The directors present their report and the financial statements for the year ended 31 July 2025.
Review of the Business
PLAY IT GREEN LTD
STRATEGIC REPORT AND DIRECTORS’ REPORT
FOR THE YEAR ENDED 31 JULY 2025
STRATEGIC REPORT
The Directors present their Strategic Report for the year ended 31 July 2025.
1. Business Model and Purpose
Play It Green provides sustainability solutions built around its Reduce–Repair–Regive model:
• Reduce environmental impact through weekly sustainability education and behaviour-change tools.
• Repair the planet through nature-based solutions, including trees, mangroves and sea kelp restoration.
• Regive, with 10 percent of all revenue donated each month to good causes chosen by members.
The company operates as accessible sustainability infrastructure for individuals, SMEs, corporates and membership organisations. Key revenue streams include:
• Climate Positive Workforce subscriptions
• Nature repair contributions (including Climate Positive Bookings)
• Carbon rebalancing linked to third-party carbon footprint assessments
• Forest Gardens and real-time impact dashboards
• Partner integrations that tie nature repair into transactions and sales
The business is designed to scale efficiently through digital journeys, automation and partner ecosystems.
2. Review of the Business
2.1 Financial Performance
• Turnover: £140,708
• Cost of sales: £65,111
• Gross profit: £75,597
• Gross margin: 53.73 percent
• Staff costs: £40,606
• Other charges: £13,183
• Net profit: £14,367 (2024: £2,439)
• Net assets: £43,637
Play It Green improved its margins, reduced operational overheads, rebuilt internal systems and delivered its strongest financial year to date.
2.2 Commercial and Operational Development
The year saw strong progress across multiple areas:
• A complete rebuild of the website and impact pages, dramatically improving user experience, transparency and conversion.
• Significant SEO gains, with the website now ranking in the top five on Google for numerous sustainability terms.
• Adoption of Climate Positive Bookings, with partners in the holiday park vertical achieving around 97 percent opt-in on £1.50 and £3.00 nature repair contributions.
• Entry into festivals and ticketing, with the first festival partnerships secured, enabling per-ticket nature repair models.
• Strategic positioning with a leading ePos company,the UK's biggest hospitality trade charity and our climate positive bookings technology partner, forming a strong pipeline for 2025–26 rollout.
• Stronger inbound lead generation from LinkedIn content, video storytelling and SEO performance.
• Continued uptake of Climate Positive Workforce subscriptions and expansion of recurring impact contributions.
2.3 Technology and Platform
The company took major steps to strengthen its technology foundation:
• A full rebuild of the impact pages and core website architecture.
• A new SLA with our platform technology partner, improving platform stability, speed of bug resolution and backlog management.
• Automation introduced across onboarding, reporting, communication and partner workflows.
• Early development of a fully connected future tech stack designed for large-scale growth without proportional cost increases.
3. Key Performance Indicators (KPIs)
...CONTINUED
Review of the Business - continued
The Directors monitor:
• Revenue growth
• Gross margin
• Net profit
• Cash position
• Total nature-repair contributions
• Total trees and restoration projects funded
• Regiving to good causes
• Website ranking and inbound organic traffic
• Number and scale of business partners and Forest Gardens
Performance across impact, profit and pipeline indicators improved throughout the year.
4. Principal Risks and Uncertainties
Key risks include:
• Technical dependency on booking, ticketing and payment systems
• Cash flow timing linked to Stripe and GoCardless cycles
• Compliance risk, particularly around VAT treatment and reporting
• Economic volatility in hospitality and events sectors
Mitigation strategies include improved forecasting, professional advisory support, the new SLA, and diversification of revenue streams.
