for the Period Ended 31 October 2024
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
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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| Interest payable and similar charges: |
(
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| Profit(or loss) before tax: |
( |
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| Tax: |
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(
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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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| Called up share capital not paid: |
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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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| Accruals and deferred income: |
(
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(
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| Total net assets (liabilities): |
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| Capital and reserves | |||
| Called up share capital: |
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| Profit and loss account: |
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| Total Shareholders' 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
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 |
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| 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 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Total |
|
for the Period Ended 31 October 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Trade creditors |
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| Taxation and social security |
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| Other creditors |
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| Total |
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Udamon is a learning design company focused on transforming early careers and leadership development by replacing traditional, top-down training with interactive, human-centred learning experiences. Over the financial year, Udamon has delivered high-impact programmes that equip young and emerging talent,particularly from underrepresented backgrounds, with the soft and meta skills needed to thrive in the modern workforce. Key projects included: - A hybrid development programme for interns at Ares Management, improving self-awareness, adaptability, and motivation among diverse early finance talent. - A curriculum-integrated professional development programme at the University of East London (UEL), connecting students with real employer insight from NHS, Siemens, and others. - A series of immersive job simulations (‘GradSims’) created for organisations including PwC and Lidl, helping graduates build job-relevant skills and realistic career expectations. Udamon’s work contributes to a more equitable and accessible future of work by strengthening readiness, confidence, and belonging among early-career individuals, while also supporting employers to nurture more inclusive, high-performing teams.
Udamon’s stakeholders include: - Early career learners and graduates - University partners and educators - Employers and industry professionals - Learning & development and HR teams Stakeholder consultation is embedded into Udamon’s approach through structured feedback loops. After every programme or simulation, learners complete reflective feedback surveys. These responses inform ongoing improvements in content and delivery. For instance, following feedback from Ares interns, modules were further tailored to include more practical application of leadership and communication skills. Similarly, university and employer stakeholders (e.g. UEL, GTI, NHS) are consulted during co-design phases through workshops and review sessions to ensure the learning tools align with both educational and workforce needs. Feedback is used to refine programme scope, structure, and learner outcomes.
The appointed director received a salary during the year in reflection of his contribution to the company. The total received was £47,101.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
28 July 2025
And signed on behalf of the board by:
Name: Henry Langdon
Status: Director