3\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 New or revised\nStandards or Interpretations
\n\u00a0
\n3.1\u00a0\u00a0\u00a0\nNew standards adopted as at 1 January 2025
\n\u00a0
\nSome accounting\npronouncements which have become effective from 1 January 2025 and\nhave therefore been adopted do not have a significant impact on the\nGroup and Company\u2019s financial results or position.
\nAmendments that are\neffective for the first time in 2025 and could be applicable to the\ncompany are:
\n| \n \u2022 \n | \n\n Lack of Exchangeability\n(Amendments to IAS 21). \n | \n
\u00a0
\nThese amendments do not\nhave a significant impact on these financial statements and\ntherefore the disclosures have not been made.
\n\u00a0
\n3.2\u00a0\u00a0\u00a0Standards, amendments and\nInterpretations to existing Standards that are not yet effective\nand have not been adopted early by the Group
\n\u00a0
\nAt the date of\nauthorisation of these consolidated financial statements, several\nnew, but not yet effective, Standards and amendments to existing\nStandards, and Interpretations have been published by the IASB or\nIFRIC. None of these Standards or amendments to existing Standards\nhave been adopted early by the Group and the Company and no\nInterpretations have been issued that are applicable and need to be\ntaken into consideration by the Group and the Company at either\nreporting date.
\nStandards and amendments\nthat are not yet effective and have not been adopted early by the\nGroup and the Company include:
\n| \n \u2022 \n | \n\n Amendments to the\nClassification and Measurement of Financial Instruments (Amendments\nto IFRS 9 and 7); \n | \n
| \n \u2022 \n | \n\n Contracts Referencing\nNature-dependent Electricity (Amendments to IFRS 9 and IFRS\n7) \n | \n
| \n \u2022 \n | \n\n Annual Improvements to\nIFRS Accounting Standard \u2013 Volume 11 \n | \n
| \n \u2022 \n | \n\n IFRS 19 Subsidiaries\nwithout Public Accountability Disclosures \n | \n
| \n \u2022 \n | \n\n Amendments to IFRS 19\n\u2018Subsidiaries without Public Accountability\nDisclosures\u2019 \n | \n
\u00a0
\nThese Standards and\namendments are not expected to have a significant impact on the\nfinancial statements in the period of initial application and\ntherefore no disclosures have been made.
\n\u00a0
\nManagement\u00a0anticipates\u00a0that all relevant\npronouncements will be adopted for the first period\u00a0beginning\non or after the effective date of the pronouncement.
\n\u00a0
\nIn April 2024, the IASB\nissued IFRS 18, which replaces IAS 1 \u2018Presentation of\nFinancial Statements\u2019. The adoption of IFRS 18\n\u2018Presentation and Disclosure in financial statements\u2019,\neffective for periods commencing on or after 1 January 2027, is\nexpected to have a material impact on the presentation of the\nfinancial Statements, and therefore relevant disclosures are\nincluded below.
\n\u00a0
\nAlthough IFRS 18 includes\nmany of the requirements of IAS 1, it introduces new\nrequirements\u00a0
\nto better structure\nfinancial statements and to provide more detailed and useful\ninformation to
\ninvestors,\nincluding:\u00a0
\n\u00a0
\n| \n \u2022 \n | \n\n two new subtotals defined\nin the statement of profit or loss, namely (1) operating profit and\n(2) profit or loss before financing and income taxes \n | \n
| \n \u2022 \n | \n\n the classification of all\nincome and expenses within the statement of profit or loss in one\nof five \ncategories \n | \n
| \n \u2022 \n | \n\n a new requirement to\ndisclose performance measures defined by management, and \n | \n
| \n \u2022 \n | \n\n an improvement in the\nprinciples related to the aggregation and disaggregation of\ninformation in \nthe financial statements\nand accompanying notes \n | \n
\u00a0
\nIFRS 18 will be applied\nretrospectively with specific transitional\nprovisions.\u00a0
\n\u00a0
\nThe Group and the\nCompany\u00a0are currently working to\u00a0identify\u00a0all\nof\u00a0the impacts that IFRS 18 will have on the\nprimary\u00a0financial statements and notes to\u00a0the\nfinancial\u00a0statements.\u00a0
\n\u00a0
\nOther\nnew\u00a0standards,\u00a0amendments\u00a0and Interpretations not\nadopted in the current year have\nnot\u00a0been\u00a0disclosed\u00a0as they are not expected to have\na material impact on the consolidated financial\nstatements.
", "dimensions": { "concept": "ifrs-full:DescriptionOfInitialApplicationOfStandardsOrInterpretations", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "iq4Q_5VBF1": { "value": "3\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 New or revised\nStandards or Interpretations
\n\u00a0
\n3.1\u00a0\u00a0\u00a0\nNew standards adopted as at 1 January 2025
\n\u00a0
\nSome accounting\npronouncements which have become effective from 1 January 2025 and\nhave therefore been adopted do not have a significant impact on the\nGroup and Company\u2019s financial results or position.
\nAmendments that are\neffective for the first time in 2025 and could be applicable to the\ncompany are:
\n| \n \u2022 \n | \n\n Lack of Exchangeability\n(Amendments to IAS 21). \n | \n
\u00a0
\nThese amendments do not\nhave a significant impact on these financial statements and\ntherefore the disclosures have not been made.
\n\u00a0
\n3.2\u00a0\u00a0\u00a0Standards, amendments and\nInterpretations to existing Standards that are not yet effective\nand have not been adopted early by the Group
\n\u00a0
\nAt the date of\nauthorisation of these consolidated financial statements, several\nnew, but not yet effective, Standards and amendments to existing\nStandards, and Interpretations have been published by the IASB or\nIFRIC. None of these Standards or amendments to existing Standards\nhave been adopted early by the Group and the Company and no\nInterpretations have been issued that are applicable and need to be\ntaken into consideration by the Group and the Company at either\nreporting date.
\nStandards and amendments\nthat are not yet effective and have not been adopted early by the\nGroup and the Company include:
\n| \n \u2022 \n | \n\n Amendments to the\nClassification and Measurement of Financial Instruments (Amendments\nto IFRS 9 and 7); \n | \n
| \n \u2022 \n | \n\n Contracts Referencing\nNature-dependent Electricity (Amendments to IFRS 9 and IFRS\n7) \n | \n
| \n \u2022 \n | \n\n Annual Improvements to\nIFRS Accounting Standard \u2013 Volume 11 \n | \n
| \n \u2022 \n | \n\n IFRS 19 Subsidiaries\nwithout Public Accountability Disclosures \n | \n
| \n \u2022 \n | \n\n Amendments to IFRS 19\n\u2018Subsidiaries without Public Accountability\nDisclosures\u2019 \n | \n
\u00a0
\nThese Standards and\namendments are not expected to have a significant impact on the\nfinancial statements in the period of initial application and\ntherefore no disclosures have been made.
\n\u00a0
\nManagement\u00a0anticipates\u00a0that all relevant\npronouncements will be adopted for the first period\u00a0beginning\non or after the effective date of the pronouncement.
\n\u00a0
\nIn April 2024, the IASB\nissued IFRS 18, which replaces IAS 1 \u2018Presentation of\nFinancial Statements\u2019. The adoption of IFRS 18\n\u2018Presentation and Disclosure in financial statements\u2019,\neffective for periods commencing on or after 1 January 2027, is\nexpected to have a material impact on the presentation of the\nfinancial Statements, and therefore relevant disclosures are\nincluded below.
\n\u00a0
\nAlthough IFRS 18 includes\nmany of the requirements of IAS 1, it introduces new\nrequirements\u00a0
\nto better structure\nfinancial statements and to provide more detailed and useful\ninformation to
\ninvestors,\nincluding:\u00a0
\n\u00a0
\n| \n \u2022 \n | \n\n two new subtotals defined\nin the statement of profit or loss, namely (1) operating profit and\n(2) profit or loss before financing and income taxes \n | \n
| \n \u2022 \n | \n\n the classification of all\nincome and expenses within the statement of profit or loss in one\nof five \ncategories \n | \n
| \n \u2022 \n | \n\n a new requirement to\ndisclose performance measures defined by management, and \n | \n
| \n \u2022 \n | \n\n an improvement in the\nprinciples related to the aggregation and disaggregation of\ninformation in \nthe financial statements\nand accompanying notes \n | \n
\u00a0
\nIFRS 18 will be applied\nretrospectively with specific transitional\nprovisions.\u00a0
\n\u00a0
\nThe Group and the\nCompany\u00a0are currently working to\u00a0identify\u00a0all\nof\u00a0the impacts that IFRS 18 will have on the\nprimary\u00a0financial statements and notes to\u00a0the\nfinancial\u00a0statements.\u00a0
\n\u00a0
\nOther\nnew\u00a0standards,\u00a0amendments\u00a0and Interpretations not\nadopted in the current year have\nnot\u00a0been\u00a0disclosed\u00a0as they are not expected to have\na material impact on the consolidated financial\nstatements.
", "dimensions": { "concept": "ifrs-full:DisclosureOfChangesInAccountingPoliciesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "QXbofftErc": { "value": "4\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Material\naccounting policies
\n\u00a0
\n4.1\u00a0\u00a0\u00a0\n\u00a0Overall considerations
\n\u00a0
\nThe Group should disclose\nits material accounting policies. Accounting policies are material\nand must be disclosed if they can be reasonably expected to\ninfluence the decisions of users of the financial\nstatements.
\n\u00a0
\nManagement has concluded\nthat the disclosure of the Group\u2019s material accounting\npolicies below is appropriate.
\n\u00a0
\n4.2\u00a0\u00a0\u00a0\n\u00a0Presentation of financial statements
\n\u00a0
\nThe consolidated\nfinancial statements are presented in accordance with IAS 1\nPresentation of Financial Statements (IAS 1).
\n\u00a0
\n4.3\u00a0\u00a0\u00a0\n\u00a0Basis of consolidation
\n\u00a0
\nThe Group financial\nstatements consolidate those of the parent Company and all of its\nsubsidiaries as of 31 December 2024. The parent controls a\nsubsidiary if it is exposed, or has rights, to variable returns\nfrom its involvement with the subsidiary and has the ability to\naffect those returns through its power over the subsidiary. The\nsubsidiaries have a reporting date of 31 December.
\n\u00a0
\nAll transactions and\nbalances between Group companies are eliminated on consolidation,\nincluding unrealised gains and losses on transactions between Group\ncompanies. Where unrealised losses on intra-Group asset sales are\nreversed on consolidation, the underlying asset is also tested for\nimpairment losses from the Group perspective. Amounts reported in\nthe financial statements of subsidiaries have been adjusted where\nnecessary to ensure consistency with the accounting policies\nadopted by the Group.
\n\u00a0
\nProfit or loss and other\ncomprehensive income of subsidiaries acquired or disposed of during\nthe year are recognised from the effective date of acquisition, or\nup to the effective date of disposal, as applicable.
\n\u00a0
\n4.4\u00a0\u00a0\u00a0\n\u00a0Business combinations
\n\u00a0
\nThe Group applies the\nacquisition method in accounting for business combinations. The\nconsideration transferred by the Group to obtain control of a\nsubsidiary is calculated as the sum of the acquisition-date fair\nvalues of assets transferred, liabilities incurred and the equity\ninterests issued by the Group, which includes the fair value of any\nasset or liability arising from a contingent consideration\narrangement. Acquisition costs are expensed as incurred.
\n\u00a0
\nThe Group recognises\nidentifiable assets acquired and liabilities assumed in a business\ncombination regardless of whether they have been previously\nrecognised in the acquiree\u2019s financial statements prior to\nthe acquisition. Assets acquired and liabilities assumed are\ngenerally measured at their acquisition-date fair\nvalues.
\n\u00a0
\n4.5\u00a0\u00a0\u00a0\n\u00a0Investment in subsidiaries
\n\u00a0
\nInvestment in\nsubsidiaries is included in the Company\u2019s statement of\nfinancial position at cost less any impairment loss that may have\narisen. Income from investment is recognised only to the extent of\ndistributions received by the Company from post-acquisition\nprofits. Distributions received in excess of such profits are\nregarded as a recovery of the investment and are recognised as a\nreduction of the cost of the investment.
\n\u00a0
\nAt the end of each\nreporting period, the Company reviews the carrying amount of its\ninvestment in subsidiaries to determine whether there is any\nindication of impairment and, if any such indication exists, the\nrecoverable amount of the investment is estimated. An impairment\nloss is the amount by which the carrying amount of an investment\nexceeds its recoverable amount. The recoverable amount is the\nhigher of fair value less costs to sell and value in use. An\nimpairment loss that has been previously recognised is reversed if\nthe carrying amount of the investment exceeds its recoverable\namount. An impairment loss is reversed only to the extent that the\ncarrying amount of the investment does not exceed the carrying\namount that would have been determined if no impairment loss had\nbeen previously recognised. Impairment losses and reversals are\nrecognised immediately in profit or loss.
\n\u00a0
\n4.6\u00a0\u00a0\u00a0\n\u00a0Acquisition of entities and businesses under common\ncontrol
\n\u00a0
\nThe acquisition of\nsubsidiaries under common control is accounted for under the\nprinciples of predecessor accounting as from the date these\nsubsidiaries are acquired by the holding Company\u2019s parent at\ntheir previous carrying amounts of assets and liabilities included\nin the consolidated financial statements of the Company\u2019s\nparent.\u00a0 Differences on acquisition between the consideration\ngiven in exchange for the acquired entities and the amounts at\nwhich the assets and liabilities of the acquired are initially\nrecognised are included within equity.
\n\u00a0
\n4.7\u00a0\u00a0\u00a0\n\u00a0Acquisition of subsidiaries
\n\u00a0
\nThe acquisition of\nsubsidiaries that are not under common control is accounted for by\napplying the acquisition method. The consideration is measured as\nthe aggregate of the fair values, at the date of exchange of assets\ngiven, liabilities incurred or assumed, and equity instruments\nissued by the acquirer in exchange for control of the acquiree.\nAcquisition-related costs are recognised in profit or loss as\nincurred, except for costs to issue debt or equity\nsecurities.
\n\u00a0
\nThe acquiree\u2019s\nidentifiable assets and liabilities that meet the conditions for\nrecognition are recognised at their fair values at the acquisition\ndate, except as specifically required by other International\nFinancial Reporting Standards as adopted by the EU. A contingent\nliability assumed in a business combination is recognised at the\nacquisition date if there is a present obligation that arises from\npast events and its fair value can be measured reliably.
\n\u00a0
\nThe results of\nsubsidiaries are included in the consolidated financial statements\nfrom the date that control commences until the date that control\nceases. Where necessary, in preparing these consolidated financial\nstatements, appropriate adjustments are made to the financial\nstatements of subsidiaries to bring their accounting policies in\nline with those used by Group entities.\u00a0 Intra-Group balances,\ntransactions, income and expenses are eliminated on\nconsolidation.
\n\u00a0
\n4.8\u00a0\u00a0\u00a0\n\u00a0Goodwill
\n\u00a0
\nGoodwill arising in a\nbusiness combination that is accounted for using the acquisition\nmethod is recognised as an asset at the date that control is\nacquired. Goodwill is measured as the excess of (a) the aggregate\nof: (i) the consideration transferred; (ii) the amount of any\nnon-controlling interests in the acquiree; and (iii) in a business\ncombination achieved in stages, the acquisition-date fair value of\nthe acquirer\u2019s previously held equity interest in the\nacquiree; and (b) the net of the acquisition-date amounts of the\nidentifiable assets acquired and the liabilities\nassumed.
\n\u00a0
\nGoodwill is initially\nrecognised as an asset at cost and is subsequently measured at cost\nless any accumulated impairment losses. Any gain on a bargain\npurchase, after reassessment, is recognised immediately in profit\nor loss.
\n\u00a0
\n4.9\u00a0\u00a0\n\u00a0\u00a0\u00a0Non-controlling interest
\n\u00a0
\nNon-controlling interests\nin the acquiree that are present ownership interests and entitle\ntheir shareholders to a proportionate share of the entity\u2019s\nnet assets in the event of liquidation, may be initially measured\neither at the present ownership interests proportionate share in\nthe recognised amounts of the acquiree\u2019s identifiable net\nassets or at fair value. The choice of measurement basis is made on\nan acquisition-by-acquisition basis. After initial recognition,\nnon-controlling interests in the net assets consist of the amount\nof those interests at the date of the original business combination\nand the non-controlling interests\u2019 share of changes in equity\nsince the date of the combination. Non-controlling interests in the\nnet assets of consolidated subsidiaries are presented separately\nfrom the holding Company\u2019s owners\u2019 equity therein.\nNon-controlling interests in the profit or loss and other\ncomprehensive income of consolidated subsidiaries are also\ndisclosed separately.\u00a0 Total comprehensive income is\nattributed to non-controlling interests even if this results in the\nnon-controlling interests having a deficit balance.
\n\u00a0
\n4.10\u00a0\u00a0\n\u00a0Revenue recognition
\n\u00a0
\nRevenue for the Group\narises mainly from the sale, maintenance and servicing of\ninformation technology solutions, security systems and operates an\nelectronic payment gateway.
\n\u00a0
\nTo determine whether to\nrecognise revenue, the Group follows a 5-step process:
\n\u00a0
\n| \n 1. \n | \n\n Identifying the contract\nwith a customer \n | \n
| \n 2. \n | \n\n Identifying the\nperformance obligations \n | \n
| \n 3. \n | \n\n Determining the\ntransaction price \n | \n
| \n 4. \n | \n\n Allocating the\ntransaction price to the performance obligations \n | \n
| \n 5. \n | \n\n Recognising revenue\nwhen/as performance obligation(s) are satisfied. \n | \n
\u00a0
\nThe Group often enters\ninto transactions involving a range of the Group\u2019s products\nand services, as described above. In all cases, the total\ntransaction price for a contract is allocated amongst the various\nperformance obligations based on their relative stand-alone selling\nprices. The transaction price for a contract excludes any amounts\ncollected on behalf of third parties.
\n\u00a0
\nRevenue is recognised\neither at a point in time or over time, when (or as) the Group\nsatisfies performance obligations by transferring the promised\ngoods or services to its customers.
\n\u00a0
\nThe Group recognises\ncontract liabilities for consideration received in respect of\nunsatisfied performance obligations and reports these amounts as\ncontract liabilities in the statement of financial position (see\nnote 33). Similarly, if the Group satisfies a performance\nobligation before it receives the consideration, the Group\nrecognises either a contract asset or a receivable in its statement\nof financial position, depending on whether something other than\nthe passage of time is required before the consideration is\ndue.
\n\u00a0
\nSale of information\ntechnology solutions, security systems and other\nmachinery
\n\u00a0
\nRevenue from the sale of\ninformation technology solutions, security systems and other\nmachinery for a fixed fee is recognised when or as the Group\ntransfers control of the assets to the customer. Invoices for\nproducts and services transferred are due upon receipt by the\ncustomer, which is usually upon the sale of the product to the\ncustomer and installation of the items or products sold. Control\nfor these products is usually transfered at the point in time and\noccurs when the customer takes undisputed delivery of the\ngoods.
\n\u00a0
\nWhen such items are\neither customised or sold together with significant integration\nservices, the goods and services represent a single combined\nperformance obligation over which control is considered to transfer\nover time. This is because the combined product is unique to each\ncustomer (has no alternative use) and the Group has an enforceable\nright to payment for the work completed to date. Revenue for these\nperformance obligations is recognised over time as the\ncustomisation or integration work is performed, using the\ncost-to-cost method to estimate progress towards completion. As\ncosts are generally incurred uniformly as the work progresses and\nare considered to be proportionate to the entity\u2019s\nperformance, the cost-to-cost method provides a faithful depiction\nof the transfer of goods and services to the customer.
\n\u00a0
\nEach major contract is\nnevertheless evaluated for revenue recognition on its own and the\nGroup determines when control is effectively transferred depending\non the specific circumstances.
\n\u00a0
\nFor sales of software\nthat are neither customised by the Group nor subject to significant\nintegration services, the licence period commences upon delivery.\nFor sales of software subject to significant customisation or\nintegration services, the licence period begins upon commencement\nof the related services.
\nMaintenance and\nservicing
\nThe Group enters into\nfixed price maintenance contracts with its customers for terms\nbetween one and three years in length. Customers are required to\npay either quarterly or yearly in advance for each respective\nservice period and the relevant payment due dates are specified in\neach contract.
\nThe Group enters into\nagreements with its customers to perform regularly scheduled\nmaintenance services on the various goods purchased from the Group.\nRevenue is recognised over time based on the ratio between the\nnumber of hours of maintenance services provided in the current\nperiod and the total number of such hours expected to be provided\nunder each contract. This method best depicts the transfer of\nservices to the customer because: (a) details of the services to be\nprovided are specified as part of the agreed maintenance program\nrelative to the maintenance requirements of the items sold, and (b)\nthe Group has a long history of providing these services to its\ncustomers, allowing it to make reliable estimates of the total\nnumber of hours involved in providing the service.
\nConsulting and\ndevelopment of IT systems
\nThe Group enters into\ncontracts for the design, development and installation of IT\nsystems in exchange for a fixed fee and recognises the related\nrevenue over time. Due to the high degree of interdependence\nbetween the various elements of these projects, they are accounted\nfor as a single performance obligation. When a contract also\nincludes promises to perform after-sales services, the total\ntransaction price is allocated to each of the distinct performance\nobligations identifiable under the contract on the basis of its\nrelative stand-alone selling price.
\nTo depict the progress by\nwhich the Group transfers control of the systems to the customer,\nand to establish when and to what extent revenue can be recognised,\nthe Group measures its progress towards complete satisfaction of\nthe performance obligation by comparing actual hours spent to date\nwith the total estimated hours required to design, develop, and\ninstall each system. The hours-to-hours basis provides the most\nfaithful depiction of the transfer of goods and services to each\ncustomer due to the Group\u2019s ability to make reliable\nestimates of the total number of hours required to perform, arising\nfrom its significant historical experience constructing similar\nsystems.
\nMost such arrangements\ninclude detailed customer payment schedules. When payments received\nfrom customers exceed revenue recognised to date on a particular\ncontract, any excess (a contract liability) is reported in the\nstatement of financial position (see note 33).
\nThe construction of IT\nsystems normally takes 10 - 12 months from commencement of design\nthrough to completion of installation. As the period of time\nbetween customer payment and performance will always be one year or\nless, the Group applies the practical expedient in IFRS 15.63 and\ndoes not adjust the promised amount of consideration for the\neffects of financing.
\nIn obtaining these\ncontracts, the Group incurs some incremental costs. As the\namortisation period of these costs, if capitalised, would be less\nthan one year, the Group makes use of the practical expedient in\nIFRS 15.94 and expenses them as they incur. Such incremental costs\nare not considered to be material.
\nPayment\ngateway
\nThe Group enters into\ntransactions with parties for the access to the payment gateway.\nThe Group\u2019s revenue is mainly derived from the actual volume\nof traffic transacted in the reporting period on the payment\ngateway and on other fixed charges. The price is agreed and\nestablished with the customer in written contracts and is allocated\nto the performance obligation accordingly. Prices are based on\nestablished amounts for such services. The transaction price for a\ncontract excludes any amounts collected on behalf of third\nparties.
\n4.11\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Interest and\ndividends
\nInterest income and\nexpenses are reported on an accrual basis using the effective\ninterest method. These are reported within \u2018finance\nincome\u2019 and \u2018finance costs\u2019.
\nDividends are recognised\nat the time the right to receive payment is established.
\n4.12\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Operating\nexpenses
\nOperating expenses are\nrecognised in profit or loss upon utilisation of the service as\nincurred.
\n4.13\u00a0\u00a0\u00a0\u00a0\u00a0 Employee\nbenefits
\nThe Group contributes\ntowards the state pension in accordance with local legislation. The\nonly obligation of the Group is to make the required\ncontributions.\u00a0 Costs are expensed in the period in which they\nare incurred.
\n4.14\u00a0\u00a0\u00a0\nForeign currency translation
\nForeign currency\ntransactions and balances
\nForeign currency\ntransactions are translated into the functional currency of the\nrespective Group entity using the exchange rates prevailing at the\ndates of the transactions (spot exchange rate).\u00a0 Foreign\nexchange gains and losses resulting from the settlement of such\ntransactions and from the remeasurement of monetary items\ndenominated in foreign currency at year-end exchange rates are\nrecognised in the profit or loss.
\nNon-monetary items are\nnot retranslated at the year-end and are measured at historical\ncost (translated using the exchange rates at the transaction date),\nexcept for non-monetary items measured at fair value which are\ntranslated using the exchange rates at the date when fair value was\ndetermined.
\nIn the Group's financial\nstatements, all assets, liabilities and transactions of Group\nentities with a functional currency other than the Euro are\ntranslated into Euro upon consolidation.\u00a0 The functional\ncurrency of the entities in the Group has remained unchanged during\nthe reporting period.
\n\u00a0
\n4.15\u00a0\u00a0\u00a0\nIntangible assets
\n\u00a0
\nAn intangible asset is\nrecognised if it is probable that the expected future economic\nbenefits that are attributable to the asset will flow to the\nCompany and the cost of the asset can be measured\nreliably.\u00a0
\n\u00a0
\nIntangible assets are\ninitially measured at cost, being the fair value at the acquisition\ndate for intangible assets acquired in a business combination.\nExpenditure on an intangible asset is recognised as an expense in\nthe period when it is incurred unless it forms part of the cost of\nthe asset that meets the recognition criteria or the item is\nacquired in a business combination and cannot be recognised as an\nintangible asset, in which case it forms part of goodwill at the\nacquisition date.\u00a0
\n\u00a0
\nThe useful life of\nintangible assets is assessed to determine whether it is finite or\nindefinite. Intangible assets with a finite useful life are\namortised. Amortisation is charged to profit or loss so as to write\noff the cost of intangible assets less any estimated residual\nvalue, over their estimated useful lives. The amortisation method\napplied, the residual value and the useful life are reviewed, and\nadjusted if appropriate, at the end of each reporting\nperiod.
\n\u00a0
\nIntangible assets are\nderecognised on disposal or when no future economic benefits are\nexpected from their use or disposal. Gains or losses arising from\nderecognition represent the difference between the net disposal\nproceeds, if any, and the carrying amount, and are included in\nprofit or loss in the period of derecognition.
\n\u00a0
\nInternally developed\nsoftware and acquired licences
\n\u00a0
\nExpenditure on the\nresearch phase of projects to develop new customised software is\nrecognised as an expense as incurred.
\n\u00a0
\nCosts that are directly\nattributable to a project\u2019s development phase are recognised\nas intangible assets, provided they meet the following recognition\nrequirements:
\n| \n \u2022 \n | \n\n The development cost can\nbe measured reliably \n | \n
| \n \u2022 \n | \n\n The project is\ntechnically and commercially feasible \n | \n
| \n \u2022 \n | \n\n The Group intends to and\nhas sufficient resources to complete projects \n | \n
| \n \u2022 \n | \n\n The Group has the ability\nto use or sell the software \n | \n
| \n \u2022 \n | \n\n The software will\ngenerate probable future economic benefits \n | \n
\u00a0
\nDevelopment costs not\nmeeting these criteria for capitalisation are expensed as\nincurred.
\n\u00a0
\nDirectly attributable\ncosts include employee costs incurred on software development along\nwith an appropriate portion of relevant overheads and borrowing\ncosts.
\n\u00a0
\nAll finite-lived\nintangible assets, including capitalised internally developed\nsoftware, are accounted for using the cost model whereby\ncapitalised costs are amortised on a straight-line basis over their\nestimated useful lives. Residual values and useful lives are\nreviewed at each reporting date. In addition, they are subject to\nimpairment testing as described in note 4.19. The following useful\nlives are applied:
\n\u00a0
\n| \n \u00a0 \n | \n\n Years \n | \n
| \n Internally developed\nsoftware and acquired licences \n | \n\n 3 \u2013 10 \n | \n
\u00a0
\nAny capitalised\ninternally developed software that is not yet complete is not\namortised but is subject to impairment testing as described in note\n4.19.
\n\u00a0
\nAmortisation is included\nwithin depreciation, amortisation and impairment of non-financial\nassets.
\n\u00a0
\nSubsequent expenditures\non the maintenance of computer software and brand names are\nexpensed as incurred.
\n\u00a0
\n4.16\u00a0\u00a0\u00a0 Plant and equipment
\n\u00a0
\nThe Group\u2019s plant\nand equipment are classified into the following classes \u2013\nmotor vehicles, furniture, fixtures and fittings and office and\ncomputer equipment.
\n\u00a0
\nPlant and equipment are\ninitially measured at cost. Subsequent costs are included in the\nasset\u2019s carrying amount when it is probable that future\neconomic benefits associated with the item will flow to the Group\nand the cost of the item can be measured reliably.\u00a0\nExpenditure on repairs and maintenance of plant and equipment is\nrecognised as an expense when incurred.
\n\u00a0
\nPlant and equipment are\nstated at cost less any accumulated depreciation and any\naccumulated impairment losses.
\n\u00a0
\nPlant and equipment are\nderecognised on disposal or when no future economic benefits are\nexpected from their use or disposal. Gains or losses arising from\nderecognition represent the difference between the net disposal\nproceeds, if any, and the carrying amount, and are included in\nprofit or loss in the period of derecognition.
\n\u00a0
\nDepreciation
\n\u00a0
\nDepreciation commences\nwhen the depreciable assets are available for use and is charged to\nprofit or loss so as to write off the cost, less any estimated\nresidual value, over its estimated useful lives, using the\nstraight-line method, on the following bases:
\n\u00a0
\n| \n \u00a0 \n | \n\n Years \n | \n
| \n Furniture, fixtures and\nfittings \n | \n\n 10 \n | \n
| \n Office and computer\nequipment \n | \n\n 3-7 \n | \n
\u00a0
\nThe depreciation method\napplied, the residual value and the useful life are reviewed, and\nadjusted if appropriate, at the end of each reporting\nperiod.
\n\u00a0
\n4.17\u00a0\n\u00a0\u00a0Right-of-use assets
\n\u00a0
\nIn the case of\nright-of-use assets, expected useful lives are determined by\nreference to comparable owned assets or the lease term, if shorter.\nMaterial residual value estimates and estimates of useful life are\nupdated as required, but at least annually. For leases on buildings\nand motor vehicles, the right-of-use assets are being amortised\nover the lease term as disclosed in note 21.
\n\u00a0
\n4.18\u00a0\n\u00a0\u00a0Leases
\n\u00a0
\nMeasurement and\nrecognition of leases
\n\u00a0
\nAt lease commencement\ndate, the Group recognises a right-of-use asset and a lease\nliability on the statement of financial position. The right-of-use\nasset is measured at cost, which is made up of the initial\nmeasurement of the lease liability, any initial direct costs\nincurred by the Group, an estimate of any costs to dismantle and\nremove the asset at the end of the lease, and any lease payments\nmade in advance of the lease commencement date (net of any\nincentives received).
\n\u00a0
\nThe Group depreciates the\nright-of-use assets on a straight-line basis from the lease\ncommencement date to the earlier of the end of the useful life of\nthe right-of-use asset or the end of the lease term. The Group also\nassesses the right-of-use asset for impairment when such indicators\nexist.
\n\u00a0
\nAt the commencement date,\nthe Group measures the lease liability at the present value of the\nlease payments unpaid at that date, discounted using the interest\nrate implicit in the lease if that rate is readily available or the\nGroup\u2019s incremental borrowing rate.
\n\u00a0
\nLease payments included\nin the measurement of the lease liability are made up of fixed\npayments.
\n\u00a0
\nSubsequent to initial\nmeasurement, the liability will be reduced for payments made and\nincreased for interest. It is remeasured to reflect any\nreassessment or modification, or if there are changes in\nin-substance fixed payments.
\n\u00a0
\nWhen the lease liability\nis remeasured, the corresponding adjustment is reflected in the\nright-of-use asset, or in the profit or loss if the right-of-use\nasset is already reduced to zero.
\n\u00a0
\nOn the statement of\nfinancial position, the Group has opted to disclose right-of-use\nassets and lease liabilities as separate financial statement line\nitems.
\n\u00a0
\n4.19\u00a0\u00a0\nImpairment testing of intangible assets and plant and\nequipment
\n\u00a0
\nFor impairment assessment\npurposes, assets are grouped at the lowest levels for which there\nare largely independent cash inflows (cash-generating units). As a\nresult, some assets are tested individually for impairment and some\nare tested at cash-generating unit level.
\n\u00a0
\nAll other individual\nassets or cash-generating units are tested for impairment whenever\nevents or changes in circumstances indicate that the carrying\namount may not be recoverable.
