in use” calculations

The calculation of “value in use” is most sensitive to the CGU specific operating and growth assumptions that are reflected in
management forecasts for the five years to January 2029. CGU specific operating assumptions are applicable to the forecasted cash
flows and relate to revenue forecasts and forecast operating margins in each of the operating companies and are based on the strategic
plans for the Group. Long-term growth rates are capped at 1%.
The revenue growth rates used in the cash flow forecast are based on management’s expectations of the future opportunities for the
Checkit platform and the ability to upsell to existing customers on a global basis, including the planned US expansion. The forecasts
include the costs associated with delivering the Checkit platforms, which are directly linked to the forecast sales growth.
Discount rates are based on estimations of the assumptions that market participants operating in similar sectors would make, using the
Group’s economic profile as a starting point and adjusting appropriately. Sensitivity to the discount rate has been applied to evaluate
impairment testing using discount rates ranging from 10% to 20%.
Following the decision to close the BEMS business unit, management has assessed that the carrying value of the goodwill associated
with the acquisition of Checkit UK should continue to be fully impaired.
The carrying value in relation to the acquisition of Checkit LLC has not identified any impairment.

12. Property, plant and equipment

Equipment,
fixtures,
Plant and fittings
Property machinery and vehicles Total
£m £m £m £m
Cost
At 1 February 2022 0.9 0.2 0.9 2.0
Additions 0.2 0.1 0.1 0.4
Disposals — — — —
At 31 January 2023 1.1 0.3 1.0 2.4
Additions — 0.1 0.2 0.3
Disposals (0.3) — — (0.3)
At 31 January 2024 0.8 0.4 1.2 2.4
Depreciation
At 1 February 2022 0.3 0.1 0.6 1.0
Charge for the year 0.3 0.1 0.1 0.5
Disposals — — — —
At 31 January 2023 0.6 0.2 0.7 1.5
Charge for the year 0.2 — 0.2 0.4
Disposals (0.3) — — (0.3)
At 31 January 2024 0.5 0.2 0.9 1.6
Net book value
At 31 January 2023 0.5 0.1 0.3 0.9
At 31 January 2024 0.3 0.2 0.3 0.8
The net book value of tangible fixed assets held as right-of-use assets was £0.5m (2023: £0.6m) (see Note 22).
13. Investment in subsidiary undertakings

The subsidiary undertakings at 31 January 2024 were:
Country of Shares held Shares held
Name Registered office incorporation Nature of business by parent by Group
Checkit Europe Limited Broers Building, J J Thomson Avenue, England and Web-based service for work 100% 100%
Cambridge, UK Wales management and automated
monitoring
Checkit UK Limited Broers Building, J J Thomson Avenue, England and Building energy 100% 100%
Cambridge, UK Wales management and automated
monitoring systems
Checkit LLC 485 Mariner Blvd, Spring Hill, Florida 34609, USA Web-based service for work 100% * 100%
USA management and automated
monitoring
Checkit Inc 11849 Telegraph Road, Santa Fe Springs, USA Holding company 100% 100%
California 90670, USA
Hartest Precision Broers Building, J J Thomson Avenue, England and Dormant company 100% 100%
Instruments Limited Cambridge, UK Wales
Hartest Precision Instruments India 304, Plot No.7, Mahajan Tower LSC, India Dormant company 100% 100%
Private Limited Shreshtha, Vihar, Delhi-110092
* Includes holdings held indirectly through Checkit Inc.
All subsidiary undertakings are operated primarily in the country of incorporation.


