for the Period Ended 31 October 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 October 2024
Directors
The directors shown below have held office during the whole of the period from
1 November 2023
to
31 October 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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| Administrative expenses: |
(
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(
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| Operating profit(or loss): |
( |
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| Profit(or loss) before tax: |
( |
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| Profit(or loss) for the financial year: |
( |
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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 | |||
| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 4 |
(
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(
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| Net current assets (liabilities): |
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( |
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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 October 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 31 October 2024
| 2024 | 2023 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 October 2024
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 November 2023 |
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| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 October 2024 |
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| Depreciation | ||||||
| At 1 November 2023 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 October 2024 |
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| Net book value | ||||||
| At 31 October 2024 |
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| At 31 October 2023 |
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for the Period Ended 31 October 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Other creditors |
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| Total |
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EPIC has provided a wide range of impactful activities to support and uplift the local community, particularly focusing on youth and families from low socio-economic backgrounds. One of our core initiatives was a fortnightly weekend youth club that delivered engaging, real-life inputs aimed at empowering young people, reducing crime, and tackling anti-social behaviour. In parallel, we ran a weekend women’s social club, offering a free and welcoming space with tea, coffee, and cake to help combat loneliness and social isolation. To ensure financial hardship was not a barrier to participation, EPIC organised a variety of subsidised trips for youth and families, including horse riding experiences, paintballing, and day trips to national heritage sites. These opportunities fostered social inclusion and strengthened family bonds. We also provided one-to-one mentoring for young people to help broaden their horizons, raise aspirations, and improve employability prospects. Additionally, EPIC successfully organised and delivered two residential events, filled with interactive workshops and learning opportunities, offered at an affordable cost to ensure accessibility for those from disadvantaged backgrounds.
EPIC’s stakeholders include local residents (youth, parents, and families), community leaders, schools (notably Green Academy School), faith institutions such as the Nottingham Council of Mosques, local councillors and elected officials who have supported and attended our workshops and events, and frontline practitioners such as local police and NHS services. Consultation with stakeholders has been central to shaping our programmes. We have engaged in regular dialogue through community forums, informal drop-ins, school meetings, and feedback surveys at events. Specific feedback from young people and parents highlighted a lack of safe, inclusive spaces for youth engagement and affordable family activities prompting us to launch our fortnightly youth club and subsidised trips. This feedback is both written (at the conclusion of events in-person and online via social media), verbal (video testimonials, open-door feedback policy during projects etc.) and modelled feedback via our service users – this is the behaviour and choices our service users make which encourages us to support them via our projects such as an increased interest in sports, life skills and vocational training. Local policing and council services, community leaders and local faith groups emphasised the need to address rising concerns around isolation and hate crime, which led to the development of women’s social spaces and inter-community events. We also responded to calls for more personalised youth support by introducing one-to-one mentoring. This ongoing consultation ensures our services remain responsive, inclusive, and impactful.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
23 July 2025
And signed on behalf of the board by:
Name: Mr Huzaifa Abhi
Status: Director