for the Period Ended 31 December 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 December 2024
Principal activities of the company
Directors
The director shown below has held office during the whole of the period from
1 January 2024
to
31 December 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): |
( |
( |
| 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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| 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: | 3 |
(
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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 December 2024
Basis of measurement and preparation
Turnover policy
for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Accruals and deferred income |
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| Other creditors |
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| Total |
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During the financial year, Traintogetherlondon CIC continued to deliver a range of community-focused wellness programmes designed to improve physical health, mental wellbeing, and social connection among underrepresented groups in London. We organised weekly football sessions in Streatham, providing affordable and accessible opportunity for people of all ages and backgrounds. Alongside this, we hosted monthly social events, such as sports screenings, bowling, and run-club challenges, which offered an inclusive space for members of the community to come together and build stronger social ties. The CIC also developed health resource packs and facilitated wellbeing discussions to raise awareness about mental health, encouraging participants to share experiences and access support. We partnered with a local London brand to deliver collaborative activities that promoted community pride, and we began building out our digital presence through a new website to increase reach and engagement. Overall, our activities this year helped reduce barriers to participation in sport and wellness, strengthened social cohesion, and supported individuals, particularly young people and Black men, in leading healthier, more connected lives.
The company recognises its key stakeholders: 1. Community members and participants in our football sessions, social events, and wellness activities. 2. Volunteers and directors who support delivery and planning. 3. Partner organisations, including local charities, community groups and funding bodies ( e.g. Streatham Action, Sport Foundation). 4. Families and the wider community members who benefit indirectly from our programmes. Consultation Methods used include: 1. Direct feedback at sessions and events, through conversations and informal check-ins. 2. WhatApp groups and online surveys to gather views from participants and volunteers. 3. Regular discussions with partner organisations to co-design activities nd ensure alignment with community needs. 4. Ongoing dialogue with funders to demonstrate the impact of our programmes and share learning. Actions taken in response to feedback: 1. Adjust football session timings to better suit participants' schedules. 2. Expanded social events ( e.g. Adding sports screenings and bowling) after requests for more family-friendly and varied activities. 3. Developed resource packs and increased focus on mental wellbeing discussions following members' feedback about stress and mental health challenges. Improve communication through telephone and WhatApp and social media.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
18 September 2025
And signed on behalf of the board by:
Name: Sean Hutchinson
Status: Director