14. Deferred tax

Deferred tax asset Deferred tax liability
2024 2023 2024 2023

£m £m £m £m
Deferred tax — — — —
The gross movement on the deferred tax is as follows:

2024 2023
Notes £m £m
Deferred tax asset/(liability) at 1 February — (0.1)

Businesses sold — —
Businesses acquired including on separately identifiable acquired intangibles — —
Deferred tax on amortisation of separately identifiable acquired intangibles 8 — 0.1
Origination and reversal of other temporary differences — —
Deferred tax asset/(liability) at 31 January — —
Deferred taxation assets have only been recognised for subsidiaries with a past history of profitable trends where there is persuasive
and reliable evidence in the form of management accounts and financial projections that taxable profits are anticipated to arise in the
foreseeable future. Deferred taxation assets have not been provided in respect of unutilised income tax losses that can be carried
forward against future taxable income as there is currently uncertainty over their offset against future taxable profits and therefore
their recoverability.
No deferred tax liabilities have been provided in respect of the unremitted earnings of the overseas subsidiaries. The amount of such
unremitted earnings is estimated to be a retained profit of less than £0.1m (2023: less than £0.1m).
15. Inventories
2024 2023
£m £m
Raw materials — —
Finished goods and goods for resale 3.8 2.4
3.8 2.4
In the ordinary course of business, the Group makes provision for slow-moving, excess and obsolete inventory as appropriate. Inventory
is stated after charging impairments of £0.2m in the year (2023: £0.4m), which are included within operating profit.
The amount of inventory recognised as an expense within the cost of sales for continuing operations amounted to £1.2m (2023: £1.6m).
16. Trade and other receivables

2024 2023
£m £m
Gross trade receivables 3.0 3.2

Less: expected credit losses (0.2) (0.2)
Trade receivables – net 2.8 3.0
Other receivables 1.1 1.0
Prepayments 0.6 0.5
4.5 4.5
The fair values of trade and other receivables are considered to be as stated above.
The Group applies the IFRS 9 simplified model of recognising lifetime expected credit losses for all trade receivables, as these do not
have a significant financing component. The expected lifetime credit losses reflect assumptions on the ageing of the overdue debts
that may become unrecoverable, equivalent to a total Group rate of 5.9% (2023: 4.0%). The provision is based upon historical observed
default rates over the expected life of trade receivables, adjusted for an assessment of the current economic environment.
Trade receivables are normally due within 30 to 90 days and do not bear any effective interest rate. Failure to receive payment within
180 days of payment due date is considered indication of no reasonable expectation of recovery. One customer makes up 15% of Group
annualised revenues (FY23: 16%) but based on the Group’s assessment of its credit rating the risk of failure is considered low.
Trade receivable days are 81 days (2023: 108 days normalised). Trade debtors include significant sales invoices for subscriptions due
annually in advance, sales which are consequently included in deferred income on the balance sheet and are not recognised revenue.

16. Trade and other receivables continued

Ageing of balances with expected credit losses is as follows:
Expected credit loss
2024 2023
£m £m
Not past due — —

Between one month and two months past due — —
Over two months past due 0.2 0.2
0.2 0.2
Movements on the provision for impairment of trade receivables are as follows:

Expected credit loss
2024 2023
£m £m
At 1 February 2023 0.2 0.1

Increase in provision — 0.1
At 31 January 2024 0.2 0.2
The gross carrying amounts of trade and other receivables are denominated in the following currencies:
2024 2023
£m £m
Sterling 3.9 4.1

US Dollar 0.8 0.6
Euro — —
Other — —
4.7 4.7
17. Trade and other payables

2024 2023
£m £m
Trade payables 1.2 1.1

Other payables 0.7 0.5
Accruals 1.3 1.8
Deferred service and subscription income 4.6 4.1
7.8 7.5
Management considers the carrying amounts of trade and other payables recognised in the balance sheet to be a reasonable
approximation of their fair value.
Trade payable days are 31 days (2023: 41 days).
Service and subscription income contracts vary from 12–48 months in length; however, customers are only required to pay in advance
for each successive twelve month period.
The amounts recognised as a contract liability will generally be utilised within the next reporting period.
18. Borrowings
The Group has no borrowings or facilities as at 31 January 2024.
19. Provisions
2024 2023
£m £m
Current — —
Non-current 0.2 0.4
0.2 0.4
Dilapidation
costs Total
£m £m
At 1 February 2023 0.4 0.4

Utilised (0.2) (0.2)
Increase in provision — 0.1
At 31 January 2024 0.2 0.3
Anticipated utilisation
Within one year — —
Beyond one year 0.2 0.2
The dilapidation costs relate to redecoration, maintenance and reinstatement costs required to meet the terms of property leases held
by the Group.


