Charity registration number 1064524 (England and Wales) Company registration number 03388671 OAKLEAF ENTERPRISE ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 OAKLEAF ENTERPRISE LEGAL AND ADMINISTRATIVE INFORMATION Trustees Secretary Charity number (England and Wales) Company number Registered office Auditor Bankers Solicitors Mrs LAndrews Mr RW Maybury Mr PJ Bevan Mr JW Kindell Mr M Harrison Mr RM Lloyd Mr SKA Michell Ms A Bampou Mr JT Pepper Mr JW Kindell 1064524 03388671 101 Walnut Tree Close Guildford Surrey GU1 4UQ Moore (South) LLP Suite 3, Second Floor Friary Court 13-21 High Street Guildford Surrey GU1 3DG Metro Bank ple 1 Southampton Row London WC1B 5HA Moore Barlow LLP The Oriel Sydenham Road Guildford Surrey GU1 3SR (Appointed 25 July 2024) (Appointed 28 November 2024) OAKLEAF ENTERPRISE CONTENTS Chair's Statement CEO Report Trustees' report Statement of Trustees' responsibilities Independent auditor's report Statement of financial activities Summary income and expenditure account Balance sheet Statement of cash flows Notes to the financial statements Page 1 2-3 4 - 10 11 12-15 16 - 17 18 19 20 21 - 38 OAKLEAF ENTERPRISE CHAIR'S STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 ¡he last year has been one of forward motion as we have executed against the 3-5 year strategic plan developed in the prior financial year. Progress has been excellent with the Board and Senior Management Team, SMT, working together to achieve our joint objectives. Our main achievements against each of these obiectives are outliner • Relocate to a better and more sustainable location. • Whilst this objective has not yet been achieved Oakleaf did come close to signing a lease on new premises. the process of finding and nearly securing new premises has focussed our requirements and ensured that our internal activities to make a move easier are progressing well. Premises have also been identified to house our gardening enterprise simplifying the requirements for a central Guildford location and hence opening up more opportunities. • Drive to increase funding and shift the balance to a significant majority of unrestricted funding as we build organisational flexibility to address the changing needs and increasing size of our client base • The Board approved an increase to the fundraising team and a new member of staff was recruited. Their efforts will be focussed on legacy, individual and high net worth support. • Build strength and depth in our organisational skills to improve robustness of the organisation in the event of business disruption. • Oakleaf now has a complete skills capability audit against its key roles. A training plan has been executed to ensure that all key roles and functions can be fulfilled to a competent level by a minimum of two people. Reviews of capability levels are now undertaken on a regular basis to maintain Oakleaf's • Improve our ability to collect, analyse and use data to highlight how we impact and improve the lives of others and to improve our organisational effectiveness. • Oakleaf has partnered with the Royal Holloway University of London's Business Analytics program, working with Masters students to create capabilities that will enable the Charity to utilise the data it has to serve its clients better and the community it sits in. This will be an ongoing journey as we identify areas in which we need to learn and improve through the analysis of data. • Increase our reach across a broader and more diverse client base ensuring that our services, whether provided directly or indirectly, are accessible to minority and underserved groups. • This objective is currently on hold until the other objectives are sufficiently progressed. Through working on a joint set of objectives in the last financial year, implementing them together this year and through SiT attendance for parts of each Board meeting the relationship between the Board and SMT has gone from strength to strength. This has created a positive cycle of improvement throughout the year. Although the financial climate has been very challenging the SMT remains motivated and progress on all fronts has been strong. Through the strategic efforts of our Risk & Audit Committee, Oakleaf now has a better understanding of its risks and where our appetite sits against each of them. Whilst the Charity will always face risks, many being the same as they have been for the last few years, we are now better placed to have either meaningful mitigants in place against them or actions underway to bring the risks to within acceptable levels. Oakleaf strives to be a focal point of support in our community for those who struggle with poor mental health. Its role has been bolstered this year by the award of several locally funded contracts to deliver critical mental health support. You can read more about these in the CEO's report. I am extremely proud of Oakleaf's success in this area as it clearly demonstrates the value that others place on our efforts and the confidence they have in our ability to deliver. This success has been made possible by the continued hard work and creativity of our staff and I would like to thank our existing donors for their continued support and welcome our new donors to the Oakleaf family. Without your kindness and generosity, we would not be able to survive. I would also like to recognise the significant efforts of our staff and volunteers. Through your continued and non-judgemental support of our clients, you make a huge difference to their lives. On our clients' behalf I would like to say Thank You. Lorraine Andrews Chair of the Board Date: 27.1025 - 1- OAKLEAF ENTERPRISE CEO REPORT FOR THE YEAR ENDED 31 MARCH 2025 Writing an annual report can feel counterintuitive in our line of work-so much of what we do is about looking forward and being present with those we support. Yet taking a moment to reflect on the last 12 months offers valuable insight and momentum. So, here's a brief look back-with an eye firmly on the future. Property: A step closer It has been a long-term goal to relocate Oakleaf to a more modern and suitable premises which befits our current and hopefully future need. This ideal was almost answered in January 2025 when we successfully won a planning application on a new premises in Guildford. However, ultimately, we were effectively gazumped, we lost the property and the ideal did not come to realisation. While disappointing, this process energised us. It also highlighted the invaluable support of our Board and Property Subgroup, with whom we continue to work closely as we seek the right base to meet our current and future needs. Bridge the Gap: Lifesaving Trauma Informed work Ne are one of 11 VCSE (voluntary, community and social enterprise) organisations across Surrey providing Bridge the Gap service to adults experiencing Multiple Disadvantages, comprising one or more of the following nental ill-health, domestic abuse, homelessness, addiction and involvement with the criminal justice system. The orogramme was under threat due to lack of funding but, thankfully, our contract has now been extended until Marci 2026. Our three Outreach Workers-focused on Guildford and Waverley, deliver trauma-informed, multi-agency support with meaningful outcomes. To illustrate the type of work undertaken, I have reproduced a case snapshot below to provide an insight: ZX, in their 40s, faced homelessness after a severe mental health crisis. Mistrust of services and complex trauma left them rough sleeping for 18 months. Through consistent, non-judgmental support, we built trust, coordinated multi-agency input, and supported them into treatment and stable housing. Today, they are connected, thriving, and rebuilding a life with purpose. Gambling Related Harms - in Minority Communities n January 2025, we secured a new Surrey-wide contract focusing on gambling-related harms, particularly withil ninority and female communities. Our newly recruited team of five brings both professional training and liver experience to this deeply complex issue. With caseloads capped at eight per worker, to ensure intensive individualised support, we are excited to lead this essential work and raise awareness of a hidden but growing problem. Stronger Together: Building a VCSE Alliance Our involvement in the aforementioned projects has led to deeper