\n\u00a0
\nAn impairment loss is\nrecognised for the amount by which the asset\u2019s or\ncash-generating unit\u2019s carrying amount exceeds its\nrecoverable amount.\u00a0 The recoverable amount is the greater of\nits fair value less costs to sell and its value in use. To\ndetermine the value in use, the Group\u2019s management estimates\nexpected future cash flows from each cash-generating unit and\ndetermines a suitable interest rate in order to calculate the\npresent value of those cash flows.\u00a0 Discount factors are\ndetermined individually for each cash-generating unit and reflect\ntheir respective risk profiles as assessed by the Group\u2019s\nmanagement.
\n\u00a0
\nImpairment losses are\nrecognised immediately in profit or loss. Impairment losses for\ncash-generating units are charged pro rata to the assets in the\ncash-generating unit. All assets are subsequently reassessed for\nindications that an impairment loss previously recognised may no\nlonger exist. An impairment charge that has been recognised is\nreversed if the cash-generating unit\u2019s recoverable amount\nexceeds its carrying amount. An impairment loss is reversed only to\nthe extent that the asset\u2019s carrying amount does not exceed\nthe carrying amount that would have been determined, net of\ndepreciation or amortisation, if no impairment loss had been\nrecognised.
\n\u00a0
\n4.20\u00a0\n\u00a0\u00a0Financial instruments
\n\u00a0
\nRecognition, initial\nmeasurement and derecognition
\n\u00a0
\nFinancial assets and\nfinancial liabilities are recognised when the Group and the Company\nbecome a party to the contractual provisions of the financial\ninstrument.
\n\u00a0
\nFinancial assets are\nderecognised when the contractual rights to the cash flows from the\nfinancial asset expire, or when the financial asset and\nsubstantially all the risks and rewards are transferred. A\nfinancial liability is derecognised when it is extinguished,\ndischarged, cancelled or expires.
\n\u00a0
\nClassification and\ninitial measurement of financial assets
\n\u00a0
\nExcept for those trade\nreceivables that do not contain a significant financing component\nand are measured at the transaction price in accordance with IFRS\n15, all financial assets are initially measured at fair value\nadjusted for transaction costs (where applicable).
\n\u00a0
\nFinancial assets, other\nthan those designated and effective as hedging instruments, are\nclassified into the following categories:
\n| \n \u2022 \n | \n\n Amortised cost \n | \n
| \n \u2022 \n | \n\n Fair value through profit\nor loss (FVTPL) \n | \n
| \n \u2022 \n | \n\n Fair value through other\ncomprehensive income (FVOCI) \n | \n
\u00a0
\nIn the periods presented,\nthe Group and the Company do not have any financial assets\ncategorised as FVTPL and FVOCI.
\n\u00a0
\nThe classification is\ndetermined by both:
\n| \n \u2022 \n | \n\n The entity\u2019s\nbusiness model for managing financial assets \n | \n
| \n \u2022 \n | \n\n The contractual cash flow\ncharacteristics fo the financial assets \n | \n
\u00a0
\nAll income and expenses\nrelating to financial assets that are recognised in profit or loss\nare presented within finance costs or finance income, except for\nimpairment of trade receivables which is presented within\nadministrative expenses.
\n\u00a0
\nSubsequent\nmeasurement of financial assets
\n\u00a0
\nFinancial assets at\namortised cost
\n\u00a0
\nFinancial assets are\nmeasured at amortised cost if the assets meet the following\nconditions (and are not designated as FVTPL):
\n\u00a0
\n| \n \u2022 \n | \n\n they are held within a\nbusiness model whose objective is to hold the financial assets and\ncollect its contractual cash flows \n | \n
| \n \u2022 \n | \n\n the contractual terms of\nthe financial assets give rise to cash flows that are solely\npayments of principal and interest on the principal amount\noutstanding. \n | \n
\u00a0
\nAfter initial\nrecognition, financial assets are measured at amortised cost using\nthe effective interest method. Discounting is omitted where the\neffect of discounting is immaterial. The Group\u2019s cash and\ncash equivalents, loans and receivables, contract assets and trade\nand most other receivables fall into this category of financial\ninstruments.
\n\u00a0
\nImpairment of\nfinancial assets
\n\u00a0
\nIFRS 9\u2019s impairment\nrequirements use forward-looking information to recognise expected\ncredit losses \u2013 the \u2018expected credit loss (ECL)\nmodel\u2019. Instruments within the scope of IFRS 9\u2019s\nrequirements include loans and other debt-type financial assets\nmeasured at amortised cost and FVOCI (the Group had no debt-type\nfinancial assets at FVOCI), trade receivables, contract assets\nrecognised and measured under IFRS 15 and loan commitments and some\nfinancial guarantee contracts (for the issuer) that are not\nmeasured at fair value through profit or loss (the Group had no\nfinancial guarantee contracts).
\n\u00a0
\nThe Group considers a\nbroad range of information when assessing credit risk and measuring\nexpected credit losses, including past events, current conditions,\nreasonable and supportable forecasts that affect the expected\ncollectability of the future cash flows of the\ninstrument.
\n\u00a0
\nIn applying this\nforward-looking approach, a distinction is made between:
\n\u00a0
\n| \n \u2022 \n | \n\n Financial instruments\nthat have not deteriorated significantly in credit quality since\ninitial recognition or that have low credit risk (Stage 1)\nand \n | \n
| \n \u2022 \n | \n\n Financail instruments\nthat have deteriorated significantly in credit quality since\ninitial recognition and whose credit risk is not low (Stage\n2) \n | \n
\u00a0
\n\u2018Stage 3\u2019\nwould cover financial assets that have objective evidence of\nimpairment at the reporting date.
\n\u00a0
\n\u201812-month expected\ncredit losses\u2019 are recognised for the first category while\n\u2018lifetime expected credit losses\u2019 are recognised for\nthe second category.
\n\u00a0
\nMeasurement of the\nexpected credit losses is determined by a probability-weighted\nestimate of credit losses over the expected life of the financial\ninstrument.
\n\u00a0
\nTrade and other\nreceivables and contract assets
\n\u00a0
\nThe Group makes use of a\nsimplified approach in accounting for trade and other receivables\nas well as contract assets and records the loss allowance as\nlifetime expected credit losses. These are the expected shortfalls\nin contractual cash flows, considering the potential for default at\nany point during the life of the financial instrument. In\ncalculating, the Group uses its historical experience, external\nindicators and forward-looking information to calculate the\nexpected credit losses using a provision matrix.
\n\u00a0
\nThe Group assess\nimpairment of trade receivables on a collective basis as they\npossess shared credit risk characteristics they have been Grouped\nbased on the days past due. Refer to note 39.2 for a detailed\nanalysis of how the impairment requirements of IFRS 9 are\napplied.
\n\u00a0
\nClassification and\nmeasurement of financial liabilities
\n\u00a0
\nThe Group\u2019s\nfinancial liabilities include bank borrowings, lease liabilities\nand trade and other payables and other financial\nliabilities.
\n\u00a0
\nFinancial liabilities are\ninitially measured at fair value, and, where applicable, adjusted\nfor transaction costs unless the Group designates a financial\nliability at fair value through profit or loss.
\n\u00a0
\nSubsequently, financial\nliabilities are measured at amortised cost using the effective\ninterest method except for derivatives and financial liabilities\ndesignated at FVTPL, which are carried subsequently at fair value\nwith gains or losses recognised in profit or loss (other than\nderivative financial instruments that are designated and effective\nas hedging instruments). The Group does not hold derivatives and\nfinancial liabilities designated at FVTPL.
\n\u00a0
\nAll interest-related\ncharges and, if applicable, changes in an instrument\u2019s fair\nvalue that are reported in profit or loss are included within\nfinance costs or finance income.
\n\u00a0
\n4.21\u00a0\u00a0\u00a0\nInventories
\n\u00a0
\nInventories are stated at\nthe lower of cost and net realisable value. Cost is calculated\nusing the first in first out method and comprises expenditure\nincurred in acquiring the inventories and other costs incurred in\nbringing the inventories to their present location and condition.\nThe cost of finished goods and work in progress comprises direct\nmaterials and, where applicable, direct labour costs and an\nappropriate proportion of production overheads based on the normal\nlevel of activity.\u00a0 Net realisable value represents the\nestimated selling price in the ordinary course of business less the\nestimated costs of completion and the costs to be incurred in\nmarketing, selling and distribution.
\n\u00a0
\n4.22\n\u00a0\u00a0\u00a0Income taxes
\n\u00a0
\nCurrent and deferred tax\nis recognised in profit or loss, except when it relates to items\nrecognised in other comprehensive income or directly in equity, in\nwhich case the deferred tax is also dealt with in other\ncomprehensive income or in equity, as appropriate.
\n\u00a0
\nCurrent tax is based on\nthe taxable result for the period. The taxable result for the\nperiod differs from the result as reported in profit or loss\nbecause it excludes items which are non-assessable or disallowed\nand it further excludes items that are taxable or deductible in\nother periods. It is calculated using tax rates that have been\nenacted or substantively enacted by the end of the reporting\nperiod.
\n\u00a0
\nDeferred tax is accounted\nfor using the balance sheet liability method in respect of\ntemporary differences arising from differences between the carrying\namount of assets and liabilities in the financial statements and\nthe corresponding tax bases used in the computation of taxable\nprofit.
\n\u00a0
\nDeferred tax liabilities\nare generally recognised for all taxable temporary differences and\ndeferred tax assets, including deferred tax assets for the carry\nforward of unused tax losses and unused tax credits, are recognised\nto the extent that it is probable that taxable profits will be\navailable against which deductible temporary differences can be\nutilised.
\n\u00a0
\nDeferred tax liabilities\nare not recognised if the temporary difference arises from the\ninitial recognition of goodwill. Deferred tax assets and\nliabilities are not recognised if the temporary difference arises\nfrom the initial recognition (other than in a business combination)\nof other assets and liabilities in a transaction that affects\nneither accounting profit nor taxable profit.
\n\u00a0
\nDeferred tax liabilities\nare not recognised for taxable temporary differences arising on\ninvestments in subsidiaries/associates/interests in joint\narrangements where the Company is able to control the timing of the\nreversal of the temporary difference and it is probable that the\ntemporary difference will not reverse in the foreseeable future.\nDeferred tax assets are recognised for deductible temporary\ndifferences arising on investments in\nsubsidiaries/associates/interests in joint arrangements where it is\nprobable that taxable profit will be available against which the\ntemporary difference can be utilised and it is probable that the\ntemporary difference will reverse in the foreseeable\nfuture.
\n\u00a0
\nThe carrying amount of\ndeferred tax assets is reviewed at the end of each reporting period\nand reduced to the extent that it is no longer probable that\nsufficient taxable profit will be available to allow all or part of\nthe asset to be utilised.
\n\u00a0
\nDeferred tax is\ncalculated at the tax rates that are expected to apply to the\nperiod when the asset is realised or the liability is settled,\nbased on tax rates that have been enacted or substantively enacted\nby the end of the reporting period.
\n\u00a0
\nCurrent tax assets and\nliabilities are offset when the Group has a legally enforceable\nright to set off the recognised amounts and intends either to\nsettle on a net basis, or to realise the asset and settle the\nliability simultaneously.
\n\u00a0
\nDeferred tax assets and\nliabilities are offset when the Group entities have a legally\nenforceable right to set off its current tax assets and liabilities\nand the deferred tax assets and liabilities relate to income taxes\nlevied by the same taxation authority on either the same taxable\nentity or different taxable entities which intend either to settle\ncurrent tax liabilities and assets on a net basis, or to realise\nthe assets and settle the liabilities simultaneously, in each\nfuture period in which significant amounts of deferred tax\nliabilities or assets are expected to be settled or\nrecovered.
\n\u00a0
\n4.23\u00a0\n\u00a0\u00a0Cash and cash equivalents
\n\u00a0
\nCash and cash equivalents\ncomprise cash on hand and demand deposits. Bank overdrafts that are\nrepayable on demand and form an integral part of the Group\u2019s\ncash management are included as a component of cash and cash\nequivalents for the purpose of the statement of cash flows and are\npresented as bank borrowings in current liabilities in the\nstatement of financial position.
\n\u00a0
\n4.24\u00a0\u00a0\n\u00a0Equity
\n\u00a0
\nShare capital represents\nthe nominal value of shares that have been issued.
\n\u00a0
\nRetained earnings include\ncurrent period results as disclosed in the statement of profit or\nloss and other comprehensive income less dividend\ndistributions.
\n\u00a0
\nDividend distributions\npayable to equity shareholders are included with short-term\nfinancial liabilities when the dividends are approved in general\nmeeting prior to the end of the reporting period.
\n\u00a0
\n4.25\u00a0\u00a0\n\u00a0Provisions and contingent liabilities
\n\u00a0
\nProvisions for legal\ndisputes, onerous contracts or other claims are recognised when the\nGroup and the Company have a present legal or constructive\nobligation as a result of a past event, it is probable that an\noutflow of economic resources will be required from the Group and\nthe Company and amounts can be estimated reliably. Timing or amount\nof the outflow may still be uncertain.
\n\u00a0
\nRestructuring provisions\nare recognised only if a detailed formal plan for the restructuring\nhas been developed and implemented, or management has at least\nannounced the plan\u2019s main features to those affected by it.\nProvisions are not recognised for future operating\nlosses.
\n\u00a0
\nProvisions are measured\nat the estimated expenditure required to settle the present\nobligation, based on the most reliable evidence available at the\nreporting date, including the risks and uncertainties associated\nwith the present obligation. Where there are a number of similar\nobligations, the likelihood that an outflow will be required in\nsettlement is determined by considering the class of obligations as\na whole. Provisions are discounted to their present values, where\nthe time value of money is material.
\n\u00a0
\nAny reimbursement that\nthe Group can be virtually certain to collect from a third party\nwith respect to the obligation is recognised as a separate asset.\nHowever, this asset may not exceed the amount of the related\nprovision.
\n\u00a0
\nIn those cases where the\npossible outflow of economic resources as a result of present\nobligations is considered improbable or remote, no liability is\nrecognised.
\n\u00a0
\n4.26\n\u00a0\u00a0\u00a0Significant management judgement in applying\naccounting policies and estimation uncertainty
\n\u00a0
\nWhen preparing the\nfinancial statements management undertakes a number of judgements,\nestimates and assumptions about the recognition and measurement of\nassets, liabilities, income and expenses.
\n\u00a0
\nSignificant\nmanagement judgements
\n\u00a0
\nThe following are the\njudgements made by management in applying the accounting policies\nof the Group that have the most significant effect on the financial\nstatements.
\n\u00a0
\nRecognition of service\nand contract revenues
\n\u00a0
\nAs revenue from\nafter-sales maintenance agreements and consulting and development\nof systems contracts is recognised over time, the amount of revenue\nrecognised in a reporting period depends on the extent to which the\nperformance obligation has been satisfied. For after-sales\nmaintenance agreements this requires an estimate of the quantity of\nthe services to be provided, based on historical experience with\nsimilar contracts. In a similar way, recognising revenue for\nconsulting and development of systems contracts also requires\nsignificant judgment in determining the estimated number of hours\nrequired to complete the promised work when applying the\nhours-to-hours method described in note 4.10. Management however\nconsiders that any variance in estimates on ongoing contracts would\nbe insignificant to the Group.
\n\u00a0
\nCapitalisation of\ninternally developed software
\n\u00a0
\nDistinguishing the\nresearch and development phases of a new customised software\nproject and determining whether the recognition requirements for\nthe capitalisation of development costs are met requires judgement.\nAfter capitalisation, management monitors whether the recognition\nrequirements continue to be met and whether there are any\nindicators that capitalised costs may be impaired (see note\n4.15).
\n\u00a0
\nRecognition of deferred\ntax assets
\n\u00a0
\nThe extent to which\ndeferred tax assets can be recognised is based on an assessment of\nthe probability that future taxable income will be available\nagainst which the deductible temporary differences and tax loss\ncarry-forwards can be utilised. In addition, significant judgement\nis required in assessing the impact of any legal or economic limits\nor uncertainties in various tax jurisdictions (see note\n4.22).
\n\u00a0
\nEstimation\nuncertainty
\n\u00a0
\nInformation about\nestimates and assumptions that have the most significant effect on\nrecognition and measurement of assets, liabilities, income and\nexpenses is provided below. Actual results may be substantially\ndifferent.
\n\u00a0
\nImpairment of intangible\nassets including goodwill and tangible assets
\n\u00a0
\nAn impairment loss is\nrecognised for the amount by which the asset's or cash-generating\nunit's carrying amount exceeds its recoverable amount.\u00a0 To\ndetermine the recoverable amount, management estimates expected\nfuture cash flows from each cash-generating unit and determines a\nsuitable interest rate in order to calculate the present value of\nthose cash flows (see note\u00a04.19).\u00a0 In the process of\nmeasuring expected future cash flows management makes assumptions\nabout future operating results.\u00a0 These assumptions relate to\nfuture events and circumstances.\u00a0 The actual results may vary,\nand may cause significant adjustments to the Group's assets within\nthe next financial year.
\n\u00a0
\nIn most cases,\ndetermining the applicable discount rate involves estimating the\nappropriate adjustment to market risk and the appropriate\nadjustment to asset-specific risk factors.
\n\u00a0
\nThe Group tests goodwill\nand intangible assets with an indefinite useful life annually for\nimpairment or more frequently if there are indications that\ngoodwill or intangibles might be impaired. Determining whether the\ncarrying amounts of these assets can be realised requires an\nestimation of the recoverable amount of the cash generating units.\nThe value in use calculation requires the directors to estimate the\nfuture cash flows expected to arise from the cash generating unit\nand a suitable discount rate in order to calculate present\nvalue.
\n\u00a0
\nGoodwill arising on a\nbusiness combination is allocated, to the cash-generating units\n(\u201cCGUs\u201d) that are expected to benefit from that\nbusiness combination.
\n\u00a0
\nAt 31 December 2025,\ngoodwill was allocated as follows:
\n| \n \u2022 \n | \n\n Eur 3,860,898 to Apcopay\nLimited which operates the electronic payment gateway \n | \n
| \n \u2022 \n | \n\n Eur 2,168,112 to Apco\nLimited which operates in the business of selling and maintenance\nof IT solutions and security systems. \n | \n
| \n \u2022 \n | \n\n Eur 1,464,477 to PTL\nlimited business \n | \n
\u00a0
\nCGU \u2013 Payment\nProcessing Services
\n\u00a0
\nThe recoverable amount of\nthe CGUs is determined from the value in use calculation. The key\nassumptions for the value in use calculations are those regarding\nthe discount rates, growth rates and expected changes to selling\nprices and direct costs during the period. The directors estimate\ndiscount rates using pre-tax rates that reflect current market\nassessments of the time value of money and the risks specific to\nthe CGUs. The growth rates are based on industry growth forecasts.\nChanges in selling prices and direct costs are based on past\npractices and expectations of future changes in the\nmarket.
\n\u00a0
\nThe assessment of\nrecoverability of the carrying amount of goodwill and intangible\nassets with indefinite useful life includes:
\n| \n \u2022 \n | \n\n Forecasted cash flow\nprojections for the next three years and projections of terminal\nvalue using the perpetuity method \n | \n
| \n \u2022 \n | \n\n Perpetual growth rates of\n2.5% (2024 2.5%) and \n | \n
| \n \u2022 \n | \n\n Use of 22.5% (pre tax)\n(2024 25.1%) to discount the projected cash flows to net present\nvalues \n | \n
\u00a0
\nBased on the above\nassessment, the directors expect the carrying amount of goodwill\nand intangible assets with an indefinite useful life to be\nrecoverable.
\n\u00a0
\nCGU \u2013 IT\nSolutions and Security Systems
\n\u00a0
\nThe recoverable amount of\nthe CGUs is determined from the value in use calculation. The key\nassumptions for the value in use calculations are those regarding\nthe discount rates, growth rates and expected changes to selling\nprices and direct costs during the period. The directors estimate\ndiscount rates using pre-tax rates that reflect current market\nassessments of the time value of money and the risks specific to\nthe CGUs. The growth rates are based on industry growth forecasts.\nChanges in selling prices and direct costs are based on past\npractices and expectations of future changes in the\nmarket.
\n\u00a0
\nThe assessment of\nrecoverability of the carrying amount of goodwill and intangible\nassets with indefinite useful life includes:
\n| \n \u2022 \n | \n\n Forecasted cash flow\nprojections for the next three years and projections of terminal\nvalue using the perpetuity method \n | \n
| \n \u2022. \n | \n\n Perpetual growth rates of\n2.5% (2024 2.5%) and \n | \n
| \n \u2022. \n | \n\n Use of 23.11% \u2013\n23.44% (pre tax) (2024 32.1% - 40.0%) to discount the projected\ncash flows to net present values \n | \n
\u00a0
\nBased on the above\nassessment, the directors expect the carrying amount of goodwill\nand intangible assets with an indefinite useful life to be\nrecoverable.
\n\u00a0
\nUseful lives of\ndepreciable assets
\n\u00a0
\nManagement reviews the\nuseful lives of depreciable assets at each reporting date, based on\nthe expected utility of the assets to the Group. Actual results,\nhowever, may vary due to technical obsolescence.
\n\u00a0
\nInventories
\n\u00a0
\nManagement estimates the\nnet realisable values of inventories, taking into account the most\nreliable evidence available at each reporting date. The future\nrealisation of these inventories may be affected by future\ntechnology or other market-driven changes that may reduce future\nselling prices.
", "dimensions": { "concept": "ifrs-full:DisclosureOfMaterialAccountingPolicyInformationExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "i97X_6vfyg": { "value": "4.3\u00a0\u00a0\u00a0\n\u00a0Basis of consolidation
\n\u00a0
\nThe Group financial\nstatements consolidate those of the parent Company and all of its\nsubsidiaries as of 31 December 2024. The parent controls a\nsubsidiary if it is exposed, or has rights, to variable returns\nfrom its involvement with the subsidiary and has the ability to\naffect those returns through its power over the subsidiary. The\nsubsidiaries have a reporting date of 31 December.
\n\u00a0
\nAll transactions and\nbalances between Group companies are eliminated on consolidation,\nincluding unrealised gains and losses on transactions between Group\ncompanies. Where unrealised losses on intra-Group asset sales are\nreversed on consolidation, the underlying asset is also tested for\nimpairment losses from the Group perspective. Amounts reported in\nthe financial statements of subsidiaries have been adjusted where\nnecessary to ensure consistency with the accounting policies\nadopted by the Group.
\n\u00a0
\nProfit or loss and other\ncomprehensive income of subsidiaries acquired or disposed of during\nthe year are recognised from the effective date of acquisition, or\nup to the effective date of disposal, as applicable.
", "dimensions": { "concept": "ifrs-full:DisclosureOfBasisOfConsolidationExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "l0XIS.-KrG": { "value": "4.4\u00a0\u00a0\u00a0\n\u00a0Business combinations
\n\u00a0
\nThe Group applies the\nacquisition method in accounting for business combinations. The\nconsideration transferred by the Group to obtain control of a\nsubsidiary is calculated as the sum of the acquisition-date fair\nvalues of assets transferred, liabilities incurred and the equity\ninterests issued by the Group, which includes the fair value of any\nasset or liability arising from a contingent consideration\narrangement. Acquisition costs are expensed as incurred.
\n\u00a0
\nThe Group recognises\nidentifiable assets acquired and liabilities assumed in a business\ncombination regardless of whether they have been previously\nrecognised in the acquiree\u2019s financial statements prior to\nthe acquisition. Assets acquired and liabilities assumed are\ngenerally measured at their acquisition-date fair\nvalues.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForBusinessCombinationsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "P24B_FoHVv": { "value": "4.5\u00a0\u00a0\u00a0\n\u00a0Investment in subsidiaries
\n\u00a0
\nInvestment in\nsubsidiaries is included in the Company\u2019s statement of\nfinancial position at cost less any impairment loss that may have\narisen. Income from investment is recognised only to the extent of\ndistributions received by the Company from post-acquisition\nprofits. Distributions received in excess of such profits are\nregarded as a recovery of the investment and are recognised as a\nreduction of the cost of the investment.
\n\u00a0
\nAt the end of each\nreporting period, the Company reviews the carrying amount of its\ninvestment in subsidiaries to determine whether there is any\nindication of impairment and, if any such indication exists, the\nrecoverable amount of the investment is estimated. An impairment\nloss is the amount by which the carrying amount of an investment\nexceeds its recoverable amount. The recoverable amount is the\nhigher of fair value less costs to sell and value in use. An\nimpairment loss that has been previously recognised is reversed if\nthe carrying amount of the investment exceeds its recoverable\namount. An impairment loss is reversed only to the extent that the\ncarrying amount of the investment does not exceed the carrying\namount that would have been determined if no impairment loss had\nbeen previously recognised. Impairment losses and reversals are\nrecognised immediately in profit or loss.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForSubsidiariesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "M0ZgaPHB8y": { "value": "4.6\u00a0\u00a0\u00a0\n\u00a0Acquisition of entities and businesses under common\ncontrol
\n\u00a0
\nThe acquisition of\nsubsidiaries under common control is accounted for under the\nprinciples of predecessor accounting as from the date these\nsubsidiaries are acquired by the holding Company\u2019s parent at\ntheir previous carrying amounts of assets and liabilities included\nin the consolidated financial statements of the Company\u2019s\nparent.\u00a0 Differences on acquisition between the consideration\ngiven in exchange for the acquired entities and the amounts at\nwhich the assets and liabilities of the acquired are initially\nrecognised are included within equity.
", "dimensions": { "concept": "harvest:DescriptionOfAccountingPolicyForAcquisitionOfEntitiesAndBusinessesUnderCommonControlExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "X4fdpSPZIp": { "value": "4.7\u00a0\u00a0\u00a0\n\u00a0Acquisition of subsidiaries
\n\u00a0
\nThe acquisition of\nsubsidiaries that are not under common control is accounted for by\napplying the acquisition method. The consideration is measured as\nthe aggregate of the fair values, at the date of exchange of assets\ngiven, liabilities incurred or assumed, and equity instruments\nissued by the acquirer in exchange for control of the acquiree.\nAcquisition-related costs are recognised in profit or loss as\nincurred, except for costs to issue debt or equity\nsecurities.
\n\u00a0
\nThe acquiree\u2019s\nidentifiable assets and liabilities that meet the conditions for\nrecognition are recognised at their fair values at the acquisition\ndate, except as specifically required by other International\nFinancial Reporting Standards as adopted by the EU. A contingent\nliability assumed in a business combination is recognised at the\nacquisition date if there is a present obligation that arises from\npast events and its fair value can be measured reliably.
\n\u00a0
\nThe results of\nsubsidiaries are included in the consolidated financial statements\nfrom the date that control commences until the date that control\nceases. Where necessary, in preparing these consolidated financial\nstatements, appropriate adjustments are made to the financial\nstatements of subsidiaries to bring their accounting policies in\nline with those used by Group entities.\u00a0 Intra-Group balances,\ntransactions, income and expenses are eliminated on\nconsolidation.
", "dimensions": { "concept": "harvest:DescriptionOfAccountingPolicyForAcquisitionOfSubsidiariesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "leEUW8sWPm": { "value": "4.8\u00a0\u00a0\u00a0\n\u00a0Goodwill
\n\u00a0
\nGoodwill arising in a\nbusiness combination that is accounted for using the acquisition\nmethod is recognised as an asset at the date that control is\nacquired. Goodwill is measured as the excess of (a) the aggregate\nof: (i) the consideration transferred; (ii) the amount of any\nnon-controlling interests in the acquiree; and (iii) in a business\ncombination achieved in stages, the acquisition-date fair value of\nthe acquirer\u2019s previously held equity interest in the\nacquiree; and (b) the net of the acquisition-date amounts of the\nidentifiable assets acquired and the liabilities\nassumed.
\n\u00a0
\nGoodwill is initially\nrecognised as an asset at cost and is subsequently measured at cost\nless any accumulated impairment losses. Any gain on a bargain\npurchase, after reassessment, is recognised immediately in profit\nor loss.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForGoodwillExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "_6wplFp.Kn": { "value": "4.9\u00a0\u00a0\n\u00a0\u00a0\u00a0Non-controlling interest
\n\u00a0
\nNon-controlling interests\nin the acquiree that are present ownership interests and entitle\ntheir shareholders to a proportionate share of the entity\u2019s\nnet assets in the event of liquidation, may be initially measured\neither at the present ownership interests proportionate share in\nthe recognised amounts of the acquiree\u2019s identifiable net\nassets or at fair value. The choice of measurement basis is made on\nan acquisition-by-acquisition basis. After initial recognition,\nnon-controlling interests in the net assets consist of the amount\nof those interests at the date of the original business combination\nand the non-controlling interests\u2019 share of changes in equity\nsince the date of the combination. Non-controlling interests in the\nnet assets of consolidated subsidiaries are presented separately\nfrom the holding Company\u2019s owners\u2019 equity therein.\nNon-controlling interests in the profit or loss and other\ncomprehensive income of consolidated subsidiaries are also\ndisclosed separately.\u00a0 Total comprehensive income is\nattributed to non-controlling interests even if this results in the\nnon-controlling interests having a deficit balance.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForTransactionsWithNoncontrollingInterestsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "N_qQkR6rY5": { "value": "4.10\u00a0\u00a0\n\u00a0Revenue recognition
\n\u00a0
\nRevenue for the Group\narises mainly from the sale, maintenance and servicing of\ninformation technology solutions, security systems and operates an\nelectronic payment gateway.
\n\u00a0
\nTo determine whether to\nrecognise revenue, the Group follows a 5-step process:
\n\u00a0
\n| \n 1. \n | \n\n Identifying the contract\nwith a customer \n | \n
| \n 2. \n | \n\n Identifying the\nperformance obligations \n | \n
| \n 3. \n | \n\n Determining the\ntransaction price \n | \n
| \n 4. \n | \n\n Allocating the\ntransaction price to the performance obligations \n | \n
| \n 5. \n | \n\n Recognising revenue\nwhen/as performance obligation(s) are satisfied. \n | \n
\u00a0
\nThe Group often enters\ninto transactions involving a range of the Group\u2019s products\nand services, as described above. In all cases, the total\ntransaction price for a contract is allocated amongst the various\nperformance obligations based on their relative stand-alone selling\nprices. The transaction price for a contract excludes any amounts\ncollected on behalf of third parties.
\n\u00a0
\nRevenue is recognised\neither at a point in time or over time, when (or as) the Group\nsatisfies performance obligations by transferring the promised\ngoods or services to its customers.
\n\u00a0
\nThe Group recognises\ncontract liabilities for consideration received in respect of\nunsatisfied performance obligations and reports these amounts as\ncontract liabilities in the statement of financial position (see\nnote 33). Similarly, if the Group satisfies a performance\nobligation before it receives the consideration, the Group\nrecognises either a contract asset or a receivable in its statement\nof financial position, depending on whether something other than\nthe passage of time is required before the consideration is\ndue.
\n\u00a0
\nSale of information\ntechnology solutions, security systems and other\nmachinery
\n\u00a0
\nRevenue from the sale of\ninformation technology solutions, security systems and other\nmachinery for a fixed fee is recognised when or as the Group\ntransfers control of the assets to the customer. Invoices for\nproducts and services transferred are due upon receipt by the\ncustomer, which is usually upon the sale of the product to the\ncustomer and installation of the items or products sold. Control\nfor these products is usually transfered at the point in time and\noccurs when the customer takes undisputed delivery of the\ngoods.
\n\u00a0
\nWhen such items are\neither customised or sold together with significant integration\nservices, the goods and services represent a single combined\nperformance obligation over which control is considered to transfer\nover time. This is because the combined product is unique to each\ncustomer (has no alternative use) and the Group has an enforceable\nright to payment for the work completed to date. Revenue for these\nperformance obligations is recognised over time as the\ncustomisation or integration work is performed, using the\ncost-to-cost method to estimate progress towards completion. As\ncosts are generally incurred uniformly as the work progresses and\nare considered to be proportionate to the entity\u2019s\nperformance, the cost-to-cost method provides a faithful depiction\nof the transfer of goods and services to the customer.
\n\u00a0
\nEach major contract is\nnevertheless evaluated for revenue recognition on its own and the\nGroup determines when control is effectively transferred depending\non the specific circumstances.
\n\u00a0
\nFor sales of software\nthat are neither customised by the Group nor subject to significant\nintegration services, the licence period commences upon delivery.\nFor sales of software subject to significant customisation or\nintegration services, the licence period begins upon commencement\nof the related services.
\nMaintenance and\nservicing
\nThe Group enters into\nfixed price maintenance contracts with its customers for terms\nbetween one and three years in length. Customers are required to\npay either quarterly or yearly in advance for each respective\nservice period and the relevant payment due dates are specified in\neach contract.
