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2025-03-31-accounts

Platfform: Report of the Trustees 2020 – 2022

Report of the Trustees and Consolidated Financial Statements for the year ended 31 March 2025 for Platfform for Change

Bevan Buckland LLP Ground Floor Cardigan House Castle Court Swansea Enterprise Park Swansea SA7 9LA

Registered Charity number 1000889 (England and Wales) Registered company number 02546880

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

Table of Contents

Introduction 2
Our Objects 2
Our Aims 2
Public Benefit Statement 2
Platfform’s Vision 2
What We Do, and How We Did It in 2024 – 2025 3
Relationships Between the Charity and Other Organisations 10
Stability and Growth: Foundations for the Future 12
Our Aims for 2025 – 2026 13
Financial Review 14
Structure, Governance and Management 17
Reference and Administrative Details 21
Statement of Trustees’ Responsibilities 22
Report of the Independent Auditors 23
Consolidated Financial Statements for the year ended March 2025 27

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31[ST] MARCH 2025

Introduction

The trustees are pleased to present their annual directors’ report together with the strategic report and consolidated financial statements of the group for the year ending 31 March 2025, which are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015).

Our objects

The Charity was established to relieve the needs of people with mental health problems, those at risk of developing mental health problems or suffering from detrimental health risk behaviours and other vulnerable or disadvantaged persons by:

a) the provision of housing and other associated amenities designed or adapted to meet the disabilities and requirements of such persons,

b) the provision of services, advice, support, and opportunities which support the mental wellbeing of such persons, and

c) advancing the education of the public on the causes and effects of mental health problems and detrimental health risk behaviours.

In this article:

a) “detrimental health risk behaviour” means any form of individual behaviour which is harmful and selfdetrimental, has a strong negative influence on mental health and which is attributable to poor psychological and social wellbeing for whatever reason, including substance misuse and other risks to individual and public mental health.

Our aims

To change the dominant narrative around mental health

To make our 'helping systems' work better for people

Public benefit statement

Ensuring our work delivers our charitable purposes

We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our strategic aims and objectives and in planning our future activities. We review these objectives and activities each year, as a minimum, to ensure we remain focused on our vision and mission, deliver on our charitable purposes, and remain true to our aspirations. We continually aim to improve how we monitor, research, and evaluate the impact of our work, to ensure that any changes to our activities will always best serve our charitable objectives.

Platfform’s vision

Sustainable wellbeing for all

“…wellbeing involves a sense of purpose, optimism, hope, agency, and direction” - Shawn Ginwright

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Our mission

To be a platform for connection, transformation, and social change

Our values

In all our actions we aspire to be connected, compassionate, brave, and curious.

Our approach

Our strengths-based, relational and trauma-informed approach seeks to role model how systems can and must work differently, not just in our relationships with the people using our services but across the system.

Our aims for 2024/25 were:

Annual Highlights and Achievements

This report brings together our work across Platfform during 2024–2025 , highlighting the impact of our trauma-informed, relational approach in communities, services and systems across Wales. It reflects our commitment to being connected, compassionate, brave and curious—centred on people we support’s experiences and shaped by what we’ve learnt together. The following sections share some project highlights, reflections and outcomes from across our teams.

In 2024–2025, we worked alongside 16,527 people across Wales and the UK. Our Crisis Prevention and Home teams supported 6,817 people we support, while Children, Young people we support, and Families (CYPFC) services reached 5,169. Through our Employment and Volunteering programmes, we engaged 938 people we support, and our Platfform Wellbeing (PWB) services supported 3,603.

These numbers reflect the scale of our trauma-informed, relational work and the trust people we support place in us.

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Children, Young People, Families and Communities

We work with children, young people and families and have recently started to shape our relational and trauma informed community development model to embed our approach at a community level. We know we cannot support young people’s wellbeing in isolation, and that working with the whole family and wider community is fundamental to achieving lasting positive impact and creating mentally healthy and nurturing environments for children to thrive in.

Young people having the best start in life, minimising the risk and/or impact of trauma and ensuring children have emotional awareness skills and the foundations of good mental health are key to creating sustainable wellbeing in the future. Across all our children and young people’s projects, parents, and family support we offer a mix of one-to-one support, group-based wellbeing programmes and peer mentoring, all complimented by co-created online resources and wellbeing products (journals, powerup cards, workbooks, and activity packs). Our offer has been broadened out to include drop-in / early intervention hubs (The Hangout), support for younger children, whole family wellbeing support, parents’ programmes and supporting siblings of a child or young person experiencing mental health challenges.

Impact in 2024–2025

We’ve also faced challenges—rising demand, complexity of needs, and the need for longer-term, flexible support. We’re learning as we go, adapting our approaches and listening closely to what young people we support and families tell us. Whether it’s embedding teams in communities, co-producing creative programmes, or advocating for trauma-informed systems, we’re proud of the impact we’ve made and the relationships we’ve built.

With the foundations in place and a clear sense of purpose, we’re excited to keep growing, deepening our work, and creating spaces where young people we support feel safe, connected and empowered.

Hangout in Cardiff

Vale Hangout

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Platfform 4YP – Swansea Bay

Ein Llais Project

Crisis Prevention and Home services

Our Crisis Prevention and Home projects are rooted in a belief that having our own home or short- term place of safety during times of crisis - one that we choose ourselves and where we feel comfortable, happy, and protected from harm - is fundamental to our wellbeing. Our Crisis Prevention and Home Services span 11 Local Authorities across South Wales and include: – Swansea, Neath Port Talbot, Bridgend, Cardiff, the Vale of Glamorgan, Merthyr, Rhondda Cynon Taff, Caerphilly, Blaenau Gwent, Torfaen, and Newport.

Core objectives

Impact in 2024-2025

Crisis Houses: Linden House and Ty Cynnal

Our Crisis Houses continue to provide safe, trauma informed spaces for people experiencing emotional distress. These homes offer an alternative to hospital admission and create environments that feel welcoming and therapeutic.

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Bridgend Out of Hours Service

With Bridgend Out of Hours Service, we provided a social hub offering safe, supportive places for connection and wellbeing.

The next steps for this service include exploring ways to extend evening service hours in response to feedback and rising demand.

Swansea Community and Supported Housing

Caerphilly Supported Housing

Living Well and Staying Active: Dementia Support

Effro Dementia Support Project

Our Effro project focuses on improving the lives of people living with dementia and supporting their carers. The approach builds self-esteem and confidence, helping individuals to remain at home longer and reduce hospital admissions. Effro emphasises time outdoors and community connections as key to wellbeing.

Core objectives:

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Outcomes

Next steps

Volunteering, Skills Development and Employment

These services directly align with Platfform’s values as they offer people the opportunity to have greater meaning and purpose in their lives, contribute to and feel connected to their community and wider society, gain greater economic independence, and have the benefits of routine and social connection that employment offers.

Why it matters:

Tackling poverty and inequality is central to improving individual and societal mental health and wellbeing. Access to sustainable employment is a huge part of this. Our employability services supported people across Gwent, Cardiff and Swansea to access training, volunteering and employment through trauma-informed, person-centred approaches.

Impact in 2024-2025 Gwent Out of Work Service:

o 140 of these gained qualifications, improving long-term prospects. Community Programmes

Next steps:

o Expand training and volunteering opportunities.

Therapies, Training and Learning

Our work in talking therapies and workplace wellbeing has continued to grow its footprint across the UK during the year.

Our Workplace Wellbeing team delivered 1206 hours of training across 171 sessions to 2141 delegates , with 97% of responders said they would recommend our training.

Examples of topics covered by the teams for clients included, Stress Awareness, Workplace Attachment, Reflective Practice Compassionate Leadership, and Burnout to mention a few.

The team also delivered 4 Wellbeing Webinars reaching 725 people during the year, hosting 6 Strength-based learning programme sessions reaching 163 people. Clients included Swansea University, Amazon, Mirus, Sport Wales, Julian Support, Escape Records to mention a few.

Quotes from attendees:

“So insightful and inspiring- I feel I'm just starting a journey of career change to look more in direction of community engagement and public health. This has been amazing thank you.”

“Really great balance of theory and application. Hearing "the story" of your project was brilliant”

“Fantastic group discussions, really engaging trainers and gave me a lot to think about and put into practice”

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Access to talking therapies is proven to have a significant impact on recovery as well as preventing additional challenges to mental health, supporting lasting, sustainable wellbeing.

Impact in 2024-2025

Innovative approaches.

Next steps:

Highlights - Feedback from Clients:

“I would wholeheartedly recommend Platform Wellbeing service. Not everyone has someone to unload their troubles on and to get an outside opinion and in a safe, friendly and comfortable environment. Thank you.” (Aug 2024)

“* was so awesome. She kept up with my racing mind and never judged me once. Having a safe space to talk made a whole load of difference.” (May 2024)

During the year we continued our relationship with Cardiff Metropolitan University with Neil Davies, Head of Student Welfare commenting:

“This partnership has been a positive experience, as it allows us to respond to increases in demand for counselling from our student population quickly and easily. We have also been happy with the quality of the counsellors supplied, with many counsellors returning to work for us year on year.”

The team also delivered 658 hours of supervision during the year for a range of clients including, Lighthouse Club- Stephanie Walker commented

“Lighthouse Construction Charity has been working with Platfform for some time and are so happy to have found such understanding supervision for our advisors and caseworkers who deal with incredibly difficult conversations every day.”

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Social Business

APP UK

Our social cleaning company APP UK continues to deliver impact whilst creating employment opportunities and reinvesting profits for social good.

Impact in 2024-2025

Next steps:

People Strategy and Investors in People

In September 2024, we launched our People Strategy. The strategy was built from listening, discussions and feedback and co-produced with colleagues across Platfform. It focuses on 4 key areas – Culture & Values, Learning & Development, Rewarding Careers and Wellbeing, Safey & Trust. The strategy focuses on how we create the conditions for people who work in Platfform to feel safe, valued and inspired in work. These priorities shape how we work together, feel connected and how we ensure Platfform is a place where difference is celebrated and everyone can thrive.

We will know we are making progress when people who work here tell us they feel connected, support and able to be themselves. We are committed to working in a way that is relational, trauma informed and aligned to our values. That means being curious, open to challenge, learning and reflecting. The strategy is about building a culture where trust, inclusion and wellbeing are at the heart of everything we do.

We are proud to have retained our Gold accreditation from Investors in People. The outcome reflected the journey we have bene on – building a culture rooted in trauma informed and relational ways of working, our values are woven into everything that we do and that came through clearly in the feedback. Staff told us they feel trusted, motivated and proud to be part of Platfform.

Our leadership continues to strengthen and will the launch of our People Strategy we are creating even stronger foundations for the future.

