Company registration number: 04002287
Charity registration number: 1082452
Unfold - Empowerment Through Mentoring Ltd
(A company limited by guarantee)
Annual Report and Financial Statements
for the Year Ended 31 March 2025
Field Sullivan Limited
9 Hare & Billet Road
Blackheath
SE3 ORB

Unfold - Empowerment Through Mentoring Ltd
Contents
Reference and Administrative Details
Trustees' Report
Independent Examiner's Report
Statement of Financial Activities
Balance Sheet
Statement of Cash Flows
Notes to the Financial Statements
1
2 to 15
16 to 17
18
19 to 20
21
22 to 35

Chairman
Trustees
Secretary
Charity Registration Number
Company Registration Number
Registered Office
Independent Examiner
Bankers
Unfold - Empowerment Through Mentoring Ltd
Reference and Administrative Details
Anthony Daniel Gibson
Ribhu Agrawal
Anthony Daniel Gibson
Amaya Lopez-Jauregui
Marwa Nasr
Swati Pandit
Mohsin Qadir
Jack Rowan
Ploy Wood
Matthew Wright
Grace Xia
Nick Yassukovich
Catherine Mahony
1082452
04002287
Fivefields
8-10 Grosvenor Gardens
LONDON
SWIW ODH
Field Sullivan Limited
9 Hare & Billet Road
Blackheath
SE3 ORB
NatWest
Victoria (B)
POB 1357
169 Victoria Street
London
SW1E 5NA
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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 and auditors' report of the charitable company for the year ended 31 March 2025 which
have been prepared in compliance with current statutory requirements, The Companies Act 1985, the
Charities SORP (FRS 102) applicable to charities preparing their accounts in accordance with the Financial
Reporting Standard applicable in the UK and Republic of Ireland and the Charities Act 2011; and with the
Chair's Report
Welcome to our Annual Report for 2024/2025
This year marked both a milestone and a turning point for Unfold. As the final year of our current strategy, FY
2024/25 was a period of delivery at scale, alongside reflection, consolidation and renewal. In a context of
growing pressures on housing, mental health and safeguarding systems,
our focus remained constant:
providing social, emotional and practical support that enables people to identify their priorities and get where
Across mentoring and peer support, we supported 491 individuals this year, including 253 women, children
and young people through mentoring and 238 people through group-based support. This growth was
deliberate and values-led: we extended
provision to groups facing acute and often overlooked challenges,
while ensuring that expansion was matched by appropriate staffing, systems and partnerships.
We are proud of the progress made across our strategic objectives of Growth, Impact, Engagement, Efficiency
and Sustainability since launching our strategy in June 2020. This year represented both a culmination of that
work and a foundation for what comes next. We established and grew Youth Support Groups for young people
seeking asylum, launched and delivered new programmes for care-experienced young people co-designed
with experts by experience, and developed and piloted support for families experiencing homelessness and
prolonged stays in temporary accommodation. In line with recommendations from our Women's Advisory
Council, we also expanded Women's Support Groups in the community, ensuring women experiencing
isolation, insecure housing and wider instability could access safe spaces for connection and support.
We know that what we do makes a difference. Grounded in positive psychology, our programmes are designed
to build confidence and wellbeing, increase self-efficacy through goal-setting, and reduce loneliness by
connecting people to services, activities and communities that meet their needs. This year, our improved data
practices and continued implementation of our CRM enabled us to better understand patterns of change over
time, alongside qualitative learning gathered through focus groups, case reviews and programme insight.
Across our mentoring programmes, 89% of participants maintained or increased their confidence by the end
of the programme, reinforcing the strength of our model in both improving wellbeing and preventing decline
at moments of significant vulnerability.
structured engagement sessions and shared analysis, people with lived experience shaped our understanding
of impact, priorities for improvement and strategic direction. The findings, presented through a film made by
council members for community members and decision-makers, marked a step-change in how we learn as an
organisation, and will directly inform our next three-year strategy.
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Trustees' Report
This year also brought meaningful organisational development behind the scenes. We redesigned our Strategic
Framework with Clear Thinking Consulting, supported by John Lyons Charity, strengthening planning and
accountability and putting in place clearer performance indicators for trustees and Advisory Councils to track
progress. We also strengthened our sustainability: diversifying income across statutory, trust, foundation and
contract funding, securing new multi-year investment, and reducing exposure to single-source risk in volatile
areas such as asylum support. By year-end, over 60% of the following year's budget was secured, and the
organisation ended the year in surplus, reflecting prudent financial management alongside growth and quality
None of this would be possible without the commitment, skill and care of our staff team, volunteers and
partners. Our work depends on strong relationships: with the people we serve, with local organisations and
statutory services, and with the volunteers who give their time to walk alongside women and young people as
they navigate complex systems and challenges. I would like to thank everyone who has contributed to Unfold's
work this year, and in particular to acknowledge Catherine and the staff team for their leadership through a
year of significant delivery and strategic transition.
I write this report on behalf of my fellow trustees, who have continued to provide support and oversight
throughout the year. As we move into our next strategic cycle, we do so with clarity about what matters most:
being accountable to lived experience, delivering high-quality support, and strengthening our ability to
influence the systems that shape people's lives. We are proud of what has been achieved, and excited for the
next chapter of Unfold's work in our communities.
Dan Gibson
Chair of Trustees
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Trustees' Report
Objectives and Activities
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 children and
1.
parents
2. Preventing cruelty to or maltreatment of children
3.
Relieving sickness, poverty and need amongst children and parents of children
4.
Promoting the education of the public in better standards of childcare within the area of Westminster
and its environs
We achieve these purposes through the provision of a volunteer mentoring service for parents, children and
young people, alongside peer support for women with children and young people. Our services offer social,
emotional and practical support, enabling people to identify their priorities and get where they want to be.
Grounded in positive psychology, our suite of programmes is designed to deliver impact that lasts beyond the
life of the intervention, with three core objectives:
• Developing a growth mindset to boost confidence and wellbeing
• Building self-efficacy by enabling people to identify and achieve goals that matter to them
• Connecting people to at least one additional group, service or activity that meets their needs, tackling
loneliness and enabling people to independently manage the challenges they face
The Trustees confirm that they have complied with the requirements of section 17 of the Charities Act 2011 to
have due regard to the public benefit guidance published by the Charity Commission for England and Wales.
The sections below describe how these activities delivered public benefit during the year.
Strategic Progress
FY 2024/25 marked the final year of our current organisational strategy and a pivotal period of reflection,
consolidation and renewal. Over the course of the year, we not only responded to significant external changes,
including growing pressures in housing, mental health and safeguarding systems, but also undertook a rigorous
Participatory Evaluation to ensure that our next strategy is firmly rooted in the experiences, priorities and
expertise of the people we serve, and the local realities in our community.
Since launching our strategy in June 2020, we have made substantial progress against our five strategic
objectives of Growth, Impact, Engagement, Efficiency and Sustainability. This year represents both a
culmination of that work and a foundation for the next three years.
Growth: This year we continued to expand our reach while remaining responsive to changing needs. Across
mentoring and peer support programmes, we supported 491 individuals, including 253 women, children and
young people with mentoring and 238 people in group-based support. As reaching more people than last year,
