Company registration number.. 04002287 Charlty registration number.. 1082452 Unfold - Empowerment Through Mentoring Ltd IA company Ilmited by guarantee) Annual Report and Financial Statement5 for the Year Ended 31 March 2024 Field Sullivan Limited 9 Hare & Billet Road Blackheath SE3 ORB Unfold - Empowerment Through Mentoring Ltd Contents Reference and Administrative Details Trustees, Report 2to15 Independent Examiner's Report 16to17 Statement of Financial Activities 18 Balance Sheet 19to20 Notes to the Financial Statements 21to34 Unfold - Empowerment Through Mentoring Ltd Reference and Adrninistrative Details Chalrman Anthony Daniel Gibson Trustees Anthony Daniel Gibson Amaya Lopez-jauregui Mohsin Qadir Jack Rowan Matthew Wright Grace Xia Nick Yassukovich Marwa Nasr Swati Pandit Ploy Wood Ribhu Agrawal Catherlne Mahony Secretary Charlty Reglstration Number 1082452 Company Reglstratlon Number 04002287 Registered Office Fivefields 8-10 Grosvenor Gardens LOMOON SWIW ODH Independent Examlner Field Sulllvan Limlted 9 Hare & Billet Road Blackheath SE3 ORB Bankers Natwest Vl¢toria IBI POB 1357 169 Victoria Street London SWIE SNA Page I Unfold - Empowerment Through Mentoring Ltd Trustees, Report Chalr's Report Welcome to our Annual Report for 2023-2024 This has been a very positlve year for Unfold and the people we serve. We are delighted to share that with careful planning and outreach, this year Unfold supported more people than ever before in a year, enabling 460 people to reach their goals, mentoring a total of 246 young people and women and providing group-based support to 214 women and young people. We know that what we're doing makes a difference.. having invested in our comprehensive monitoring and evaluation system, we've got reliable data that tells us that our mentorlng improved or malntained the confidence of 91% ol young people Aucing complex challenges, while we were able to reduce or prevent an increase in lonellness for every woman who had o mentor wlth us, showing the extraordinary power of our mentoring model. We're proud that our award~winning programme for women was recognised in the Mayor of London's Awards for Supporting Adults into Employment. Part of the success of our model is down to the strength and range of our partnerships, and this year we extended and developed relationships with brilliant organisations like Little Village, Let Me Know, SASH, St Andrews Youth Club, The Abbey Centre and Westbourne Park Family Centre. We're grateful to everyone who has joined us to help our community thrive. Our wonderful volunteers are of course another essential element to our work, and our new Volunteer Coordinator has boosted mentor recruitment to help us reach more people. We're deeply grateful for the ongoin8 support of our hundreds of volunteers, particularly to the businesses who've encouraged their staff to give their time, including Visa, UKGI, Good Relations. Fidelity, JP Morgan, We're committed to being a user-led organisation. As such, we've continued to be responslve to emerging needs, developing new programmes of support for women and young people facing complex challenges, with new Youth Support Groups, expansion of Women's Support Groups, expansion of support for children excluded from mainstream school and co-designing specialised mentoring for children with experience of the care system. Similarly, we've also been innovative in our organisational development, launching our Women's Advisory Council alongside our Youth Advisory Council. These two groups provide us with strategic direction and hold our board to account so that we can be led by the people we serve, earning us recognltion as runners up In the Charity Governance Awards. Another big organisational development this year was our move into new premises, and we're grateful to Grosvenor and the Westminster Foundation for our office in Fivefields, the beautiful co-working space in Victoria where we're now based. We're extremely grateful to our donors, the generous support of whom has enabled us to achieve our funding ambitions, maintaining an increase in income year on year. Increased access to multi-year funds has given us more security to plan for the future, so that we can sustainably support more people to get where they want to be. While all of this is testament to the commitment and skill of our CEO, Catherine, together with her skilled and growing operational team. Page 2 Unfold - Empowerment Through Mentoring Ltd Trustees, Report write this report on behalf of my fellow trustees who have again offered crucial support to our Chlef Executive and her team this year. As we enter a new five-year strategic planning cycle, we are proud of what's been achieved, and excited as to the dlrection of the charity and its ongoing impact in our communities. Dan Gibson Chair of Trustees Page 3 Unfold - Empowerment Through Mentoring Ltd Trustees, Report The Trustees, who are directors for the purposes of company law, present the annual report together with the financial statements of the charitable company for the year ended 31 March 2024 which have been prepared in compliance with current statutory requirements, The Companies Act 1985, the Charities SORP IFRS 1021 applicable to charities preparing their accounts in accordance with the Financlal Reporting Standard applicable in the UK and Republic of Ireland and the Charities Act 2011,. and with the charity's governing document, its Memorandum and Articles of Association. Objectlves and actlvltles Public beneAIt Activities undertaken