for the Period Ended 31 March 2024
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 March 2024
Principal activities of the company
Directors
The director shown below has held office during the whole of the period from
1 April 2023
to
31 March 2024
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
2024 | 2023 | |
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£ |
£ |
Turnover: |
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Cost of sales: |
(
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(
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Gross profit(or loss): |
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( |
Distribution costs: |
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Administrative expenses: |
(
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(
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Operating profit(or loss): |
( |
( |
Interest receivable and similar income: |
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Interest payable and similar charges: |
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Profit(or loss) before tax: |
( |
( |
Profit(or loss) for the financial year: |
( |
( |
As at
Notes | 2024 | 2023 | |
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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: |
( |
( |
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 March 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 March 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 31 March 2024
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 April 2023 |
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Additions | ||||||
Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 31 March 2024 |
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Depreciation | ||||||
At 1 April 2023 |
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Charge for year |
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On disposals | ||||||
Other adjustments | ||||||
At 31 March 2024 |
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Net book value | ||||||
At 31 March 2024 |
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At 31 March 2023 |
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for the Period Ended 31 March 2024
2024 | 2023 | |
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£ | £ | |
Trade debtors |
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Total |
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for the Period Ended 31 March 2024
2024 | 2023 | |
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£ | £ | |
Other creditors |
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Total |
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for the Period Ended 31 March 2024
Name of director receiving advance or credit: |
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Description of the transaction: | |
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£ | |
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Balance at 31 March 2023 |
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Advances or credits made: |
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Advances or credits repaid: | |
Balance at 31 March 2024 |
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The Company’s principal activity is to provide benefit to young people (aged 12 – 24) in particular those that are targeted vulnerable or of disadvantaged backgrounds. The company also aims to provide workshops for secondary schools PRU’s and alternative provisions. Using digital media as vehicle, MVP aims to progress young people through education into meaningful careers of the 21st century. Due to a tough financial year through a high demand of charities and CICs applying for limited funds, MVP’s directors had to invest their own money to survive this year. This also meant a reduction in projects and beneficiaries. In this financial year, MVP Media ran workshops for Waltham Forest and Enfield councils for disadvantaged young people. MVP ran an employability course for adult learning and produced digital media. MVP supported 40 young people through workshops and around 100 disadvantaged people through the employability course. MVP also gave young people the opportunity to work alongside the content production team as volunteers to support professional and vocational development.
In consultation with its stakeholders, MVP has shifted its focus to an economic approach as support mechanism for young people. Focusing on the holistic skillsets that are relevant for the jobs of the future, MVP additionally now holds workshops on the 4th Industrial Revolution, artificial intelligence, upcoming and depleting sectors in the future and vocational and holistic skillsets required to survive the global shift into a tech-based society. MVP’s Senior Management Team holds ongoing consultation sessions that focus on economics, foresight, pattern/ trends and corporate navigation. These include influential industry heavyweights from NPA Management, RElab.tech, ABRSM, House of Lords, film and music sector, Greater London Authority, local authorities and the education sector. Areas, such as recession, unemployment, creative industry diversity and inclusion issues, digital evolution of businesses, jobs of the future, Artificial Intelligence and Virtual Reality developments, where investigated to influence vocational subjects, growth sectors and the digital inclusion strategy. MVP's Youth Steering Committee submits intel on youth culture, current youth issues and trends. This ensures relevancy, impact, attendance, retention and progression, furthermore exposing issues in real-time. This committee provided intel on needs and demands of marginalised young people, post pandemic effects digital content themes, new media, type of shows and social media platforms
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
14 February 2025
And signed on behalf of the board by:
Name: Samuel Vasanth
Status: Director