we extended provision to new groups facing acute and often overlooked challenges.
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Trustees' Report
Key developments included:
The establishment and growth of Youth Support Groups for young people seeking asylum, providin
•
safe, consistent spaces during a period of heightened uncertainty
The launch and delivery of new programmes for care-experienced young people, co-designed with
experts by experience
The development and piloting of a programme supporting families experiencing homelessness and
prolonged stays in temporary accommodation
Expansion of provision of Women's Support Groups to five in the community, in line with
recommendations from the Women's Advisory Council
Growth this year was deliberate and values-led, prioritising depth and quality alongside scale, and ensuring
that expansion was matched by appropriate staffing, systems and partnerships.
Impact: Our mentoring programmes made a huge, measurable impact on people facing a range of complex
challenges, with 100% of women and 89% of children and young people maintaining or increasing their levels
of confidence by the end of the programme. Building on the implementation of our CRM system and improved
data practices, we consolidated our approach to measuring change over time, as well as gleaning valuable
insights from qualitative data gather in empowering ways. We invested heavily in qualitative learning through
focus groups, case reviews and, most significantly, our Participatory Evaluation. This process enabled us to
move beyond asking whether our programmes work, to exploring how, for whom and under what conditions
they deliver lasting change.
The learning from this year confirms that our programmes not only improve wellbeing but also play a crucial
role in preventing decline at moments of significant vulnerability, a particularly important outcome given the
cumulative pressures faced by the people we support.
The learning from this year confirms that our programmes not only improve wellbeing but also play a crucial
role in preventing decline at moments of significant vulnerability, a particularly important outcome given the
cumulative pressures faced by the people we support.
Engagement A defining feature of FY 2024/25 was the deepening of our commitment to participatory
governance. Building on the Youth Advisory Council (YAC), we strengthened and embedded the Women's
Advisory Council (WAC), and for the first time commissioned consultants to facilitate a full Participatory
Evaluation led by members of both councils as evaluators.
Through structured engagement sessions, workshops and shared analysis, service users provided us with
findings and recommendations presented in a video report they produced for people in the community and
decision-makers. This directly influenced Unfold's understanding of impact, priorities for improvement and
strategic direction. Trustees and staff reported that decision-making was significantly enriched by this process,
with closer accountability to lived experience and a clearer focus on what matters most.
The Participatory Evaluation marks a step-change in how we learn as an organisation and will directly inform
our next three-year strategy, ensuring it is ambitious, relevant and grounded in the realities of the people we
serve.
Efficiency: Significant progress towards improved efficiency was made in the re-design of our Strategic
Framework, in collaboration with Clear Thinking Consulting, supported by John Lyons Charity. In consultation
with our staff and trustees, we redesigned our strategy, planning and accountability tools, with a full set of
performance indicators enabling trustees and Advisory Councils to track progress towards strategic objectives.
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Trustees' Report
Sustainability: This year saw strengthened organisational resilience. We diversified our funding base across
statutory, trust, foundation and contract income, secured new multi-year funding, and reduced exposure to
single-source risk in volatile areas such as asylum support.
By year-end, over 60% of the following year's budget was secured in contracted and confirmed funding,
providing a stable platform from which to implement our new strategy. The organisation ended the year in
surplus, reflecting prudent financial management alongside growth and quality programme delivery.
Programme Performance
We deliver our work through two main strands: one-to-one mentoring and peer support groups.
Our mentoring is person-centred and delivered by trained, supervised volunteers who are carefully recruited,
vetted and supported. Mentors typically meet with mentees weekly for one to two hours over three to six
months. Across all mentoring programmes we aim to:
• Boost confidence and wellbeing
• Support goal-setting and autonomy
• Connect people to wider services, activities and communities
Our peer support groups provide safe, welcoming spaces where people can access support, information and
connection at no cost. Delivered in partnership with trusted local organisations, the groups enable people to
build social networks, access services and prevent isolation during periods of instability.
Broadening Horizons
This year, Broadening Horizons continued to respond to need across Westminster and Kensington & Chelsea,
supporting children, teenagers and young adults aged 10 - 25 through relationship-based mentoring and peer
support groups.
Young refugees and people seeking asylum aged 16 - 25 were supported in two Youth Support Groups. These
continued to be a vital source of stability and connection for 81 participants. Hosted in the safe and
well-equipped spaces of Westminster's Youth Hubs, St Andrews and Feathers, the groups provided an
opportunity to make friends, access information and participate in activities that fostered confidence,
creativity and belonging.
Sessions included workshops on mental health, healthy relationships and leadership, delivered in person by
specialist partners including Let Me Know, Talking Therapies, the Cardinal Hume Centre, Refugee Education
UK, Imperial Charity, and others. Alongside this, young people took part in a varied programme of cultural and
recreational activities including a zoo visit, mini-golf, bowling, a Chelsea Stadium tour, and trips to the
museum, theatre and a musical. As the programme progressed, young people increasingly shaped the session
content themselves, reflecting growing confidence, ownership and leadership.
We were also able to provide 207 children and young people with mentors, who provided support to build
confidence, manage transitions and explore future opportunities. Referrals continued to reflect high levels of
complexity, including mental health needs, SEND and experiences of exclusion from mainstream education.
Alongside standard mentoring and our support to young people seeking asylum and refugees, we expanded
delivery to four Pupil Referral Units for 13 children and young people excluded from mainstream school. We
began matching mentors with care-experienced young people in a pilot programme, following a six-month
co-design process with experts by experience. This was supported by the local authority and the Department
for Education, with input from leading organisations for children and young people in the care system,
including Become and Settle.
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Trustees' Report
ver half of the young people we worked with were based in Westminster (52%), with a further 27% i
ensington & Chelsea, reflecting both borough-wide reach and the concentration of need in our loci
communities.
As in previous years, our work reached young people who are often least well served by mainstream support.
76% of the children and young people we supported are from the Global Majority, with the largest group
identifying as Middle Eastern (27%), followed by Black African and Black British (21%) and Mixed Heritage
(17%). A further 8% described themselves as being of Asian heritage, and 3% as Latin or Central American,
alongside smaller proportions identifying as White and White British (12%) and European heritage (5%), with
7% unknown.
In terms of gender, we saw a broadly even split overall, supporting 50% young women and girls and 47%
young men and boys, with the remaining participants describing themselves as non-binary or choosing not to
disclose their gender identity.
We continued to work across a wide age range, from children in early secondary transition through to young
adults: 21% were aged 10-12, 44% were 13-16, 12% were 17-18, and 23% were 19-25.
This spread reflects both ongoing demand for support in early adolescence, and sustained need for young
adult provision.
Many of the young people we support face multiple pressures at once. This year, a third (32%) were eligible
for free school meals, highlighting the scale of financial pressure families are experiencing. Just over a fifth
(21%) identified as, or had a diagnosis of, Special Educational Need or Disability (SEND), and over one in ten
children were from single-headed households, often led by women.
