MINDFORWARD ALLIANCE C.I.C.

Company limited by guarantee

Company Registration Number:
12303584 (England and Wales)

Unaudited statutory accounts for the year ended 31 December 2023

Period of accounts

Start date: 1 January 2023

End date: 31 December 2023

MINDFORWARD ALLIANCE C.I.C.

Contents of the Financial Statements

for the Period Ended 31 December 2023

Directors report
Profit and loss
Balance sheet
Additional notes
Balance sheet notes
Community Interest Report

MINDFORWARD ALLIANCE C.I.C.

Directors' report period ended 31 December 2023

The directors present their report with the financial statements of the company for the period ended 31 December 2023

Principal activities of the company

The company's principal activity during the year was a membership organisation that works with businesses to help them develop their mental health strategy. On 29th September 2023 the organisation's name was changed from City Mental Health Alliance C.I.C to MindForward Alliance C.I.C.



Directors

The directors shown below have held office during the whole of the period from
1 January 2023 to 31 December 2023

Brian Heyworth
Poppy Jaman
Susan Bright
John Binns
Alison Unsted


The director shown below has held office during the period of
1 January 2023 to 6 December 2023

John Tisdall


The director shown below has held office during the period of
1 March 2023 to 31 December 2023

Edward Thurman


The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006

This report was approved by the board of directors on
16 July 2024

And signed on behalf of the board by:
Name: Alison Unsted
Status: Director

MINDFORWARD ALLIANCE C.I.C.

Profit And Loss Account

for the Period Ended 31 December 2023

2023 2022


£

£
Turnover: 1,537,906 1,094,078
Cost of sales: ( 118,946 ) ( 169,650 )
Gross profit(or loss): 1,418,960 924,428
Administrative expenses: ( 1,210,161 ) ( 944,690 )
Operating profit(or loss): 208,799 (20,262)
Interest receivable and similar income: 10,184 604
Interest payable and similar charges: ( 60 )
Profit(or loss) before tax: 218,923 (19,658)
Tax: ( 51,348 ) 3,414
Profit(or loss) for the financial year: 167,575 (16,244)

MINDFORWARD ALLIANCE C.I.C.

Balance sheet

As at 31 December 2023

Notes 2023 2022


£

£
Fixed assets
Tangible assets: 3 1,932 942
Total fixed assets: 1,932 942
Current assets
Debtors: 4 678,223 927,068
Cash at bank and in hand: 832,621 404,408
Total current assets: 1,510,844 1,331,476
Creditors: amounts falling due within one year: 5 ( 1,228,348 ) ( 1,215,565 )
Net current assets (liabilities): 282,496 115,911
Total assets less current liabilities: 284,428 116,853
Total net assets (liabilities): 284,428 116,853
Members' funds
Profit and loss account: 284,428 116,853
Total members' funds: 284,428 116,853

The notes form part of these financial statements

MINDFORWARD ALLIANCE C.I.C.

Balance sheet statements

For the year ending 31 December 2023 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared and delivered in accordance with the provisions applicable to companies subject to the small companies regime.

This report was approved by the board of directors on 16 July 2024
and signed on behalf of the board by:

Name: Alison Unsted
Status: Director

The notes form part of these financial statements

MINDFORWARD ALLIANCE C.I.C.

Notes to the Financial Statements

for the Period Ended 31 December 2023

  • 1. Accounting policies

    Basis of measurement and preparation

    These financial statements have been prepared in accordance with the provisions of Section 1A (Small Entities) of Financial Reporting Standard 102

    Turnover policy

    Turnover is measured at the fair value of the consideration received or receivable, net of discounts and value added taxes. Turnover includes revenue earned from the sale of goods and from the rendering of services. Turnover from the sale of goods is recognised when the significant risks and rewards of ownership of the goods have transferred to the buyer. Turnover from the rendering of services is recognised by reference to the stage of completion of the contract. The stage of completion of a contract is measured by comparing the costs incurred for work performed to date to the total estimated contract costs.

