THE FINANCIAL STATEMENTS
THE WHAT? CENTRE LIMITED
(A Company Limited by Guarantee)
for the year ended 31 March 2025
Company Number 3415168 Charity Number 1064579
THE WHAT? CENTRE LIMITED
(A Company Limited by Guarantee)
| Contents | |
|---|---|
| 31 March 2025 | |
| Page | |
| Reference and Administrative Information | 1 |
| Report of the Trustees and Directors | 2 to 9 |
| Independent Examiner's Report | 10 |
| Statement of Financial Activities | 11 |
| Balance Sheet | 12 |
| Notes forming part of the Financial Statements | 13 to 22 |
| Charity Number 1064579 |
THE WHAT? CENTRE LIMITED
REPORT OF THE TRUSTEES AND DIRECTORS
FOR THE YEAR ENDED 31 MARCH 2025
The Trustees and Directors present their report and financial statements for the year ended 31 March 2025
Charity Name: The What? Centre Limited Charity Registration No: 1064579 Company Registration No: 3415168 Registered Office Address: 23 Coventry Street Stourbridge West Midlands DY8 1EP Directors & Trustees: Jemma Morris Gillian Leno Charity Number 1064579 Nadia Billingham Company Secretary: Gillian Leno Senior Management Team: Julie Duffy Chief Officer Bankers: Lloyds 134 High Street Stourbridge West Midlands DY8 1DS Independent Examiner Liubov Short FICB PM DIp 139 Hole Lane Birmingham West Midlands B31 2DE
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THE WHAT? CENTRE LIMITED REPORT OF THEIR TRUSTEES AND DIRECTORS FOR THE YEAR ENDED 31[ST] MARCH 2025
The Trustees and Directors present their report and financial statements for the year ended 31 March 2025
STRUCTURE, GOVERNANCE AND MANAGEMENT
Governing Document
The organisation is a charitable company limited by guarantee, incorporated on 6 August 1997 and registered as a charity on 24 September 1997. In September 1997, the charitable company took over the charitable activities of the former charitable trust, The What? Centre, and acquired its net assets and funds. The former charitable trust had operated since
The Company was established under a Memorandum of Association, which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up members are required to contribute an amount not exceeding £1.
Recruitment and Appointment of Trustees
The Directors of the Company are also charity trustees for the purposes of charity law. Under the requirements of the Memorandum and Articles of Association the trustees may at any time appoint a person who is willing to be a trustee. A trustee so appointed shall hold office only until the next annual general meeting but shall be eligible for re-appointment at such annual general meeting. Any person who is recommended by the trustees for appointment as a trustee can be proposed for appointment at a general meeting, given the appropriate notice to all persons entitled to receive notice of the meeting. The charity may also, by ordinary resolution, appoint a person who is willing to act to be a trustee.
The trustees have given due consideration to the qualities required for new trustees. They have a recruitment process that involves inviting people to express an interest in becoming a director and then providing a CV and a letter of application addressing the skills they would bring to the Board and why they would like to be a Trustee. They are then interviewed by the Board and young people and given information about their role, including the induction process and a job description of their role. The interview also looks at any possible conflicts of interest. The Chair and the Board in consultation with young people then make the final decision. All members of the Board are DBS checked.
New trustees are appointed on a probationary basis for the first six months to ensure that all prospective Board members gain knowledge of the Centre and its work, embrace the ethos of the Centre and show the skills needed for such a position. The Board have an excellent background in working with children and young people. The Chair of the Board has a background in working in Business when she was younger, she was with us on a New Deal Project and stayed with us as a member of the Board when she left as a New Deal Placement. Last year she took over as temporary Chair and was then voted by the Board as Chair. Our previous Chair who is till a full member of the Board has a background in health, sexual health and learning disabilities and working with students with a range of disabilities, which is very valuable experience to our service. She also completed her training and qualifications as a Counsellor. She also has lot of experience in managing projects including her worklife and also her voluntary work. Another member of the Board was an employee at The What? Centre when the Centre first started and came back a few years ago to volunteer on the Board. She has vast experience of working with young people and chairs the board of a housing organisation for people with learning disabilities, and so brings great experience of board protocols and procedures. The organisation also has several young people’s groups who can feed into the Board. These include the LGBTQ+ groups at the Centres and we will be starting a new group for Asian young women who will also feed into the Board.. The |Board is also looking to increase its size by two or three new members by the end of 2026 and they have identified that they would like to find a new member of the Board who has vast experience in Accounts and Finance and also in Social Enterprise as part of further developing our trading arm. The work of the Centre has changed over the years and we now see children and young people from aged 5-18 under a contract with the NHS and also see adults from 18 and above through other contracts. We also have a HIV Project for all age groups and a specialist LGBTQ+ Project and Ethnically Diverse Project specifically for 13-18’s. The What? Centre is now 40 years old and will be holding a celebration of its 40 years in November 2025.
Charity Number 1064579
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Trustees Induction and Training
Trustees are offered opportunities for training through Dudley Council for Voluntary Services (DCVS) and Dudley Safeguarding Board, but also attend training within their own organisations which is relevant to their role. The information provided by the Chief Officer on a wide range of issues also constitutes internal training. They also contribute knowledge from their own training and experiences of working with young people.
The Chief Officer provides the Board with regular in-depth reports on funding applications, financial viability, background information on the progress of the Centre regarding new areas of work and funding of current activities and information on any changes in children and young people’s funding. The Chief Officer advises the Board of locally and nationally arising opportunities and anything relative to the charity’s operations.
Financial and governance information is furnished in the form of annual reports and accounts, information relating to the operating and funding environment, plans and budgets. Due to the retirement of our Business Manager, and part of her role being the completion of the Accounts and payroll - the Board made a decision to place the production of our Accounts and payroll with another larger charity and a contract was put in place for the production of all of the aforementioned, alongside regular reports to the Board..