collaboration across the VCSE sector in Surrey. I'm currently chairing an emerging alliance of providers addressing multiple disadvantage. We are now formalising this into a Community Interest Company, supported by legal partners, to position ourselves for future joint contracting opportunities. This may necessitate a Prime Contractor structure which we will be perfectly positioned tor. Oakleat's voice and our clients' needs remain central to this development. The development of a CIC will enable us to pursue funded projects which might only be accessible to organisations covering a wide geographical area and breadth of client groups, which can now be achieved by us through working together under one structure. This Will not however preclude us working independently as needed. Paths to Succes: Year One highlights Our five-year Big Lottery funded project came to the end of its first year in June 2025. The team has developed a busy and active Job Club, which beyond providing all the normal elements of job coaching and preparation has also delivered a variety of workshops and guest speakers from drama-based confidence building to talks on volunteering and food poverty. This project is run in partnership with Guildford Action. This collaboration is a productive and positive experience for both charities and is creating tangible outcomes for our clients. Through developing a joint programme our teams are gaining valuable insight to each charity. They are building on best practice, shadowing workers and experiencing a different client group, thereby increasing the team's skill base. - 2- OAKLEAF ENTERPRISE CEO REPORT FOR THE YEAR ENDED 31 MARCH 2025 Fundraising: Weathering a Tough Landscape Drawing to the end of the financial year, we acknowledge it has been a challenging time for trust fundraising. Many funders have closed and others have shifted their focus from mental health. Thankfully, our other income streams have helped close the gap. The outlook for the financial year ending 31 March 2026 remains cautious, and we will be monitoring the landscape closely and adapting where needed. Counselling: Expanding Our Reach Demand for our counselling services continues to grow. Over the year to 31 March 2025, we have supported 188 clients, tracking outcomes via the Warwick-Edinburgh Wellbeing Scale. This scale (WEMWBS) is a validated tool used to measure mental wellbeing through 14 positively worded statements, assessing how people have been feeling and functioning over a given period of time. We're proud to report clear improvements in client wellbeing as illustrated below. This success is down to the dedication of our counselling team predominantly trainee therapists supported by qualified staff and volunteers. Proportions of wellbeing before & after intervention 0% 22% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 66% 78% 32% Before After •% Low wellbeing • % Moderate wellbeing •% High wellbeing Looking Forward This has been a year of both challenge and progress. While not every ambition has been realised, the resilience, innovation and commitment of our team has driven us forward. I remain immensely proud of what we've achieved and excited for what lies ahead. With determination and support we will identify an alternative property this year, thereby enabling us to build upon our successful wellbeing activities and with suitable space initiate a wellbeing hub. In July 2025 we commenced a new project focusing on suicide prevention in the under 30 age group and the development of a carer support group. Clive Stone CEO Date: 31-10-25 - 3- OAKLEAF ENTERPRISE TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) FOR THE YEAR ENDED 31 MARCH 2025 The Trustees who are also Directors of the Charity for the purposes of the Companies Act 2006, present their report Ireland (FRS 102) (effective 1 January 2019). Objectives and activities Oakleaf as a charity registered with the Charity Commission, gives due regard to public benefit and considers that the range and volume of activities it provides and reflected in this report meet the requirements of Public Benefit. Such activities and training are accessible and inclusive with no barriers to entry, especially for those who may be considered as living within poverty or suffering from a disability (specifically mental ill-health). Objects, aims and activities The principal objects of the Charity are to support and improve the lives of people suffering with mental ill-health, physical disabilities and special needs. The main aim of the Charity is to enable its clients to improve their lives through accessing the services it delivers. The main activities undertaken to further this aim are: • to devise with each client a personal development programme; • the provision of a wide range of confidence building Wellbeing activities which are designed to improve and address physical and mental ill-health; • to provide individual counselling services enabling clients to build personal techniques to manage and improve their mental ill-health; • to provide the opportunity to participate in a supportive work environment with a variety of vocational training applications; • to offer a range of occupational based activities leading to increased confidence and the potential to acquire and sustain employment; organisations through projects such as Bridge the Gap; and • to provide advice and support for those accessing further educational opportunities and/or work placement ma super on no decease more unliced set of services from mutile provided training including training in CV writing, job search skills, personal presentation, interview techniques and the development of employment applications. The Charity measures its performance against its objects through the improvements in the mental health of its clients, principally by using the Recovery Star (for mental health and wellbeing), and by the use of semi-annual client surveys to take stock of the experiences and views of those accessing its services and participating in the activities it provides. The services and activities provided by the Charity are delivered with the invaluable input of its volunteers, to whom we are very grateful for their support. Volunteers carry out roles such: • working on a one-to-one basis in our IT training area; • a small number of our counsellors, post qualification, provide a few hours of counselling each week; • three volunteers cover the organisation's Reception across the course of a week; and • a number of volunteers who offer support to our fundraising events on an ad hoc basis. The Trustees are satisfied that these activities are carried out for public benefit, having due regard for the guidance given by the Charity Commission. - 4 - OAKLEAF ENTERPRISE TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Achievements and performance During the reporting period the Charity has undertaken 2,059 counselling sessions supporting 188 clients. All client attendances are held and tracked through Lamplight, the organisation's client database. From general client surveys and specific surveys comparing pre and post counselling sessions we know that the provision of counselling, (up to a maximum of 18 sessions), made a significant difference to the wellbeing of our clients. With the expansion of the services to meet ongoing need and increased complexity of work we recruited four qualified counsellors who now manage 29% of all sessions attended, the rest being provided by trainee counsellors under close supervision. A range of wellbeing activities have been delivered during the period including yoga, tai-chi, literacy and numeracy, football, mindfulness and Kick Start, a physical fitness programme, all of which have engaged a total of 285 clients across the year. Survey results clearly show that the attendance of activity sessions enables clients to build confidence, improve self-esteem and also to meet with others thereby reducing their social isolation. 