These indicators reinforce what we see day-to-day: that young people are navigating not just individual
challenges, but structural barriers that can limit opportunity and wellbeing.
We measure part of our impact through changes in young people's self-described wellbeing over the course of
mentoring, particularly confidence, loneliness and how positive they feel about the future. This year's data
shows that mentoring continued to make a meaningful difference, both by driving improvements and by
helping to prevent decline at moments when many young people are struggling.
Confidence: By the end of mentoring, 78% recorded that their confidence had not declined, and a
further 11% reported increased confidence - meaning that for 89% of young people we supported,
we improved confidence or prevented decline.
In the aggregated survey results, this shift is clear: 78% described themselves as feeling confident
often or all the time by the end of the programme, almost double those at the start (41%), while
those who said they never or only sometimes felt confident fell from 22% to 11%.
Loneliness: At the end of mentoring, 33% reported that their loneliness had not increased, and 22%
felt less lonely, meaning that for 56% of young people we reduced loneliness or prevented an
increase.
In the aggregated results, we saw a modest improvement: 67% reported they never or only
sometimes felt lonely by the end, up from 62% at the start, while those who felt lonely often or all
the time fell slightly from 24% to 22%.
Positivity about the future: One of the strongest areas of change was young people's outlook. 67%
said they felt more positive about the future, and 11% reported no decline, meaning we improved or
prevented decline for 78% of participants.
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Trustees' Report
This was echoed in the aggregated survey data: by the end of mentoring, 67% said they felt positive
about the future often or all the time, double the proportion at the start (34%), while those who felt
positive never or only sometimes fell from 27% to 11%.
In a wider context where many young people are experiencing anxiety, uncertainty and isolation, we are
encouraged to see these patterns of change, particularly the strong shift in confidence and future outlook. This
is especially significant given the levels of need among the young people referred to us through statutory
services, including Social Services, Early Help Teams, Family Navigators and GPs, as well as pupil referral units,
education centres and contingency hotels supporting young people seeking asylum.
Across the programme, young people highlighted key areas of impact including building confidence, reducing
social isolation, fostering independence, and developing healthier relationships. Together, these outcomes
underline the importance of consistent, trusted support that helps young people feel steadier, more hopeful,
and better equipped to move towards the futures they want.
Case Study - Broadening Horizons
elaine for foe hihoel medy in 202024, permanentor oplude rom state funded agrash are dwere
experience adverse childhood experiences. Diana (not her real name) is a 15-year-old student attending a Pupil
Referral Unit, for children excluded from mainstream school, in Westminster. She was referred to Unfold by the
school's Link Teacher in March 2024 for support with managing her anger, to find a safe outlet to process her
Diana was matched with a mentor whose practical approach suited her needs. They met weekly in person, with
online sessions when needed, creating a space where Diana could speak openly and reflect on life in and
outside of school. From the start, Diana was focused and with the encouragement of her mentor, she set
herself three clear goals: to manage her anger in healthier ways, explore starting a cooking business, and
Together, Diana and her mentor worked on recognising emotional triggers, building healthier friendships, and
practicing ways to pause before reacting. Over time, Diana shared that she could feel a difference and was
proud that she hadn't punched a wall since starting mentoring. This was a meaningful indicator of how much
her behaviour had shifted. Her mentor also supported her cooking ambition, encouraging her to try recipes
from different cultures and plan next steps, both of which she has successfully achieved. For their final session,
they cooked together to celebrate her progress in a dedicated space at the school.
Finally, to support Diana's goal of reducing her vaping, Unfold referred her to Insight, which provided additional
specialist support and strategies to help her cut down, alongside her mentoring sessions. After finishing the
programme, Diana joined Unfold's Youth Advisory Council and continues to share her experiences to strengthen
support for other young people.
Mentoring for Mums (M4M)
his vear, Mentoring for Mums (M4M) continued to provide trusted, relationship-based support to wome
acing significant and often overlapping challenges, combining one-to-one mentoring with welcomin
community-based provision.
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We were able to run five Women's Support Groups across Westminster, supporting 192 women seeking
asylum, women in insecure housing and women in the wider community. The groups provided consistent
spaces for connection, information-sharing and access to services during a period of significant upheaval,
including the closure of contingency hotels and transitions into homelessness systems.
Partnerships spanned health, education, cultural and community organisations enabled women to access
healthcare, learning opportunities and practical support for themselves and their children. They ranged from
singing workshops with the English National Opera, to practical support with equipment and clothes for babies
from Little Village, cooking sessions with North Paddington Foodbank, employability courses with Westminster
Adult Education Services and City Capital College, and sexual health and relationship support with SASH.
We also provided mentoring to 46 women to rebuild confidence, navigate complex systems and identify goals
that matter to them and their families. While external factors affected uptake at certain points in the year,
mentoring remained a crucial source of one-to-one support during periods of crisis and transition. Our
specialised M4M Welcome programme provided support specifically for refugees and people seeking
asylum, reflecting both growing need and the importance of safe, consistent spaces for women who may
otherwise be isolated. Across the programme, 61% of participants were supported through M4M Welcome,
with 39% accessing the standard M4M offer.
Our reach remained strongly local, with most women supported living in Westminster (67%) and a further 18%
in Kensington & Chelsea.
As in previous years, M4M supported women from communities that are often least likely to access timely,
appropriate support. 61% of the women we worked with are from the Global Majority, with the largest
groups identifying as Middle Eastern (24%) and Black African and Black British (24%), followed by Latin or
Central American heritage (6%) and Asian heritage (6%). Smaller proportions identified as White and White
British (9%) and European heritage (3%), while 27% were recorded as unknown.
We supported women across a wide age range, reflecting the breadth of need among mothers and caregivers
at different life stages: 12% were aged 20-29, 33% 30-39, 36% 40-49, with smaller numbers aged 50-59 (6%)
and 60-69 (6%).
Many of the women who come to M4M are balancing caring responsibilities alongside significant structural
pressures. This year, nearly two thirds (64%) of our service users' children were eligible for free school meals,
underlining the financial strain affecting families. A quarter (24%) of service users' children identified as, or
had a diagnosis of, SEND, and over half (55%) of women were the head of a single-parent household.
These challenges shape daily life, and reinforce why sustained, practical and emotionally supportive
relationships can be transformational.
We measure part of our impact through changes in self-reported wellbeing across the mentoring journey,
particularly confidence and loneliness. This year, data gathered through our CRM has enabled us to better
understand patterns of change at scale, and the results demonstrate the strength of the mentoring
relationship-both in creating improvements and in helping to prevent decline.
Confidence: By the end of mentoring, 83% of participants recorded increased confidence, and a
further 17% recorded that their confidence had not declined-meaning that for 100% of the women
we supported, mentoring improved confidence or prevented decline.
Looking at the aggregated survey results, the overall shift is clear: by the end of the programme, 50%
of participants described themselves as feeling confident often or all the time, compared to 14% at
the start, while those who felt confident never or only sometimes reduced from 46% to 17%.
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Loneliness: By the end of mentoring, 33% of participants felt less lonely, while 50% reported that