    Tangible fixed assets depreciation policy

    Tangible fixed assets are measured at cost less accumulative depreciation and any accumulative impairment losses. Depreciation is provided on all tangible fixed assets, other than freehold land, at rates calculated to write off the cost, less estimated residual value, of each asset evenly over its expected useful life, as follows: Freehold Buildings over 50 years Leasehold land and buildings over the lease term Plant and machinery over 5 years Fixtures, fittings, tools and equipment over 5 years Computer equipment over 3 years

    Intangible fixed assets amortisation policy

    Intangible fixed assets are measured at cost less accumulative amortisation and any accumulative impairment losses.

    Other accounting policies

    Investments Investments in subsidiaries, associates and joint ventures are measured at cost less any accumulated impairment losses. Listed investments are measured at fair value. Unlisted investments are measured at fair value unless the value cannot be measured reliably, in which case they are measured at cost less any accumulated impairment losses. Changes in fair value are included in the profit and loss account. Stocks Stocks are measured at the lower of cost and estimated selling price less costs to complete and sell. Cost is determined using the first in first out method. The carrying amount of stock sold is recognised as an expense in the period in which the related revenue is recognised. Debtors Short term debtors are measured at transaction price (which is usually the invoice price), less any impairment losses for bad and doubtful debts. Loans and other financial assets are initially recognised at transaction price including any transaction costs and subsequently measured at amortised cost determined using the effective interest method, less any impairment losses for bad and doubtful debts. Creditors Short term creditors are measured at transaction price (which is usually the invoice price). Loans and other financial liabilities are initially recognised at transaction price net of any transaction costs and subsequently measured at amortised cost determined using the effective interest method. Taxation A current tax liability is recognised for the tax payable on the taxable profit of the current and past periods. A current tax asset is recognised in respect of a tax loss that can be carried back to recover tax paid in a previous period. Deferred tax is recognised in respect of all timing differences between the recognition of income and expenses in the financial statements and their inclusion in tax assessments. Unrelieved tax losses and other deferred tax assets are recognised only to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits. Deferred tax is measured using the tax rates and laws that have been enacted or substantively enacted by the reporting date and that are expected to apply to the reversal of the timing difference, except for revalued land and investment property where the tax rate that applies to the sale of the asset is used. Current and deferred tax assets and liabilities are not discounted. Provisions Provisions (ie liabilities of uncertain timing or amount) are recognised when there is an obligation at the reporting date as a result of a past event, it is probable that economic benefit will be transferred to settle the obligation and the amount of the obligation can be estimated reliably. Foreign currency translation Transactions in foreign currencies are initially recognised at the rate of exchange ruling at the date of the transaction. At the end of each reporting period foreign currency monetary items are translated at the closing rate of exchange. Non-monetary items that are measured at historical cost are translated at the rate ruling at the date of the transaction. All differences are charged to profit or loss. Leased Assets A lease is classified as a finance lease if it transfers substantially all the risks and rewards incidental to ownership. All other leases are classified as operating leases. The rights of use and obligations under finance leases are initially recognised as assets and liabilities at amounts equal to the fair value of the leased assets or, if lower, the present value of the minimum lease payments. Minimum lease payments are apportioned between the finance charge and the reduction in the outstanding liability using the effective interest rate method. The finance charge is allocated to each period during the lease so as to produce a constant periodic rate of interest on the remaining balance of the liability. Leased assets are depreciated in accordance with the company's policy for tangible fixed assets. If there is no reasonable certainty that ownership will be obtained at the end of the lease term, the asset is depreciated over the lower of the lease term and its useful life. Operating lease payments are recognised as an expense on a straight line basis over the lease term. Pensions Contributions to defined contribution plans are expensed in the period to which they relate.

MINDFORWARD ALLIANCE C.I.C.

Notes to the Financial Statements

for the Period Ended 31 December 2023

  • 2. Employees

    2023 2022
    Average number of employees during the period 8 8

MINDFORWARD ALLIANCE C.I.C.

Notes to the Financial Statements

for the Period Ended 31 December 2023

3. Tangible assets

Land & buildings Plant & machinery Fixtures & fittings Office equipment Motor vehicles Total
Cost £ £ £ £ £ £
At 1 January 2023 1,612 1,612
Additions 2,295 2,295
Disposals
Revaluations
Transfers
At 31 December 2023 3,907 3,907
Depreciation
At 1 January 2023 670 670
Charge for year 1,305 1,305
On disposals
Other adjustments
At 31 December 2023 1,975 1,975
Net book value
At 31 December 2023 1,932 1,932
At 31 December 2022 942 942

MINDFORWARD ALLIANCE C.I.C.