148 clients have been recorded on Lamplight and supported by the Charity's Employment Project of whom 48 have gained sustainable employment in part-time, full time or volunteering roles. Such outcomes are again tracked through Lamplight and additionally logged in an Excel programme. Mental ill-health has been shown to reduce Significantly a person's ability to find and sustain employment, so supporting those clients who are able - and aspire - to return to the workplace, is a key aim for the Charity. client surveys and Recovery Star are the two key mechanisms by which the Charity measures its performance against its stated aims. During the reporting period two client surveys have been undertaken. We are delighted thal we had more respondents than the prior year. An average of the two survey results show that; • 87% of our clients felt more confident through attending Oakleaf activities • 85% of clients felt less isolated • 82% of clients felt that attending Oakleaf improved their mental wellbeing Clients consistently give positive feedback about the daily wellbeing programme and the Charity continues to use this information to shape and plan future activities. Despite the financial constraints and feelings of anxiety many of our clients are facing, feedback suggests they value face-to-face interaction. As a result, the Charity is taking further steps to address isolation, such as hosting free wellbeing cafe sessions each week, to drive an increase in clients returning to its premises and helping to reduce social isolation. Through the use of surveys, by recording attendance levels and by reviewing costs, the Charity constantly monitors the effectiveness of its activities and services. Fundraising policy and activities The Charity is registered with the Fundraising Regulator and adheres fully to its code of practice. This code alongside the Charity's own "Ethical Fundraising Policy" is monitored and reviewed annually by the Trustees and • fundraising general behaviour asking for support • informing donors and treating people fairly Our Ethical Fundraising Policy ensures we do not compromise our mission and values when raising funds. This policy governs the acceptance of funds by the Charity. The Charity will not accept funds where in doing so: • It could be unlawful; • It is contrary to our charitable objectives; • It would have a detrimental impact on our current and prospective clients; • It would detrimentally impact our reputation or operations; • We have good reason to believe a prospective donor is in vulnerable circumstances. With the exception of public donations at organised events, the Charity reviews all potential donors and donations to ensure that they comply with our policy statement. The Charity does not engage with third party organisations or external professional fundraisers and only raises funds through the endeavours of its own staff, whether permanently employed or managed directly under short-term contracts, and volunteers. No complaints regarding its fundraising activities have been received by the Charity. - 5- OAKLEAF ENTERPRISE TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Fundraising policy and activities (continued) The Charity raises income through the methods listed below. The Charity does not utilise door to door or street collections. • grants from Government, trusts, foundations and other bodies events & community fundraising • Individual and corporate giving & legacies The Trustees are hugely grateful for the generosity of the public, organisations and other funders who helped the Charity raise £1.252M for the year ended 31 March 2025. This income can be split as follows:- • grants from Government, trusts, foundations and other bodies £0.554M • grant of an endowment from The Edward Gostling Fund - £0.250m • events & organised fundraising activities eg. London Marathon £0.120M • individual/corporate giving and legacies £0.151M • training & other trading activities £0.161M • other income £0.016M Overall, the Charity spent £1.14M (before depreciation) in the financial year. Of this £0.579M was spent directly on support for clients with poor mental health, described elsewhere in this report. The remaining amount is spent towards running the Charity, including fund raising activities and planning for the future. Financial headlines including overview of fundraising The 2024/25 financial year was a particularly challenging one with rising costs and a cautious fundraising environment. The Charity had anticipated this and budgeted for a £134,007 deficit after depreciation. Excluding the endowment from The Edward Gostling Fund, actual total income was £45,861 better than budget. Overall, with prudent cost management, including some one-off strategic investment in IT resilience, the Charity was able to deliver an operating deficit that was £19,101 better than budget. Again, excluding the endowment from The Edward Gostling Fund, income for the year at £998,371 (2024 - £974,227) was very similar to the previous year. This was due primarily to an increase in income from statutory sources and higher corporate/community fundraising offsetting a further drop in income from Grants and Charitable Trusts. A plan is ongoing to turn around the drop in Grant and Charitable Trust income to try to bring it back to 2022/23 levels, and to diversify our fundraising income streams further. Budgeted income for the year 2025/26 is expected to increase due to a statutory grant to tackle gambling related harm and some recovery in grants from charitable trusts. A full breakdown of costs is provided later in this report but the headline net expenditure figure for the year was E1,143,686 (2024 - £1,062,014). This increase is due primarily to continued inflation pressures, many of which are not controllable, and additional legal and audit professional fees associated with income generation. Overall this has resulted in a net movement in unrestricted and restricted funds for the year of £114,906 negative (2024 - £60,013 negative). Reserves During the financial year the Charity reviewed its reserves policy and the Trustees consider that the most appropriate policy is to maintain reserves of four months of unrestricted expenditure together with a provision of £125,000 to cover the cost of a premises move that is expected to take place in the next twelve to eighteen months. In 2024/25 the charity was in receipt of a legacy endowment from The Edward Gostling Fund of £250,000 to help meet operating costs. In order to ensure that the reserves policy outlined above is met, a sum of £33,900 has been transferred from the endowment fund in 2024/25. It is expected that the endowment fund will continue to be used to support operating costs in 2025/26 and beyond.. The Trustees will continue to monitor the reserves policy as another deficit of around £125,000 (excluding any exceptional premises move costs) is budgeted for the 2025/26 year. The aim is to reduce significantly this deficit in the 2026/27 financial year as part of a goal to return to a broadly balanced budget. - 6- OAKLEAF ENTERPRISE TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Investment policy he Charity has implemented a combined financial management and investment policy. The policy governs the vay the Charity manages its finances to meet its stated objectives and to safeguard the funds required to meet its perational needs. The policy ensures that finances are managed in alignment with its ethical and environmenta olicies. The primary investment objective is to protect the Charity's long-term funds from the effects of above bank interest-rate inflation. As at the reporting period the only long-term investment fund approved for investment is the COIF Charities Ethical Investment Fund At the end of the reporting period the amounts held were as follows: Non-interest Bearing cash Interest Bearing savings Investment Funds £36,620 £302,715 £233,543 Risk management The Trustees are aware of their responsibilities under SORP 2019 (FRS102). They maintain a risk register for the Charity and regularly review (at least annually) the risks that the Charity faces. The Trustees have put in place a number of policies and procedures for the Charity's activities. These policies and procedures are reviewed at least annually. The Trustees have agreed a risk appetite, which acts as a framework for all decision making at the Charity. In summary, the overall risk appetite that the Trustees are willing to take is low. the risk appetite distinguishes between the different risk categories as regards the level of risk tolerance that the Trustees are willing to take. The risk appetite for legal, regulatory compliance and reputational risks