for the Period Ended 31 December 2024
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 2024 | 2023 | |
|---|---|---|
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£ |
£ |
| Turnover: |
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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 receivable and similar income: |
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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 | 2024 | 2023 | |
|---|---|---|---|
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£ |
£ |
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| Current assets | |||
| Debtors: | 3 |
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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: | 4 |
(
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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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| Capital and reserves | |||
| Called up share capital: |
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| Profit and loss account: |
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| Total Shareholders' 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 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 |
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for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Prepayments and accrued income |
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| Other debtors |
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| Total |
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for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Taxation and social security |
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| Accruals and deferred income |
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| Other creditors |
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| Total |
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2024 was a landmark year for RIFT Social Enterprise in terms of impact, innovation, and visibility. Through our ongoing commitment to supporting people with convictions and those on Restart and CFO contracts, we continued to deliver tailored self-employment support across multiple regions. Key activities included: - Delivery Expansion: We expanded into new prisons, including a new DPS contract at HMP Isis, where our award-winning training and through-the-gate support reached dozens of men preparing for self-employment on release. - WISE Project Progress: The WISE (Women into Self-Employment) project continued to grow, with direct delivery in women’s prisons and the launch of a high-impact short film aimed at reshaping perceptions and advocating for systemic change within the criminal justice system. - Sector Engagement: RIFT participated in key national events such as the ERSA Conference, Clinks Conference, Catch22 Criminal Justice Summit, and the Institute of Employability Professionals AGM and Fellows Lecture, where our Patron Levi Roots spoke. - Partnership Development: We built new relationships with organisations across the DWP Restart landscape (e.g. Workpays, Ingeus), as well as closer collaboration with employment advisory boards (e.g. HMP Belmarsh). - Thought Leadership: Andy Gullick, CEO, authored and shared reflections on success metrics in employment support, questioning conventional outcomes and advocating for person-centred impact measures.
Stakeholder engagement remained at the heart of our activity: - Social Media Reach & Engagement: Our LinkedIn presence expanded significantly with over 30 strategic posts showcasing our work, partnerships, events, and participant impact. Posts regularly achieved high engagement, with several receiving 100+ likes and widespread sharing. This channel continues to serve as a key platform for dialogue, awareness, and transparency. - Webinars: We launched monthly online webinars for aspiring entrepreneurs: low-cost, accessible sessions with expert guidance. These also offered feedback loops through participant interaction and follow-ups. - Focus Groups & Feedback: Our engagement with participants and partners included structured feedback loops, particularly within the WISE project. Insights from women in custody informed the evolution of our programme delivery. Similarly, direct engagement with Restart and CFO3 delivery teams helped shape localised support models. - Cross-sector Collaboration: We leveraged in-person meetings, open days (e.g. at Ingeus Activity Hubs), and thought leadership content to stay closely connected with both commissioning partners and fellow service providers. - Recognition & Awards: Our work was acknowledged through prestigious sector awards and media features, further validating our model and enhancing visibility among stakeholders. We were named as a Top 100 Social Enterprises in their national recognition scheme.
Aggregate Director's remuneration for the period amounted to £112,788 (2023: £111,119)
No transfer of assets other than for full consideration
This report was approved by the board of directors on
29 September 2025
And signed on behalf of the board by:
Name: Andrew Gullick
Status: Director