to further public benefit.. Our Charity's purposes as set out in the company's memorandum of association are to benefit the public by: Safeguarding, protecting and preserving the good health - both mental and physical - of chlldren and parents Preventing cruelty to or maltreatment of children Relieving sickness, poverty and need amongst children and parents of children Promoting the education of the public in better standards of childcare within the area of Westmlnster and its environs. We achieve thls through provision of a volunteer mentorln and servlce Aor parents, children and young people eer su ortfor women with chlldren und young people, offering social, emotional and practical support to get people where they want to be. Based In positive psychology, our suite of programmes is designed to deliver a lasting impact beyond the life of the programme, with three key objectives of: Developlng a growth mindset to boost confidence and wellbeing,. Boosting self-effltacy by enabling people to identify and achieve goals that matter to them,. Connecting people to at least one more group, service or activity that meets their needs, tackling loneline55 and enabling people to independently manage the challenges they face. The Trustees confirm that they have complSed with the requirements of Section 17 of the Charities Act 2011 to have due regard to the public benefit guidance publI5hed by the Charity Commi55ion for England and Wales. The sections below describe how these activlties deliver publSc benefit. Since launching our strategy in Jtjne 2020. we have made considerable progress towards our five strategic objectives of expanding our reach through programme Growth, demonstrating and enhancing our Impact, increasing client and volunteer Engagement, improving our Efflciency and building our financial Sustalnability. Growth: Thls year, we provided support to 460 Indlviduals through our mentoring and peer support programmes, mentoring a total of 246 young people and women and providing group-based support to 214 women and young people. This is a 31(/*¢J Increase In the number of people we supported last year. This is a result of planned expansion both geographically and Sn programme specialisation, so that we can reach more people with needs that are frequently overlooked. Our programme with children excluded from mainstream school has expanded to another site, we have launched Youth Support Groups for young people seeking asylum, and expanded provision of our Women's Support groups, while at the same time we are working with young people with experience of the care system to co-design a new, tallored programme of mentoring to meet thelr specific needs, informed by experts by experlence. Page 4 Unfold - Empowerment Through Mentorlng Ltd Trustees, Report Impact: Our efforts to bulld organisational capacity with systemic improvements, Sncluding the embedding of our new CRM system for data management and Integration of the use of Standard Operatin8 Procedures in our working practlse. has resulted the analysis of data that enables us to demonstrate programme impact at larger scale, such that can now show that nearly 60°A of young people on our mentoring programmes experlence an increase in confidence throughout the life of the programme, whlle over 70Yo of women we mentor feel that they are better able to manage the challenges they face by the end of the programme. Engagement: Furthering our aim to become led by the people we serve, we built on the learning from the first vear of running our Youth Advlsory Council, to launch our Women's Advisory Councll this year, and we were proud to be runners up in the Charity Governance Awards this year for our contribution to delivering systemic change. Both of these groups represent the range and diversity of our servlce users, and through a series of engagement sessions with our staff and trustees, they share thelr priorities and perspectives, learning about the organisatlon to contribute to strategic direction and hold our Board to account. Decislon-making has been enrlched by their contributions, and our board has been revitalised with closer connections to our service users. Equally, our Advisory Councils have boosted our developing advocacy work, providing enhanced insight, authenticity and access to decSsion-makers. Efficiency: We have realised efficiencies 35 we've embedded dlgital developments with our new CRM system, as well as standardising practises with our recently introduced Standard Operating Procedures. This has released staff time, allowing us to increase focus on programme qualSty and impact while maintaining and In some parts increasing scale, resulting in reduced per caplta costs and improved value for money. Sustalnabllity: In¢reased investment in our funding capacity this year has resulted in greater financial security, enhancing our organisational sustainability. We have accessed new funds, in greater amounts, from a wider range of donors, some of which is for multi-year support. This has resulted In nearly 60% of next year's budget belng secured in certain, contracted funds, releasing capacity for funding development to enable expansion in line with our organisational strategy. Programme Performance We run two main strands of programmes, one-to-one mentoring, and peer support groups. Our mentoring is person-centred, wlth the aim of getting people where they want to be. We work with tr31ned, SUpe￿Ised volunteer5 who are thoroughly vetted and referenced, and we support them with continuous