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← Bradford Trident Limited

2025-03-31-accounts

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

(A COMPANY LIMITED BY GUARANTEE)

ANNUAL REPORT AND CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

Charity Registration No. 1107561 Company Registration No. 04084653 (England and Wales)

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

LEGAL AND ADMINISTRATIVE INFORMATION

Trustees Cllr Taj Salam Ward Councillor Chair Cllr Shahzada Meer Community Councillor Vice Chair Mrs Sarah Hinton Faith Director Mohammed Saeed Afsar Youth Director Ms Fareeda Mir Treasurer Cllr Sadaqat Ali Khan Community Councillor Cllr Hawarun Hussain Health Director Mr Yaqoob Ayoob Community Director (Resigned on 19 February 2025) Ms Ramenpreet Haire Business Director Mr Imran Younas Community Councillor Cllr Niaz Hussain Ali Community Councillor (Resigned on 3 October 2024) Cllr Javed Khan Community Councillor Mr Ishaq Shafiq Community Director Cllr Noor Elahi Ward Councillor Mr Mohammed Boota Community Concillor (Appointed on 3 October 2024) Secretary Carlton Smith Executive Officers Carlton Smith (Chief Executive Officer) Gillian Thornton (Programme Director Better Start Bradford) Charity number 1107561 Company number 04084653 Auditor Azets Audit Services Carlton House Grammar School Street Bradford BD1 4NS

Bankers CAF Bank Ltd 25 Kings Hill Avenue Kings Hill West Mailling Kent ME19 4JQ Solicitors Gordons LLP Forward House 8 Duke Street Bradford BD1 3QX

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

CONTENTS

Page
Trustees report 1 - 25
Statement of Trustees responsibilities 26
Independent auditor's report 17-19
Group statement of financial activities 30
Group balance sheet 31
Charity balance sheet 22
Group statement of cash flows 33
Charity statement of cash flows 24
Notes to the accounts 35 - 55

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2025

The Trustees present their annual report and financial statements for the year ended 31 March 2025.

The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the Charity's memorandum and articles of association, the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015)”

Headline Summary

It has been a year of consolidation for our services with no major changes during the year. The focus of innovation has been on upgrading building fabric and systems to continue our greenhouse gas emissions reductions, energy saving and associated costs saving for the operation of the estate and services.

The year has seen the Adversity Trauma and Resilience workforce training provision re-contracted for a further four years, as well as Better Place and Family Support service extended for a further year.

Our projects have once again benefited from both our dedicated and talented staff team and the greatly appreciated support of our 177 volunteers, who have gifted 2,623 hours of their time. We have sustained our wide range of community services through a testing time of rising costs and lower government investment.

Our services and activities were accessed by 31,360 local people from conception (Better Start Bradford) to the very young (Nursery) to the fit and active (Sports Centre and Active Travel Hub) to the old and very old (Healthy Lifestyles). Trident are proud and delighted that the diversity of our users closely reflects in the diversity of our neighbourhood.

Climate Action

On 26 August 2021 the Trident Board unanimously committed to recognising that climate change poses a threat to the economy, nature and society-at-large, Trident commits to take action immediately in order to:

In doing so, we were proud to be recognised in 2021 by the United Nations Race to Zero campaign, and join governments, businesses, cities, regions, and universities around the world that share the same mission.

Trident has publicly made the above commitment via the SME Climate Hub. For the period our Equivalent Carbon Dioxide equivalent estimated emissions were 321.7tonnes (138.6tn 2024) using the Equipoise Small business carbon calculator. Please note we previously used the Normative Business Carbon Calculator*, both have been provided by the SME Climate Hub. The 321.6tnCO2e is made up from Scope 1: 139.2tnCO2e (43%) (12.2tnCO2e 2024), Scope 2: 64.0tnCO2e (20%)(68.2tnCO2e 2024), and scope 3: 118.4tnCO2e (37%) (58.2tnCO2e 2024), emissions. The 40% scope 1 and 2 reduction on the 2022 baseline has been achieved through the milder winter, an increase in % contribution of renewables to the UK Electricity grid, installation of more LED lights and movement sensor switches in communal areas, enhanced building insulation and steadily increasing onsite renewable electricity generation combined with battery storage. Trident has ratified its Greenhouse Gas emission reduction plan and is implementing further enhanced building fabric improvements and low-carbon technologies over the coming 2 years.

*The change of carbon calculator from Normative to Equipoise has resulted in a markedly different trend for our scope 1 emissions (a degree of magnitude difference). As our gas consumption has steadily decreased by approx. 10% a year, we conclude that the 2023 and 2024 scope 1 figures are probably incorrect by X10 (i.e. ten times underreported) and the 2025 figure is likely a much truer reflection of associated emissions.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2025

Objectives and activities

Bradford Trident supports the Charity Governance Code and is working towards implementing the seven principals across the charity.

The purpose of Bradford Trident Limited is the promotion for the benefit of the public of a regeneration programme within and around BD5 by all or any of the following means:

(a) the relief of financial hardship;

(b) the relief of unemployment;

(c) the advancement of education, training or retraining, particularly among unemployed people, and providing unemployed people with work experience;

(d) the provision of financial assistance, technical assistance or business advice or consultancy in order to provide training and employment opportunities for unemployed people in cases of financial or other charitable need;

(e) the creation of training and employment opportunities by the provision of workspace, buildings, and/or land for use on favourable terms;

(f) the provision or improvement of housing for those who are in conditions of need and the improvement of housing in the public sector or in charitable ownership provided that such power shall not extend to relieving any local authorities or

other bodies of a statutory duty to provide or improve housing;

(g) the maintenance, improvement or provision of public amenities;

(h) the provision of recreational facilities for the public at large or those who by

reason of their youth, age, infirmity or disablement, financial hardship or social and economic circumstances, have need of such facilities;

(i) the protection or conservation of the environment;

(j) the provision of public health facilities and childcare;

and such other charitable purposes for the benefit of the inhabitants of the Area of Benefit as the Board may determine from time to time.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2025

From community consultations, dialogue within our local networks and forums and discussions of the Board and other stakeholders the Bradford Trident aims and activities for the BD5 area have been agreed as:

Aims Activities
Develop
skills
and enterprise
Management of community owed buildings
Enterprise Coaching service (Build Your Business)
Better Start Bradford programmes
Park Lane Pre-school Nursery
Community Development service
Adversity, Trauma and Resilience Workforce Development
Digital Inclusion support
Bike Library / Active Travel Hub
Improve health
and wellbeing
Health and Wellbeing programmes (CLICS)
Management of Parkside Sports Centre
Better Start Bradford programmes
Park Lane Preschool Nursery
Bike Library / Active Travel Hub
Enhance
our
environment
Better Start Bradford – Better Place programme
Community Development service
Supporting Bradford Trident Community Council
Bike Library / Active Travel Hub
Celebrate
our
community
Community Development service
Supporting Bradford Trident Community Council
Better Start Bradford programmes
Better Place programme

The BD5 and surrounding area continues to be characterised by health inequalities, below average educational attainment and below average employment rates, particularly for younger people, and income deprivation affecting older people and families with children. Our programmes are designed to address these issues.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

By delivering against these objectives Bradford Trident will contribute towards it’s legal purpose of the regeneration of the BD5 and surrounding area. Measurers used to assess success include: building usage data, nursery attendance and child development assessments, improvements in children’s outcomes (social, emotional, language, environmental), progression through the healthy lifestyles journeys, sport centre activities and usage, community action days and volunteer numbers and hours, bike loans and training delivered (courses, attendees), enterprises supported and jobs created.