their loneliness had not increased-meaning that for 83% of women we mentored, we reduced
loneliness or prevented an increase.
The aggregated results show that by programme end 67% said they never or only sometimes felt
lonely, and the proportion who felt lonely often or all the time fell from 4% at the start to none by
the end.
Knowing the complexity of the challenges many women are navigating, often while parenting, managing
limited income, and advocating for children with additional needs, we are encouraged by the scale of these
changes. Taken together, they show that M4M is not only improving wellbeing for many women, but also
helping to protect against deterioration at times when pressures are high, isolation is common, and support
can be hard to access.
Case Study - Mentoring for Mums
Hiwot is a 31-year-old refugee from Ethiopia who is living in temporary accommodation in Westminster. She
first came to Unfold via her local children's centre when she was struggling with isolation, low confidence and
poor wellbeing as a result of her social media use. Hiwot expressed a strong desire to regain her independence
and to start her own catering business.
In June 2024, Hiwot started regularly attending the Women's Support Group in Maida Vale Family Hub. She
chatted with other women who shared similar experiences, made friends and took part in the activities at the
aroup, such as arts and crafts. In September, Hiwot joined a two-day Social Media Marketing course, which
was delivered by Capital City College at the group. Since then, she has completed two more courses in Getting
Started in Digital Careers and Finance for Freelancers. Through the group and these courses, Hiwot has
developed practical skills to promote her business, such as creating and scheduling social media posts,
understanding how to reach local audiences online, and developing basic budgeting and pricing skills to
support self-employment.
Unfold further supported Hiwot by matching her with a mentor through the Mentoring for Mums programme.
During weekly sessions, Hiwot's mentor encouraged her to set goals around wellbeing, motivation and business
planning. Now, in addition to regularly attending the group and mentoring sessions, Hiwot has joined Unfold's
Women's Advisory Council, where she describes feeling empowered and purpose-driven. With Unfold's support,
Hiwot has shared that she has grown in confidence, strengthened her social network and made meaningful
steps towards her self-employment goals. This is particularly significant given that refugee women face
significantly lower and slower employment outcomes than both refugee men and the wider population, with
employment rates of 44% after eight years in the UK, compared to an average of over 70%.
Alongside direct delivery, we developed our role in leading coordination and advocacy cross Westminster and
Kensington & Chelsea, specifically with refugees and people seeking asylum. Monthly coordination meetings
brought together statutory and voluntary sector partners to share contextual updates, address gaps and
respond collectively to emerging risks.
This year our advocacy increasingly focused on systemic issues, including unsafe practices in temporary
accommodation, failures in transition planning for refugees and growing risks of homelessness. Informed by
our engagement with Advisory Councils and wider service users, through sustained engagement with local
authorities, national bodies and specialist partners, we supported both individual cases and broader system
change.
Advocacy learning from this year will directly inform our future strategy, as we build capacity to influence
systems alongside delivering high-quality services.
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Treasurer's Report
This year, in line with organisational strategy to expand and develop programming, with increased investment
in fundraising capacity, income increased by 45% to £642,180 this year. Similarly, expenditure was greater with
staffing increases to deliver new and expanded programmes, rising 28% to £628,682. At the end of the
financial year the Charity ended with a small surplus. Trustees are therefore assured of the financial stability of
the organisation, but nonetheless, funding strategy in the coming year will focus on building reserves for
The charity retains two principal financial objectives:
1.'To record a surplus for the financial year' - This year the charity recorded a net surplus of £13,497,
contributing to a healthy reserve of £202,803, with £123,824 in restricted funds (an increase from £90,060 the
previous year) and £78,979 in unrestricted reserves, maintaining operational resilience while highlighting the
need for sustained focus on unrestricted income growth 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 Policy
The Trustees hold the reserve policy to set aside 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. Whilst the Charity aims to ensure that this situation does not arise and that its long-term viability is
maintained, the Trustees consider having such a reserve policy prudent.
Movement in Funds
Total incoming resources for the year amounted to £642,180 (2024: £443,974, driven by growth in restricted
funding streams and sustained donor engagement. Total outgoing resources increased to £628,683 (2024:
£490,143), reflecting planned investments in program delivery and staff costs to expand the Charity's impact.
This resulted in a net surplus of £13,497 (2024: deficit of £46,169), aligning with strategic decisions to scale
operations.
Year-end reserves stood at £202,803 (2024: £189,306), with restricted reserves increasing to £123,824 (2024:
£93,060), while unrestricted reserves declined to £78,979 (2024: £96,246).
STRUCTURE, GOVERNANCE AND MANAGEMENT
Governing 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
is 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.
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Recruitment and appointment of the Committee
All Trustees give their time voluntarily and received no benefits from the Charity.
New Trustees are elected annually at the Annual General Meeting and serve for a three-year term before
re-election.
We said goodbye to Mohsin Qadir, our Treasurer in July 2025, and we share our thanks for his generous
contribution of time and effort. He was replaced as Treasurer by Nick Yassukovich, an existing trustee with
Trustees were required to complete a skills audit, to identify strengths and gaps, informing any further
recruitment of trustees.
Organisational 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. Trustees meet regularly with our
Youth and Women's Advisory Councils which provide the board with strategic direction and hold trustees to
account, with representatives from both Councils attending Board meetings in an observer status.
The Board appointed a Financial Committee to review finances and funding, and a Staffing and Resources
Committee to provide support and oversight in the management of resources.
Risk Management
In October 2025, Trustees conducted a review of the risks to which the Charity 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 Compliance, Financial, Operational, and Online working.
The likelihood and impact of each risk is rated on a five-point scale, setting 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 low (1 - 8), medium (9 - 16) and high (17 - 25), with sets of actions identified
to reduce medium and high risks.
Risk management has been a regular agenda item for Trustee meetings to ensure we remain alert to potential
challenges for the organization.
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 this.
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Unfold - Empowerment Through Mentoring Ltd
Trustees' Report
All other risks are rated as low level following mitigating actions and are not included here.
Risk Area
Financial
Risk
Risk
Risk Level
Current Controls
Actions
Free reserves
are
Medium
Reserves policy
to
Fundraising strategy will
insufficient to deal
ensure equivalent of
aim to develop greater
with
unexpected
three months of basic access to unrestricted
expenditures
operating
costs
in
funds,
(litigation, parental
unrestricted funds in
leave, extended staff
place.
generating commercial
income.
sickness).
Active monitoring of
reserves by Finance and
Funding Committee on a
regular basis.
Income planning and
forecasting.
Third Party
Insurance
protection
Liability
provides
against
litigation.
Good
donor
relationships
suggests
that restricted funds
might be able to be used
flexibly in the event it
was required.
Members of the 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 with company law, as 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
- 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
Membership of Local and National Organisations
Unfold has affiliated membership to the National Council for Voluntary Organisations (NCVO), One
Westminster, London Voluntary Service Council (LVSC). 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 Marwa Nasr, our trustee and expert by experience.
Page 13