Risk management
The Management Team has increased this year following a decrease in the previous year due to the retirement of the Business Manager. We now have our Chief Officer of some 37 years and we appointed a Deputy CO and a new Counselling Manager who had been a Counsellor with us for many years and wanted to move into management. The Management Team meet on a weekly basis and they conduct reviews of the major risks to which the charity is exposed and report on these risks to the Trustees; such risks are worked through in Board meetings. The Management Team also looks at the day to day work of the Centre, the potential for new contracts, improvement in our data collection and reporting methods, training for team members, recruitment of placement counsellors, the management of sessional counsellors. There is a clear definition of roles.
Where appropriate, systems or procedures have been established to mitigate the risks the charity faces. Internal control risks are minimised by the implementation of procedures for authorisation of all transactions and projects. Procedures are in place to ensure compliance with health and safety of staff, volunteers, clients and visitors to either of our centres. The Centre has a robust Child and Vulnerable Youth Adult Protection Policy and Procedure, updated yearly, and all members of staff, volunteers and placements have received the relevant level 2 in Child and Vulnerable Young Adult Protection Training through the Safeguarding Children Board or other external training organisations, the CEO, and Counselling Manager have level 3 Safeguarding training and the Deputy CO will also complete this training shortly.. All members of the team, Board members, volunteers and placements are subject to DBS checks before starting work with the organisation and updates in line with current DBS requirements, and the Centre complies with GDPR. The Centre makes several Child Protection referrals on Child and Vulnerable Young Adults each year and so the Chief Officer and her team are highly aware of the process of referral and action on child protection matters.
Organisational Structure
The Charity is governed by the Board of Directors (Trustees) who meet as a Board every three months but also the Chief Officer and the Board regularly keep in touch via email and zoom so that the Chief Officer can update the Board, and the Board can alert the Chief Officer of any potential opportunities. The Board meets more frequently when this is necessary to do so.
The Chief Officer reports to the Trustees and is supported by a team of staff. . She also receives line management and external supervision for her counselling and management role. All staff and volunteers in the organisation receive supervision, external clinical supervision and line management, as appropriate. Training needs are regularly addressed and agreed in supervision sessions. Trustees are informed of any relevant training opportunities. Training opportunities are also circulated to the whole of the team, including the Board, via our regular in-house newsletter.
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The Chief Officer has the major role in producing funding applications and negotiating new contracts and of expanding the work of the centre both geographically and into new areas of work. The Chief Officer’s role also includes leadership, operational planning and management, human resources, financial planning, community relations and partnership and advocacy. The Board receives financial reports at each Board meeting and agrees budgets for the organisation. The CEO, the Deputy CO and the Counselling Manager have overseen human resources, supporting the staff team, sessional staff, volunteers and placements. Peninsula is also engaged by us to provide support in this role, including the writing and production of the staff handbook, legal employment issues, up-dating statutory policies and a range of other employment issues.
The Chief Officer and the Deputy CO have a major role in the development of the Social Enterprise Company, What Enterprise Limited. Opportunities to develop the Social Enterprise through online services and face to face services have increased this year. The CEO and Deputy CO will continue this work post 2025. Any income from the Social Enterprise, once sessional counsellors invoices have been paid are paid to the Charity to help with the continuation of the work. The Centre has a computerised statistical system called IAPTUS that enables the production of reports which in turn help to monitor performance against targets. It also has electronic systems for collecting quantitative and qualitative data through the Young Person’s CORE system and for Adults using PHQ9 and GAD 7 which all show the improvements and outcomes for clients, and assess the client risk scores both before and after attending counselling.
All the Trustees have a good understanding of the finance of the organisation and monitor these at each Board meeting. The Centre has a computerised accounting system which Beacon have continued to use to produce our accounts so that reports can be easily downloaded for meetings. Towards the end of the last financial year the Business Manager took retirement and the Board entered an agreement with a larger Charity called Beacon who have provided bookkeeping and salary payments services for the Centre. The Board agreed that this would be a good approach to managing our funds in the future and although we tried to recruit a part-time bookkeeper to take on those elements of the Business Manager’s post, this proved very difficult to find someone with the right skills. This took a few months to handover completely but luckily the Business Manager assisted with a few hours until the handover was complete, the CEO also continued that engagement meeting with Beacon on a regular basis and agreeing invoices for payment. A service level agreement was produced by Beacon for the bookkeeping and salary payments to be managed through them and this entailed them providing regular financial reports to the CEO and to the Board and ensuring prompt agreed payments invoices and
OBJECTIVES AND ACTIVITIES
The company’s objects, and principal activities as set out in the governing document are to relieve the mental and physical ill health of young people and to promote their mental, physical and social well-being, in particular, but not exclusively, by establishing and maintaining a free advice and information service and confidential counselling service. The service focuses on young people between the ages of 13 and 25 in the Borough of Dudley within the County of the West Midlands. However there has been great demand on their services for younger clients and so the Charity now provides counselling for 5–25-year-oldsand although mainly a Children and Young People’s Service we now offer a range of services for Adults as well. The mission statement may need to change a little next year to encompass these wider services but also we do not want to lose focus on the specialist work with Children and Young People.
The charity’s mission statement and aims are reviewed each year at the strategic planning event. Currently these aims and objectives and mission statement are summarised as follows:
Mission Statement “To provide a high quality, client centred service for young people mainly between the ages of 13 and Aims:
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Providing an advice and information service that helps young people to cope with issues such as housing, homelessness, sexual health, employment and training.
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Providing a therapeutic counselling service.
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Continuously developing services that reflect changing needs and opportunities.
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Lobbying on behalf of young people.
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Pioneering new ways of working with young people.
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Objectives:
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To liaise and network with other organisations.
