for the Period Ended 31 December 2024
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
As at
| Notes | 2024 | 2023 | |
|---|---|---|---|
|
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£ |
£ |
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| Fixed assets | |||
| Intangible assets: |
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| Tangible assets: | 3 |
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| Investments: |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: |
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| Debtors: | 4 |
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| Cash at bank and in hand: |
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| Investments: |
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| Total current assets: |
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| Prepayments and accrued income: |
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| Creditors: amounts falling due within one year: |
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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: |
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| Provision for 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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| 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
The directors have chosen not to file a copy of the company's profit and loss account.
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
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
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 January 2024 |
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| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 December 2024 |
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| Depreciation | ||||||
| At 1 January 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 December 2024 |
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| Net book value | ||||||
| At 31 December 2024 |
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| At 31 December 2023 |
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for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Total |
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The core purpose of the Scottish League of Credit Unions CIC is to help our member Credit Unions become and remain Compliant, Sustainable and Cooperative. Our strength is in supporting Credit Unions at whatever stage of development is deemed appropriate by the members of each Credit Union. We recognise and respect the different needs and aspirations of individual Credit Unions and we do not seek to impose any particular model or developmental path. We do this by focussing on our six “key pillars” – Guidance, Education, Networking, Representation, Facilitation and Promotion. Our ongoing objectives for the year were to improve internal governance for SLCU, improve governance standards in our member Credit Unions, improve our engagement with those Credit Unions, increase the service delivery capacity of the SLCU and improve our own treasury management. With the assistance of donations from our member Credit Unions and legacies from former members, we developed collaboration strands including “The Portal”, “The SLCU APP”, a Payroll Relations Toolkit and marketing and promotions activities. We have delivered a number of training and developments sessions for our members including on the use of AI, on anti-money laundering, on Office 365 and we run a forum for Credit Union managers
Our principal stakeholders are our member credit unions We consult with our stakeholders principally through our AGM which was held on 28th April 2024. We also work with our stakeholders through the various forums we hold, for Credit Union Managers, Credit Union Key Workers, Credit Union Key Officers and the Next Generation Forum
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
28 September 2025
And signed on behalf of the board by:
Name: Stephen Sweeney
Status: Director