has been set as being very low. Financial, technological and people risks have all been set as low, and strategic, operational and fundraising risks have been set as medium. At the time of this report, the Trustees perceive the principal risks and uncertainties that the Charity faces are: 1. People: Our top three risks all concern people, as fundamentally, the Charity is all about people, from the staff we employ to our clients that we support. We have a dedicated team of staff, some of whom have been long serving and have developed and nurtured relationships within the community and have considerable "corporate knowledge", not all of which could be enshrined in the Charity's procedures for someone to pick up The Charity now has a Deputy CEO who has taken on the running of parts of the charity. The CEO has been able to focus on strategic development and also developing new external strategic partnerships as well as deepening existing relationships. The senior team has been working with an external agency for the last year to develop a more robust and diverse management regime, strengthening strategic and core management capabilities. Senior Management attendance of board meetings is now embedded as is a regular review of continuity planning for core skills and role coverage. Premises: A significant part of the Charity's activities are about social inclusion and counselling and whilst we are able, especially as was the case during the pandemic, to provide online activities, there is nothing better than our clients being able to have a place to come to, to meet others, participate in activities or just see a friendly face. The Charity has been at its Guildford site (Walnut Tree Close) since inception, where many of the activities take place, although in recent times we do have some outreach locations as well. The Guildford site, whilst convenient for access by public transport, which is vitally important as many of our clients have limited means, the site is far from ideal, as the building is old, needs constant maintenance, its layout is disjointed and has been prone to flooding on a few occasions by the neighbouring River Wey. The lease on the Guildford premises expires on 30 June 2026. The Charity wishes to move to alternative long-term accommodation that more closely meets Oakleafs and our clients' future needs. The Trustees are actively engaged in the search for an appropriate new location, however, there remains a risk that suitable premises will not be secured before the current lease expires. The Trustees are also exploring potential short-term contingency plans to mitigate this risk and ensure the Charity is able to continue to support its clients without interruption. - 7 - OAKLEAF ENTERPRISE TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Risk management (continued) 3. Funding: the Trustees no longer consider funding to be one of the Charity's top risks, but the ability to finance the Charity's operations is, obviously, essential. As a part of its 3-5 year strategic objectives Oakleaf is looking to diversify its income streams and to increase its level of funding. To this end an additional fundraiser has been recruited focussing on legacy and high net worth fundraising. The Charity has four months' worth of unrestricted expenditure and an additional £125K office move provision, as financial reserves in place to finance its activities. The Trustees review at each Board meeting the management accounts together with a funding report of donations and grants received, applications for grants made and anticipated donations to be received and the likelihood of them being received. If necessary, the Trustees will take action should there be significant variations to budget or forecast. Decision making With the exception of those items defined in the Charity's 'Matters reserved for the Board' document, the Board has delegated all decision making to the CEO and the Charity's senior management team. The Board has appointed a People Committee, comprised of a minimum of two trustees, that reviews ecommendations made by the CEO on salary and bonuses for the Charity's staff members. Local information or salary levels is utilised by the CEO to benchmark appropriate salaries for the different roles within the Charity's staf structure. The People Committee is also responsible for recommending changes to the CEO's salary for approval by the Board. Salary changes are approved as a part of the annual budgeting process. Plans for future periods The Trustees and the Senior Management Team continue to work on and implement the elements of the 3-5 year strategic plan created in the 23/24 financial year. Key areas of the strategy are:- • To secure new long-term premises to give assurance on the Charity's location to its clients. • Having narrowly missed out on new premises Oakleaf's requirements and ability to move are now very well progressed. To diversify and increase funding to support the Charity's growing client base A new fundraiser is implementing plans that will raise awareness of the Charity and strengthen th ability to raise funds from legacy and high net worth donations. • To strengthen the skills of the Charity's core staff to address key person risks. A skills and role continuity plan is in place and regularly monitored. This work is now moving t business as usual and is now considered as being complete. • To improve and enhance the Charity's data capabilities to assist with reporting, impact analysis anc measuring performance against objectives. its clients who need its support. • This goal is on hold until the others are sufficiently well progressed. Oakleaf's work on its completed lottery employment project and the commencement of the follow-on project with Sulldford Action is leading to future opportunities to deal with more challenging aspects of mental ill-health. Oakleal has been asked to take a lead role in several publicly funded projects which places the charity at the heart of mental health support in the region. - 8- OAKLEAF ENTERPRISE TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Structure, governance and management Oakleaf Enterprise is registered as a company limited by guarantee (Company No. 03388671) and with the Charities Commission (Registration No. 1064524). The Charity has adopted its Memorandum and Articles of Association in accordance with the Companies Act 1985, as its governing document when it was incorporated on 18 June 1997. The most recent Articles of Association were adopted by special resolution on 23 May 2016. In the event of the Charity being wound up, members will be required to contribute a sum not exceeding £1 per member. Subsidiary undertaking Oakleaf Enterprise has a subsidiary Oakleaf Enterprise Trading Limited (Company No. 10128893). This Subsidiary was incorporated in 2016 and has been dormant ever since incorporation. There is one share of E1 in issue, which is owned by Oakleaf Enterprise. In the event of the Subsidiary being wound up, Oakleaf Enterprise will be required to pay for its share (ie. £1). Directors of the organisation and organisational structure The Charity is headed up by its Board of Trustees. The Trustees are also members of the charitable company. The maximum number of members of the charitable company is 100. The rustees of the Charity are also Directors for the purpose of company law. At each Annual General Meeting one-third of the directors or, if their number is not three or a multiple of three, the number nearest to one-third must retire from office. The Directors to retire by rotation shall be those who have been longest in the office since their last appointment. If any directors became or were appointed Directors on the same date, those to retire shall (unless otherwise agreed among themselves) be determined by lot. The Directors during the year under review, and those appointed since the year end were: Mrs L Andrews Mr R W Maybury Mr PJ Bevan Mr J W Kindell Mr M Harrison Clir A M Goodwin Mr A Lilleyman Mr R M Lloyd Mr S KA Michell Ms A Bampou Mr J T Pepper (Resigned 1 April 2025) (Resigned 28 November 2024) (Appointed 25 July 2024) (Appointed 28 November 2024) Recruitment and appointment of new Trustees The Board seeks to recruit new Trustees to balance various skills required to manage the Charity. All prospective Trustees are recruited