5. Future Developments
The Directors anticipate meaningful progress in 2025–26:
• Enhanced use of the new website as a primary sales engine
• Further development of the members’ platform, adding new sustainability tools and reporting features
• Expansion of festival and ticketing partnerships
• Activation of strategic partnerships with a leading ePos company,the UK's biggest hospitality trade charity and our climate positive bookings technology partner
• Introduction of a 1-percent-style nature repair contribution option
• New mechanisms to embed nature repair into sales across hospitality, retail, events and digital platforms
• A fully integrated tech stack and increased automation, positioning the business for scalable growth
The Board remains confident in the company’s trajectory.
DIRECTORS REPORT
The Directors present their report for the year ended 31 July 2025.
1. Principal Activity
The principal activity of the company is delivering sustainability services through free education and signposting, nature repair and monthly regiving to good causes.
2. Business Review
The full business review is included within the Strategic Report.
3. Results and Dividends
The company generated a profit of £14,367 for the year.
No dividends were declared or paid.
Profits were retained to support platform development, commercial growth and future investment readiness.
4. Regiving and Nature Repair Contributions
As part of the company’s model:
• 10 percent of all revenue was donated monthly to good causes.
• Total charitable contributions to end July 2025 were £40,731.
• Total nature repair contributions to end July 2025 were £128,859.
Good causes include registered charities, sports organisations and educational establishments.
Members selected only registered charities in the year.
5. Going Concern
...CONTINUED
Review of the Business - continued
The Directors have assessed current cash reserves, forecasts, risks and partner pipeline and consider it appropriate to prepare the accounts on a going-concern basis.
6. Directors’ Responsibilities
The Directors are responsible for preparing financial statements, maintaining adequate accounting records and safeguarding the company’s assets in accordance with the Companies Act 2006.
7. Small Companies Exemption
The company is entitled to the exemption under section 477 of the Companies Act 2006.
No audit was required.
8. IMPACT REPORT
Impact remains central to Play It Green’s purpose, offering transparent, measurable and wide-ranging environmental and social benefit through the Reduce–Repair–Regive framework.
Charity and Social Impact
During the financial year:
• A total of £63,048 was distributed to charitable and environmental projects.
• Contributions supported mental health services, homelessness prevention, bereavement care, children’s support charities, education initiatives and environmental organisations.
• Regiving is conducted monthly, transparently and in real time, with members selecting causes meaningful to them.
• The company continued to support UK organisations delivering direct community value, reinforcing the “Regive” element of the model.
Nature Repair and Environmental Restoration
Nature repair continued across three main project types:
trees, mangroves, and sea kelp.
Across the year:
• Total nature-based solutions planted exceeded 300,000.
• Restoration projects contributed to biodiversity protection, climate resilience, coastal defence and carbon sequestration.
• International planting partners provided verified impact data and progress reports.
• Activity supported meaningful employment in nursery management, planting teams and community restoration roles.
The introduction of more marine restoration through kelp reflects Play It Green’s commitment to diversifying ecological impact in line with climate science.
Transparency and Member Impact
A priority this year was strengthening transparency through the rebuilt website and impact pages, which now provide:
• Real-time impact visualisation
• Clear explanations of nature repair projects
• Automated reporting for businesses and employees
• Public-facing Forest Gardens showcasing member impact
These updates have significantly strengthened Play It Green’s value proposition and improved partner engagement.
Operational Sustainability
The organisation operates with an extremely low carbon footprint:
• Play It Green owns no vehicles.
• The entire team works fully remotely, removing the environmental impact of commuting and office space.
• Any essential travel is undertaken by public transport.
• All processes, reporting and customer communications are entirely digital and paperless.
This ensures operational activity aligns with environmental principles and maximises the proportion of revenue directed towards impact.
Business and Community Integration
More organisations than ever embedded nature repair into their operations during the year through:
• Climate Positive Workforce
• Per-sale nature repair contributions
• Climate Positive Bookings
...CONTINUED
Review of the Business - continued
• Festival and ticketing partnerships
• Customer-facing sustainability commitments
• Forest Garden adoption
• Social value and ESG-linked programmes
This broader ecosystem effect continues to amplify Play It Green’s environmental and social reach.