\nThe Group enters into\nagreements with its customers to perform regularly scheduled\nmaintenance services on the various goods purchased from the Group.\nRevenue is recognised over time based on the ratio between the\nnumber of hours of maintenance services provided in the current\nperiod and the total number of such hours expected to be provided\nunder each contract. This method best depicts the transfer of\nservices to the customer because: (a) details of the services to be\nprovided are specified as part of the agreed maintenance program\nrelative to the maintenance requirements of the items sold, and (b)\nthe Group has a long history of providing these services to its\ncustomers, allowing it to make reliable estimates of the total\nnumber of hours involved in providing the service.
\nConsulting and\ndevelopment of IT systems
\nThe Group enters into\ncontracts for the design, development and installation of IT\nsystems in exchange for a fixed fee and recognises the related\nrevenue over time. Due to the high degree of interdependence\nbetween the various elements of these projects, they are accounted\nfor as a single performance obligation. When a contract also\nincludes promises to perform after-sales services, the total\ntransaction price is allocated to each of the distinct performance\nobligations identifiable under the contract on the basis of its\nrelative stand-alone selling price.
\nTo depict the progress by\nwhich the Group transfers control of the systems to the customer,\nand to establish when and to what extent revenue can be recognised,\nthe Group measures its progress towards complete satisfaction of\nthe performance obligation by comparing actual hours spent to date\nwith the total estimated hours required to design, develop, and\ninstall each system. The hours-to-hours basis provides the most\nfaithful depiction of the transfer of goods and services to each\ncustomer due to the Group\u2019s ability to make reliable\nestimates of the total number of hours required to perform, arising\nfrom its significant historical experience constructing similar\nsystems.
\nMost such arrangements\ninclude detailed customer payment schedules. When payments received\nfrom customers exceed revenue recognised to date on a particular\ncontract, any excess (a contract liability) is reported in the\nstatement of financial position (see note 33).
\nThe construction of IT\nsystems normally takes 10 - 12 months from commencement of design\nthrough to completion of installation. As the period of time\nbetween customer payment and performance will always be one year or\nless, the Group applies the practical expedient in IFRS 15.63 and\ndoes not adjust the promised amount of consideration for the\neffects of financing.
\nIn obtaining these\ncontracts, the Group incurs some incremental costs. As the\namortisation period of these costs, if capitalised, would be less\nthan one year, the Group makes use of the practical expedient in\nIFRS 15.94 and expenses them as they incur. Such incremental costs\nare not considered to be material.
\nPayment\ngateway
\nThe Group enters into\ntransactions with parties for the access to the payment gateway.\nThe Group\u2019s revenue is mainly derived from the actual volume\nof traffic transacted in the reporting period on the payment\ngateway and on other fixed charges. The price is agreed and\nestablished with the customer in written contracts and is allocated\nto the performance obligation accordingly. Prices are based on\nestablished amounts for such services. The transaction price for a\ncontract excludes any amounts collected on behalf of third\nparties.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForRecognitionOfRevenue", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "voP.kuA.mC": { "value": "4.11\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Interest and\ndividends
\nInterest income and\nexpenses are reported on an accrual basis using the effective\ninterest method. These are reported within \u2018finance\nincome\u2019 and \u2018finance costs\u2019.
\nDividends are recognised\nat the time the right to receive payment is established.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForInterestIncomeAndExpenseExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "j4A_oSP6.V": { "value": "4.11\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Interest and\ndividends
\nInterest income and\nexpenses are reported on an accrual basis using the effective\ninterest method. These are reported within \u2018finance\nincome\u2019 and \u2018finance costs\u2019.
\nDividends are recognised\nat the time the right to receive payment is established.
Dividend distributions\npayable to equity shareholders are included with short-term\nfinancial liabilities when the dividends are approved in general\nmeeting prior to the end of the reporting period.", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForDividendsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "_8Lugnuq6-": { "value": "4.12\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Operating\nexpenses
\nOperating expenses are\nrecognised in profit or loss upon utilisation of the service as\nincurred.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForExpensesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "E6F0x9BEWb": { "value": "4.13\u00a0\u00a0\u00a0\u00a0\u00a0 Employee\nbenefits
\nThe Group contributes\ntowards the state pension in accordance with local legislation. The\nonly obligation of the Group is to make the required\ncontributions.\u00a0 Costs are expensed in the period in which they\nare incurred.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForEmployeeBenefitsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "qlzfHP1Vth": { "value": "4.14\u00a0\u00a0\u00a0\nForeign currency translation
\nForeign currency\ntransactions and balances
\nForeign currency\ntransactions are translated into the functional currency of the\nrespective Group entity using the exchange rates prevailing at the\ndates of the transactions (spot exchange rate).\u00a0 Foreign\nexchange gains and losses resulting from the settlement of such\ntransactions and from the remeasurement of monetary items\ndenominated in foreign currency at year-end exchange rates are\nrecognised in the profit or loss.
\nNon-monetary items are\nnot retranslated at the year-end and are measured at historical\ncost (translated using the exchange rates at the transaction date),\nexcept for non-monetary items measured at fair value which are\ntranslated using the exchange rates at the date when fair value was\ndetermined.
\nIn the Group's financial\nstatements, all assets, liabilities and transactions of Group\nentities with a functional currency other than the Euro are\ntranslated into Euro upon consolidation.\u00a0 The functional\ncurrency of the entities in the Group has remained unchanged during\nthe reporting period.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForForeignCurrencyTranslationExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "i2d-j5K8Tn": { "value": "4.15\u00a0\u00a0\u00a0\nIntangible assets
\n\u00a0
\nAn intangible asset is\nrecognised if it is probable that the expected future economic\nbenefits that are attributable to the asset will flow to the\nCompany and the cost of the asset can be measured\nreliably.\u00a0
\n\u00a0
\nIntangible assets are\ninitially measured at cost, being the fair value at the acquisition\ndate for intangible assets acquired in a business combination.\nExpenditure on an intangible asset is recognised as an expense in\nthe period when it is incurred unless it forms part of the cost of\nthe asset that meets the recognition criteria or the item is\nacquired in a business combination and cannot be recognised as an\nintangible asset, in which case it forms part of goodwill at the\nacquisition date.\u00a0
\n\u00a0
\nThe useful life of\nintangible assets is assessed to determine whether it is finite or\nindefinite. Intangible assets with a finite useful life are\namortised. Amortisation is charged to profit or loss so as to write\noff the cost of intangible assets less any estimated residual\nvalue, over their estimated useful lives. The amortisation method\napplied, the residual value and the useful life are reviewed, and\nadjusted if appropriate, at the end of each reporting\nperiod.
\n\u00a0
\nIntangible assets are\nderecognised on disposal or when no future economic benefits are\nexpected from their use or disposal. Gains or losses arising from\nderecognition represent the difference between the net disposal\nproceeds, if any, and the carrying amount, and are included in\nprofit or loss in the period of derecognition.
\n\u00a0
\nInternally developed\nsoftware and acquired licences
\n\u00a0
\nExpenditure on the\nresearch phase of projects to develop new customised software is\nrecognised as an expense as incurred.
\n\u00a0
\nCosts that are directly\nattributable to a project\u2019s development phase are recognised\nas intangible assets, provided they meet the following recognition\nrequirements:
\n| \n \u2022 \n | \n\n The development cost can\nbe measured reliably \n | \n
| \n \u2022 \n | \n\n The project is\ntechnically and commercially feasible \n | \n
| \n \u2022 \n | \n\n The Group intends to and\nhas sufficient resources to complete projects \n | \n
| \n \u2022 \n | \n\n The Group has the ability\nto use or sell the software \n | \n
| \n \u2022 \n | \n\n The software will\ngenerate probable future economic benefits \n | \n
\u00a0
\nDevelopment costs not\nmeeting these criteria for capitalisation are expensed as\nincurred.
\n\u00a0
\nDirectly attributable\ncosts include employee costs incurred on software development along\nwith an appropriate portion of relevant overheads and borrowing\ncosts.
\n\u00a0
\nAll finite-lived\nintangible assets, including capitalised internally developed\nsoftware, are accounted for using the cost model whereby\ncapitalised costs are amortised on a straight-line basis over their\nestimated useful lives. Residual values and useful lives are\nreviewed at each reporting date. In addition, they are subject to\nimpairment testing as described in note 4.19. The following useful\nlives are applied:
\n\u00a0
\n| \n \u00a0 \n | \n\n Years \n | \n
| \n Internally developed\nsoftware and acquired licences \n | \n\n 3 \u2013 10 \n | \n
\u00a0
\nAny capitalised\ninternally developed software that is not yet complete is not\namortised but is subject to impairment testing as described in note\n4.19.
\n\u00a0
\nAmortisation is included\nwithin depreciation, amortisation and impairment of non-financial\nassets.
\n\u00a0
\nSubsequent expenditures\non the maintenance of computer software and brand names are\nexpensed as incurred.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForIntangibleAssetsOtherThanGoodwillExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "y1Gx1pSctG": { "value": "4.16\u00a0\u00a0\u00a0 Plant and equipment
\n\u00a0
\nThe Group\u2019s plant\nand equipment are classified into the following classes \u2013\nmotor vehicles, furniture, fixtures and fittings and office and\ncomputer equipment.
\n\u00a0
\nPlant and equipment are\ninitially measured at cost. Subsequent costs are included in the\nasset\u2019s carrying amount when it is probable that future\neconomic benefits associated with the item will flow to the Group\nand the cost of the item can be measured reliably.\u00a0\nExpenditure on repairs and maintenance of plant and equipment is\nrecognised as an expense when incurred.
\n\u00a0
\nPlant and equipment are\nstated at cost less any accumulated depreciation and any\naccumulated impairment losses.
\n\u00a0
\nPlant and equipment are\nderecognised on disposal or when no future economic benefits are\nexpected from their use or disposal. Gains or losses arising from\nderecognition represent the difference between the net disposal\nproceeds, if any, and the carrying amount, and are included in\nprofit or loss in the period of derecognition.
\n\u00a0
\nDepreciation
\n\u00a0
\nDepreciation commences\nwhen the depreciable assets are available for use and is charged to\nprofit or loss so as to write off the cost, less any estimated\nresidual value, over its estimated useful lives, using the\nstraight-line method, on the following bases:
\n\u00a0
\n| \n \u00a0 \n | \n\n Years \n | \n
| \n Furniture, fixtures and\nfittings \n | \n\n 10 \n | \n
| \n Office and computer\nequipment \n | \n\n 3-7 \n | \n
\u00a0
\nThe depreciation method\napplied, the residual value and the useful life are reviewed, and\nadjusted if appropriate, at the end of each reporting\nperiod.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForPropertyPlantAndEquipmentExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "toEZURdj_s": { "value": "4.17\u00a0\n\u00a0\u00a0Right-of-use assets
\n\u00a0
\nIn the case of\nright-of-use assets, expected useful lives are determined by\nreference to comparable owned assets or the lease term, if shorter.\nMaterial residual value estimates and estimates of useful life are\nupdated as required, but at least annually. For leases on buildings\nand motor vehicles, the right-of-use assets are being amortised\nover the lease term as disclosed in note 21.
", "dimensions": { "concept": "harvest:DescriptionOfAccountingPolicyForRightOfUseAssetsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "BOke3YKUsj": { "value": "4.18\u00a0\n\u00a0\u00a0Leases
\n\u00a0
\nMeasurement and\nrecognition of leases
\n\u00a0
\nAt lease commencement\ndate, the Group recognises a right-of-use asset and a lease\nliability on the statement of financial position. The right-of-use\nasset is measured at cost, which is made up of the initial\nmeasurement of the lease liability, any initial direct costs\nincurred by the Group, an estimate of any costs to dismantle and\nremove the asset at the end of the lease, and any lease payments\nmade in advance of the lease commencement date (net of any\nincentives received).
\n\u00a0
\nThe Group depreciates the\nright-of-use assets on a straight-line basis from the lease\ncommencement date to the earlier of the end of the useful life of\nthe right-of-use asset or the end of the lease term. The Group also\nassesses the right-of-use asset for impairment when such indicators\nexist.
\n\u00a0
\nAt the commencement date,\nthe Group measures the lease liability at the present value of the\nlease payments unpaid at that date, discounted using the interest\nrate implicit in the lease if that rate is readily available or the\nGroup\u2019s incremental borrowing rate.
\n\u00a0
\nLease payments included\nin the measurement of the lease liability are made up of fixed\npayments.
\n\u00a0
\nSubsequent to initial\nmeasurement, the liability will be reduced for payments made and\nincreased for interest. It is remeasured to reflect any\nreassessment or modification, or if there are changes in\nin-substance fixed payments.
\n\u00a0
\nWhen the lease liability\nis remeasured, the corresponding adjustment is reflected in the\nright-of-use asset, or in the profit or loss if the right-of-use\nasset is already reduced to zero.
\n\u00a0
\nOn the statement of\nfinancial position, the Group has opted to disclose right-of-use\nassets and lease liabilities as separate financial statement line\nitems.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForLeasesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "vhgRgf3hQ.": { "value": "4.19\u00a0\u00a0\nImpairment testing of intangible assets and plant and\nequipment
\n\u00a0
\nFor impairment assessment\npurposes, assets are grouped at the lowest levels for which there\nare largely independent cash inflows (cash-generating units). As a\nresult, some assets are tested individually for impairment and some\nare tested at cash-generating unit level.
\n\u00a0
\nAll other individual\nassets or cash-generating units are tested for impairment whenever\nevents or changes in circumstances indicate that the carrying\namount may not be recoverable.
\n\u00a0
\nAn impairment loss is\nrecognised for the amount by which the asset\u2019s or\ncash-generating unit\u2019s carrying amount exceeds its\nrecoverable amount.\u00a0 The recoverable amount is the greater of\nits fair value less costs to sell and its value in use. To\ndetermine the value in use, the Group\u2019s management estimates\nexpected future cash flows from each cash-generating unit and\ndetermines a suitable interest rate in order to calculate the\npresent value of those cash flows.\u00a0 Discount factors are\ndetermined individually for each cash-generating unit and reflect\ntheir respective risk profiles as assessed by the Group\u2019s\nmanagement.
\n\u00a0
\nImpairment losses are\nrecognised immediately in profit or loss. Impairment losses for\ncash-generating units are charged pro rata to the assets in the\ncash-generating unit. All assets are subsequently reassessed for\nindications that an impairment loss previously recognised may no\nlonger exist. An impairment charge that has been recognised is\nreversed if the cash-generating unit\u2019s recoverable amount\nexceeds its carrying amount. An impairment loss is reversed only to\nthe extent that the asset\u2019s carrying amount does not exceed\nthe carrying amount that would have been determined, net of\ndepreciation or amortisation, if no impairment loss had been\nrecognised.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForImpairmentOfAssetsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "cxmIhWdcqo": { "value": "4.20\u00a0\n\u00a0\u00a0Financial instruments
\n\u00a0
\nRecognition, initial\nmeasurement and derecognition
\n\u00a0
\nFinancial assets and\nfinancial liabilities are recognised when the Group and the Company\nbecome a party to the contractual provisions of the financial\ninstrument.
\n\u00a0
\nFinancial assets are\nderecognised when the contractual rights to the cash flows from the\nfinancial asset expire, or when the financial asset and\nsubstantially all the risks and rewards are transferred. A\nfinancial liability is derecognised when it is extinguished,\ndischarged, cancelled or expires.
\n\u00a0
\nClassification and\ninitial measurement of financial assets
\n\u00a0
\nExcept for those trade\nreceivables that do not contain a significant financing component\nand are measured at the transaction price in accordance with IFRS\n15, all financial assets are initially measured at fair value\nadjusted for transaction costs (where applicable).
\n\u00a0
\nFinancial assets, other\nthan those designated and effective as hedging instruments, are\nclassified into the following categories:
\n| \n \u2022 \n | \n\n Amortised cost \n | \n
| \n \u2022 \n | \n\n Fair value through profit\nor loss (FVTPL) \n | \n
| \n \u2022 \n | \n\n Fair value through other\ncomprehensive income (FVOCI) \n | \n
\u00a0
\nIn the periods presented,\nthe Group and the Company do not have any financial assets\ncategorised as FVTPL and FVOCI.
\n\u00a0
\nThe classification is\ndetermined by both:
\n| \n \u2022 \n | \n\n The entity\u2019s\nbusiness model for managing financial assets \n | \n
| \n \u2022 \n | \n\n The contractual cash flow\ncharacteristics fo the financial assets \n | \n
\u00a0
\nAll income and expenses\nrelating to financial assets that are recognised in profit or loss\nare presented within finance costs or finance income, except for\nimpairment of trade receivables which is presented within\nadministrative expenses.
\n\u00a0
\nSubsequent\nmeasurement of financial assets
\n\u00a0
\nFinancial assets at\namortised cost
\n\u00a0
\nFinancial assets are\nmeasured at amortised cost if the assets meet the following\nconditions (and are not designated as FVTPL):
\n\u00a0
\n| \n \u2022 \n | \n\n they are held within a\nbusiness model whose objective is to hold the financial assets and\ncollect its contractual cash flows \n | \n
| \n \u2022 \n | \n\n the contractual terms of\nthe financial assets give rise to cash flows that are solely\npayments of principal and interest on the principal amount\noutstanding. \n | \n
\u00a0
\nAfter initial\nrecognition, financial assets are measured at amortised cost using\nthe effective interest method. Discounting is omitted where the\neffect of discounting is immaterial. The Group\u2019s cash and\ncash equivalents, loans and receivables, contract assets and trade\nand most other receivables fall into this category of financial\ninstruments.
\n\u00a0
\nImpairment of\nfinancial assets
\n\u00a0
\nIFRS 9\u2019s impairment\nrequirements use forward-looking information to recognise expected\ncredit losses \u2013 the \u2018expected credit loss (ECL)\nmodel\u2019. Instruments within the scope of IFRS 9\u2019s\nrequirements include loans and other debt-type financial assets\nmeasured at amortised cost and FVOCI (the Group had no debt-type\nfinancial assets at FVOCI), trade receivables, contract assets\nrecognised and measured under IFRS 15 and loan commitments and some\nfinancial guarantee contracts (for the issuer) that are not\nmeasured at fair value through profit or loss (the Group had no\nfinancial guarantee contracts).
\n\u00a0
\nThe Group considers a\nbroad range of information when assessing credit risk and measuring\nexpected credit losses, including past events, current conditions,\nreasonable and supportable forecasts that affect the expected\ncollectability of the future cash flows of the\ninstrument.
\n\u00a0
\nIn applying this\nforward-looking approach, a distinction is made between:
\n\u00a0
\n| \n \u2022 \n | \n\n Financial instruments\nthat have not deteriorated significantly in credit quality since\ninitial recognition or that have low credit risk (Stage 1)\nand \n | \n
| \n \u2022 \n | \n\n Financail instruments\nthat have deteriorated significantly in credit quality since\ninitial recognition and whose credit risk is not low (Stage\n2) \n | \n
\u00a0
\n\u2018Stage 3\u2019\nwould cover financial assets that have objective evidence of\nimpairment at the reporting date.
\n\u00a0
\n\u201812-month expected\ncredit losses\u2019 are recognised for the first category while\n\u2018lifetime expected credit losses\u2019 are recognised for\nthe second category.
\n\u00a0
\nMeasurement of the\nexpected credit losses is determined by a probability-weighted\nestimate of credit losses over the expected life of the financial\ninstrument.
\n\u00a0
\nTrade and other\nreceivables and contract assets
\n\u00a0
\nThe Group makes use of a\nsimplified approach in accounting for trade and other receivables\nas well as contract assets and records the loss allowance as\nlifetime expected credit losses. These are the expected shortfalls\nin contractual cash flows, considering the potential for default at\nany point during the life of the financial instrument. In\ncalculating, the Group uses its historical experience, external\nindicators and forward-looking information to calculate the\nexpected credit losses using a provision matrix.
\n\u00a0
\nThe Group assess\nimpairment of trade receivables on a collective basis as they\npossess shared credit risk characteristics they have been Grouped\nbased on the days past due. Refer to note 39.2 for a detailed\nanalysis of how the impairment requirements of IFRS 9 are\napplied.
\n\u00a0
\nClassification and\nmeasurement of financial liabilities
\n\u00a0
\nThe Group\u2019s\nfinancial liabilities include bank borrowings, lease liabilities\nand trade and other payables and other financial\nliabilities.
\n\u00a0
\nFinancial liabilities are\ninitially measured at fair value, and, where applicable, adjusted\nfor transaction costs unless the Group designates a financial\nliability at fair value through profit or loss.
\n\u00a0
\nSubsequently, financial\nliabilities are measured at amortised cost using the effective\ninterest method except for derivatives and financial liabilities\ndesignated at FVTPL, which are carried subsequently at fair value\nwith gains or losses recognised in profit or loss (other than\nderivative financial instruments that are designated and effective\nas hedging instruments). The Group does not hold derivatives and\nfinancial liabilities designated at FVTPL.
\n\u00a0
\nAll interest-related\ncharges and, if applicable, changes in an instrument\u2019s fair\nvalue that are reported in profit or loss are included within\nfinance costs or finance income.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForFinancialInstrumentsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "lJQZD4bx8U": { "value": "Impairment of\nfinancial assets
\n\u00a0
\nIFRS 9\u2019s impairment\nrequirements use forward-looking information to recognise expected\ncredit losses \u2013 the \u2018expected credit loss (ECL)\nmodel\u2019. Instruments within the scope of IFRS 9\u2019s\nrequirements include loans and other debt-type financial assets\nmeasured at amortised cost and FVOCI (the Group had no debt-type\nfinancial assets at FVOCI), trade receivables, contract assets\nrecognised and measured under IFRS 15 and loan commitments and some\nfinancial guarantee contracts (for the issuer) that are not\nmeasured at fair value through profit or loss (the Group had no\nfinancial guarantee contracts).
\n\u00a0
\nThe Group considers a\nbroad range of information when assessing credit risk and measuring\nexpected credit losses, including past events, current conditions,\nreasonable and supportable forecasts that affect the expected\ncollectability of the future cash flows of the\ninstrument.
\n\u00a0
\nIn applying this\nforward-looking approach, a distinction is made between:
\n\u00a0
\n| \n \u2022 \n | \n\n Financial instruments\nthat have not deteriorated significantly in credit quality since\ninitial recognition or that have low credit risk (Stage 1)\nand \n | \n
| \n \u2022 \n | \n\n Financail instruments\nthat have deteriorated significantly in credit quality since\ninitial recognition and whose credit risk is not low (Stage\n2) \n | \n
\u00a0
\n\u2018Stage 3\u2019\nwould cover financial assets that have objective evidence of\nimpairment at the reporting date.
\n\u00a0
\n\u201812-month expected\ncredit losses\u2019 are recognised for the first category while\n\u2018lifetime expected credit losses\u2019 are recognised for\nthe second category.
\n\u00a0
\nMeasurement of the\nexpected credit losses is determined by a probability-weighted\nestimate of credit losses over the expected life of the financial\ninstrument.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForImpairmentOfFinancialAssetsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "Mu-wWDpASI": { "value": "4.21\u00a0\u00a0\u00a0\nInventories
\n\u00a0
\nInventories are stated at\nthe lower of cost and net realisable value. Cost is calculated\nusing the first in first out method and comprises expenditure\nincurred in acquiring the inventories and other costs incurred in\nbringing the inventories to their present location and condition.\nThe cost of finished goods and work in progress comprises direct\nmaterials and, where applicable, direct labour costs and an\nappropriate proportion of production overheads based on the normal\nlevel of activity.\u00a0 Net realisable value represents the\nestimated selling price in the ordinary course of business less the\nestimated costs of completion and the costs to be incurred in\nmarketing, selling and distribution.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForMeasuringInventories", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "g1fZOO32Um": { "value": "4.22\n\u00a0\u00a0\u00a0Income taxes
\n\u00a0
\nCurrent and deferred tax\nis recognised in profit or loss, except when it relates to items\nrecognised in other comprehensive income or directly in equity, in\nwhich case the deferred tax is also dealt with in other\ncomprehensive income or in equity, as appropriate.
\n\u00a0
\nCurrent tax is based on\nthe taxable result for the period. The taxable result for the\nperiod differs from the result as reported in profit or loss\nbecause it excludes items which are non-assessable or disallowed\nand it further excludes items that are taxable or deductible in\nother periods. It is calculated using tax rates that have been\nenacted or substantively enacted by the end of the reporting\nperiod.
\n\u00a0
\nDeferred tax is accounted\nfor using the balance sheet liability method in respect of\ntemporary differences arising from differences between the carrying\namount of assets and liabilities in the financial statements and\nthe corresponding tax bases used in the computation of taxable\nprofit.
\n\u00a0
\nDeferred tax liabilities\nare generally recognised for all taxable temporary differences and\ndeferred tax assets, including deferred tax assets for the carry\nforward of unused tax losses and unused tax credits, are recognised\nto the extent that it is probable that taxable profits will be\navailable against which deductible temporary differences can be\nutilised.
\n\u00a0
\nDeferred tax liabilities\nare not recognised if the temporary difference arises from the\ninitial recognition of goodwill. Deferred tax assets and\nliabilities are not recognised if the temporary difference arises\nfrom the initial recognition (other than in a business combination)\nof other assets and liabilities in a transaction that affects\nneither accounting profit nor taxable profit.
\n\u00a0
\nDeferred tax liabilities\nare not recognised for taxable temporary differences arising on\ninvestments in subsidiaries/associates/interests in joint\narrangements where the Company is able to control the timing of the\nreversal of the temporary difference and it is probable that the\ntemporary difference will not reverse in the foreseeable future.\nDeferred tax assets are recognised for deductible temporary\ndifferences arising on investments in\nsubsidiaries/associates/interests in joint arrangements where it is\nprobable that taxable profit will be available against which the\ntemporary difference can be utilised and it is probable that the\ntemporary difference will reverse in the foreseeable\nfuture.
\n\u00a0
\nThe carrying amount of\ndeferred tax assets is reviewed at the end of each reporting period\nand reduced to the extent that it is no longer probable that\nsufficient taxable profit will be available to allow all or part of\nthe asset to be utilised.
\n\u00a0
\nDeferred tax is\ncalculated at the tax rates that are expected to apply to the\nperiod when the asset is realised or the liability is settled,\nbased on tax rates that have been enacted or substantively enacted\nby the end of the reporting period.
\n\u00a0
\nCurrent tax assets and\nliabilities are offset when the Group has a legally enforceable\nright to set off the recognised amounts and intends either to\nsettle on a net basis, or to realise the asset and settle the\nliability simultaneously.
\n\u00a0
\nDeferred tax assets and\nliabilities are offset when the Group entities have a legally\nenforceable right to set off its current tax assets and liabilities\nand the deferred tax assets and liabilities relate to income taxes\nlevied by the same taxation authority on either the same taxable\nentity or different taxable entities which intend either to settle\ncurrent tax liabilities and assets on a net basis, or to realise\nthe assets and settle the liabilities simultaneously, in each\nfuture period in which significant amounts of deferred tax\nliabilities or assets are expected to be settled or\nrecovered.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForIncomeTaxExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "V_bC9PLKtw": { "value": "4.22\n\u00a0\u00a0\u00a0Income taxes
\n\u00a0
\nCurrent and deferred tax\nis recognised in profit or loss, except when it relates to items\nrecognised in other comprehensive income or directly in equity, in\nwhich case the deferred tax is also dealt with in other\ncomprehensive income or in equity, as appropriate.
\n\u00a0
\nCurrent tax is based on\nthe taxable result for the period. The taxable result for the\nperiod differs from the result as reported in profit or loss\nbecause it excludes items which are non-assessable or disallowed\nand it further excludes items that are taxable or deductible in\nother periods. It is calculated using tax rates that have been\nenacted or substantively enacted by the end of the reporting\nperiod.
\n\u00a0
\nDeferred tax is accounted\nfor using the balance sheet liability method in respect of\ntemporary differences arising from differences between the carrying\namount of assets and liabilities in the financial statements and\nthe corresponding tax bases used in the computation of taxable\nprofit.
\n\u00a0
\nDeferred tax liabilities\nare generally recognised for all taxable temporary differences and\ndeferred tax assets, including deferred tax assets for the carry\nforward of unused tax losses and unused tax credits, are recognised\nto the extent that it is probable that taxable profits will be\navailable against which deductible temporary differences can be\nutilised.
\n\u00a0
\nDeferred tax liabilities\nare not recognised if the temporary difference arises from the\ninitial recognition of goodwill. Deferred tax assets and\nliabilities are not recognised if the temporary difference arises\nfrom the initial recognition (other than in a business combination)\nof other assets and liabilities in a transaction that affects\nneither accounting profit nor taxable profit.
\n\u00a0
\nDeferred tax liabilities\nare not recognised for taxable temporary differences arising on\ninvestments in subsidiaries/associates/interests in joint\narrangements where the Company is able to control the timing of the\nreversal of the temporary difference and it is probable that the\ntemporary difference will not reverse in the foreseeable future.\nDeferred tax assets are recognised for deductible temporary\ndifferences arising on investments in\nsubsidiaries/associates/interests in joint arrangements where it is\nprobable that taxable profit will be available against which the\ntemporary difference can be utilised and it is probable that the\ntemporary difference will reverse in the foreseeable\nfuture.
\n\u00a0
\nThe carrying amount of\ndeferred tax assets is reviewed at the end of each reporting period\nand reduced to the extent that it is no longer probable that\nsufficient taxable profit will be available to allow all or part of\nthe asset to be utilised.
\n\u00a0
\nDeferred tax is\ncalculated at the tax rates that are expected to apply to the\nperiod when the asset is realised or the liability is settled,\nbased on tax rates that have been enacted or substantively enacted\nby the end of the reporting period.
\n\u00a0
\nCurrent tax assets and\nliabilities are offset when the Group has a legally enforceable\nright to set off the recognised amounts and intends either to\nsettle on a net basis, or to realise the asset and settle the\nliability simultaneously.
\n\u00a0
\nDeferred tax assets and\nliabilities are offset when the Group entities have a legally\nenforceable right to set off its current tax assets and liabilities\nand the deferred tax assets and liabilities relate to income taxes\nlevied by the same taxation authority on either the same taxable\nentity or different taxable entities which intend either to settle\ncurrent tax liabilities and assets on a net basis, or to realise\nthe assets and settle the liabilities simultaneously, in each\nfuture period in which significant amounts of deferred tax\nliabilities or assets are expected to be settled or\nrecovered.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForDeferredIncomeTaxExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "S40TtciL57": { "value": "4.23\u00a0\n\u00a0\u00a0Cash and cash equivalents
\n\u00a0
\nCash and cash equivalents\ncomprise cash on hand and demand deposits. Bank overdrafts that are\nrepayable on demand and form an integral part of the Group\u2019s\ncash management are included as a component of cash and cash\nequivalents for the purpose of the statement of cash flows and are\npresented as bank borrowings in current liabilities in the\nstatement of financial position.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForCashFlowsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "KmkHG8SkNS": { "value": "4.24\u00a0\u00a0\n\u00a0Equity
\n\u00a0
\nShare capital represents\nthe nominal value of shares that have been issued.
\n\u00a0
\nRetained earnings include\ncurrent period results as disclosed in the statement of profit or\nloss and other comprehensive income less dividend\ndistributions.
\n\u00a0
\nDividend distributions\npayable to equity shareholders are included with short-term\nfinancial liabilities when the dividends are approved in general\nmeeting prior to the end of the reporting period.
", "dimensions": { "concept": "harvest:DescriptionOfAccountingPolicyForEquityExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "q0Z_go77U1": { "value": "4.24\u00a0\u00a0\n\u00a0Equity
\n\u00a0
\nShare capital represents\nthe nominal value of shares that have been issued.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForIssuedCapitalExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "vwNZa8bRBD": { "value": "4.25\u00a0\u00a0\n\u00a0Provisions and contingent liabilities\n\u00a0\nProvisions for legal\ndisputes, onerous contracts or other claims are recognised when the\nGroup and the Company have a present legal or constructive\nobligation as a result of a past event, it is probable that an\noutflow of economic resources will be required from the Group and\nthe Company and amounts can be estimated reliably. Timing or amount\nof the outflow may still be uncertain.\n\u00a0\nRestructuring provisions\nare recognised only if a detailed formal plan for the restructuring\nhas been developed and implemented, or management has at least\nannounced the plan\u2019s main features to those affected by it.\nProvisions are not recognised for future operating\nlosses.\n\u00a0\nProvisions are measured\nat the estimated expenditure required to settle the present\nobligation, based on the most reliable evidence available at the\nreporting date, including the risks and uncertainties associated\nwith the present obligation. Where there are a number of similar\nobligations, the likelihood that an outflow will be required in\nsettlement is determined by considering the class of obligations as\na whole. Provisions are discounted to their present values, where\nthe time value of money is material.\n\u00a0\nAny reimbursement that\nthe Group can be virtually certain to collect from a third party\nwith respect to the obligation is recognised as a separate asset.\nHowever, this asset may not exceed the amount of the related\nprovision.\n\u00a0\nIn those cases where the\npossible outflow of economic resources as a result of present\nobligations is considered improbable or remote, no liability is\nrecognised.", "dimensions": { "concept": "ifrs-full:DescriptionOfNatureOfObligationContingentLiabilities", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "YtDHLGhLDP": { "value": "4.25\u00a0\u00a0\n\u00a0Provisions and contingent liabilities
\n\u00a0
\nProvisions for legal\ndisputes, onerous contracts or other claims are recognised when the\nGroup and the Company have a present legal or constructive\nobligation as a result of a past event, it is probable that an\noutflow of economic resources will be required from the Group and\nthe Company and amounts can be estimated reliably. Timing or amount\nof the outflow may still be uncertain.