Activity Staff (FTE) Service Users Annual Cost (£,000)*
Community Hubs 6.14 21,277 672(8.3%)
Core functions (inc’ Overheads) 3.90 - 298(3.7%)
Community Development 0.10 100 26 (0.3%)
Community Council 0.00 - 20 (0.2%)
Healthy Lifestyles 2.02 161 96 (1.2%)
Play (activity support) 0.22 206 8 (0.1%)
Parkside Sports Centre 1.67 665 104 (1.3%)
Bike Library + Active Travel Hub 0.50 538 7 (0.1%)
Park Lane Preschool 2.91 26 97 (1.2%)
Digital Inclusion support 0.08 406 8 (0.1%)
Better Start Bradford 22.57 3,384 6,256(77.3%)
Enterprise Coaching 1.20 36 229 (2.8%)
Better Place 2.86 3,505 174 (2.1%)
Adversity, Trauma and Resilience Workforce
Development
2.36		 1,056 99 (1.3%)
Total 46.53 31,360 £8,094

*from management accounts

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Bradford Trident owns and manages a portfolio of community buildings (Park Lane Centre, Mayfield Centre, Woodroyd Centre, Parkside Sports Centre, Pakington St, Sanderson Court and Edwards Street Enterprise Centre) which are used either to generate unrestricted income to support communities services or as community hubs to facilitate community action and activities. Of Bradford Trident’s 64 staff (47.4 Full Time Equivalents), 49 (37.0 FTE) are engaged in project/service delivery and 15 (10.4 FTE) are busy with core functions and facilities. In other words 22% of charity energies are involved in running the charity and its assets, 78% is spent on delivering community services.

Volunteering within BD5 is important for several services including the Healthy Lifestyles programme, Better Start Bradford, Community Development, the Bike Library/ Active Travel Hub and Governance (the trustees). Bradford Trident wishes to recognise the tremendous contribution made by its 177 volunteers and their 2,623 hours of volunteered time. Using the UK Living wage (£12.00) as the going rate this equates to £31,476.

Programme (Activity) Nos. of Volunteers Vol’ hours
Better Start Bradford (activity support) 23 69
Community Development (community activism) 92 344
Bike Library / Active Travel Hub 3 502
Digital Inclusion support 0 0
Preschool Nursery 4 924
Enterprise Coaching (BYB) 0 0
Better Place 21 44
Community Buildings 0 0
Parkside Sports Centre 8 305
Healthy Lifestyles 11 366
Play (activity support) 1 12
Trustees (strategic direction) 14 57
Total 177 2,623

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Strategic Report

Achievements and performance

Cost of Living Response

The cost of fuel bills has almost returned to post-Ukraine invasion prices, the wider cost of living increases continued to affect food, housing and data poverty. Essentials for families across our neighbourhood remain prohibitive for many. Trident continues to marshal resources to assist:

The measurers put in place have assisted many hundreds of households, but the demand continues to exceed our available provision.

Trident’s Board of Trustees salutes the adaptability and dedication of its staff team and resilience and comradery of our communities throughout these still testing times. The generosity and support of local funders and those that have made available resources has been invaluable.

Better Start Bradford (BSB)

BSB’s vision is for children across Bradford to have the best possible start in life, in terms of their health, social and emotional development and communication, maximising their life chances and forming the cornerstone of strong, happy communities. The programme has achieved this by working with families and partners through a comprehensive programme focused on improving health, social and emotional development and communication, and by sharing lessons from this to promote wider change. During this ten-year mission, BSB has made significant progress in reaching families, providing support and services to our families, getting key messages out to people, influencing change in services for children aged 0-3 and in developing the learning around early childhood development into mainstream statutory funded provision.

The delivery of the final phase of the programme has largely focussed on sustainability, embedding learning, system change and having an impactful closure. In addition, we have continued to change the way that our partners work together to support families by supporting our children’s workforce with their understanding and skills in this area and by collecting and analysing data that will ensure commissioning is driven by evidence of what works to improve outcomes for Bradford’s children. We have continued to strategically influence policy work at a local, regional and national level and are proud that several of our services are now embedded with the government’s Start for Life programme. Our governance has been built on a model of full and equal partnership with our local community, and we are pleased that our legacy will continue through the work of the local Hey! Funded groups and our commitment to supporting grass-root groups through our legacy consultancy work with Community Action Bradford & District (CABAD)

This year, we have had to say goodbye to several colleagues following our re-structure and in preparation of the extension period (April – December 2025). We continue to share and embed our learning with systems, processes and people and look forward to celebrating our successes with our community and partners as we prepare for our major 2-day conference in October, where our learning and impact will be shared.

Sustainability and Governance

Better Start Bradford Legacy Consultant contract with CABAD was mobilised to:

CABAD presented all stakeholders with four workable options following a three-month period of engagement with 189 stakeholders who were asked to vote for their preferred legacy option. Phase two of the legacy contract was approved in February 2025 to involve renewed partnership work, impactful closure and mainstreaming across systems, organisations and agencies. Additional planned activities included Social Venture School, governance support and bid writing mentorship.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Projects move into Local Authority Start for Life - Six projects have successfully transitioned from the Better Start Bradford programme into Start for Life and are firmly embedded within the wider system. Our contract with Bradford Council for these projects ended as planned on 31st March 2025 and appropriate handovers were completed as required.

National Baby Week Movement – this has increased from 14 national sites being involved last year to 24 National Sites for Baby Week 2025. We are on track with our transition of Baby Week to Public Health. Public Health will lead on co-ordination of the Baby Week campaign and ongoing engagement with partners will be key to making it sustainable for the future. The baby week steering group is being reconvened, and the plan is that a post will be funded within Public Health to oversee the transition, subject to approval by the National Lottery Community Fund

The Innovation Hub/Born in Bradford team were successful in their bid to the Wellcome Trust, allowing them to follow up the children in the BiBBS cohort for another eight years, into middle childhood. This will also help to assess the longer-term impacts of Better Start Bradford, as well as the cost-of-living crisis on families and the impact of Covid.

Talking Bradford Pathway Lead – The role commissioned by Better Start Bradford has been appointed and will sit within Bradford District Care NHS Foundation Trust. This partnership role will involve working across the children's system (health, education, care, VCSE) to refine, develop, complete and embed the Talking Bradford pathway.

Website - The Better Start Bradford website is now well on its way to becoming a ‘legacy’ site – a record and celebration of Better Start Bradford’s journey, achievements, impact and knowledge. Over 100 resources are available with clear signposting information for families.

Review of the Programme Governance Structure – The Better Start Bradford governance structure was streamlined to merge the existing Partnership Board with both the Strategic Reference Group & Commissioning Advisory Group.

Legacy Groups

As part of the delivery of the final phase of the Programme, three legacy groups were established as follows:

The groups meet fortnightly to work towards key milestones on the action plan and timeline of activities. The work of the legacy groups is aligned with the legacy consultant contract.

The Programme Closure group has a comprehensive closure plan and programme closure risks are being reviewed weekly. The contracts register is being updated regularly, and all programme resources and assets have been mapped. Data controller/data sharing responsibility and document retention guidance has been shared with all projects past and present and discussions are taking place with Bradford Trident regarding responsibilities post December 2025. Project Impact reports are being designed, and arrangements have been agreed with a local I.T. charity called Solidaritech to repurpose old and broken-down laptops.

Embedding Learning and System Change legacy group - A full legacy, learning and system change plan has been developed with specific working groups, outputs, deliverables and milestones, including Legacy Learning Packages for stakeholders, toolkits, 5 podcasts, webinars and a 2-day conference on 15th & 16th October.

Impact from Projects, Stakeholders, Events and the wider BSB Programme.

The Better Place project has transformed 50 parks, nursery school sites and green spaces in the BSB areas with toddler-friendly equipment, green pollution screening and tree planting. Their commendable performance attracted further funding from Natural England to deliver Better Place until March 2025. Discussions are underway to identify further support for Better Place after the contract ends in Nov 25 and options for a short-term extension are being explored with the National Community Lottery Fund.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Health for All were successful in their bid to host the Perinatal Project Administrators (PPA) role, funded by Start for Life and to be delivered within Bradford Maternity Services. To have the PPA role embedded within the wider district was a significant legacy for the BSB programme.

