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 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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(
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| Gross profit(or loss): |
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( |
| Distribution costs: |
(
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(
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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 receivable and similar income: |
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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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| Current assets | |||
| Debtors: | 3 |
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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: | 4 |
(
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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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| Creditors: amounts falling due after more than one year: | 5 |
(
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(
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| Total net assets (liabilities): |
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( |
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| Members' funds | |||
| Profit and loss account: |
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( |
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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
Other accounting policies
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
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Other debtors |
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| Total |
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for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Other creditors |
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| Total |
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for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Other creditors |
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| Total |
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1.Supporting South Asian Women and Girls: Throughout 2025, ForwardCulture continued to create opportunities that support the confidence, connection and progression of South Asian women and girls. Building on our established mentoring work, we maintained relationships across our community and developed opportunities for women to connect, share experiences and access culturally relevant support. Our approach continued to be informed by the needs identified through our community research and by feedback from participants and mentors. 2.Root25 London Gathering: On 22 July 2025, we delivered a Mentoring Programme Celebration Event at Root25 in London, bringing together South Asian women for an in-person gathering focused on connection, conversation and shared experience. The event created a supportive space for women to build networks, reflect on identity and professional development, and strengthen a sense of community. It also enabled ForwardCulture to maintain engagement with women beyond formal mentoring relationships and to hear directly about their current priorities and experiences. 3.Mentoring and Community Development: Our wider mentoring and community activity remained central to ForwardCulture's work during the year. Learning from previous mentoring cohorts, participant surveys and mentor and mentee feedback continued to inform how we develop our programmes. This evidence has helped us understand the importance of access to relatable role models, stronger peer networks, confidence-building and spaces where South Asian women and girls can discuss the particular cultural and professional challenges they experience. We have used this data and feedback to shape our work for 2026 and beyond including several applications to The National Lottery. 4.Sector Partnerships and Public Engagement: ForwardCulture contributed its expertise to wider cultural-sector activity during 2025. We supported the development of Inspirate's An Indian Summer Festival in Leicester through participation on its Advisory Panel, helping to inform activity and engagement in the city. We also took part in a podcast interview for Seeta Patel Dance's 'A Token Jester', sharing perspectives from ForwardCulture's work and contributing to wider conversations around South Asian identity, representation and experience. 5.Knowledge Sharing with South Asian Arts UK: We delivered a staff presentation and workshop for South Asian Arts UK in Leeds about the development of ForwardCulture. The session shared learning from establishing and growing a community-led organisation for South Asian women and girls, including our approach to mentoring, research, community engagement and organisational development. This enabled our experience to contribute to learning and practice within the wider South Asian arts sector. 6. Advisory Board Development: During 2025, we continued to develop our Advisory Board of four expert South Asian women. Their combined experience provides valuable challenge, insight and support as ForwardCulture develops its strategy, partnerships, fundraising and future programmes. Strengthening the Advisory Board has helped us ensure that the organisation's development remains informed by South Asian women's lived and professional experience and aligned with the needs of the communities we serve.
Our key stakeholders include South Asian women and girls who participate in or engage with our mentoring and community activity, our mentors, community and cultural-sector partners, and our Advisory Board. We continued to use learning from our previous community survey, alongside feedback and reflection from mentors and mentees, to inform our priorities and programme development. This evidence has consistently highlighted the importance of relatable role models, opportunities to connect with other South Asian women, support around identity and confidence, and spaces in which participants can discuss cultural and professional experiences openly. In response, we have continued to place mentoring, connection and community-building at the centre of our work, including through the Root25 London gathering in July 2025. Our Advisory Board of four expert South Asian women provides an additional mechanism for consultation and accountability. Their perspectives and professional expertise inform our strategic development, partnerships, fundraising and future activity. We also maintain dialogue with participants, mentors and partner organisations through events, programme feedback and ongoing conversations, enabling ForwardCulture to adapt its work in response to emerging needs and opportunities.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
19 September 2026
And signed on behalf of the board by:
Name: S. Dhadyalla
Status: Director