20. Share capital and reserves

Share capital
2024 2023
£m £m
Authorised
200,000,000 (2023: 200,000,000) ordinary shares of 5 pence each 10.0 10.0
Allotted, called up and fully paid
108,008,562 (2023: 108,008,562) ordinary shares of 5 pence each 5.4 5.4
Share options
Number of options
Option 2024 2023

Year of grant Exercise period price ’000 ’000
FY21 2023–2030 40.50p 900 905

FY22 2024–2031 56.03p 738 1,983
FY23 2025–2032 30.29p 3,793 4,786
FY24 2026–2033 20.69p 1,295 —
The weighted average exercise price of all options in 2024 was 35.3 pence (2023: 39.0 pence).
Movement in share options during the year:
2024 2023
No. of shares Weighted No. of shares Weighted

’000 average ’000 average
Outstanding at beginning of the year 7,731 39.0p 3,848 50.7p

Granted during the year 1,518 25.7p 4,898 31.8p
Exercised during the year — — — —
Forfeited during the year (2,523) 43.2p (1,015) 44.3p
Outstanding at the year end 6,726 35.3p 7,731 39.0p
Exercisable at the end of the period 900 40.5p — —
During the year, 1,517,500 (2023: 4,898,000) share options were granted to the following schemes:
▶ 1,057,500 to the Company Share Option Plan (CSOP) scheme launched in 2022;
▶ 375,000 to the existing EMI scheme launched in 2020; and
▶ 85,000 unapproved share options to the USA Subplan.
▶ 900,000 share options were eligible to be exercised during the year.
As at 31 January 2024, 6,725,653 (2023: 7,731,000) share options remain outstanding as follows:
▶ 1,702,500 (2023: 1,368,000) shares in a CSOP;
▶ 2,810,653 (2023: 3,703,000) shares in an EMI Plan;
▶ 2,000,000 (2023: 2,000,000) shares under a LTIP; and
▶ 212,500 (2023: 660,000) shares in a USA Subplan.
For further details see page 45 of the Remuneration report.
Valuation of share awards

Share-based payments, including awards under the EMI, CSOP and LTIP, are valued using an independent probability valuation model
and take account of performance criteria (if any).
The Group recognised a charge of £0.2m in the year (2023: charge of £0.2m).
Reserves
The nature of the reserves shown in the consolidated balance sheet and consolidated statement of changes in equity is as follows:
Share premium
Amount subscribed for share capital in excess of nominal value.
Capital redemption reserve

The cumulative nominal value of own shares acquired by the Company.
Translation reserve
Gains and losses arising on retranslating the net assets of overseas operations into Sterling of less than £0.1m (2023: less than £0.1m).
Other reserves
A reserve arising from the application of IFRS 2 “Share-based Payments”.
Retained earnings
Cumulative gains and losses recognised in the consolidated statement of comprehensive income not included above.

21. Capital commitments

Expenditure sanctioned but not contracted for amounted to £nil (2023: £nil), and expenditure contracted but not provided for in the
financial statements amounted to £nil (2023: £nil).
22. Leases
The right-of-use assets recognised and the movement during the year is as follows:
Motor
vehicles and
Property equipment Total
£m £m £m
Cost
At 1 February 2022 0.9 0.5 1.4
Additions 0.2 — 0.2
Disposals — — —
At 31 January 2023 1.1 0.5 1.6
Additions — 0.2 0.2
At 31 January 2024 1.1 0.7 1.8
Depreciation
At 1 February 2022 0.3 0.3 0.6
Charge for the year 0.3 0.1 0.4
At 31 January 2023 0.6 0.4 1.0
Charge for the year 0.2 0.1 0.3
At 31 January 2024 0.8 0.5 1.3
Net book value
At 1 February 2023 0.5 0.1 0.6
At 31 January 2024 0.3 0.2 0.5
The movement on the lease liability during the year is summarised as follows:
£m
As at 1 February 2023 0.6