There is still more we want to do. We are looking at how we recognise and reward people who work here meaningfully and how we nurture future leaders. We are looking at developing our development and training programme and how we strengthen collaboration across teams, sharing reflections and learning.

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External Policy, Campaigning and Influencing Activity

It was a busy year across Policy, Campaigning and Influencing with many relationships being maintained, new ones built, and collaborations explored. We responded to Government consultations such as the Welsh Gov Mental Health Manifesto: Platfform-Response-to-Draft-Welsh-GovernmentMental-Health-Wellbeing-Strategy.pdf, and the Guidance on the delivery of Psychological Interventions for Children, Young People and Adults with a Learning Disability in Wales Guidance LD for consultation ZJ JD.docx

We produced two reports during the year:

Relationships between the charity and other organisations

Platfform has many established contractual and partnership relationships with the following organisations:

Local Authorities - Rhondda Cynon Taff, Vale of Glamorgan, Torfaen, Blaenau Gwent, Caerphilly, Cardiff, Swansea, Neath, Port Talbot, Bridgend, Newport, Monmouthshire, Powys, Pembrokeshire, Ceredigion, and Carmarthenshire, City of London, Salford City Council, Southwark

Housing - United Welsh, Cynon Taff Housing Association, Beacon, Pobl, Ceredig, Hedyn, Hafod, Newydd Housing Association, Newport City Homes, Cadwyn, Trivallis, Valleys to Coast, Taff Housing, First Choice Housing Association, and one private landlord and Community Housing Cymru

Health - Cwm Taf Morgannwg UHB, Swansea Bay UHB, Hywel Dda UHB, Aneurin Bevan UHB, Cardiff and Vale UHB

Welsh Government - Section 64 grant funding (Sustainable Social Services), the Bereavement Fund; National Suicide and Self Harm Prevention NHS Wales (in development), ACEs Hub Wales, Traumatic Stress Wales, Out Of Work Service, , Public Health Wales,

Trusts/Grants -The National Lottery Community Fund (Wales) — Mind our Future, The UK Lottery Community Fund, St Martins in the Field, Children in Need, Eastwood Park Female Prison Glos, Traveler Community BG/Torfaen, GAVO, NSPCC, Moondance Foundation

Other – Aneurin Bevan RPB, Western Bay APB, Wales Council for Voluntary Action

Established relationships are also maintained with the following bodies:

Strategic Forums

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Voluntary Sector Organisations

Housing & Homelessness

o Cymorth Cymru o Shelter Cymru o TPAS Cymru o Llamau

Mental Health and Wellbeing

o Mental Health Action Cymru

o Gwent Mental Health and Learning Disability Alliance

Community & Voluntary Services

o Interlink

o Torfaen Voluntary Alliance o Gwent Association of Voluntary Organisations

Equality & Diversity

Children & Families

o Save The Children

o Children in Wales o Kidscape

Other Key Organisations

o YMCA

o Barod o Promo Cymru o Bevan Foundation o Building Communities Trust

o UnLtd

o Age Cymru o Citizens Advice o

Education

o Cardiff Metropolitan University o Cardiff University o Swansea University o Bangor University o Bath University

o University of South Wales

o Bridgend College o Coleg Cymoedd o Coleg Gwent o Gower College o Adult Learning Wales o St David’s Catholic Sixth Form College

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Private Companies

Sport

Stability and growth: foundations for the future

We continue to operate within extremely challenging and uncertain external circumstances– navigating Cost of Living pressures, Real Living Wage increases, changes in political leadership in Wales and Westminster, as well as ongoing cuts to Local Government and Health Board budgets. This is set against a backdrop of increasing demand on public services meaning the focus is often on crisis management, with less money available for trying new things or increasing community-based early intervention initiatives – central to the new Mental Health and Wellbeing Strategy (Wales) and the route to building healthy, healing, thriving communities.

That said, we are optimistic at the direction of travel both in Wales and beyond and see huge opportunities to be part of the solution. While there is uncertainty and huge pressure on public service, the open access models Platfform is developing will be key to making the shift from costly and ineffective clinical interventions to holistic, relationship-based approaches rooted in communities. It is well known that we are operating alongside and within traumatised systems where people and services are overwhelmed. A huge part of the solution to increased demand, acuity and complexity of need lies in addressing the root causes of distress. By preventing people’s needs escalating to crisis situations, mitigating the impact of past trauma, working in and alongside communities to create belonging and ensure people have the tools to navigate life’s challenges safely we create opportunities for communities to heal and ultimately thrive. This is where we have huge expertise, experience and evidence-based service models to make a difference.

Purpose driven, not target driven

Platfform’s Growth Strategy articulates our principles and behaviours of the type of organisation we want to be in Business Development and beyond. We do not seek growth for growth’s sake, and it is not about increasing turnover or meeting targets; it’s about achieving sustainable growth in pursuit of purpose, ensuring we remain financially robust, deliver services in line with our values and support our staff to do the best work they can. In meeting the huge challenges, we collectively face, we still need to be brave, live by our values and not be complicit in commissioning practice that does not offer full cost recovery and drives down service quality.

Our principles and approach to business growth are:

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We have continued to see the impact of clarity and focus on our growth ambitions through Platfform’s two core strategic purpose statements which drive all business development and commercial activity. Our connection to why we exist and the changes we want to see in the world, ensures we are continually working towards Platfform’s strategic aims.

Additionally, our experience of working within and alongside the systems we are seeking to change enables us to speak from a place of authenticity, credibility and expertise which continues to strengthen our offer. Through a relational approach, we are building and maintaining excellent relationships – coming alongside funders, understanding their unique challenges and presenting solutions that make sense in their context while maintaining alignment to Platfform’s values.

Growth in 24/25

In living our values and only bidding for work that aligns to purpose and values; Platfform still continues to grow.

We submitted 27 tenders or grant applications over the year, achieving a win rate of 67.7% by income generated (54.2% of bids submitted), generating £2.5m income. We have achieved repeat business with existing funders as well as securing new contracts and grants – increasing Platfform’s visibility, reach and impact.

In line with our ambitions to continue to grow our work with young people and families; our Children, Young People, Families and Community department saw the biggest financial growth – mainly through the award of the Lottery UK Community Fund (£2.8m over 5yrs) as well as the highest proportion of successful bids across the charity.

Platfform Wellbeing continues to be the department with the highest volume of bids submitted (12) and where the second highest volume of successful bids occurred – in line with our strategy to grow this area of work across the UK, with a focus on London. We continue to have the most success in areas / sectors where we are known already (South Wales) but bidding activity and more importantly the feedback received from unsuccessful applications, is helping us refine our offer, increase awareness of Platfform in new areas and inform future growth strategy.

In support of growth ambitions, we continue to host an annual celebration and networking event as part of Wales Week London. This year’s event, our 3[rd] addition, saw us deliver the most successful one to date with 154 attendees joining us on a river cruise in Central London in March 2025. Attendees ranged from funders, political contacts, local authority and NHS relationships, third sector partners and friends, community activists, businesses and corporate connections.

While the evening was about celebration, there was also a clear link to Platfform’s mission. Departing from Westminster Pier, in front of the Houses of Parliament, felt particularly apt as the event centred on connecting with like-minded people and organisations, building a movement and provoking attendees to think about how their work can drive meaningful change.

There were powerful calls to action around ending social injustice in the housing sector delivered by our speaker Kwajo Tweneboa. Notable social activist and writer, Kwajo was born in South London and has been campaigning for people’s right to safe and quality social housing for a number of years, following his own experiences. He showed a powerful, hard-hitting film exposing squalid living conditions being experienced by people across the country, the impact on people’s physical and mental health and what he hopes from a new government in Westminster. It was also a rallying cry to attendees to hold ourselves and each other to account to call out injustice and be a voice for change.

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Key strategic areas of work for 2025/26

During the year we will be preparing our next 5 year strategy, shaping the journey that takes us up to and including 2030. Our purpose will remain and will guide our future planning:

That purpose is:

The emerging priorities for 2025/26:

We will look at our governance, ensuring it is fit for now and the future, continuing to balance the need for generative space and conversation alongside thorough and robust scrutiny of our work and behaviours.

We will continue living our values and commitment to being a strengths-based, relational and trauma-informed organisation with the people we employ and those who volunteer with us; role modelling the changes we want to see externally and on the inside.

We will continue living our values and commitment to being strengths-based, relational and trauma-informed in our work with people who use our services, people who commission them and those we work alongside across the wider system. Celebrating and sharing where things are changing, working well, and seeking to affect change where they are not.

We will have engaged stakeholders in reflecting on our brand, before shaping how our brand evolves over the next 5 years

We will have developed an organisation wide approach to understanding and evidencing the impact of our work better- on the people we support and systems we seek to influence.

We will continue to embed our influence strategy across the organisation - ensuring it resonates across a range of audiences and supports us in achieving change.

We will develop a financial strategy which supports our long term sustainability and enable pursuit of our ambitions

We will be making better our use of technology and business systems in pursuit of purpose

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Financial review

The Consolidated Statement of Financial Activities (SOFA) set out on page 27, shows the financial results for Platfform and those of its trading subsidiaries. The individual Charity SOFA is set out on page 28.

Income

The group income is £16m, reflecting stable performance year-on-year (FY24 £16.4m). Charitable activities account for 82% of total income, trading 17% and other income less than 1 (see below and further detail included at note 5).

Within Income from Charitable Activities, funding from local authorities totalling £6.5m remains our greatest source and includes income from supporting people and housing advice services via contracts with local authorities.

Other principal sources of funding are detailed at Note 5 and include, £809k from Welsh Government, rental income £2.2m and local health boards £1.4m.

Although no one service commissioner has excessive influence, trustees are aware that we are heavily reliant on the funding from these sources and the need to diversify income has continued to be a key driver in determining business development activity and investments from reserves over the last few financial years.

Expenditure

Total expenditure exceeded income by £82k, resulting in a near breakeven position, in line with the forecasted deficit budget. Note 7 to the accounts illustrates a matrix of the main areas of expenditure for each of our service groups.

Net movement in funds

The Charity reported an operating surplus of £1.38m while the Group recorded a net deficit of £82k. This is primarily due to a £1.2m gift from the subsidiary Mayday Trust recognised as income in the Charity and expenditure in the subsidiary (net impact nil on the funds of the Group).

The total funds balance as of 31 March 2025 for the Charity was £4.3m, (Consolidated £4.1m). There are no funds in material deficit either during, or at the year end.

Trading subsidiary

As detailed above, Platfform operates a cleaning company APP UK, via a wholly owned subsidiary structure. The ambition continues for APP UK to deliver independent, long-term income to support the charity in its income diversification strategy along with delivering social impact through its activities.