Unfold - Empowerment Through Mentoring Ltd
Trustees' Report
Trustees and officers
The trustees and officers serving during the year and since the year end were as follows:
Trustees:
Ribhu Agrawal (appointed 26 June 2024)
Anthony Daniel Gibson
Amaya Lopez-Jauregui
Marwa Nasr (appointed 14 August 2024)
Swati Pandit (appointed 14 August 2024)
Mohsin Qadir
Jack Rowan
Ploy Wood (appointed 26 June 2024)
Matthew Wright
Grace Xia
Nick Yassukovich
Monica Waller (resigned 10 July 2024)
Chairman:
Secretary:
Anthony Daniel Gibson
Catherine Mahony
Statement of Trustees' Responsibilities
The trustees (who are also the directors of Unfold - Empowerment Through Mentoring Ltd for the purposes of
company law) are responsible for preparing the trustees' report and the financial statements in accordance
with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted
Accounting Practice), including FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of
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 o
resources, including its income and expenditure, of the charitable company for that period. In preparing these
financial statements, the trustees are required to:
• select suitable accounting policies and apply them consistently;
• 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 statements on the going concern basis unless it is inappropriate to presume that the
charitable company will continue in business.
Page 14

Unfold - Empowerment Through Mentoring Ltd
Trustees' Report
The trustees are responsible 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 prevention 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 trustees of the charity on 29 January 2026 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 Company')
I report to the charity trustees (who are also Directors for the purpose of company law) on my examination of
the accounts of the Unfold - Empowerment Through Mentoring Ltd ('the charitable company') for the year
ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet and related
This report is made solely to the charity's trustees, as a body, in accordance with section 145 of the Charities
Act 2011. My work has been undertaken so that I might state to the charity's trustees those matters 1 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 responsibility to anyone other than the charity and the charity's trustees as a body, for
my work, for this report, or for the opinions I have formed.
Responsibilities 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 2006 ('the 2006 Act').
Having satisfied 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 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.
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
financial statements. The planning and conduct of an audit goes beyond the limited assurance that an
independent examination can provide. Consequently | express no opinion as to whether the financial
statements present a 'true and fair view and my report is limited to those specific matters set out in the
independent examiner's statement.
Independent examiner'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 confirm that I am qualified to undertake the
examination because I am a member of ICAEW, which is one of the listed bodies.
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:
1. 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 records; or
3. the accounts do not comply with 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 Reporting Standard applicable in the UK and Republic of
Ireland (FRS 102).
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
Timothy Sullivan FCA
Field Sullivan Limited
9 Hare & Billet Road
SE3 ORB
Date: 3011,/a
Page 17