\n\u00a0
\nRestructuring provisions\nare recognised only if a detailed formal plan for the restructuring\nhas been developed and implemented, or management has at least\nannounced the plan\u2019s main features to those affected by it.\nProvisions are not recognised for future operating\nlosses.
\n\u00a0
\nProvisions are measured\nat the estimated expenditure required to settle the present\nobligation, based on the most reliable evidence available at the\nreporting date, including the risks and uncertainties associated\nwith the present obligation. Where there are a number of similar\nobligations, the likelihood that an outflow will be required in\nsettlement is determined by considering the class of obligations as\na whole. Provisions are discounted to their present values, where\nthe time value of money is material.
\n\u00a0
\nAny reimbursement that\nthe Group can be virtually certain to collect from a third party\nwith respect to the obligation is recognised as a separate asset.\nHowever, this asset may not exceed the amount of the related\nprovision.
\n\u00a0
\nIn those cases where the\npossible outflow of economic resources as a result of present\nobligations is considered improbable or remote, no liability is\nrecognised.
", "dimensions": { "concept": "ifrs-full:DescriptionOfAccountingPolicyForProvisionsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "u0iTWMVomu": { "value": "4.26\n\u00a0\u00a0\u00a0Significant management judgement in applying\naccounting policies and estimation uncertainty
\n\u00a0
\nWhen preparing the\nfinancial statements management undertakes a number of judgements,\nestimates and assumptions about the recognition and measurement of\nassets, liabilities, income and expenses.
\n\u00a0
\nSignificant\nmanagement judgements
\n\u00a0
\nThe following are the\njudgements made by management in applying the accounting policies\nof the Group that have the most significant effect on the financial\nstatements.
\n\u00a0
\nRecognition of service\nand contract revenues
\n\u00a0
\nAs revenue from\nafter-sales maintenance agreements and consulting and development\nof systems contracts is recognised over time, the amount of revenue\nrecognised in a reporting period depends on the extent to which the\nperformance obligation has been satisfied. For after-sales\nmaintenance agreements this requires an estimate of the quantity of\nthe services to be provided, based on historical experience with\nsimilar contracts. In a similar way, recognising revenue for\nconsulting and development of systems contracts also requires\nsignificant judgment in determining the estimated number of hours\nrequired to complete the promised work when applying the\nhours-to-hours method described in note 4.10. Management however\nconsiders that any variance in estimates on ongoing contracts would\nbe insignificant to the Group.
\n\u00a0
\nCapitalisation of\ninternally developed software
\n\u00a0
\nDistinguishing the\nresearch and development phases of a new customised software\nproject and determining whether the recognition requirements for\nthe capitalisation of development costs are met requires judgement.\nAfter capitalisation, management monitors whether the recognition\nrequirements continue to be met and whether there are any\nindicators that capitalised costs may be impaired (see note\n4.15).
\n\u00a0
\nRecognition of deferred\ntax assets
\n\u00a0
\nThe extent to which\ndeferred tax assets can be recognised is based on an assessment of\nthe probability that future taxable income will be available\nagainst which the deductible temporary differences and tax loss\ncarry-forwards can be utilised. In addition, significant judgement\nis required in assessing the impact of any legal or economic limits\nor uncertainties in various tax jurisdictions (see note\n4.22).
\n\u00a0
\nEstimation\nuncertainty
\n\u00a0
\nInformation about\nestimates and assumptions that have the most significant effect on\nrecognition and measurement of assets, liabilities, income and\nexpenses is provided below. Actual results may be substantially\ndifferent.
\n\u00a0
\nImpairment of intangible\nassets including goodwill and tangible assets
\n\u00a0
\nAn impairment loss is\nrecognised for the amount by which the asset's or cash-generating\nunit's carrying amount exceeds its recoverable amount.\u00a0 To\ndetermine the recoverable amount, management estimates expected\nfuture cash flows from each cash-generating unit and determines a\nsuitable interest rate in order to calculate the present value of\nthose cash flows (see note\u00a04.19).\u00a0 In the process of\nmeasuring expected future cash flows management makes assumptions\nabout future operating results.\u00a0 These assumptions relate to\nfuture events and circumstances.\u00a0 The actual results may vary,\nand may cause significant adjustments to the Group's assets within\nthe next financial year.
\n\u00a0
\nIn most cases,\ndetermining the applicable discount rate involves estimating the\nappropriate adjustment to market risk and the appropriate\nadjustment to asset-specific risk factors.
\n\u00a0
\nThe Group tests goodwill\nand intangible assets with an indefinite useful life annually for\nimpairment or more frequently if there are indications that\ngoodwill or intangibles might be impaired. Determining whether the\ncarrying amounts of these assets can be realised requires an\nestimation of the recoverable amount of the cash generating units.\nThe value in use calculation requires the directors to estimate the\nfuture cash flows expected to arise from the cash generating unit\nand a suitable discount rate in order to calculate present\nvalue.
\n\u00a0
\nGoodwill arising on a\nbusiness combination is allocated, to the cash-generating units\n(\u201cCGUs\u201d) that are expected to benefit from that\nbusiness combination.
\n\u00a0
\nAt 31 December 2025,\ngoodwill was allocated as follows:
\n| \n \u2022 \n | \n\n Eur 3,860,898 to Apcopay\nLimited which operates the electronic payment gateway \n | \n
| \n \u2022 \n | \n\n Eur 2,168,112 to Apco\nLimited which operates in the business of selling and maintenance\nof IT solutions and security systems. \n | \n
| \n \u2022 \n | \n\n Eur 1,464,477 to PTL\nlimited business \n | \n
\u00a0
\nCGU \u2013 Payment\nProcessing Services
\n\u00a0
\nThe recoverable amount of\nthe CGUs is determined from the value in use calculation. The key\nassumptions for the value in use calculations are those regarding\nthe discount rates, growth rates and expected changes to selling\nprices and direct costs during the period. The directors estimate\ndiscount rates using pre-tax rates that reflect current market\nassessments of the time value of money and the risks specific to\nthe CGUs. The growth rates are based on industry growth forecasts.\nChanges in selling prices and direct costs are based on past\npractices and expectations of future changes in the\nmarket.
\n\u00a0
\nThe assessment of\nrecoverability of the carrying amount of goodwill and intangible\nassets with indefinite useful life includes:
\n| \n \u2022 \n | \n\n Forecasted cash flow\nprojections for the next three years and projections of terminal\nvalue using the perpetuity method \n | \n
| \n \u2022 \n | \n\n Perpetual growth rates of\n2.5% (2024 2.5%) and \n | \n
| \n \u2022 \n | \n\n Use of 22.5% (pre tax)\n(2024 25.1%) to discount the projected cash flows to net present\nvalues \n | \n
\u00a0
\nBased on the above\nassessment, the directors expect the carrying amount of goodwill\nand intangible assets with an indefinite useful life to be\nrecoverable.
\n\u00a0
\nCGU \u2013 IT\nSolutions and Security Systems
\n\u00a0
\nThe recoverable amount of\nthe CGUs is determined from the value in use calculation. The key\nassumptions for the value in use calculations are those regarding\nthe discount rates, growth rates and expected changes to selling\nprices and direct costs during the period. The directors estimate\ndiscount rates using pre-tax rates that reflect current market\nassessments of the time value of money and the risks specific to\nthe CGUs. The growth rates are based on industry growth forecasts.\nChanges in selling prices and direct costs are based on past\npractices and expectations of future changes in the\nmarket.
\n\u00a0
\nThe assessment of\nrecoverability of the carrying amount of goodwill and intangible\nassets with indefinite useful life includes:
\n| \n \u2022 \n | \n\n Forecasted cash flow\nprojections for the next three years and projections of terminal\nvalue using the perpetuity method \n | \n
| \n \u2022. \n | \n\n Perpetual growth rates of\n2.5% (2024 2.5%) and \n | \n
| \n \u2022. \n | \n\n Use of 23.11% \u2013\n23.44% (pre tax) (2024 32.1% - 40.0%) to discount the projected\ncash flows to net present values \n | \n
\u00a0
\nBased on the above\nassessment, the directors expect the carrying amount of goodwill\nand intangible assets with an indefinite useful life to be\nrecoverable.
\n\u00a0
\nUseful lives of\ndepreciable assets
\n\u00a0
\nManagement reviews the\nuseful lives of depreciable assets at each reporting date, based on\nthe expected utility of the assets to the Group. Actual results,\nhowever, may vary due to technical obsolescence.
\n\u00a0
\nInventories
\n\u00a0
\nManagement estimates the\nnet realisable values of inventories, taking into account the most\nreliable evidence available at each reporting date. The future\nrealisation of these inventories may be affected by future\ntechnology or other market-driven changes that may reduce future\nselling prices.
", "dimensions": { "concept": "ifrs-full:DisclosureOfAccountingJudgementsAndEstimatesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "S.1aZQemA_": { "value": "5\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Segment\nreporting
\n\u00a0
\nThe Group operates two\nbusiness activities which are the sale of payment processing\nservices and the provision of IT solutions and security systems.\nEach of these operating segments is managed separately as each of\nthese lines requires local resources. All inter segment transfers\nfor management services are carried out on a cost basis.
\n\u00a0
\nThe accounting policy for\nidentifying segments is based on internal management reporting\ninformation that is regularly reviewed by the senior management of\nthe Group.
\n\u00a0
\nRevenue reported below\nrepresents revenue generated from external customers. There were no\nintersegment sales in the year.\u00a0 The Group's reportable\nsegments under IFRS 8 are direct sales attributable to each line of\nbusiness.
\n\u00a0
\nThe sale of payment\nprocessing services and the provision of IT solutions and security\nsystems are derived from Malta, EU and non-EU countries.
\n\u00a0
\nIn 2025 and 2024, the\nGroup did not have any clients which individually represented 10%\nor more of the total revenue of the Group.
\n\u00a0
\nThe Group reports its\nrevenue by geographical area in the following table and is divided\nbetween revenue generated in Malta, from EU countries and from\nnon-EU countries.
\n\u00a0
\n| \n Revenue by geographical\narea \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Malta \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 13,698,552 \n | \n\n 14,800,851 \n | \n
| \n EU countries \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2,255,362 \n | \n\n 2,451,556 \n | \n
| \n Non-EU countries \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2,272,702 \n | \n\n 2,542,127 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 18,226,616 \n | \n\n 19,794,534 \n | \n
\u00a0
\nThe revenue generated\nfrom implementation of the border security software solutions in\nMauritius amounting to Eur 927,109 (2024: Eur 944,344) and which\nrepresented 5% (2024: 5%) of the Group\u2019s total revenue, is\nreported in the \u2018Retail and IT Solutions\u2019 segment of\nthe Group (refer to the table below). In addition, at the end of\nthe current reporting period, assets and liabilities pertaining to\nthis project include inventories amounting to Eur 35,206 (2024: Eur\n37,248) (note 24), as well as liabilities amounting to Eur Nil\n(2024: Eur Nil).
\n\u00a0
\nAs at the end of the\nreporting period the total amount of intangible assets (including\ngoodwill) and plant and equipment amounted to Eur 9,473,254 (2024:\nEur 9,228,271) and Eur 128,909 (2024: Eur 136,570)\nrespectively.
\n\u00a0
\nMeasurement of operating\nsegment profit or loss, assets and liabilities
\n\u00a0
\nSegment profit represents\nthe profit earned by each segment after allocation of central\nadministration costs and finance costs based on services and\nfinance provided. This is the measure reported to senior management\nof the Company for the purposes of resource allocation and\nassessment of segment performance.
\n\u00a0
\nThe accounting policies\nof the reportable segments are the same as the Group's accounting\npolicies described in note 4.
\n\u00a0
\nReconciliations of\nreportable segment revenues, profit or loss, assets and liabilities\nto consolidated totals are reported below:
\n\u00a0
\n| \n Profit and loss before\ntax \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Total pre-tax profit for\nreportable segments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,732,717 \n | \n\n 2,162,570 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Unallocated\namounts: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Holding company costs plus\nconsolidation adjustment \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (167,864) \n | \n\n (375,842) \n | \n
| \n Group pre-tax\nprofit \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,564,853 \n | \n\n 1,786,728 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Assets \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Total assets for reportable\nsegments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 14,711,543 \n | \n\n 13,774,131 \n | \n
| \n Elimination of\nreceivables \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (2,970,585) \n | \n\n (2,833,677) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Unallocated amounts (as per\nHolding company): \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Plant and\nequipment \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 71,014 \n | \n\n 82,901 \n | \n
| \n Goodwill \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,493,487 \n | \n\n 7,493,487 \n | \n
| \n Intangible\nassets \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n - \n | \n\n 2,952 \n | \n
| \n Other\ninvestments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 149,977 \n | \n\n 149,977 \n | \n
| \n Trade and other\nreceivables \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,116,871 \n | \n\n 1,325,665 \n | \n
| \n Cash and cash\nequivalents \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 13,184 \n | \n\n 41,633 \n | \n
| \n Deferred tax \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 50,000 \n | \n\n 45,719 \n | \n
| \n Current tax\nasset \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 182,220 \n | \n\n 282,735 \n | \n
| \n Right-of-use-asset \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 96,695 \n | \n\n 288,519 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 20,914,406 \n | \n\n 20,654,042 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Liabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Total liabilities for\nreportable segments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 10,272,094 \n | \n\n 9,235,561 \n | \n
| \n Elimination of\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (2,970,585) \n | \n\n (2,833,684) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Unallocated amounts (as per\nHolding Company): \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Trade and other\npayables \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 127,587 \n | \n\n 242,308 \n | \n
| \n Lease liability \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 108,768 \n | \n\n 309,042 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,537,864 \n | \n\n 6,953,227 \n | \n
\u00a0
\nThe Group's revenue and\nresults from continuing operations from external customers and\ninformation about it assets and liabilities by reportable segment\nare detailed below:
\n\u00a0
\n| \n \u00a0 \n | \n\n Payment processing\nservices \n | \n\n Retail and IT\nsolutions \n | \n\n Total \n | \n\n Unallocated \n | \n\n Eliminations and\nadjustments \n | \n\n Consolidated \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n 2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Revenue \n | \n\n 4,486,350 \n | \n\n 14,516,955 \n | \n\n 19,003,305 \n | \n\n 572,563 \n | \n\n (1,349,252) \n | \n\n 18,226,616 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Profit before\ntax \n | \n\n 565,696 \n | \n\n 1,167,021 \n | \n\n 1,732,717 \n | \n\n 1,755,037 \n | \n\n (1,922,901) \n | \n\n 1,564,853 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\namortisation \n | \n\n 477,069 \n | \n\n 193,334 \n | \n\n 670,403 \n | \n\n 215,456 \n | \n\n - \n | \n\n 885,859 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Income tax\nexpense \n | \n\n 196,189 \n | \n\n 385,647 \n | \n\n 581,836 \n | \n\n 613,340 \n | \n\n (673,011) \n | \n\n 522,165 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment assets \n | \n\n 3,908,688 \n | \n\n 10,802,855 \n | \n\n 14,711,543 \n | \n\n 1,679,961 \n | \n\n 4,522,902 \n | \n\n 20,914,406 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Capital\nexpenditure \n | \n\n 587,063 \n | \n\n 228,530 \n | \n\n 815,593 \n | \n\n 8,794 \n | \n\n (859) \n | \n\n 823,528 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment\nliabilities \n | \n\n 2,089,956 \n | \n\n 8,182,138 \n | \n\n 10,272,094 \n | \n\n 236,355 \n | \n\n (2,970,585) \n | \n\n 7,537,864 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Revenue \n | \n\n 5,330,208 \n | \n\n 15,389,344 \n | \n\n 20,719,552 \n | \n\n 575,730 \n | \n\n (1,500,748) \n | \n\n 19,794,534 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Profit before\ntax \n | \n\n 1,382,519 \n | \n\n 780,051 \n | \n\n 2,162,570 \n | \n\n 1,454,653 \n | \n\n (1,830,495) \n | \n\n 1,786,728 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\namortisation \n | \n\n 490,870 \n | \n\n 193,768 \n | \n\n 684,638 \n | \n\n 216,266 \n | \n\n (15,410) \n | \n\n 885,494 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Income tax\nexpense \n | \n\n 483,671 \n | \n\n 239,992 \n | \n\n 723,663 \n | \n\n 602,938 \n | \n\n (646,067) \n | \n\n 680,534 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment assets \n | \n\n 3,936,552 \n | \n\n 9,837,579 \n | \n\n 13,774,131 \n | \n\n 2,220,097 \n | \n\n 4,659,814 \n | \n\n 20,654,042 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Capital\nexpenditure \n | \n\n 766,519 \n | \n\n 195,435 \n | \n\n 961,954 \n | \n\n 1,891 \n | \n\n (5,358) \n | \n\n 958,487 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment\nliabilities \n | \n\n 1,987,328 \n | \n\n 7,248,235 \n | \n\n 9,235,563 \n | \n\n 551,348 \n | \n\n (2,833,684) \n | \n\n 6,953,227 \n | \n
\u00a0
\n6\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Revenue
\n\u00a0
\nRevenue represents the\namount receivable for goods sold and services rendered during the\nperiod from continuing operations, net of any indirect taxes as\nfollows:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Sale of goods \n | \n\n 7,835,524 \n | \n\n 9,052,777 \n | \n\n - \n | \n\n - \n | \n
| \n Consulting services and\ndevelopment \n | \n\n 2,520,304 \n | \n\n 2,370,508 \n | \n\n - \n | \n\n - \n | \n
| \n Maintenance, support and\nservicing \n | \n\n 4,160,498 \n | \n\n 3,966,059 \n | \n\n - \n | \n\n - \n | \n
| \n Payment gateway\nservices \n | \n\n 3,707,727 \n | \n\n 4,056,803 \n | \n\n - \n | \n\n - \n | \n
| \n Other revenue \n | \n\n 2,563 \n | \n\n 348,387 \n | \n\n 2,563 \n | \n\n 103,722 \n | \n
| \n Management fees \n | \n\n - \n | \n\n - \n | \n\n 570,000 \n | \n\n 472,008 \n | \n
| \n \u00a0 \n | \n\n 18,226,616 \n | \n\n 19,794,534 \n | \n\n 572,563 \n | \n\n 575,730 \n | \n
\u00a0
\nAs disclosed in note 5,\nthe revenue of the Group is derived from Malta, EU and non-EU\ncountries.
\n\u00a0
\nDuring 2025, included in\npayment gateway services is an amount of Eur 1,737,998 derived from\nEU countries (excluding Malta) and represents 10% of the\nGroup\u2019s total revenue (2024: Eur 1,890,095; 10%).
\n\u00a0
\nThe Group\u2019s revenue\ngenerated from a significant contract (non-EU) for the\nimplementation of border security software solutions amounted to\nEur 927,109 and represents 5% of total revenue (2024: Eur 944,344;\n5%). Refer to further information provided in this note below on\nthe ongoing services provided on the Mauritius contract.
\n\u00a0
\nThe total Group revenue\nfrom non-EU countries amounted to approximately 12% of total Group\nrevenue (2024: 13%). This is based on the contractual agreements\nwith clients.
\n\u00a0
\nAssets related to\ncontracts with customers include amounts that the Group expects to\nreceive from performance obligations that have been satisfied\nbefore it receives the consideration and has not invoiced such\namounts by the end of the year.
\n\u00a0
\nThe following are the\namounts recognised as contract assets at the end of the reporting\nperiods presented:
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Contract assets relating to\nrendering of services and development \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 971,038 \n | \n\n 906,076 \n | \n
| \n Contract assets relating to\ncommission income accrued on gateway \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 126,600 \n | \n\n 129,480 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,097,638 \n | \n\n 1,035,556 \n | \n
\u00a0
\nAt 31 December 2025, two\nprojects exceeded 10% of the total contract assets in one of the\nsubsidiaries. These amounted to Eur502,029 and Eur175,777 which\nrepresent 46% and and 16% respectively of total contract asset\nvalue of the Group. At 31 December 2024, one project exceeded 10%\nof the total contract assets in one of the subsidiaries. This\namounted to Eur473,407 which represent 46% of total contract asset\nvalue of the Group
\nThe assessment of credit\nlosses on balances of contract assets at 31 December 2024 and 2023\ndid not result in any material amount and considered by management\nto be insignificant.\u00a0
\n\u00a0
\nUnsatisfied long-term\nperformance obligations
\n\u00a0
\nThe following aggregated\namounts of transaction prices relate to the performance obligations\nfrom existing contracts that are unsatisfied or partially\nunsatisfied as at 31 December 2025:
\n\u00a0
\n| \n \u00a0 \n | \n\n 2026 \n | \n\n 2027 \n | \n\n 2028 \n | \n\n Later \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Sale of goods \n | \n\n 863,595 \n | \n\n 439,610 \n | \n\n 442,761 \n | \n\n 572,418 \n | \n
| \n Consulting services and\ndevelopment \n | \n\n 891,981 \n | \n\n 266,880 \n | \n\n - \n | \n\n - \n | \n
| \n Maintenance and\nservicing \n | \n\n 2,592,899 \n | \n\n 1,280,580 \n | \n\n 1,236,030 \n | \n\n 1,790,647 \n | \n
| \n Total revenue expected\nto be recognised \n | \n\n 4,348,475 \n | \n\n 1,987,070 \n | \n\n 1,678,791 \n | \n\n 2,363,065 \n | \n
\u00a0
\nThe following aggregated\namounts of transaction prices relate to the performance obligations\nfrom existing contracts that are unsatisfied or partially\nunsatisfied as at 31 December 2024:
\n\u00a0
\n| \n \u00a0 \n | \n\n 2025 \n | \n\n 2026 \n | \n\n 2027 \n | \n\n Later \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Sale of goods \n | \n\n 937,820 \n | \n\n 88,360 \n | \n\n - \n | \n\n - \n | \n
| \n Consulting services and\ndevelopment \n | \n\n 460,502 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n
| \n Maintenance and\nservicing \n | \n\n 2,161,345 \n | \n\n 1,612,057 \n | \n\n 674,820 \n | \n\n 593,211 \n | \n
| \n Total revenue expected\nto be recognised \n | \n\n 3,559,667 \n | \n\n 1,700,417 \n | \n\n 674,820 \n | \n\n 593\n,211 \n | \n
5\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Segment\nreporting
\n\u00a0
\nThe Group operates two\nbusiness activities which are the sale of payment processing\nservices and the provision of IT solutions and security systems.\nEach of these operating segments is managed separately as each of\nthese lines requires local resources. All inter segment transfers\nfor management services are carried out on a cost basis.
\n\u00a0
\nThe accounting policy for\nidentifying segments is based on internal management reporting\ninformation that is regularly reviewed by the senior management of\nthe Group.
\n\u00a0
\nRevenue reported below\nrepresents revenue generated from external customers. There were no\nintersegment sales in the year.\u00a0 The Group's reportable\nsegments under IFRS 8 are direct sales attributable to each line of\nbusiness.
\n\u00a0
\nThe sale of payment\nprocessing services and the provision of IT solutions and security\nsystems are derived from Malta, EU and non-EU countries.
\n\u00a0
\nIn 2025 and 2024, the\nGroup did not have any clients which individually represented 10%\nor more of the total revenue of the Group.
\n\u00a0
\nThe Group reports its\nrevenue by geographical area in the following table and is divided\nbetween revenue generated in Malta, from EU countries and from\nnon-EU countries.
\n\u00a0
\n| \n Revenue by geographical\narea \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Malta \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 13,698,552 \n | \n\n 14,800,851 \n | \n
| \n EU countries \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2,255,362 \n | \n\n 2,451,556 \n | \n
| \n Non-EU countries \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2,272,702 \n | \n\n 2,542,127 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 18,226,616 \n | \n\n 19,794,534 \n | \n
\u00a0
\nThe revenue generated\nfrom implementation of the border security software solutions in\nMauritius amounting to Eur 927,109 (2024: Eur 944,344) and which\nrepresented 5% (2024: 5%) of the Group\u2019s total revenue, is\nreported in the \u2018Retail and IT Solutions\u2019 segment of\nthe Group (refer to the table below). In addition, at the end of\nthe current reporting period, assets and liabilities pertaining to\nthis project include inventories amounting to Eur 35,206 (2024: Eur\n37,248) (note 24), as well as liabilities amounting to Eur Nil\n(2024: Eur Nil).
\n\u00a0
\nAs at the end of the\nreporting period the total amount of intangible assets (including\ngoodwill) and plant and equipment amounted to Eur 9,473,254 (2024:\nEur 9,228,271) and Eur 128,909 (2024: Eur 136,570)\nrespectively.
\n\u00a0
\nMeasurement of operating\nsegment profit or loss, assets and liabilities
\n\u00a0
\nSegment profit represents\nthe profit earned by each segment after allocation of central\nadministration costs and finance costs based on services and\nfinance provided. This is the measure reported to senior management\nof the Company for the purposes of resource allocation and\nassessment of segment performance.
\n\u00a0
\nThe accounting policies\nof the reportable segments are the same as the Group's accounting\npolicies described in note 4.
\n\u00a0
\nReconciliations of\nreportable segment revenues, profit or loss, assets and liabilities\nto consolidated totals are reported below:
\n\u00a0
\n| \n Profit and loss before\ntax \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Total pre-tax profit for\nreportable segments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,732,717 \n | \n\n 2,162,570 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Unallocated\namounts: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Holding company costs plus\nconsolidation adjustment \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (167,864) \n | \n\n (375,842) \n | \n
| \n Group pre-tax\nprofit \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,564,853 \n | \n\n 1,786,728 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Assets \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Total assets for reportable\nsegments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 14,711,543 \n | \n\n 13,774,131 \n | \n
| \n Elimination of\nreceivables \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (2,970,585) \n | \n\n (2,833,677) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Unallocated amounts (as per\nHolding company): \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Plant and\nequipment \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 71,014 \n | \n\n 82,901 \n | \n
| \n Goodwill \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,493,487 \n | \n\n 7,493,487 \n | \n
| \n Intangible\nassets \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n - \n | \n\n 2,952 \n | \n
| \n Other\ninvestments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 149,977 \n | \n\n 149,977 \n | \n
| \n Trade and other\nreceivables \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,116,871 \n | \n\n 1,325,665 \n | \n
| \n Cash and cash\nequivalents \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 13,184 \n | \n\n 41,633 \n | \n
| \n Deferred tax \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 50,000 \n | \n\n 45,719 \n | \n
| \n Current tax\nasset \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 182,220 \n | \n\n 282,735 \n | \n
| \n Right-of-use-asset \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 96,695 \n | \n\n 288,519 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 20,914,406 \n | \n\n 20,654,042 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Liabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Total liabilities for\nreportable segments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 10,272,094 \n | \n\n 9,235,561 \n | \n
| \n Elimination of\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (2,970,585) \n | \n\n (2,833,684) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Unallocated amounts (as per\nHolding Company): \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Trade and other\npayables \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 127,587 \n | \n\n 242,308 \n | \n
| \n Lease liability \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 108,768 \n | \n\n 309,042 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,537,864 \n | \n\n 6,953,227 \n | \n
\u00a0
\nThe Group's revenue and\nresults from continuing operations from external customers and\ninformation about it assets and liabilities by reportable segment\nare detailed below:
\n\u00a0
\n| \n \u00a0 \n | \n\n Payment processing\nservices \n | \n\n Retail and IT\nsolutions \n | \n\n Total \n | \n\n Unallocated \n | \n\n Eliminations and\nadjustments \n | \n\n Consolidated \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n 2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Revenue \n | \n\n 4,486,350 \n | \n\n 14,516,955 \n | \n\n 19,003,305 \n | \n\n 572,563 \n | \n\n (1,349,252) \n | \n\n 18,226,616 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Profit before\ntax \n | \n\n 565,696 \n | \n\n 1,167,021 \n | \n\n 1,732,717 \n | \n\n 1,755,037 \n | \n\n (1,922,901) \n | \n\n 1,564,853 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\namortisation \n | \n\n 477,069 \n | \n\n 193,334 \n | \n\n 670,403 \n | \n\n 215,456 \n | \n\n - \n | \n\n 885,859 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Income tax\nexpense \n | \n\n 196,189 \n | \n\n 385,647 \n | \n\n 581,836 \n | \n\n 613,340 \n | \n\n (673,011) \n | \n\n 522,165 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment assets \n | \n\n 3,908,688 \n | \n\n 10,802,855 \n | \n\n 14,711,543 \n | \n\n 1,679,961 \n | \n\n 4,522,902 \n | \n\n 20,914,406 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Capital\nexpenditure \n | \n\n 587,063 \n | \n\n 228,530 \n | \n\n 815,593 \n | \n\n 8,794 \n | \n\n (859) \n | \n\n 823,528 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment\nliabilities \n | \n\n 2,089,956 \n | \n\n 8,182,138 \n | \n\n 10,272,094 \n | \n\n 236,355 \n | \n\n (2,970,585) \n | \n\n 7,537,864 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Revenue \n | \n\n 5,330,208 \n | \n\n 15,389,344 \n | \n\n 20,719,552 \n | \n\n 575,730 \n | \n\n (1,500,748) \n | \n\n 19,794,534 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Profit before\ntax \n | \n\n 1,382,519 \n | \n\n 780,051 \n | \n\n 2,162,570 \n | \n\n 1,454,653 \n | \n\n (1,830,495) \n | \n\n 1,786,728 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\namortisation \n | \n\n 490,870 \n | \n\n 193,768 \n | \n\n 684,638 \n | \n\n 216,266 \n | \n\n (15,410) \n | \n\n 885,494 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Income tax\nexpense \n | \n\n 483,671 \n | \n\n 239,992 \n | \n\n 723,663 \n | \n\n 602,938 \n | \n\n (646,067) \n | \n\n 680,534 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment assets \n | \n\n 3,936,552 \n | \n\n 9,837,579 \n | \n\n 13,774,131 \n | \n\n 2,220,097 \n | \n\n 4,659,814 \n | \n\n 20,654,042 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Capital\nexpenditure \n | \n\n 766,519 \n | \n\n 195,435 \n | \n\n 961,954 \n | \n\n 1,891 \n | \n\n (5,358) \n | \n\n 958,487 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment\nliabilities \n | \n\n 1,987,328 \n | \n\n 7,248,235 \n | \n\n 9,235,563 \n | \n\n 551,348 \n | \n\n (2,833,684) \n | \n\n 6,953,227 \n | \n
\u00a0
\n6\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Revenue
\n\u00a0
\nRevenue represents the\namount receivable for goods sold and services rendered during the\nperiod from continuing operations, net of any indirect taxes as\nfollows:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Sale of goods \n | \n\n 7,835,524 \n | \n\n 9,052,777 \n | \n\n - \n | \n\n - \n | \n
| \n Consulting services and\ndevelopment \n | \n\n 2,520,304 \n | \n\n 2,370,508 \n | \n\n - \n | \n\n - \n | \n
| \n Maintenance, support and\nservicing \n | \n\n 4,160,498 \n | \n\n 3,966,059 \n | \n\n - \n | \n\n - \n | \n
| \n Payment gateway\nservices \n | \n\n 3,707,727 \n | \n\n 4,056,803 \n | \n\n - \n | \n\n - \n | \n
| \n Other revenue \n | \n\n 2,563 \n | \n\n 348,387 \n | \n\n 2,563 \n | \n\n 103,722 \n | \n
| \n Management fees \n | \n\n - \n | \n\n - \n | \n\n 570,000 \n | \n\n 472,008 \n | \n
| \n \u00a0 \n | \n\n 18,226,616 \n | \n\n 19,794,534 \n | \n\n 572,563 \n | \n\n 575,730 \n | \n
\u00a0
\nAs disclosed in note 5,\nthe revenue of the Group is derived from Malta, EU and non-EU\ncountries.
\n\u00a0
\nDuring 2025, included in\npayment gateway services is an amount of Eur 1,737,998 derived from\nEU countries (excluding Malta) and represents 10% of the\nGroup\u2019s total revenue (2024: Eur 1,890,095; 10%).
\n\u00a0
\nThe Group\u2019s revenue\ngenerated from a significant contract (non-EU) for the\nimplementation of border security software solutions amounted to\nEur 927,109 and represents 5% of total revenue (2024: Eur 944,344;\n5%). Refer to further information provided in this note below on\nthe ongoing services provided on the Mauritius contract.
