for the Period Ended 31 October 2025
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 2025 | 13 months to 31 October 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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| Other operating income: |
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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 | 13 months to 31 October 2024 | |
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£ |
£ |
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Investments: |
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| Total fixed assets: |
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| Stocks: |
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| Debtors: | 4 |
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| Cash at bank and in hand: |
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| Total current assets: |
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| Net current assets (liabilities): |
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| Total assets less current 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 October 2025
Basis of measurement and preparation
for the Period Ended 31 October 2025
| 2025 | 13 months to 31 October 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 October 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 November 2024 |
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| At 31 October 2025 |
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| At 1 November 2024 |
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| At 31 October 2025 |
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| At 31 October 2025 |
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| At 31 October 2024 |
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for the Period Ended 31 October 2025
| 2025 | 13 months to 31 October 2024 | |
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| £ | £ | |
| 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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Through the 2025 financial year, the company operated as a grant-funded community initiative dedicated to enhancing local wellbeing and creative engagement. Core operations focused on hands-on sessions and photographic workshops run alongside local partners such as the Lancaster Photographic Society. Incoming grant funding was directed straight into renting local venue spaces, purchasing project materials, engaging session facilitators, and maintaining digital outreach to keep participants connected to every project phase. The major milestone for the year was the successful launch and delivery of the Platform Eco Initiative. During this period, the project was fully operationalized, with grant funding deployed straight into executing the eco-focused activities. True to a non-profit community model, all drawn-down project revenue was matched line-for-line by direct administrative and project delivery costs, ensuring that every available resource went directly into funding the program's live delivery. The broader impact of this work provided direct environmental and wellbeing benefits to participants while actively supporting the local creative ecosystem through venue hires and local subcontractors and facilitator fees.
No consultation with stakeholders
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
29 July 2026
And signed on behalf of the board by:
Name: THOMAS STEVEN BURNS
Status: Director