development opportunities throughout their time wSth us. Mentors meet with mentors on a weekly basis, for one to two hours, generally in person, for three to six months. In our mentoring, we aim to.. Boost confidence and wellbeing, developing a Growth Mindset Connecting to one more group or service that meets their needs Enhance autonomy with goal-setting skills Our peer support groups are safe, welcoming spaces, where people can make friends, access support and information, coming whenever they want, at no cost. We've developed partnerships wlth relevant seNice5, who can use our groups as a platform to reach people who might be hard to reach with Snformation that can be shared sensitively, in a trusted environment. We have two strands of programming: Broadening Horizons is our programming for young people aged 10 - 25, while Mentoring for Mums supports women with children aged 5+. Broadening Hor120ns With the Introduction of new peer support groups and our increased reach, we were able to support a total of 233 young people with peer support groups and mentoring this year. Page 5 Unfold - Empowerment Through Mentorlng Ltd Trustees, Report This year. in response to changing needs in the community, In January 2023 we introduced a new strand of support in our programmes for young people, as we set up peer support groups for young people who are seeking asylum in Westminster and Kensington and Chelsea. Many young people seekSng asylum find themselves alone, outside of family units, with few sources of social, emotional and practical support. Prevented from undertaking employment, and generally excluded from access to relevant education opportunities, young people aged 16 - 25 were frequently overlooked for support, and we knew from the Coordination Meetings that we facilitate that no other organlsation locally was able to provide assistance tailored to their needs. Taking place in Westminster's Youth Hubs and offering borough-wide support, our two weekly youth support groups offered young people a safe, welcoming space to make friends, and access nformation and support to get them where they want to be. We hosted session from partners such as Let Me Know and Talking Therapies, providing focused support in mental health and healthy relationships, while our signposting and referral enabled young people to connect with a range of specialised services including sport5 clubs and groups for young people who identlfy as LGBTQ+. In total we supported 32 young people in peer support groups, 700h of whom were young men and boys, and 30% were young women and girls. 700A of the young people we supported in peer support groups were aged 21- 25, giving an indicatlon of the level of need in the young adult group. Words they used when we asked participants to describe their first session include., "Funl" 'Inspirlng" and 'For the first time, I feel relaxed. In our mentoring pmgrammes, we supported 126 new individuals, with a total of 201 children and young people receiving mentoring throughout the year. In a slight shift compared to last year's even gender balance, this year we supported more young women and girls161Yol than young men and boys. We saw a slightly more even distribution across age ranges than in previous years, with sllghtly more of our service users in the age 10 12 bracket la quarterl than previously117Y.I, and while the majority were still aged 13 - 16140%), thls was a smaller proportion than last year160%1, and we saw increased proportions of young people in the 17 - 18 years bracket117%I and 19 25 years group117%1, which we attribute to our increased outreach to young adults in our Youth Support Groups. To better understand who we're supporting, we ask people describe their ethnicity in their own words and we then group these descriptions into categories for analysis. This year, 884/a of children and young people we supported were people of the global majority, with the largest group belng people who described themselves as Black British or Black African124Y.I, followed by people of Middle Eastern Heritage1230AI and South Asian Heritage118Y.l. Nearly a tenth of people described their ethnicity as 'mixed' and 7Yo described themselves as Latin or Central American. 7% of people chose to give a European nationality as their ethnicity, and 5% of people described themselves as White or White British, 2% as being of East Asian Heritage, with the remainder declining to give a response. This generally reflects patterns we've seen in previous year5, Wlth the excÈption of a 9% increase in people who describe themselves as being of Middle Eastern Heritage. Nearly half of our mentees this year were young people who were seeking asylum, which may account for some of the variation. We measure part of our impact In terms of self-described levels of wellbeing at the start, compared with the end of the programme. We break this down into four parts.. confidence, happiness, feeling positive about the future and loneliness. This year, for the flrst tlme, data gathering with our CRM system has enabled us to bulld picture of large-scale patterns of individual change. We now know that as a result of our mentoring 58% of our partlclpants grew in confldence at the end of their mentoring, while 33Yo recorded that their confldence levels had not decllned. For 910/0 of people we supported, we improved Confidence or prevented decllne. 