The cleaning and soft FM market remain challenging, and competition fierce, but APP UK continues to consolidate its position both in South Wales and the Southwest. Ongoing work focuses on strengthening its branding alongside establishing ongoing organic growth opportunities. The core operating structure remains streamlined, and the company continues to invest in staff development and training. External investors remain supportive of the ongoing strategy.

Reserves policy

The trustees of Platfform recognise that the charity serves many beneficiaries with an ongoing need, as such the organisation’s reserve policy has been set with the long-term viability of the charity as a crucial factor, and within the context of increasing political uncertainty and the short-term nature of funding contracts.

The principles that the trustees have determined for holding reserves include:

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Calculation and Review

Investment Principles

Governance

Total funds

Trustees have determined that the total of fixed assets, designated reserves and general reserves should not fall below the total outstanding commitments of the organisation. The total commitments figure is reviewed on an annual basis as part of the reserve level review.

Note 21 to the financial statements provides the details of reserves currently held by the charity:

General funds

The intention of the trustees is to maintain the level of general funds as above. The Consolidated Free Reserves figure of £1.7m therefore remains comfortably ahead of the organisation minimum level of reserves required. From the free reserves, £1.2m of these funds have been ringfenced as designated funds and will be used for future charitable purposes.

Designated funds

The movement on the designated funds during the year are shown in note 21 to the accounts. Details of the funds are noted below:

Freehold Property & Fixed Assets Reserve - £497k

Purpose: Reflects the equity retained in the two freehold properties and tangible fixed assets on Beaufort House and Pen-y-Lan Road.

IT & Digital Development Reserve - £30k

Purpose: Designated to support the continued upgrading of the charities operating system software. A fund of £30k to support the continued upgrading of the charities operating system software.

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Influence & Strategy Reserve - £179k

Purpose: Designated to fund our Influence and Change Strategy.

Business Development Reserve - £128k

Purpose: Designated to support the ongoing develop of Independent Income for the Charity.

Projects & Services Reserve - £353k

Purpose: Designated to support the development of our projects and services across the organisation.

Restricted funds - £2.4m

The detailed movements on restricted funds during the year are shown in note 21 to the accounts.

Going concern

The trustees have considered the charity’s financial position, including the unrestricted loss incurred during the year, and assessed its ability to continue as a going concern. While the charity has historically produced three-year income and expenditure, balance sheet, and cash flow forecasts to review its longterm position twice a year, this process was not completed in the current year due to resource constraints, now addressed. Nevertheless, the trustees have reviewed available management information, cash flow projections, and reserves and are confident the charity has sufficient resources to meet its obligations for at least 12 months from the date of approval of these financial statements. The trustees will continue to monitor financial performance closely and will resume the full forecasting process in the coming year.

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Structure, governance, and management

Governing document

Platfform for Change, trading as Platfform, is a charitable company limited by guarantee and governed by its Memorandum and Articles of Association. Members of the Board of Trustees are also directors of the charity for the purposes of company law. The trustees who served during the year under review are listed on page 21.

Organisational structure

The Board of Trustees has overall responsibility for the strategic leadership, governance, and appropriate management control of Platfform. The Board meets a minimum of eight times a year. The board occasionally delegates tasks to sub-groups of the Board but does not delegate any responsibilities. The Board is made up of trustees as voting members and attended by relevant Platfform staff.

Terms of reference are approved by the Board and reviewed annually.

Day to day leadership and management of Platfform is delegated by the board to the Chief Executive Officer and the Executive Team. With the notable exception of trustees, the charity does not significantly rely on the services of unpaid volunteers or donations from the public.

On 30 April 2010, Platfform set up a wholly owned subsidiary for the purpose of trading. The board of Platfform Enterprises Limited, (company number 7240073), reports to the board of Platfform. Platfform Enterprises Limited has one wholly owned trading subsidiary, Cardiff Cleaning Services Limited, (company number 06136290), trading as APP UK.

Executive Team – Key Management Personnel

The Executive Team is responsible for the day-to-day running of Platfform under authority delegated to it by the Board of Trustees. The executive team participates at Board discussions about strategic direction supported by financial forecasts. It proposes the annual operating budget to the Board of Trustees for approval and monitors financial performance accordingly. The members of the executive team are listed on page 21.

The Board is responsible for the setting, review, and monitoring of the executive team. The Board ensures that salaries reflect the knowledge, skills and behaviours required for performance of the individuals in post. Salaries are benchmarked against the voluntary sector and local job markets.

Recruitment, induction, and training of Trustees

New trustees join at the invitation of the board and are chosen with a view to ensuring that the board contains an appropriate balance of skill, knowledge, and experience relevant to the governance requirements of the organisation. Trustee vacancies are advertised, as necessary. A sub-group of the Board of Trustees meet annually to review the composition of the Board and to act on any up-coming vacancies. New Trustee members are invited to spend time with members of the executive team and to visit services in different areas to learn more about Platfform. Additional training and updates are offered on a regular basis and presentations about services are a standard feature on the Board.

Risk management

The risk management framework sets out the process that we use to identify and manage the principal risks and uncertainties facing the charity and its trading subsidiary. The Board reviews the strategic risk on an annual basis. During this review, the Board consider:

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considers to be acceptable
Risk Mitigation
External environment:
-Cost of Living Crisis
-Continued public sector
cuts
-Welfare reform,
specifically Local Housing
Allowance, threats to
Housing Support Grant,
increasingly competitive
tendering environment.		 Continued lobbying of
commissioners to support the
ongoing cost of living
challenges
Ensuring our annual budget
setting process is robust
along with our financial
planning and monitoring
processes
Disciplined tender writing
processes
Strong external relationships /
partnerships
Improved key performance
measure reporting following
implementation of new
systems
Refocus of strategy and
underlying business model
towards a more balanced mix
of earned and contracted
revenue.
A workforce to deliver:
-We are unable to retain
and recruit the workforce
we need to deliver on
behalf of service users
and commissioners		 Continuing review of
operating T&Cs for front line
staff to remain competitive in
market
Salary benchmarking
exercise undertaken which
continues to inform our
remuneration and pay
strategy.
Stable Executive team and
central support function
Rollout of Compassionate
Leadership, ACE & Trauma-
informed leadership and
development programmes
Use of appraisal and
supervision to identify
development roles for staff
members
Improved HR information and
data,and development of

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

cascade to provide key
performance indicators
Greater autonomy and
responsibility with introduction
of mobile working across the
organisation
Embedding Thinking
Environment principles across
organisation.
Improved recruitment
marketing activity
Group governance and
strategic leadership:
-Governance and
leadership practice and
behaviour become unfit
for purpose and not
robust enough to
successfully lead a
growing, increasingly
diverse group of
charities/companies		 Strong active Trustees with
cross sector experience
Governance framework and
competencies
Governance and leadership
culture-Thinking Environment.
Stable Executive team, clear
strategic plan – leading to the
future
Clear understanding of
trading subsidiary function
and culture. Stable Executive
team leading the strategy and
operations.
Brand, reputation,
culture, values &
stakeholder experience:
-We need to maintain a
strong cultural identity,
with lived values and
consistent high quality as
the organisation grows
and to demonstrate the
impact of our work		 Communications strategy in
development, connecting our
work, purpose, and strategy
to all stakeholders
Emerging programme of
Impact & Evaluation works, to
demonstrate our value and
impact
National/International/
Force Majeure Events:		 Development of
Operational/HR/H&S systems
in light of Lessons from
Lockdown
Diversification of activities/
clear Business Development
Strategy for Growth
Mobile/Remote working policy
across organisation

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

Strong relationships with
funders/commissioners
Robust Reserve retention
policy
Cash liquidity
Independent Revenue
generation through
trading activities:
-Risk that the trading
subsidiary (APP UK) does
not deliver the levels of
independent income
contained in the business
plan
-Risk that Breathe, and
future commercial
Training activities do not
achieve expected
revenue and therefore
contributions to the
organisation		 Strong PEL Board and
executive team with extensive
commercial experience.
Review of performance
against five-year business
plan
Annual budget setting
process and robust financial
planning and monitoring
processes
Investment appetite – social
and commercial
Development of clear and
streamlined performance
reporting frameworks to/from
the trading subsidiary
New leadership team
established to drive forward
Platfform Wellbeing (inc.
Breathe) progression.
Income, Cost control
and efficiencies:
-The changing nature of
contracting, potential rent
loss, failure to achieve
effective ways of working
will lead to increased
costs		 Qualified and experienced
finance team
Quarterly management
reporting to Board
Monthly reporting to
operational teams
Cyclical programme of cost
efficiency reviews in place
Reserve and investment
policies in place
Annual budget setting
process
Continuing to invest in core
systems for HR, payroll, and
finance to drive further cost
control and efficiency savings

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

Related Parties

See notes 25 & 26 of the financial statements for details of related party transactions. Trustees are required to complete a conflict of interest/related parties disclosure form on an annual basis.

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

Reference and administrative details

Registered charity number

Key Management Personnel

Board of Trustees

Company Secretary

Principal and Registered Office

Solicitors

Bankers

Barclays Bank plc, 3 Windsor Place, Cardiff, CF10 3BX

Auditors

23

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

STATEMENT OF TRUSTEES RESPONSIBILITIES

The trustees (who are also the directors of Platfform for Change Group and the parent charitable company and its trading subsidiaries for the purposes of company law) are responsible for preparing the Group Report of the Trustees and the group financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare consolidated financial statements for each financial year which give a true and fair view of the state of affairs of the group and parent charitable company and of the incoming resources and application of resources, including the income and expenditure, of the group and parent charitable company for that period. In preparing those financial statements, the trustees are required to

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the group and parent charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

Approved by order of the board of trustees on 28[th] November 2025 and signed on its behalf by: ............................................. HL (lsh

Anna-Louise Tonge - CHAIR

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF PLATFFORM FOR CHANGE

Opinion

We have audited the financial statements of Platfform for Change (the Group and parent charitable company) for the year ended 31 March 2025 which comprise the Consolidated Statement of Financial Activities, the Group and Charity Income and Expenditure accounts, the Consolidated and Charity Balance Sheet, the Group Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the Group and Parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where:

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinion on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF PLATFFORM FOR CHANGE

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the Group and Parent Charitable Company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the Group’s and Parent Charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the Group and Parent Charitable company or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Extent to which the audit was considered capable of detecting irregularities, including fraud

We identify and assess the risks of material misstatement of the Financial Statements, whether due to fraud or error, and then, design and perform audit procedures responsive to those risks, including obtaining audit evidence that is sufficient and appropriate to provide a basis for our opinion.