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To achieve and maintain high quality standard quality marks, including their Investors in People status and British Association for Counselling and Psychotherapy Accreditation (BACP)
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To recognise, utilise and develop staff and volunteer skills to meet the needs of the organisation and its clients.
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Accessing clients through drop in / telephone / post /e-mail / outreach / referral
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To build on the good name of The What? Centre.
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To offer support, mentoring and advocacy.
PUBLIC BENEFIT
The Trustees confirm that they paid due regard to the guidance given by the Charity Commission on the public benefit. The Trustees consider that all the charitable activities of the charity are for the public benefit.
ACHIEVEMENTS AND PERFORMANCE
Activities undertaken this year have resulted in the provision of 8,408 sessions which includes Counselling and Advice Sessions, BeeHIVe and also groupwork. Every day we take around 25 calls, over the year around 6,250 calls for advice and information, including enquiries about whether we have received referrals into counselling, queries about our services, support for parents and their children, queries about the groups.
We also complete lots of advice sessions that are not entered onto our electronic database so not recorded but provide immediate advice such as where to access drugs and alcohol services, people who have received letters through the post which might worry them and they want someone to cast a glance over them, someone asking for telephone help, or parents ringing us because they are in great distress.
All our funding provides services for young people in the daytime and evenings until 7.00pm on weekdays, and all-day Saturdays at Stourbridge Office and Monday to Thursday at our Dudley Office. Daytime appointments are mainly for children who are not in school or maybe in further education and have days off during their week and also we try when possible we try to see adults in the daytime.
Funding streams this year have been somewhat different. Last year we began a Consortium Pilot with Black Country NHS Foundation Trust, having previously been funded through Dudley NHS for some of our counselling work with children and young people. Consortium work was different for us and we undertook the contract as the lead organisation but working closely with the AOC, Black Country Mental Health and Phase Trust. This year was our first full year under this contract and between the consortium we saw hundreds of children and young people who were referred through GP’s and into a Single Point of Access based at CAMHS and then they refer to us. In March 2024 the Trust funded us for a month to run a pilot for a consortium we were part of called the MHCC and this then led to a contract for the consortium this year with The What? Centre as the Lead and other Members of the consortium contributing to that contract. This has then enabled us to significantly reduce waiting times for counselling down to just a few weeks. For 2025-2026 we understand that we will have another consortium contract but that in January or thereabouts of 2026 that the contract will go out to A couple of the not so good points about this contract is that we found that less BAME and LGBTQ+ clients were referring into the SPA (Single Point of Access at CAMHS), although they have still been able to refer into the LGBTQ+ groups via our website as we decided to keep the groups going until further funding could be found. Specifically because the young people in the groups had given very good accounts of how important the groups had been to them in their lives.. We raised this with the Trust because young people who use the LGBTQ+ groups met with commissioners and told them they would be unlikely to refer in via their GP. and the SPA system. We understand that the NHS are looking at this Nationally but were applied to the Community Fund for funding to continue these groups and to start a young Asian Women’s Group and to provide a self-referral process for LGBTQ+ and also Ethnically Diverse young people to self refer into the groups, counselling and also family support. Already only 3 months into the 3 year project we are receiving the self referrals and have reduced the barriers for young people who might never go through their GP. The Board and the clients would like to express their thanks to The Lottery Community Fund for listening to what LGBTQ+ and Ethnically Diverse young people wanted. We did run this project which was originally and now again called Fusion, for more than 6 years funded originally through The Home Office and then through Public Health but last year was part of the cuts in Public Health. The Board is pleased to announce the new opening of the project again in May 2025.
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Mid-summer in 2023 we tendered for the HIV project we had carried out for several years and fortunately we were successful alongside our partners on that bid - Brook. The contract is for 3+2+2 years. Our project is called BeeHIVe and provides support for people of all ages in the borough living with HIV/AIDS, provides training for the statutory and voluntary sector on HIV Awareness and provides a range of LGBTQ+ groups for over 18’s and HIV testing throughout the borough. Public Health commissioned an external report on all their sexual health services, which was very favourable about the value which service users gained, and Public Health felt the project provided. The BeeHIVe Project has gone from success to success widening the breadth of their work.This year we partnered with Health Watch who had been commissioned (alongside other Healthwatches in the Country) to oversee the collection of feedback from LGBTQ+ over 18 clients to gather evidence on how they were treated by GP’s and we more than met their target with regards to numbers and now the report has been publicised by Healthwatch.
This year we have also been part of another consortium with the Beacon Centre being the lead of the project and the purpose of the work to reduce the numbers of people aged 18+ who are on the Dudley Talking Therapies waiting list. The project is called Dudley Talking Therapies Plus. This has enabled us to see many people over the age of 18 who were waiting to be seen by Dudley Talking Therapies but their waiting list was long and so their partnership with Beacon and our consortium means that clients are able to be seen without long waits. The CO’s of The What? Centre and the AOC are the Clinical Leads on the Project.
We understand that there is a chance that this work will continue and has been extended into 2026. Clients are measured on PHQ9 and GAD7 when they enter therapy and when they leave therapy and the levels of change are then fed back to Beacon for them to collect the data together for Dudley Talking Therapies.
The Centre business planning is regularly reviewed and allows for new emerging work and opportunities and, indeed, the plans meet the aims of the organisation in terms of providing advice and counselling services but also developing services that reflect the changing needs and opportunities, using the voices of young people who use the service to lobby on their behalf and continuing to develop the good name of the What? Centre.
Since Covid we have continued to provide a mixture of face-to-face, online and telephone counselling. Although face-toface is the most popular, we realised that for some clients travelling to our Centre’s can be problematic - both are in local towns - but many families are experiencing difficulties with the high price of petrol or bus fares which mean that getting their children to the service could prove problematic, so this approach enables us to mix and match according to client There is a great deal of respect for the counselling we provide for children and young people throughout the borough, both within the voluntary and community sector and with mental health clinicians, with most of our clients being referred through CAMHS and iCAMHS SPA.