39% of participants felt less lonely by the end of their mentoring, while 440A reported that thelr levels of loneliness had not increased. For 790A of people we mentored, we reduced or prevented an Increase In loneliness. Page 6 Unfold - Empowerment Through Mentoring Ltd Trustees, Report 530A of participants felt more positive about the future, while 36'A reported no decline in how posltlve they felt. We prevented a decllne or improved posltlvlty about the future for 89°A of the people with whom we worked. Knowlng the multiple pressures faced by the young people we support, in a context of wider crises in mental health and loneliness experienced by many young people, we feel that these are remarkable outcomes, Indlcating marked improvements in wellbelng, and prevention of decline. Analysis of aggregated survey data showed that Young people feel more confldent.. By the end of the programme, 75Yo of our partlclpunts descrlbe themselves asfeeling confident olten or all the tlme, over double those at the start, while those who say thev never or only sometimes feel ¢onfSdent has fallen from 22010 at the start to none by the end. • Young people feel posltlve about the future.. While just over a quarter of young people told us that they didn't often or never felt positive about the future, at the start, by the time they'vefinlshed mentorlngi IOOA of porticipant5 say they often or alwaysfeelposltive about thefuture. Young people feel happier.. By the time they flnlsh mentoring, 70% of our mentees soy they often or always Aeel happy, compared to only 45% ot the start. At the end of their experience, we were glad to see that all our particlpants felt mentorlng had Improved thelr life, and everyone would recommend It to thelr friends and family, as we see from the growing number of word-of-mouth referrals, Our mentoring gives young people who face multlple, complex challenges, the space to Identify their own priorities and get where they want to be. This case study with Emmanuelle (not her real namel, aged 15, illustrates how mentoring helps build skills and independence for lasting change.. In her initiol ossessment with the Unfold Progrumme Officer, Emmanuelle opened up about the challenge5 of having to move to a new country and how loneline55 and isolation from Ilving in a hotel for long time was hoving an impott on her mental health. We matched her wlth Claudie. a mentor who worked wlth her to identify three goals.. Improving her English, getting fomiliar with her new orea, ond talking to someone about how she w05feeling. In their sessions, Emmonuelle und Claudie built trust by exploring new, free ond interesting places together. Including the Natural History and Science Museums os well wotching at concert at the the Royol College of Music. Claudie provided a space for Emanuelle to talk about how she wos feeling obout where she lived, ond the how much she wa5 missing herfomily bock home, which was having an effect on her mental health. Claudie read up on local services for young people In our weekly Signposting and Referral Bulletin. and recommended Emonuelle get in touch with an organisation providing mentol health support. Claudie 0150 encouraged Emmunuelle to connect with o locol youth club, visiting together o couple of times to check it out. At first Emmanuelle didn't feel confident in her English skills, but mentoring sessions provided a spoce to practise without feor, ond Emmanuelle now feels comfortable having conversotions Wlth new friends she's made ot school and in the youth club, ond is feeling more at home in her new urea. She's been able to access specialist supportfor her mentol health ond is building hersocial network In fun sessions Ot her local youth club. Page 7 Unfold - Empowerment Through Mentoring Ltd Trustees, Report Mentorlngfor Mum5 IM4M) With the introduction of new peer support group5, we were able to support a total of 227 women with peer support groups and mentoring this year. This year we expanded our provision ol peer support groups for women, with groups specifically for people seeking asylum, as well as openlng groups available to the wider community. In total, we were able to support 182 women in peer support groups this year. Women can come to groups as often as they like, for as long as they like, and our groups are free, The groups are held in well-established and welcoming community centres and are relaxed and relatively unstructured, provlding a supportive, safe, and welcoming space where women can meet and make friends. The groups also enable access to other relevant support and services through our extensive partnerships and well-developed signposting and referral functions. This year we expanded our cultural partnerships to hold workshops and vlsSts with the English National Opera, the National Gallery and the Tate Britain, enhanclng access to the arts. We ran sessions wlth the local Early Help Teams, Westminster Adult Educatlon Services and Digital Incllssion Teams offering a wide range of servlces to help people access education and employment. Our support boosted health and wellbelng of women and their familie5, Wlth NHS sessions on childhood vaccination, LDN providing support on assisting children on the autistic spectrum, Westminster's Domestic Abuse Off icer running a series of session5 on healthy relationshlps, SASH running sessions on ceNical screenlng and breast health and local GPS visiting to enhance access to primary health care. We supported people to meet their basic needs in our partnership with Little Village, providing regular supplies of clothes, toys and books, while our partners at the Abbey Centre and Westbourne Park Family Centre