through the organisation's Trustee Recruitment Policy. Traditional business skills are required as well as an understanding of mental health and the effects it can have on those trying to live and work in society. The Board is aware of the principles set out in the Charity Governance Code and, in particular, Principle 5 on Board effectiveness and the need for the Board to ensure it has the right mix of skills and knowledge. Further, the Board is aware of the need to refresh progressively the Board, in order to bring in new blood with new ideas and perspectives. The Code states that Trustees, who have served for more than nine years, should be subject to a particular rigorous review. Whilst there has been natural refreshing of the Board, Mr J W Kindell has now served on the Board for more than ten years and Mrs L Andrews, who was first appointed to the Board in November 2017, has Chaired the Board for more than six years. With this in mind, the Trustees specifically met to discuss the continuance in office of both Mr Kindell and Mrs Andrews. Neither Mr Kindell nor Mrs Andrews participated in the discussion on their own respective appointment. The Trustees are of the opinion that both Mr Kindell and Mrs Andrews remain effective and bring independent challenge to the Board and are happy for both to continue to serve on the Board. - 9- OAKLEAF ENTERPRISE TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Recruitment and appointment of new Trustees (continued) The Board has the power at any time to appoint any person to be a Trustee, either to fill a casual vacancy or an addition to the existing Trustees, but so that the total number of Trustees shall not at any time exceed fifteen, being the number fixed in accordance with the Articles of the Charity. All new Trustees are welcomed into the organisation and an induction programme is facilitated where they spen ime with each department lead, to gain a greater understanding of how front-line services are delivered. Furthe insight is provided into all back-office facilities including fundraising and marketing. Training is, by necessity, tailored to individual needs depending on the knowledge gaps and experience of the individual involved. Auditor In acord orth with anil Chibe plains nal General Meinghat More (South) LLP be reappointed Disclosure of information to auditor Each of the Trustees has confirmed that there is no information of which they are aware which is relevant to the audit, but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditor is aware of such information. The Trustees' Report was approved by the Board of Trustees. LAdaus Mrs L Andrews Trustee Date: 27.10.25 - 10 - OAKLEAF ENTERPRISE STATEMENT OF TRUSTEES' RESPONSIBILITIES FOR THE YEAR ENDED 31 MARCH 2025 company law requires the Trustees to prepare financial statements for each financial year which give a true and fai new of the state of affairs of the Craiy company for that yo resources and application of resources, including the In preparing these financial statements, the Trustees are required to: - select suitable accounting policies and then apply them consistently; - observe the methods and principles in the Charities SORP: - make judgements and estimates that are reasonable and prudent; - state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in operation. The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. - 11 - OAKLEAF ENTERPRISE INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF OAKLEAF ENTERPRISE Opinion We have audited the financial statements of Oakleaf Enterprise (the 'charitable company') for the year ended 31 Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standaro applicable in the Uk and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements: give a true and fair view of the state of the charitable company's affairs as at 31 March 2025 and of its incoming resources and application of resources, for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; have been prepared in accordance with the requirements of the Charities Act 2011. 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 Charity 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 In auditing the financial statements, we have concluded that the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report. Other information The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. 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 course of 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 this gives rise to a material misstatement in the financial statements themselves. 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. Matters on which we are required to report by exception We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion: the information given in the financial statements is inconsistent in any material respect with the Trustees' report; or sufficient accounting records have not been kept; or the financial statements are not in agreement with the accounting records; or we have not received all the information and explanations we require for our audit. - 12- OAKLEAF ENTERPRISE INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF OAKLEAF ENTERPRISE Responsibilities of Trustees As explained more fully in the statement of Trustees' responsibilities, the Trustees, who are also the directors of the Charitable Company for the purpose of company law, 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 the Trustees 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 charitable company's ability to continue as a going concern, to cease operations, or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financial statements We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder. 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. A further description of our responsibilities is available on the Financial Reporting Council's website at: https:// www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including Explaination as to what extent the audit was considered capable of detecting irregularities, including fraud The objectives of our audit report in respect of fraud, are to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company. Our approach was as follows: • The engagement partner selected a team for the audit, led by persons who it was deemed had sufficient experience, along with the required competence and skills to be able to identify or recognise non-compliance with laws and regulations. to traud, management override was identified as a significant fraud risk. This is due to the ability to bypass controls and manipulate the accounting policies adopted. • In addition to the possibility of management override of controls, revenue recognition was considered a significant risk due the timing of the grant funding and donations received. • We obtained an understanding of the legal and regulatory requirements applicable to the charitable company and considered the most significant to be Charities Act 2011, the Charity SORP, Companies Act 2006, UK financial reporting standards as issued by the Financial Reporting Council and UK lax legislation. We considered how the charitable company complies with these requirements by discussions with management and those charged with governance. - 13- OAKLEAF ENTERPRISE INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF OAKLEAF ENTERPRISE internal controls in place to mitigate identified risks. We roses ed thoratio ironman, do amantial reseated ontanand processes opted The as dir ansactions and balances. Any irregularities noted were discussed with management and addition: In response to the risk of fraud through management override we: • performed analytical procedures to identify any unusual or unexpected relationships; • tested journal entries to identify any unusual transactions; • assessed whether judgement and assumptions made in determining accounting estimates were indicative of management bias; and • reviewed the disclosures in the financial statements to ensure that they meet the requirements of financial reporting standards and relevant legislation. To address the risk of completeness of income we: - • tested a sample of grants to supporting documentation confirming income correctly accounted for; • tested grants and donations received around the year end, ensuring cut-off appropriate applied; and • agreed a sample of deferred income to supporting documentation. To address the risk of classification of income between restricted and unrestricted we: • agreed a sample of income recorded in the nominal ledger to source documentation to ensure any restrictions were correctly identified. • agreed a sample of expenses incurred to ensure that they had been allocated to the appropriate fund; and • obtained and reviewed fund analysis workings to ensure that the calculations were correct and agreed to the accounting records. There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are trom financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regularity and legal correspondence, if any. