The directors present their annual report and financial statements for the year ended 31 December 2025.

The principal activity of the company continued to be that of a football club

It is my privilege, as Chairman of Ammanford AFC, to present this report and reflect on what has been a significant period in the continued development of our football club.

The past two seasons have brought challenge, change, progress, and many reasons for encouragement. Across all sections of the club, we have experienced moments of disappointment, but also clear evidence of resilience, growth, and ambition. Whether through the progress of the First Team, the strengthening of our player pathway, the success of our junior and ladies’ sections, or the outstanding work being carried out in the community, Ammanford AFC continues to move forward with purpose.

This remains a club built on far more than results alone. We are proud of our commitment to development, inclusion, opportunity, and community, and it is pleasing to report that these values continue to be reflected in every part of the organisation.

First Team

The 2024/25 season was undoubtedly one of transition for the First Team. The departure of Gruff Harrison, our manager of ten years, at the very beginning of the season marked the end of an important era for the club and created a period of inevitable adjustment. Such a significant change in leadership always brings challenges, and the season proved to be a demanding one as the squad adapted to new circumstances.

Under the leadership of new manager Wyn Thomas and his coaching staff the team ultimately finished 10th in the league. While this was below the standards and ambitions we set for ourselves, it is important to recognise the context in which this result was achieved. In a season of change, the players and staff continued to show commitment, professionalism, and resilience.

What has been particularly pleasing, however, has been the response since that campaign. By 31 December 2025, the First Team had climbed to 3rd place in the league, representing a significant improvement and a clear indication of the progress that has been made. To move from a lower mid-table finish into genuine competition at the top end of the division is a credit to the hard work of the players, coaching staff, and everyone supporting the team behind the scenes.

This improvement is not simply reflected in league position alone; it is a sign of renewed belief, consistency, and ambition within the squad. It gives the club every reason to look ahead to the second half of the season with confidence and optimism.

Cup Competitions

Cup football over the past two seasons has provided a mixture of memorable occasions and narrow disappointments, with several ties decided by the finest of margins.

2024/25 Season

In the MG Cup, we were drawn against a very strong Merthyr side in the opening round and were defeated 2–0. While disappointing, it was a difficult draw against quality opposition.

Our JD Welsh Cup campaign, however, delivered one of the standout moments of the season. A well-earned 1–0 victory over Aberystwyth in Round 2 secured a highly attractive tie against Haverfordwest in Round 3, with Sgorio in attendance. It was an excellent occasion for the club and a fixture that highlighted the quality, spirit, and competitiveness within the squad.

The match ended 1–1, with a goal from club-developed player Euros Griffiths, whose contribution underlined the importance of our own player pathway. The tie then moved into a dramatic penalty shootout, memorable not only for its intensity but for the fact that both goalkeepers were used. Unfortunately, we were narrowly defeated 10–9 on penalties, bringing an end to what had been a highly commendable cup run.

In the Welsh Blood Service League Cup, our involvement ended in Round 2, where we suffered a narrow 1–0 defeat to Newport City.

2025/26 Season

This season’s cup competitions have once again been characterised by extremely narrow margins and unfortunate exits.

In the MG Cup, we were drawn at home against Cardiff City Under-21s. It proved to be a competitive and entertaining contest, finishing 0–0 before we were beaten 3–0 on penalties.

In the JD Welsh Cup, we were again eliminated in heartbreaking fashion, losing 7–6 on penalties to Goytre in Round 1.

Similarly, in the Welsh Blood Service League Cup, we suffered another penalty shootout exit, this time losing 5–4 to Treowen in Round 2.

Whilst cup exits are always frustrating, the nature of these performances should not be overlooked. The margins have been exceptionally fine, and on another day several of these results could easily have gone in our favour. They are a reminder that the team continues to compete strongly and that, despite the disappointment of elimination, there have been performances that reflect real character and quality.

Development, Reserve and Under-21 Pathway

The continued development of a strong player pathway remains central to the long-term vision of Ammanford AFC, and over the past two seasons this area has seen both challenge and meaningful progress.

During the 2024/25 season, the Development Team endured a difficult campaign and were unfortunately relegated to Carmarthenshire League Division 2 following a disappointing season in Division 1. A change in management contributed to a difficult start, and the side struggled for consistency during the first half of the season.

However, great credit must be given to the players and staff for the way they responded in the latter stages of the campaign. The team produced a much-improved run of form in the closing phase of the season, and although relegation was ultimately disappointing, the improvement shown towards the end of the season demonstrated resilience, commitment, and clear potential for future progression.

With the introduction of the Under-21 League in 2025/26, the club has had an excellent opportunity to further strengthen and refine its development structure. The former Development Team effectively transitioned into the Reserve Team, and this change has proven to be a highly positive step.

The side currently sits 2nd in the league, having lost only one match all season, which is an outstanding achievement and a strong reflection of the quality emerging through the club. It is especially encouraging to see younger players developing in a competitive environment and progressing through a clearly defined pathway towards senior football.