Unfold - Empowerment Through Mentoring Ltd
Statement of Financial Activities for the Year Ended 31 March 2025
(Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)
Unrestricted
Restricted
Total
2025
Unrestricted
Income and Endowments from:
Donations and legacies
Charitable activities
Investment income
Other income
Total income
Expenditure on:
Charitable activities
Total expenditure
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward
Note
66,119
191,873
1,444
283
259,719
(276,986)
(276,986)
(17,267)
382,461
382,461
(351,697)
(351,697)
30,764
448,580
191,873
1,444
283
642,180
(628,683)
(628,683)
13,497
Restricted
116,177
142,100
1,615
1,611
261,503
(323,159)
(323,159)
(61,656)
182,471
182,471
(166,984)
(166,984)
15,487
Total
2024
298,648
142,100
1,615
1,611
443,974
(490,143)
(490,143)
(46,169)
96,246
93,060
189,306
157,902
77,573
235,475
19
_ 78979 123,824 202,803 96,246 93,060 189,306
All of the charity's activities derive from continuing operations during the above two periods.
The funds breakdown for 2024 is shown in note 19.
The notes on pages 22 to 35 form an integral part of these financial statements.
Page 18

Unfold - Empowerment Through Mentoring Ltd
(Registration number: 04002287)
Balance Sheet as at 31 March 2025
Note
13
14
2025
2024
€
Fixed assets
Intangible assets
Tangible assets
Current assets
Debtors
Cash at bank and in hand
Creditors: Amounts falling due within one year
Net current assets
Net assets
Funds of the charity:
Restricted income funds
Restricted funds
Unrestricted income funds
Unrestricted funds
Total funds
15
16
17
19
3,198
3,162
6,360
18,749
324,410
343,159
(146,716)
196,443
202,803
123,824
78,979
202,803
6,396
4,142
10,538
92,805
194,637
287,442
(108,674)
178,768
189,306
93,060
96,246
189,306
For the financial year ending 31 March 2025 the charity was entitled to exemption from audit under section
477 of the Companies Act 2006 relating to small companies.
Directors' responsibilities:
• The members have not required the charity to obtain an audit of its accounts for the year in question in
accordance with section 476; and
• The directors acknowledge their responsibilities for complying with the requirements of the Act with
respect to accounting records and the preparation of accounts.
The notes on pages 22 to 35 form an integral part of these financial statements.
Page 19

Unfold - Empowerment Through Mentoring Ltd
(Registration number: 04002287)
Balance Sheet as at 31 March 2025
The financial statements on pages 18 to 35 were approved by the trustees, and authorised for issue on 29
January 2026 and signed on their behalf by:
Anthony Daniel Gibson
Chairman and trustee
The notes on pages 22 to 35 form an integral part of these financial statements.
Page 20

Unfold - Empowerment Through Mentoring Ltd
Statement of Cash Flows for the Year Ended 31 March 2025
Note
2025
2024
Cash flows from operating activities
Net cash income/(expenditure)
Adjustments to cash flows from non-cash items
Depreciation
Amortisation
Investment income
Working capital adjustments
Decrease/(increase) in debtors
Increase in creditors
Increase in deferred income
Net cash flows from operating activities
Cash flows from investing activities
Interest receivable and similar income
Purchase of tangible fixed assets
Sale of tangible fixed assets
Net cash flows from investing activities
Net increase in cash and cash equivalents
Cash and cash equivalents at 1 April
Cash and cash equivalents at 31 March
5
15
17
5
13,497
2,371
3,198
(1,444)
17,622
74,056
22,849
15,193
129,720
1,444
(1,391)
53
129,773
194,637
324,410
All of the cash flows are derived from continuing operations during the above two periods.
(46,169)
2,303
3,198
(1,615)
(42,283)
(29,099)
22,198
74,400
25,216
1,615
(1,838)
782
559
25,775
168,862
194,637
The notes on pages 22 to 35 form an integral part of these financial statements.
Page 21

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
1 Charity status
The charity is limited by guarantee, incorporated in, and consequently does not have share capital. Each of the
trustees is liable to contribute an amount not exceeding f10 towards the assets of the charity in the event of
liquidation.
The address of its registered office is:
Fivefields
8-10 Grosvenor Gardens
LONDON
SWIW ODH
These financial statements were authorised for issue by the trustees on 29 January 2026.
2 Accounting policies
Summary of significant accounting policies and key accounting estimates
The principal accounting policies applied in the preparation of these financial statements are set out below.
These policies have been consistently applied to all the years presented, unless otherwise stated.
Statement of compliance
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 UK and Republic of Ireland (FRS 102) (effective 1 January 2019) -
(Charities SORP (FRS 102) - Second edition October 2019), the Financial Reporting Standard applicable in the
UK and Republic of Ireland (FRS 102). They also comply with the Companies Act 2006 and Charities Act 2011.
Basis of preparation
Unfold - Empowerment Through Mentoring Ltd meets the definition of a public benefit entity under FRS 102.
Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in
the relevant accounting policy notes.
Going concern
The trustees consider that there are no material uncertainties about the charity's ability to continue as a going
concern nor any significant areas of uncertainty that affect the carrying value of assets held by the charity.
Judgements and key sources of estimation uncertainty
In the application of the company's accounting policies, the directos are required to make judgements,
estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent
from other sources. The estimates and associated assumptions are based on historical experience and other
factors that are considered to be relevant. Actual results may differ from these estimates.
estimates are recognised in the periods in which the estimate is revised where revisions affects only that
period, or in the period of the revision and future periods where the revisions affects both current and future
periods.
Page 22

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
Income and endowments
All income is recognised once the charity has entitlement to the income, it is probable that the income will be
received and the amount of the income receivable can be measured reliably.
Donations and legacies
Donations are recognised when the charity has been notified in writing of both the amount and settlement
date. In the event that a donation is subject to conditions that require a level of performance by the charity
before the charity is entitled to the funds, the income is deferred and not recognised until either those
conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is
probable that these conditions will be fulfilled in the reporting period.
Grants receivable
Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants
have been met. Where performance conditions are attached to the grant and are yet to be met, the income is
recognised as a liability and included on the balance sheet as deferred income to be released.
Deferred income
Deferred income represents amounts received for future periods and is released to incoming resources in the
period for which, it has been received. Such income is only deferred when:
- The donor specifies that the grant or donation must only be used in future accounting periods; or
- The donor has imposed conditions which must be met before the charity has unconditional entitlement.
Gift aid
Incoming resources from tax reclaims are included in the Statement of Financial Activities at the same time as
the gift to which they relate.
Investment income
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the
charity.
Expenditure
All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable
settlement is required and the amount can be measured reliably. All costs are allocated to the applicable
expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to
particular headings they have been allocated on a basis consistent with the use of resources, with central staff
costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the assets use.
Other support costs are allocated based on the spread of staff costs.
Charitable activities
Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and
services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those
costs of an indirect nature necessary to support them.
Grant provisions
Provisions for grants are made when the intention to make a grant has been communicated to the recipient
but there is uncertainty about either the timing of the grant or the amount of grant payable.
Page 23

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
Support costs
Support costs include central functions and have been allocated to activity cost categories on a basis
consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff
costs by the time spent and other costs by their usage.
Taxation
The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and
therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the
charity is potentially exempt from taxation in respect of income or capital gains received within categories
covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable
Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.
Intangible assets
Intangible assets are stated in the Balance Sheet at cost less accumulated amortisation and impairment. They
are amortised on a straight line basis over their estimated useful lives.
Tangible fixed assets
Individual fixed assets costing £500.00 or more are initially recorded at cost, less any subsequent accumulated
depreciation and subsequent accumulated impairment losses.
Amortisation
Amortisation is provided on intangible fixed assets so as to write off the cost, less any estimated residual value,
over their expected useful economic life as follows:
Asset class
Website
Amortisation method and rate
4 years straight line
Depreciation and amortisation
Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated
residual value, over their expected useful economic life as follows:
Asset class
Office equipment
Depreciation method and rate
4 years straight line
Trade debtors
Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary
course of business.
Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised
cost using the effective interest method, less provision for impairment. A provision for the impairment of trade
debtors is established when there is objective evidence that the charity will not be able to collect all amounts
due according to the original terms of the receivables.
Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid
investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of
change in value.
Page 24

