for the Period Ended 28 February 2025
| 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 28 February 2025
Directors
The director shown below has held office during the period of
24 February 2025
to
29 August 2024
The director shown below has held office during the period of
29 January 2025
to
28 February 2025
The director shown below has held office during the period of
1 September 2024
to
28 February 2025
The director shown below has held office during the period of
22 April 2024
to
28 February 2025
The directors shown below have held office during the whole of the period from
24 February 2024
to
28 February 2025
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
| 2025 | ||
|---|---|---|
|
|
£ |
|
| Turnover: |
|
|
| Gross profit(or loss): |
|
|
| Administrative expenses: |
(
|
|
| Operating profit(or loss): |
|
|
| Profit(or loss) before tax: |
|
|
| Profit(or loss) for the financial year: |
|
As at
| Notes | 2025 | ||
|---|---|---|---|
|
|
£ |
||
| Current assets | |||
| Debtors: | 3 |
|
|
| Cash at bank and in hand: |
|
||
| Total current assets: |
|
||
| Creditors: amounts falling due within one year: | 4 |
(
|
|
| Net current assets (liabilities): |
|
||
| Total assets less current liabilities: |
|
||
| Total net assets (liabilities): |
|
||
| Members' funds | |||
| Profit and loss account: |
|
||
| 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 28 February 2025
Basis of measurement and preparation
Turnover policy
for the Period Ended 28 February 2025
| 2025 | ||
|---|---|---|
| Average number of employees during the period |
|
for the Period Ended 28 February 2025
| 2025 | ||
|---|---|---|
| £ | ||
| Trade debtors |
|
|
| Total |
|
for the Period Ended 28 February 2025
| 2025 | ||
|---|---|---|
| £ | ||
| Trade creditors |
|
|
| Taxation and social security |
|
|
| Other creditors |
|
|
| Total |
|
April 2024 - March 2025 marked a pivotal transition for Catalyst. We: -became an independent Community Interest Company -deepened old and new partnerships -sought to walk the talk on our commitment to tech justice and collective power-building. Having evolved into a network focused explicitly on tech for social justice, Catalyst now sits at the intersection of community centred digital design, systems change, and a growing movement for equity and collective power. Our journey this year has been about more than organisational change - it’s about shifting the very foundations of how technology reflects, respects and serves communities. As we navigated this transition, we prioritised building relationships, refining our purpose, and embedding equity and care at every level. As one network member put it, Quote - We’re not just fixing unjust systems, we’re reimagining what’s possible. 90 Catalyst network partners collaborated together to advance tech justice in 2025. Quote - It’s been a massive transition and what Catalyst has accomplished in a year has been amazing - becoming a new CIC while still maintaining activity and creating new activities. This is a testament to the team and the way they’ve been working, particularly their self-awareness and willingness to have difficult conversations. - Angela Schlenkhoff-Hus, inFocus evaluator Quote - Catalyst stands out by putting social justice front and centre - there’s a real sense of principle and integrity. - Andy Curtis, Paul Hamlyn Foundation – network member Highlights Weaving communities: -Integrated sociocracy into our structure, making decision-making more collaborative and transparent. -Designed and held spaces that welcomed honest and vulnerable communication, reflection and repair. -Piloted decolonial evaluation, making community knowledge central to understanding impact. -Set up a tech justice circle and hosted DEI Action Learning Sets, supporting practical learning and reflection. -Launched a wellbeing fund, distributing nearly 2,000 pounds to seven network members for mental health support – a practical example of care as collective practice. Reimagining tech: -Republished the Tech Justice Manifesto and funded projects like Survivor AI , Elevate, and Multitudes infrastructure for community tech -Published 36 articles on liberatory tech and 5 new Shared Digital Guides, highlighting radical, community-led approaches to digital inclusion and power-sharing. -Developed open intellectual property models with CAST, supporting youth-led innovation and collective ownership. Just futures: -Ran the Funders Forum, which funders rated 4 out of 5 for usefulness in understanding tech justice. -Supported eight activities, including the Charity Digital Skills Report (a record 635 responses) and the Next Steps Fund, which enabled 11 legacy initiatives to pivot or sustain their work. -Just futures are taking shape not only through new tools and outcomes, but in how relationships, narratives, and ways of working have shifted - centred on distributed leadership, lived experience, collective care, and open knowledge. Key stats -Co-created new models for liberatory technology with 3 justice-led network members. -3 new sparks projects funded through co-budgeting in the Tech Justice Circle. -6 existing Catalyst partners strengthened the DEIJ focus and impact of their activities. -11 former initiatives received 6 months off-ramp funding to allow continued service delivery during transition. -Funders rated our Funders Forum 4 out of 5 stars for usefulness and network-building. -310 questions submitted to Digital Candle, 252 expert matches made. -Over 40,000 website visitors and 1,500 newsletter subscribers, with a 60 percent open rate. -236 LinkedIn posts reached 36,000 people, with 855 reactions and 1,800 link clicks. -Published 36 new tech justice resources. -Published 32 new partner-authored blogs via Catalyst’s Medium. -Published 5 Shared Digital Guides, averaging 203 unique visitors and 269 views per guide. -Made over 30,000 pounds in reciprocity payments, honouring contributions across our network.
Catalyst is a collaborative network and everything we do is in partnership with and ensuring the equitable participation of our stakeholders.
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
11 September 2025
And signed on behalf of the board by:
Name: Eleanor Hale
Status: Director