for the Period Ended 28 February 2025
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 2025 | 2024 | |
|---|---|---|
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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 | 2025 | 2024 | |
|---|---|---|---|
|
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£ |
£ |
|
| Fixed assets | |||
| Tangible assets: | 3 |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: | 4 |
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| Debtors: | 5 |
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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: | 6 |
(
|
(
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Creditors: amounts falling due after more than one year: | 7 |
(
|
(
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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 28 February 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 28 February 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 28 February 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 29 February 2024 |
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| Additions |
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| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 28 February 2025 |
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| Depreciation | ||||||
| At 29 February 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 28 February 2025 |
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| Net book value | ||||||
| At 28 February 2025 |
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| At 28 February 2024 |
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for the Period Ended 28 February 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Stocks |
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| Total |
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for the Period Ended 28 February 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Other debtors |
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| Total |
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for the Period Ended 28 February 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
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| 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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for the Period Ended 28 February 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
|
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| Other creditors |
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| Total |
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Lilys continues to support its local communities using food. Mainly using our cafes, coffee shops and catering business to help people who are neurodivergent or have additional needs learn vital employment skills. Building confidence and skills. In this year we have continued with our employment programmes with 38 people being trained in different programmes. Some of these are very structured training programmes and some are working in collaboration with SEN schools in delivering training programmes. We have continued our relationship with Fairshare getting food out of bins and into bellies. With some corporate sponsorship we undertook a series of cookery sessions supporting 30 young people through these. We delivered ‘neurodiversity in the workplace’ training to 42 people from 11 organisations supporting local businesses to be more neuroinclusive. One cafe continues as a ‘donation’ model and was registered as a warm space over the winter. The amount of community groups using this space has increased. We moved into larger premises in Canterbury to a more central location in the hopes this would increase footfall, increase opportunities and advertise our social mission more.
Stakeholders are people who use our services, our directors who sit in a trustee role, people we collaborate with and our local community. We have regular meetings and feedback sessions with our stakeholders and collaborate with people we know can communicate well and have open and honest conversations to ensure we are meeting the needs of our beneficiaries and our community. Regular feedback sessions with our beneficiaries so we can ensure they direct the way the programme develops. The employment/deployment of two people who have been through our programmes into peer mentoring roles ensuring people with lived experience are providing the support.
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
18 July 2025
And signed on behalf of the board by:
Name: Zoe Rodda
Status: Director