New leases entered into during the year 0.2
Disposals —
Payments made during the year (0.3)
At 31 January 2024 0.5
Presented as:
Lease liability within one year 0.2
Lease liability in more than one year 0.3
The table below summarises the maturity profile of the Group’s financial liabilities based upon the contractual undiscounted payments
as at 31 January 2024.
2024
£m
No later than one year 0.2

Later than one year and no later than five years 0.3
Later than five years —
0.5
23. Retirement benefit schemes

The Group operates a Group Personal Pension Plan (which is a defined contribution scheme) for all qualifying employees. The assets
of the schemes are held separately from those of the Group in funds under the control of the trustees.
Contributions to the Group Personal Pension Plan and to other personal pension plans are charged to the statement of comprehensive
income as they become payable. The pension cost charge for the year for continuing operations was £0.4m (2023: £0.4m) and
outstanding contributions at the year end amounted to less than £0.1m (2023: less than £0.1m).


24. Financial assets and liabilities

(i) Financial instruments
The Group’s financial instruments comprise cash and cash equivalents, and various items such as trade receivables and payables that
arise directly from its operations. The main purpose of these instruments is to raise finance for operations. The Group has not entered
into derivative transactions nor does it trade in financial instruments as a matter of policy. The main risk arising from the Group’s financial
instruments is liquidity risk. The Board’s policy on each is described in Note 1 and is subject to regular monitoring and review, and
remains unchanged since 2021. Operations are financed through working capital management and existing cash resources.
Treasury matters are dealt with on a Group basis and are approved by the Board.
(ii) Financial assets

Details of trade and other receivables are provided in Note 16. The only other current financial asset held is cash and cash equivalents.
The cash balances as at 31 January 2024 are detailed below:
2024 2023
£m £m
US Dollar 0.3 1.4

Indian Rupee — —
Euro accounts — —
Pound Sterling 8.7 14.2
9.0 15.6
(iii) Financial liabilities

At 31 January 2024, the Group had no borrowings.
(iv) Maturity
All financial liabilities are contractually due within six months.
(v) Fair value of financial assets and liabilities

IFRS 7 “Financial Instruments” requires disclosure of fair value measurements by the level of the following fair value measurement hierarchy:
▶ quoted prices (unadjusted) in active markets (Level 1);
▶ inputs other than quoted prices that are observable for the asset or liability, either directly or indirectly (Level 2); and
▶ inputs for the asset or liability that are not based on observable market data (Level 3).
There are no applicable financial assets at the end of 31 January 2024 (2023: £nil).
(vi) Committed undrawn borrowing facilities

At the year end, the Group had committed undrawn facilities of £nil (2023: £nil).
(vii) Currency risk

The Group’s principal functional currency remains Pound Sterling with transactions in Euro and US Dollar.
The Group does not trade in derivatives or make speculative hedges. At 31 January 2024, the Group had no commitments under non-
cancellable forward contracts (2023: £nil).
(viii) Categories of financial instruments

2024 2023
Financial assets held at amortised cost £m £m
Cash and bank balances 9.0 15.6

Trade and other receivables (Note 16) 4.5 5.4
13.5 21.0
2024 2023
Financial liabilities held at amortised cost £m £m
Trade and other payables (Note 17) 1.9 1.5

25. Related party transactions

(a) Transactions between Group companies, which are related parties, have been eliminated on consolidation and have therefore not
been disclosed.
(b) Key management of the Group are the Directors and other members of the Executive leadership team of the Group
business segments.
Key management personnel remuneration was:
2024 2023
£m £m
Short-term employee benefits:

Salaries including bonuses 1.6 2.0
Social security costs 0.2 0.2
Company benefits (car, PMI, etc.) — —
Post-employment benefits: 1.8 2.2
Defined contribution pension plans 0.1 0.1
Total remuneration 1.9 2.3
Share-based payments to key management amounted to £0.1m (2023: £nil).
26. Discontinued operations