\n\u00a0
\nThe total Group revenue\nfrom non-EU countries amounted to approximately 12% of total Group\nrevenue (2024: 13%). This is based on the contractual agreements\nwith clients.
\n\u00a0
\nAssets related to\ncontracts with customers include amounts that the Group expects to\nreceive from performance obligations that have been satisfied\nbefore it receives the consideration and has not invoiced such\namounts by the end of the year.
\n\u00a0
\nThe following are the\namounts recognised as contract assets at the end of the reporting\nperiods presented:
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Contract assets relating to\nrendering of services and development \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 971,038 \n | \n\n 906,076 \n | \n
| \n Contract assets relating to\ncommission income accrued on gateway \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 126,600 \n | \n\n 129,480 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,097,638 \n | \n\n 1,035,556 \n | \n
\u00a0
\nAt 31 December 2025, two\nprojects exceeded 10% of the total contract assets in one of the\nsubsidiaries. These amounted to Eur502,029 and Eur175,777 which\nrepresent 46% and and 16% respectively of total contract asset\nvalue of the Group. At 31 December 2024, one project exceeded 10%\nof the total contract assets in one of the subsidiaries. This\namounted to Eur473,407 which represent 46% of total contract asset\nvalue of the Group
\nThe assessment of credit\nlosses on balances of contract assets at 31 December 2024 and 2023\ndid not result in any material amount and considered by management\nto be insignificant.\u00a0
\n\u00a0
\nUnsatisfied long-term\nperformance obligations
\n\u00a0
\nThe following aggregated\namounts of transaction prices relate to the performance obligations\nfrom existing contracts that are unsatisfied or partially\nunsatisfied as at 31 December 2025:
\n\u00a0
\n| \n \u00a0 \n | \n\n 2026 \n | \n\n 2027 \n | \n\n 2028 \n | \n\n Later \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Sale of goods \n | \n\n 863,595 \n | \n\n 439,610 \n | \n\n 442,761 \n | \n\n 572,418 \n | \n
| \n Consulting services and\ndevelopment \n | \n\n 891,981 \n | \n\n 266,880 \n | \n\n - \n | \n\n - \n | \n
| \n Maintenance and\nservicing \n | \n\n 2,592,899 \n | \n\n 1,280,580 \n | \n\n 1,236,030 \n | \n\n 1,790,647 \n | \n
| \n Total revenue expected\nto be recognised \n | \n\n 4,348,475 \n | \n\n 1,987,070 \n | \n\n 1,678,791 \n | \n\n 2,363,065 \n | \n
\u00a0
\nThe following aggregated\namounts of transaction prices relate to the performance obligations\nfrom existing contracts that are unsatisfied or partially\nunsatisfied as at 31 December 2024:
\n\u00a0
\n| \n \u00a0 \n | \n\n 2025 \n | \n\n 2026 \n | \n\n 2027 \n | \n\n Later \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Sale of goods \n | \n\n 937,820 \n | \n\n 88,360 \n | \n\n - \n | \n\n - \n | \n
| \n Consulting services and\ndevelopment \n | \n\n 460,502 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n
| \n Maintenance and\nservicing \n | \n\n 2,161,345 \n | \n\n 1,612,057 \n | \n\n 674,820 \n | \n\n 593,211 \n | \n
| \n Total revenue expected\nto be recognised \n | \n\n 3,559,667 \n | \n\n 1,700,417 \n | \n\n 674,820 \n | \n\n 593\n,211 \n | \n
5\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Segment\nreporting
\n\u00a0
\nThe Group operates two\nbusiness activities which are the sale of payment processing\nservices and the provision of IT solutions and security systems.\nEach of these operating segments is managed separately as each of\nthese lines requires local resources. All inter segment transfers\nfor management services are carried out on a cost basis.
\n\u00a0
\nThe accounting policy for\nidentifying segments is based on internal management reporting\ninformation that is regularly reviewed by the senior management of\nthe Group.
\n\u00a0
\nRevenue reported below\nrepresents revenue generated from external customers. There were no\nintersegment sales in the year.\u00a0 The Group's reportable\nsegments under IFRS 8 are direct sales attributable to each line of\nbusiness.
\n\u00a0
\nThe sale of payment\nprocessing services and the provision of IT solutions and security\nsystems are derived from Malta, EU and non-EU countries.
\n\u00a0
\nIn 2025 and 2024, the\nGroup did not have any clients which individually represented 10%\nor more of the total revenue of the Group.
\n\u00a0
\nThe Group reports its\nrevenue by geographical area in the following table and is divided\nbetween revenue generated in Malta, from EU countries and from\nnon-EU countries.
\n\u00a0
\n| \n Revenue by geographical\narea \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Malta \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 13,698,552 \n | \n\n 14,800,851 \n | \n
| \n EU countries \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2,255,362 \n | \n\n 2,451,556 \n | \n
| \n Non-EU countries \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2,272,702 \n | \n\n 2,542,127 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 18,226,616 \n | \n\n 19,794,534 \n | \n
\u00a0
\nThe revenue generated\nfrom implementation of the border security software solutions in\nMauritius amounting to Eur 927,109 (2024: Eur 944,344) and which\nrepresented 5% (2024: 5%) of the Group\u2019s total revenue, is\nreported in the \u2018Retail and IT Solutions\u2019 segment of\nthe Group (refer to the table below). In addition, at the end of\nthe current reporting period, assets and liabilities pertaining to\nthis project include inventories amounting to Eur 35,206 (2024: Eur\n37,248) (note 24), as well as liabilities amounting to Eur Nil\n(2024: Eur Nil).
\n\u00a0
\nAs at the end of the\nreporting period the total amount of intangible assets (including\ngoodwill) and plant and equipment amounted to Eur 9,473,254 (2024:\nEur 9,228,271) and Eur 128,909 (2024: Eur 136,570)\nrespectively.
\n\u00a0
\nMeasurement of operating\nsegment profit or loss, assets and liabilities
\n\u00a0
\nSegment profit represents\nthe profit earned by each segment after allocation of central\nadministration costs and finance costs based on services and\nfinance provided. This is the measure reported to senior management\nof the Company for the purposes of resource allocation and\nassessment of segment performance.
\n\u00a0
\nThe accounting policies\nof the reportable segments are the same as the Group's accounting\npolicies described in note 4.
\n\u00a0
\nReconciliations of\nreportable segment revenues, profit or loss, assets and liabilities\nto consolidated totals are reported below:
\n\u00a0
\n| \n Profit and loss before\ntax \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Total pre-tax profit for\nreportable segments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,732,717 \n | \n\n 2,162,570 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Unallocated\namounts: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Holding company costs plus\nconsolidation adjustment \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (167,864) \n | \n\n (375,842) \n | \n
| \n Group pre-tax\nprofit \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,564,853 \n | \n\n 1,786,728 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Assets \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Total assets for reportable\nsegments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 14,711,543 \n | \n\n 13,774,131 \n | \n
| \n Elimination of\nreceivables \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (2,970,585) \n | \n\n (2,833,677) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Unallocated amounts (as per\nHolding company): \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Plant and\nequipment \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 71,014 \n | \n\n 82,901 \n | \n
| \n Goodwill \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,493,487 \n | \n\n 7,493,487 \n | \n
| \n Intangible\nassets \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n - \n | \n\n 2,952 \n | \n
| \n Other\ninvestments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 149,977 \n | \n\n 149,977 \n | \n
| \n Trade and other\nreceivables \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,116,871 \n | \n\n 1,325,665 \n | \n
| \n Cash and cash\nequivalents \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 13,184 \n | \n\n 41,633 \n | \n
| \n Deferred tax \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 50,000 \n | \n\n 45,719 \n | \n
| \n Current tax\nasset \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 182,220 \n | \n\n 282,735 \n | \n
| \n Right-of-use-asset \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 96,695 \n | \n\n 288,519 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 20,914,406 \n | \n\n 20,654,042 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Liabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Total liabilities for\nreportable segments \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 10,272,094 \n | \n\n 9,235,561 \n | \n
| \n Elimination of\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n (2,970,585) \n | \n\n (2,833,684) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Unallocated amounts (as per\nHolding Company): \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Trade and other\npayables \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 127,587 \n | \n\n 242,308 \n | \n
| \n Lease liability \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 108,768 \n | \n\n 309,042 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,537,864 \n | \n\n 6,953,227 \n | \n
\u00a0
\nThe Group's revenue and\nresults from continuing operations from external customers and\ninformation about it assets and liabilities by reportable segment\nare detailed below:
\n\u00a0
\n| \n \u00a0 \n | \n\n Payment processing\nservices \n | \n\n Retail and IT\nsolutions \n | \n\n Total \n | \n\n Unallocated \n | \n\n Eliminations and\nadjustments \n | \n\n Consolidated \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n 2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Revenue \n | \n\n 4,486,350 \n | \n\n 14,516,955 \n | \n\n 19,003,305 \n | \n\n 572,563 \n | \n\n (1,349,252) \n | \n\n 18,226,616 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Profit before\ntax \n | \n\n 565,696 \n | \n\n 1,167,021 \n | \n\n 1,732,717 \n | \n\n 1,755,037 \n | \n\n (1,922,901) \n | \n\n 1,564,853 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\namortisation \n | \n\n 477,069 \n | \n\n 193,334 \n | \n\n 670,403 \n | \n\n 215,456 \n | \n\n - \n | \n\n 885,859 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Income tax\nexpense \n | \n\n 196,189 \n | \n\n 385,647 \n | \n\n 581,836 \n | \n\n 613,340 \n | \n\n (673,011) \n | \n\n 522,165 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment assets \n | \n\n 3,908,688 \n | \n\n 10,802,855 \n | \n\n 14,711,543 \n | \n\n 1,679,961 \n | \n\n 4,522,902 \n | \n\n 20,914,406 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Capital\nexpenditure \n | \n\n 587,063 \n | \n\n 228,530 \n | \n\n 815,593 \n | \n\n 8,794 \n | \n\n (859) \n | \n\n 823,528 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment\nliabilities \n | \n\n 2,089,956 \n | \n\n 8,182,138 \n | \n\n 10,272,094 \n | \n\n 236,355 \n | \n\n (2,970,585) \n | \n\n 7,537,864 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Revenue \n | \n\n 5,330,208 \n | \n\n 15,389,344 \n | \n\n 20,719,552 \n | \n\n 575,730 \n | \n\n (1,500,748) \n | \n\n 19,794,534 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Profit before\ntax \n | \n\n 1,382,519 \n | \n\n 780,051 \n | \n\n 2,162,570 \n | \n\n 1,454,653 \n | \n\n (1,830,495) \n | \n\n 1,786,728 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\namortisation \n | \n\n 490,870 \n | \n\n 193,768 \n | \n\n 684,638 \n | \n\n 216,266 \n | \n\n (15,410) \n | \n\n 885,494 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Income tax\nexpense \n | \n\n 483,671 \n | \n\n 239,992 \n | \n\n 723,663 \n | \n\n 602,938 \n | \n\n (646,067) \n | \n\n 680,534 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment assets \n | \n\n 3,936,552 \n | \n\n 9,837,579 \n | \n\n 13,774,131 \n | \n\n 2,220,097 \n | \n\n 4,659,814 \n | \n\n 20,654,042 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Capital\nexpenditure \n | \n\n 766,519 \n | \n\n 195,435 \n | \n\n 961,954 \n | \n\n 1,891 \n | \n\n (5,358) \n | \n\n 958,487 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Segment\nliabilities \n | \n\n 1,987,328 \n | \n\n 7,248,235 \n | \n\n 9,235,563 \n | \n\n 551,348 \n | \n\n (2,833,684) \n | \n\n 6,953,227 \n | \n
6\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Revenue
\n\u00a0
\nRevenue represents the\namount receivable for goods sold and services rendered during the\nperiod from continuing operations, net of any indirect taxes as\nfollows:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Sale of goods \n | \n\n 7,835,524 \n | \n\n 9,052,777 \n | \n\n - \n | \n\n - \n | \n
| \n Consulting services and\ndevelopment \n | \n\n 2,520,304 \n | \n\n 2,370,508 \n | \n\n - \n | \n\n - \n | \n
| \n Maintenance, support and\nservicing \n | \n\n 4,160,498 \n | \n\n 3,966,059 \n | \n\n - \n | \n\n - \n | \n
| \n Payment gateway\nservices \n | \n\n 3,707,727 \n | \n\n 4,056,803 \n | \n\n - \n | \n\n - \n | \n
| \n Other revenue \n | \n\n 2,563 \n | \n\n 348,387 \n | \n\n 2,563 \n | \n\n 103,722 \n | \n
| \n Management fees \n | \n\n - \n | \n\n - \n | \n\n 570,000 \n | \n\n 472,008 \n | \n
| \n \u00a0 \n | \n\n 18,226,616 \n | \n\n 19,794,534 \n | \n\n 572,563 \n | \n\n 575,730 \n | \n
\u00a0
\nAs disclosed in note 5,\nthe revenue of the Group is derived from Malta, EU and non-EU\ncountries.
\n\u00a0
\nDuring 2025, included in\npayment gateway services is an amount of Eur 1,737,998 derived from\nEU countries (excluding Malta) and represents 10% of the\nGroup\u2019s total revenue (2024: Eur 1,890,095; 10%).
\n\u00a0
\nThe Group\u2019s revenue\ngenerated from a significant contract (non-EU) for the\nimplementation of border security software solutions amounted to\nEur 927,109 and represents 5% of total revenue (2024: Eur 944,344;\n5%). Refer to further information provided in this note below on\nthe ongoing services provided on the Mauritius contract.
\n\u00a0
\nThe total Group revenue\nfrom non-EU countries amounted to approximately 12% of total Group\nrevenue (2024: 13%). This is based on the contractual agreements\nwith clients.
\n\u00a0
\nAssets related to\ncontracts with customers include amounts that the Group expects to\nreceive from performance obligations that have been satisfied\nbefore it receives the consideration and has not invoiced such\namounts by the end of the year.
\n\u00a0
\nThe following are the\namounts recognised as contract assets at the end of the reporting\nperiods presented:
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Contract assets relating to\nrendering of services and development \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 971,038 \n | \n\n 906,076 \n | \n
| \n Contract assets relating to\ncommission income accrued on gateway \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 126,600 \n | \n\n 129,480 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,097,638 \n | \n\n 1,035,556 \n | \n
\u00a0
\nAt 31 December 2025, two\nprojects exceeded 10% of the total contract assets in one of the\nsubsidiaries. These amounted to Eur502,029 and Eur175,777 which\nrepresent 46% and and 16% respectively of total contract asset\nvalue of the Group. At 31 December 2024, one project exceeded 10%\nof the total contract assets in one of the subsidiaries. This\namounted to Eur473,407 which represent 46% of total contract asset\nvalue of the Group
\nThe assessment of credit\nlosses on balances of contract assets at 31 December 2024 and 2023\ndid not result in any material amount and considered by management\nto be insignificant.\u00a0
\n\u00a0
\nUnsatisfied long-term\nperformance obligations
\n\u00a0
\nThe following aggregated\namounts of transaction prices relate to the performance obligations\nfrom existing contracts that are unsatisfied or partially\nunsatisfied as at 31 December 2025:
\n\u00a0
\n| \n \u00a0 \n | \n\n 2026 \n | \n\n 2027 \n | \n\n 2028 \n | \n\n Later \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Sale of goods \n | \n\n 863,595 \n | \n\n 439,610 \n | \n\n 442,761 \n | \n\n 572,418 \n | \n
| \n Consulting services and\ndevelopment \n | \n\n 891,981 \n | \n\n 266,880 \n | \n\n - \n | \n\n - \n | \n
| \n Maintenance and\nservicing \n | \n\n 2,592,899 \n | \n\n 1,280,580 \n | \n\n 1,236,030 \n | \n\n 1,790,647 \n | \n
| \n Total revenue expected\nto be recognised \n | \n\n 4,348,475 \n | \n\n 1,987,070 \n | \n\n 1,678,791 \n | \n\n 2,363,065 \n | \n
\u00a0
\nThe following aggregated\namounts of transaction prices relate to the performance obligations\nfrom existing contracts that are unsatisfied or partially\nunsatisfied as at 31 December 2024:
\n\u00a0
\n| \n \u00a0 \n | \n\n 2025 \n | \n\n 2026 \n | \n\n 2027 \n | \n\n Later \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Sale of goods \n | \n\n 937,820 \n | \n\n 88,360 \n | \n\n - \n | \n\n - \n | \n
| \n Consulting services and\ndevelopment \n | \n\n 460,502 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n
| \n Maintenance and\nservicing \n | \n\n 2,161,345 \n | \n\n 1,612,057 \n | \n\n 674,820 \n | \n\n 593,211 \n | \n
| \n Total revenue expected\nto be recognised \n | \n\n 3,559,667 \n | \n\n 1,700,417 \n | \n\n 674,820 \n | \n\n 593\n,211 \n | \n
7\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Other operating\nincome
\n\u00a0
\n| \n \u00a0 \n | \n||||
| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Other operating\nincome \n | \n\n 62,445 \n | \n\n 40,380 \n | \n\n 9,041 \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n 62,445 \n | \n\n 40,380 \n | \n\n 9,041 \n | \n\n - \n | \n
8\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Investment income
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Dividends from\nsubsidiaries \n | \n\n - \n | \n\n - \n | \n\n 1,922,888 \n | \n\n 1,845,906 \n | \n
| \n \u00a0 \n | \n\n - \n | \n\n - \n | \n\n 1,922,888 \n | \n\n 1,845,906 \n | \n
9\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Finance income
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Interest income from\nsubsidiaries \n | \n\n - \n | \n\n - \n | \n\n 28,071 \n | \n\n 35,040 \n | \n
| \n Interest income from\nrelated parties \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n
| \n Interest income from third\nparties \n | \n\n 8,148 \n | \n\n 2,051 \n | \n\n 3,143 \n | \n\n - \n | \n
| \n Other income \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 180 \n | \n
| \n Foreign exchange\ngains \n | \n\n 303 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n
| \n Other finance income and\ninterest \n | \n\n 2,382 \n | \n\n 2,189 \n | \n\n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n 10,833 \n | \n\n 4,240 \n | \n\n 31,214 \n | \n\n 35,220 \n | \n
10\n\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Finance costs
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Interest expense for\nleasing arrangements payable to third parties \n | \n\n 20,438 \n | \n\n 16,241 \n | \n\n - \n | \n\n - \n | \n
| \n Interest expense for\nleasing arrangements payable to related parties \n | \n\n 16,075 \n | \n\n 28,944 \n | \n\n 16,075 \n | \n\n 28,944 \n | \n
| \n Interest expense payable to\nsubsidiaries \n | \n\n - \n | \n\n - \n | \n\n 2,894 \n | \n\n - \n | \n
| \n Other finance\ncosts \n | \n\n - \n | \n\n 545 \n | \n\n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n 36,513 \n | \n\n 45,730 \n | \n\n 18,969 \n | \n\n 28,944 \n | \n
11\u00a0\u00a0\u00a0\u00a0\u00a0 Profit before tax
\n\u00a0
\nThe profit before tax is\nstated after charging/(crediting):
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\namortisation (notes 18 and 19) \n | \n\n 585,447 \n | \n\n 581,019 \n | \n\n 23,632 \n | \n\n 23,915 \n | \n
| \n Depreciation on\nright-of-use assets (note 20) \n | \n\n 300,412 \n | \n\n 304,475 \n | \n\n 191,824 \n | \n\n 192,346 \n | \n
| \n Auditor\u2019s\nremuneration \n | \n\n 51,700 \n | \n\n 46,000 \n | \n\n 22,000 \n | \n\n 17,500 \n | \n
| \n Loss allowance on\nreceivables (note 39.2) \n | \n\n 11,373 \n | \n\n 24,391 \n | \n\n - \n | \n\n - \n | \n
| \n Reversal of allowance on\nreceivables written off (note 39.2) \n | \n\n - \n | \n\n (208,859) \n | \n\n - \n | \n\n - \n | \n
| \n Provision for inventories\n(note 25) \n | \n\n 19,818 \n | \n\n 71,570 \n | \n\n - \n | \n\n - \n | \n
| \n Net exchange\ndifferences \n | \n\n 10,497 \n | \n\n (34,523) \n | \n\n 21 \n | \n\n - \n | \n
\u00a0
\nTotal remuneration\npayable to the parent Company\u2019s auditors in respect of the\naudit of the financial statements and the undertakings included in\nthe consolidated financial statements amounted to Eur 22,000 (2024:\nEur 17,500) and the remuneration payable in respect of the audits\nof the undertakings included in the consolidated financial\nstatements amounted to Eur 29,700 (2024: Eur 28,500). Other fees\npayable to the parent Company\u2019s auditors for non-audit\nservices, namely for tax services and other fees, amounted to Eur\n23,990 (2024: Eur 13,315).
", "dimensions": { "concept": "harvest:DisclosureOfProfitLossBeforeTaxExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "NCx8lP8126": { "value": "12\u00a0\u00a0\u00a0\u00a0\u00a0 Key management personnel\ncompensation
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Directors\u2019\ncompensation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Short term\nbenefits: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Fees \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Directors\u2019\nfees \n | \n\n 63,181 \n | \n\n 40,000 \n | \n\n 63,181 \n | \n\n 40,000 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Other key management\npersonnel \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Short term\nbenefits: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Salaries and social\nsecurity contributions \n | \n\n 154,818 \n | \n\n 129,043 \n | \n\n 154,818 \n | \n\n 129,043 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Total key management\npersonnel compensation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Short term\nbenefits \n | \n\n 217,999 \n | \n\n 169,043 \n | \n\n 217,999 \n | \n\n 169,043 \n | \n
13\n\u00a0\u00a0 \u00a0 \u00a0\u00a0\u00a0\nEmployee remuneration
\n\u00a0
\nExpenses recognised for\nstaff costs are analysed below:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Wages and\nsalaries \n | \n\n 5,968,525 \n | \n\n 6,170,462 \n | \n\n 195,720 \n | \n\n 382,263 \n | \n
| \n Social security\ncosts \n | \n\n 358,930 \n | \n\n 367,105 \n | \n\n 10,534 \n | \n\n 18,256 \n | \n
| \n Maternity fund\ncontributions \n | \n\n 9,977 \n | \n\n 10,536 \n | \n\n 450 \n | \n\n 674 \n | \n
| \n \u00a0 \n | \n\n 6,337,432 \n | \n\n 6,548,103 \n | \n\n 206,704 \n | \n\n 401,193 \n | \n
| \n Recharges (to)/from related\nparties \n | \n\n (20,202) \n | \n\n - \n | \n\n 1,782 \n | \n\n - \n | \n
| \n Capitalised\nwages \n | \n\n (564,930) \n | \n\n (929,542) \n | \n\n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n 5,752,300 \n | \n\n 5,618,561 \n | \n\n 208,486 \n | \n\n 401,193 \n | \n
\u00a0
\nThe average number of\npersons employed during the year by the Group excluding executive\ndirectors, was made up of:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n No. \n | \n\n No. \n | \n\n No. \n | \n\n No. \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Operations \n | \n\n 107 \n | \n\n 115 \n | \n\n - \n | \n\n - \n | \n
| \n Administration \n | \n\n 26 \n | \n\n 27 \n | \n\n 6 \n | \n\n 10 \n | \n
| \n \u00a0 \n | \n\n 133 \n | \n\n 142 \n | \n\n 6 \n | \n\n 10 \n | \n
13\n\u00a0\u00a0 \u00a0 \u00a0\u00a0\u00a0\nEmployee remuneration
\n\u00a0
\nExpenses recognised for\nstaff costs are analysed below:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Wages and\nsalaries \n | \n\n 5,968,525 \n | \n\n 6,170,462 \n | \n\n 195,720 \n | \n\n 382,263 \n | \n
| \n Social security\ncosts \n | \n\n 358,930 \n | \n\n 367,105 \n | \n\n 10,534 \n | \n\n 18,256 \n | \n
| \n Maternity fund\ncontributions \n | \n\n 9,977 \n | \n\n 10,536 \n | \n\n 450 \n | \n\n 674 \n | \n
| \n \u00a0 \n | \n\n 6,337,432 \n | \n\n 6,548,103 \n | \n\n 206,704 \n | \n\n 401,193 \n | \n
| \n Recharges (to)/from related\nparties \n | \n\n (20,202) \n | \n\n - \n | \n\n 1,782 \n | \n\n - \n | \n
| \n Capitalised\nwages \n | \n\n (564,930) \n | \n\n (929,542) \n | \n\n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n 5,752,300 \n | \n\n 5,618,561 \n | \n\n 208,486 \n | \n\n 401,193 \n | \n
\u00a0
\nThe average number of\npersons employed during the year by the Group excluding executive\ndirectors, was made up of:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n No. \n | \n\n No. \n | \n\n No. \n | \n\n No. \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Operations \n | \n\n 107 \n | \n\n 115 \n | \n\n - \n | \n\n - \n | \n
| \n Administration \n | \n\n 26 \n | \n\n 27 \n | \n\n 6 \n | \n\n 10 \n | \n
| \n \u00a0 \n | \n\n 133 \n | \n\n 142 \n | \n\n 6 \n | \n\n 10 \n | \n
14\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Tax expense
\n\u00a0
\nThe major components of\ntax expense and the reconciliation of the expected tax expense\nbased on the effective tax rate of the Group and the Company at 35%\n(2024: 35%) and the reported tax expense in the statement of profit\nor loss and other comprehensive income are as follows:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Profit before\ntax \n | \n\n 1,564,853 \n | \n\n 1,786,728 \n | \n\n 1,755,037 \n | \n\n 1,454,652 \n | \n
| \n Tax rate \n | \n\n 35% \n | \n\n 35% \n | \n\n 35% \n | \n\n 35% \n | \n
| \n Expected tax\nexpense \n | \n\n (547,699) \n | \n\n (625,355) \n | \n\n (614,263) \n | \n\n (509,128) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Adjustment for other\npermanent difference \n | \n\n 2,503 \n | \n\n 3,476 \n | \n\n 629 \n | \n\n - \n | \n
| \n Adjustment for foreign\nincome charged different rates \n | \n\n 23,439 \n | \n\n (4,727) \n | \n\n - \n | \n\n - \n | \n
| \n Adjustment for disallowable\nexpenses \n | \n\n (408) \n | \n\n (2,303) \n | \n\n 294 \n | \n\n (1,095) \n | \n
| \n Loss on disposal of fixed\nassets \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n - \n | \n
| \n Adjustment for under\nprovision of tax in prior years \n | \n\n - \n | \n\n (51,625) \n | \n\n - \n | \n\n (92,715) \n | \n
| \n Actual tax expense,\nnet \n | \n\n (522,165) \n | \n\n (680,534) \n | \n\n (613,340) \n | \n\n (602,938) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Comprising: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Current tax\nexpense \n | \n\n (402,821) \n | \n\n (513,733) \n | \n\n (617,621) \n | \n\n (520,768) \n | \n
| \n Foreign tax\nexpense \n | \n\n (20,327) \n | \n\n (4,862) \n | \n\n - \n | \n\n - \n | \n
| \n Deferred tax (expense)\ncredit \n | \n\n (99,017) \n | \n\n (161,939) \n | \n\n 4,281 \n | \n\n (82,170) \n | \n
| \n \u00a0 \n | \n\n (522,165) \n | \n\n (680,534) \n | \n\n (613,340) \n | \n\n (602,938) \n | \n
\u00a0
\nRefer to note 34 for\ninformation on the deferred tax movements of the Group and the\nCompany.
", "dimensions": { "concept": "ifrs-full:DisclosureOfIncomeTaxExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "WRxCR8f2ag": { "value": "15\u00a0\u00a0\u00a0\u00a0\u00a0 Dividends
\n\u00a0
\nA gross dividend\ntotalling Eur2,102,828, Eur0.092 per share (net: Eur1,366,838, Eur\n0.06 per share) was paid by the Company during 2025. During 2024 a\ngross dividend totalling Eur2,278,066, Eur0.10 per share (net: Eur\n1,480,743, Eur 0.065 per share) was paid by the Company.
\n\u00a0
\nOn 27 March 2025, the\nCompany had declared a final gross dividend of Eur525,707(net:\nEur341,710), equivalent of Eur0.023 per share (net: Eur0.015) for\nthe financial year ended 31 December 2024. On the 25 August 2025,\nthe Company had declared a gross interim dividend for the financial\nyear ended 31 December 2025 of Eur525,707(net: Eur341,710),\nequivalent of Eur0.023 per share (net: Eur0.015 ). On the 8\nDecember 2025, the Company had declared another gross interim\ndividend for the financial year ended 31 December 2025 of\nEur1,051,414 (net: Eur683,419),equivalent to Eur0.046 per share\n(net: Eur0.03).\u00a0 Finally, on 13 April 2026, the Board of\nDirectors resolved to distribute a final gross dividend for the\nfinancial year ended 31 December 2025 amounting to\nEur350,471\u2013 Eur0.015 per share (net: Eur227,806 \u2013\nEur0.01 per share). This takes the total dividend for the 2025\nfinancial year to Eur1,927,591 \u2013 Eur0.084 per share (net:\nEur1,252,934 \u2013 Eur0.055 per share).
", "dimensions": { "concept": "ifrs-full:DisclosureOfDividendsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "k7cRvgcp0l": { "value": "16\u00a0\u00a0\u00a0\u00a0\u00a0 Earnings per\nshare
\n\u00a0
\nThe earnings per share\nhave been calculated using the profit after tax attributable to\nshareholders as the numerator. No adjustments to profit were\nnecessary during the current and preceding accounting\nperiods.
\n\u00a0
\nIn addition, there are no\nother instruments which could give rise to potential ordinary\nshares and to a dilutive effect and therefore, only the basic\nearnings per share has been presented.
\n\u00a0
\nThe weighted average\nnumber of shares for the period has been computed as the total\nnumber of shares at the end of the current year.
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Post-tax profit\nattributable to ordinary shareholders \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,042,688 \n | \n\n 1,106,194 \n | \n
| \n Weighted average number of\nshares in issue \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 22,780,636 \n | \n\n 22,780,636 \n | \n
| \n Earnings per share (in\ncents) \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 4.58c \n | \n\n 4.86c \n | \n
17\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Goodwill
\n\u00a0
\nThe movements in the\ncarrying amount of goodwill are as follows:
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n||||
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n The\nGroup \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n At 1 January\n2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,493,487 \n | \n|
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,493,487 \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n At 1 January\n2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,493,487 \n | \n|
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,493,487 \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,493,487 \n | \n|
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 7,493,487 \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n | \n | \n | \n | \n | \n |
\u00a0
\nAmounts recognised as\ngoodwill were based on predecessor accounting\nprinciples.
