for the Period Ended 31 December 2023
Directors report | |
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 December 2023
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 January 2023
to
31 December 2023
The director shown below has held office during the period of
1 January 2023
to
6 December 2023
The director shown below has held office during the period of
1 March 2023
to
31 December 2023
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
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
2023 | 2022 | |
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Turnover: |
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Cost of sales: |
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Gross profit(or loss): |
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Administrative expenses: |
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Operating profit(or loss): |
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Interest receivable and similar income: |
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Interest payable and similar charges: |
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Profit(or loss) before tax: |
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Tax: |
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Profit(or loss) for the financial year: |
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As at
Notes | 2023 | 2022 | |
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£ |
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Fixed assets | |||
Tangible assets: | 3 |
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Total fixed assets: |
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Current assets | |||
Debtors: | 4 |
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Cash at bank and in hand: |
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Total current assets: |
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Creditors: amounts falling due within one year: | 5 |
(
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(
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Net current assets (liabilities): |
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Total assets less current liabilities: |
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Total net assets (liabilities): |
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Members' funds | |||
Profit and loss account: |
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Total members' funds: |
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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 December 2023
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Intangible fixed assets amortisation policy
Other accounting policies
for the Period Ended 31 December 2023
2023 | 2022 | |
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Average number of employees during the period |
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for the Period Ended 31 December 2023
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 January 2023 |
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At 31 December 2023 |
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At 1 January 2023 |
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On disposals | ||||||
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At 31 December 2023 |
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At 31 December 2023 |
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At 31 December 2022 |
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for the Period Ended 31 December 2023
2023 | 2022 | |
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£ | £ | |
Trade debtors |
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Total |
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for the Period Ended 31 December 2023
2023 | 2022 | |
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£ | £ | |
Trade creditors |
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Taxation and social security |
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Accruals and deferred income |
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Total |
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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
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.
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.
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