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# EMPOWR CIC

## Company limited by guarantee

## Company Registration Number:
13660924 (England and Wales)

## Unaudited statutory accounts for the year ended 31 October 2025

## Period of accounts

## Start date: 1 November 2024

## End date: 31 October 2025

# EMPOWR CIC

## Contents of the Financial Statements

for the Period Ended 31 October 2025

Balance sheet |
Additional notes |
Balance sheet notes |
Community Interest Report |

# EMPOWR CIC

## Balance sheet

As at 31 October 2025

| Notes | 2025 | 2024
--- | --- | --- | ---
|  | £ | £
Fixed assets
Tangible assets: | 3 | 6,911 | 8,639
Total fixed assets: |  | 6,911 | 8,639
Current assets
Cash at bank and in hand: |  | 3,272 | 6,168
Total current assets: |  | 3,272 | 6,168
Prepayments and accrued income: |  | 0 | 720
Creditors: amounts falling due within one year: | 4 | ( 15,117 ) | ( 11,083 )
Net current assets (liabilities): |  | (11,845) | (4,195)
Total assets less current liabilities: |  | (4,934) | 4,444
Creditors: amounts falling due after more than one year: | 5 | ( 6,075 ) | ( 8,774 )
Accruals and deferred income: |  | ( 599 ) |
Total net assets (liabilities): |  | (11,608) | (4,330)
Members' funds
Profit and loss account: |  | (11,608) | ( 4,330)
Total members' funds: |  | ( 11,608) | (4,330)

The notes form part of these financial statements

# EMPOWR CIC

## Balance sheet statements

For the year ending 31 October 2025 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared and delivered in accordance with the provisions applicable to companies subject to the small companies regime.

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 4 February 2026
and signed on behalf of the board by:

Name: Jasmine Nicola Barnett
Status: Director

The notes form part of these financial statements

# EMPOWR CIC

## Notes to the Financial Statements

for the Period Ended 31 October 2025

- ## 1. Accounting policies

  Basis of measurement and preparation

  These financial statements have been prepared in accordance with the provisions of Section 1A (Small Entities) of Financial Reporting Standard 102

  Tangible fixed assets depreciation policy

  Tangible fixed assets, other than freehold land, are stated at cost or valuation less depreciation and any provision for impairment. Depreciation is provided at rates calculated to write off the cost or valuation of fixed assets, less their estimated residual value, over their expected useful lives on the following basis: Motor Vehicles - 20%

# EMPOWR CIC

## Notes to the Financial Statements

for the Period Ended 31 October 2025

- ## 2. Employees

  | 2025 | 2024
  --- | --- | ---
  Average number of employees during the period | 3 | 2

# EMPOWR CIC

## Notes to the Financial Statements

for the Period Ended 31 October 2025

## 3. Tangible assets

| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total
--- | --- | --- | --- | --- | --- | ---
Cost | £ | £ | £ | £ | £ | £
At 1 November 2024 |  |  |  |  | 13,499 | 13,499
Additions |  |  |  |  |  |
Disposals |  |  |  |  |  |
Revaluations |  |  |  |  |  |
Transfers |  |  |  |  |  |
At 31 October 2025 |  |  |  |  | 13,499 | 13,499
Depreciation |  |  |  |  |  |
At 1 November 2024 |  |  |  |  | 4,860 | 4,860
Charge for year |  |  |  |  | 1,728 | 1,728
On disposals |  |  |  |  |  |
Other adjustments |  |  |  |  |  |
At 31 October 2025 |  |  |  |  | 6,588 | 6,588
Net book value |  |  |  |  |  |
At 31 October 2025 |  |  |  |  | 6,911 | 6,911
At 31 October 2024 |  |  |  |  | 8,639 | 8,639

# EMPOWR CIC

## Notes to the Financial Statements

for the Period Ended 31 October 2025

## 4. Creditors: amounts falling due within one year note

| 2025 | 2024
--- | --- | ---
| £ | £
Taxation and social security | 1,777 | 958
Other creditors | 13,340 | 10,125
Total | 15,117 | 11,083

# EMPOWR CIC

## Notes to the Financial Statements

for the Period Ended 31 October 2025

## 5. Creditors: amounts falling due after more than one year note

| 2025 | 2024
--- | --- | ---
| £ | £
Other creditors | 6,075 | 8,774
Total | 6,075 | 8,774