Notes to the Financial Statements

for the Period Ended 31 December 2023

4. Debtors

2023 2022
£ £
Trade debtors 678,223 927,068
Total 678,223 927,068

MINDFORWARD ALLIANCE C.I.C.

Notes to the Financial Statements

for the Period Ended 31 December 2023

5. Creditors: amounts falling due within one year note

2023 2022
£ £
Trade creditors 83,612 53,719
Taxation and social security 115,166 75,199
Accruals and deferred income 1,029,570 1,086,647
Total 1,228,348 1,215,565

COMMUNITY INTEREST ANNUAL REPORT

MINDFORWARD ALLIANCE C.I.C.

Company Number: 12303584 (England and Wales)

Year Ending: 31 December 2023

Company activities and impact

MindForward Alliance is a global organization committed to transforming workplace mental health. Our vision is for every workplace to support mental health positively. We address the global mental health crisis, which impacts and is influenced by business. This requires action from global business leaders. Our work includes membership programs, strategic guidance, training, workplace assess-ments, sharing best practices, consultancy, research, and support for companies worldwide to create mentally healthy workplaces and ecosystems. We provide a significant number of free resources, events, and campaigns that relate to good practice in work-place mental health, to help inspire more businesses to take action. We have a growing international presence, with activity in the UK, US, India, Singapore and Portugal. We have established and still support Alliance operations in Hong Kong and Australia. Widely available events, campaigns and resources We launched research and pioneering guidance around how businesses can support the parents who are struggling because their own children have poor mental health. We created this with support from children’s charities including Place2B and YoungMinds. 511 people registered to watch the virtual launch event of the research and guide. 201 others watched the recording. The guide has been shared and downloaded hundreds of times. We hosted two free events for young professionals, via our Thriving From The Start Network – a mental health network for young professionals – with 294 registrations. The events covered setting work boundaries for well-being and the mental health impact of being queer early in a career. Recordings received an additional 100 views. We partnered with Tommy's charity to host an event that raised awareness about the impact of baby loss on em-ployees, and educated businesses about what action they could take. 79 HR and wellbeing professionals attended the virtual event. Following the event, we created a practical guide for employers, which was shared widely. We continued to signpost to free workplace mental health resources and guidance, including: Our evidence-based Thriving At Work Guide – which provides a framework and standards for how to build a comprehensive workplace mental health strategy – both at a UK level and globally. The framework also includes practical and easy to follow advice for how to achieve these standards. Research reports, including those into the mental health of people early in their careers. This research provides insights into young peoples’ mental health and provides recommendations for businesses looking to support the mental health of young people. A Race Equality in Mental Health Toolkit, to help workplaces ensure that they effectively protect, support, and create positive mental health for those colleagues who are Black or from a Minority Ethnic background. Legal Industry Roundtable – held a roundtable for partners, from 10 leading law firms, where they each shared good practice around how they are supporting people in early careers. Membership impact We have 38 members –at a UK and/or global level. The work that we do supports them to build mentally healthy workplaces, including: Events: In the UK, we hosted 2 events for business leaders, and 6 events for HR and wellbeing leads from large organisa-tions. The focus of the topics were guided by what businesses have told us are there priorities, and include: “How to make hybrid working work for your business and people?”, “Mentally healthy early careers recruitment and induction?” “Neurodiversity and workplace mental health?”, “How can we support the wellbeing of wellbeing pro-fessionals?”, “Importance of suicide policies in the workplace?” and “How to encourage employees to engage with wellbeing resources?” We held two drop-in events on the Middle East crisis, one for senior leaders and one for HR and wellbeing leads – which focused on sharing good practice / lessons learnt around how to support employees in the first few months of the Gaza / Israel conflict. We hosted two Continued Professional Development sessions on workplace mental health and intersections on the topic of menopause and, neurodivergence. Each session was attended by around 100 people, with recordings shared widely. The aim was to help Mental Health First Aiders and Wellbeing Champions better support affected colleagues. Workplace Assessment 20 businesses completed the UK Thriving At Work Assessment, and three more completed the Global Thriving at Work Assessment. These Assessments benchmark businesses against evidence-based standards and pinpoint areas for improvement. We provide follow-up advice and recommendations to help businesses improve their approach. Guidance for UK and Global members included: A three-page resource around how to use World Suicide Prevention Day as a platform for challenging stigma around suicide. A step-by-step guide for members seeking to set up and maintain global networks of mental health champions. Training and upskilling We delivered training to approx. 