provided access to Community Pantries enabling people to access food and hygiene items. We also hosted trips out for women and their familles to London Zoo, and collaborated with the English National Opera to take a group of women to see the Magic Flute. This year, we were provided 45 women with a mentor, 17 of whom were new people supported this year. Wlth an average family size of 3.8 thls year, we were able to reach a total of 221 people indirectly, Including children in under 18 in the familie5 supported. While our programme is open to everyone, we aim to reach those who face the most challenges. This year. 7% of the women we supported described themselves as having a disability or chronic illness, just over half as many as last year, while 210A shared that at least one of their children had special education needs or disabilities, around 5°A more than last year. While the age range of women we supported was similar to last year. with the youngest aged 27 and the oldest aged 52, our average age was slightly younger than previously, at 37 compared to 41. We continued provlde a programme tailored for the needs of people seeking asylum and refugees, which made up 43.kn of our seNice users. Aligned with our programme for young people, this year 86% of women we supported were of the global majority. In a similar pattern to previous years, the largest group was those who described themselves as being of Middle Eastern Heritage125°Al, followed by an even spread across people describing themselves as Black Caribbean or Black African114Yol and South Asian Heritage114°Al, with 4°A describing themselves as being of East Asian Herltage while 7% described themselves as 'Mixed'. 14% of seNice users described themselves as White or White British, while 21% declined to share their ethnicity. Page 8 Unfold - Empowerment Through Mentorlng Ltd Trustees, Report Knowing the challenges our se￿iCe users face, and the range of achievements they make with the 5UPPOrt of a mentor, we were delighted that our mentoring work was recognised in the Mayor of London's Awards for Outreach and Engagement of Adults into Learning. We measure our impact in terms of self-described levels of well-being at the start, compared with the end of the programme. We break this down into four parts: confidence, a sense of belng able to manage one's problems, overall life satisfaction, and lonellness. Thls year, for the first time, data gathering with our CRM system has enabled us to build a picture of large-scale patterns of Indlvidual change. We now know that as a result of our mentoring 57% of our participants grew in confidence at the end of their mentoring, while 29% reported no reduction in their levels of confidence. For 86% oApeople we supported, we Improved conAidence or prevented decline. 29% of participants felt less lonely by the end of their mentoring, whlle 71°A reported no increase in their levels of loneliness. For eve one we mentored, we were uble to reduce orprevent an increase In lonellness. 71°A of participants felt better able to independently manage challengès they faced, with another 14°A describing their capacity to manage as remaining the same. 85% of people we supported were able to Improve or mulntaln their abllity to manage challenges. We feel that these results are striking, showlng that our programming largely increases wellbeing and prevents decline considerably, which is particularly significant for the people we target, who face an extenslve range of persistent, complex challenges. Analysis of aggregated suNey data showed that Women feel more confident.. When they begin mentoring, 41% ofwomen Say they sometlmes feel confident while 18Yts say they don't often feel confldent. By the end of the programme, 50% of the programme say they alway5 feel confident. Women feel less lonely: At the start of the programme, 90% of the women we support say they sometimes feel lonely, but by the time they finish their mentoring programme, 50% say they hordly everfeel lonely. Women feel better able to manage thelr problems.. At the start of the programme, nearly two thlrds of women say they only sometimes feel able to cope with the challenges they face. By the end of mentoring, 50% oApartlclpunts suyfeel they can always manage the problems theyfoce. We know that women value their time in the programme, as all our respondents sald it had Improved their lives, and everyone said they would recommend us to their friends and family. Our mentoring helps women rebuild tonfldence, enabling them to identify and achieve goals that matter to them. This case study illustrates how one to one support can help people navigate a ch311enging time and build resilience and hope for the future.. Polwosha fled from Afghanistt7n with her husband and two children, seeking asylum in the UK. They were placed in emergency accommodation in a hotel in Westminster. Polwasho regularly uttended our Women's Support Group, where we suggested she might benefitfrom mentoring. Palwosha had been o doctor working in a busy h05Pltol in Afghanistan, and hod o rich social life. While she was glad that she and herfamily were now safe in the UK, She felt her life here was suddenly quiet, she locked purpose and, unable to work, she felt uncomfortoble with exponses of time with nothlng to do. Page 9 Unfold - Empowerment Through Mentoring Ltd Trustees, Report We motched her with Julie-Ann. o mentor who could help her novigate this time and work out her priorities. In their first sessions Pulwasha shared with Julie-Ann that she