The Government sets national outcomes targets regarding mental health provision for young people, and we support BCHCFT in its role to show the numbers of young people who were accessing support through their contracted provision by being part of the national data collection system to prove how many young people are accessing services.
Our IAPTUS system allows for secure storage of client data and outcome reporting, which has meant that through a very secure system we have been able to allocate clients and counsellors have been able to access the client’s assessments without paper copies. The IAPTUS system also enables some 200 different counselling outcomes measurements.We will, of course, mainly use two outcomes’ measurements but can also use others which may be helpful to the clients.
The Chief Officer feels that the organisation is in a much stronger position now both in terms of being able to evidence outcomes but also in terms of being able to use these outcomes to try to negotiate further contracts and sees the organisation going from strength to strength in terms of its reputation amongst professionals and children and young people and their families. The CEO also feels that being the lead in the Consortium work with BCHCFT also sets a bar for the level of work we are able to provide and all the CEOs from the MHCC Consortium are working together to ensure that this contract continues.
Some trainee placement counsellors have gone on to volunteer as counsellors once their placement has been completed and they are fully qualified and in some cases the Centre has been able to offer them paid posts or paid sessional work. The organisation has performed very well against all targets and outcomes required by funders.
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The Centre holds many awards for their counselling services including:
● BACP Accreditation – a highly prestigious accreditation which now requires yearly accreditation goals to maintain accreditation rather than the five-year re-accreditation. The Centre abides by the Code of Ethics of the British Association of Counselling and Psychotherapy.
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The Queens Award for Voluntary Services
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Investors in People for The What? Centre and The What? Enterprise.
● Quality Standard assessed as green the highest score available. This Quality standard was assessed by Black Country Health Foundation Trust. This inspection involved review of all policies, checking of DBS’s, proof of safeguarding training, speaking with staff and placements and contact with 12 young people who had used our services and had agreed to speak to the Quality Assessors.
The Centre has received excellent feedback from clients and other agencies throughout the year and this anonymised feedback is used in bid writing and contract updates with commissioners.
FINANCIAL REVIEW
The income for the year was £581,970, The Centre always works hard to raise funds for the service and to work closely with Commissioners to address the issues of sustainability of funding. A lot of work goes into sustainability and the Centre’s income this year was less than half that of two years ago, partly due to the lack of non-recurrent funding we had received in the previous few years. It was a difficult year for us financially as we moved from being commissioned by the CCG and then DIHC and then the reduced contract last year as we passed over to Black Country Trust meant that we were not able to replace the Counselling Manager and indeed our Management Structure per say needed to be reduced. So, growth was really halted.
This coupled with the fact that we have only just started the 2024/2025 contract with BCHCFT and again this has meant a new way of working where the CEO of the What? Centre has had to take a leading role in the new consortium way of working and this together with meetings and reports has taken a lot of the CEO’s time. The CEO is hoping that once this is all embedded that she will have more chances to apply for further funds to meet the needs of children, young people and families which has grown year on year but also as demand on services continues to rise.
The Centre has a clear policy on monitoring spend against contracts and has fulfilled all its contracts. Such contracts have clear stipulations regarding the kind of support people can receive, the age groups, issues etc. and they are fully within the remit of the work undertaken by the Charity.
Reserves policy
The Board has a policy of maintaining at least three months reserves and working towards six months reserves in the longer term, mainly to ensure that young people who use the service would always have due notice if ever the Centre became financially unviable. This is particularly important because the Centre works with some extremely vulnerable young people, but also to ensure that due notice and redundancy can be provided to staff.
The continuing development of What Enterprise, a social enterprise company, is seen as key to developing reserves as much of the Centres’ funding is restricted to the funding criteria, but we are all mindful of the fact that the busier the Charity is, the less time there is available to develop the Social Enterprise, although this will still be vital. The Chief Officer is encouraged by the Board to ensure that all funding applications, where appropriate, include for full cost recovery and management costs because all new projects require significant input from the management team.
General Funding and Going Concern
One of our ongoing concerns are the limited number of sessions we are able to provide for children and young people who may need more than 7 sessions (including an assessment) this is because the Trust mainly fund short term counselling although we do have a bit of discretion on that, some children and young people do need longer term therapy. Another concern for us is that since all our referrals for CYP must go through the SPA, some young people have expressed that they would not go through the CAMHS service and would like to self- referral.
We would also like to see that our main contracts are for longer terms. The current one we have with BCHCFT is just for the year and this makes it difficult to plan. We have no reason to believe that we will not continue with this contract after this year is over, however we are mindful that it might go out to tender but we will not know until January 2026 However, feedback from CAMHS has been very positive and so it looks very likely that as a consortium we will be in a good position to tender.
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PLANS FOR THE FUTURE
We will continue to meet the targets for current funding and to identify longer term funds for a Counselling The CEO plans to retire by the end of March 2026 and so recruitment of the right person and a good handover will be crucial. The CEO is currently producing manuals to help with the handover of the work to the new CEO but is also ensuring that we will never be in a position of one person knowing how to complete tasks and so the CEO wants to also train the Deputy CEO and the Counselling Manager and the administrator in certain elements of her role. The CEO has been with us for more than 37 years and 34 of those in Senior Management and she is trying to ensure that the continuity of work and responsibilities are clearly designated to the right people in the organisation.