During the prior year, the Group discontinued its activity in Building Energy Management Systems; consequently, the results from this
revenue stream were included as discontinued operations.
Total discontinued operations comprise:
2024 2023
£m £m
Revenue — 0.6
Cost of sales — (0.7)
Gross loss — (0.1)
Operating expenses — (0.2)
Loss before tax — (0.3)
Attributable tax — —
Loss from discontinued operations before gain on disposal — (0.3)
Gain on disposal and loss on re-measurement — —
Attributable tax to gain — —
Loss from discontinued operations attributable to equity shareholders — (0.3)
Foreign currency reserve reclassification — —
Other comprehensive income from discontinued operations — (0.3)
Building Energy Management Systems

The results of ceasing operations of Building Energy Management Systems, which have been included in the consolidated statement of
comprehensive income, were as follows:
2024 2023
£m £m
Revenue — 0.6
Cost of sales — (0.7)
Gross profit/(loss) — (0.1)
Operating expenses — (0.2)
Profit/(loss) before tax — (0.3)
Attributable tax — —
Profit/(loss) from Building Energy Management Systems — (0.3)
Gain on sale and loss on re-measurement to fair value — —
Profit/(loss) from Building Energy Management Systems discontinued operation attributable to equity shareholders — (0.3)


26. Discontinued operations continued

Cash flows from Building Energy Management Systems
2024 2023
£m £m
Net cash outflow from operating activities — (0.3)

Net cash inflow from investing activities —
Cash received on sale of assets — —
Expenditure on intangible assets — —
Total net cash inflow from investing activities — —
Interest payable — —
Total net cash inflow from financing activities — —
27. Contingent liabilities

Checkit plc and HMRC have been in correspondence since early 2022 regarding matters of input tax recoverability. The matter is
ongoing and the substance of discussions remains unchanged from the prior year. A statutory review of the case is being conducted
and management continues to disagree with HMRC’s position. Specialist tax advice has been sought throughout the correspondence.
The total amount of input tax claimed since VAT registration to 31 January 2023 is £1.2m. Given the uncertainty and materiality of the
issue, we do not consider it appropriate at this stage to provide for this and are disclosing as a contingent liability.
28. Non-GAAP performance measures

A reconciliation of non-GAAP performance measures to reported results is set out below:
Profit measures – LBITDA – continuing operations

2024 2023
£m £m
LBITDA (3.4) (6.4)

Depreciation and amortisation (1.3) (1.0)
Share-based payment charge (0.2) (0.2)
Non-recurring or special items (0.2) (4.8)
Operating loss for the year (5.1) (12.4)

PARENT COMPANY BALANCE SHEET

as at 31 January 2024
2024 2023
Notes £m £m
Fixed assets
Investments in subsidiary undertakings 3 14.5 14.5
Intangible assets 0.4 0.5
Tangible fixed assets 4 0.2 0.4
15.1 15.4
Current assets
Debtors 5 22.2 21.9
Cash in hand and at bank 7.5 12.4
29.7 34.3
Creditors: amounts falling due within one year 6 (5.6) (10.8)
Net current assets 24.1 23.5
Total assets less current liabilities 39.2 38.9
Long-term liabilities
Long-term contract lease liabilities (0.1) (0.2)
Long-term provisions 7 (0.2) (0.3)
Net assets 38.9 38.4
Capital and reserves
Called up share capital 8 5.4 5.4
Share premium 23.3 23.3
Capital redemption reserve 6.4 6.4
Other reserves 0.5 0.2
Profit and loss account 3.3 3.1
Shareholders’ funds 38.9 38.4
The parent company’s profit for the financial year amounted to £0.2m (2023: less than £0.1m profit).
The notes form an integral part of the financial statements.
The financial statements were approved by the Board of Directors on 24 April 2024 and were signed on its behalf by:
Kit Kyte Greg Price

Chief Executive Officer Chief Financial and Operations Officer

PARENT COMPANY STATEMENT OF CHANGES IN EQUITY

Capital Profit
Share Share redemption Other and loss
capital premium reserve reserves account Total
£m £m £m £m £m £m
At 1 February 2022 5.4 23.3 6.4 — 3.0 38.1