wos in on extremely difficult emotlonol state, and they took some time getting to know each other ond building trust. After u few weeks together, Polwosho decided she wonted to focus on developing her English language skills, building her resilience and doing something useful. Julie-Ann supported Pulwasho to enrol in on English longuage closs ond they began looking for local volunteering opportunities. Polwasho now regularly volunteers ot the local community centre, and she'sfound thi5 helps her maintoin positivity, os well as glving her o ploce to pructise new longuage skills. We hold review sessions after 12 sessions to give mentor5 and mentees u chance to reflect on their experience, ond plun how to 115e their remoinlng time together. Polwosho shured that she found her time with her mentor precious, while Julie-Ann shared that it had been o two-way relotionship, in which she'd grown too. Julie-Ann sald I'm in owe of Palwasha's determination, how philosophicol she is, and the strength she'sfound to build o life in a new country ond provide emotional support to herfomily through this change." Palwasho decided to keep mentoring until she finishes the English course, and she's now going tofocus on being prepared to return to work, readyfor when she receives refugee status. Page 10 Unfold - Empowerment Through Mentoring Ltd Trustees, Report Treasurer's Report This year, in line with organisational strategy to expand and develop programming, with Increased investment in fundraising capacity, income Increased by 14°A to £443,974 this year. Simllarly, expenditure was greater with staffing increases to deliver new and expanded programmes, rising 320A to £490,143. WhSle this leaves the Charity with a small deficit at year end, this Is largely a product of the timing of some guaranteed income and accounting protocols regarding when it is recognised. Trustees are therefore assured of the financial stability of the organisation, and expect surplus to be restored in the following flnan¢ial year. Nonetheless, funding strategy in the coming year wlll focus on building reserves for increased security. The charity retains two principal financial objectives: l.'To record a surplus for the financial year, This year, the charity recorded a net deficlt of £46,169, primarily due to planned investment in programs and staffing. However, while less than the prevlous year1£235,4751, total reserve5 remain strong at £189,306, with £93,060 in re5trlcted funds lan increase from £77.573 the previous yearl and £96,246 in unrestricted reserves, maintaining operational resllience while highlighting the need for sustained focus on unrestrlcted income 8rowth to secure long-term financial stability 2.'To further diversify our funding sources, Funding from donors and service contracts were the most significant sources of income. We aim to further diversify funding sources to reduce overall financial risk and having Increased fundraising capacity. With investment in the funding team, the funding strategy will be oriented to developing more unrestricted income, which can be more costly to generate, with a lower yield on investment compared to some restricted funds. Reserves pollcy The Trustees hold the reserve policy to set aslde sufficient unrestricted funds to enable the Charity to continue its charitable activities for three months if its income were to sustain a long-term downturn for whatever reason. Whllst the Charity aims to ensure that this sltu3tSon does not arise and that its long-term vlability is maintained, the Trustees consider having such a reserve policy prudent. Movement In funds Total Incomlng resources for the year amounted to £443,97412023'. £389,7531, driven by growth In restricted funding streams and sustained donor engagement. Total outgoing resources Increased to £490,143 12023: £372,596), reflectlng planned investments in program delivery and staff costs to expand the Charity's impact. This resulted in a net deficit of £46,169 12023.. surplus of £17,157), aligning with strategic declsion5 to scale operations. Year-end reseNes stood at £189,30612023'. £235,4751, with restrlcted reserves increasing to £93,06012023'. £77,573), while unrestricted reseNes detllned to £96,24612023'. £157,902). STRUCTURE, GOVERNANCE AND MANAGEMENT Governlng document Unfold was registered as a charity in 1989, On 25 May 2000 we became a charitable company limited by guarantee. We adopted a Memorandum of Association, which set the objects and powers of the charitable company, and 15 governed under its Articles of Association. In the event of the Charity being wound up, members are required to contribute an amount not exceeding £10. Page 11 Unfold - Empowerment Through Mentoring Ltd Trustees, Report Recrultment and appointment ofthe Commlttee All Trustees give their time voluntarily and received no benefits from the Charity. New Trustees are elected annually at the Annual General Meeting and seNe for a three-year term before re-election. In May 2023 we were joined by Amaya Lopez- Jaure8ui, followed by Ribhu Agrawal and Ploy Wood in June 2024, and Swati Pandit and Manva Nasr in August 2024. Our new trustees replaced outgoing members of the board, including Sabrlna Vashisht who left in January 2024 after six year5 of sterling support as both a mentor and later a trustee, and Monika Waller, who resigned in July. We thank them both for their generous contribution of time and effort. Trustees were required to complete a ski115 audit, to identify strengths and gaps, Informing any further