We will continue to keep the IAPTUS system permanently and pay a fee to be able to use the site. There are three separate security measures to access the site which means that no unauthorised access can be obtained. The site also enables us to send SMS reminders to clients and to collect outcomes data and reports on how our service is performing. The What? Centre has Business Continuity Plans and a Business Plan in place but as stated above sometimes planning is difficult in this climate with shorter term contracts. We have plans for the development of the Social Enterprise as income from Private Counselling has grown, sometimes it is parents who are having private counselling for themselves whilst their child receives counselling through our NHS Contract and on other occasions parents have been so pleased with the progress of their child under the NHS contract that when the counselling with the NHS is completed (normally 7 free sessions = 6+ assessment) they have chosen to ensure that their child has access to more sessions. We have also seen an increase in other charities purchasing counselling sessions for their clients. Also since the CEO became a qualified Clinical Supervisor we have received income from her providing those sessions through the What? Centre and because she is salaried by the What? Centre all of the proceeds from the sessions have come to the Charity. We have also received our first enquiry about mediation. All of these will increase our income. We would also like to extend our counselling services into more local schools.
We have two premises, one based in Stourbridge which is the main site and the other in Dudley, both just off the main High Street. Both buildings are under full repair leases and so the onus has mainly been on us to raise the funds for Going concern is presumed by the Trustees in preparing their financial statements.
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TRUSTEES’ RESPONSIBILITIES
The trustees (who are also directors of The What? Centre Limited for the purposes of the company law) are required to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the company and of its financial activities for that year together with its assets and liabilities at the end of the year and adequately distinguish any material special trust or other restricted fund of the company. In preparing those financial statements, the directors are required to:
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a) select suitable accounting policies and then apply them consistently.
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b) make judgements and estimates that are reasonable and prudent.
c) state whether the policies adopted are in accordance with the appropriate SORP on Accounting by Charities and the Accounting Regulations and with applicable accounting standards subject to any material departures disclosed and explained in the financial statements; and
- d) prepare the financial statements on the going concern basis unless it is inappropriate to assume that the company will continue in its activities.
The directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the company and to enable them to ensure that the financial statements comply with the Companies Act 2006 and Statements of Recommended Practice (SORP2015) and the regulations made under section 130 of the Charities Act 2011. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and irregularities.
This report was approved by the Board on the and signed on its behalf.
Jemma Morris Chair of Trustees
Charity Number 1064579
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THE WHAT? CENTRE LIMITED Independent Examiners Report For the year ended 31 March 2025
I report to the charity trustees on my examination of the accounts of the company for the year ended 31 March 2025 which are set out on the following pages
Responsibilities and basis of report
As the charity trustees of the company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).
Having satisfied myself that the accounts of the company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your company’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Independent Examiner's Statement
Since the Company's gross income does not exceeded £250,000 your examiner must be a member bof a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a Fellow Member of the Institute of Certified Bookkeepers (ICB), Fellow FICB PM.Dip Membership number 317078.
I have completed my examination . I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect :
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(1) accounting records were not kept in respect of the company as required by section 386 of the 2006 Act or
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(2) the accounts do not accord with those records
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(3) the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that he accounts give a 'true and fair view ' which is not a matter considered as part of an independent examination ;or
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(4) the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland ( FRS102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Charity Number 1064579 Liubov Short Relevant Professional Qualifications FICB PM DIp Address 139 Hole Lane Birmingham West Midlands B31 2DE
Date :
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THE WHAT? CENTRE LIMITED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025
| Income Charitable activities Donations & gifts Investments TOTAL INCOME Expenditure Charitable Activities TOTAL EXPENDITURE Charity Number 1064579 Net Income Reconciliation of funds Total funds brought forward Transfers Total funds carried forward |
Unrestricted Funds 2025 £ 3 35,204 2 508 2,314 38,027 4 252,161 4 252,161 (214,134) - 214,134 - Notes |
Funds 2025 £ - - - - - - - 114,299 114,299 Designated |
Funds 2025 £ 479,781 64,162 - 543,943 312,836 312,836 231,107 38,857 - 269,964 Restricted |
Total Funds 2025 £ 514,986 64,670 2,314 581,970 564,997 564,997 16,973 153,156 - 170,129 |
Total Funds 2024 £ 454,998 5,570 3,134 543,943 567,072 567,072 (103,370) 256,526 - 153,156 ** |
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| 3 2 4 4 |
There were no recognised gains or losses for 2025 and 2024 other than those included in the Financial Activities.
This Statement of Financial Activities incorporates the same information required for an Income and Expenditure account under the Companies Acts
** See Note 17 for full 2024 comparatives
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THE WHAT? CENTRE LIMITED BALANCE SHEET FOR THE YEAR ENDED 31 MARCH 2025
| Notes Fixed Assets Tangible Assets 9 Current Assets Debtors 10 Bank & Cash in hand Creditors : Amounts falling within one year 11 Net Current Assets Net Assets 12 Funds Charity Number 1064579 13 Designated Funds 13 Restricted funds 13 TOTAL FUNDS |
£ £ 50 37,558 181,757 219,315 49,236 170,078 170,129 214,134 - 114,299 269,964 170,129 2025 |
2024 £ £ 61 43,978 182,687 226,665 73,570 153,095 153,156 0 114,299 38,857 153,156 |
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The company was entitled to exemption from audit under s477 of the Companies Act 2006 relating to small companies.
The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act with respect to accounting records and the preparation of accounts.
These accounts have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small charitable companies
Approved by the board of directors and trustees on and signed on its behalf
Jemma Morris Director and trustee
Company registration number: 3415168
Page 12
THE WHAT? CENTRE LIMITED NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025
1 Accounting policies
Basis of preparation of accounts
The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with 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 United Kingdom and Republic of Ireland (FRS 102) second edition published October 2019 and the Charities Act 2011 the Companies Act 2006 and UK Generally Accepted Practice. The Financial statements are prepared on a going concern basis under the historic cost convention modified to include certain items at fair value when applicable. The financial statements are prepared in sterling which is the functional currency of the charity. Significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.
Income recognition
All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.
For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.
No amount is included in the financial statements for volunteer time in line with the SORP (FRS 102). Further detail is given in the Trustees’ Annual Report.