# COMMUNITY INTEREST ANNUAL REPORT

### EMPOWR CIC

### Company Number: 13660924 (England and Wales)

### Year Ending: 31 October 2025

Company activities and impact

Our Core Purpose & Philosophy From its inception, Empower has been driven by a singular mission: to promote lifelong well-being through the transformative power of experiential learning otherwise known as learning by doing. We believe that people live longer, healthier, and more fulfilling lives when they are constantly stimulated by activities that challenge the brain, encourage movement, and keep them engaged in meaningful action. This reporting period November 2024 to October 2025 reflects this philosophy across all our delivery. Scale and Reach of Delivery Empower CIC remains committed to the continued development of Empower Experiential Learning Activities (EELA), our core programme framework, which translates our experiential learning philosophy into practical, movement-based activity and provides a consistent foundation for all delivery. During the reporting period November 2024 to October 2025 Empower delivered a comprehensive programme of roller skating based experiential learning across community, school, and public settings. Based on programme capacities, attendance averages, and frequency of delivery, approximately 10,000 participant attendances were achieved over the year.a significant 100% increase from the approximately 5,000 attendances recorded in the previous year. In addition to participant reach, Empower delivered a total of 428 sessions during the reporting period, equating to 700+ hours of activity delivery. Of these hours, approximately 500 hours were delivered as paid and volunteer opportunities, supporting workforce development, community leadership, and practical skill-building alongside programme delivery. This figure reflects repeated engagement across weekly sessions, school based delivery, holiday camps, structured courses, public skating events, street skate programmes, and private bookings. While many individuals engaged with Empower on multiple occasions, this level of sustained participation demonstrates both reach and continuity of impact within the communities we serve. Summary of Delivery and Community Impact - Throughout this reporting period, Empower delivered consistent, accessible opportunities for physical activity, cognitive stimulation, and social connection through experiential learning. Holiday Programmes & Camps (1,185 participant attendances) Holiday provision formed a significant part of our delivery, with multiple HAF camps and an in-house Empower Roller Camp. Delivered during key holiday periods, these programmes supported physical movement, confidence, and routine while addressing holiday hunger through structured activity and food provision. This marks the second year in which Empower was commissioned as a provider under the Holiday Activities and Food (HAF) programme, reflecting continued trust from HAF programme partners. School-Based Delivery (3,540 participant attendances) Weekly term-time delivery at Ivydale School, St Winifred’s School, and through the BOST programme embedded experiential learning within the school week, supporting physical literacy, confidence, focus, and routine for pupils through consistent skating-based activity. Weekly Community Sessions (3,815 participant attendances) Ongoing weekly sessions at Decathlon, Goldsmiths Community Centre, and Honor Oak Community Centre provided regular access to movement-based learning for children and adults. These sessions formed a core pillar of sustained engagement, encouraging habitual movement and social connection within local communities. Street Skate Programmes (460 participant attendances) Programmes including Prep to Street Skate and Beginner Street Skate extended delivery into public spaces and were designed to promote skating etiquette, personal responsibility, and safeguarding awareness when skating in shared environments. This also included the Christmas Lights Street Skate, which was planned, coordinated, and facilitated by Empower’s Junior Champions, providing them with a supported opportunity to lead delivery, develop responsibility, and apply their skills in a real-world community setting. Roller Skating Events (770 participant attendances) A programme of adult, family, and community roller skating events created accessible, inclusive opportunities for large-scale participation, reinforcing skating as a shared social activity that supports wellbeing across age groups. Birthday Parties (80 participant attendances) Private roller skating birthday bookings provided active, celebratory experiences for children, offering an alternative to sedentary social activities while maintaining safe and structured delivery. Structured Courses (160 participant attendances) We introduced our Sk8 Skool programme, which served as our primary hub for technical development. These sessions delivered structured progression for participants seeking to develop skills over time, reinforcing learning through repetition, confidence-building, and guided practice. By requiring high levels of coordination and focus, this structured pathway enabled participants to move beyond basic movement to become better, safer, and more confident skaters, while providing the vital mental and physical stimulation essential for long-term brain health and motor skill retention. Workforce Development and Opportunities (500+ hours of paid and volunteer work) Empower supported community development by creating structured paid and volunteer opportunities that enabled individuals to contribute to the delivery of sessions across our wider delivery ecosystem. These opportunities extended beyond coaching roles to include session facilitation support, customer-facing roles, crowd management, and the practical set-up and operation of sessions. By embedding these roles within delivery, Empower enabled people to gain real-world experience, responsibility, and exposure to different aspects of programme delivery, supporting both skill development and access to meaningful work. To ensure these opportunities were delivered safely and to a high standard, Empowr invested in First Aid training for staff and Champions, strengthening safeguarding practice and ensuring that challenging, experiential learning environments could be facilitated responsibly. We also began the development and piloting of the Empower Certified Coaching Programme (ECCP), a structured coaching pathway intended to strengthen skills development, embed safeguarding practice, and create long-term progression opportunities that can be applied both within Empower and across the wider community. The goal is to support the development of transferable, employment-relevant coaching skills and knowledge that can be applied both within the Empower ecosystem and beyond the organisation. Geographic Reach and Community Connection Alongside local delivery, Empower expanded its reach beyond London in ways that directly benefited the communities we support. This included a collaboration with the skate community in Birmingham, strengthening connections and knowledge-sharing across regions, as well as a further street skate activation in Badalona, which provided members of our community with the opportunity to participate in a street skating experience in a different country and engage with a wider international skate community, with just under 200 participants engaged at one time. Empower also acted as a bridge between local participants and established figures within the international skate community, including practitioners from the United States, enabling exposure to different skating styles, approaches, and cultures developed in other parts of the world. These connections broadened participants’ perspectives and experiences and reflect Empower’s ongoing intention to support cultural exchange and community development through skating. Future Goals The focus of Empower over the next five years is the long-term sustainability and resilience of the organisation. While delivery will continue to evolve in response to community needs, our strategic priorities are centred on strengthening the foundations that allow Empower to operate efficiently, grow responsibly, and sustain its impact over time. This includes deepening partnerships, strengthening and refining existing programmes, developing internal capability, and building the systems and people required to support continued growth. As such, the priorities outlined below represent core areas of focus that are intended to remain consistent across future reporting periods, forming the basis of Empower’s long-term development. 1. Organisational Sustainability, Stability, and Income Growth Strengthening Empower’s financial resilience and organisational stabilityby developing efficient operating models and sustainable incomepathways that support long-term growth without compromising mission or community focus. 2. Workforce Development and Delivery Capacity Building internal capability through structured training, progression pathways, and team expansion to ensure Empower can deliver safely, consistently, and at scale as demand and reach continue to grow. 3. Programme Quality, Progression, and Relevance Refining and developing programmes that remain accessible, engaging, and relevant, supporting long-term participation through clear progression, skill development, and meaningful experiential learning opportunities. 4. Partnerships, Reach, and Ecosystem Development Expanding and strengthening relationships with communities, organisations, and networks to enhance collaboration, share knowledge, and support the growth of a connected ecosystem that amplifies Empower’s impact.

