for the Period Ended 31 December 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 December 2025
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 January 2025
to
31 December 2025
The director shown below has held office during the period of
19 December 2025
to
31 December 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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| Distribution costs: |
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| Other operating income: |
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| Operating profit(or loss): |
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| Interest receivable and similar income: |
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| Interest payable and similar charges: |
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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 | |||
| Stocks: | 4 |
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| Debtors: | 5 |
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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: | 6 |
(
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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 31 December 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 December 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 January 2025 |
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| Additions |
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| Disposals | ||||||
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| At 31 December 2025 |
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| At 1 January 2025 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 December 2025 |
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| Net book value | ||||||
| At 31 December 2025 |
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| At 31 December 2024 |
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for the Period Ended 31 December 2025
| 2025 | 2024 | |
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| £ | £ | |
| Stocks |
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| Total |
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for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Other debtors |
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| Total |
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for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade creditors |
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| Taxation and social security |
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| Other creditors |
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| Total |
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During the financial year, The Table Walsall CIC continued its mission to support individuals and strengthen the local community through a range of inclusive and socially impactful activities. Based in Walsall, our organisation operates as a not-for-profit community interest company, using hospitality training and community engagement as tools for personal development and social connection. Throughout the year, we provided practical barista and kitchen training to over 56 individuals facing barriers to employment. These include people from neurodivergent backgrounds, those experiencing mental health challenges, and members of marginalised communities. This training enabled participants to gain hands-on experience, improve their confidence, and develop employable skills - helping them take steps toward meaningful and sustainable work. In addition to training, we ran a diverse programme of community activities aimed at bringing people together and reducing social isolation. These included free community meals, craft clubs, board game nights, book swaps, and family events, all hosted in a welcoming and accessible space. These initiatives were especially impactful in WS1, one of the most deprived areas in the UK, providing residents with opportunities for connection, creativity, and mutual support. Collaboration was a key part of our approach. We worked closely with partners such as Walsall Council, local schools, and the NHS to extend our reach and amplify the impact of our services. Our commitment to inclusivity ensures that our space and activities remain open and welcoming to all, including ethnic minorities, and people of all ages and abilities. Overall, our work during the year contributed to greater community cohesion, improved individual well-being, and enhanced opportunities for those often excluded from mainstream employment and social participation. We remain committed to building a more connected and resilient Walsall, one relationship at a time.
The Table Walsall CIC recognises a wide range of stakeholders whose involvement and feedback are central to the ongoing development and effectiveness of our work. Our primary stakeholders include the individuals we support through our training and community programmes, as well as local partner organisations, volunteers, staff, and members of the wider community. Stakeholder Groups and Consultation Methods: Programme Participants: Individuals engaging in our barista and kitchen training programmes, as well as our community activities, are regularly consulted through surveys, feedback forms, and informal conversations. Their insights help us understand their experiences and evolving needs. For example, feedback from neurodivergent participants highlighted the need for greater flexibility, which led us to introduce personalised training schedules and quieter working environments. Partner Organisations: We maintain close working relationships with local charities, schools, healthcare providers, and other community-focused organisations. Consultations are conducted through collaborative meetings, joint initiatives, and shared planning sessions. As a result of these partnerships, we have refined our signposting processes and improved mental health support pathways in response to feedback from mental health professionals and support services. Stakeholder Gatherings: We held three gatherings in Autumn 2025 of those involved in the life of the Table. Twenty four people responded to a questionnaire and attended one of the discussion groups.Overall there was a resounding sound of The Table being an important part of peoples lives and the community as well as a sense of people wanting to be involved and to help. Some main themes were around the need for improved communication of what The Table does and where the money goes in order to raise the profile and increase a sense of ownership.Every person felt that they experienced a sense of welcome and belonging at The Table. They were all able to provide a way in which The Table had positively impacted their wellbeing. Actions Taken in Response to Feedback: As a result of stakeholder consultations, we have: Adapted training delivery to better accommodate individual learning needs. Expanded our communication of community activities based on participant interest. By maintaining open channels of communication and embedding stakeholder feedback into our planning and delivery, we ensure that our services remain responsive, inclusive, and impactful for the communities we serve.
Our Manager James Clark is also a director of the C.IC. and is remunerated for his part-time manager’s role at £19,484
No transfer of assets other than for full consideration
This report was approved by the board of directors on
14 September 2026
And signed on behalf of the board by:
Name: Oliver Russell
Status: Director