", "dimensions": { "concept": "ifrs-full:DisclosureOfGoodwillExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "Q0EVCLBRL0": { "value": "18\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Intangible\nassets
\n\u00a0
\n| \n \u00a0 \n | \n\n Intellectual\nproperty \n | \n\n Internal-generated\nsoftware \n | \n\n Licenses \n | \n\n Total \n | \n
| \n The Group \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2024 \n | \n\n 1,000,000 \n | \n\n 2,165,977 \n | \n\n 471,453 \n | \n\n 3,637,430 \n | \n
| \n Reclassification between\ncategories \n | \n\n - \n | \n\n 45,445 \n | \n\n (45,445) \n | \n\n - \n | \n
| \n Additions \n | \n\n - \n | \n\n 919,015 \n | \n\n - \n | \n\n 919,015 \n | \n
| \n At 31 December\n2024 \n | \n\n 1,000,000 \n | \n\n 3,130,437 \n | \n\n 426,008 \n | \n\n 4,556,445 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2025 \n | \n\n 1,000,000 \n | \n\n 3,130,437 \n | \n\n 426,008 \n | \n\n 4,556,445 \n | \n
| \n Additions \n | \n\n - \n | \n\n 763,500 \n | \n\n - \n | \n\n 763,500 \n | \n
| \n At 31 December\n2025 \n | \n\n 1,000,000 \n | \n\n 3,893,937 \n | \n\n 426,008 \n | \n\n 5,319,945 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Amortisation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2024 \n | \n\n 857,745 \n | \n\n 1,152,546 \n | \n\n 315,883 \n | \n\n 2,326,174 \n | \n
| \n Reclassification between\ncategories \n | \n\n (27,007) \n | \n\n 12,780 \n | \n\n 14,227 \n | \n\n - \n | \n
| \n Reclassification of prior\nyear provision \n | \n\n 116,852 \n | \n\n (116,852) \n | \n\n - \n | \n\n - \n | \n
| \n Provision for the\nyear \n | \n\n 52,410 \n | \n\n 398,321 \n | \n\n 44,756 \n | \n\n 495,487 \n | \n
| \n At 31 December\n2024 \n | \n\n 1,000,000 \n | \n\n 1,446,795 \n | \n\n 374,866 \n | \n\n 2,821,661\u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2025 \n | \n\n 1,000,000 \n | \n\n 1,446,795 \n | \n\n 374,866 \n | \n\n 2,821,661\u00a0 \n | \n
| \n Provision for the\nyear \n | \n\n - \n | \n\n 474,661 \n | \n\n 43,856 \n | \n\n \u00a0\u00a0\n518,517 \n | \n
| \n At 31 December\n2025 \n | \n\n 1,000,000 \n | \n\n 1,921,456 \n | \n\n 418,722 \n | \n\n 3,340,178\u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 31 December\n2024 \n | \n\n - \n | \n\n 1,683,642 \n | \n\n 51,142 \n | \n\n 1,734,784 \n | \n
| \n At 31 December\n2025 \n | \n\n - \n | \n\n 1,972,481 \n | \n\n 7,286 \n | \n\n 1,979,767 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Intangible\nassets \n | \n\n \u00a0 \n | \n|||
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Software \n | \n\n Licenses \n | \n\n Total \n | \n
| \n The\nCompany \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2024 \n | \n\n \u00a0 \n | \n\n 29,385 \n | \n\n 21,022 \n | \n\n 50,407 \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n 29,385 \n | \n\n 21,022 \n | \n\n 50,407 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2025 \n | \n\n \u00a0 \n | \n\n 29,385 \n | \n\n 21,022 \n | \n\n 50,407 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n 29,385 \n | \n\n 21,022 \n | \n\n 50,407 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Amortisation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2024 \n | \n\n \u00a0 \n | \n\n 29,385 \n | \n\n 15,117 \n | \n\n 44,502 \n | \n
| \n Provision for the\nyear \n | \n\n \u00a0 \n | \n\n - \n | \n\n 2,953 \n | \n\n 2,953 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n 29,385 \n | \n\n 18,070 \n | \n\n 47,455 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2025 \n | \n\n \u00a0 \n | \n\n 29,385 \n | \n\n 18,070 \n | \n\n 47,455 \n | \n
| \n Provision for the\nyear \n | \n\n \u00a0 \n | \n\n - \n | \n\n 2,952 \n | \n\n 2,952 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n 29,385 \n | \n\n 21,022 \n | \n\n 50,407 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n - \n | \n\n 2,952 \n | \n\n 2,952 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n
19\u00a0\u00a0\u00a0\u00a0\u00a0 Plant and\nequipment
\n\u00a0
\n| \n The Group \n | \n\n \u00a0 \n | \n\n Office and computer\nequipment \n | \n\n Furniture, fixtures\nand fittings \n | \n\n Total \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2024 \n | \n\n \u00a0 \n | \n\n 988,854 \n | \n\n 683,396 \n | \n\n 1,672,250 \n | \n
| \n Reclassification between\ncategories \n | \n\n \u00a0 \n | \n\n 203,070 \n | \n\n (203,070) \n | \n\n - \n | \n
| \n Other reclassifications and\nadjustments \n | \n\n \u00a0 \n | \n\n (4,322) \n | \n\n (296,737) \n | \n\n (301,059) \n | \n
| \n Additions \n | \n\n \u00a0 \n | \n\n 39,472 \n | \n\n - \n | \n\n 39,472 \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n 1,227,074 \n | \n\n 183,589 \n | \n\n 1,410,663 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2025 \n | \n\n \u00a0 \n | \n\n 1,227,074 \n | \n\n 183,589 \n | \n\n 1,410,663 \n | \n
| \n Disposals \n | \n\n \u00a0 \n | \n\n (69,389) \n | \n\n - \n | \n\n (69,389) \n | \n
| \n Additions \n | \n\n \u00a0 \n | \n\n 53,793 \n | \n\n 6,235 \n | \n\n 60,028 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n 1,211,478 \n | \n\n 189,824 \n | \n\n 1,401,302 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2024 \n | \n\n \u00a0 \n | \n\n 914,139 \n | \n\n 575,482 \n | \n\n 1,489,621 \n | \n
| \n Reclassification between\ncategories \n | \n\n \u00a0 \n | \n\n 187,679 \n | \n\n (187,679) \n | \n\n - \n | \n
| \n Other reclassifications and\nadjustments \n | \n\n \u00a0 \n | \n\n (4,085) \n | \n\n (296,975) \n | \n\n (301,060) \n | \n
| \n Provision for the\nyear \n | \n\n \u00a0 \n | \n\n 71,277 \n | \n\n 14,255 \n | \n\n 85,532 \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n 1,169,010 \n | \n\n 105,083 \n | \n\n 1,274,093 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2025 \n | \n\n \u00a0 \n | \n\n 1,169,010 \n | \n\n 105,083 \n | \n\n 1,274,093 \n | \n
| \n Released on\ndisposal \n | \n\n \u00a0 \n | \n\n (68,630) \n | \n\n - \n | \n\n (68,630) \n | \n
| \n Provision for the\nyear \n | \n\n \u00a0 \n | \n\n 52,766 \n | \n\n 14,164 \n | \n\n 66,930 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n 1,153,146 \n | \n\n 119,247 \n | \n\n 1,272,393 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n 58,064 \n | \n\n 78,506 \n | \n\n 136,570 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n 58,332 \n | \n\n 70,577 \n | \n\n 128,909 \n | \n
\u00a0
\nPlant and\nequipment
\n\u00a0
\nThe following are the\nplant and equipment of the Company
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Furniture, fixtures\nand fittings \n | \n\n Total \n | \n
| \n \u00a0 \n | \n||||
| \n Equipment\u00a0 \n | \n||||
| \n The\nCompany \n | \n\n \u00a0 \n | \n\n \u00a0Eur \n | \n\n \u00a0Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2024 \n | \n\n \u00a0 \n | \n\n 39,241\u00a0 \n | \n\n 132,774\u00a0 \n | \n\n 172,015 \n | \n
| \n Additions \n | \n\n \u00a0 \n | \n\n 1,891\u00a0 \n | \n\n -\u00a0 \n | \n\n 1,891 \n | \n
| \n Disposals \n | \n\n \u00a0 \n | \n\n (4,173) \n | \n\n - \n | \n\n (4,173) \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n \u00a036,959 \n | \n\n \u00a0132,774 \n | \n\n 169,733 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2025 \n | \n\n \u00a0 \n | \n\n \u00a036,959 \n | \n\n \u00a0132,774 \n | \n\n 169,733 \n | \n
| \n Additions \n | \n\n \u00a0 \n | \n\n 7,240 \n | \n\n 1,553\u00a0 \n | \n\n 8,793 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n \u00a044,199 \n | \n\n \u00a0134,327 \n | \n\n 178,526 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Amortisation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2024 \n | \n\n \u00a0 \n | \n\n 27,127 \n | \n\n \u00a040,012 \n | \n\n 67,139 \n | \n
| \n Provision for the\nyear \n | \n\n \u00a0 \n | \n\n 6,707 \n | \n\n \u00a014,255 \n | \n\n 20,962 \n | \n
| \n Released on\ndisposal \n | \n\n \u00a0 \n | \n\n (1,269) \n | \n\n - \n | \n\n (1,269) \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n \u00a032,565 \n | \n\n \u00a054,267 \n | \n\n 86,832 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January\n2025 \n | \n\n \u00a0 \n | \n\n \u00a032,565 \n | \n\n \u00a054,267 \n | \n\n 86,832 \n | \n
| \n Provision for the\nyear \n | \n\n \u00a0 \n | \n\n 7,215 \n | \n\n \u00a013,465 \n | \n\n 20,680 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n \u00a039,780 \n | \n\n \u00a067,732 \n | \n\n 107,512 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n \u00a04,394 \n | \n\n \u00a078,507 \n | \n\n 82,901 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n \u00a04,419 \n | \n\n \u00a066,595 \n | \n\n 71,014 \n | \n
\u00a0
\nThe depreciation charge\nwas included in administrative expenses.
", "dimensions": { "concept": "ifrs-full:DisclosureOfPropertyPlantAndEquipmentExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "ZRvJDchY0V": { "value": "20\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Right-of-use\nassets
\n\u00a0
\nThe following assets have\nbeen recognised as right-of-use assets of the Group:
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Buildings \n | \n\n Motor\nvehicles \n | \n\n Total \n | \n
| \n The Group \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n As at 1 January\n2024 \n | \n\n \u00a0 \n | \n\n 577,037 \n | \n\n 586,398 \n | \n\n 1,163,435 \n | \n
| \n Additions \n | \n\n \u00a0 \n | \n\n - \n | \n\n 170,533 \n | \n\n 170,533 \n | \n
| \n Termination and expiry of\nlease \n | \n\n \u00a0 \n | \n\n - \n | \n\n (181,465) \n | \n\n (181,465) \n | \n
| \n As at 31 December\n2024 \n | \n\n \u00a0 \n | \n\n 577,037 \n | \n\n 575,466 \n | \n\n 1,152,503 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n As at 1 January\n2025 \n | \n\n \u00a0 \n | \n\n 577,037 \n | \n\n 575,466 \n | \n\n 1,152,503 \n | \n
| \n Additions \n | \n\n \u00a0 \n | \n\n - \n | \n\n 207,367 \n | \n\n 207,367 \n | \n
| \n Termination and expiry of\nleases \n | \n\n \u00a0 \n | \n\n - \n | \n\n (130,586) \n | \n\n (130,586) \n | \n
| \n As at 31 December\n2025 \n | \n\n \u00a0 \n | \n\n 577,037 \n | \n\n 652,247 \n | \n\n 1,229,284 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n As at 1 January\n2024 \n | \n\n \u00a0 \n | \n\n 96,172 \n | \n\n 326,264 \n | \n\n 422,436 \n | \n
| \n Provision for the\nyear \n | \n\n \u00a0 \n | \n\n 192,346 \n | \n\n 112,129 \n | \n\n 304,475 \n | \n
| \n Termination and expiry of\nlease \n | \n\n \u00a0 \n | \n\n - \n | \n\n (181,466) \n | \n\n (181,466) \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n 288,518 \n | \n\n 256,927 \n | \n\n 545,445 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n As at 1 January\n2025 \n | \n\n \u00a0 \n | \n\n 288,518 \n | \n\n 256,927 \n | \n\n 545,445 \n | \n
| \n Provision for the\nyear \n | \n\n \u00a0 \n | \n\n 191,824 \n | \n\n 108,588 \n | \n\n 300,412 \n | \n
| \n Termination and expiry of\nleases \n | \n\n \u00a0 \n | \n\n - \n | \n\n (103,495) \n | \n\n (103,495) \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n 480,342 \n | \n\n 262,020 \n | \n\n 742,362 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n 288,519 \n | \n\n 318,539 \n | \n\n 607,058 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n 96,695 \n | \n\n 390,227 \n | \n\n 486,922 \n | \n
\u00a0
\nThe following assets have\nbeen recognised as right-of-use assets of the Company:
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Buildings \n | \n
| \n The\nCompany \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n
| \n Gross carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n As at 1 January\n2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 577,037 \n | \n
| \n As at 31 December\n2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 577,037 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n As at 1 January\n2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 577,037 \n | \n
| \n As at 31 December\n2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 577,037 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n As at 1 January\n2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 96,172 \n | \n
| \n Provision for the\nyear \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 192,346 \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 288,518 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n As at 1 January\n2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 288,518 \n | \n
| \n Provision for the\nyear \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 191,824 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 480,342 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Carrying\namount \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 31 December\n2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 288,519 \n | \n
| \n At 31 December\n2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 96,695 \n | \n
\u00a0
\nThe depreciation charge\non right-of-use assets was included in administrative\nexpenses.
\n\u00a0
\nThe Group and the Company\nhave elected to disclose right-of-use assets separately in these\nfinancial statements. The information pertaining to the gross\ncarrying amount, depreciation recognised during the year and other\nmovements in right-of-use assets is included in the above tables.\nInformation pertaining to lease liabilities and their corresponding\nmaturities are disclosed separately in note 21. Information about\nthe accounting policy for the measurement and recognition of leases\nare disclosed in note 4.18.
\n\u00a0
\nThe average incremental\nborrowing rate applied to lease liabilities recognised under IFRS\n16 is between 5.27% - 7.07 % (2024: between 5.24% - 6.94%). The\nincremental borrowing rate will be re-assessed every time a new\nlease is entered into by the Group and the corresponding\nright-of-use asset recognised. New leases are assessed on a\ncase-by-case basis. The rate applied on new leases is still\nconsidered appropriate.
\n\u00a0
\nAt 31 December 2025, the\nGroup\u2019s leases comprises of its office space and its motor\nvehicles.
", "dimensions": { "concept": "ifrs-full:DisclosureOfQuantitativeInformationAboutRightofuseAssetsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "Igya2uYqqb": { "value": "21\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Leases
\n\u00a0
\nThe\nGroup
\n\u00a0
\nLease liabilities are\npresented in the statement of financial position as\nfollows:
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Current: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Lease\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 210,374 \n | \n\n 288,685 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-current: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Lease\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 300,376 \n | \n\n 351,045 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 510,750 \n | \n\n 639,730 \n | \n
\u00a0
\nThe\nCompany
\n\u00a0
\nLease liabilities are\npresented in the statement of financial position as\nfollows:
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Current: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Lease\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 108,768 \n | \n\n 200,938 \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Non-current: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Lease\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n - \n | \n\n 108,104 \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 108,768 \n | \n\n 309,042 \n | \n\n \u00a0 \n | \n
\u00a0
\nThe Group has leases for\nits buildings, car park spaces and motor vehicles. Each lease is\nincluded in the statement of financial position as a right-of-use\nasset and a lease liability. The Group does not have any other\nshort-term leases (leases with an effected term of 12 months or\nless) and leases of low-value underlying assets and variable lease\npayments which do not depend on an index or a rate (such as lease\npayments based on a percentage of Group sales). The Group\nclassifies its right-of-use assets in a consistent manner to its\nplant and equipment as applicable.
\n\u00a0
\nEach lease generally\nimposes a restriction that, unless there is a contractual right for\nthe Group to sublet the asset to another party, the right-of-use\nasset can only be used by the Group. Leases are either\nnon-cancellable or may only be cancelled by incurring a substantive\ntermination fee. The Group is prohibited from selling or pledging\nthe underlying leased assets as security. For leases over office\nbuildings the Group must keep those properties in a good state of\nrepair and return the properties in their original condition at the\nend of the lease. Further, the Group must insure items under lease\nand incur maintenance fees on such items in accordance with the\nlease contracts.
\n\u00a0
\nThe range of the\nremaining lease term of the Group\u2019s buildings is 1 year, with\nan option to extend an additional 3 years, whilst the range of the\nremaining lease term of the motor vehicles is 1 - 5\nyears.
\n\u00a0
\nThe\nGroup
\n\u00a0
\nThe lease liabilities\nare secured by the related underlying assets. Future minimum lease\npayments at 31 December 2025 were as follows:
\n\u00a0
\n| \n \u00a0 \n | \n\n Minimum lease\npayments \n | \n\n \u00a0 \n | \n|||
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n \u00a0 \n | \n\n Not later than one\nYear \n | \n\n Later than one year\nbut not later than five years \n | \n\n Later than five\nyears \n | \n\n Total \n | \n|
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n 31 December\n2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Lease payments \n | \n\n 233,133 \n | \n\n 331,375 \n | \n\n - \n | \n\n 564,508 \n | \n|
| \n Finance charges \n | \n\n (22,759) \n | \n\n (30,999) \n | \n\n - \n | \n\n (53,758) \n | \n|
| \n Net present\nvalues \n | \n\n 210,374 \n | \n\n 300,376 \n | \n\n - \n | \n\n 510,750 \n | \n|
| \n | \n | \n | \n | \n | \n |
\u00a0
\nFuture minimum lease payments\nat 31 December 2024 were as follows:
\n\u00a0
\n| \n \u00a0 \n | \n\n Minimum lease\npayments \n | \n\n \u00a0 \n | \n|||
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n \u00a0 \n | \n\n Not later than one\nYear \n | \n\n Later than one year\nbut not later than five years \n | \n\n Later than five\nyears \n | \n\n Total \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n 31 December\n2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Lease payments \n | \n\n 320,028 \n | \n\n 377,490 \n | \n\n - \n | \n\n 697,518 \n | \n|
| \n Finance charges \n | \n\n (31,343) \n | \n\n (26,445) \n | \n\n - \n | \n\n (57,788) \n | \n|
| \n Net present\nvalues \n | \n\n 288,685 \n | \n\n 351,045 \n | \n\n - \n | \n\n 639,730 \n | \n|
| \n | \n | \n | \n | \n | \n |
\u00a0
\nThe\nCompany
\n\u00a0
\nThe lease liabilities\nare secured by the related underlying assets. Future minimum lease\npayments at 31 December 2025 were as follows:
\n\u00a0
\n| \n \u00a0 \n | \n\n Minimum lease\npayments \n | \n\n \u00a0 \n | \n|||
| \n \u00a0 \n | \n\n Not later than one\nYear \n | \n\n Later than one year\nbut not later than five years \n | \n\n Later than five\nyears \n | \n\n Total \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n 31 December\n2025 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Lease payments \n | \n\n 111,060 \n | \n\n - \n | \n\n - \n | \n\n 111,060 \n | \n|
| \n Finance charges \n | \n\n (2,292) \n | \n\n - \n | \n\n - \n | \n\n (2,292) \n | \n|
| \n Net present\nvalues \n | \n\n 108,768 \n | \n\n - \n | \n\n - \n | \n\n 108,768 \n | \n|
| \n | \n | \n | \n | \n | \n |
\u00a0
\nThe lease liabilities\nare secured by the related underlying assets. Future minimum lease\npayments at 31 December 2024 were as follows:
\n\u00a0
\n| \n \u00a0 \n | \n\n Minimum lease\npayments \n | \n\n \u00a0 \n | \n|||
| \n \u00a0 \n | \n\n Not later than one\nYear \n | \n\n Later than one year\nbut not later than five years \n | \n\n Later than five\nyears \n | \n\n Total \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n 31 December\n2024 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Lease payments \n | \n\n 216,361 \n | \n\n 110,344 \n | \n\n - \n | \n\n 326,705 \n | \n|
| \n Finance charges \n | \n\n (15,423) \n | \n\n (2,240) \n | \n\n - \n | \n\n (17,663) \n | \n|
| \n Net present\nvalues \n | \n\n 200,938 \n | \n\n 108,104 \n | \n\n - \n | \n\n 309,042 \n | \n|
| \n | \n | \n | \n | \n | \n |
22\u00a0\u00a0\u00a0\u00a0\u00a0 Investment in\nsubsidiaries
\n\u00a0
\n22.1\u00a0\u00a0 The\nCompany
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n At 1 January and 31\nDecember \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 11,119,723 \n | \n\n 11,119,723 \n | \n
\u00a0
\nHarvest Technology\np.l.c. has investments in the following subsidiaries:
\n\u00a0
\n| \n Name of\nsubsidiary \n | \n\n Place of\nincorporation \n | \n\n \u00a0Proportion\nownership interest \n | \n\n Holding \n | \n\n Portion voting\npower held \n | \n\n Principal\nactivity \n | \n||
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n % \n | \n\n % \n | \n\n \u00a0 \n | \n\n % \n | \n\n % \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n PTL Limited \n | \n\n Malta \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n Direct \n | \n\n 100 \n | \n\n 100 \n | \n\n Sale of IT solutions\nand security systems \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Apco Limited \n | \n\n Malta \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n Direct \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n Sale of IT solutions\nand security systems \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Apcopay Limited \n | \n\n Malta \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n Direct \n | \n\n 100 \n | \n\n 100 \n | \n\n The operation of a\npayment gateway \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Ipsyon Ltd \n | \n\n Malta \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n Direct \n | \n\n 100 \n | \n\n 100 \n | \n\n Holding of\nintellectual property \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n PTLtech (Mauritius)\nLimited \n | \n\n Mauritius \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n Indirect \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n The sale of IT\nsolutions and security systems \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Apcopay Greece S.A.\n(liquidated) \n | \n\n Greece \n | \n\n 99.99 \n | \n\n 99.99 \n | \n\n Indirect \n | \n\n - \n | \n\n 99.99 \n | \n\n The sale of a payment\ngateway service \n | \n
\u00a0
\nInformation about direct\nsubsidiaries of the Company is as follows:
\n\u00a0
\n| \n Name of\nCompany \n | \n\n Registered\noffice \n | \n\n Capital and\nreserves at 31 December \n | \n\n Profit / (loss) for\nthe year ended 31 December \n | \n||
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n PTL Limited \n | \n\n Nineteen Twenty Three,\nValletta Road, Marsa, MRS 3000 Malta \n | \n\n 2,189,876 \n | \n\n 2,306,786 \n | \n\n 433,090 \n | \n\n 430,418 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Apco Limited \n | \n\n Nineteen Twenty Three,\nValletta Road, Marsa, MRS 3000 Malta \n | \n\n 472,247 \n | \n\n 310,648 \n | \n\n 361,599 \n | \n\n 123,821 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Apcopay Limited \n | \n\n Nineteen Twenty Three,\nValletta Road, Marsa, MRS 3000 Malta \n | \n\n 1,654,352 \n | \n\n 1,923,518 \n | \n\n 230,834 \n | \n\n 854,569 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Ipsyon Limited \n | \n\n Nineteen Twenty Three,\nValletta Road, Marsa, MRS 3000 Malta \n | \n\n 164,380 \n | \n\n 30,933 \n | \n\n 133,447 \n | \n\n 43,732 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Apcopay Greece S.A\n(Liquidated) \n | \n\n Leoforos Kifisias Kai\nSofokelous 2, Amarousiou / Attikis, 15126, Greece \n | \n\n - \n | \n\n (5,227) \n | \n\n 5,226 \n | \n\n 547 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n PTLtech (Mauritius)\nLimited \n | \n\n Suite 602,6th Floor.\nHennessy Tower, Pope Hennessy Street, Port Louis,\nMauritius \n | \n\n (41,405) \n | \n\n (28,090) \n | \n\n (13,315) \n | \n\n (14,180) \n | \n
23\u00a0\u00a0\u00a0\u00a0\u00a0 Other investment
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n As at 1 January \n | \n\n 149,977 \n | \n\n 349,977 \n | \n\n 149,977 \n | \n\n 349,977 \n | \n
| \n Disposals \n | \n\n - \n | \n\n (200,000) \n | \n\n - \n | \n\n (200,000) \n | \n
| \n As at 31\nDecember \n | \n\n 149,977 \n | \n\n 149,977 \n | \n\n 149,977 \n | \n\n 149,977 \n | \n
\u00a0
\nDuring 2023, the Group\ninvested Eur 200,000 in Treasury bills issued by the Government of\nMalta which matured in 2024.
", "dimensions": { "concept": "harvest:DisclosureOfOtherInvestmentExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "GfycdHMrC0": { "value": "24\u00a0\u00a0\u00a0\u00a0 Loans and receivables
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Loans and receivables\nfrom subsidiaries \n | \n\n - \n | \n\n - \n | \n\n 336,968 \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n - \n | \n\n - \n | \n\n 336,968 \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Comprising: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Current \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Loans and receivables\nfrom subsidiaries \n | \n\n - \n | \n\n - \n | \n\n 336,968 \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n - \n | \n\n - \n | \n\n 336,968 \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
Loans issued to\nsubsidiaries bear an interest rate of 4.5% per annum. These are\nexpected to be repaid within 12 months of the end of the reporting\nyear.
", "dimensions": { "concept": "harvest:DisclosureOfLoansAndReceivablesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "xLTbJB8J9c": { "value": "25\u00a0\u00a0\u00a0\u00a0 Inventories
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Spare parts, computers and\nother equipment \n | \n\n 2,607,368 \n | \n\n 1,331,392 \n | \n\n \u00a0- \n | \n\n \u00a0- \n | \n
| \n Provision on spare parts,\ncomputer and other equipment \n | \n\n (699,220) \n | \n\n (679,402) \n | \n\n \u00a0- \n | \n\n \u00a0- \n | \n
| \n Contract in\nprogress \n | \n\n 570,462 \n | \n\n 587,548 \n | \n\n \u00a0- \n | \n\n \u00a0- \n | \n
| \n \u00a0 \n | \n\n 2,478,610 \n | \n\n 1,239,538 \n | \n\n \u00a0- \n | \n\n \u00a0- \n | \n
\u00a0
\nThe amount of inventories\nrecognised as an expense during the year amounted to Eur 5,747,941\n(2024: Eur 6,878,654).
\n\u00a0
\nWrite-off of inventories\nrecognised in the statement of profit or loss and other\ncomprehensive income during the year amounted to Eur Nil (2024: Eur\nNil) and are included with cost of sales.
\n\u00a0
\nThe increase in the\nprovision for losses on inventories of spare parts and other\nequipment for the year amounted to Eur19,818 (2024: increase of Eur\n71,570).
", "dimensions": { "concept": "ifrs-full:DisclosureOfInventoriesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "OrtuS6pa2s": { "value": "26\u00a0\u00a0\u00a0\u00a0\u00a0 Other assets
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Prepayments \n | \n\n 261,893 \n | \n\n 211,392 \n | \n\n 8,568 \n | \n\n 7,802 \n | \n
| \n Other assets \n | \n\n 501,000 \n | \n\n 501,000 \n | \n\n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n 762,893 \n | \n\n 712,392 \n | \n\n 8,568 \n | \n\n 7,802 \n | \n
\u00a0
\nOther assets amounting to\nEur 501,000 (2024: Eur 501,000) comprise a receivable from a\nsubcontractor as part of a contract which was terminated during\n2023. The Group expects that it will recover the amount making use\nof all available routes. In this respect, a court case has been\nfiled on 13 June 2024.
", "dimensions": { "concept": "ifrs-full:DisclosureOfOtherAssetsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "sC1NHoC__K": { "value": "27\u00a0\u00a0\u00a0\u00a0 Trade and other\nreceivables
\n\u00a0
\nTrade and other\nreceivables consist of the following:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Trade receivables \u2013\ngross \n | \n\n 3,165,063 \n | \n\n 3,762,976 \n | \n\n - \n | \n\n - \n | \n
| \n Allowance for expected\ncredit losses \n | \n\n (165,351) \n | \n\n (153,978) \n | \n\n - \n | \n\n - \n | \n
| \n Trade receivables \u2013\nnet \n | \n\n 2,999,712 \n | \n\n 3,608,998 \n | \n\n - \n | \n\n - \n | \n
| \n Amounts owed by parent\ncompany \n | \n\n 7,010 \n | \n\n 30,637 \n | \n\n - \n | \n\n - \n | \n
| \n Amounts owed by group\ncompanies \n | \n\n - \n | \n\n - \n | \n\n 770,195 \n | \n\n 1,317,859 \n | \n
| \n Advance payments \n | \n\n 6,623 \n | \n\n 6,623 \n | \n\n - \n | \n\n - \n | \n
| \n Other\nreceivables \n | \n\n 43,462 \n | \n\n 30,112 \n | \n\n 1,140 \n | \n\n - \n | \n
| \n Amounts owed by other\nrelated parties \n | \n\n 150,230 \n | \n\n 120,591 \n | \n\n - \n | \n\n - \n | \n
| \n Financial\nassets \n | \n\n 3,207,037 \n | \n\n 3,796,961 \n | \n\n 771,335 \n | \n\n 1,317,859 \n | \n
| \n Other\nreceivables \n | \n\n 2,080 \n | \n\n 7,467 \n | \n\n - \n | \n\n - \n | \n
| \n Trade and other\nreceivables \u2013 current \n | \n\n 3,209,117 \n | \n\n 3,804,428 \n | \n\n 771,335 \n | \n\n 1,317,859 \n | \n
\u00a0
\nThe carrying value of\nfinancial assets is considered a reasonable approximation of fair\nvalue.
\n\u00a0
\nNo interest is charged on\ntrade and other receivables.
\n\u00a0
\nNote 39.2 includes\ndisclosures relating to the credit risk exposures and analysis\nrelating to the allowance for expected credit losses.
", "dimensions": { "concept": "ifrs-full:DisclosureOfTradeAndOtherReceivablesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "IL0RY.pB8F": { "value": "28\u00a0\u00a0\u00a0\u00a0\u00a0 Cash and cash\nequivalents
\n\u00a0
\nCash and cash equivalents\ninclude the following component:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Cash and bank\nbalances \n | \n\n 2,027,175 \n | \n\n 2,376,209 \n | \n\n 13,184 \n | \n\n 41,633 \n | \n
| \n Cash and cash\nequivalents in the statements of financial position and the\nstatement of cash flows \n | \n\n 2,027,175 \n | \n\n 2,376,209 \n | \n\n 13,184 \n | \n\n 41,633 \n | \n
29\u00a0\u00a0\u00a0\u00a0\u00a0 Share capital
\n\u00a0
\nThe share capital of\nHarvest Technology p.l.c. consists of ordinary shares with a par\nvalue of Eur 0.50. All shares are equally eligible to receive\ndividends and repayment of capital and represent one vote at the\nshareholders\u2019 meeting of the Company.
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Shares issued and fully\npaid at 31 December \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 22,780,636 ordinary shares\nof Eur 0.50 each \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 11,390,318 \n | \n\n 11,390,318 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Shares authorised at 31\nDecember \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 70,000,000 ordinary shares\nof Eur 0.50 each \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 35,000,000 \n | \n\n 35,000,000 \n | \n
30\u00a0\u00a0\u00a0\u00a0 Other equity
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Other equity \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2,821,165 \n | \n\n 2,821,165 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
\u00a0
\nThe other equity pertains\nto predecessor accounting resulting from acquisition made in\nprevious years and comprises of the difference of Eur 1,367,314\nbetween the consideration of Eur 3,551,791 and the amounts at which\nthe assets and liabilities of the acquired entities were recognized\nof Eur 2,184,477, a reduction of Eur 1,754,051 in accumulated\nlosses through a reduction of share premium and a further reduction\nof Eur 300,000 from a disposal of a subsidiary in previous years.\nDuring 2022, a further reduction of Eur 200 was\neffected.
", "dimensions": { "concept": "ifrs-full:DisclosureOfReservesAndOtherEquityInterestExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "GLSaAv.hgK": { "value": "31\u00a0\u00a0\u00a0\u00a0 Bank borrowings
\n\u00a0
\nThe Group had no\nborrowings or overdrawn bank facilities at 31 December 2025 (2024:\nEur Nil)
\n\u00a0
\nAt the end of the current\nreporting period, the Group has three overdraft facilities in two\nof its subsidiaries amounting to Eur 1,370,000 secured by general\nhypotechs over present and future assets of the Group and bear\ninterest between 3.66% and 5% (2024: 4.85% and 6.37%).
", "dimensions": { "concept": "ifrs-full:DisclosureOfBorrowingsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "HkqdUYWwnz": { "value": "32\u00a0\u00a0\u00a0\u00a0 Trade and other\npayables
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Trade payables \n | \n\n 2,478,083 \n | \n\n 2,245,229 \n | \n\n 3,710 \n | \n\n 81,249 \n | \n
| \n Amounts payable to ultimate\nparent company \n | \n\n 11,621 \n | \n\n 498 \n | \n\n 11,621 \n | \n\n 498 \n | \n
| \n Amounts payable to\nimmediate parent company \n | \n\n 51,182 \n | \n\n 67,348 \n | \n\n 51,172 \n | \n\n 67,106 \n | \n
| \n Amounts payable to other\nrelated parties \n | \n\n 1,403 \n | \n\n - \n | \n\n - \n | \n\n 7,100 \n | \n
| \n Other payables \n | \n\n 256,443 \n | \n\n 32,736 \n | \n\n - \n | \n\n 100 \n | \n
| \n Accrued expenses \n | \n\n 1,116,903 \n | \n\n 1,167,493 \n | \n\n 35,748 \n | \n\n 59,888 \n | \n
| \n Financial\nliabilities \n | \n\n 3,915,635 \n | \n\n 3,513,304 \n | \n\n 102,251 \n | \n\n 215,941 \n | \n
| \n Other creditors \n | \n\n 918,153 \n | \n\n 787,892 \n | \n\n 25,336 \n | \n\n 26,367 \n | \n
| \n Trade and other payables\n\u2013 current \n | \n\n 4,833,788 \n | \n\n 4,301,196 \n | \n\n 127,587 \n | \n\n 242,308 \n | \n
\u00a0
\nThe carrying values of\nfinancial liabilities are considered to be a reasonable\napproximation of fair value.
\nNo interest is charged on\ntrade and other payables.