recruitment of trustees. Organlsatlonal structure The Trustees met every six to eight weeks to determine policy, review performance, oversee financial management, and receive the CEO'S reports on the work of the Charity. All Trustees are directors. Trustees come from a variety of backgrounds and reflect the diversity of Westminster. This year we have welcomed Manma Nasr to the board, who was a participant in our Mentoring for Mums programme. and former member of our Women's Advisory Council. Ploy Wood and Ribhu Agrawal also joined with experience as former mentors. Trustees meet regularly wlth our Youth and Women's Advisory Councils which provide the board with strategic dlrÈctlon and hold trustees to account, with representatlves from both Councils attending Board meetings in an observer status. The Board appointed a Financlal Commlttee to review finances and funding, and a Staffing and Resources Committee to provide support and oversight in the management of resources. Rlsk management In November 2023 Trustees conducted a review of the risks to which the Charlty may be exposed, and updated the Risk Register, using the template recommended by the NCVO. This assessment identifies risk across key categories of Governance, External, Regulatory and Compllance, Financial, Operational, and Onllne working. The likelihood and impact of each risk is rated on a five point scale, settlng a target tolerable risk level after controls and mitigation. Risk scores are calculated with the formula likelihood score multiplied by Impact score. Risks are then classified as low11- 81. medium {9- 161 and high117- 251, wlth sets of actions identified to reduce medium and high risk5. Risk management has been a regular agenda item for Trustee meetings to ensure they remain alert to potential challenges for the organizatlon. We have identified the following core risk area as one which we rate as having a residual risk at a medium level or higher, outlining the actions we are undertaking to address these. All other risks are rated as low level following mitigating actions and are not included here, Page 12 Unfold - Empowerment Through Mentoring Ltd Trustees, Report Rlsk Area Rlsk Rlsk Level Current Controls Actlons Governance Our governing documents don't accurately reflect our purpose or current legal framework. Medium We have established governing documents that are broad enough to reflect our mission. We know that thev should be updated to be reviewed since the Charlty Act establishment in 2011. Review the current governlng documents with legal advice and agree to revised description of our aims and purposes. Initiate review in Autumn 2024 for completion by 31st March 2025 lend of financial yearl. Appoint experience representation at Board level Iformer Board does reflect experiences/lntere5ts service users, resulting in a lack of relevance, accountability and client autonomy in strategy. not Medium Established Women's and Youth Advisory Councils. expert by programme participantl. Commission Particlpatory Evaluation for Service User Strategy Development Autumn 2024. Consultation wlth Advisory Counclls on engagement processes in April 2025. Identlfy and develop organisations competencv with software for systematic, complex data analysis in 2025. External Inability to effectively demonstrate impact. Medlum Comprehensive monitoring and evaluation system in place. Digital upgrade to CRM system for effective data gathering, handling and storage. Member5 ofthe Committee Members of the Committee, who are directors for the purpose of company law and Trustees for the purpose of charity law. who served during the year and up to the date of this report are set out on page 3 and the 'trustees and officers, section below. In accordance wlth company law, a5 the company's directors, we certify that.. So far as we are aware, there is no relevant audit information of which the company's accountants are unaware,. and Page 13 Unfold - Empowerment Through Mentoring Ltd Trustees, Report As the directors of the company we have taken all the steps that we ought to have taken in order to make ourselves aware of any relevant audit information and to establish that the Charity's accountants are aware of that information. Member5hlp of Local and Natlonal Organlsations Unfold has affiliated membership to the National Councll for Voluntary Organisations INCVOI, One Westminster, London Voluntary Service Council ILVSCI. Unfold is also a member of the Fundraising Standards Board, Young Westminster Foundation, London Youth, UK Youth, the London Child Poverty Network, the South Westminster Action Network. This year, the CEO was elected by members to Chair the Westminster Community Network, which is co-chaired by Manua Nasr, our trustee and expert by experience. Trustees and officers The trustees and offScers seNing during the year and sSnce the year end were as follows: Trustees.. Anthony Danlel Gibson Amaya Lopez-jauregui lappointed 22 May 20231 Mohsin Qadir Jack Rowan Sabrlna Vashisht Iresigned 20 January 20241 Monica Waller (resigned 10 July 20241 Matthew Wright Grace Xla Nick Yassukovich Noreen Sumra (resigned 14 June 20231 Manua Nasr lappointed 14 August 20241 Swati Pandit lappolnted 14 August 20241 Ploy Wood lappointed 26 June 20241 Ribhu Agrawal (appointed 26 June 20241 Chairman: Anthony Daniel Gibson Secretary: Catherine Mahony Page 14 Unfold - Empowerment Through Mentoring Ltd Trustees, Report Statement of Trustees, Responslbllltles The trustees (who are also the directors of Unfold Empowerment