We discussed our audit independence complying with the Revised Ethical Standard 2024 with the engagement team members whilst planning the audit and continually monitored our independence throughout the process.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF PLATFFORM FOR CHANGE

Identifying and assessing potential risks related to irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and noncompliance with laws and regulations, our procedures included the following:

Audit response to risks identified

In addition to the above, our procedures to respond to risks identified included the following:

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF PLATFFORM FOR CHANGE

Use of our report

This report is made solely to the Charityʼs members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Charityʼs members those matters we are required to state to them in an auditorʼs report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charityʼs members as a body, for our audit work, for this report, or for the opinions we have formed.

Alison Vickers (Senior Statutory Auditor) for and on behalf of Bevan Buckland LLP Chartered Accountants and Statutory Auditors Ground Floor Cardigan House Castle Court Swansea Enterprise Park Swansea SA7 9LA

Signed: …………………………….

Date: .............................................

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (Incorporating the income & expenditure account) FOR THE YEAR ENDED 31 MARCH 2025

Notes
INCOME AND
ENDOWMENTS FROM
Donations and legacies
2
Charitable activities
5
Support for mental health
and wellbeing
Other trading activities
3
Other income
4a
Investment income
4b
Total
EXPENDITURE ON
Raising funds
6
Charitable activities
7
Support for mental health
and wellbeing
Other trading activities
7b
Total
Net gains/(losses) on fixed
asset disposals
Taxation
NET
INCOME/(EXPENDITURE)
Transfers between funds
21a
Net movement in funds
RECONCILIATION OF
FUNDS
Total funds brought
forward
TOTAL FUNDS CARRIED
FORWARD		 2025
Unrestricted
funds
Restricted
funds
Total funds
£
£
£
34,016
8,886
42,902
5,069,881
8,115,687
13,185,568
2,487,060
297,247
2,784,307
19,044
-
19,044
12,364
-
12,364
7,622,365
8,421,820
16,044,185
(7,292)
(5,006)
(12,298)
(7,065,511)
(6,827,903)
(13,893,413)
(2,221,668)
-
(2,221,668)
(9,294,471)
(6,832,909)
(16,127,379)
-
-
-
1,230
-
1,230
(1,670,876)
1,588,911
(81,964)
250,612
(250,612)
-
(1,420,264)
1,338,299
(81,964)
3,158,091
1,066,049
4,224,140
1,737,827
2,404,348
4,142,175		 2024
Total funds
£
1,776,115
11,940,521
2,650,028
-
20
16,366,684
(1,459)
(12,431,065)
(2,073,290)
(14,505,814)
-
(1,243)
1,859,627
-
1,859,627
2,364,513
4,224,140

The consolidated statement of financial activities includes all gains and losses recognised in the year.

All incoming resources and resources expended are derived from continuing activities.

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

CHARITY STATEMENT OF FINANCIAL ACTIVITIES (Incorporating the income & expenditure account) FOR THE YEAR ENDED 31 MARCH 2025

Notes
INCOME AND
ENDOWMENTS FROM
Donations and legacies
2
Charitable activities
Support for mental health
and wellbeing
5
Other trading activities
3
Other income
4a
Investment income
4b
Total
EXPENDITURE ON
Raising funds
6
Charitable activities
7a
Support for mental health
and wellbeing
Total
Net gains/(losses) on fixed
asset disposals
Taxation
NET
INCOME/(EXPENDITURE)
Transfers between funds
21b
Net movement in funds
RECONCILIATION OF
FUNDS
Total funds brought
forward
TOTAL FUNDS CARRIED
FORWARD		 2025
Unrestricted
funds
Restricted
funds
Total funds
£
£
£
1,251,560
8,886
1,260,446
5,069,881
8,115,687
13,185,568
525,631
297,247
822,878
-
-
-
12,364
-
12,364
6,859,436
8,421,820
15,281,256
(7,292)
(5,006)
(12,298)
(7,065,511)
(6,827,903)
(13,893,414)
(7,072,803)
(6,832,909)
(13,905,712)
-
-
-
-
-
-
(213,367)
1,588,911
1,375,544
250,612
(250,612)
-
37,245
1,338,299
1,375,544
1,829,556
1,066,048
2,895,604
1,866,801
2,404,347
4,271,148		 2024
Total funds
£
18,470
11,588,775
631,803
-
-
12,239,048
(1,459)
(12,056,178)
(12,057,637)
-
-
181,411
-
181,411
2,714,193
2,895,604

The statement of financial activities includes all gains and losses recognised in the year.

All incoming resources and resources expended are derived from continuing activities.

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

GROUP CONSOLIDATED BALANCE SHEET AT 31 MARCH 2025

2025 2024
Unrestricted Restricted Total funds Total funds
Notes £ £ £ £
FIXED ASSETS
Intangible assets 14 139,189 139,189
-		 139,189 168,576
Tangible assets 15a 1,170,958 1,170,958
-		 1,170,958 1,116,864
Investments 16a - - - -
1,310,147 - 1,310,147 1,285,440
CURRENT ASSETS
Stock 17 - -
-		 - 1,200,000
Debtors 18 2,160,912 2,160,912
-		 2,160,912 2,460,032
Cash at bank and in hand 713,350 713,350
2,404,347		 3,117,697 1,909,778
2,874,262 2,404,347 5,278,609 5,569,810
CREDITORS
Amounts falling due within 19
one year (1,407,601) (1,407,601)
-		 (1,407,601) (1,395,789)
NET CURRENT ASSETS 1,466,661 2,404,347 3,871,008 4,174,021
TOTAL ASSETS LESS
CURRENT LIABILITIES 2,776,808 2,404,347 5,181,155 5,459,461
CREDITORS
Amounts falling due after 20
more than one year (1,038,980) (1,038,980)
-		 (1,038,980) (1,235,321)
Provisions for liabilities
NET ASSETS 1,737,828 2,404,347 4,142,175 4,224,140
FUNDS 21a
Unrestricted funds 1,737,828 3,158,092
Restricted funds 2,404,347 1,066,048
TOTAL FUNDS 4,142,175 4,224,140

The financial statements were approved by the Board of Trustees on 28[th] November 2025 and were signed on its behalf by: ............................................. M Lh Trustee ANNE-LOUISE TONGE - CHAIR

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

CHARITY BALANCE SHEET AT 31 MARCH 2025

2025 2024
Unrestricted Restricted Total funds Total funds
Notes £ £ £ £
FIXED ASSETS
Intangible assets 14 6,164 6,164
-		 6,164 20,551
Tangible assets 15b 1,160,227 1,160,227
-		 1,160,227 1,106,091
Investments 16b 100 100
-		 100 100
1,166,491 1,166,491
-		 1,166,491 1,126,742
CURRENT ASSETS
Stock 17 - -
-		 - -
Debtors 18 1,980,802 1,980,802 1,980,802 2,011,872
Cash at bank and in hand 440,600 440,600
2,404,347		 2,844,947 1,475,579
2,421,402 2,404,347 4,825,749 3,487,451
CREDITORS
Amounts falling due within 19
one year (919,704) (919,704)
-		 (919,704) (772,234)
NET CURRENT ASSETS 1,501,698 2,404,347 3,906,045 2,715,217
TOTAL ASSETS LESS 2,668,189 2,404,347
CURRENT LIABILITIES 5,072,536 3,841,959
CREDITORS
Amounts falling due after 20
more than one year (801,388) (801,388)
-		 (801,388) (946,355)
Provisions for liabilities - -
NET ASSETS 1,866,801 2,404,347 4,271,148 2,895,604
FUNDS 21b
Unrestricted funds 1,866,801 1,829,556
Restricted funds 2,404,347 1,066,048
TOTAL FUNDS 4,271,148 2,895,604

The financial statements were approved by the Board of Trustees on 28[th] November 2025 and were signed on its behalf by: ............................................. M Lh Trustee

ANNE-LOUISE TONGE - CHAIR

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025

Notes
Cash flows from operating activities:
Cash generated from operations
1
Proceeds on sale of property held for resale
Net cash provided by (used in) operating activities
Cash flows from investing activities:
Purchase of tangible fixed assets
Interest paid
Cash balance acquired on acquisition of subsidiary
Dividends, Interest and rents from investments
Net cash provided by (used in) investing activities
Cash flows from financing activities:
Repayments of borrowings
Cash inflows from new borrowing
Net cash provided by (used in) financing activities
Change in cash and cash equivalents in the reporting
period
Cash and cash equivalents at the beginning of the
reporting period
1a
Cash and cash equivalents at the end of the reporting
period
1a		 2025
£
493,935
1,219,044
1,712,979
(214,807)
(90,289)
-
(12,364)
(317,460)
(187,599)
-
(187,599)
1,207,919
1,909,778
3,117,697		 2024
£
(1,880,640)
-
(1,880,640)
1,280,913
(98,871)
278,978
-
1,461,020
(133,098)
-
(133,098)
(552,718)
2,462,496
1,909,778

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025

1. RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING ACTIVITIES

2025 2024
Notes £ £
Net income/(expenditure) for the reporting period (as per
the statement of financial activities) (81,964)
1,859,627
Adjustments for:
Losses/(gain) on investments - -
Depreciation charges 160,713 143,729
Amortisation charges 29,387 35,057
Dividends, Interest and rents from investments 12,364 -
Losses/(gain) on sale of fixed assets - 1,012
Interest charges 90,289 98,871
Adjustment for loan arrangement fees 2,599
-
Donation on acquisition of Mayday - (1,756,105)
Proceeds on sale of property held for resale (1,219,044)
-
Decrease / (increase) in stock 1,200,000 (1,199,277)
Decrease / (increase) in debtors 299,120 (729,647)
Increase / (decrease) in creditors 471 (333,908)
Net cash provided by (used in) operating activities
493,935 (1,880,640)
1a. ANALYSIS OF CASH AND CASH EQUIVALENTS
2025 2024
Notes £ £
Cash in hand 3,117,697 1,909,778
Overdraft facilities
- -
Total cash and cash equivalents 3,117,697 1,909,778
1b. ANALYSIS OF NET DEBT
As at 31
As at 1 April Other non-cash March 2025
2024 Cash flows changes
£ £ £
Cash & cash equivalents 1,909,778 1,207,919 - 3,117,697
Overdraft facilities - - - -
Loans falling due within one year (180,576) - (11,341) (191,917)
Loans falling due after more than
one year (1,235,321) 185,000 11,341 (1,038,980)
Total 493,881 1,392,919 - 1,886,800

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

1. ACCOUNTING POLICIES

Legal form

Platfform for change is a private charitable company, limited by guarantee, incorporated in England and Wales. The registered office is Beaufort House, Beaufort Road, Morriston, Swansea, SA6 8JG.