Student Placements – 24 first year pre-registration midwifery students were offered a one-week specialist placement with BSB to learn about prevention, early intervention and the first 1001 days.

The second year of our partnership with the Ambition Hub at Bradford College allowed more Early Years students to access the Live Learning Opportunities and other knowledge sharing events with BSB.

Baby Week Bradford 14-20 November 2024 – last year’s theme was ‘play’ and more than 1750 individuals (parents/carers, children and early years workforce) took part in over 30 free events.

Shared learning/Legacy joint webinars – The Better Start Bradford Innovation Hub collaboratively hosted three webinars to share the impact and findings from BSB project evaluations and early life interventions, alongside research from (BiBBS). Over 100 people attended.

149 people attended the HABIT (Health Visitors Delivering Advice in Britain on Infant Toothbrushing) webinar with colleagues from ARC (Applied Research Collaboration Yorkshire and Humber). The Impact and lessons learnt from the testing and implementation of HABIT within MESCH (Maternal Early Childhood Sustained Home-visiting) and early years settings were shared as well as future knowledge and dissemination work.

Little Minds Matter were ‘Highly Commended’ in the HSJ Awards 2024: Early Intervention and Prevention for Children, Young People and Families Award, but were pipped to the post by another project within the ABS programme.

Celebrating 10 Years of A Better Start – The BSB team delivered a presentation on the HEY!

Over 140 adults and children joined us for the Hey! Fund Celebration Event at Life Centre on 5 February to celebrate the success of the Parents in the Lead Fund and Happy Early Years (HEY!) Fund over the years.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2025

HEY! Fund participants celebrate projects at Life Centre Bradford Telegraph and Argus

Local, Regional and National Policy Work

– Early Years Prevention and Start for Life The A Better Start (ABS) Programme Directors submitted a joint letter to the new Government identifying key priority areas for policy around early years and prevention based on ABS learning. It also referred to Start for Life and the need to have continuity whilst planning for new approaches.

ABS Directors met with the Department of Health and Social Care to feed into the Health Visitor review where they talked about the models of health visiting in their respective areas.

The ABS Directors met with some of the members of the Early Years Funders Group – large charitable trusts and foundations and entrepreneur benefactors who have a particular interest in supporting early childhood projects and learning from delivering a large strategic programme.

Education Alliance for Life Chances (EALC) – BSB continue to be active in EALC and have supported the £5m bid to the National Lottery UK Fund for their Act Locally work to ensure the voice of early years children and parents is included in planning and partnership work, for example submitting evidence to the Child of the North report.

Healthy Children and Families Board - BSB has one of the 2 VCSE places on the Healthy Children and Families Board which will allow us to continue to have influence on early years prevention and early intervention. It does require us to also advocate for VCSE involvement in planning services for children and families.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Community Buildings Management

The three Neighbourhood Centres carried very good occupancy rates (93% combined) and sustained excellent retained tenant business.

A threefold strategy continues to control our costs:

Trident has continued replacing it’s space and hot water heating needs from fossil fuels (gas boilers) by low-carbon technologies (heat-pumps); Air Source Heat Pumps have been installed at Parkside Sports Centre with a similar installation planned for Park Lane Centre during 2025. We are closely monitoring Parkside to learn lessons for our other buildings and to optimise efficient use of the new technology. If successful, we aim to replicate it at our other sites to further reduce our carbon emissions and costs. This strategy compliments our Solar Photo Voltaic Arrays at: Park Lane (28.2 kWp), Mayfield (30.0 kWp), Woodroyd (26.4 kWp) and Parkside (56.1 kWp) which supplied a combined annual yield of 75.9MWh for the period. Moving to solar has already given us some protection from energy price increases and started lowering our carbon emissions at each of the sites.

The Mayfield Centre is well established and has now been open for over 18 years. It has 95% average occupancy rate and is mainly home to our community organisation tenants. The local community use the centre for a range of activities. 15,042 people attended functions at the Mayfield hall and meeting room events.

The Park Lane Centre is also performing well with 87% average occupancy rate. We've had success with small organisations moving into the centre and then expanding to take on extra space on-site or at our other sites. We provide good standard office accommodation for many small businesses. The centre is also the base for the Park Lane Nursery which further enhances the centre’s offer. 6,235 people attended functions at the Park Lane hall and meeting room events.

The Woodroyd Centre as a key medical site delivering its services to the local community with NHS staff delivering GP consultations, Community health outreach plus our food hub on-site. The Woodroyd Centre had 98% average occupancy. Trident continues to deliver the Facilities Management in house for the Woodroyd Centre to enable the centre to deliver its valuable services to the local community.

A rear extension at the Parkside Sports Centre has provided the sports hall with a large easy access equipment store. The sports centre has also benefited from installations of 56 kWp solar array, LED lights throughout, Air Source Heat Pump and battery facilities and upgraded digital connectivity. The improvements make the centre more economical and easier to operate. Promotion work has encouraged more women and girls and mixed-ability athletes to enjoy the centre.

With over 70% of events and bookings coming from our BD5 area and the diverse range of services that our tenants provide; services that include; Counselling that supports young people, families, individuals and couples, support for adults with learning difficulties, support for best practice in Pre-schools, Playgroups and Parent & Toddler groups, Children’s Tuition, Adult Skills and Education, Debt and Benefit advice and Community Health; there is a positive impact in the BD5 area which we are proud to be involved in to improve the lives of people in the area.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Parkside Sports Centre

During 2024/25 Parkside has focused on building and establishing new sports groups. We now have some new organisations/groups using the centre as well as retaining all our existing groups and so have more users this year than ever before.

The timetable for women’s/girl’s multi sports classes has grown to 9 sessions per week. The group successfully apply for funding for their sessions with support from Healthy Lifestyles team and this has given the women more confidence to apply for other small pots of funding. Parkside has also offered educational courses (Health and Social care), sewing classes and mums and tots’ sessions as new additions. We continue to work closely with Reed Wellbeing to deliver their Diabetes prevention work and host an average of 4 sessions a week.

We continue to work with Yorkshire Cricket Foundation and host their women’s winter cricket league, which has now grown to a West Yorkshire indoor league, increasing participation with women’s teams taking part from across West Yorkshire. Grace Pearson, Yorkshire Cricket Board’s Head of Women and Girls, gave Parkside a special mention in their final’s day programme. Highlighting the great service they received from the Parkside team. We also continue to host the women’s summer netball league, who have again booked for next year after giving some fantastic feedback on the service they received.

Our work with local young sports coaches has continued through the year, enabling them to use the centre to deliver sports sessions for children, in school holidays. This has resulted in greater numbers of children attending the sessions and parental awareness that these sessions are a regular fixture, through every school holiday.

The new Lighting in the sports hall has been welcomed by users and especially the Badminton clubs. Badminton has now become the most regular played sport at Parkside with over 12 hours played every week. Over the year we have successfully run two Badminton tournaments as well as our annual Christmas day Badminton Tournament, which saw teams from as far as Nottingham enter and was a huge success.

We have worked with the local Neighbourhood Policing Team who have delivered a contact point at the centre as well as community meetings with local residents. We have worked with the NHS to deliver, health checks, wellbeing information sessions with the women’s multi sports groups.