Consultation with stakeholders

During the reporting period, Empowr engaged in ongoing, informal consultation with stakeholders through regular interaction with participants, parents and carers, community partners, schools, delivery venues, and staff and volunteers. Feedback was gathered through day-to-day conversations, social media channels, and community communication platforms, including WhatsApp groups used to share information and receive responses from families and participants. This informal feedback has played an important role in shaping delivery. Comments, suggestions, and concerns raised by parents and participants both positive and negative have informed adjustments to sessions, programme structure, and accessibility. Engagement with community members and partners has also contributed to the expansion of school-based delivery, with referrals and recommendations arising directly from conversations and relationships built through ongoing delivery. While Empowr has not conducted formal consultation exercises during this period, stakeholder engagement remains embedded within delivery, enabling the organisation to respond to community needs in real time and adapt activity accordingly.

Directors' remuneration

During this reporting period, the company had three directors in office. One director served in a purely voluntary capacity and received no remuneration. The other two directors were allocated a total remuneration of £12,570 each for the period. This reflects their dual roles in strategic management and project development and facilitation. It should be noted that to ensure maximum liquidity and the continued expansion of community programmes, the directors have deferred a portion of this pay, with £10,950 having been physically disbursed to each director as of the end of the period. This demonstrates the directors' commitment to the company’s financial resilience and the prioritisation of community impact.

Transfer of assets

No transfer of assets other than for full consideration

This report was approved by the board of directors on
4 February 2026

And signed on behalf of the board by:
Name: Jasmine Nicola Barnett
Status: Director