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention with the exception of investments which are included at market value, as modified by the revaluation of certain assets.

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

No separate cash flow statement has been presented for the Charity itself as the Charity has taken advantage of the exemptions in paragraph 1.12 of FRS 102.

Basis of consolidation

The consolidated financial statements for the group incorporate the financial statements of the Charity and its subsidiary undertakings, all of which are prepared annually to 31 March. The results of the subsidiary undertakings are consolidated on a line by line basis within the consolidated Statement of Financial Activities.

The entities included in the consolidated financial statements are referenced in Note 26 of these financial statements.

Going concern

The financial statements have been prepared on a going concern basis. In forming this view, the trustees have considered the charity’s current financial position, cash flow forecasts, and reserves. The charity normally prepares three-year income and expenditure, balance sheet, and cash flow forecasts, which are reviewed twice annually to assess its long-term position. Due to resource constraints in the finance team, now addressed, this process was not completed by the time the financial statements were signed; however, the trustees have reviewed available management accounts and short-term forecasts and are satisfied that the charity has adequate resources to continue in operational existence for the foreseeable future. Accordingly, the going concern basis of accounting has been adopted.

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

1. ACCOUNTING POLICIES - continued

Income

All income is recognised in the Statement of Financial Activities once the charity is legally entitlement to the funds after any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably.

Cash donations are recognised upon receipt. Other donations are recognised once the Charity has been notified of the donation, unless performance conditions require deferral of any amount. Income tax recoverable in relation to donations received under the Gift Aid scheme or deeds of covenant are recognised at the time of the donation.

Income from grants, whether capital grants or 'revenue' grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. Capital grants are released to the Statement of Financial Activities in the year of receipt. Fixed assets relating to capital grants are capitalised, and depreciation charged is offset against the grant income, in a restricted fund.

Rental, recharge and trading income is recognised in the period to which the service is provided. Any rents received in advance are deferred and recognised in future periods

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity, this is normally upon notification of the interest paid or payable by the bank.

Turnover is the amount derived from ordinary activities and stated after trade discount and net of VAT.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Costs of raising funds comprise the costs in relation to generating income such as fundraising activities. Expenditure on charitable activities includes all costs relating to the furtherance of the charity's objectives as stated in the trustee's report.

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back-office costs, finance, personnel, payroll and governance costs. The basis for calculating the allocation of support costs was as a percentage of total staff time attributable to each activity. These costs have been allocated to expenditure on charitable activities

Governance costs include items such as external audit and legal costs relating to the governance of the charity, as well as costs associated with the charity's strategic management. These costs have been allocated to expenditure on charitable activities

Grants payable to individual service users are recognised at the time of the grant being provided.

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

PLATFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

1. ACCOUNTING POLICIES - continued

Taxation

As a registered charity, Platfform for change is entitled to the exemption from taxation in respect of income and capital gains received with sections 478-489 of the Corporation Tax Acct 2010 and section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects purpose only.

Of the subsidiaries, Platfform Enterprises Ltd, Cardiff Cleaning Services Ltd, Gofal Enterprises Ltd and Mayday Trust, all had no corporation tax charges for the period.

Investments

Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/expenditure for the year. Transactions costs are expensed as incurred.

Investments in subsidiary undertakings are measured at cost less provision for impairment.

Cash & Cash equivalent

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short term liquid investments with original maturities of 3 months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

Operating Leases

The group classifies the lease of a photocopier and premises as operating leases. Rental charges are charged on a straight line basis over the term of the lease.

Pensions

The Charity operates a defined contribution scheme for the benefit of its employees. The assets of the scheme are held separately from those of the Charity. Contributions payable are charged to the profit and loss account in the year they are payable and are charged against both restricted and unrestricted funds.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Designated funds comprise unrestricted funds which the trustees have deemed as allocated for a specific purpose.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

The amount of funds held in each of these funds categories can be found further on in the notes to the consolidated financial statements.

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

1. ACCOUNTING POLICIES - continued

Financial Instruments

The Charity has elected to apply the provisions of Section 11 'Basic Financial Instruments' and Section 12 'Other Financial Instruments Issues' of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the Charity’s balance sheet when the Charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

Basic financial assets

Basic financial assets, which include trade and other receivables and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

Classification of financial liabilities

Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the charity after deducting all of its liabilities.

Basic financial liabilities

Basic financial liabilities, including trade and other payables, bank loans and loans from fellow group companies, are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future receipts discounted at a market rate of interest.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

Trade payables are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade payables are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into, an equity instrument is any contract that evidences a residual interest in the assets of the Charity after deducting all of its liabilities.

Derecognition of financial liabilities

Financial liabilities are derecognised when the Charity’s contractual obligations expire or are discharged or cancelled.

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

1. ACCOUNTING POLICIES - continued

Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Creditors and provisions

Creditors and provisions are recognised where the company has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Legacies

Legacies are recognised on a case by case basis following the granting of probate and when the administrator/executor for the estate has communicated in writing the amount and of the legacy. In the event that the legacy is in the form of an asset other than cash or a financial asset traded on a recognised stock exchange, recognition is subject to the value for the legacy being reliably measurable with a degree of reasonable accuracy and the title to the asset being transferred to the Charitable Company.

Employee benefits

The cost of unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the Charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

Intangible fixed assets

Intangible assets acquired separately from a business are recognised at cost and are subsequently measured at cost less accumulated amortisation and accumulated impairment losses.

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

Goodwill – 10% straight line but no amortisation charged in the year of acquisition.

If there is an indication that there has been a significant change in amortisation rate, useful life or residual value of an intangible asset, the amortisation is revised prospectively to reflect the new estimates.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life:

Freehold & Leasehold Property – 2% on cost Improvements to property – 10% on cost Project furniture & fittings – 20% on cost Office equipment – 33% on cost Plant & machinery – 20% on cost PC equipment – 25% on cost

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

1. ACCOUNTING POLICIES - continued

Critical accounting estimates and judgements

In application of the Charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

Critical accounting estimates and judgements are listed below:

Useful economic lives of tangible assets

The annual depreciation charges for tangibles assets is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are reassessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets. See following notes for the useful economic lives for each class of assets.

Amounts recoverable on trade debtors

During the year and at the balance sheet date the trustees quantify the amounts recoverable on each trade debtor balance and provide for any amounts deemed as irrecoverable. The amount provided for may differ from actual amounts written off once the debts go bad.

Impairment of goodwill and investments

At each period end, the carrying value of goodwill and investments are reviewed for any potential requirement for impairment.

40

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

2. DONATIONS AND LEGACIES

Mayday Trust donation
26
Donations
3. OTHER TRADING ACTIVITIES
Training courses
PWB counselling
Other
Subsidiary trading income
4a. OTHER INCOME
Other income
4b. INVESTMENT INCOME
Deposit account interest		 Group
2025
£
-
42,902
42,902
Group
2025
£
361,372
448,703
12,803
1,961,429
2,784,307
Group
2025
£
19,044
19,044
Group
2025
£
12,364
12,364		 Group
2024
£
1,756,105
20,010
1,776,115
Group
2024
£
188,490
427,463
15,850
2,018,225
2,650,028
Group
2024
£
-
-
Group
2024
£
20
20		 Charity
2025
£
1,219,043
41,403
1,260,446
Charity
2025
£
361,372
448,703
12,803
-
822,878
Charity
2025
£
-
-
Charity
2025
£
12,364
12,364		 Charity
2024
£
-
18,470
18,470
Charity
2024
£
188,490
427,463
15,850
-
631,803
Charity
2024
£
-
-
Charity
2024
£
-
-

41

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

5. INCOME FROM CHARITABLE ACTIVITIES

Source of
income
Activity
Big Lottery
Support for mental
health and wellbeing
Children in
Need
Support for mental
health and wellbeing
Save The
Children
Support for mental
health and wellbeing
ESF Funding
Support for mental
health and wellbeing
Local authorities
Support for mental
health and wellbeing
Local Health
boards
Support for mental
health and wellbeing
Rent
Support for mental
health and wellbeing
Small grants
Support for mental
health and wellbeing
Welsh
Government
Support for mental
health and wellbeing
St Martins in the
Fields
Support for mental
health and wellbeing
Moondance
Community
Coaching
Support for mental
health and wellbeing
Mayday Trust
Charitable
Income
Support for mental
health and wellbeing
Other
Support for mental
health and wellbeing
6. RAISING FUNDS
Fundraising & event costs		 Group
2025
£
478,904
19,949
-
985,958
6,538,339
1,377,344
2,191,076
784,517
809,481
-
-
-
-
13,185,568
Group
2025
£
12,298
12,298		 Group
2024
£
389,152
29,956
30,770
741,643
5,915,339
1,108,704
2,147,651
177,114
799,249
54,414
192,687
351,746
2,096
11,940,521
Group
2024
£
1,459
1,459		 Charity
2025
£
478,904
19,949
-
985,958
6,538,339
1,377,344
2,191,076
784,517
809,481
-
-
-
-
13,185,568
Charity
2025
£
12,298
12,298		 Charity
2024
£
389,152
29,956
30,770
741,643
5,915,339
1,108,704
2,147,651
177,114
799,249
54,414
192,687
-
2,096
11,588,775
Charity
2024
£
1,459
1,459

42

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

7a. ANALYSIS OF CHARITABLE ACTIVITIES COSTS - CHARITY

Support for mental health and wellbeing 2025
2024
Direct costs
Grant funding of
activities:
Support costs
Total
Total
(see note 8 )
(see below)
£
£
£
£
£
12,358,040
21,269
1,535,374
13,914,683
12,056,178
12,358,040
21,269
1,535,374
13,914,683
12,056,178

