for the Period Ended 31 October 2023
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
for the Period Ended
2023 | 2022 | |
---|---|---|
| £ | £ |
Turnover: | | |
Cost of sales: | ( | ( |
Gross profit(or loss): | | |
Administrative expenses: | ( | ( |
Operating profit(or loss): | | ( |
Profit(or loss) before tax: | | ( |
Tax: | ( | |
Profit(or loss) for the financial year: | | ( |
As at
Notes | 2023 | 2022 | |
---|---|---|---|
| £ | £ | |
Called up share capital not paid: | | | |
Fixed assets | |||
Tangible assets: | 3 | | |
Total fixed assets: | | | |
Current assets | |||
Debtors: | 4 | | |
Cash at bank and in hand: | | | |
Total current assets: | | | |
Creditors: amounts falling due within one year: | 5 | ( | ( |
Net current assets (liabilities): | | ( | |
Total assets less current liabilities: | | | |
Total net assets (liabilities): | | | |
Capital and reserves | |||
Called up share capital: | | | |
Profit and loss account: | | | |
Total Shareholders' funds: | | |
The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 October 2023
Basis of measurement and preparation
Tangible fixed assets depreciation policy
for the Period Ended 31 October 2023
2023 | 2022 | |
---|---|---|
Average number of employees during the period | | |
for the Period Ended 31 October 2023
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
---|---|---|---|---|---|---|
Cost | £ | £ | £ | £ | £ | £ |
At 1 November 2022 | | | | | | |
Additions | | | | | ||
Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 31 October 2023 | | | | | | |
Depreciation | ||||||
At 1 November 2022 | | | | | ||
Charge for year | | | | | ||
On disposals | ||||||
Other adjustments | ||||||
At 31 October 2023 | | | | | ||
Net book value | ||||||
At 31 October 2023 | | | | | | |
At 31 October 2022 | | | | | | |
for the Period Ended 31 October 2023
2023 | 2022 | |
---|---|---|
£ | £ | |
Trade debtors | | |
Total | |
for the Period Ended 31 October 2023
2023 | 2022 | |
---|---|---|
£ | £ | |
Taxation and social security | | |
Accruals and deferred income | | |
Other creditors | | |
Total | | |
Our mission is to inspire and develop early talent to bring their full potential to a fast-changing world of work – regardless of their starting point.We achieve this through bespoke meta-skills focussed learning experiences that boost early talent engagement, impact, and agency. Alongside delivering 1-to-1 coaching and workshops we have also been providing 2 scalable e-learning and hybrid learning programmes. Firstly, the Edge Skills Programme, which is a customisable hybrid learning programme that enables young professionals to own their development across the meta-skills needed to thrive in Industry 5.0: creative problem-solving, self-management, resilience, adaptability, communication, and more. Secondly, the What Path? Programme, which is a customisable hybrid learning programme that empowers young people to take greater ownership of their professional potential and areas for development, increasing their engagement and impact. Finally, this year we have also been designing and delivered a bespoke career readiness programme for a London based university, spearheading the instructional design and end-to-end content creation of the offering. Please find a selection of testimonials on how Udamon’s offering has benefitted the community:"Exactly the kind of guidance, training and support we want to give everyone but are too stretched to do ourselves." – Richard, GOTOCO“The Edge Skills programme has revealed a lot of important characteristics and skills I could work on to better myself to make me an asset to any company.” Franka, 22“Shortly after the programme started I was moved into more of a leadership role, which is totally new to me, and I don’t think I’d have adapted as well as I have without this.” – Jared, 22
Our key stakeholders are the young people who benefit from our programmes and the organisations who purchase our services on their behalf. Feedback on what could be improved and developed is requested from all young people and partner organisation who utilise our programmes. Firstly, the feedback received generally asked for our learning experiences to be more interactive and to provide more opportunities for our learners to have more in-person interactions now that the COVID-19 pandemic restrictions and concerns have subsided. This feedback is being actioned wherever possible, with a number of in-person workshops being delivered across several locations this year. We plan to continue to build in more in-person interactions for future cohorts.Additionally, during the financial year to which this report relates too, our stakeholders requested greater input in the instructional design and content creation of our programmes to ensure they are more acutely addressing their particular needs, context, and aspirations. This has resulted in the offering of more bespoke and customisable learning journeys during the latter half of this reporting year, and we hope to continue to build on this new approach to ensure our learning programmes are as relevant and impactful for our stakeholders.
The appointed director received a salary during the year in reflection of his contribution to the company. The total received was £33,001.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
6 February 2024
And signed on behalf of the board by:
Name: Henry Langdon
Status: Director