Profit for the year — — — — — —
Total comprehensive income for the year 5.4 23.3 6.4 — 3.0 38.1
Issue of own shares — — — 0.2 0.1 0.3
Total transaction with owners — — — 0.2 0.1 0.3
At 31 January 2023 5.4 23.3 6.4 0.2 3.1 38.4
Profit for the year — — — — 0.2 0.2
Total comprehensive income for the year 5.4 23.3 6.4 0.2 3.3 38.6
Own shares — — — 0.3 — 0.3
Total transaction with owners — — — 0.3 — 0.3
At 31 January 2024 5.4 23.3 6.4 0.5 3.3 38.9

NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS

1. Accounting policies
Basis of preparation
The separate financial statements of the Company are presented as required by the Companies Act 2006. The Company meets the
definition of a qualifying entity under Financial Reporting Standard 100 (FRS 100) issued by the Financial Reporting Council. Accordingly,
the financial statements have therefore been prepared in accordance with Financial Reporting Standard 101 (FRS 101) “Reduced
Disclosure Framework” as issued by the Financial Reporting Council.
As permitted by FRS 101, the Company has taken advantage of the disclosure exemptions available under that standard in relation to
share-based payments, financial instruments, capital management, presentation of comparative information in respect of certain assets,
presentation of a cash flow statement and certain related party transactions. Where required, equivalent disclosures are given in the
The financial statements have been prepared on the historical cost basis. The principal accounting policies adopted are the same as
those set out in Note 1 to the consolidated financial statements except as noted below:
Investments
Investments in subsidiaries and associates are stated at cost less, where appropriate, provisions for impairment.
2. Profit for the financial year

As permitted by Section 408 of the Companies Act 2006, the profit and loss account of the parent company is not presented as part
of these financial statements. The parent company’s profit for the financial year amounted to £0.2m (2023: £0.1m profit).
3. Investments in subsidiary undertakings

2024 2023
£m £m
At 1 February 14.5 14.5

Acquisitions – external — —
Acquisitions – intra-group — —
Disposals — —
Provisions — —
At 31 January 14.5 14.5
Investment in subsidiary undertakings are made up as follows:

Net book value
Cost Impairment 2024 2023

£m £m £m £m
Checkit Europe Limited 9.0 — 9.0 9.0

Checkit UK Limited 10.5 (5.0) 5.5 5.5
Checkit Inc — — — —
Hartest Precision Instruments India Private Limited — — — —
Hartest Precision Instruments Limited — — — —
19.5 (5.0) 14.5 14.5
The Group is loss making and this is an indicator for potential impairment of its investments. Management has completed impairment
reviews through estimating the recoverable value of these assets and concluded that impairments should remain unchanged as set
out above.
4. Tangible fixed assets

Property –
right-of-use
asset
£m
Cost
At 1 February 2023 0.9
Additions —
Disposals —
Depreciation
Charge for the year 0.2
Disposals —
Net book value
Amounts owed by subsidiary undertakings are repayable on demand and do not bear interest.

NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS CONTINUED

5. Debtors: amounts falling due within one year

2024 2023
£m £m
Amounts owed by subsidiary undertakings 21.3 21.1

Other debtors and repayments 0.9 0.8
22.2 21.9
Amounts owed by subsidiary undertakings are repayable on demand and do not bear interest.
6. Creditors: amounts falling due within one year
2024 2023
£m £m
Amounts owed to subsidiary undertakings 4.2 9.0

Other creditors 1.3 1.6
Contract lease liabilities 0.1 0.2
5.6 10.8
Amounts owed to subsidiary undertakings are repayable on demand and do not bear interest.
7. Provisions
Dilapidation
costs
£m

Utilised (0.2)
Increase in provision 0.1
Anticipated utilisation
Within one year 0.1
Beyond one year 0.1
8. Share capital and reserves

Details of the share capital and reserves are given in Note 20 of the notes to the consolidated financial statements.
9. Capital expenditure commitments

Expenditure sanctioned but not contracted for amounted to £nil (2023: £nil), and expenditure contracted but not provided for in the
financial statements amounted to £nil (2023: £nil).
10. Contingent liabilities

Details of contingent liabilities are given in Note 27 of the notes to the consolidated financial statements.
11. Related party transactions