43

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

Counselling
Depreciation and FA
costs
Finance costs
Housing Association
Costs
Insurance
Marketing & advertising
Office costs
Other Costs
Partner costs
Professional expenses
Property cost
Public affairs
Salaries
Service user costs
Staffing costs
Telecommunications & IT
Travel
Training
Total		 Central
Contracts
CYP
Dementia Employment
HSA
Other
PWB PWB Counselling PWB Training Supported Housing
Transformation
TSS & FS
2025
2024
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
-
-
1,800
-
-
-
-
222
197,917
-
-
-
-
199,939
249,389
66,534
-
8,238
93
149
-
48,520
220
4,678
6,474
31,785
247
2,279
169,218
154,389
65,626
3
940
294
460
211
13,372
-
3,315
-
2,408
-
2,034
88,663
96,003
(5,264)
-
953
233
-
-
3,600
-
-
-
1,516,961
-
(720)
1,515,763
1,349,585
9,707
75
25,574
5,975
9,517
4,460
4,592
825
3,356
329
45,479
1,339
43,511
154,738
144,273
34,784
-
26,577
6,420
3,825
449
1,506
12,953
764
1,124
844
32,404
645
122,294
107,652
2,867
-
6,363
2,065
2,373
408
7,017
41
2,292
175
15,945
171
6,482
46,200
44,881
46,271
-
72,644
30,786
41,019
(8,495)
13,313
1,389
16,425
(1,491)
7,878
5,047
2,632
227,419
242,519
-
-
-
-
100,800
-
-
-
-
-
-
10,000
-
110,800
173,370
87,446
(4)
27,806
104
(2,751)
172
732
-
467
(1,104)
2,611
15,313
1,661
132,452
121,207
(36,213)
-
139,022
16,242
26,238
9,245
41,437
-
23,736
-
39,492
-
101,073
360,271
256,975
-
-
-
-
-
-
-
-
-
-
-
1,803
-
1,803
10,618
1,152,865
4,797
1,497,820
298,161
453,360
222,397
223,728
160,233
368,410
74,444
2,584,961
215,874
2,322,923
9,579,972
8,071,914
(292)
-
3,135
3,438
3,652
-
53,644
28
-
13
3,791
-
2,377
69,785
74,642
54,788
57
68,778
7,161
11,225
5,250
5,198
8,056
4,322
975
56,157
4,212
113,671
339,850
280,521

34,513
626
93,942
20,731
28,589
14,587
19,423
7,950
18,729
1,229
114,807
680
145,698
501,504
460,439
1,367
-
-
294
-
-
-
(400)
-
64,703
-
400
350
66,714
28,908
20,375
21
38,207
11,804
19,253
6,883
10,571
5,602
1,684
3,022
23,246
11,298
54,063
206,031
188,892

1,535,374
5,576
2,011,799
403,802
697,708
255,567
446,653
197,119
646,094
149,893
4,446,363
298,789
2,798,678
13,893,414
12,056,177

44

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

7b. ANALYSIS OF CHARITABLE ACTIVITIES COSTS - GROUP

Support for mental health and wellbeing
Charity
Support for mental health and wellbeing
Mayday
Trading Subsidiary costs		 2025
2024
Direct costs
Grant funding of
Support costs
Total
Total
(see note 8 )
(see below)
£
£
£
£
£
12,336,771
21,269
1,535,374
13,893,414
11,974,376
-
-
-
-
456,689
2,215,291
-
-
2,221,668
2,073,290
14,552,062
21,269
1,535,374
16,115,082
14,504,355

45

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

Counselling
Depreciation and FA
costs
Finance costs
Housing Association
Costs
Insurance
Marketing & advertising
Office costs
Other Costs
Partner costs
Professional expenses
Property cost
Public affairs
Salaries
Service user costs
Staffing costs
Telecommunications & IT
Travel
Training
Total
Trading subsidiary
expenditure
Mayday charitable
expenditure
Total		 Central
Contracts
CYP
Dementia Employment
HSA
Other
PWB PWB Counselling PWB Training Supported Housing
Transformation
TSS & FS
2025
2024
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
-
-
1,800
-
-
-
-
222
197,917
-
-
-
-
199,939
249,389
66,534
-
8,238
93
149
-
48,520
220
4,678
6,474
31,785
247
2,279
169,218
154,389
65,626
3
940
294
460
211
13,372
-
3,315
-
2,408
-
2,034
88,663
96,003
(5,264)
-
953
233
-
-
3,600
-
-
-
1,516,961
-
(720)
1,515,763
1,349,585
9,707
75
25,574
5,975
9,517
4,460
4,592
825
3,356
329
45,479
1,339
43,511
154,738
144,273
34,784
-
26,577
6,420
3,825
449
1,506
12,953
764
1,124
844
32,404
645
122,294
107,652
2,867
-
6,363
2,065
2,373
408
7,017
41
2,292
175
15,945
171
6,482
46,200
44,881
46,271
-
72,644
30,786
41,019
(8,495)
13,313
1,389
16,425
(1,491)
7,878
5,047
2,632
227,419
242,519
-
-
-
-
100,800
-
-
-
-
-
-
10,000
-
110,800
173,370
87,446
(4)
27,806
104
(2,751)
172
732
-
467
(1,104)
2,611
15,313
1,661
132,452
121,207
(36,213)
-
139,022
16,242
26,238
9,245
41,437
-
23,736
-
39,492
-
101,073
360,271
175,173
-
-
-
-
-
-
-
-
-
-
-
1,803
-
1,803
10,618
1,152,865
4,797
1,497,820
298,161
453,360
222,397
223,728
160,233
368,410
74,444
2,584,961
215,874
2,322,923
9,579,972
8,071,914
(292)
-
3,135
3,438
3,652
-
53,644
28
-
13
3,791
-
2,377
69,785
74,642
54,788
57
68,778
7,161
11,225
5,250
5,198
8,056
4,322
975
56,157
4,212
113,671
339,850
280,521

34,513
626
93,942
20,731
28,589
14,587
19,423
7,950
18,729
1,229
114,807
680
145,698
501,504
460,439
1,367
-
-
294
-
-
-
(400)
-
64,703
-
400
350
66,714
28,908
20,375
21
38,207
11,804
19,253
6,883
10,571
5,602
1,684
3,022
23,246
11,298
54,063
206,031
188,892
1,535,374
5,576
2,011,799
403,802
697,708
255,567
446,653
197,119
646,094
149,893
4,446,363
298,789
2,798,678
13,893,414
11,974,375
2,215,291
2,073,290
-
456,689
1,535,374
5,576
2,011,799
403,802
697,708
255,567
446,653
197,119
646,094
149,893
4,446,363
298,789
2,798,678
16,108,705
14,504,354

46

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PLATFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

8. GRANTS PAYABLE

Service user grants paid to individuals Group
2025
£
21,269
21,269		 Group
2024
£
11,238
11,238		 Charity
2025
£
21,269
21,269		 Charity
2024
£
11,238
11,238

9. SUPPORT COSTS

Group
2025
£
Support costs (see Note 7a & 7b for full
details)
1,535,374
1,535,374
0. NET INCOME/(EXPENDITURE)
et income/(expenditure) is stated after charging/(crediting):
Group
2025
£
Auditors’ remuneration – audit
30,750
Auditors’ remuneration – other services
11,150
Depreciation - owned assets
160,713
Amortisation
29,387
Operating leases - equipment
18,054
Operating leases - property
113,284		 Group
2024
£
1,298,481
1,298,481
Group
2024
£
16,000
21,000
143,279
35,057
12,445
84,046		 Charity
2025
£
1,535,374
1,535,374
Charity
2025
£
18,000
5,000
155,376
14,387
18,054
113,284		 Charity
2024
£
1,298,481
1,298,481
Charity
2024
£
11,500
2,500
133,718
20,057
12,445
84,046

10. NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

11. TRUSTEES' REMUNERATION AND BENEFITS – GROUP & CHARITY

Trustees' remuneration

There were no trustees' remuneration or other benefits for the year ended 31 March 2025 nor for the year ended 31 March 2024.

Trustees' expenses

During the year 3 Trustees (2024: 3) received reimbursement of travelling expenses of £274 (2024: £712), this excludes total travel expenses waived of £nil (2024: £nil).

12. STAFF COSTS, COSTS OF KEY MANAGEMENT PERSONNEL & STAFF NUMBERS

Wages & salaries
Agency costs
Social security costs
Pension costs
Total		 Group
2025
£
9,566,994
646,445
777,074
447,865
11,438,378		 Group
2024
£
8,209,708
588,321
646,663
388,750
9,833,442		 Charity
2025
£
7,814,935
646,445
680,445
419,246
9,561,071		 Charity
2024
£
6,718,603
471,671
575,417
367,429
8,133,120

As the group take on new contracts, agency staff are employed until new employees are hired.

Included in the above wages costs are redundancy costs of £37,616 (Group) and £37,616 (Charity) excluding PILON (2024: £24,284 (Group) & £24,284 (Charity)).

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

12. STAFF COSTS, COSTS OF KEY MANAGEMENT PERSONNEL & STAFF NUMBERS – continued

The number of employees whose employee benefits (excluding employer national insurance costs and employer pension costs) exceeded £60,000 was:

Group Group Charity Charity
2025 2024 2025 2024
£ £ £ £
£60,001 - £70,000 1 1 1 1
£70,001 - £80,000 2 2 2 2
£80,001 - £90,000 - - - -

The total amount of employer pension contributions paid in respect of the above employees for the year was £15,030 (2024: £18,927).

Key management personnel – GROUP

The total amount of employee benefits received by the Group’s key management personnel for services to the Group totalled £427,909 (2024: £327,774), this includes salary sacrifice and employers NI.

Key management personnel – CHARITY

The total amount of employee benefits received by the Charity's key management personnel for services to the Charity totalled £427,909 (2024: £327,774), this includes salary sacrifice and employers NI.

The average monthly number of employees during the year was as follows:

Head office
Projects
Total		 Group
2025
28
457
485		 Group
2024
28
436
464		 Charity
2025
28
308
336		 Charity
2024
28
268
296

48

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

13a. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES – GROUP

INCOME AND
ENDOWMENTS FROM
Donations and legacies
2
Charitable activities
5
Support for mental health
and wellbeing
Other trading activities
3
Other income
4a
Investment income
4b
Total
EXPENDITURE ON
Raising funds
6
Charitable activities
7b
Support for mental health
and wellbeing
Other trading activities
7b
Total
Net gains/(losses) on fixed
asset disposals
Taxation
NET
INCOME/(EXPENDITURE)
Transfers between funds
21a
Net movement in funds
RECONCILIATION OF
FUNDS
Total funds brought
forward
TOTAL FUNDS CARRIED
FORWARD		 2024
Unrestricted
funds
Restricted
funds
Total funds
£
£
£
1,765,957
10,158
1,776,115
5,124,842
6,815,679
11,940,521
2,033,715
616,313
2,650,028
-
-
-
20
-
20
8,924,534
7,442,150
16,366,684
(576)
(883)
(1,459)
(5,181,875)
(7,249,190)
(12,431,065)
(2,073,290)
-
(2,073,290)
(7,255,741)
(7,250,073)
(14,505,814)
-
-
-
(1,243)
-
(1,243)
1,667,550
192,077
1,859,627
-
-
-
-
-
-
1,667,550
192,077
1,859,627
1,490,541
873,972
2,364,513
3,158,091
1,066,049
4,224,140