", "dimensions": { "concept": "ifrs-full:DisclosureOfTradeAndOtherPayablesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "ldxhsZ18rm": { "value": "33\u00a0\u00a0\u00a0\u00a0 Contract liabilities
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Deferred service income on\nmaintenance, support and servicing \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,429,095 \n | \n\n 1,597,257 \n | \n
| \n Deferred service income on\nother gateway income and access fees \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 98,267 \n | \n\n 70,982 \n | \n
| \n Deferred income on sale of\nlicences and information technology solutions \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 126,916 \n | \n\n 39,986 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 1,654,278 \n | \n\n 1,708,225 \n | \n
\u00a0
\nDeferred service income\nrepresents customer payments received or due in advance of\nperformance (contract liabilities) that are expected to be\nrecognised as revenue in the future. As described in note 4.10,\nmaintenance, servicing and support contracts are entered into for\nperiods between 1 and 5 years. On the other hand, consultancy and\ndevelopment of IT systems are usually completed within 12 months.\nNevertheless, the Group may occasionally have projects for\nconsultancy and development of IT systems that span over more than\n12 months.
", "dimensions": { "concept": "harvest:DisclosureOfContractLiabilitiesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "MoqrzsB2vx": { "value": "34\u00a0\u00a0\u00a0\u00a0\u00a0 Deferred tax\nassets
\n\u00a0
\nDeferred tax arising\nfrom temporary differences for the Group are summarised as\nfollows:
\n\u00a0
\n| \n The Group \n | \n\n \u00a0 \n | \n\n 1 Jan\n2025 \n | \n\n Recognised in\nprofit or loss \n | \n\n 31 Dec\n2025 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Deferred tax assets\narising on: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Plant and\nequipment \n | \n\n \u00a0 \n | \n\n 18,777 \n | \n\n (1,866) \n | \n\n 16,911 \n | \n
| \n Leases \n | \n\n \u00a0 \n | \n\n 11,153 \n | \n\n (1,730) \n | \n\n 9,423 \n | \n
| \n Unabsorbed tax\nlosses \n | \n\n \u00a0 \n | \n\n 1,193 \n | \n\n (1,193) \n | \n\n - \n | \n
| \n Unabsorbed capital\nallowances \n | \n\n \u00a0 \n | \n\n 28,636 \n | \n\n 6,702 \n | \n\n 35,338 \n | \n
| \n Provisions \n | \n\n \u00a0 \n | \n\n 586,226 \n | \n\n (18,391) \n | \n\n 567,835 \n | \n
| \n Total \n | \n\n \u00a0 \n | \n\n 645,985 \n | \n\n (16,478) \n | \n\n 629,507 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Deferred tax liabilities\narising on: \n | \n||||
| \n Intangible\nassets \n | \n\n \u00a0 \n | \n\n (304,076) \n | \n\n (82,221) \n | \n\n (386,297) \n | \n
| \n Plant and\nequipment \n | \n\n \u00a0 \n | \n\n - \n | \n\n (318) \n | \n\n (318) \n | \n
| \n Total \n | \n\n \u00a0 \n | \n\n (304,076) \n | \n\n (82,539) \n | \n\n (386,615) \n | \n
\u00a0
\nDeferred taxes for the\ncomparative period 2024 can be summarised as follows:
\n\u00a0
\n| \n The Group \n | \n\n \u00a0 \n | \n\n 1 Jan\n2024 \n | \n\n Recognised in\nprofit or loss \n | \n\n 31 Dec\n2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Deferred tax assets\narising on: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Plant and\nequipment \n | \n\n \u00a0 \n | \n\n 10,531 \n | \n\n 8,246 \n | \n\n 18,777 \n | \n
| \n Intangible\nassets \n | \n\n \u00a0 \n | \n\n (5,221) \n | \n\n 5,221 \n | \n\n - \n | \n
| \n Leases \n | \n\n \u00a0 \n | \n\n 6,563 \n | \n\n 4,590 \n | \n\n 11,153 \n | \n
| \n Unabsorbed tax\nlosses \n | \n\n \u00a0 \n | \n\n - \n | \n\n 1,193 \n | \n\n 1,193 \n | \n
| \n Unabsorbed capital\nlosses \n | \n\n \u00a0 \n | \n\n 92,715 \n | \n\n (92,715) \n | \n\n - \n | \n
| \n Unabsorbed capital\nallowances \n | \n\n \u00a0 \n | \n\n 21,185 \n | \n\n 7,451 \n | \n\n 28,636 \n | \n
| \n Provisions \n | \n\n \u00a0 \n | \n\n 633,856 \n | \n\n (47,630) \n | \n\n 586,226 \n | \n
| \n Difference on\nexchange \n | \n\n \u00a0 \n | \n\n 3 \n | \n\n (3) \n | \n\n - \n | \n
| \n Total \n | \n\n \u00a0 \n | \n\n 759,632 \n | \n\n (113,647) \n | \n\n 645,985 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Deferred tax liabilities\narising on: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Intangible\nassets \n | \n\n \u00a0 \n | \n\n (321,619) \n | \n\n 17,543 \n | \n\n (304,076) \n | \n
| \n Plant and\nequipment \n | \n\n \u00a0 \n | \n\n 65,835 \n | \n\n (65,835) \n | \n\n - \n | \n
| \n Total \n | \n\n \u00a0 \n | \n\n (255,784) \n | \n\n (48,292) \n | \n\n (304,076) \n | \n
\u00a0
\nDeferred tax arising from\ntemporary differences for the Company are summarised as\nfollows:
\n\u00a0
\n| \n The\nCompany \n | \n\n \u00a0 \n | \n\n 1 Jan\n2025 \n | \n\n Recognised in\nprofit or loss \n | \n\n 31 Dec\n2025 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Deferred tax assets\narising on: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Plant and\nequipment \n | \n\n \u00a0 \n | \n\n 10,680 \n | \n\n 93 \n | \n\n 10,773 \n | \n
| \n Leases \n | \n\n \u00a0 \n | \n\n 6,846 \n | \n\n (2,957) \n | \n\n 3,889 \n | \n
| \n Unabsorbed capital\nallowances \n | \n\n \u00a0 \n | \n\n 28,193 \n | \n\n 7,145 \n | \n\n 35,338 \n | \n
| \n Total \n | \n\n \u00a0 \n | \n\n 45,719 \n | \n\n 4,281 \n | \n\n 50,000 \n | \n
\u00a0
\nDeferred taxes for the\ncomparative period 2024 can be summarised as follows:
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 1 Jan\n2024 \n | \n\n Recognised in\nprofit or loss \n | \n\n 31 Dec\n2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Deferred tax assets\narising on: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Plant and\nequipment \n | \n\n \u00a0 \n | \n\n 10,350 \n | \n\n 330 \n | \n\n 10,680 \n | \n
| \n Leases \n | \n\n \u00a0 \n | \n\n 3,637 \n | \n\n 3,209 \n | \n\n 6,846 \n | \n
| \n Unabsorbed capital\nlosses \n | \n\n \u00a0 \n | \n\n 92,715 \n | \n\n (92,715) \n | \n\n - \n | \n
| \n Unabsorbed capital\nallowances \n | \n\n \u00a0 \n | \n\n 21,187 \n | \n\n 7,006 \n | \n\n 28,193 \n | \n
| \n Total \n | \n\n \u00a0 \n | \n\n 127,889 \n | \n\n (82,170) \n | \n\n 45,719 \n | \n
\u00a0
\nSee note 14 for information\non the Group\u2019s and Company's tax expense.
", "dimensions": { "concept": "ifrs-full:DisclosureOfDeferredTaxesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "Y3xVDcNsf4": { "value": "35\u00a0\u00a0\u00a0\u00a0\u00a0 Cash flow adjustments and\nchanges in working capital
\n\u00a0
\nThe following non-cash flow\nadjustments and adjustments for changes in working capital have\nbeen made to profit before tax to arrive at operating cash\nflow:
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Adjustments: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Depreciation and\namortisation \n | \n\n 585,447 \n | \n\n 581,019 \n | \n\n 23,632 \n | \n\n 23,915 \n | \n
| \n Depreciation on\nright-of-use assets \n | \n\n 300,412 \n | \n\n 304,475 \n | \n\n 191,824 \n | \n\n 192,346 \n | \n
| \n Gain on disposal of\nright-of-use assets \n | \n\n (1,004) \n | \n\n - \n | \n\n - \n | \n\n - \n | \n
| \n Dividends\nreceivable \n | \n\n - \n | \n\n - \n | \n\n (1,922,888) \n | \n\n (1,845,906) \n | \n
| \n Movement in provision for\ndoubtful debts \n | \n\n 11,373 \n | \n\n 24,391 \n | \n\n - \n | \n\n - \n | \n
| \n Reversal of provision no\nlonger required \n | \n\n - \n | \n\n (208,859) \n | \n\n - \n | \n\n - \n | \n
| \n Bad Debts written\noff \n | \n\n 13,301 \n | \n\n 212,062 \n | \n\n - \n | \n\n - \n | \n
| \n Exchange\nmovements \n | \n\n 73,620 \n | \n\n 34,532 \n | \n\n - \n | \n\n - \n | \n
| \n Movement in provision for\ninventories \n | \n\n 19,818 \n | \n\n 71,570 \n | \n\n - \n | \n\n - \n | \n
| \n Interest expense on leasing\narrangements \n | \n\n 36,513 \n | \n\n 45,185 \n | \n\n 16,075 \n | \n\n 28,944 \n | \n
| \n Interest payable \n | \n\n - \n | \n\n - \n | \n\n 2,894 \n | \n\n - \n | \n
| \n Interest\nreceivable \n | \n\n (10,530) \n | \n\n (4,240) \n | \n\n (31,214) \n | \n\n (35,220) \n | \n
| \n \u00a0 \n | \n\n 1,028,950 \n | \n\n 1,060,135 \n | \n\n (1,719,677) \n | \n\n (1,635,921) \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Working\ncapital: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Change in\ninventories \n | \n\n (1,258,890) \n | \n\n 307,733 \n | \n\n - \n | \n\n - \n | \n
| \n Change in contract\nassets \n | \n\n (62,082) \n | \n\n 78,836 \n | \n\n - \n | \n\n - \n | \n
| \n Change in trade and other\nreceivables \n | \n\n 477,367 \n | \n\n (461,675) \n | \n\n (63,139) \n | \n\n (147,387) \n | \n
| \n Change in trade and other\npayables \n | \n\n 501,741 \n | \n\n 523,587 \n | \n\n (114,721) \n | \n\n 130,875 \n | \n
| \n Change in contract\nliabilities \n | \n\n (53,947) \n | \n\n (105,222) \n | \n\n - \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n (395,811) \n | \n\n 343,259 \n | \n\n (177,860) \n | \n\n (16,512) \n | \n
36\u00a0\u00a0\u00a0\u00a0\u00a0 Reconciliation of\nliabilities arising from financing activities
\n\u00a0
\nThe table below details\nchanges in the Group\u2019s liabilities arising from financing\nactivities, including both cash and non-cash changes. Liabilities\narising from financing activities are those for which cash flows\nwere, or future cash flows will be, classified in the Statement of\nCash Flows as cash from financing activities.
\n\u00a0
\n| \n The Group \n | \n\n Notes \n | \n\n Balance at 1\nJanuary 2025 \n | \n\n Cash\nflows \n | \n\n Other non-cash\nchanges \n | \n\n Balance at 31\nDecember 2025 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Leases \n | \n\n 21 \n | \n\n 639,730 \n | \n\n (344,765) \n | \n\n 215,785 \n | \n\n 510,750 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 639,730 \n | \n\n (344,765) \n | \n\n 215,785 \n | \n\n 510,750 \n | \n
\u00a0
\nDuring 2025, the Group\nrecognised additional lease liabilities amounting to Eur 207,367.\nTotal cash payments made on leases during the year amounted to Eur\n344,765 (inclusive of interest). The interest expense during the\nyear amounted to Eur 36,513. In addition, the Group had non-cash\nmovements amounting to Eur 215,785 comprising an amount of Eur\n207,367 relating to the additions to leases as disclosed in note\n20, less the release of Eur 28,095 in lease liabilities on\ntermination of leases and the interest expense amounting to Eur\n36,513.
\n\u00a0
\nThe table below details\nchanges in the Group\u2019s liabilities arising from financing\nactivities for the preceding accounting period:
\n\u00a0
\n| \n The Group \n | \n\n Notes \n | \n\n Balance at 1\nJanuary 2024 \n | \n\n Cash\nflows \n | \n\n Other non-cash\nchanges \n | \n\n Balance at 31\nDecember 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Leases \n | \n\n 21 \n | \n\n 761,389 \n | \n\n (337,377) \n | \n\n 215,718 \n | \n\n 639,730 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 761,389 \n | \n\n (337,377) \n | \n\n 215,718 \n | \n\n 639,730 \n | \n
\u00a0
\nDuring 2024, the Group\nrecognised additional lease liabilities amounting to Eur 170,531.\nTotal cash payments made on leases during the year amounted to Eur\n337,377 (inclusive of interest). The interest expense during the\nyear amounted to Eur 45,185. In addition, the Group had non-cash\nmovements amounting to Eur 215,718 comprising an amount of Eur\n170,533 relating to the additions to leases as disclosed in note 20\nand the interest expense amounting to Eur 45,185.
\n\u00a0
\nThe tables below details\nthe Company\u2019s liabilities arising from financing\nactivities.
\n\u00a0
\nThe table below details\nchanges in the Company\u2019s liabilities arising from financing\nactivities, including both cash and non-cash changes. Liabilities\narising from financing activities are those for which cash flows\nwere, or future cash flows will be, classified in the Statement of\nCash Flows as cash from financing activities.
\n\u00a0
\n| \n The\nCompany \n | \n\n Notes \n | \n\n Balance at 1\nJanuary 2025 \n | \n\n Cash\nflows \n | \n\n Other non-cash\nchanges \n | \n\n Balance at 31\nDecember 2025 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Leases \n | \n\n 21 \n | \n\n 309,042 \n | \n\n (216,349) \n | \n\n 16,075 \n | \n\n 108,768 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 309,042 \n | \n\n (216,349) \n | \n\n 16,075 \n | \n\n 108,768 \n | \n
\u00a0
\nDuring 2025, the cash\npayments made on leases amounted to Eur 216,349 (inclusive of\ninterest). The interest expense during the year amounted to Eur\n16,075. The interest of Eur 16,075 represents the non-cash movement\npresented above for leases.
\n\u00a0
\nThe table below details\nchanges in the Group\u2019s liabilities arising from financing\nactivities for the preceding accounting period:
\n\u00a0
\n| \n The\nCompany \n | \n\n Notes \n | \n\n Balance at 1\nJanuary 2024 \n | \n\n Cash\nflows \n | \n\n Other non-cash\nchanges \n | \n\n Balance at 31\nDecember 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Leases \n | \n\n 21 \n | \n\n 492,218 \n | \n\n (212,120) \n | \n\n 28,944 \n | \n\n 309,042 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 492,218 \n | \n\n (212,120) \n | \n\n 28,944 \n | \n\n 309,042 \n | \n
\u00a0
\nDuring 2024, the cash\npayments made on leases amounted to Eur 212,120 (inclusive of\ninterest). The interest expense during the year amounted to Eur\n28,944. The interest of Eur 28,944 represents the non-cash movement\npresented above for leases.
", "dimensions": { "concept": "ifrs-full:DisclosureOfReconciliationOfLiabilitiesArisingFromFinancingActivitiesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "aLTOfez9VZ": { "value": "37\u00a0\u00a0\u00a0\u00a0\u00a0 Related party\ntransactions
\n\u00a0
\nHarvest Technology p.l.c.\nis the parent Company of the subsidiary undertakings highlighted in\nnote 22. The parent Company of Harvest Technology p.l.c. is 1923\nInvestments Limited which is incorporated in Malta. The ultimate\nparent of the Group is Hili Ventures Limited. The registered office\nof 1923 Investments Limited and Hili Ventures Limited, is Nineteen\nTwenty Three, Valletta Road, Marsa, MRS 3000, Malta. Both entities\ndraw up consolidated financial statements with 1923 Investments\nLimited incorporating the results of Harvest Technology p.l.c.\nGroup. All consolidated financial statements may be obtained from\nthe abovementioned registered address.
\n\u00a0
\nDuring the year under\nreview, the Group entered into transactions with related parties as\nset out below
\n\u00a0
\n| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n||||
| \n The Group \n | \n\n Related party\nactivity \n | \n\n Total\nactivity \n | \n\n \u00a0 \n | \n\n Related party\nactivity \n | \n\n Total\nactivity \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n % \n | \n\n Eur \n | \n\n Eur \n | \n\n % \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Revenue: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Related party transactions\nwith: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Ultimate parent \n | \n\n 93,147 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 107,758 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Parent company \n | \n\n - \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 37,095 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Other related\nparties \n | \n\n 615,201 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 502,017 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n 708,348 \n | \n\n 18,226,616 \n | \n\n 4 \n | \n\n 646,870 \n | \n\n 19,794,534 \n | \n\n 3 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Cost of\nsales: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Related party transactions\nwith: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Other related\nparties \n | \n\n 552 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 10,417 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n 552 \n | \n\n 10,877,153 \n | \n\n - \n | \n\n 10,417 \n | \n\n 12,518,704 \n | \n\n - \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Administrative\nexpenses: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Related party transactions\nwith: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Ultimate parent \n | \n\n 31,858 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 10,876 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Parent company \n | \n\n - \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 103,590 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Other related\nparties \n | \n\n 153,870 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 42,101 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n 185,728 \n | \n\n 5,821,375 \n | \n\n 3 \n | \n\n 156,567 \n | \n\n 5,487,992 \n | \n\n 3 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Finance\ncost: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Related party transactions\nwith: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Other related\nparties \n | \n\n 16,075 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 28,944 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n 16,075 \n | \n\n 36,513 \n | \n\n 44 \n | \n\n 28,944 \n | \n\n 45,730 \n | \n\n 63 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n||||
| \n The\nCompany \n | \n\n Related party\nactivity \n | \n\n Total\nactivity \n | \n\n \u00a0 \n | \n\n Related party\nactivity \n | \n\n Total\nactivity \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n % \n | \n\n Eur \n | \n\n Eur \n | \n\n % \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Revenue: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Related party transactions\nwith: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Subsidiaries \n | \n\n 570,000 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 575,730 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Other related\nparties \n | \n\n 2,563 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n - \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n 572,563 \n | \n\n 572,563 \n | \n\n 100 \n | \n\n 575,730 \n | \n\n 575,730 \n | \n\n 100 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Administrative\nexpenses: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Related party transactions\nwith: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Ultimate parent \n | \n\n 31,857 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 10,876 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Parent company \n | \n\n 150,000 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 99,827 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Other related\nparties \n | \n\n - \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 42,101 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Subsidiaries \n | \n\n 26,241 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 29,853 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n 208,098 \n | \n\n 761,700 \n | \n\n 27 \n | \n\n 182,657 \n | \n\n 973,260 \n | \n\n 19 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Finance\nincome: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Related party transactions\nwith: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Subsidiaries \n | \n\n 28,071 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 35,040 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n 28,071 \n | \n\n 31,214 \n | \n\n 90 \n | \n\n 35,040 \n | \n\n 35,220 \n | \n\n 99 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Finance\ncost: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Related party transactions\nwith: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Other related\nparties \n | \n\n 16,075 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n - \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Subsidiaries \n | \n\n 2,894 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 28,944 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n 18,969 \n | \n\n 18,969 \n | \n\n 100 \n | \n\n 28,944 \n | \n\n 28,944 \n | \n\n 100 \n | \n
\u00a0
\nOther related parties\nconsist of related parties other than the parent, entities with\njoint control or significant influence over the Company,\nsubsidiaries, joint ventures in which the Company is a venture and\nkey management personnel of the Company or its parent\nCompany.
\n\u00a0
\nNo expense has been\nrecognised in the period for impairments in respect of amounts due\nby related parties and there are no provisions for impairment in\nrespect of outstanding amounts due by related parties.
\n\u00a0
\nThe amounts disclosed\nunder the finance costs for the Group and the Company comprise\ninterest expense on leases with related parties. In addition to\nthis interest expense, the Group and the Company made payments to a\nrelated party amounting to Eur 200,274 (2024: Eur 183,176) relating\nto such leases as disclosed in the cashflow statement.
\n\u00a0
\nKey management personnel\ncompensation is disclosed in note 12.\u00a0 Dividend income is\ndisclosed in note 8.
\n\u00a0
\nThe amounts due to/from\nother related parties at period-end are disclosed in notes 27 and\n32. The terms and conditions in respect of the related party\nbalances do not specify the nature of the consideration to be\nprovided in settlement. No guarantees have been given or\nreceived.
\n\u00a0
\nThe amounts owed to\nHarvest Technology plc by related parties as disclosed in note 27\nare unsecured, interest free and repayable on demand.
\n\u00a0
\nContingent liabilities\nand guarantees are disclosed in note 38.
", "dimensions": { "concept": "ifrs-full:DisclosureOfTransactionsBetweenRelatedPartiesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "Q-tb-OdYKy": { "value": "38\u00a0\u00a0\u00a0\u00a0\u00a0 Contingent\nliabilities
\n\u00a0
\nDuring the year, one of\nthe Group\u2019s subsidiaries had guarantees amounting to Eur\n390,257 (2024: Eur 213,360) to third parties in Malta as collateral\nfor liabilities.
\n\u00a0
\nMoreover, the Company and\nits subsidiary, Apcopay Limited (C 29099), have each been named as\ndefendants in proceedings filed before the Maltese Courts by Mr\nGeorge Kakouras, a former employee of Hili Properties p.l.c. (C\n57954), who was at different times seconded by his employer to\nHarvest Technology p.l.c. and to Apcopay Limited\nrespectively.
\n\u00a0
\nIn the said proceedings,\nMr Kakouras claims payment for services which were rendered by him\nbetween April 17, 2025 and January 5, 2026 for the Company\namounting to Eur 165,447 and between June 9, 2023 and January 6,\n2026 for Apcopay Limited amounting to Eur 389,408. The Board of\nDirectors notes that any such services as may have been provided by\nMr Kakouras to the Company and to Apcopay Limited were rendered\nduring the respective periods of his secondment, and that if at\nall, any entitlement to remuneration for such services would\nproperly fall to be addressed with his employer of record, Hili\nProperties p.l.c.
\n\u00a0
\nIn connection with the\nabovementioned proceedings, Mr Kakouras has also instituted a\nprecautionary garnishee order against each of the Company and\nApcopay Limited. The Board of Directors considers this measure to\nbe unwarranted and disproportionate in the circumstances. The\nCompany's financial position is strong, and the Board therefore\nfinds Mr Kakouras\u2019 actions particularly surprising\nconsidering that, not least by virtue of the senior position he\nheld within the Group, he would have had, or ought to have had,\nfull visibility of the financial soundness of both the Company and\nits subsidiary. The institution of precautionary garnishee orders\nin these circumstances is therefore considered by the Board to be\nan excessive and unjustified step.
\n\u00a0
\nThe Board of Directors\nwishes to place on record that the Company, at all material times,\nconducted itself in a manner fully befitting its obligations at law\nand consistent with the highest principles of sound corporate\ngovernance. The Company and Apcopay Limited firmly deny the claims\nadvanced by Mr Kakouras and intend to defend the proceedings\nvigorously. The Company and Apcopay Limited shall take all steps as\nmay be appropriate to protect their respective\ninterests.
", "dimensions": { "concept": "ifrs-full:DisclosureOfContingentLiabilitiesExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "Fm7Gn3M2Ql": { "value": "39\u00a0\u00a0\u00a0\u00a0 Financial instrument\nrisk
\n\u00a0
\nRisk management\nobjectives and policies
\n\u00a0
\nThe Group is exposed to\nvarious risks in relation to financial instruments. The\nGroup\u2019s financial assets and liabilities by category are\nsummarised in note 39.4. The main types of risks are market risk,\ncredit risk and liquidity risk.
\n\u00a0
\nThe Group's risk\nmanagement is coordinated by the directors and focuses on actively\nsecuring the Group's short to medium term cash flows by minimising\nthe exposure to financial risks.\u00a0
\n\u00a0
\nThe objectives, policies\nand processes for managing financial risks and the methods used to\nmeasure such risks are subject to continual improvement and\ndevelopment. Where applicable, any significant changes in the\nGroup\u2019s exposure to financial risks or the manner in which\nthe Group manages and measures these risks are disclosed\nbelow.
\n\u00a0
\nWhere possible, the Group\naims to reduce and control risk concentrations.\u00a0 Concentration\nof financial risk areas when financial instruments with similar\ncharacteristics are influenced in the same way by changes in\neconomic or other factors. The amount of the risk exposure\nassociated with financial instruments sharing similar\ncharacteristics is disclosed in more detail in the notes to the\nfinancial statements.
\n\u00a0
\nThe Group does not\nactively engage in the trading of financial assets for speculative\npurposes nor does it write options. The most significant financial\nrisks to which the Group is exposed are described below.
\n\u00a0
\n39.1\u00a0\u00a0\u00a0\u00a0\u00a0 Market risk\nanalysis
\n\u00a0
\nForeign currency\nrisk
\n\u00a0
\nForeign currency\ntransactions arise when the Group buys or sells goods or services\nwhose price is denominated in a foreign currency, borrows or lends\nfunds when the amounts payable or receivable are denominated in a\nforeign currency or acquires or disposes of assets, or incurs or\nsettles liabilities, denominated in a foreign currency. Foreign\ncurrency transactions comprise mainly transactions in USD and\nGBP.
\n\u00a0
\nThe risk arising from\nforeign currency transactions is managed by regular monitoring of\nthe relevant exchange rates and management\u2019s reaction to\nmaterial movements thereto.
\n\u00a0
\nInterest rate\nrisk
\n\u00a0
\nThe Company had no loans\nand receivables with a fixed coupon. The Group has taken out\ninterest bearing facilities as disclosed in note 31. The interest\nrates thereon and the terms of such borrowings are disclosed\naccordingly.
\n\u00a0
\nThe Company and the Group\nmay be exposed to cash flow interest rate risk on borrowings\ncarrying a floating interest.
\n\u00a0
\nManagement monitors the\nmovement in interest rates and, where possible, reacts to material\nmovements in such rates by adjusting its selling prices or by\nrestructuring its financing structure.
\n\u00a0
\nThe carrying amounts of\nthe Group\u2019s and Company\u2019s financial instruments\ncarrying a rate of interest at the end of the reporting period are\ndisclosed in the notes to the financial statements.
\n\u00a0
\n39.2\u00a0\u00a0\u00a0\u00a0\u00a0 Credit risk\nanalysis
\n\u00a0
\nCredit risk is the risk\nthat a counterparty fails to discharge an obligation to the Group.\nThe Group is exposed to credit risk from financial assets including\ncash and cash equivalents held at banks, loans and receivables,\ntrade and other receivables. The Group\u2019s maximum exposure to\ncredit risk is limited to the carrying amount of financial assets\nrecognised at the reporting date, as summarised below:
\n\u00a0
\n| \n \u00a0 \n | \n\n Notes \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Classes of financial\nassets - carrying amounts: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Loans and\nreceivables \n | \n\n 24 \n | \n\n - \n | \n\n - \n | \n\n 336,968 \n | \n\n - \n | \n
| \n Trade and other\nreceivables \n | \n\n 27 \n | \n\n 3,207,037 \n | \n\n 3,796,961 \n | \n\n 771,335 \n | \n\n 1,317,859 \n | \n
| \n Cash and cash\nequivalents \n | \n\n 28 \n | \n\n 2,027,175 \n | \n\n 2,376,209 \n | \n\n 13,184 \n | \n\n 41,633 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 5,234,212 \n | \n\n 6,173,170 \n | \n\n 1,121,487 \n | \n\n 1,359,492 \n | \n
\u00a0
\nCredit risk\nmanagement
\n\u00a0
\nCredit risk is managed\nboth at the level of each individual subsidiary as well as on a\nGroup basis, based on the Group\u2019s credit risk management\npolicies and procedures.
\n\u00a0
\nLoans and receivables and\ncertain trade receivables comprise amounts due from related\nparties. The Group and Company\u2019s concentration to credit risk\narising from these receivables are considered limited as there were\nno indications that these counterparties are unable to meet their\nobligations. Management considers these to be of good credit\nquality. Management does not consider loans and receivables to have\ndeteriorated in credit quality and the effect of management\u2019s\nestimate of the 12-month credit loss has been determined to be\ninsignificant to the results of the Group and the\nCompany.
\n\u00a0
\nThe Group and the Company\nhold money exclusively with institutions having high quality\nexternal credit ratings. The cash and cash equivalents held with\nsuch banks at 31 December 2025 and 2024 are callable on demand. One\nof the banks with whom cash and cash equivalents are held forms\npart of an international Group with an A credit rating by Standard\nand Poor\u2019s and similar high ratings by other agencies. The\nGroup also holds a significant amount of cash with a local bank\nhaving a credit rating of BBB by Standard and Poor\u2019s. Cash\nheld by the Group with other local banks for which no credit rating\nis available are not significant. Management considers the\nprobability of default from such banks to be close to zero and the\namount calculated using the 12-month expected credit loss model to\nbe very insignificant. Therefore, based on the above, no loss\nallowance has been recognised by the Group and the\nCompany.
\n\u00a0
\nThe Group assesses the\ncredit quality of its customers by taking into account their\nfinancial standing, past experience and other factors, such as bank\nreferences and the customers\u2019 financial position.
\n\u00a0
\nManagement is responsible\nfor the quality of the Group\u2019s credit portfolios and has\nestablished credit processes involving delegated approval\nauthorities and credit procedures, the objective of which is to\nbuild and maintain assets of high quality.
\n\u00a0
\nIndividual risk limits\nare set in accordance with limits set by the board. The utilisation\nof credit limits is regularly monitored. Each new individual\ncustomer is analysed individually for creditworthiness before the\nCompany\u2019s standard payment and delivery terms and conditions\nare offered. Purchase limits are established for each customer,\nwhich represents the maximum open amount without requiring approval\nfrom management. Customers that fail to meet the Group\u2019s\nbenchmark creditworthiness may transact with the Group only on a\nprepayment basis.
\n\u00a0
\nThe Group\u2019s policy\nis to deal only with credit worthy counterparties. The credit terms\nis generally between 30 and 90 days. The credit terms for customers\nas negotiated with customers are subject to an internal approval\nprocess as mentioned above. The ongoing credit risk is managed\nthrough regular review of ageing analysis, together with credit\nlimits per customer.
\n\u00a0
\nTrade receivables consist\nof a large number of customers in various industries in Malta and\nabroad.
\n\u00a0
\nThe Expected Credit Loss\n(ECL) at 31 December 2025 was estimated based on a range of\nforecast economic scenarios as at that date.
\n\u00a0
\nSecurity
\n\u00a0
\nThe carrying amount of\nfinancial assets recorded in the financial statements, which is net\nof impairment losses, represents the Group\u2019s and the\nCompany\u2019s maximum exposure to credit risk, without taking\naccount of the value of the collateral obtained. Guarantees are\ndisclosed in notes 31 and 38.
\n\u00a0
\nIn addition, the Group\ndoes not hold collateral relating to other financial assets (eg\nderivative assets, cash and cash equivalents held with\nbanks).
\n\u00a0
\nTrade\nreceivables
\n\u00a0
\nThe Group applies the\nIFRS 9 simplified model of recognising lifetime expected credit\nlosses for all trade receivables as these items do not have a\nsignificant financing component.
\n\u00a0
\nIn measuring the expected\ncredit losses, the trade receivables have been assessed on a\ncollective basis as they possess shared credit risk\ncharacteristics. They have been grouped based on the days past due\nand also according to the geographical location of\ncustomers.
\n\u00a0
\nThe expected loss rates\nare based on the payment profile for sales over the past 36 months\nbefore 31 December 2025 and 31 December 2024 respectively as well\nas the corresponding historical credit losses during that period.\nThe historical rates are adjusted to reflect current and forwarding\nlooking macroeconomic factors affecting the customer\u2019s\nability to settle the amount outstanding. The Group has identified\ngross domestic product (GDP) and unemployment rates of the\ncountries in which the customers are domiciled to be the most\nrelevant factors and accordingly adjusts historical loss rates for\nexpected changes in these factors. However given the short period\nexposed to credit risk, the impact of these macroeconomic factors\nhas not been considered significant within the reporting\nperiod.
\n\u00a0
\nTrade receivables are\nwritten off (i.e. derecognised) when there is no reasonable\nexpectation of recovery. Failure to make payments within 365 days\nfrom the invoice date and failure to engage with the Group on\nalternative payment arrangement amongst other is considered\nindicators of no reasonable expectation of recovery.