Related party transactions are the same for the Company as for the Group. Details can be found in Note 25 of the notes to the

WEB PROPERTY AND ADVISERS
Web property Nominated adviser and broker

Checkit Singer Capital Markets
www.checkit.net 1 Bartholomew Lane
London EC2N 2AX
Advisers
Group General Counsel and Auditor
Company Secretary Cooper Parry Group Limited
Hugh Wooster Sky View, Argosy Road
East Midlands Airport
Registered office Derby DE74 2SA
Broers Building
J J Thomson Avenue
Bankers
Cambridge CB3 0FA HSBC Bank plc
69 Pall Mall
Registered in England London SW1Y 5EZ
No. 448274
Barclays Bank plc
Registrars Leicester
Link Group LE87 2BB
10th Floor, Central Square
29 Wellington Street
Leeds
LS1 4DL
Checkit plc’s commitment to environmental issues is reflected in this

Annual Report, which has been printed on Symbol Freelife Satin, an
FSC® certified material. This document was printed by L&S using its
environmental print technology, which minimises the impact of printing
on the environment, with 99% of dry waste diverted from landfill. The
printer is a CarbonNeutral® company. Both the printer and the paper
mill are registered to ISO 14001.
Checkit plc
Broers Building
J J Thomson Avenue
Cambridge CB3 0FA
www.checkit.net

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Innovate how

At Checkit, we have hundreds of customers

To find out more visit: www.checkit.net

Financial highlights Operational highlights

Total Group revenue from Net revenue retention

Checkit plc | Annual Report and Accounts 2024

Checkit plc | Annual Report and Accounts 2024

An end-to-end digital solution.

Sensors Software Services

Checkit plc | Annual Report and Accounts 2024

▶ World-class products, benefiting from AI enhancements

Guided workflow software, smart sensor automation

Organisations everywhere are spending more and more money to

State-of-the-art products using ML and AI

Our software and sensors provide real-time intelligence, with

Checkit plc | Annual Report and Accounts 2024

Succeeding in the United States Serving large vertical markets

A recurring revenue model

FY20 FY21 FY22 FY23 FY24

Checkit plc | Annual Report and Accounts 2024

NON-EXECUTIVE CHAIRMAN’S STATEMENT

Following another year of strong progress, we are well placed

Dear Shareholders, In FY24, we have re-examined each of

a difficult macro-economic environment.

Checkit plc | Annual Report and Accounts 2024

CHIEF EXECUTIVE OFFICER’S REVIEW

The road to profitability: consistent

Checkit has delivered a positive set of financial

Checkit plc | Annual Report and Accounts 2024

CHIEF EXECUTIVE OFFICER’S REVIEW CONTINUED

Checkit plc | Annual Report and Accounts 2024

Checkit plc | Annual Report and Accounts 2024

The market opportunity

Our platform empowers a large,

A large addressable market

Continuing shortages of frontline workers, high

Continuing advances in technology and particularly

The market for employee experience platforms is

Checkit plc | Annual Report and Accounts 2024

Currently serving three out of seven

Targeting the US market

Digital food safety

2 Josh Bersin – https://joshbersin.com/2021/02/themassive-market-

Checkit plc | Annual Report and Accounts 2024

Our product vision is to transform business performance at the

Our products put three of today’s biggest a combination of continuous monitoring

Checkit plc | Annual Report and Accounts 2024

Designed for the speed and scale of deskless operations

Drag and drop workflow builder

Powerful IoT devices

Alert to workflow technology

Business intelligence dashboards

Checkit plc | Annual Report and Accounts 2024

Our business model

Enterprise-grade Impact Design and

Growing IoT ecosystem

Checkit plc | Annual Report and Accounts 2024

Checkit plc | Annual Report and Accounts 2024

BUSINESS STR ATEGY

onverting Checkit into a pure subscription business

onverting Checkit into a pure subscription business

1 Annual recurring revenue (ARR) is defined as the annualised value of contracted

2 Net retention revenue (NRR) is defined as the amount of recurring revenue

“It’s hundreds of thousands of dollars in every

“The crew have been very receptive to the

Employee age distribution White