Expenditure recognition
All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. Resources expended are allocated to the particular activity where the cost relates directly to that activity. Salary and other office running costs are apportioned between charitable activity support costs and governance costs based on estimate of staff time to each. The same methods of apportionment have been used in previous years.
Allocation of support and governance costs
Support costs have been differentiated between governance costs and other support costs. Governance costs comprise all costs involving the public accountability of the charity and its compliance with regulation and good practice . These costs include costs related to statutory examination and legal fees together with an apportionment of overhead and support costs relating to trustees meetings .
Charity Number 1064579
Page 13
THE WHAT? CENTRE LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
Value Added Tax
The charity is not registered for VAT. In common with many other similar charities expenses are inflated by VAT, which cannot be recovered.
Estimation uncertainty
In the view of the trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.
Debtors
Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
Cash at bank and in hand
Cash at bank and in hand includes a bank account and small amounts of cash.
Creditors and provisions
Creditors and provisions are recognised where the charity 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.
Tangible fixed assets for use by charity
These are capitalised if they can be used for more than one year, and cost at least £1,000. They are valued at cost.
Depreciation is provided at rates calculated to write off the cost less estimated residual value, over their expected useful lives. Office Equipment 33% reducing balance Fixtures and Fittings 17.5% reducing balance
The Directors consider that the charity remains viable for the year ahead
Page 14
THE WHAT? CENTRE LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
2. DONATIONS
| Gift Aid Tax Refunds Small Donations 3. INCOME FROM CHARITABLE ACTIVITIES Dudley CCG 13-17 yr olds Dudley Public Health (BeeHIVe) Charity Number 1064579 National Lottery Community Fund Family Project Counselling Contracts What Enterprise Recharges Wider Determinents Blach Country NHS Foundation Trust Talking Therapies Fusion DVCS Room Hire Insurance Claim Other Income |
Unrestricted £ 86 422 508 Unrestricted £ - - - - 16,556 16,923 - - - - - 1,725 35,204 |
Restricted £ - 64,162 64,162 Restricted £ - 123,190 - - - - 22,225 317,867 16,500 - - - - 479,781 |
2025 £ 86 64,584 64,670 2025 £ - 123,190 - - 16,556 16,923 22,225 317,867 16,500 - - - 1,725 514,986 |
2024 £ 150 5,420 5,570 2024 £ 182,260 94,042 38,196 57,370 33,261 19,578 2,000 26,175 - 2,010 106 - - 454,998 |
|---|---|---|---|---|
Page 15
THE WHAT? CENTRE LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
4. EXPENDITURE
| Costs directly allocated to Activities Staff Costs Sessional Workers Premises and Utilities Rent Supervision Computer and Software Expenditure Small Capital Items Database costs Volunteer Expenses Travelling and Subsistence Training and Conference Advertising and Publicity Charity Number 1064579 BeeHIVe direct costs Bank Charges Recruitment Depreciation Support costs allocated to Activities Staff Costs - Management, Finance and Administration HR and Health & safety Legal Costs Office Costs Telephone and Postage Governance Costs TOTAL |
2025 £ 242,957 135,106 52,859 28,750 3,465 5,517 - 27,441 - 180 224 1,454 5,268 873 107 - 11 43,206 8,397 1,206 1,551 6,203 223 564,997 |
2024 £ 247,766 133,867 33,300 21,822 7,442 7,365 - 24,514 - 1,770 292 598 7,319 734 101 556 14 55,944 5,564 1,519 5,129 7,893 3,563 567,072 |
|---|---|---|
The charity has one main activity - providing advice and counselling services.
Page 16
Page 16
THE WHAT? CENTRE LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
5. GOVERNANCE COSTS
| Statutory Accounts Preparation and Independent Examination General Office and Finance Staff Other Costs 6. NET INCOME FOR THE YEAR This is stated after charging: Depreciation 7. STAFF COSTS Charity Number 1064579 Social Security Costs Pension Costs Employment Allowance Redundancy Employee receiving emoluments of more than £60,000. Pension costs relate to company contributions to a stakeholder pension scheme. Chief Officer Admin and Finance Advice and counselling The average number of employees during the year was as follows: |
2025 £ 3,835 400 13 4,248 2025 £ 11 2025 £ 221,023 21,087 11,725 (5,000) 248,835 2025 1 2025 Number 1 1 4 6 |
2024 £ 3,150 400 13 3,133 2024 £ 16 2024 £ 258,832 23,951 15,979 (5,000) 1,683 295,445 2024 1 2024 Number 1 1 8 10 |
|---|---|---|
Page 17
THE WHAT? CENTRE LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
8. TRUSTEE REMUNERATION AND RELATED PARTY TRANSACTIONS
No trustee received any remuneration during the year (2025 -£Nil) or received reimbursed expenses (2025 - £Nil)
No trustee or other person related to the charity had any personal interest in any contract or transactions entered into by the charity during the year (2025 - £Nil)
9. TANGIBLE FIXED ASSETS
| Cost At 1 April 2024 Additions At 31 March 2025 Charity Number 1064579 Depreciation At 1 April 2024 Charge for Year At 31 March 2025 Net Book Values At 31 March 2025 At 31 March 2024 10. DEBTORS Prepayments Trade Debtors |
Equipment £ 16,113 - 16,113 16,113 - 16,113 - - |
Fixtures & Fittings £ 5,355 - 5,355 5,294 11 5,305 50 61 2025 £ 2,899 34,659 37,558 |
Total £ 21,468 - 21,468 21,407 11 21,418 50 61 2024 £ 4,195 39,783 43,978 |
|---|---|---|---|
Page 18
THE WHAT? CENTRE LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
11. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
| Other Creditors and Accruals Sundry Creditors Trade Creditors |