Parkside team have welcomed some new Individuals, groups and organisations, running sessions at Parkside including:

Organisation/group Session Details
NHS 18-week wellbeing rehab sessions
Club Ekta Delivery of their HAF programme, during school holidays.
Kick Boxing session Every Saturday 11am – 12pm
Women’s Netball New session on Thursday evenings 7-8pm
Capital of Cycling Deliver Women’s Cycling sessions on Mondays
Police Contact Point and Community engagement
New Badminton Clubs New regular Badminton clubs, regular bookings
New Watch me grow, mums and tots’
group
Delivered sessions every Monday, with external funding.
Pathway Delivered a Level 3 Health and social care course
Dragons Basketball club Delivering new sessions on Thursdays 5- 7pm
Youth Service Girls session Delivered on Tuesday evenings for girls only.
Park Aspire After school club
Yorkshire Cricket Foundation Women winter cricket league, 60+ women played in the
competition weekly for 10 weeks

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

New Horizons Working with Special needs Clients using the upstairs space
10am till 3pm Mon-Fri and 12pm-3pm Saturdays and Sundays
Home schooled girls Sports session every Tuesday 10-11am
Job Centre Delivering help with Universal Credit benefits and help to find
work. Every Wednesday 12pm-2pm
Arabic School Arabic School Mon – Fri 40 children attending each day
NAFS Women’s Exercise sessions for up to 20 women on Tuesday,
Wednesday.
Theory Test Theory Test learning session on Friday for up to 10 women
Reed Wellbeing Multiple Diabetes prevention Courses with 15-20 people
attending each session.
Women’s Multi Sports Multi sports sessions every Monday and Thursday.
NHS Women’s Health session 15 ladies in the sports hall balcony.
Bradford Trident HAFS sessions for 20 children over 1 week Christmas, 1 week
Easter and 4 weeks summer.

Funding continues to be secured from the Holiday Activities and Food (HAFS) programme for activities delivered through August for 20 children daily for 4 weeks. Provision included: Arts and Craft, age-appropriate education work sheets and food ingredients, for families to cook together at home and enjoy family meals together.

Support for families continues with food vouchers, working with local organisations such as Bradford Community Kitchen and BCADS, support has extended to more than 50 families over the summer months and another 20 over Christmas.

Special thanks goes to our 8 Volunteers for their hard work and their 305 hours of their time and energy.

We continue to have parking issues in our carpark, with cars continuously being left in the car park for days. We need to find a long-term solution to this ongoing problem at Parkside.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Better Place

Better Place aims to engage families with children under the age of four, as well as expecting families, in naturebased activities across local parks and green spaces. Our vision is to help these families build a deeper connection to nature, foster a sense of ownership and pride in their local green spaces, and support the development of essential life skills through playful outdoor experiences.

By focusing on community inclusion, sustainability, and early years engagement, we make nature more accessible and enjoyable for everyone—especially those who might face barriers to participation.

Better Places delivered 216 sessions across the Better Place sites, reaching and inspiring a total of 3,505 families. These sessions included a wide variety of activities designed to bring people closer to nature, connect with one another, and build confidence in outdoor environments.

A particular highlight was our two Pop-Up Farm events held at Bradford Moor and Bowling Park. These were incredibly well-received by the community, offering a hands-on farm experience in urban green spaces. Due to their popularity, other organisations have begun replicating the family event with our support.

We also hosted a Lantern Parade at Horton Park, with a “Pond Life” theme. This magical event brought families together to celebrate creativity and light, and we provided 150 picnic boxes so attendees could enjoy a shared meal outdoors as part of the celebration.

We also facilitated family trips to inspiring and nature-rich locations including:

Yorkshire Sculpture Park

Brimham Rocks

Tong Garden Centre

A special Dads and Tots Day at The Big Swing

One of the achievements of the year was our partnership with The Big Swing, where we collaborated on the first-ever trial of their risky play playground for children under five. This was a significant success, leading to the introduction of a weekly under 5s session, which continues to thrive.

Throughout the year, we listened closely to our families and responded to their needs. One of the most effective changes we implemented was providing transport support, including covering taxi costs to help families attend events further afield. This ensured greater accessibility for those who might otherwise be excluded due to financial or logistical barriers.

By bringing families into green spaces and offering engaging, inclusive programming, we have:

~~Strengthened community bonds~~

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2025

To celebrate and reflect on everything we’ve accomplished, we produced a legacy film capturing the transformation of sites and the joyful moments shared by families over the past few years.

YouTube: Come Outside: A Better Place Film https://www.youtube.com/watch?v=R_gD7pCjzCw

Park Lane Pre-School Nursery

As a single room nursery with outdoor play space based at Park Lane Centre in the heart of Little Horton, we have space for 32 children but had 26 attending this year.

Our OFSTED inspection took place on 11th September 2024. The overall effectiveness in all areas was rated as GOOD. We are very happy with the inspection and the report was full of positive feedback from the inspector. The report highlighted how our new starters settle very quickly. Independence is encouraged from the moment children join. The quality of education is good and delays in children’s learning is identified early. Children prepare for life in modern Britain through being tolerant and accepting of each other’s beliefs. Positive images that portray different family structures, disabilities and cultures are everywhere in the nursery and staff help the children to celebrate their own uniqueness. Leaders and staff are committed to providing high-quality care, staff turnover is low, and language development is a key focus in the nursery.

To further improve the quality of our provision the inspector identified targeted plans need to be put in place before children join the nursery and we should limit background noise during focus activities. The arrangements for safeguarding are effective. There is an open and honest culture around safeguarding which puts children’s interests first.

Nursery staff enjoy regular training and development opportunities. Children’s development is a priority with a busy programme of celebrations, activities and visits engaged the children and their parents throughout the year. Baselines for the new children have been completed. Practitioners have discussions with parents about their children’s progress. Children are making progress in all areas of learning.

Key workers create individual plans which are specifically aimed to meet the needs and interest of their child. This is done through regular observations and assessments. Staff make sure children have challenging activities prepared to support their learning style.

The Nursery benefited from funding from mission Christmas Radio Leeds. Which was applied to gifts for nursery and playgroup children. The playgroup also benefitted from happy Early Years Funds of £2,350 to purchase toys.

Volunteers, Students, and Support Assistants (four in total) are greatly valued in the nursery and play an important role in interacting with children. We appreciate their help, and they make a huge difference as they provide resource to enable more work with some of the children on a 1:1 basis.

Parents have been attending the weekly Tuesday stay and play sessions for two hours. This has helped to make links with the wider community and work with babies and children who are on the nursery’s waiting list ready to start nursery. The parents, babies and toddlers have been enjoying a wide range of activities in the hall. Learning Alliance regularly visit and deliver story sessions and rhyme time. Learning Alliance have also supported world book day and brought 35 new hardback books for nursery and playgroup children.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Community Development Activities

Using an asset-based community development approach, Bradford Trident delivered a range of activities to support our communities. Community Development work supported:

The resulting active and effective local associations led to a greater range of meaningful activities generating community pride.

Rahilla of Parents Power said: “your advice and guidance has been invaluable in helping us develop support for those on GCSEs, we would never have achieved this without you.”

Bike Library and Active Travel Hub

BATH aims to: increase awareness of the advantages and benefits to health and the environment gained through sustainable travel; by ensuring active travel is the natural first choice for local transport, by habit, convenience and enjoyment.

Ludmilla commented after Level 2 gaining confidence on roads; “Thank you so much ladies. I am becoming confident that soon I will cycle on the main roads. I learned so much.”

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Digital Inclusion

Through extensive work with partners the project has continued its work on digital inclusion with support from Good Things Foundation, including:

Healthy Lifestyles Project and Central Locality Integrated Care Service (CLICS)

Aim of the project:

Engage, inspire and assist individuals to increase their physical activity, adopt a balanced and varied diet.

Assist individuals to build social connections, reduce isolation, promote good mental health.

Support the community with the cost-of-living crisis.

Develop links and working relationships with other agencies.

Activities:

Outcomes:

The various sessions support many of the most at-risk individuals in the community.

We have increased social interaction, the development of support networks.

Less reliance on statutory services. Improvement in mental health and stress management.

Improvement in diet, shopping for health. Education around processed foods. Increased levels of exercise. Training and support for volunteers.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Challenges and how solved:

Lack of support from the social prescribers for our area.

We now have new contact numbers for HALE and hope to make new connections.

Funding for the various sessions to continue.