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
Trade creditors
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of
business from suppliers. Accounts payable are classified as current liabilities if the charity does not have ar
unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve
months after the reporting date. If there is an unconditional right to defer settlement for at least twelve
months after the reporting date, they are presented as non-current liabilities.
Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost
using the effective interest method.
Fund structure
Unrestricted income funds are general funds that are available for use at the trustees discretion in furtherance
of the objectives of the charity.
Restricted income funds are those donated for use in a particular area or for specific purposes, the use of
which is restricted to that area or purpose.
Pensions and other post retirement obligations
The charity operates a defined contribution pension scheme which is a pension plan under which fixed
contributions are paid into a pension fund and the charity has no legal or constructive obligation to pay further
contributions even if the fund does not hold sufficient assets to pay all employees the benefits relating to
employee service in the current and prior periods.
Contributions to defined contribution plans are recognised in the Statement of Financial Activities when they
are due. If contribution payments exceed the contribution due for service, the excess is recognised as a
prepayment.
3 Income from donations and legacies
Unrestricted
General
Donations and legacies;
Appeals and donations
Gift aid reclaimed
Grants, including capital grants;
Westminster Council
Strand Parishes Trust
The Westmister Almhouses
Foundation
Hyde Park Place Estates Charity
Portman Foundation
Whiteley Foundation
Westbourne Park Family Centre
Peabody Community Foundation
5,424
205
:
-
5,818
Restricted
2,500
-
62,900
-
10,000
5,000
15,000
16,687
-
Total
2025
€
7,924
205
62,900
-
10,000
5,818
5,000
15,000
16,687
-
Total
2024
€
34,598
229
31,900
5,000
-
5,378
:
8,344
5,000
Page 25

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
Unrestricted
General
Restricted
The British Institute of Human
Rights
The Baring Foundation
Swire Charitable Trust
Westminster City Council
Community Priorities
John Lyons Resilience fund
The London Community
Foundation
Edward Harvist Trust
Kensington Council
Greater London Authority
Westminster Foundation
St Giles in the Fields and William
Shelton Charity
Young Westminster Foundation
John Lyons
City of Westminster Charitable
Trust
NHSE LHEP
Landsec
Groundwork UK
The Linbury Trust
5,200
-
49,472
:
-
-
-
54,000
15,000
7,498
50,000
:
33,500
21,000
21,398
18,333
10,686
38,959
66,119
382,461
Total
2025
5,200
54,000
15,000
7,498
50,000
:
33,500
21,000
70,870
18,333
10,686
-
38,959
448,580
Total
2024
:
50,000
9,980
1,200
70,352
10,687
25,000
19,480
5,000
1,000
500
15,000
298,648
4 Income from charitable activities
Contractual income
Unrestricted
General
101,973
Total
2025
191,873
Total
2024
€
142,100
Page 26

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
5 Investment income
Unrestricted
funds
General
Total
2025
Total
2024
Interest receivable and similar income;
Interest receivable on bank deposits
6 Other income
1,444
1,444
1,615
Unrestricted
funds
General
283
Total
2025
Total
2024
€
1,611
Other income
7 Expenditure on charitable activities
Note
Sessional costs
Events
Project development
Freelancers
Volunteer expenses
Funding partnership
Staff costs
Support costs
11
8
283
Total
2025
16,627
1,999
34,329
5,760
2,876
31,546
430,768
104,778
628,683
Total
2024
12,384
-
13,687
300
2,741
19,746
361,494
79,791
490,143
Page 27

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
8 Analysis of support costs
Support costs
Staff costs
Other staff costs
Depreciation, amortisation and other similar costs
Fundraising costs
Rent and rates
Office expenses
Computer software and maintenance
Sundries
Management committee expenses
Advertising and marketing
Independent examination
Legal and professional
Bank charges
Note
11
Total
2025
4,244
5,569
216
43,033
22,267
3,788
1
855
2,893
2,850
18,889
173
104,778
Total
2024
1,027
6,284
216
34,688
17,489
4,504
21
114
2,946
3,249
9,093
160
79,791
9 Trustees remuneration and expenses
No trustees, nor any persons connected with them, have received any remuneration from the charity during
the year.
No trustees have received any reimbursed expenses or any other benefits from the charity during the year.
10 Taxation
The charity is a registered charity and is therefore exempt from taxation.
Page 28

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
11 Staff costs
The aggregate payroll costs were as follows:
2025
2024
Staff costs during the year were:
Wages and salaries
Social security costs
Pension costs
Compensation payments
Other staff costs
381,530
31,796
13,697
1,077
6,912
435,012
317,809
30,027
13,022
1,663
362,521
The monthly average number of persons (including senior management / leadership team) employed by the
charity during the year expressed as full time equivalents was as foliows:
2025
No
2024
No
Charitable activities
11
11 (2024 - 10) of the above employees participated in the Defined Contribution Pension Schemes.
10
No employee received emoluments of more than £60,000 during the year.
The chief executive officer, as the highest paid member of staff, received total benefits within €50,000-E60,000
band (2024 - £40,000-£50,000).
12 Pension and other schemes
Defined contribution pension scheme
The charity operates a defined contribution pension scheme. The pension cost charge for the year represents
contributions payable by the charity to the scheme and amounted to £13,697 (2024 - £13,022).
Page 29

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
13 Intangible fixed assets
Other intangible
asset
Total
€
Cost
At 1 April 2024
At 31 March 2025
Amortisation
At 1 April 2024
Charge for the year
At 31 March 2025
Net book value
At 31 March 2025
At 31 March 2024
14 Tangible fixed assets
12,792
12,792
6,396
3,198
9,594
3,198
6,396
12,792
12,792
6,396
3,198
9,594
3,198
6,396
Furniture and
equipment
Total
€
Cost
At 1 April 2024
Additions
Disposals
At 31 March 2025
Depreciation
At 1 April 2024
Charge for the year
Eliminated on disposals
At 31 March 2025
Net book value
At 31 March 2025
At 31 March 2024
9,216
1,391
(1,124)
9,483
5,074
2,371
(1,124)
6,321
3,162
4,142
9,216
1,391
(1,124)
9,483
5,074
2,371
(1,124)
6,321
3,162
4,142
Page 30