2025 £ 3,214 12,659 33,364 49,236 |
2024 £ 3,150 66,326 4,094 73,570 |
|---|---|---|
12. ANALYSIS OF NET ASSETS BETWEEN FUNDS
| Tangible Fixed Assets Net Current Assets Charity Number 1064579 Net Assets at 31 March 2025 |
General Funds £ 50 -99,886 -99,836 |
Restricted Funds £ - 269,965 269,965 |
Total Funds £ 50 170,078 170,129 |
|---|---|---|---|
Page 19
THE WHAT? CENTRE LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
13. MOVEMENT IN FUNDS
| Restricted Funds: Dudley CCG 13-17 yr olds Dudley Public Health (BeeHIVe) Charity Number 1064579 National Lottery Community Fund Family Project Wider Determinant Douglas Turner Trust General fund ( Window Replacement ) BCH Talking Therapies 18-25s Fusion DCVS Restricted Funds: Charity Number 1064579 Designated Funds General Funds: Total Funds |
1 April 2024 £ - 7,964 - 26,696 2,000 1,000 - - - - 1,197 38,857 114,299 - 153,156 |
Incoming Resources £ - 123,190 - - 22,225 - 64,162 317,867 16,500 - - 543,943 - 38,027 581,970 |
Outgoing Resources £ - 130,620 - 7,553 4,764 1,000 18,505 140,638 1,348 5,415 2,993 312,836 - 252,161 564,997 |
transfers between funds - - |
|---|---|---|---|---|
Restricted Funds:
The restricted funds are all in connection with the charities one main activity providing advice and counselling services children and young adults
Designated Funds:
The designated fund has been set up at the recommendation of the board of directors to: a) Cover the running costs, in salaries, of the charity during any possible transition of funding arrangements; b) Ensure that our obligation to current c be met in the event of loss of funding (six-months cover); c) Cover any increased premises charges in line with the bus d) to deal with the current economic uncertainty and increases in utility costs e)contingency costs for repairs and renew buildings. Some of the contributions to the current designated fund have come from recharges and donations from Wh Enterprise.
Page 20
2025 £
- 534 - 19,143 19,461 - 45,657 177,229 15,152 - 5,415 - 1,796 269,965 114,299 - 214,134 170,129
s for
ncluding clients can iness plan wals of the 2 hat
Page 20
THE WHAT? CENTRE LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
14. OPERATING LEASE COMMITMENTS
As at 31 March 2025 the charity had annual commitments under non-cancellable operating leases on land and buildings as follows:
| buildings as follows: | |||
|---|---|---|---|
| 2025 | 2024 | ||
| £ | £ | ||
| Expiry Date: 1 July 2022 | Stourbridge | ||
| Next year | 10,000 | 10,000 | |
| Between two to five years | 40,000 | 40,000 | |
| Between five and ten Years | - | 10,000 | |
| Expiry Date: 31 March 2024 | Dudley | ||
| Next year | - | - |
15. MEMBERS' LIABILITY
Charity Number 1064579
16. RELATED PARTY TRANSACTIONS
The members of the What? Centre limited are also directors of The What Enterprise Limited, which was incorporated on 19 June 2009.
Page 21
THE WHAT? CENTRE LIMITED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025
17. SOFA Comparatives
| Income Charitable activities Donations & gifts Investments TOTAL INCOME Expenditure Charitable Activities Charity Number 1064579 Net income Reconciliation of funds Total funds brought forward Transfers Total funds carried forward |
Unrestricted Funds 2024 £ 3 52,945 2 1,547 3,134 57,626 4 173,118 4 173,118 (115,492) 69,791 45,701 - Notes |
Funds 2024 £ - - - - - - - 160,000 (45,701) 114,299 Designated |
Funds 2024 £ 402,053 4,023 - 406,076 393,954 393,954 12,122 26,735 38,857 Restricted |
Total Funds 2024 £ 454,998 5,570 3,134 463,702 567,072 567,072 (103,370) 256,526 153,156 |
|---|---|---|---|---|
| 3 2 4 4 |
Page 21
Registered number 06939130
The What Enterprise Limited
Filleted Accounts
31 March 2025
The What Enterprise Limited Registered number: 06939130 Balance Sheet as at 31 March 2025
| Notes Current assets Cash at bank and in hand Creditors: amounts falling due within one year 3 Net current assets Total assets less current liabilities Creditors: amounts falling due after more than one year 4 Net Assets Capital and reserves Shareholders' funds |
4,663 (11,356) |
2025 £ 1,000 1,000 (1,000) - - |
11,115 (10,730) |
2024 £ 1,000 |
|---|---|---|---|---|
| 1,000 (1,000) |
||||
| - | ||||
| - |
The directors are satisfied that the company is entitled to exemption from the requirement to obtain an audit under section 477 of the Companies Act 2006.
The members have not required the company to obtain an audit in accordance with section 476 of the Act.
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts.
The accounts have been prepared and delivered in accordance with the special provisions applicable to companies subject to the small companies regime. The profit and loss account has not been delivered to the Registrar of Companies.
Jemma Morris Director Approved by the board on
The What Enterprise Limited Notes to the Accounts for the year ended 31 March 2025
1 Accounting policies
Basis of preparation
The accounts have been prepared under the historical cost convention and in accordance with FRS 102, The Financial Reporting Standard applicable in the UK and Republic of Ireland (as applied to small entities by section 1A of the standard).
Turnover
Turnover is measured at the fair value of the consideration received or receivable, net of discounts and value added taxes. Turnover includes revenue earned from the sale of goods and from the rendering of services. Turnover from the sale of goods is recognised when the significant risks and rewards of ownership of the goods have transferred to the buyer. Turnover from the rendering of services is recognised by reference to the stage of completion of the contract. The stage of completion of a contract is measured by comparing the costs incurred for work performed to date to the total estimated contract costs.