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. - 14- OAKLEAF ENTERPRISE INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF OAKLEAF ENTERPRISE Use of our report This report is made solely to the charity's trustees, as a body, in accordance with Part 4 of the Charities (Accounts Danielle On thìn Danielle Griffin (Senior Statutory Auditor) for and on behalf of Moore (South) LLP Chartered Accountants Statutory Auditor 31 October 2025 Suite 3, Second Floor Friary Court 13-21 High Street Guildford Surrey GU1 3DG Moore (South) LLP is eligible for appointment as auditor of the Charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006. -15- OAKLEAF ENTERPRISE STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025 Current financial year Unrestricted Restricted Endowment funds funds funds 2025 2025 Income and endowments from: Donations and legacies Charitable activities Other trading activities Investments Other income Notes 3 5 4 6 E 2025 243,808 107,707 250,000 121,401 412,473 89,186 : 21,709 2,087 : 4,005 Total income and endowments 478,191 520,180 254,005 Expenditure on: Raising funds 9 Charitable activities 8 Total expenditure 171,898 416,200 588,098 17,311 538,277 555,588 Net gains/(losses) on investments Net (outgoing)/incoming resources before transfers 15 Gross transfers between funds Net movement in funds Fund balances at 1 April 2024 Fund balances at 31 March 2025 25/26 (3,491) (113,398) 38,488 (74,910) 344,599 269,689 - (35,408) (4,588) (39,996) 97,603 57,607 - 254,005 (33,900) 220,105 - 220,105 Total 2025 601,515 533,874 89,186 25,714 2,087 1,252,376 189,209 954,477 1,143,686 (3,491) 105,199 - 105,199 442,202 547,401 Total 2024 387,800 511,101 53,065 22,024 237 974,227 147,486 914,528 1,062,014 27,774 (60,013) - (60,013) 502,215 442,202 The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities. - 16 - OAKLEAF ENTERPRISE STATEMENT OF FINANCIAL ACTIVITIES (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Prior financial year Income and endowments from: Donations and legacies Charitable activities Other trading activities Notes 3 5 4 6 7 Total income and endowments Expenditure on: Raising funds Charitable activities Total expenditure Net gains/(losses) on investments Net (outgoing)/incoming resources before transfers Gross transfers between funds Net movement in funds Fund balances at 1 April 2023 Fund balances at 31 March 2024 9 8 15 25/26 Unrestricted funds 2024 216,903 116,287 52,515 22,024 237 407,966 134,223 375,087 509,310 27,774 (73,570) 3,939 (69,631) 414,230 344,599 Restricted funds 2024 € 170,897 394,814 550 : 566,261 13,263 539,441 552,704 - 13,557 (3,939) 9,618 87,985 97,603 - 17 - Total 2024 387,800 511,101 53,065 22,024 237 974,227 147,486 914,528 1,062,014 27,774 (60,013) (60,013) 502,215 442,202 OAKLEAF ENTERPRISE SUMMARY INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025 Gross income (Losses)/gains on investments Transfer from endowment funds Total income in the reporting period Total expenditure from income funds Net expenditure for the year All income funds 2025 998,371 (3,491) 33,900 1,028,780 1,143,686 (114,906) - 18- All income funds 2024 974,227 27,774 1,002,001 1,062,014 (60,013) OAKLEAF ENTERPRISE BALANCE SHEET AS AT 31 MARCH 2025 Fixed assets Tangible assets Investments Current assets Stocks Debtors Cash at bank and in hand Creditors: amounts falling due within one year Net current assets Total assets less current liabilities Net assets excluding pension liability Notes 16 17 2025 € 2024 6,261 233,544 239,805 5,400 237,035 242,435 19 20 21 1,628 99,188 339,335 440,151 (132,555) 1,891 46,025 243,318 291,234 (91,467) 307,596 547,401 547,401 199,767 442,202 442,202 The funds of the Charity Endowment funds Restricted income funds Unrestricted funds 24 25 26 220,105 57,607 269,689 547,401 97.603 344,599 442,202 The charitable company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2025, although an audit has been carried out under section 144 The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements. The members have not required the charitable company to obtain an audit of its financial statements under the requirements of the Companies Act 2006, for the year in question in accordance with section 476. These financial statements have been prepared in accordance with the provisions applicable to companies subject to the smail companies regime. The financial statements were approved by the Trustees on 27-10•25 Mrs L'Andrews Trustee Company registration number 03388671 (England and Wales) - 19 - OAKLEAF ENTERPRISE STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025 2025 Cash flows from operating activities Cash generated from/(absorbed by) operations Investing activities Purchase of tangible fixed assets Proceeds from disposal of tangible fixe assets Investment income received Net cash generated from investing activities Net cash generated from financing activities Net increase/(decrease) in cash and cash equivalents Cash and cash equivalents at beginning of year Cash and cash equivalents at end of year Notes 31 2024 € 75,947 (134,255) (6,083) 439 25,714 (6,621) 22,024 20,070 - 96,017 243,318 339,335 15,403 - (118,852) 362,170 243,318 - 20 - OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 1 Accounting policies Charity information Jakleai Enterprise is a private company limited by guarantee incorporated in England and Wales. The 1.1 Accounting convention The nancial statements have been prepared in accordance with the Charity's governing document, the companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic o Ireland" ("FRS 102") and the Charities SORP "Accounting and Reporting by Charities: Statement o 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 2019). The Charity is a Public Benefit Entity as defined by FRS 102. The financial statements are prepared in sterling, which is the functional currency of the Charity. Monetary amounts in these financial statements are rounded to the nearest £ The financial statements have been prepared under the historical cost convention, modified to include the revaluation of investments at fair value. The principal accounting policies adopted are set out below. The charitable company has taken advantage of the exemption under section 405 of the Companies Act 2006 not to prepare consolidated accounts. The financial statements present information about the charitable company as an individual entity and not about its group. 1.2 Going concern The accounts have been prepared on a going concern basis. However, the nature of the Charity means that forecast future income cannot be determined with any certainty, as the Charity is reliant upon applications for grant funding and the Trustees are aware that such grant applications are not always successful. The Trustees continue to monitor the application process and to seek alternatives, should any applications prove unsuccessful. Donations from individuals and corporate entities are also hard to predict. These are carefully monitored through discussions with management and review of the monthly accounts. In August 2024 the Charity received an expendable Endowment of £250,000 from The Edward Gostling Fund. This has been invested in accordance with the Deed of Gift and drawn down on to supplement the Charity's unrestricted reserves where necessary. Thus, providing extra financial support over the next few years. Charitable funds Unrestricted funds are available for use at the discretion of the Trustees in furtherance of the Charity's objectives. Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements. Endowment funds are subject to specific conditions by donors that the capital must be maintained by the Charity. 