Through Mentoring Ltd for the purposes of company lawl are responslble for preparing the trustees, report and the flnancial statements in accordance wSth applicable law and United KSngdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland" Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including Its income and expendSture, of the charitable company for that period. In preparing these financial statements, the trustees are required to.. select suitable accounting policies and apply them conslstently,. observe the methods and principles in the Charities SORP,. make judgements and estimates that are reasonable and prudent,. state whether applicable accounting standards, comprising FRS 102 have been followed, subject to any material departures disclosed and explained in the financial statements,. and prepare the financial statement5 on the going concern basis unless it Is inappropriate to presume that the charitable company will continue in business. The trustees are responslble for keeping proper accounting records that can disclose with reasonable accuracy at any time the financial position of the charitable company 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 charitable company and hence for taking reasonable steps for the preventlon and detection of fraud and other irregularities. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. The annual report was approved by the trts5tees of the charity on 29 January 2025 and signed on its behalf by.. Anthony Daniel Gibson Chairman and trustee Page 15 Unfold - Empowerment Through Mentoring Ltd Independent Examiner's Report to the trustees of Unfold - Empowerment Through Mentoring Ltd ('the Companv,) I report to the charity trustees Iwho are also Directors for the purpose of company lawl on my examination of the accounts of the Unfold Empowerment Through Mentoring Ltd I'the charitable company'l for the year ended 31 March 2024 which comprise the Statement of Financial ActSvities, the Balance Sheet and related notes 18 to 34. This report is made solely to the charity's trustees, as a body, in accordance with sectlon 145 of the Charitles Act 2011. My work has been undertaken so that I might state to the charitrfs trustees those matters l am required to state to them in this report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsSbility to anyone other than the charity and the charity's trustees as a body, for my work, for this report, or for the opinlons I have formed. Responslbllltles and basis of report As the charity's trustees of Unfold Empowerment Through Mentoring Ltd you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 20061'the 2006 Act'l. Havlng satlsfied myself that the accounts of Unfold - Empowerment Through Mentoring Ltd 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 charity's accounts as carried out under section 145 of the Charities Act 20111'the 2011 Act'l. In carrying out my examlnation I have followed the Directions given by the Charity Commisslon under section 14515llbl of the 2011 Act. An independent examination does not involve gathering all the evidence that would be required in an audit and consequently does not cover all the matters that an auditor considers in giving their opinion on the finantlal statements. The planning and conduct of an audit goes beyond the Ilmlted assurance that an independent examination cèn provide. Consequently l express no opinion as to whether the financial statements present a 'true and fairf view and my report is limited to those specific matters set out in the Independent examiner's statement. Independent examlner's statement Since Unfold - Empowerment Through Mentoring Ltd's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confSrm that l am quallfled to undertake the examination because l am a member of ICAEW, which is one of the listed bodies. I have completed my examinatlon, I confirm that no matters have come to my attention In connection with the examination giving me cause to believe: l. accounting records were not kept in respect of Unfold Empowerment Through Mentoring Ltd as required by section 386 of the 2006 Act,. or 2. the accounts do not accord with those retords,. or 3. the accounts do not comply wlth the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a 'true and fair view, which is not a matter considered as part of an Independent examination; or 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 Reportlng Standard applicable in the UK and Republic of Ireland IFRS 1021. Page 16 Unfold - Empowerment Through Mentoring Ltd Independent Examiner's Report to the trustees of Unfold - Empowerment Through Mentoring Ltd ('the Company,) 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. Timothy Sullivan FCA Field Sullivan Llmited 9 Hare & Billet Road SE3 ORB 29 January 2025 Page 17 Unlold- EmpowermentThrough Mentorlng Ltd Statement of Flnanclal Actlvltles for the Year Ended 31 March 2024 Ilncludlng Income and Expendlture Account and Statement of Total Recognlsed Galns and Losses) Ttstal Z024 Total 2023 Re51rtcled UNr¢strlrted Restrlcted Note In¢ome and gndowmEnts liom: DonatlOll5 and legacies 116.177 142.100 1.615 1,611 182,471 298.648 142,100 1,615 1,611 140,281 65,168 552 183,752 324,033 65,168 552 Investment Income other Intome Total Income 261.S03 182.471 443,974 206,001 183.752 389,753 Expendlture on.. 1313,1591 1166.9841 1490,1431 1214.7141 1157,8811 1372.5961 Toial expendiiuie 1323,1591 1166,9841 1490,1431 1214,7141 1157,8811 1372,5961 Nel fflovement In funds IS,d87 146,1691 18,7131 25,870 17,157 Re