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
15 Debtors
Prepayments
Accrued income
Other debtors
2025
13,020
4,172
1,557
18,749
2024
8,471
84,334
92,805
16 Cash and cash equivalents
Cash on hand
Cash at bank
2025
235
324,175
324,410
2024
€
336
194,301
194,637
17 Creditors: amounts falling due within one year
Trade creditors
Other creditors
Accruals
Deferred income
2025
24,072
12,620
20,431
89,593
146,716
2024
4,951
9,014
20,309
74,400
108,674
18 Obligations under leases and hire purchase contracts
Operating lease commitments
Total future minimum lease payments under non-cancellable operating leases are as follows:
2025
Land and buildings
Within one year
Between one and five years
43,351
22,877
66,228
2024
19,968
19,968
Page 31

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
19 Funds
Current period
Balance at 1
April 2024
Incoming
resources
Resources
expended
Balance at 31
March 2025
Unrestricted
General
General Funds
Restricted
John Lyon's Charity
St Giles in the Fields and William
Shelton Charity
Westminster Council - VCS
The London Community
Foundation
Westminster Foundation - rent
VRU Mayor Fund
Young Westminster - Brighter
Futures
Shaftesbury Plc
Whiteley Fundation
Healthy Communities - North
Healthy Communities - South
John Lyon's Resilience fund
Portman Foundation
Barings Foundation
Westminster Almshouses
Greater London Authority
Swire Charitable Trust
Westminster City Council
Community Priorities
96,246
6,254
-
5,331
10,440
16,669
7,372
6,416
5,163
35,415
-
259,719
Total funds
93,060
189,306
18,333
29,400
21,398
67,000
10,686
2,500
15,000
16,687
38,959
50,000
5,000
54,000
10,000
21,000
15,000
7,498
382,461
642,180
(276,986)
(6,254)
(7,618)
(29,400)
(5,331)
(21,139)
(54,081)
(18,058)
(2,500)
(12,249)
(19,688)
(40,981)
(46,720)
(5,000)
(47,290)
(10,000)
(17,890)
17,498)
(351,697)
(628,683)
78,979
-
1095
10599
29,588
3,415
3,141
38,695
6.720
3,110
15,000
123,824
202,803
Page 32

Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
Prior period
Balance at 1
April 2023
Incoming
resources
Resources
expended
Balance at 31
March 2024
€
Unrestricted
General
General Funds
Restricted
John Lyon's Charity
Young Westminster Foundation -
Mercer
The London Community
Foundation
City of Westminster Charitable
Trust
Westminster Foundation - rent
VRU Mayor Fund
Young Westminster - Brighter
Futures
Edward Harvist Trust
Westminster Foundation
Whiteley Fundation
The Steel Charitabe Trust
Healthy Communities - North
Healthy Communities - South
Peabody Community Foundation
John Lyon's Resilience fund
157,902
9,624
18,965
-
5,181
15,075
6,688
6,670
7,289
8,081
261,503
25,000
Total funds
77,573
235,475
9,980
20,880
31,900
10,687
1,200
:
8,344
19,480
5,000
50,000
182,471
443,974
(323,159)
(28,370)
(18,965)
(4,649)
(5,181)
(10,440)
(30,306)
(10,003)
(1,200)
(6,670)
(7,289)
(8,081)
(1,928)
(14,317)
(5,000)
(14,585)
(166,984)
(490,143)
96,246
6,254
5,331
10,440
16,669
7,372
:
6,416
5,163
-
35,415
93,060
189,306
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Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
John Lyon's Charity - contribution towards 'Youth and Family Support' programme.
St Giles in the Fields and William Shelton Charity - contribution towards 'Broadening Horizons Mentoring'
programme.
Westminster Council - funds for VCS Core Funding Programme'.
The London Community Foundation - funds to provide specialised mentoring programme to 30 young refugees
and asylum seekers aged 10-25 in Westminster.
Westminster Foundation - funds toward office space at Fivefields.
VRU Mayor Fund - for the provision of Mentoring Services under the terms of the MOPAC Violence Reduction
Unit Funding.
Young Westminster Foundation - funds for 'Broadening Horizons: Support group for young adult asylum
seekers' project.
Shaftesbury Plc - towards the 'Youth Advisory Council'.
Whitely Foundation - funds for 'youth support group and individual mentoring' for young asylum seekers in
Westminster.
Health Communities North - funds from City of Westminster Charitable Trust, through Westbourne Park Family
Centre, to run 'Healthy Communities Fund'; promote healthier lifestyle for residents of Westminster.
Health Communities South - funds from City of Westminster Charitable Trust to run 'Healthy Communities
Fund'; promote healthier lifestyle for residents of Westminster.
John Lyon's - Resilience fund - to fund 'Mentoring Young People and Families' in Kensington and Chelsea and
Westminster.
Portman Foundation - towards the funding of the 'Maida Vale's Women's Group'.
Baring Foundation - to develop and use human rights-based approaches to support protections for individuals
and communities in London.
Westminster Almshouses - towards outreach programme and support of young asylum seekers and retugees
in temporary accomodation across Westminster.
Greater London Authority - funds towards 'Skills for Londoners Community Outreach Programme.
Swire Charitable Trust - funds towards the 'Broadening Horizons Programme - Youth Support Groups' project.
Westminster City Council Community Priorities - funds to help deliver 'Broadening Horizons Mentoring'
project.
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Unfold - Empowerment Through Mentoring Ltd
Notes to the Financial Statements for the Year Ended 31 March 2025
20 Analysis of net assets between funds
Current period
Intangible fixed assets
Tangible fixed assets
Current assets
Current liabilities
Total net assets
Prior period
Unrestricted
funds
General
3,198
3,162
219,335
(146,716)
78,979
Restricted
funds
€
:
123,824
123,824
Total funds at
31 March
2025
€
3,198
3,162
343,159
(146,716)
202,803
Intangible fixed assets
Tangible fixed assets
Current assets
Current liabilities
Total net assets
21 Related party transactions
There were no related party transactions in the year.
Unrestricted
funds
General
€
6,396
4,142
194,382
(108,674)
96,246
Restricted
funds
:
93,060
93,060
Total funds at
31 March
2024
6,396
4,142
287,442
(108,674)
189,306
Page 35