1101 people, from 21 different businesses across 17 different regions. Feedback from attendees was consistently positive and pointed to impact: When asked if the training increased the attendee’s confidence to support and protect their own mental health, 98% agreed it did. When asked if the training increased the attendee’s knowledge of the mental health support and resources available to them internally, 92% agreed it did. When asked if the training gave the attendee ideas to champion mental health and wellbeing in their own organisation, 99% agreed it did. Our average course rating was 9.2 out of 10. Verbal testimonials can be found in the Appendix. Global Business Collaboration for Better Workplace Mental Health Campaign and Pledge We entered into a collaboration agreement with the founding members of the Global Collaboration for Better Workplace Mental Health, a leadership pledge dedicated to advocacy for the improvement of workplace mental health globally in 2022. In 2023, we were responsible for delivering all the work. It is a campaign and programme of activity seeking to provide workplace leaders, from across the world, with the tools and information necessary to commit to tangible and evidence-based action on workplace mental health. By year end, we had 168 leaders who had committed to sign the Pledge by year end. Activity also included: In 2023, we hosted: 3 Leadership Roundtables in Singapore (April) - 20 executive leaders attended, India (June) - 90 executive leaders attended, Continental Europe (Paris) - 16 executive leaders attended. We produced 3 insight papers reflecting the roundtable discussions and insights of senior leaders who attended, which were shared publicly for any businesses to access. 2 ‘Pledge with Us’ webinars to support signatories deliver the Pledge commitments in their organisations. The first focused on “How organisations can empower their people to manage and prioritise their mental health”. And the second on “How to support employee wellbeing by signposting them to mental health tools”. Our work with Pledge signatories means that we were able to reach 3 million employees in Lower to Middle income countries with our workplace mental health message. Increased reach of monthly newsletter to 1,450 by year-end. Involvment in other campaigns We have continued as an active advisory member of the Change the Race Ratio Steering Group, advocating for increased racial and ethnic diversity in business leadership. Appendix Training testimonials ‘Wonderful session. The duration felt less. I am taking the learning of the tweaks that I can do to my already assigned role and take better care of myself and others.’ Attendee, Mental Health Champions course ‘This course made me want to be more involved within our organization and bring awareness as well towards mental health overall. Starting small get togethers or events is a great way to start talks on it. Attendee, Mental Health Champions course ‘Excellent course detailing strategies to better support myself and colleagues through mental health issues that may arise and identifying my professional boundaries.’ Attendee, People Manager course ‘Having a full day out of the business to focus on mental health conversations is really powerful. For me it’s made me think and reflect on my own mental health and how to deal with that in certain situations.’ Attendee, People Manager course ‘I feel empowered and confident with supporting others with their mental health and recognising stress in myself.’ Attendee, People Manager course

Consultation with stakeholders

MindForward Alliance has members made up of businesses in the financial, professional, legal and technology sectors. MindForward Alliance also has a Board made up of senior business leaders. In terms of the Board, it would be consulted formerly at face-to-face meetings on a quarterly basis and monthly at informal meetings. In terms of members, we will consult them on questions that relate to everything from what topics should be focused on in the membership programme. The entire of MindForward Alliance’s programme has been informed by giving every member at least 2 opportunities of the course of the year to speak to us face-to-face / virtual meeting about what are the workplace mental health challenges that they need to solve and what support they need. This information informs all our activity, including resources that we create to the regions that we operate in.

Directors' remuneration

Director’s remuneration is classified in the accounts as management fees and totalled £277,601 There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.

Transfer of assets

No transfer of assets other than for full consideration

This report was approved by the board of directors on
16 July 2024

And signed on behalf of the board by:
Name: Alison Unsted
Status: Director