49

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

13b. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES – CHARITY

INCOME AND
ENDOWMENTS FROM
Donations and legacies
2
Charitable activities
Support for mental health
and wellbeing
5
Other trading activities
3
Other income
4a
Investment income
4b
Total
EXPENDITURE ON
Raising funds
6
Charitable activities
7a
Support for mental health
and wellbeing
Total
Net gains/(losses) on fixed
asset disposals
Taxation
NET
INCOME/(EXPENDITURE)
Transfers between funds
21b
Net movement in funds
RECONCILIATION OF
FUNDS
Total funds brought
forward
TOTAL FUNDS CARRIED
FORWARD		 2024
Unrestricted
funds
Restricted
funds
Total funds
£
£
£
8,312
10,158
18,470
4,773,096
6,815,679
11,588,775
15,490
616,313
631,803
-
-
-
-
-
-
4,796,898
7,442,150
12,239,048
(576)
(883)
(1,459)
(4,806,988)
(7,249,190)
(12,056,178)
(4,807,564)
(7,250,073)
(12,057,637)
-
-
-
-
-
-
(10,666)
192,077
181,411
-
-
-
(10,666)
192,077
181,411
1,840,222
873,971
2,714,193
1,829,556
1,066,048
2,895,604

50

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

14a. INTANGIBLE FIXED ASSETS - GROUP

Cost
At 1 April 2024
Additions
Disposals
Reclassification of assets
At 31 March 2025
Depreciation
At 1 April 2024
Charged in year
Eliminated on disposal
Reclassification of asset
At 31 March 2025
Net book value
At 31 March 2025
At 31 March 2024
a. INTANGIBLE FIXED ASSETS - CHARITY
Cost
At 1 April 2024
Additions
Disposals
Reclassification of assets
At 31 March 2025
Depreciation
At 1 April 2024
Charged in year
Eliminated on disposal
Reclassification of asset
At 31 March 2025
Net book value
At 31 March 2025
At 31 March 2024		 Goodwill
Computer
Software
Total
£
£
463,025
93,148
556,173
-
-
-
-
-
-
-
-
-
463,025
93,148
556,173
(315,000)
(72,597)
(387,597)
(15,000)
(14,387)
(29,387)
-
-
-
-
-
-
(330,000)
(86,984)
(416,984)
133,025
6,164
139,189
148,025
20,551
168,576
Computer
Software
Total
£
£
93,148
93,148
-
-
-
-
-
-
93,148
93,148
(72,597)
(72,597)
(14,387)
(14,387)
-
-
-
-
(86,984)
(86,984)
6,164
6,164
20,551
20,551

14a. INTANGIBLE FIXED ASSETS - CHARITY

51

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15a. TANGIBLE FIXED ASSETS – GROUP

Cost
At 1 April 2024
Additions
Disposals
At 31 March
2025
Depreciation
At 1 April 2024
Charge for year
Disposals
At 31 March
2025
Net book
value
At 31 March
2025
At 31 March
2024		 Freehold
property
£
322,917
3,784
-
322,917

(110,747)
(18,222)
-
(128,969)
197,732

212,170		 Long
Lease
hold
£
500,000
-
-
500,000

(84,972)
-
-
(84,972)
415,028

415,028		 Improve-
ments to
property
£
276,505
69,912
-
276,505

(34,251)
(28,816)
-
(63,067)
283,350

242,254		 Office
equip-
ment
£
614,385
102,467
-
614,385

(457,588)
(75,019)
-
(532,607)
184,245

156,797		 Project
fixtures &
fittings
£
205,155
38,644
-
205,155

(125,313)
(33,319)
-
(158,632)
85,167

79,842		 Plant &
Machinery
£
26,546
-
-
26,547

(15,773)
(5,337)
-
(21,110)
5,436

10,773		 Totals
£
1,945,508
214,807
-
2,160,315
(828,644)
(160,713)
-
(989,357)
1,170,958
1,116,864

52

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

15b. TANGIBLE FIXED ASSETS – CHARITY

Cost
At 1 April 2024
Additions
Disposals
At 31 March 2025
Depreciation
At 1 April 2024
Charge for year
Disposals
At 31 March 2025
Net book value
At 31 March 2025
At 31 March 2024		 Freehold
property
£
322,917
3,784
-
326,701
(110,747)
(18,222)
-
(128,969)
197,732
212,170		 Long
leasehold
£
500,000
-
-
500,000
(84,972)
-
-
(84,972)
415,028
415,028		 Improve-
ments to
property
£
276,505
69,912
-
346,417
(34,251)
(28,816)
-
(63,067)
283,350
242,254		 Office
equip-
ment
£
614,385
97,172
-
711,557
(457,588)
(75,019)
-
(532,607)
178,950
156,797		 Project
fixtures
& fittings
£
205,155
38,644
-
243,799
(125,313)
(33,319)
-
(158,632)
85,167
79,842		 Totals
£
1,918,962
209,512
-
2,128,474
(812,871)
(155,376)
-
(968,247)
1,160,227
1,106,091

16a. FIXED ASSET INVESTMENTS - GROUP

Cost
At 1 April 2024
Additions
Revaluations
Disposals
At 31 March 2025		 Listed
investments
£
-
-
-
-		 Other
investments
£
-
-
-
-		 Totals
£
-
-
-
-

16b. FIXED ASSET INVESTMENTS - CHARITY

Cost
At 1 April 2024
Additions
Impairment
Disposals
At 31 March 2025		 Listed
investments
£
-
-
-
-		 Other
investments
£
100
-
-
-
100		 Totals
£
100
-
-
-
100

There were no investment assets outside the UK.

The investments listed in other investments relates to share capital in Platfform Enterprises Ltd a subsidiary company of the Charity registered in FY20 (note 26).

53

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

17. STOCK:
Group
Group
2025
2024
£
£
Stock
-
1,200,000
-
1,200,000
18. DEBTORS:
Group
Group
2025
2024
£
£
Amounts falling due within one year:
Trade debtors
1,758,198
1,664,365
Prepayments & accrued income
400,417
681,051
Amounts owed by group undertakings
-
-
Other debtors
2,297
114,616
2,160,912
2,460,032
Amounts falling due in more than one
year:
Amounts owed by group undertakings
-
-
2,160,912
2,460,032
19. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR:
Group
Group
2025
2024
£
£
Bank loans and overdrafts
191,917
176,828
Trade creditors
376,835
223,905
Amounts owed to group undertakings
-
-
Taxation and social security
116,145
230,311
Accrued expenses, grants in advance &
deferred income
294,575
628,042
Other creditors
428,129
136,704
1,407,601
1,395,790		 Charity
2025
£
-
-
Charity
2025
£
1,405,670
387,378
187,754
-
1,980,802
-
1,980,802
Charity
2025
£
134,350
327,670
-
-
251,249
206,435
919,704		 Charity
2024
£
-
-
Charity
2024
£
1,343,821
444,838
223,212
-
2,011,871
-
2,011,871
Charity
2024
£
123,733
202,244
-
133,999
266,862
45,396
772,234

Contained in grant repayments and deferred income above is grant income received in advance of the period to which it relates, details of the movement in the year are listed below:

Brought forward balance
Mayday grant income upon
acquisition
Grant income received
Grant income released
Carried forward balance		 Group
2025
£
117,540
-
13,185,568
(13,285,358)
17,750		 Group
2024
£
249,964
113,293
11,675,277
(11,920,994)
117,540		 Charity
2025
£
78,069
-
13,185,568
(13,245,887)
17,750		 Charity
2024
£
249,964
-
11,588,775
(11,760,670)
54
78,069

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

PLATFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

20. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR:

Loans
Other creditors		 Group
2025
£
1,038,980
-
1,038,980		 Group
2024
£
1,235,321
-
1,235,321		 Charity
2025
£
801,388
-
801,388		 Charity
2024
£
946,355
-
946,355

Secured Debt:

The company's bankers - Barclays has a first legal charge over the leasehold property Beaufort House, Beaufort Road and freehold property Pen y Lan Road, Cardiff, both dated 19/05/2022.

Also included within bank loans above is £199,297 secured on the group companies assets. Funding was provided by UnLtd and Social Invest Cymru, the loans will be repaid over a ten and five year period.

Based on the lender's earliest repayment date, borrowings are repayable as follows:

Terms of repayment
Within one year
Between one and two years
Between two and five years
More than five years
Total		 Group
2025
£
191,917
225,031
557,516
256,433
1,230,897		 Group
2024
£
180,576
214,157
530,875
490,289
1,415,897		 Charity
2025
£
134,350
135,849
423,054
242,485
935,738		 Charity
2024
£
123,733
125,233
389,198
431,924
1,070,088

55

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PLATFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

21a. MOVEMENT IN FUNDS - GROUP: 21a. MOVEMENT IN FUNDS - GROUP:
At 1 April Incoming Resources Gains Transfers At 31 March
2024 Resources expended / 2025
Losse
s
£ £ £ £ £ £
Unrestricted
General fund 617,186 7,622,365 (9,286,864) - 1,389,673 342,360
Freehold property &
fixed asset reserve 497,464 - - - - 497,464
IT & digital
development fund 30,000 - - - - 30,000
Influence & strategy
role reserve 178,652 - - - - 178,652
Business development
reserve 127,766 - - - - 127,766
Project & services 352,925 - - - - 352,925
Mayday Trust
designated fund 1,354,098 (1,139,061) 215,037
3,158,091 7,622,365 (9,286,864) - 250,612 1,744,204
Restricted
CYP restricted funds 280,771 2,502,995 (1,939,877) - - 843,889
Dementia restricted
funds 53,192 381,005 (403,844) - 4,158 34,511
Employment fund 5,554 223,775 (162,751) - - 66,578
Community wellbeing
donation - - - - - -
H.S.A & S180
restricted funds 8,152 1,191,243 (945,813) - - 253,582
Other smaller
restricted funds 93,891 364,934 (344,100) - 289 115,014
Wellbeing 109,773 504,049 (282,897) - (258,990) 71,935
WCVA - - - - - -
TSS & FS restricted
funds 333,672 3,200,132 (2,629,869) - 3,931 907,866
Moondance 127,662 53,687 (76,368) - - 104,981
St Martins in the Field 53,382 - (47,390) - - 5,992
1,066,049 8,421,820 (6,832,909) - (250,612) 2,404,348
Total funds 4,224,140 16,044,185 (16,119,773) - - 4,148,552

A description of the funds held and the transfers between funds can be found within the Trustees Report.