Debtors
Short term debtors are measured at transaction price (which is usually the invoice price), less any impairment losses for bad and doubtful debts. Loans and other financial assets are initially recognised at transaction price including any transaction costs and subsequently measured at amortised cost determined using the effective interest method, less any impairment losses for bad and doubtful debts.
Creditors
Short term creditors are measured at transaction price (which is usually the invoice price). Loans and other financial liabilities are initially recognised at transaction price net of any transaction costs and subsequently measured at amortised cost determined using the effective interest method.
Taxation
A current tax liability is recognised for the tax payable on the taxable profit of the current and past periods. A current tax asset is recognised in respect of a tax loss that can be carried back to recover tax paid in a previous period. Deferred tax is recognised in respect of all timing differences between the recognition of income and expenses in the financial statements and their inclusion in tax assessments. Unrelieved tax losses and other deferred tax assets are recognised only to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits. Deferred tax is measured using the tax rates and laws that have been enacted or substantively enacted by the reporting date and that are expected to apply to the reversal of the timing difference, except for revalued land and investment property where the tax rate that applies to the sale of the asset is used. Current and deferred tax assets and liabilities are not discounted.
| 2 Employees Average number of persons employed by the company |
2025 Number 0 |
2024 Number 0 |
|---|---|---|
| 3 Creditors: amounts falling due within one year Trade creditors Other creditors 4 Creditors: amounts falling due after one year Trade creditors |
2025 £ 7,065 4,291 11,356 2025 £ 1,000 |
2024 £ 375 10,355 |
|---|---|---|
| 10,730 | ||
| 2024 £ 1,000 |
5 Other information
The What Enterprise Limited is a private company limited by guarantee and incorporated in England. Its registered office is:
23 COVENTRY STREET STOURBRIDGE WEST MIDLANDS DY8 1EP
This document was delivered using electronic communica�ons and authen�cated in accordance with the registrar’s rule rela�ng to electronic form, authen�ca�on and manner of delivery under sec�on 1072 of the Companies Act 2006
Registered number 06939130
The What Enterprise Limited
Filleted Accounts
31 March 2025
The What Enterprise Limited Registered number: 06939130 Balance Sheet as at 31 March 2025
| Notes Current assets Cash at bank and in hand Creditors: amounts falling due within one year 3 Net current assets Total assets less current liabilities Creditors: amounts falling due after more than one year 4 Net Assets Capital and reserves Shareholders' funds |
4,663 (11,356) |
2025 £ 1,000 1,000 (1,000) - - |
11,115 (10,730) |
2024 £ 1,000 |
|---|---|---|---|---|
| 1,000 (1,000) |
||||
| - | ||||
| - |
The directors are satisfied that the company is entitled to exemption from the requirement to obtain an audit under section 477 of the Companies Act 2006.
The members have not required the company to obtain an audit in accordance with section 476 of the Act.
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts.
The accounts have been prepared and delivered in accordance with the special provisions applicable to companies subject to the small companies regime. The profit and loss account has not been delivered to the Registrar of Companies.
Jemma Morris Director Approved by the board on
The What Enterprise Limited Notes to the Accounts for the year ended 31 March 2025
1 Accounting policies
Basis of preparation
The accounts have been prepared under the historical cost convention and in accordance with FRS 102, The Financial Reporting Standard applicable in the UK and Republic of Ireland (as applied to small entities by section 1A of the standard).
Turnover
Turnover is measured at the fair value of the consideration received or receivable, net of discounts and value added taxes. Turnover includes revenue earned from the sale of goods and from the rendering of services. Turnover from the sale of goods is recognised when the significant risks and rewards of ownership of the goods have transferred to the buyer. Turnover from the rendering of services is recognised by reference to the stage of completion of the contract. The stage of completion of a contract is measured by comparing the costs incurred for work performed to date to the total estimated contract costs.
Debtors
Short term debtors are measured at transaction price (which is usually the invoice price), less any impairment losses for bad and doubtful debts. Loans and other financial assets are initially recognised at transaction price including any transaction costs and subsequently measured at amortised cost determined using the effective interest method, less any impairment losses for bad and doubtful debts.
Creditors
Short term creditors are measured at transaction price (which is usually the invoice price). Loans and other financial liabilities are initially recognised at transaction price net of any transaction costs and subsequently measured at amortised cost determined using the effective interest method.
Taxation
A current tax liability is recognised for the tax payable on the taxable profit of the current and past periods. A current tax asset is recognised in respect of a tax loss that can be carried back to recover tax paid in a previous period. Deferred tax is recognised in respect of all timing differences between the recognition of income and expenses in the financial statements and their inclusion in tax assessments. Unrelieved tax losses and other deferred tax assets are recognised only to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits. Deferred tax is measured using the tax rates and laws that have been enacted or substantively enacted by the reporting date and that are expected to apply to the reversal of the timing difference, except for revalued land and investment property where the tax rate that applies to the sale of the asset is used. Current and deferred tax assets and liabilities are not discounted.
| 2 Employees Average number of persons employed by the company |
2025 Number 0 |
2024 Number 0 |
|---|---|---|
| 3 Creditors: amounts falling due within one year Trade creditors Other creditors 4 Creditors: amounts falling due after one year Trade creditors |
2025 £ 7,065 4,291 11,356 2025 £ 1,000 |
2024 £ 375 10,355 |
|---|---|---|
| 10,730 | ||
| 2024 £ 1,000 |
5 Other information
The What Enterprise Limited is a private company limited by guarantee and incorporated in England. Its registered office is:
23 COVENTRY STREET STOURBRIDGE WEST MIDLANDS DY8 1EP
This document was delivered using electronic communica�ons and authen�cated in accordance with the registrar’s rule rela�ng to electronic form, authen�ca�on and manner of delivery under sec�on 1072 of the Companies Act 2006