Funding bids in place for new projects.

Covering all requests for the community to develop new sessions. Actively encourage individuals with support to develop their ideas.

Recruitment of volunteers.

Use of social media, website, Job centre and BD5 Magazine.

The Ladies Group: Duncan the artist with BFD25 City of Culture.

Producing creative artwork with the ladies group.

Quote:” I look forward to coming to the Wednesday Ladies group. For a few hours I can forget my problems. I have made new friends and enjoy a chat. When I go home, I feel refreshed.”

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Community Play Partnership Development

Weekly free play sessions from the Play-pod were established in April 2023 at Parkside Park and have reached 200 children throughout the year. During 24/25 a sessions were run on Saturday mornings and Wednesday afternoons. In the coming year we are planning to add additional sessions in collaboration with different organisations working in BD5 and are encouraging volunteers from the area to establish their own play sessions. Play Forum meetings have support co-ordination of play related activities and initiatives in the area.

Enterprise Support

The Trident Enterprise coaches delivered enterprise support to 36 entrepreneurs over the three years of the funding, with 29 companies being established (41% of the target) and 7 established business receiving support (50% of the target). It is known that at least 11 business serviced their first year of trading. Overall, the programme achieved 89% of target for New Business Creation (n= 141 of 159) and 95% of Existing Start-up Business Support (n=40 of 42).

A good working relationship was established with Impact Hub Bradford and a steadily improving relationship was maintained with CBMDC oversight team/commissioners.

The first year saw the retirement of Trident’s long-standing enterprise coach, and his hours were transferred to the remaining two part-time coaches. Trident coaches provided the most stable workforce providing consistent enterprise support throughout. However, our numbers were the lowest of the partnership measured proportionate to Full Time Equivalent, even though we had strong ties with University of Bradford and Bradford College. This is probably a reflection of the low ambition and low academic attainment base of our focus area (Little and Great Horton).

Overall, the programme is considered to have been a success and gained very favourable feedback from those that benefitted from the support, advice and encouragement of the coaches. Unfortunately, no follow-on funding has been forth coming from WYCA or Bradford Council.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Resilient Bradford – Adversity, Trauma and Resilience Workforce Training

The programme aims to break the cycles of trauma and adversity and building long-term resilience by raising awareness and understanding of trauma informed practice.

The final year of our initial contract marked a period of continued growth and development. Following three successful years of delivery, the ATR programme has been recommissioned for a further 2+2 years—reflecting strong outcomes, sector-wide engagement, and relevance to local workforce needs. A new team leader (Ioanna Filippidi, July 2024) and trainer (Jane Wheildon, September 2024) joined the programme, bringing fresh energy and driving improvements to content and delivery.

A key achievement was the rollout of a revised Tier 2 training offer, co-designed with participants and shaped by their feedback. The updated model significantly boosted outcomes, demonstrating our commitment to continuous improvement and practical relevance.

Training Delivery and Participation

Total 2024-2025
Training Total
Attendees		 Target Sign-ups Places
Available		 Attendees Places
available
Tier 1 2,070 2,400 2,667 7,746 831 2825
Tier 2 280 160 413 565 225 390

In 2024–2025 alone, participants came from 164 organisations, contributing to a total of 401 distinct organisations reached over the contract period

Tier 2 exceeded its target by 175%, while Tier 1 achieved 86.25%—reflecting strong engagement across both levels.

Evaluation and Outcomes: Participant feedback remains consistently positive, with average training ratings of 9/10 for engagement and usefulness, with Tier 1 scoring 8.72, and Tier 2 scoring 8.64, while the revised Tier 2 scored 9.15 , up from 7.35 for the original version. Self-assessed knowledge and confidence also improved significantly, with average increase of 39% , from 2.39 to 3.32 (out of 4); Tier 1 , 44% increase; Original Tier 2 : 21% increase, and Revised Tier 2 : 24% increase.

The ATR programme continues to embed trauma-informed and trauma-responsive practice across Bradford. Through practitioner-led design, responsive delivery, and a collaborative approach, we remain committed to supporting professionals and services in breaking cycles of adversity and building long-term resilience.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Community (Urban Parish) Council

Bradford Trident gifted £20,000 into the Community (urban parish) Council (BTCC) to facilitate it’s operation and community activities, for the year 2024/2025 of which £10,000 is given to fund small grant awards, administered by the Community Council, to local community and voluntary groups.

The following local organisations were awarded funding in the Financial Year 2024/25 for the Community Council’s Small Grants:

Group Activity Grant
Friends of Horton Park Fundraiser and Family Event £500
Girlington Cricket Club Family fun day £500
Bradford Trident Faith Forum Community Action Reaches Everyone £500
MAPA Bradford Potting Shed and Tool Library £500
West Bowling Activity Group Community Well Being 2024 £500
Fountain School Skills for Life £500
Trident - Healthy Lifestyles Community Christmas Lunch £320
Al Hira Islamic Centre Youth Project £500
Beautiful BD5 Beautiful BD5 competition £2,381

Bradford Trident Property Investment Portfolio

Trident’s investment properties continue to perform well. All properties remined fully let throughout the year. Trident benchmark rents to ensure that a fair market rate is charged to our tenants and this year has seen the conclusion of rent reviews at several properties. Repairs and maintenance routines are firmly established and are regularly monitored. Trident strives to provide tenants with the best possible facilities at competitive rates.

Related Parties:

Bradford Trident Trading company - wholly owned subsidiary

In 2005 the charity set up a wholly owned trading subsidiary Bradford Trident Trading Limited (BTT) to manage land development opportunities in the area, thus the principal activity of this company limited by guarantee is the trading of investment properties. Further details about the results of BTT are contained in notes 18 and 19 to the financial statements. As part of its long term strategy Bradford Trident has invested in property. Surpluses generated by BTT are gifted to Bradford Trident and used for community benefit. The overall business plan for Bradford Trident includes earned income from other contracts and commissions, with a dual purpose of providing services which are of benefit to the local community whilst also contributing to the overheads and running costs of the organisation.

Arise Yorkshire Limited – 4-way joint venture

In 2013 Trident joined forces with three other local community anchors to form a joint venture company call Arise (Yorkshire) Limited. The mission of Arise is for ‘Similar community enterprises rooted in their own communities coming together to combine their collective experience, skills and delivery capacity to attract investment and win service delivery contracts for the economic, social, environmental and cultural regeneration of Bradford and beyond’. The company has successfully rejuvenated 21 formerly derelict houses and returned them to being homes, and has successfully completed a variety of research and consultancy contracts for CBMDC and the Health Service. Arise continues to own and lease out its remaining 16 restored houses, having sold five in previous years and distributing gains equally to the joint venture members.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Plans for Future Periods,

As the ramifications in the change in Government begin to work through the national system we continue to make improvements and additions to the way the charity operates.

As Better Start Bradford prepares to close its doors, Trident has secured medium term financial security for the Workforce Trauma Training work and a new Horton Heath Heroes – health programme and Digital Inclusion work; attention remains on securing a stronger footing for Better Place and the Active Travel work. The buildings including Parkside Sports are performing better and attention for the coming few years continues with upgrading building fabric to reduce energy demand and enhancing renewables and power storage capabilities, reducing our operational greenhouse gas emissions and cost savings. Additional LED lights, a battery system and additional PV solar array are being installed at the Mayfield Centre and plans are advanced for new insulation, double glazing and LED lights at Edward Street, as well as ASHP and LED completion at the Park Lane Centre. It remains the Board’s intension to roll out similar technology across the entire Trident estate.

Volunteers remain a much valued and need asset and we are build capacity to recruit, support, develop and celebrate them.

Much of the community remains on survival mode and tensions are taught particularly amongst our youth. A new hopeful, enabling youth activation programme is needed.