The Reserve Team also performed strongly, finishing 3rd in the Reserve League South West in 2024/25. The creation of the Under-21 structure has provided a valuable platform for the club’s younger players to gain experience and showcase their ability. Although that season began with two early defeats, the team recovered well and produced a number of excellent performances, and in spite of weather disruption the team look are finishing the season strongly.

Taken together, these developments reinforce the importance of the club’s player pathway and the progress being made in creating sustainable opportunities for young players to advance within Ammanford AFC.

Junior Section

The junior section remains one of the great strengths of Ammanford AFC and continues to be the foundation upon which the future of the club is built.

We are proud to have over 380 junior members, spanning both boys’ and girls’ football. This is a tremendous reflection of the club’s standing within the local community and of the hard work being carried out by coaches, volunteers, parents, and committee members to provide opportunities for young people to participate and develop in the game.

It is particularly pleasing to note the continued growth of the girls’ section, which is expanding at an excellent rate. This growth is hugely important and reflects both the increasing demand for opportunities in the women’s and girls’ game and the club’s commitment to supporting that development.

Among the many achievements within the junior section, a particular highlight from 2024/25 was the success of our Under-16 side, who were crowned Carmarthenshire League champions. This was a tremendous accomplishment for the players and coaching staff and a testament to the quality of work taking place throughout the junior structure.

Just as importantly, several players from that successful Under-16 group are now becoming integral members of our Under-21 setup, which is exactly the progression route we want to see. It provides clear evidence that the structures we are building are beginning to deliver long-term benefits for the club as a whole.

Ladies Section

The continued growth of our Ladies section is another area of great pride for the club.

At the conclusion of the 2024/25 season, the team achieved a significant milestone by securing promotion to the South Wales Girls and Ladies Combined League. This was a thoroughly deserved achievement and a reward for the hard work, commitment, and progress shown by the players and staff throughout the season.

The development of female football at Ammanford AFC remains an important priority, and this promotion represents not just success on the pitch, but also a clear sign of the momentum building within this section of the club. We remain fully committed to supporting the continued growth and long-term success of our ladies’ teams in the seasons ahead.

Ammanford Rangers – Disability Football

One of the most inspiring and valued parts of our football club is Ammanford Rangers, our disability football provision.

Ammanford Rangers continues to go from strength to strength, providing football opportunities to disabled players from across the Amman and Gwendraeth Valley. The work being done within this section of the club is exceptional and reflects the very best of what community football should be: inclusive, supportive, accessible, and life-enhancing.

In April 2025, we were proud to host a disability football festival, welcoming teams from across South and Mid Wales. It was a hugely successful occasion and a wonderful celebration of inclusive football. The event not only showcased the growth of disability football within our own club, but also strengthened links with clubs and organisations from across the wider region.

We are delighted that a similar festival is planned for April 2026, and we look forward to building on the success of last year’s event.

Ammanford Rangers remains a source of enormous pride for everyone connected with the club, and I would like to place on record our admiration and thanks to all those involved in making it such a success.

Community Engagement and Club Values

Ammanford AFC has always prided itself on being more than just a football club. We are a community organisation at the heart of our local area, and the values we represent off the field are every bit as important as what we achieve on it.

We are proud of our close and significant affiliation with the Jac Lewis Foundation, and over the past year we have supported a number of initiatives and events with the foundation This partnership reflects our shared commitment to supporting local families and making a positive contribution to the wider community.

We are equally proud of our links with Ammanford Food Bank, recognising the vital role it plays in supporting people in need across our area. We are also proud to have supported the Christmas Toy Appeal last December. Our support for such organisations reflects the belief that a football club should play an active and meaningful role within the community it serves.

These relationships are central to the identity of Ammanford AFC and help define the values that underpin the club: compassion, responsibility, inclusivity, and service.

Conclusion

When reflecting on the past two seasons, it is clear that Ammanford AFC continues to make progress in many important areas.

The First Team has responded positively to a period of significant transition and is now competing strongly near the top of the league. Our development and Under-21 pathway is beginning to show real promise. The junior section remains strong and vibrant, with increasing participation and clear evidence of progression into senior football. The ladies’ section continues to grow and achieve important milestones. Ammanford Rangers stands as a shining example of inclusion in action. And, throughout all of this, the club’s connection to its community remains as strong as ever.

There is still much work to do, and we must continue to strive for improvement in every area. However, the foundations being laid across the club are strong, sustainable, and aligned with a clear vision for the future. That future should give all of us connected with Ammanford AFC genuine confidence and optimism.

This year saw an increase in income from the previous year of £60,478 to £182,464. This year saw a surplus of £32,027 compared to a deficit of (£20,178). Income generation and reducing costs continue to be the main focus of the Club and we are sincerely grateful to all our contributors and partners.