\n\u00a0
\nOn the above basis the\nexpected credit loss for trade receivables as at 31 December 2025\nand 31 December 2024 was determined as follows:
\n\u00a0
\n| \n 31 December\n2025 \n | \n\n Current \n | \n\n More than 30\ndays \n | \n\n More than 60\ndays \n | \n\n More than 90\ndays \n | \n\n Total \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Expected credit loss rate\n(%) \n | \n\n 0.63% \n | \n\n 2.18% \n | \n\n 3.52% \n | \n\n 23.52% \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying amount\n(Eur) \n | \n\n 1,926,107 \n | \n\n 544,377 \n | \n\n 109,776 \n | \n\n 584,803 \n | \n\n 3,165,063 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Lifetime expected credit\nloss \n | \n\n 12,112 \n | \n\n 11,850 \n | \n\n 3,864 \n | \n\n 137,525 \n | \n\n 165,351 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 31 December\n2024 \n | \n\n Current \n | \n\n More than 30\ndays \n | \n\n More than 60\ndays \n | \n\n More than 90\ndays \n | \n\n Total \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Expected credit loss rate\n(%) \n | \n\n 0.18% \n | \n\n 1.25% \n | \n\n 2.79% \n | \n\n 18.40% \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying amount\n(Eur) \n | \n\n 2,445,745 \n | \n\n 373,253 \n | \n\n 185,029 \n | \n\n 758,949 \n | \n\n 3,762,976 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Lifetime expected credit\nloss \n | \n\n 4,480 \n | \n\n 4,655 \n | \n\n 5,168 \n | \n\n 139,675 \n | \n\n 153,978 \n | \n
\u00a0
\nChanges in expected\ncredit loss rates between reporting periods is attributable to\nchange in circumstances, past ageing information and revised\nhistory of loss occurrences. The Group however experiences very low\nlevels of actual impairments arising from non-performing trade\nreceivables and consequently management considers the lifetime\nexpected credit losses to be adequate to the business of the\nGroup.
\n\u00a0
\nThe closing balance of\nthe of the trade receivables loss allowance as at 31 December\nreconciles with the trade receivables loss allowance opening\nbalance as follows:
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Opening loss allowance as\nat 1 January \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 153,978 \n | \n\n 338,446 \n | \n
| \n Loss allowance recognised\nduring the year \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 11,373 \n | \n\n 24,391 \n | \n
| \n Reversal of provision on\nreceivables written-off \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n - \n | \n\n (208,859) \n | \n
| \n Loss allowance as at 31\nDecember \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 165,351 \n | \n\n 153,978 \n | \n
\u00a0
\n39.3\u00a0\u00a0\u00a0\u00a0\u00a0 Liquidity risk
\n\u00a0
\nThe Group and\nCompany\u2019s exposure to liquidity risk arises from its\nobligations to meet its financial liabilities, which comprise bank\nborrowings and trade and other payables (see notes 31 and 32).\nPrudent liquidity risk management includes maintaining sufficient\ncash to ensure the availability of an adequate amount of funding to\nmeet the Group\u2019s and Company\u2019s obligations when they\nbecome due.
\n\u00a0
\nLiquidity risk is that\nthe Group and the Company might be unable to meet its obligations.\nThe Group and the Company manage their liquidity needs by\nmonitoring scheduled debt servicing payments for long-term\nfinancial liabilities as well as forecast cash inflows and outflows\ndue in day-to-day business. The data used for analysing these cash\nflows is consistent with that used in the contractual maturity\nanalysis below. Liquidity needs are monitored in various time\nbands, on a day-to-day and week-to-week basis. Long-term liquidity\nneeds for a 180-day and a 360-day lookout period are identified\nmonthly. Net cash requirements are compared to available borrowing\nfacilities in order to determine headroom or any shortfalls. This\nanalysis shows that available borrowing facilities are expected to\nbe sufficient over the lookout period.
\n\u00a0
\nThe Group and\nCompany\u2019s objective is to maintain cash to meet their\nliquidity requirements for 30-day periods at a minimum. This\nobjective was met for the reporting period. Funding for long-term\nliquidity needs is additionally secured by an adequate amount of\ncommitted credit facilities and the ability to sell long-term\nfinancial assets.
\n\u00a0
\nThe following maturity\nanalysis for financial liabilities shows the remaining contractual\nmaturities using the contractual undiscounted cash flows on the\nbasis of the earliest date on which the Group and the Company can\nbe required to pay. The analysis includes both interest and\nprincipal cash flows:
\n\u00a0
\n| \n The Group \n | \n\n \u00a0 \n | \n|||||
| \n 31 December\n2025 \n | \n\n On demand or within\n1 year \n | \n\n 1 - 2\nyears \n | \n\n 2 - 5\nyears \n | \n\n More than \u00a05\nyears \n | \n\n Total \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Non-derivative financial\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Non-interest\nbearing \n | \n\n 3,915,635 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 3,915,635 \n | \n|
| \n \u00a0 \n | \n\n 3,915,635 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 3,915,635 \n | \n|
| \n | \n | \n | \n | \n | \n | \n |
\u00a0
\nThis compares to the\nmaturity of the Group\u2019s non-derivative financial liabilities\nin the previous reporting periods as follows:
\n\u00a0
\n| \n 31 December\n2024 \n | \n\n On demand or within\n1 year \n | \n\n 1 - 2\nyears \n | \n\n 2 - 5\nyears \n | \n\n More than\u00a05\nyears \n | \n\n Total \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-derivative financial\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-interest\nbearing \n | \n\n 3,513,304 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 3,513,304 \n | \n
| \n \u00a0 \n | \n\n 3,513,304 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 3,513,304 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n The\nCompany \n | \n|||||
| \n 31 December\n2025 \n | \n\n On demand or within\n1 year \n | \n\n 1 - 2\nyears \n | \n\n 2 - 5\nyears \n | \n\n More than\u00a05\nyears \n | \n\n Total \n | \n
| \n Non-derivative financial\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-interest\nbearing \n | \n\n 102,251 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 102,251 \n | \n
| \n \u00a0 \n | \n\n 102,251 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 102,251 \n | \n
\u00a0
\nThis compares to the\nmaturity of the Company\u2019s non-derivative financial\nliabilities in the previous reporting periods as\nfollows:
\n\u00a0
\n| \n 31 December\n2024 \n | \n\n On demand or within\n1 year \n | \n\n 1 - 2\nyears \n | \n\n 2 - 5\nyears \n | \n\n More than 5\nyears \n | \n\n Total \n | \n
| \n Non-derivative financial\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-interest\nbearing \n | \n\n 215,941 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 215,941 \n | \n
| \n \u00a0 \n | \n\n 215,941 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 215,941 \n | \n
\u00a0
\n39.4\u00a0\u00a0 Summary\nof financial assets and financial liabilities by\ncategory
\n\u00a0
\nThe carrying amounts of\nthe Group\u2019s financial assets and financial liabilities as\nrecognised at the end of the reporting period may also be\ncategorised as follows.\u00a0 See note 4.20 for explanations about\nhow the category of financial instruments affects their subsequent\nmeasurement.
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Current\nassets \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Loans and\nreceivables \n | \n\n - \n | \n\n - \n | \n\n 336,968 \n | \n\n - \n | \n
| \n Trade and other\nreceivables \n | \n\n 3,207,037 \n | \n\n 3,796,961 \n | \n\n 771,335 \n | \n\n 1,317,859 \n | \n
| \n Cash and cash\nequivalents \n | \n\n 2,027,175 \n | \n\n 2,376,209 \n | \n\n 13,184 \n | \n\n 41,633 \n | \n
| \n \u00a0 \n | \n\n 5,234,212 \n | \n\n 6,173,170 \n | \n\n 1,121,487 \n | \n\n 1,359,492 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Current\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Financial liabilities\nmeasured at amortised cost: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Trade and other\npayables \n | \n\n 3,915,635 \n | \n\n 3,513,304 \n | \n\n 102,251 \n | \n\n 215,941 \n | \n
| \n \u00a0 \n | \n\n 3,915,635 \n | \n\n 3,513,304 \n | \n\n 102,251 \n | \n\n 215,941 \n | \n
\u00a0
\n39.5\u00a0\u00a0\nFinancial instruments measured at fair value
\n\u00a0
\nFinancial assets and\nfinancial liabilities measured at fair value in the statement of\nfinancial position are grouped into three levels of a fair value\nhierarchy. The three levels are defined based on the observability\nof significant inputs to the measurement, as follows:
\n\u00a0
\n| \n \u2022 \n | \n\n Level 1: quoted prices\n(unadjusted) in active markets for identical assets or\nliabilities \n | \n
| \n \u2022 \n | \n\n Level 2: inputs other\nthan quoted prices included within Level 1 that are observable for\nthe asset or liability, either directly or indirectly \n | \n
| \n \u2022 \n | \n\n Level 3: unobservable\ninputs for the asset or liability. \n | \n
\u00a0
\nAt 31 December 2025 and\n2024, the carrying amounts of financial assets and financial\nliabilities classified with current assets and current liabilities\nrespectively approximated their fair values due to the short-term\nmaturities of these assets and liabilities.
\n\u00a0
\nThe fair values of\nnon-current financial liabilities and the non-current loans and\nreceivables are not materially different from their carrying\namounts due to the fact that the interest rates are considered to\nrepresent market rates at the year-end or because they are\nrepayable on demand. The fair values of the financial assets and\nfinancial liabilities included in the level 2 category above have\nbeen determined in accordance with generally accepted pricing\nmodels based on a discounted cash flow analysis, with the most\nsignificant inputs being the discount rate that reflects the credit\nrisk of counterparties.
\n\u00a0
\nFair value is the price\nthat would be received to sell an asset or paid to transfer a\nliability in an orderly transaction between market participants at\nthe measurement date.
\n\u00a0
\nFor assets and\nliabilities that are recognised in the financial statements at fair\nvalue on a recurring basis, the Company determines when transfers\nare deemed to have occurred between Levels in the hierarchy at the\nend of each reporting period.
", "dimensions": { "concept": "ifrs-full:DisclosureOfNatureAndExtentOfRisksArisingFromFinancialInstrumentsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "c8H9qi56az": { "value": "39.1\u00a0\u00a0\u00a0\u00a0\u00a0 Market risk\nanalysis
\n\u00a0
\nForeign currency\nrisk
\n\u00a0
\nForeign currency\ntransactions arise when the Group buys or sells goods or services\nwhose price is denominated in a foreign currency, borrows or lends\nfunds when the amounts payable or receivable are denominated in a\nforeign currency or acquires or disposes of assets, or incurs or\nsettles liabilities, denominated in a foreign currency. Foreign\ncurrency transactions comprise mainly transactions in USD and\nGBP.
\n\u00a0
\nThe risk arising from\nforeign currency transactions is managed by regular monitoring of\nthe relevant exchange rates and management\u2019s reaction to\nmaterial movements thereto.
\n\u00a0
\nInterest rate\nrisk
\n\u00a0
\nThe Company had no loans\nand receivables with a fixed coupon. The Group has taken out\ninterest bearing facilities as disclosed in note 31. The interest\nrates thereon and the terms of such borrowings are disclosed\naccordingly.
\n\u00a0
\nThe Company and the Group\nmay be exposed to cash flow interest rate risk on borrowings\ncarrying a floating interest.
\n\u00a0
\nManagement monitors the\nmovement in interest rates and, where possible, reacts to material\nmovements in such rates by adjusting its selling prices or by\nrestructuring its financing structure.
\n\u00a0
\nThe carrying amounts of\nthe Group\u2019s and Company\u2019s financial instruments\ncarrying a rate of interest at the end of the reporting period are\ndisclosed in the notes to the financial statements.
", "dimensions": { "concept": "ifrs-full:DisclosureOfMarketRiskExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "nu4thoDVG1": { "value": "39.2\u00a0\u00a0\u00a0\u00a0\u00a0 Credit risk\nanalysis
\n\u00a0
\nCredit risk is the risk\nthat a counterparty fails to discharge an obligation to the Group.\nThe Group is exposed to credit risk from financial assets including\ncash and cash equivalents held at banks, loans and receivables,\ntrade and other receivables. The Group\u2019s maximum exposure to\ncredit risk is limited to the carrying amount of financial assets\nrecognised at the reporting date, as summarised below:
\n\u00a0
\n| \n \u00a0 \n | \n\n Notes \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Classes of financial\nassets - carrying amounts: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Loans and\nreceivables \n | \n\n 24 \n | \n\n - \n | \n\n - \n | \n\n 336,968 \n | \n\n - \n | \n
| \n Trade and other\nreceivables \n | \n\n 27 \n | \n\n 3,207,037 \n | \n\n 3,796,961 \n | \n\n 771,335 \n | \n\n 1,317,859 \n | \n
| \n Cash and cash\nequivalents \n | \n\n 28 \n | \n\n 2,027,175 \n | \n\n 2,376,209 \n | \n\n 13,184 \n | \n\n 41,633 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n 5,234,212 \n | \n\n 6,173,170 \n | \n\n 1,121,487 \n | \n\n 1,359,492 \n | \n
\u00a0
\nCredit risk\nmanagement
\n\u00a0
\nCredit risk is managed\nboth at the level of each individual subsidiary as well as on a\nGroup basis, based on the Group\u2019s credit risk management\npolicies and procedures.
\n\u00a0
\nLoans and receivables and\ncertain trade receivables comprise amounts due from related\nparties. The Group and Company\u2019s concentration to credit risk\narising from these receivables are considered limited as there were\nno indications that these counterparties are unable to meet their\nobligations. Management considers these to be of good credit\nquality. Management does not consider loans and receivables to have\ndeteriorated in credit quality and the effect of management\u2019s\nestimate of the 12-month credit loss has been determined to be\ninsignificant to the results of the Group and the\nCompany.
\n\u00a0
\nThe Group and the Company\nhold money exclusively with institutions having high quality\nexternal credit ratings. The cash and cash equivalents held with\nsuch banks at 31 December 2025 and 2024 are callable on demand. One\nof the banks with whom cash and cash equivalents are held forms\npart of an international Group with an A credit rating by Standard\nand Poor\u2019s and similar high ratings by other agencies. The\nGroup also holds a significant amount of cash with a local bank\nhaving a credit rating of BBB by Standard and Poor\u2019s. Cash\nheld by the Group with other local banks for which no credit rating\nis available are not significant. Management considers the\nprobability of default from such banks to be close to zero and the\namount calculated using the 12-month expected credit loss model to\nbe very insignificant. Therefore, based on the above, no loss\nallowance has been recognised by the Group and the\nCompany.
\n\u00a0
\nThe Group assesses the\ncredit quality of its customers by taking into account their\nfinancial standing, past experience and other factors, such as bank\nreferences and the customers\u2019 financial position.
\n\u00a0
\nManagement is responsible\nfor the quality of the Group\u2019s credit portfolios and has\nestablished credit processes involving delegated approval\nauthorities and credit procedures, the objective of which is to\nbuild and maintain assets of high quality.
\n\u00a0
\nIndividual risk limits\nare set in accordance with limits set by the board. The utilisation\nof credit limits is regularly monitored. Each new individual\ncustomer is analysed individually for creditworthiness before the\nCompany\u2019s standard payment and delivery terms and conditions\nare offered. Purchase limits are established for each customer,\nwhich represents the maximum open amount without requiring approval\nfrom management. Customers that fail to meet the Group\u2019s\nbenchmark creditworthiness may transact with the Group only on a\nprepayment basis.
\n\u00a0
\nThe Group\u2019s policy\nis to deal only with credit worthy counterparties. The credit terms\nis generally between 30 and 90 days. The credit terms for customers\nas negotiated with customers are subject to an internal approval\nprocess as mentioned above. The ongoing credit risk is managed\nthrough regular review of ageing analysis, together with credit\nlimits per customer.
\n\u00a0
\nTrade receivables consist\nof a large number of customers in various industries in Malta and\nabroad.
\n\u00a0
\nThe Expected Credit Loss\n(ECL) at 31 December 2025 was estimated based on a range of\nforecast economic scenarios as at that date.
\n\u00a0
\nSecurity
\n\u00a0
\nThe carrying amount of\nfinancial assets recorded in the financial statements, which is net\nof impairment losses, represents the Group\u2019s and the\nCompany\u2019s maximum exposure to credit risk, without taking\naccount of the value of the collateral obtained. Guarantees are\ndisclosed in notes 31 and 38.
\n\u00a0
\nIn addition, the Group\ndoes not hold collateral relating to other financial assets (eg\nderivative assets, cash and cash equivalents held with\nbanks).
\n\u00a0
\nTrade\nreceivables
\n\u00a0
\nThe Group applies the\nIFRS 9 simplified model of recognising lifetime expected credit\nlosses for all trade receivables as these items do not have a\nsignificant financing component.
\n\u00a0
\nIn measuring the expected\ncredit losses, the trade receivables have been assessed on a\ncollective basis as they possess shared credit risk\ncharacteristics. They have been grouped based on the days past due\nand also according to the geographical location of\ncustomers.
\n\u00a0
\nThe expected loss rates\nare based on the payment profile for sales over the past 36 months\nbefore 31 December 2025 and 31 December 2024 respectively as well\nas the corresponding historical credit losses during that period.\nThe historical rates are adjusted to reflect current and forwarding\nlooking macroeconomic factors affecting the customer\u2019s\nability to settle the amount outstanding. The Group has identified\ngross domestic product (GDP) and unemployment rates of the\ncountries in which the customers are domiciled to be the most\nrelevant factors and accordingly adjusts historical loss rates for\nexpected changes in these factors. However given the short period\nexposed to credit risk, the impact of these macroeconomic factors\nhas not been considered significant within the reporting\nperiod.
\n\u00a0
\nTrade receivables are\nwritten off (i.e. derecognised) when there is no reasonable\nexpectation of recovery. Failure to make payments within 365 days\nfrom the invoice date and failure to engage with the Group on\nalternative payment arrangement amongst other is considered\nindicators of no reasonable expectation of recovery.
\n\u00a0
\nOn the above basis the\nexpected credit loss for trade receivables as at 31 December 2025\nand 31 December 2024 was determined as follows:
\n\u00a0
\n| \n 31 December\n2025 \n | \n\n Current \n | \n\n More than 30\ndays \n | \n\n More than 60\ndays \n | \n\n More than 90\ndays \n | \n\n Total \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Expected credit loss rate\n(%) \n | \n\n 0.63% \n | \n\n 2.18% \n | \n\n 3.52% \n | \n\n 23.52% \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying amount\n(Eur) \n | \n\n 1,926,107 \n | \n\n 544,377 \n | \n\n 109,776 \n | \n\n 584,803 \n | \n\n 3,165,063 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Lifetime expected credit\nloss \n | \n\n 12,112 \n | \n\n 11,850 \n | \n\n 3,864 \n | \n\n 137,525 \n | \n\n 165,351 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n 31 December\n2024 \n | \n\n Current \n | \n\n More than 30\ndays \n | \n\n More than 60\ndays \n | \n\n More than 90\ndays \n | \n\n Total \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Expected credit loss rate\n(%) \n | \n\n 0.18% \n | \n\n 1.25% \n | \n\n 2.79% \n | \n\n 18.40% \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Gross carrying amount\n(Eur) \n | \n\n 2,445,745 \n | \n\n 373,253 \n | \n\n 185,029 \n | \n\n 758,949 \n | \n\n 3,762,976 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Lifetime expected credit\nloss \n | \n\n 4,480 \n | \n\n 4,655 \n | \n\n 5,168 \n | \n\n 139,675 \n | \n\n 153,978 \n | \n
\u00a0
\nChanges in expected\ncredit loss rates between reporting periods is attributable to\nchange in circumstances, past ageing information and revised\nhistory of loss occurrences. The Group however experiences very low\nlevels of actual impairments arising from non-performing trade\nreceivables and consequently management considers the lifetime\nexpected credit losses to be adequate to the business of the\nGroup.
\n\u00a0
\nThe closing balance of\nthe of the trade receivables loss allowance as at 31 December\nreconciles with the trade receivables loss allowance opening\nbalance as follows:
\n\u00a0
\n| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Opening loss allowance as\nat 1 January \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 153,978 \n | \n\n 338,446 \n | \n
| \n Loss allowance recognised\nduring the year \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 11,373 \n | \n\n 24,391 \n | \n
| \n Reversal of provision on\nreceivables written-off \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n - \n | \n\n (208,859) \n | \n
| \n Loss allowance as at 31\nDecember \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n 165,351 \n | \n\n 153,978 \n | \n
39.3\u00a0\u00a0\u00a0\u00a0\u00a0 Liquidity risk
\n\u00a0
\nThe Group and\nCompany\u2019s exposure to liquidity risk arises from its\nobligations to meet its financial liabilities, which comprise bank\nborrowings and trade and other payables (see notes 31 and 32).\nPrudent liquidity risk management includes maintaining sufficient\ncash to ensure the availability of an adequate amount of funding to\nmeet the Group\u2019s and Company\u2019s obligations when they\nbecome due.
\n\u00a0
\nLiquidity risk is that\nthe Group and the Company might be unable to meet its obligations.\nThe Group and the Company manage their liquidity needs by\nmonitoring scheduled debt servicing payments for long-term\nfinancial liabilities as well as forecast cash inflows and outflows\ndue in day-to-day business. The data used for analysing these cash\nflows is consistent with that used in the contractual maturity\nanalysis below. Liquidity needs are monitored in various time\nbands, on a day-to-day and week-to-week basis. Long-term liquidity\nneeds for a 180-day and a 360-day lookout period are identified\nmonthly. Net cash requirements are compared to available borrowing\nfacilities in order to determine headroom or any shortfalls. This\nanalysis shows that available borrowing facilities are expected to\nbe sufficient over the lookout period.
\n\u00a0
\nThe Group and\nCompany\u2019s objective is to maintain cash to meet their\nliquidity requirements for 30-day periods at a minimum. This\nobjective was met for the reporting period. Funding for long-term\nliquidity needs is additionally secured by an adequate amount of\ncommitted credit facilities and the ability to sell long-term\nfinancial assets.
\n\u00a0
\nThe following maturity\nanalysis for financial liabilities shows the remaining contractual\nmaturities using the contractual undiscounted cash flows on the\nbasis of the earliest date on which the Group and the Company can\nbe required to pay. The analysis includes both interest and\nprincipal cash flows:
\n\u00a0
\n| \n The Group \n | \n\n \u00a0 \n | \n|||||
| \n 31 December\n2025 \n | \n\n On demand or within\n1 year \n | \n\n 1 - 2\nyears \n | \n\n 2 - 5\nyears \n | \n\n More than \u00a05\nyears \n | \n\n Total \n | \n|
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Non-derivative financial\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n|
| \n Non-interest\nbearing \n | \n\n 3,915,635 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 3,915,635 \n | \n|
| \n \u00a0 \n | \n\n 3,915,635 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 3,915,635 \n | \n|
| \n | \n | \n | \n | \n | \n | \n |
\u00a0
\nThis compares to the\nmaturity of the Group\u2019s non-derivative financial liabilities\nin the previous reporting periods as follows:
\n\u00a0
\n| \n 31 December\n2024 \n | \n\n On demand or within\n1 year \n | \n\n 1 - 2\nyears \n | \n\n 2 - 5\nyears \n | \n\n More than\u00a05\nyears \n | \n\n Total \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-derivative financial\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-interest\nbearing \n | \n\n 3,513,304 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 3,513,304 \n | \n
| \n \u00a0 \n | \n\n 3,513,304 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 3,513,304 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n The\nCompany \n | \n|||||
| \n 31 December\n2025 \n | \n\n On demand or within\n1 year \n | \n\n 1 - 2\nyears \n | \n\n 2 - 5\nyears \n | \n\n More than\u00a05\nyears \n | \n\n Total \n | \n
| \n Non-derivative financial\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-interest\nbearing \n | \n\n 102,251 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 102,251 \n | \n
| \n \u00a0 \n | \n\n 102,251 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 102,251 \n | \n
\u00a0
\nThis compares to the\nmaturity of the Company\u2019s non-derivative financial\nliabilities in the previous reporting periods as\nfollows:
\n\u00a0
\n| \n 31 December\n2024 \n | \n\n On demand or within\n1 year \n | \n\n 1 - 2\nyears \n | \n\n 2 - 5\nyears \n | \n\n More than 5\nyears \n | \n\n Total \n | \n
| \n Non-derivative financial\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Non-interest\nbearing \n | \n\n 215,941 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 215,941 \n | \n
| \n \u00a0 \n | \n\n 215,941 \n | \n\n - \n | \n\n - \n | \n\n - \n | \n\n 215,941 \n | \n
39.4\u00a0\u00a0 Summary\nof financial assets and financial liabilities by\ncategory
\n\u00a0
\nThe carrying amounts of\nthe Group\u2019s financial assets and financial liabilities as\nrecognised at the end of the reporting period may also be\ncategorised as follows.\u00a0 See note 4.20 for explanations about\nhow the category of financial instruments affects their subsequent\nmeasurement.
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Current\nassets \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Loans and\nreceivables \n | \n\n - \n | \n\n - \n | \n\n 336,968 \n | \n\n - \n | \n
| \n Trade and other\nreceivables \n | \n\n 3,207,037 \n | \n\n 3,796,961 \n | \n\n 771,335 \n | \n\n 1,317,859 \n | \n
| \n Cash and cash\nequivalents \n | \n\n 2,027,175 \n | \n\n 2,376,209 \n | \n\n 13,184 \n | \n\n 41,633 \n | \n
| \n \u00a0 \n | \n\n 5,234,212 \n | \n\n 6,173,170 \n | \n\n 1,121,487 \n | \n\n 1,359,492 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Current\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Financial liabilities\nmeasured at amortised cost: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Trade and other\npayables \n | \n\n 3,915,635 \n | \n\n 3,513,304 \n | \n\n 102,251 \n | \n\n 215,941 \n | \n
| \n \u00a0 \n | \n\n 3,915,635 \n | \n\n 3,513,304 \n | \n\n 102,251 \n | \n\n 215,941 \n | \n
39.4\u00a0\u00a0 Summary\nof financial assets and financial liabilities by\ncategory
\n\u00a0
\nThe carrying amounts of\nthe Group\u2019s financial assets and financial liabilities as\nrecognised at the end of the reporting period may also be\ncategorised as follows.\u00a0 See note 4.20 for explanations about\nhow the category of financial instruments affects their subsequent\nmeasurement.
\n\u00a0
\n| \n \u00a0 \n | \n\n The\nGroup \n | \n\n The\nGroup \n | \n\n The\nCompany \n | \n\n The\nCompany \n | \n
| \n \u00a0 \n | \n\n 2025 \n | \n\n 2024 \n | \n\n 2025 \n | \n\n 2024 \n | \n
| \n \u00a0 \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n\n Eur \n | \n
| \n Current\nassets \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Loans and\nreceivables \n | \n\n - \n | \n\n - \n | \n\n 336,968 \n | \n\n - \n | \n
| \n Trade and other\nreceivables \n | \n\n 3,207,037 \n | \n\n 3,796,961 \n | \n\n 771,335 \n | \n\n 1,317,859 \n | \n
| \n Cash and cash\nequivalents \n | \n\n 2,027,175 \n | \n\n 2,376,209 \n | \n\n 13,184 \n | \n\n 41,633 \n | \n
| \n \u00a0 \n | \n\n 5,234,212 \n | \n\n 6,173,170 \n | \n\n 1,121,487 \n | \n\n 1,359,492 \n | \n
| \n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Current\nliabilities \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Financial liabilities\nmeasured at amortised cost: \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n\n \u00a0 \n | \n
| \n Trade and other\npayables \n | \n\n 3,915,635 \n | \n\n 3,513,304 \n | \n\n 102,251 \n | \n\n 215,941 \n | \n
| \n \u00a0 \n | \n\n 3,915,635 \n | \n\n 3,513,304 \n | \n\n 102,251 \n | \n\n 215,941 \n | \n
39.5\u00a0\u00a0\nFinancial instruments measured at fair value
\n\u00a0
\nFinancial assets and\nfinancial liabilities measured at fair value in the statement of\nfinancial position are grouped into three levels of a fair value\nhierarchy. The three levels are defined based on the observability\nof significant inputs to the measurement, as follows:
\n\u00a0
\n| \n \u2022 \n | \n\n Level 1: quoted prices\n(unadjusted) in active markets for identical assets or\nliabilities \n | \n
| \n \u2022 \n | \n\n Level 2: inputs other\nthan quoted prices included within Level 1 that are observable for\nthe asset or liability, either directly or indirectly \n | \n
| \n \u2022 \n | \n\n Level 3: unobservable\ninputs for the asset or liability. \n | \n
\u00a0
\nAt 31 December 2025 and\n2024, the carrying amounts of financial assets and financial\nliabilities classified with current assets and current liabilities\nrespectively approximated their fair values due to the short-term\nmaturities of these assets and liabilities.
\n\u00a0
\nThe fair values of\nnon-current financial liabilities and the non-current loans and\nreceivables are not materially different from their carrying\namounts due to the fact that the interest rates are considered to\nrepresent market rates at the year-end or because they are\nrepayable on demand. The fair values of the financial assets and\nfinancial liabilities included in the level 2 category above have\nbeen determined in accordance with generally accepted pricing\nmodels based on a discounted cash flow analysis, with the most\nsignificant inputs being the discount rate that reflects the credit\nrisk of counterparties.
\n\u00a0
\nFair value is the price\nthat would be received to sell an asset or paid to transfer a\nliability in an orderly transaction between market participants at\nthe measurement date.
\n\u00a0
\nFor assets and\nliabilities that are recognised in the financial statements at fair\nvalue on a recurring basis, the Company determines when transfers\nare deemed to have occurred between Levels in the hierarchy at the\nend of each reporting period.
", "dimensions": { "concept": "ifrs-full:DisclosureOfFinancialInstrumentsExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "KEJUU31Eeo": { "value": "40\u00a0\u00a0\u00a0\u00a0 Capital risk management
\n\u00a0
\nThe Group\u2019s and the\nCompany\u2019s objectives when managing capital are to safeguard\nits ability to continue as a going concern and to maximise the\nreturn to stakeholders through the optimisation of the debt and\nequity balance.
\n\u00a0
\nThe capital structure of\nthe Group and the Company consists of debt, which includes the bank\nborrowings disclosed in note 30, cash and cash equivalents as\ndisclosed in note 28 and of items presented within equity in the\nstatement of financial position.
\n\u00a0
\nThe Group\u2019s\ndirectors manage the capital structure and make adjustments to it,\nin light of changes in economic conditions. The capital structure\nis reviewed on an ongoing basis.\u00a0 Based on recommendations of\nthe directors, the Group balances its overall capital structure\nthrough the payments of dividends, new share issues as well as the\nissue of new debt or the redemption of existing debt.
", "dimensions": { "concept": "harvest:DisclosureOfCapitalRiskManagementExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "Py7owafyl.": { "value": "41\u00a0\u00a0\u00a0\u00a0 Post reporting date\nevents
\n\u00a0
\nThere were no adjusting\nor other significant non-adjusting events that have occurred\nbetween the end of the reporting period and the date of\nauthorisation by the board.
", "dimensions": { "concept": "ifrs-full:DisclosureOfEventsAfterReportingPeriodExplanatory", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "clxmVWuxKT": { "value": "42\u00a0\u00a0\u00a0\u00a0\u00a0Immediate parent Company,\nultimate parent Company and controlling party\n\u00a0\nThe immediate parent\nCompany of Harvest Technology p.l.c. is 1923 Investments\nLimited.\n\u00a0\nThe registered office of\n1923 Investments Limited is Nineteen Twenty Three, Valletta Road,\nMarsa, MRS 3000, Malta. The ultimate parent of Harvest Technology\np.l.c. is Hili Ventures Limited with the same registered\naddress.\n\u00a0\nThe directors consider\nthe ultimate controlling party to be Mr Carmelo (sive Melo) Hili,\nwho, through his majority interest in Hili Ventures Limited,\nindirectly holds 62.95% (2024: holds 62.95%) of the voting rights\nin Harvest Technology p.l.c.", "dimensions": { "concept": "harvest:DisclosureOfImmediateParentCompanyUltimateParentCompanyAndControllingParty", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "BtFREh63NI": { "value": "The immediate parent\nCompany of Harvest Technology p.l.c. is 1923 Investments\nLimited.", "dimensions": { "concept": "ifrs-full:NameOfParentEntity", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "VEbbnFh7.M": { "value": "The ultimate parent of Harvest Technology\np.l.c. is Hili Ventures Limited with the same registered\naddress.", "dimensions": { "concept": "ifrs-full:NameOfUltimateParentOfGroup", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } }, "nj2MGQEt7d": { "value": "The directors consider\nthe ultimate controlling party to be Mr Carmelo (sive Melo) Hili,\nwho, through his majority interest in Hili Ventures Limited,\nindirectly holds 62.95% (2024: holds 62.95%) of the voting rights\nin Harvest Technology p.l.c.", "dimensions": { "concept": "harvest:NameOfUltimateBeneficialOwnerOfTheGroup", "language": "en", "entity": "scheme:485100HPFI9Y5INXA193", "period": "2024-01-01T00:00:00/2025-01-01T00:00:00" } } } }