2025/26 will see work to build on established partnerships for further commissions of work from Bradford Council, Bradford District and Craven Integrated Care Partnership and West Yorkshire Combined Authority.:

Our commitment to the local Community (Health) Partnership, Horton and City Health Collaboration will continue alongside with partners at Millside and the Millan Centre as well as across the local VCS and with GP practices, Hospital services, the Care Trust, Social Services and Local Area Officers. Much has been accomplished to date but much more remains to be done to impact the determinates to health at play in the area, as the NHS reorganises again.

The coming year will see:

Significant challenges remain in the BD5 area including: health inequalities, high infant mortality, below average academic attainment and low household income levels.

The vision of our Board of Trustees is that through our activities and those of our partners, over the coming years, the local area will continue to positively develop with a proud, healthy, active and welcoming community; a place where families thrive.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Financial review

The report indicates that Bradford Trident remains in a healthy financial position with £7,388,208 (£7,421,921 in 2024) of Total Net Assets held by the charity group at the end of the reporting period. Of these £5,986,181 are fixed assets and a further £463,335 are restricted funds. The unrestricted reserve policy target is £466,000 made up of:

Plus designated fund of:

The remaining free reserves are available to the charity to explore new service activities or other income generation. Consequently the Board of trustees have no hesitation in declaring the charity to be a going concern.

Bradford Trident holds a significant property portfolio including three community hubs, one sport centre, a business centre and two investment properties. The investment strategy is to manage community hubs for delivery of local services and facilities for the community and use income from across the estate to generate funds to enable provision of community services. The buildings are actively managed and maintained and an unrestricted contingency reserve is being built to support the development of new community owned assets for the neighbourhood, such as the Greenwood Business Park.

External funds

The Board of trustees are grateful for the contributions amounting to £5,876,714 in the financial year 2024/25. External funds are pursued to supplement community service delivery costs.

As of 31 March 2025, a balance of £442,417 of restricted National Lottery Fund monies for the Better Start Bradford programme was held. The period saw the Better Start Bradford enter year ten of a ten year, £49million funding window. The programme identifies champions and embeds services a,nd practices that enable the very young to benefit from the best possible start in life through improving children's social and emotional development; communication and language development and nutrition. It is founded on a multi-sector partnership approach and draws upon pooled resources.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2025

External Funding bodies 2024/2025 £
Better Start Bradford External Funds
National Lottery Fund Grant – Fulfilling Lives: A Better Start 3,872,826
National Lottery Fund Grant – Fulfilling Lives: A Better Start Capital 31,465
Bradford District Care Foundation Trust – BSB match 40,881
West Yorkshire Police – BSB match 50,303
Bradford Council Early Childhood Services – BSB match 180,000
Bradford Council Public Health – BSB match 18,267
NHS Bradford & Districts ICB – BSB match 150,173
Bradford Council - BSB match 10,590
Start for Life 1,294,635
Natural England 47,000
Morley Glass Green Vision Fund 500
Bradford Council Spring Grant 3,000
BSB Sub Total 5,699,640
Grand Total 5,699,640

Risk

The trustees actively review the major risks that the charity faces on a regular basis and believe that maintaining the free reserves stated, combined with the annual review of the controls over key financial systems, will provide sufficient resources in the event of adverse conditions.

The trustees have also examined other operational and business risks that the charity faces and confirmed the establishment of systems to mitigate these, should they occur.

Risks relating to failures in safeguard children are mitigated through all staff receiving safeguarding training, clear delegation of roles and responsibilities and implementation of safeguarding policy and practices.

The risk of the impact of the departure of key staff is mitigated through creating a strong working culture and environment as well as succession planning and engaging all staff in the vision, strategy and plans.

Threats and opportunities posed by AI are being monitored, considered and the year will see the development and adoption of AI usage and protection policies

Our budget and regularly reviewed financial plans as well as reserves, ensure we don’t have inadequate funding, and strict policies and controls help reduce the risk of any financial fraud or mismanagement in our projects and operations.

The charity has put measures in place to manage these risks (robust financial procedures, training and spot checking; safeguarding policy and training, Covid protection measures and messaging, and building reviews and carbon emission reduction plan) and makes assessments as to the likelihood of these and other risk events. Systems are in place to minimise the operational, financial and reputational impact these and other risks could have on the charity.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

Structure, governance and management

Bradford Trident Limited, also known as Bradford Trident and Trident, is a registered charity and a company limited by guarantee. It is governed by a memorandum and articles of association. The Trustees of Bradford Trident Limited have complied with their duty to have due regard to the charity commission’s public benefit guidance when exercising any powers or duties to which the guidance is relevant.

The Trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:

Cll Taj Salam Ward Councillor Chair Cll Shahzada Meer Community Councillor Vice Chair Mrs Sarah Hinton Faith Director Mr Mohammed Saeed Afsar Youth Director Ms Fareeda Mir Ward Councillor Cllr Sadaqat Ali Khan Community Councillor Cllr Hawarun Hussain Health Director Mr Yaqoob Ayoob Community Director (Resigned on 19 February 2025) Ms Ramenpreet Haire Business Director Mr Imran Younas Community Councillor Cllr Niaz Hussain Ali Community Councillor (Resigned 3 October 2024) Cllr Javed Khan Community Councillor Mr Mohammed Boota Community Councillor Mr Ishaq Shafiq Community Director Cllr Noor Elahi Ward Councillor

Trustees are appointed through a variety of routes. Six trustees are appointed via the Community (urban parish) Council, two trustees are elected Ward Councillors, there are appointments from local issue specialists for: faith, business, health and youth issues, a treasurer trustee and two community trustees are recruited from local groups/ residents. All trustees, bar one, live or work in the BD5 area.

The board of trustees provide the strategic direction and scrutiny functions of the charity and are responsible for approving and overseeing the policies, practices and development of the organisation. The trustees meet at least quarterly. Day to day general management of the charity and operational responsibilities are delegated to the Executive Officers and Company Secretary.

The employment package (salary plus pension contribution) of Bradford Trident’s highest paid employee is 3.16 times that of the least paid employee. There are three employees that receives a package of over £60,000 per year. Salary levels are periodically compared to industry averages and reside towards the bottom of the upper quartile. Pay awards are linked to performance of the individual and organisation. It is our ambition to remain below the 1:4 ratio and to continue to reward all staff with at least the UK Living Wage.

The Board of Trustees appoint the directors of our trading subsidiary Bradford Trident Trading Limited and the director representatives to our joint venture Arise (Yorkshire) Limited. Locally recruited service users form the Better Start Bradford Partnership Board, which steers Better Start Bradford’s review and implementation functions. They receive guidance and support from the Better Start Executive which includes Bradford Trident’s CEO, the Strategic Directors of Children’s Services and Public Health (Bradford Council) and the Director of Collaboration (Bradford District and Craven Health and Care Partnership), Research Director (Born in Bradford) and Funding and Relationship Manager (National Lottery Fund).

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

TRUSTEES REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2025

Auditor

In accordance with the company's articles, a resolution proposing that Azets Audit Services be reappointed as auditor of the company will be put at a General Meeting.

Disclosure of information to auditor

Each of the Trustees has confirmed that there is no information of which they are aware which is relevant to the audit, but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditor is aware of such information.

The Trustees report, including the strategic report, was approved by the Board of Trustees.

Cllr Taj Salam - Chair

Dated: 16 December 2025

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

STATEMENT OF TRUSTEES RESPONSIBILITIES FOR THE YEAR ENDED 31 MARCH 2025

The Trustees, who are also the directors of Bradford Trident Limited for the purpose 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).

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.

In preparing these financial statements, the Trustees are required to:

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

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF BRADFORD TRIDENT LIMITED

Opinion

We have audited the financial statements of Bradford Trident Limited (the ‘parent charity’) and its subsidiaries (the 'group') for the year ended 31 March 2025 which comprise the group statement of financial activities, the group balance sheet, the charity balance sheet, the group statement of cash flows, the charity statement of cash flows the statement of financial activities, the balance sheet, the statement of cash flows and the notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

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

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustees use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s and parent charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF BRADFORD TRIDENT LIMITED

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and the parent charity and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors' report included within the Trustees report.

