for the Period Ended 30 September 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 30 September 2025
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 October 2024
to
30 September 2025
The director shown below has held office during the period of
1 October 2024
to
24 November 2024
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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| Gross profit(or loss): |
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| Administrative expenses: |
(
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(
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| Other operating income: |
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| Operating profit(or loss): |
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| Interest payable and similar charges: |
(
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(
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| Profit(or loss) before tax: |
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| 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 | |||
| Tangible assets: | 3 |
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| Total fixed assets: |
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| Current assets | |||
| Debtors: | 4 |
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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: | 5 |
(
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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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| 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 30 September 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 30 September 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 30 September 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 October 2024 |
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| At 30 September 2025 |
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| At 1 October 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 30 September 2025 |
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| Net book value | ||||||
| At 30 September 2025 |
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| At 30 September 2024 |
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for the Period Ended 30 September 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Prepayments and accrued income |
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| Total |
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for the Period Ended 30 September 2025
| 2025 | 2024 | |
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| £ | £ | |
| Trade creditors |
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| 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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During our fourth full financial year (12 months from 1st October 2024 to 30th September 2025) we have continued to make significant impact with a focus on two overarching areas: 1. Sectoral Advocacy: to build visibility and credibility we spoke on numerous platforms about the importance of influential in-house lawyers namely, General Counsels (GCs) and Chief Legal Officers (CLOs), regarding sustainability issues. These platforms included: - The Economist GC Summit where we had 15 of our members present, 12 of whom were speakers at the event. Our CEO chaired a panel at the summit titled “Implementing Sustainability, the GC perspective”. The summit involved community building and networking including a dinner for members. - The Global Tech Distribution Council – our CEO hosted a webinar for participants. - AB2L Event – A Brazilian based organisation where our CEO provided the keynote speech and hosted a panel. - Legal Tech Talk – our CEO facilitated a panel entitled “Dynamic Leadership in Practice, GC’s navigating AI sustainability and beyond.” We posted regularly on social media and also met individual prospective participants for our Leadership Programme. 2. GC Programme: our programme uses a bespoke process which has been developed entirely by our own team to support our GC and CLO participants, who are all highly influential inhouse lawyers, to enable them to help drive the sustainability transformation of their organisation. We’ve used change management tools, neuroscience, social science, psychology and behavioural insights to build this programme. The programme within the Forum enables our participants to: - Identify challenges across their sectors - Develop action plans which can be updated at the start of each cycle - Join leader group sessions which are supported by guidance tools such as peer engagement including buddy schemes. During the year, we worked with a wide range of GCs and CLOs from organisations which had aggregated revenue of more than £150bn including Rolls Royce, ArcelorMittal, National Grid, Intercontinental Hotels Group, Specsavers, BUPA, Dentsu, and WPP.
- Influential GC/CLO members of the Forum. - Wider pool of GCs/CLOs from which future membership be drawn. - Broader legal sector including the wider community of lawyers, law firms, legal training organisations and legal regulators. Our other main stakeholders were our team. Forum Members The Forum is a guided peer-to-peer process where we have regular meetings with the members. We ran regular participant surveys to encourage feedback. Over 80% of members who responded to our survey feel very strongly or strongly that the Forum is helping them accelerate taking meaningful action. The organisation’s primary power lies in empowering members to advocate and take action on sustainability. We regularly made various iterative changes to our programme to incorporate the feedback from members and to maximise our, and their impact. Future Members As part of our advocacy work to raise the profile of sustainability in the legal sector generally, we continued to speak at many different events and meet many stakeholders from the wider community of lawyers. Any feedback we received from such consultations is incorporated into our programme as appropriate – it is a process of continuous improvement. In addition, our members actively discuss sustainability at events and in meetings where sustainability isn’t the primary topic, influencing stakeholders beyond the formal Forum activities. Team We have a team of enthusiastic individuals. Our CEO has regular meetings with all team members to consult with them on their role with us, their impact and to encourage feedback. We have wider team meetings twice a year which encourages a sense of belonging and wider team spirit.
During the year ending 30 September 2025, the director Adam Peter Woodhall received NIL in consultancy fees (2024: NIL) and £50,000 in remuneration (2024: £50,000) in respect of his services to the company.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
21 June 2026
And signed on behalf of the board by:
Name: Mr Adam Peter Woodhall
Status: Director