1.4 Income Income is recognised when the Charity is legally entitled to it after any performance conditions have beer met, the amounts can be measured reliably, and it is probable that income will be received - 21- OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 1 1.5 Accounting policies (Continued) Donations represent income from general donations. These are accounted for when received or when there is certainty that they will be received. Grants represent income from Local Authorities, other statutory bodies and trusts. Grants are accounted for when they are received or when any performance related conditions are met. Endowment funds are accounted for in accordance with the wishes of the donor and type of endowment giff If there is no discretion to spend the capital, the gift is a permanent endowment. If the Trustees do have th iscretion to spend the capital, the gift is an expendable endowment. in the year, the Charity received a expendable endowment from the Edward Gostling Fund. The incoming resources received from the invester endowment fund have been treated as wholly restricted and identified separately on the Statement of Financial Activities. The Trustees have the discretion to transfer some of the endowment fund to unrestricted reserves at year end, in order to maintain a level of reserves in line with the Charity's reserves policy. Rental income is accounted for on an accruals basis. Event income is accounted for in the year in which the event is held. Interest receivable is accounted for on an accruals basis. Donated gifts for auctions are recognised as income when they are received, and are valued at the equivalent market value. A corresponding amount is then recognised as expenditure when the items are sold at auction. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised. Expenditure Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis and is inclusive of irrecoverable VAT. As described in the Report of the Trustees, the Charity's principal activity is the support of people with menta and physical health difficulties, including those with special needs, through the development of skills and work placement training. All costs incurred in the training and development of these skills are allocated between cost of raising funds, direct charitable expenditure and support costs. Expenditure is classified under the following activity headings: • Costs of raising funds, comprising the costs relating to donations, grants and their associated support • Expenditure on charitable activities, comprising the costs of delivering services and other activities undertaken to further the purposes of the Charity and their associated support costs. the following basis: Property and general maintenance Insurance General salaries, recruitment and pension costs Administrative costs Basis of Allocation Square footage Payroll (FTE) Payroll (FTE) Payroll (FTE) - 22- OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 1 Accounting policies (Continued) 1.6 Tangible fixed assets Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net o depreciation and any impairment losses epreciation is recognised so as to write off the cost or valuation of assets less their residual values over th seful lives on the following base Plant and machinery Motor vehicles 3 years straight line 5 years straight line The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities. 1.7 Fixed asset 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 nel income/(expenditure) for the year. Transaction costs are expensed as incurred. A subsidiary is an entity controlled by the Charity. Control is the power to govern the financial and operating policies of the entity so as to obtain benefits from its activities. 1.8 Impairment of fixed assets At each reporting end date, the Charity reviews the carrying amounts of its tangible assets to determine hether there is any indication that those assets have suffered an impairment loss. If any such indicatio exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairmen loss (if any). Stocks Stocks are stated at the lower of cost and net realisable value, after making due allowance for obsolete and slow moving objects. Net realisable value is the estimated selling price less all estimated costs of completion and costs to be incurred in marketing, selling and distribution. 1.10 Cash and cash equivalents Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities. 1.11 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 simultaneousiy. - 23 - OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 1 Accounting policies (Continued) Basic financial assets Basic financial assets, which include debtors and cash and bank balances, are initially measured a transaction price including transaction costs and are subsequently carried at amortised cost using the effectiv nterest method unless the arrangement constitutes a financing transaction, where the transaction i neasured at the present value of the future receipts discounted at a market rate of interest. Financial assel classified as receivable within one year are not amortised. Basic financial liabilities Debt instruments are subsequently carried at amortised cost, using the effective interest rate method. Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts 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 creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method. Derecognition of financial liabilities Financial liabilities are derecognised when the Charity's contractual obligations expire or are discharged or cancelled. 1.12 Taxation The Charity is exempt from corporation tax on its charitable activities. 1.13 Employee benefits The cost of any 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. 1.14 Retirement benefits Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due. 2 Critical accounting estimates and judgements In the 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 tha period, or in the period of the revision and future periods where the revision affects both current and future periods. The trustees do not believe there are any critical accounting estimates or judgements. - 24 - OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Donations and legacies Donations and gifts Grants Unrestricted funds 2025 190.458 53,350 243,808 Restricted Endowment funds funds general 2025 2025 19,984 87,723 107,707 250,000 250,000 Total 2025 210,442 391,073 601,515 Unrestricted funds 2024 121.255 95,648 216,903 Restricted funds 2024 44,989 125,908 170,897 Grants receivable - donations and legacies Borrows Charitable Trust The Edward Gostling Foundation Other <€10,000 Restricted (see note 25) LLoyde Bank Foundation for England & Wales The Forrester Family Trust 10,000 23,350 20,000 250,000 87,723 10,000 250,000 23,350 87,723 20,000 10,000 10,000 20,648 20,000 25,000 10,000 95,648 125000 53,350 87,723 250,000 391,073 Included in the above is £20,000(2024 - £20,000) of unrestricted government grants and E12,000 (2024 - £12,000) of restricted government grants. Details of the restricted grants can be found in note 25. 