for the Period Ended 31 March 2025
| 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 March 2025
Directors
The director shown below has held office during the whole of the period from
1 April 2024
to
31 March 2025
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
| 2025 | 2024 | |
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£ |
£ |
| Turnover: |
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| Cost of sales: |
(
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| Gross profit(or loss): |
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| Administrative expenses: |
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| Operating profit(or loss): |
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| Profit(or loss) before tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 2025 | 2024 | |
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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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| Creditors: amounts falling due within one year: | 5 |
(
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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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| 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
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 March 2025
Basis of measurement and preparation
for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 March 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 April 2024 |
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| Additions |
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| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 March 2025 |
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| Depreciation | ||||||
| At 1 April 2024 |
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| Charge for year | ||||||
| On disposals | ||||||
| Other adjustments | ||||||
| At 31 March 2025 |
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| Net book value | ||||||
| At 31 March 2025 |
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| At 31 March 2024 |
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for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| 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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| Debtors due after more than one year: |
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for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade creditors |
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| Total |
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The company operates health awareness campaigns for the Caribean and African communities CAHN continues to develop proactive initiatives informed by those early conversations, working alongside the Black community and cross-sector organisations to build community resilience, relationships, and a social movement whereby equity is achieved for all. CAHN’s vision is to end health inequalities and wider disparities for Caribbean and African people in a generation. Our mission is to ensure that the strategic and operational actions of service providers across health and cross-sector agencies and commissioners, lead to racial and social justice for Black people. Our core values guide us to act with integrity, respect, openness, and transparency, all within a framework of good governance. As an organisation, we adopt an intersectional approach to engagement and are committed to working in an inclusive, creative, and responsive manner with communities and organisations irrespective of socio-economic status, ethnicity, religion, sexual orientation, gender, age, and physical or mental ability. We work in a collaborative way to coproduce and codesign meaningful actions that bring about equity, justice and fairness to those that are underserved and marginalised in the community. Our engagement across stakeholders is purposeful and shared in a way that enables learning and best practices to make our society a better place to live for everyone.
CAHN goes beyond community education. We invest in both community members and healthcare professionals to bridge the gap and achieve health equity. Our Learning and Development Academy offers targeted training and workshops. These programmes: Raise awareness of health conditions that disproportionately affect the Black community. Equip healthcare professionals with the knowledge, cultural competency and understanding needed to deliver culturally sensitive care and address the specific concerns of their Black patients. Promote cultural and racial awareness within the workplace, fostering a more inclusive environment for Black Caribbean and African people.
The total amount paid or receivable by directors in respect of qualifying services was £12500. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed
No transfer of assets other than for full consideration
This report was approved by the board of directors on
28 December 2025
And signed on behalf of the board by:
Name: Charles Kwaku-Odoi
Status: Director