Net Assets as at 31 December 2025 as reported on the balance sheet were £10,740 compared to Net Liabilities of (£21,287) as at 31 December 2024 as a result of the surplus in the year of £32,027.

The main principal risks and uncertainties facing the Club identified by the Directors being continued operational expenditure and mitigating this by increasing differing revenue streams of the Club.

On behalf of the club, I would like to place on record my sincere thanks to our players, managers, coaches, volunteers, committee members, sponsors, parents, supporters, and all those who contribute their time, energy, and commitment to Ammanford AFC. Quite simply, the progress and success of this club would not be possible without your dedication.

Ammanford AFC remains a club with ambition, with strong values, and with a deep sense of pride in the role it plays both on and off the field. I look forward with confidence to the remainder of the season and to the continued growth and success of our club in the years ahead.

The directors who held office during the year and up to the date of signature of the financial statements were as follows:

The directors are responsible for preparing the annual report and the financial statements in accordance with applicable law and regulations.

The auditors, Xeinadin Audit Limited, will be proposed for re-appointment at the forthcoming Annual General Meeting.

So far as each person who was a director at the date of approving this report is aware, there is no relevant audit information of which the company’s auditor is unaware. Additionally, the directors individually have taken all the necessary steps that they ought to have taken as directors in order to make themselves aware of all relevant audit information and to establish that the company’s auditor is aware of that information.

This report has been prepared in accordance with the provisions applicable to companies entitled to the small companies exemption.

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

The directors of the company have elected not to include a copy of the income and expenditure account within the financial statements.true

Ammanford AFC Ltd is a private company limited by guarantee incorporated in England and Wales. The registered office is 16 Tycroes Road, Ammanford, Carmarthenshire, SA18 3QF.

These financial statements have been prepared in accordance with FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the requirements of the Companies Act 2006 as applicable to companies subject to the small companies regime. The disclosure requirements of section 1A of FRS 102 have been applied other than where additional disclosure is required to show a true and fair view.

The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention, [modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value]. The principal accounting policies adopted are set out below.

Atruet the time of approving the financial statements, the directors have a reasonable expectation that the company has adequate resources to continue in operational existence for the foreseeable future. Thus the directors continue to adopt the going concern basis of accounting in preparing the financial statements.

Turnover is recognised at the fair value of the consideration received or receivable for goods and services provided in the normal course of business, and is shown net of VAT and other sales related taxes. The fair value of consideration takes into account trade discounts, settlement discounts and volume rebates.

Tangible Fixed Assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is credited or charged to surplus or deficit.

At each reporting period end date, the company reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). Where it is not possible to estimate the recoverable amount of an individual asset, the company estimates the recoverable amount of the cash-generating unit to which the asset belongs.

Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.

If the recoverable amount of an asset (or cash-generating unit) is estimated to be less than its carrying amount, the carrying amount of the asset (or cash-generating unit) is reduced to its recoverable amount. An impairment loss is recognised immediately in surplus or deficit, unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.

Recognised impairment losses are reversed if, and only if, the reasons for the impairment loss have ceased to apply. Where an impairment loss subsequently reverses, the carrying amount of the asset (or cash-generating unit) is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset (or cash-generating unit) in prior years. A reversal of an impairment loss is recognised immediately in surplus or deficit, unless the relevant asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.

Cash and cash equivalents are basic financial assets and include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

Government grants are recognised at the fair value of the asset received or receivable when there is reasonable assurance that the grant conditions will be met and the grants will be received.

A grant that specifies performance conditions is recognised in income when the performance conditions are met. Where a grant does not specify performance conditions it is recognised in income when the proceeds are received or receivable. A grant received before the recognition criteria are satisfied is recognised as a liability.

The average monthly number of persons (including directors) employed by the company during the year was:

The company is limited by guarantee, not having a share capital and consequently the liability of members is limited, subject to an undertaking by each member to contribute to the net assets or liabilities of the company on winding up such amounts as may be required not exceeding £1.

Rhodri Jones, Robert Thomas and Cerith Williams are all trustees in the Jac Lewis Foundation. Ammanford AFC Limited received £5,200 from the Jac Lewis Foundation in the year ended 31 December 2025.

Cerith Williams is a trustee of Ammanford Sports Association. Ammanford AFC Limited paid out £6,850 to Ammanford Sports Association for the use of changing rooms in the year ended 31 December 2025.

Cerith Williams is Director of Unity Accounting Limited, Unity Accounting SPV1 Limited and Unity Accounting SPV2 Limited. Ammanford AFC Limited paid out £540 to Unity Accounting for accountancy services and received £250 for sponsorship income in the year ended 31 December 2025.

As the income statement has been omitted from the filing copy of the financial statements, the following information in relation to the audit report on the statutory financial statements is provided in accordance with s444(5B) of the Companies Act 2006.

The auditor's report is unqualified and includes the following:

In our opinion the financial statements:

• give a true and fair view of the state of the company's affairs as at 31 December 2025 and of its surplus for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.