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

Responsibilities of Trustees

As explained more fully in the statement of Trustees responsibilities, the Trustees, who are also the directors of the Charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Trustees are responsible for assessing the parent charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statements

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

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF BRADFORD TRIDENT LIMITED

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

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above and on the Financial Reporting Council’s website, to detect material misstatements in respect of irregularities, including fraud.

We obtain and update our understanding of the entity, its activities, its control environment, and likely future developments, including in relation to the legal and regulatory framework applicable and how the entity is complying with that framework. Based on this understanding, we identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. This includes consideration of the risk of acts by the entity that were contrary to applicable laws and regulations, including fraud.

In response to the risk of irregularities and non-compliance with laws and regulations, including fraud, we designed procedures which included:

Enquiry of management and those charged with governance around actual and potential litigation and claims as well as actual, suspected and alleged fraud; Reviewing minutes of meetings of those charged with governance;

Assessing the extent of compliance with the laws and regulations considered to have a direct material effect on the financial statements or the operations of the entity through enquiry and inspection; Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations;

Performing audit work over the risk of management bias and override of controls, including testing of journal entries and other adjustments for appropriateness, evaluating the business rationale of significant transactions outside the normal course of business and reviewing accounting estimates for indicators of potential bias.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Use of our report

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

Alison Whalley (Senior Statutory Auditor) For and on behalf of Azets Audit Services, Statutory Auditor Accountants

Carlton House Grammar School Street Bradford BD1 4NS

18 December 2025 | 16:00 GMT Date: .........................

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025

Unrestricted
Restricted
funds
funds
2025
2025
Notes
£
£
Income and endowments from:
Donations and legacies
3
90,297
5,786,417
Charitable activities
4
406,742
-
Share of joint venture
4
28,104
-
Investments
5
915,201
36,416
Other income
6
12,440
-
Total income
1,452,784
5,822,833
Expenditure on:
Raising funds
7
438,199
-
Charitable activities
8
995,020
6,326,110
Total resources
expended
1,433,219
6,326,110
Net gains/(losses) on
investments
11
450,000
-
Gross transfers between
funds
-
-
Net income/(expenditure) for
the year/
Net movement in funds
469,565
(503,277)
Fund balances at 1 April
2024
6,455,308
966,612
Fund balances at 31
March 2025
6,924,873
463,335		 Total Unrestricted
Restricted
funds
funds
2025
2024
2024
£
£
£
5,876,714
100,095
8,441,462
406,742
356,158
152,963
28,104
(12,820)
-
951,617
857,969
59,252
12,440
27,009
-
7,275,617
1,328,411
8,653,677
438,199
256,383
-
7,321,130
1,241,810
7,426,324
7,759,329
1,498,193
7,426,324
450,000
-
-
-
1,720,433
(1,720,433)
(33,712)
1,550,651
(493,080)
7,421,920
4,904,658
1,459,692
7,388,208
6,455,309
966,612		 Total
2024
£
8,541,557
509,121
(12,820)
917,221
27,009
9,982,088
256,383
8,668,134
8,924,517
-
-
1,057,571
6,364,350
7,421,921

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

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

GROUP BALANCE SHEET

AS AT 31 MARCH 2025

2025 2024
Notes £ £ £ £
Fixed assets
Tangible assets 15 2,152,584 2,195,833
Investment properties 16 3,588,568 3,138,568
Investments 17 3,750 3,751
Programme related investments 19 241,279 213,175
5,986,181 5,551,327
Current assets
Debtors 21 361,366 610,600
Cash at bank and in hand 2,942,836 3,221,591
3,304,202 3,832,191
Creditors: amounts falling due within 22
one year (1,902,176) (1,961,597)
Net current assets 1,402,026 1,870,594
Total assets less current liabilities 7,388,207 7,421,921
Income funds
Restricted funds 24 463,335 (966,613)
Unrestricted funds
Designated funds 23 2,213,843 2,180,843
General unrestricted funds 4,711,030 4,274,466
6,924,873 6,455,309
26 7,388,207 7,421,921

The accounts were approved by the Trustees on 16 December 2025

Cllr Taj Salam - Chair Trustee

Company Registration No. 04084653

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

CHARITY BALANCE SHEET

AS AT 31 MARCH 2025

2025 2024
Notes £ £ £ £
Fixed assets
Tangible assets 15 2,152,584 2,195,833
Investment properties 16 3,588,568 3,138,568
Investments 18 3,850 3,850
5,745,002 5,338,251
Current assets
Debtors 21 388,933 637,834
Cash at bank and in hand 2,908,654 3,188,080
3,297,587 3,825,914
Creditors: amounts falling due within 22
one year (1,900,526) (1,960,284)
Net current assets 1,397,061 1,865,630
Total assets less current liabilities 7,142,063 7,203,881
Income funds
Restricted funds 24 463,335 966,612
Unrestricted funds
Designated funds 23 2,238,843 2,180,843
General unrestricted funds 4,439,885 4,056,426
6,678,728 6,237,269
26 7,142,063 7,203,881

As permitted by s408 Companies Act 2006, the charity has not presented its own profit and loss account and related notes. The charity's deficit for the year was £61,818 (2024: Profit for the year £1,070,391).

The accounts were approved by the Trustees on 16 December 2025

95DE5C4D594D496... Cllr Taj Salam - Chair Trustee

Company Registration No. 04084653

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025

Notes
Cash flows from operating activities
Cash absorbed by operations
31
Investing activities
Purchase of tangible fixed assets
Investment income received
Net cash generated from investing
activities
Financing activities
Repayment of bank loans
Net cash generated from/(used in)
financing activities
Net decrease in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year		 2025
£
£
(1,256,124)
-
951,617
951,617
25,752
25,752
(278,755)
3,221,591
2,942,836		 2024
£
£
(530,428)
(444,422)
917,221
472,799
-
-
(57,629)
3,279,220
3,221,591

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

CHARITY STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025

Notes
Cash flows from operating activities
Cash absorbed by operations
31
Investing activities
Purchase of tangible fixed assets
Investment income recieved
Net cash generated from investing
activities
Net cash used in financing activities
Net decrease in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year		 2025
£
£
(1,230,312)
-
950,886
950,886
-
(279,426)
3,188,080
2,908,654		 2024
£
£
(530,341)
(444,422)
916,595
472,173
-
(58,168)
3,246,248
3,188,080

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

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

1 Accounting policies

Company information

Bradford Trident Limited is a private company limited by guarantee incorporated in England and Wales. The registered office is Park Lane Centre, Park Lane, Bradford, BD5 0LN. In the event of the charity being wound up, the liability of the guarantee is limited to £1 per member.

1.1 Accounting convention

The accounts have been prepared in accordance with the Charity's memorandum and articles of association, the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2019). The Charity is a Public Benefit Entity as defined by FRS 102.

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

The financial statements have been prepared under the historical cost convention, [modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value]. The principal accounting policies adopted are set out below.

The consolidated financial statements incorporate those of Bradford Trident Limited and its subsidiary Bradford Trident Trading Limited.

All financial statements are made up to 31 March 2025. Where necessary, adjustments are made to the financial statements to bring the accounting policies used into line with those used by the parent.

All intra-group transactions, balances and unrealised gains on transactions between group companies are eliminated on consolidation.

1.2 Going concern

At the time of approving the financial statements, the Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Charitable funds

Unrestricted funds are available for use at the discretion of the Trustees in furtherance of their charitable objectives.

Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

Endowment funds are subject to specific conditions by donors that the capital must be maintained by the Charity.

1.4 Incoming resources

Income is recognised when the Charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

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

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

1 Accounting policies

(Continued)

Legacies are recognised on receipt or otherwise if the Charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.