56

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

21b. MOVEMENT IN FUNDS - CHARITY: FUNDS - CHARITY:
At 1 April Incoming Resources Gains / Transfers At 31
2024 Resources expended Losses March
2025
£ £ £ £ £ £
Unrestricted
General fund 643,912 6,859,436 (7,072,803) - 250,612 681,157
Freehold property &
496,301		 - -
-		 - 496,301
fixed asset reserve
IT & digital 30,000 - -
-		 - 30,000
development fund
Influence & strategy
178,652		 - -
-		 - 178,652
role reserve
Business 127,766 - -
-		 - 127,766
development
reserve
Project & services 352,925 - -
-		 - 352,925
1,829,556 6,859,436 (7,072,803) - 250,612 1,866,801
Restricted
CYP restricted 280,769 2,502,995 (1,939,877) - - 843,887
funds
Dementia restricted
53,192		 381,005 (403,844) - 4,158 34,511
funds
Employment fund 5,554 223,775 (162,751) - 66,578
H.S.A & S180 8,152 1,191,243 (945,813) - - 253,582
restricted funds
Other smaller 93,891 364,934 (344,100) - 289 115,014
restricted funds
Wellbeing 109,773 504,049 (282,897) - (258,990) 71,935
WCVA - - - - - -
TSS & FS restricted
333,672		 3,200,132 (2,629,869) - 3,931 907,866
funds
Moondance 127,662 53,687 (76,368) - 104,981
St Martins in the 53,382 - (47,390) - - 5,992
Field
1,066,048 8,421,820 (6,832,909) - (250,612) 2,404,347
Total funds 2,895,604 15,281,256 (13,905,712) - - 4,271,148

A description of the funds held and the transfers between funds can be found within the Trustees Report.

57

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

21c. COMPARATIVE FOR MOVEMENT IN FUNDS - GROUP:

Unrestricted
General fund
Freehold property &
fixed asset reserve
IT & digital
development fund
Influence & strategy
role reserve
Business
development
reserve
SIB Platfform
Wellbeing Seed
Fund
Project & Services
(CYP)
Mayday Trust
designated fund
Restricted
CYP restricted
funds
Dementia restricted
funds
Community
wellbeing donation
H.S.A & S180
restricted funds
Other smaller
restricted funds
Supporting People
Wellbeing
WCVA
TSS & FS restricted
funds
Moondance
St Martins in the
Field
Total funds		 At 1 April
2023
Incoming
Resources
Resources
expended
Gains /
Losses
Transfers
At 31
March
2024
£
£
£
£
£
£
96,132
8,924,534
(7,049,382)
- (1,354,098)
617,186
575,267
-
(77,803)
-
-
497,464
30,000
-
-
-
-
30,000
240,000
-
(61,348)
-
-
178,652
127,766
-
-
-
-
127,766
95,173
-
(95,173)
-
-
-
326,203
-
26,722
-
-
352,925
-
-
-
-
1,354,098
1,354,098
1,490,541
8,924,534
(7,256,984)
-
-
3,158,091
238,990
1,833,188
(1,791,407)
-
-
280,771
34,562
436,852
(418,222)
-
-
53,192
-
83,085
(77,531)
-
-
5,554
4,340
-
(4,340)
-
-
-
1,882
1,098,523
(1,092,253)
-
-
8,152
99,487
1,268,495
(1,274,091)
-
-
93,891
142,853
602,919
(635,999)
-
-
109,773
27,468
38,312
(65,780)
-
-
-
324,390
1,833,675
(1,824,393)
-
-
333,672
-
192,687
(65,025)
-
-
127,662
-
54,414
(1,032)
-
-
53,382
873,972
7,442,150
(7,250,073)
-
-
1,066,049
2,364,51316,366,684
(14,507,057)
-
-
4,224,140

A description of the funds held and the transfers between funds can be found within the Trustees Report.

58

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

21d. COMPARATIVES FOR MOVEMENT IN FUNDS - CHARITY:

Unrestricted
General fund
Freehold property &
fixed asset reserve
IT & digital
development fund
Influence & strategy
role reserve
Business
development
reserve
SIB Platfform
Wellbeing Seed
Fund
Project & Services
(CYP)
Restricted
CYP restricted
funds
Dementia restricted
funds
Employment
services restricted
funds
Community
wellbeing donation
H.S.A & S180
restricted funds
Other smaller
restricted funds
Wellbeing
WCVA
TSS & FS restricted
funds
Moondance
St Martins in the
Field
Total funds		 At 1 April
2023
Incoming
Resources
Resources
expended
Gains /
Losses
Transfers
At 31
March
2024
£
£
£
£
£
£
446,976
4,796,898
(4,599,963)
-
-
643,911
574,104
-
(77,803)
-
-
496,301
30,000
-
-
-
-
30,000
240,000
-
(61,348)
-
-
178,652
127,766
-
-
-
-
127,766
95,173
-
(95,173)
-
-
-
326,203
-
26,722
-
-
352,925
1,840,222
4,796,898
(4,807,565)
-
-
1,829,555
238,988
1,833,188
(1,791,407)
-
-
280,769
34,562
436,852
(418,222)
-
-
53,192
-
83,085
(77,531)
-
-
5,554
4,340
-
(4,340)
-
-
-
1,882
1,098,523
(1,092,253)
-
-
8,152
99,487
1,268,495
(1,274,091)
-
-
93,891
142,853
602,919
(635,999)
-
-
109,773
27,468
38,312
(65,780)
-
-
-
324,390
1,833,675
(1,824,393)
-
-
333,672
-
192,687
(65,025)
-
-
127,662
-
54,414
(1,032)
-
-
53,382
873,970
7,442,150
(7,250,073)
-
-
1,066,047
2,714,192 12,239,048
(12,057,638)
-
-
2,895,602

A description of the funds held and the transfers between funds can be found within the Trustees Report.

59

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

22. OPERATING LEASES

Land & buildings:
Due under 1 year
Due between 1-2 years
Due between 2-5 years
Due in more than 5 years
Other leases:
Due under 1 year
Due between 1-2 years
Due between 2-5 years
Due in more than 5 years		 Group
2025
£
40,847
33,312
49,500
179,625
11,870
10,966
8,078
-
334,198		 Group
2024
£
42,525
38,750
23,167
189,000
9,325
7,132
14,462
264
324,625		 Charity
2025
£
40,847
33,312
49,500
179,625
11,870
10,966
8,078
-
334,198		 Charity
2024
£
42,525
38,750
23,167
189,000
9,325
7,132
14,462
264
324,625

23. PENSIONS

GROUP

The cost of contributions made in the year by the group to the scheme amounted to £423,484 (2024: £388,750). At the year end, there were outstanding contributions of £59,301 (2024: £48,394).

CHARITY

The cost of contributions made in the year by the Charity to the scheme amounted to £419,246 (2024: £367,429). At the year end, there were outstanding contributions of £51,573 (2024: £43,561).

24. ULTIMATE CONTROLLING PARTY

The Group and Charity are ultimately controlled by the Trustees of the Charity as listed in the Trustees report.

25. CHARITY RELATED PARTY TRANSACTIONS

Cardiff Mayday
Platfform Gofal Cleaning Trust
Enterprises Enterpris Services
Ltd es Ltd Ltd
£ £ £ £
Expenditure 9,000 - 29,899 243,348
Revenue - 9,000 78,023 -
Donation - - - 1,219,043
Amounts owed to Platfform for Change - - 177,755 10,000
Amounts owed by Platfform for Change 900 - 6,602 -

60

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

PLATFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

26. SUBSIDIARIES

Gofal Enterprises Ltd

The Charity controls Gofal Enterprises Ltd, its wholly owned subsidiary. The company is registered in England and Wales, company number 07240073. All surpluses made are gifted to the Charity. The financial statements have been consolidated on a line by line basis in the Statement of Financial Activities. A summary of the results are shown below:

Profit and Loss in the period:
Turnover
Sales to Group companies
Admin & other expenses
Other income
Taxation
Intercompany purchases & recharges
Net (loss) / profit
The aggregate of the assets, liabilities and funds below:
Current assets
Creditors due within 1 year
Creditors due after 1 year
Net Assets		 2025
£
-
-
(3,078)
9,000
1,230
-
7,152
1,407
(9,548)
(30,737)
(38,878)		 2024
£
-
-
(2,325)
8,800
(1,230)
-
5,245
1,001
(9,062)
(37,969)
(51,275)

61

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

PLATFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

26. SUBSIDIARIES

Cardiff Cleaning Services Ltd

The Charity controls Cardiff Cleaning Services Ltd, its wholly owned subsidiary. The company is registered in England and Wales, company number 06136290. All surpluses made are gifted to the Charity. The financial statements have been consolidated on a line by line basis in the Statement of Financial Activities. A summary of the results are shown below:

Profit and Loss in the period:
Turnover
Sales to Group companies
Admin & other expenses
Other income
Tax
Net (loss) / profit
The aggregate of the assets, liabilities and funds below:
Fixed assets
Current assets
Creditors due within 1 year
Creditors due after 1 year
Net Assets		 2025
£
2,147,681
78,023
(2,223,648)
-
-
2,056
143,756
378,804
(565,214)
(33,893)
(76,547)		 2024
£
2,095,838
81,363
(2,131,241)
367
(13)
46,314
158,798
360,815
(553,264)
(44,952)
(78,603)

Platfform Enterprises Ltd

The Charity controls Platfform Enterprises Ltd, its wholly owned subsidiary. The company is registered in England and Wales, company number 11953056. All surpluses made are gifted to the Charity. The financial statements have been consolidated on a line by line basis in the Statement of Financial Activities. A summary of the results are shown below:

Profit and Loss in the period:
Turnover
Sales to Group companies
Admin & other expenses
Other income
Exceptional items
Net (loss) / profit
The aggregate of the assets, liabilities and funds below:
Fixed assets
Current assets
Creditors due within 1 year
Creditors due after 1 year
Net Assets
Share capital		 2025
£
-
-
(22,674)
-
-
(22,674)
100,000
1,489
(106,562)
(117,935)
(123,008)
(276,304)		 2024
£
-
750
(26,796)
-
-
(26,046)
100,000
47,314
(41,602)
(206,046)
(100,334)
(276,304)

62

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2025

PLATFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

26. SUBSIDIARIES

Mayday Trust

The Charity acquired control of Mayday Trust (another Charitable Organisation) on 06/09/2023.

SOCI in the period:
Income
Donation to Charity
Expenditure
Net Surplus / (Deficit)
The aggregate of the assets, liabilities and
funds below:
Fixed assets
Current assets
Creditors due within 1 year
Creditors due after 1 year
Net Assets		 2025
£
145,611
-
(1,589,654)
(1,444,043)
At 31 March
2025
£
-
267,914
(59,254)
-
208,660		 2024
£
848,928
-
(1,042,861)
(193,933)
At 31 March
2024
£
-
1,961,981
(309,278)
-
1,652,703

63