125,908 - 25- Total 2024 166,244 221,556 387,800 10,000 10,000 20,648 125,908 20,000 25,000 10,000 221,556 OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 4 Income from other trading activities Unrestricted Restricted funds funds 2025 2025 Miscellaneous income Fundraising events Mental Health Training and counselling income Other trading activities 44,635 44,551 89,186 : - 5 Charitable activities Total Unrestricted Restricted 2025 funds funds 2024 2024 € 44,635 44,551 89,186 898 12,677 38,940 52,515 550 - 550 Total 2024 898 13,227 38,940 53,065 Development and training projects Performance related grants for provision of training and activities Provision of Provision o training and training and activities activities 2025 2024 € 119,842 414,032 533,874 115,117 395,984 511,101 Analysis by fund Unrestricted funds Restricted funds 121,401 412,473 533,874 116,287 394,814 511,101 Performance related grants - Restricted Catalyst - Safe Haven Project Catalyst - Peer Support Worker Project Catalyst - Community Connections Project Surrey County Council - Gambling Related Harm Project National Lottery Community Fund - Partnership Path to Success Catalyst - Young Adult Safe Haven Project National Lottery Community Fund - Pathways to Work Surrey County Council - Bridge the Gap Project Surrey County Council - Bridge the Gap Consortium 59,077 61,158 20,995 110,368 (126) 142,352 18,649 412,473 58,978 12,263 58,080 131,430 96,628 - 394,814 Included in the above are government grants totalling £181,996 (2024 - £96,628). - 26 - OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 6 Income from investments Rental income Interest receivable Unrestricted Endowment funds funds 2025 2025 18,517 3,192 21,709 4,005 4,005 Total Unrestricted Endowment 2025 funds funds 2024 2024 E 18,517 7,197 25,714 16,560 5,464 22,024 : - Total 2024 16,560 5,464 22,024 7 Other income Net gain on disposal of tangible fixed assets Other income Unrestricted Unrestricted funds 2025 funds 2024 € 439 1,648 2,087 237 237 8 Expenditure on charitable activities Direct costs Staff costs Depreciation and impairment Other costs for provision of training and activities Share of support and governance costs (see note 11) Support Governance Analysis by fund Unrestricted funds Restricted funds Admin costs Admin costs 2025 € 2024 460,491 5,222 177,965 643,678 485,261 6,924 135,599 627,784 296,021 14,778 954,477 416,200 538,277 954,477 273,676 13,068 914,528 375,087 539,441 914,528 - 27 - OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Raising funds Unrestricted funds 2025 Restricted funds 2025 Fundraising and publicity Other fundraising costs Supon osts (38e notie 1) Fundraising and publicity 27,913 111,840 32,145 171,898 1,000 5.652 10,659 17,311 - 28- Total 2025 Unrestricted funds 2024 28,913 117,492 42,804 189,209 15,410 97,121 21,692 134,223 Restricted funds 2024 84 4,280 8,899 13.263 Total 2024 15,494 101,401 30,591 147,486 OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 10 Net movement in funds The net movement in funds is stated after charging/(crediting): Fees payable for the audit of the charity's financial statements Depreciation of owned tangible fixed assets Profit on disposal of tangible fixed assets 11 Support costs 2025 € 13,200 5,222 (439) 2024 10,500 6,924 - Staff costs Property and general maintenance Insurance Administrative costs Audit fees Accountancy Legal and professional Trustee expenses Support Governance costs costs € 142,144 101,554 6,813 88,314 Analysed between Fundraising (See note 9) Charitable activities (See Note 8) 338,825 42,804 296,021 338,825 13,200 970 363 245 14,778 - 14,778 14,778 2025 € 142,144 101,554 6,813 88,314 13,200 970 363 245 353,603 42,804 310,799 353,603 Support Governance costs costs 134,089 111,815 6,476 51,887 : - 304,267 30,591 273,676 304,267 - : - 10,500 1,455 1.113 13,068 - 13,068 13,068 2024 134,089 111,815 6,476 51,887 10,500 1,455 1,113 317,335 30,591 286,744 317,335 12 Trustees The Trustees did not receive any remuneration or other benefits for the year ended 31 March 2025 (2024 - none). One Trustee (2024 - none) was reimbursed £26 (2024 - Enil) for locks for Oakleaf's premises. There were no donations from Trustees in the year (2024 - none). No trustees (2024 - one) donated a gift in kind (2024 - £93). Nine Trustees (2024 - three) purchased tickets for events in the year at a value of £891 (2024 - £606). No trustees (2024 - two) purchased Oakleaf branded items at a value of Enil (2024 - £22). The Charity purchased Directors and Officers' Liability Insurance for the benefit of the Trustees at a cost of £1,134 (2024 - £1,134). One grant (2024 - none) for £938 was received from Surrey County Council as a result of a Trustee nomination (2024 - Enil). - 29 - OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 13 Employees The average monthly number of employees during the year was: Employment costs Wages and salaries Social security costs Other pension costs 2025 Number 34 2025 653,895 48,340 17,892 720,127 2024 Number 38 2024 658,568 45,074 17,109 720,751 The FTE for 2025 is 21 employees (2024 - 23). There were no employees whose annual remuneration was more than £60,000. Remuneration of key management personnel The remuneration of key management personnel was as follows: 2025 197,707 2024 182,546 Aggregate compensation 14 Taxation The Charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. 15 Net gains/(losses) on investments Net unrealised gains/(losses) on investments Unrestricted Unrestricted funds funds 2025 E (3,491) 2024 27,774 - 30- OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 16 Tangible fixed assets Cost At 1 April 2024 Additions Disposals At 31 March 2025 Depreciation and impairment At 1 April 2024 Depreciation charged in the year Eliminated in respect of disposals At 31 March 2025 Carrying amount At 31 March 2025 At 31 March 2024 17 Fixed asset investments Plant and machinery 116,866 6,083 (2,251) 120,698 111,466 5,222 (2,251) 114,437 6,261 5,400 Motor vehicles E 67,270 : 67,270 67,270 : 67,270 - Cost or valuation At 1 April 2024 Valuation changes At 31 March 2025 Carrying amount At 31 March 2025 At 31 March 2024 Listed Other investments investments 237,034 (3,491) 233,543 233,543 237,034 Notes 18 1 - 1 1 = 1 2025 1 Other investments comprise: Investments in subsidiaries Fixed asset investments revalued The historical cost of the listed investments is £200,000(2024 - £200,000). - 31 - Total 184,136 6,083 (2,251) 187,968 178,736 5,222 (2,251) 181,707 6,261 5,400 Total 237,035 (3,491) 233,544 233,544 237,035 2024 1 OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 17 Fixed asset investments (Continued) The listed investments were valued on an open market basis on 31 March 2025 by Charities Ethical Investment Fund. 18 Subsidiaries Details of the Charity's subsidiaries at 31 March 2025 are as follows: Name of undertaking Registered Nature of business office Oakleaf Enterprise Trading England & Wales Dormant Limited Class of shares held Ordinary % Held Direct Indirect 100.00 19 Stocks 2025 1,628 2024 1,891 Raw materials and consumables 20 Debtors Amounts falling due within one year: Trade debtors Other debtors Prepayments and accrued income 21 Creditors: amounts falling due within one year Other taxation and social security Deferred income Trade creditors Amounts owed to subsidiary undertakings Other creditors Accruals Notes 22 2025 € 61,382 13,272 24,534 99,188 2025 24,831 52,214 17,582 1 6,770 31,157 132,555 2024 € 1,191 5,423 39,411 46,025 2024 15,732 13,185 30,824 1 1,606 30,119 91,467 - 32- OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 22 Deferred income 2025 52,214 2024 13,185 Other deferred income Deferred income is included in the financial statements as follows: Deferred income is included within: Current liabilities Movements in the year: Deferred income at 1 April 2024 Released from previous periods Resources deferred in the year Deferred income at 31 March 2025 2025 52,214 13,185 (13,185) 52,214 52,214 2024 13,185 42,613 (42,613) 13,185 13,185 23 The deferred income relates to grants for future periods. Retirement benefit schemes Defined contribution schemes Charge to profit or loss in respect of defined contribution schemes 2025 17,892 2024 17,109 The Charity provides a defined contribution pension scheme to all of its qualifying employees. The assets of the scheme are held separately from those of the Charity in an independently administered fund. There was no amount outstanding at the year end (2024 - Enil). - 33- OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 24 Endowment funds Endowment funds represent assets which must be held permanently by the Charity. Income arising on the endowment funds can be used in accordance with the objects of the Charity and is included as unrestricted income. Any capital gains or losses arising on the assets form part of the fund. At 1 April 2024 Incoming resources Transfers At 31 March 2025 € Expendable endowment dward Gostling Fun - 254,005 (33,900) 220,105 Charity meets its reserves policy target. This amounted to a transfer of £33,900 at the year end. - 34 - OAKLEAF ENTERPRISE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 25 Restricted funds The resides tund o the haiy comprise the unexpanded balances o donations and ernest in on tus sule 10 pei conting by donors a vermen in lubd used. Balance at Incoming Resources 1 April 2023 resources expended Transfers Balance at Incoming Client Services salaries 10.450 1 April 2024 resources expended (10,450) (8,935) Surrey CC - Gambling Related Harm Other