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 directors shown below have 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 | |
|---|---|---|
|
|
£ |
£ |
| Turnover: |
|
|
| Cost of sales: |
(
|
(
|
| Gross profit(or loss): |
( |
|
| Distribution costs: |
(
|
(
|
| Administrative expenses: |
(
|
(
|
| Other operating income: |
|
|
| Operating profit(or loss): |
( |
|
| Interest receivable and similar income: |
|
|
| Profit(or loss) before tax: |
( |
|
| Tax: |
(
|
|
| Profit(or loss) for the financial year: |
( |
|
As at
| Notes | 2024 | 2023 | |
|---|---|---|---|
|
|
£ |
£ |
|
| 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: |
|
|
|
| Creditors: amounts falling due after more than one year: | 5 |
(
|
(
|
| 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 31 December 2024
Basis of measurement and preparation
Turnover policy
Other accounting policies
for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| Average number of employees during the period |
|
|
for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Prepayments and accrued income |
|
|
| Total |
|
|
for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Taxation and social security |
|
|
| Accruals and deferred income |
|
|
| Total |
|
|
for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Other creditors |
|
|
| Total |
|
|
1. Culmination of Rosa Rise Fund and Uplift for Cost-of-Living Crisis: This year marked the completion of our Rosa Rise Fund support, which was crucial in enabling us to deliver high-quality mentoring programmes for South Asian women and girls. We also successfully secured an uplift to address the cost-of-living crisis, ensuring that our community could continue accessing opportunities without barriers. This additional funding allowed us to extend the reach and sustainability of our activities during a challenging economic climate. 2. Mentoring Cohorts 3 and 4: We completed Cohorts 3 and 4 of our South Asian female mentoring programme, engaging over 44 women and girls in structured mentoring partnerships. These relationships offered personal and professional development opportunities, with many mentees reporting increased confidence, career progression, and stronger connections within their community. The programme continues to be a cornerstone of our impact, breaking cycles of inequality and fostering leadership. 3. Spring Celebration at Dishoom: On 24 May 2024, we hosted a Spring Celebration at Dishoom, Leicester. This gathering brought together mentors, mentees, and advisory board members in person, strengthening relationships and celebrating achievements. During this event, we also launched new marketing materials and community photography, which are now proudly displayed on our website and represent the diverse women we work with. 4. Team Development: The Mentoring Co-ordinator role was retained throughout the year, providing continuity and expertise in supporting mentee-mentor pairs. We also employed a Marketing Manager until June 2024, both of whom were South Asian women recruited through an open process. Their work not only strengthened our organisational capacity but also reflected our commitment to representation and equity in recruitment. 5. Panel Discussions and Public Engagement: In June 2024, we delivered an online panel discussion on South Asian Women in Creative Careers for South Asian Arts UK, attended by over 25 participants. This was followed in August 2024 by a panel event at Curve Theatre in partnership with An Indian Summer Festival (Inspirate), drawing an audience of over 30. Both events provided platforms for dialogue, visibility, and inspiration for South Asian women pursuing careers in the arts and creative industries. 6. Fundraising and Strategic Growth: We worked with external consultants and advisors to strengthen our fundraising approach, submitting a National Lottery Reaching Communities application. While this was unsuccessful, we are continuing our efforts with a forthcoming application to Awards for All. This learning process has helped us refine our strategic funding approach for long-term sustainability. 7. Research into Organisational Sustainability: We completed our WCMT funded research project into organisational sustainability for social impact organisations supporting South Asian women and girls. The final report provided valuable insights and recommendations for both our work and the wider sector, contributing to the knowledge base around how small organisations can thrive while addressing systemic inequalities.
Our key stakeholders include South Asian women and girls participating in our mentoring programmes, our mentors, community partners, and our advisory board. In Summer 2024, we formally established an advisory board of four members, bringing expertise from the arts, voluntary, and corporate sectors. The advisory board meets quarterly and provides constructive input to strengthen our governance and impact. Through these consultations, we have identified several key actions around marketing, fundraising, and partnerships. In response, we have begun implementing their recommendations, including refining our communications strategy, exploring new fundraising opportunities, and pursuing collaborations that align with our mission to support South Asian women and girls. Additionally, we gather regular feedback from mentors and mentees through surveys and reflection sessions. This feedback continues to shape the structure and delivery of our mentoring programme, ensuring that it remains responsive to the needs of our community.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
23 September 2025
And signed on behalf of the board by:
Name: S. Dhadyalla
Status: Director