1.5 Resources expended

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.

Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a staff time basis. No amounts have been included in the financial statements for services donated by volunteers.

The basis of allocation follows the delivery plan agreed with the Government Office for North Yorkshire and Humberside. Primarily this means that costs are designated to specific projects. However, in addition all management and administration expenses are included in that section of the statement of financial activities.

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

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

Freehold buildings 50 years straight line Fixtures, fittings and office 4 and 5 years straight line equipment

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.

1.7 Investment properties

Investment property, which is property held to earn rentals and/or for capital appreciation, is initially recognised at cost, which includes the purchase cost and any directly attributable expenditure. Subsequently it is measured at fair value at the reporting end date. The surplus or deficit on revaluation is recognised in profit or loss.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

1 Accounting policies

(Continued)

1.8 Fixed asset investments

Equity investments are measured at fair value through profit or loss, except for those equity investments which are not publicly traded and whose fair value cannot otherwise be measured reliably, which are recognised at cost less impairment until a reliable measure of fair value becomes available.

In the parent company financial statements, investments in subsidiaries are initially measured at cost and subsequently measured at cost less any accumulated impairment losses.

A subsidiary is an entity controlled by the group. Control is the power to govern the financial and operating policies of the entity so as to obtain benefits from its activities.

1.9 Impairment of fixed assets

At each reporting end date, the Charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.

If the recoverable amount of an asset is estimated to be less than its carrying amount, the carrying amount of the asset is reduced to its recoverable amount. An impairment loss is recognised immediately in income/ (expenditure for the year, unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.

Recognised impairment losses are reversed if, and only if, the reasons for the impairment loss have ceased to apply. Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised immediately, unless the relevant asset is carried in at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.

1.10 Cash and cash equivalents

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

1.11 Financial instruments

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

Financial instruments are recognised in the Charity's balance sheet when the Charity becomes party to the

contractual provisions of the instrument.

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

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

1 Accounting policies

(Continued)

Basic financial assets

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

Basic financial liabilities

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

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

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

Derecognition of financial liabilities

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

1.12 Employee benefits

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

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

1.13 Retirement benefits

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

2 Critical accounting estimates and judgements

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

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

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

3 Donations and legacies

Donations and legacies
Unrestricted
Restricted
funds
funds
2025
2025
£
£
Donations and gifts
48
-
Grants
90,249
5,786,417
90,297
5,786,417
Grants receivable for core activities
Betterstart - The National
Lottery Community Fund
-
5,699,641
Bradford Council - Preschool
Funding
90,249
-
Holiday Activities & Food
(HAFS)
-
9,000
National Lottery Community
Fund - Play Bradford
-
11,667
Parkside Power to Change
-
-
Active Travel Hub
-
3,185
Family Crisis
-
34,070
Cash for Kids - Cost of Living
-
1,231
Reboot Grant - Health
-
-
LSCG - Grant Community
Lunches
-
10,206
SIB Mayfield
-
17,168
Community Chest
250
90,249
5,786,418		 TotalUnrestricted
Restricted
funds
funds
2025
2024
2024
£
£
£
48
531
-
5,876,666
99,564
8,441,462
5,876,714
100,095
8,441,462
5,699,641
-
7,948,311
90,249
99,564
9,000
-
9,348
11,667
-
5,664
-
-
386,538
3,185
-
4,354
34,070
-
61,839
1,231
-
2,500
-
-
13,357
10,206
-
9,551
17,168
-
-
250
-
-
5,876,667
99,564
8,441,462		 Total
2024
£
531
8,541,026
8,541,557
7,948,311
99,564
9,348
5,664
386,538
4,354
61,839
2,500
13,357
9,551
-
-
8,541,026

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

4 Charitable activities

Charitable Share of joint Total Total Total Charitable Share of joint Share of joint Total Total
activities venture 2025 activities venture 2024
2025 2025 2024 2024
£ £ £ £ £ £
Sale of goods 57,056 - 57,056 82,850 - 82,850
Performance related
grants 349,686 - 349,686 426,271 - 426,271
Movement in value of joint
venture (see note 16) - 28,104 28,104 - (12,820) (12,820)
406,742 28,104 434,846 509,121 (12,820) 496,301
Resilient Bradford 99,112 - 99,112 98,830 - 98,830
BMDC Build Your Business 242,017 - 242,017 163,278 - 163,278
Good Things Foundation -
HMRC Grant 8,057 - 8,057 8,200 - 8,200
Better Place - - - 152,963 - 152,963
Health Messaging - Living Well
Workplace 500 - 500 3,000 - 3,000
349,686 - 349,686 426,271 - 426,271
5 Investments
Unrestricted Restricted **Total ** Unrestricted
funds funds funds
2025 2025 2025 2024
£ £ £ £
Rental income 894,479 - 894,479 833,164
Distribution from joint venture investments - - - 12,888
Interest receivable 20,722 36,416 57,138 71,169
915,201 36,416 951,617 917,221
6 Other income
**Unrestricted ** Unrestricted
funds funds
2025 2024
£ £
Sundry income 12,440 27,009

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

7
8		 Raising funds 2024
£
34,290
222,093
Fundraising and publicity
Agency cover
Staff costs
Fundraising and publicity
Charitable activities
Staff costs
Project costs
Share of support costs (see note 9)
Share of governance costs (see note 9)
Analysis by fund
Unrestricted funds
Restricted funds		 2025
£
31,576
406,623
438,199
438,199
2025
£
1,289,228
5,397,661
6,686,889
607,013
27,228
7,321,130
995,020
6,326,110
7,321,130
256,383
256,383
2024
£
1,399,245
6,387,972
7,787,217
854,293
26,624
8,668,134
1,241,810
7,426,324
8,668,134

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

9
Support costs
Staff costs
Printing, postage,
stationery and design
Repairs
Property expenses
Office costs
Other staff costs
Bad debts
Legal and professional
fees
Bank charges and
interest
Irrecoverable VAT
Sundry expenses
Audit fees
Meeting costs
Sundry expenses
Analysed between
Charitable activities		 Support
costs
Governance
costs
£
£
-
15,680
1,066
-
56,231
-
401,804
-
107,020
-
8,800
-
5,162
-
11,846
-
229
-
13,002
1,853
-
-
11,337
-
52
-
159
607,013
27,228
607,013
27,228		 2025
£
15,680
1,066
56,231
401,804
107,020
8,800
5,162
11,846
229
13,002
1,853
11,337
52
159
634,241
634,241		 Support
costs
Governance
costs
£
£
-
15,680
1,836
-
93,825
-
565,885
-
151,353
-
6,317
-
3,939
-
12,661
-
205
-
13,427
-
5,278
-
-
9,799
-
994
-
151
854,293
26,624
854,293
26,624		 2024
£
15,680
1,836
93,825
565,885
151,353
6,317
3,939
12,661
205
13,427
5,278
9,799
994
151
880,917
880,917

Governance costs includes payments to the auditors of £11,377 (2024- £9,799) for audit fees.

10 Taxation

The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.

11 Net gains/(losses) on investments

2025 2024
£ £
Revaluation of investment properties 450,000 -

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

12 Employees

Number of employees

The average monthly number of employees during the year was:

Project staff
Management and administration
Employment costs
Wages and salaries
Social security costs
Other pension costs		 2025
Number
52
17
69
2025
£
1,581,693
77,714
52,124
1,711,531		 2024
Number
55
18
73
2024
£
1,517,292
71,926
47,800
1,637,018

The number of employees whose annual remuneration was £60,000 or more were:

2025 2024
Number Number
£60,001 - £70,000 2 2

Contributions totalling £9,083 (2024: £9,785) were made to defined contribution pension schemes on behalf of employees whose emoluments exceed £60,000.

13 Retirement benefit schemes
2025 2024
Defined contribution schemes £ £
Charge to profit or loss in respect of defined contribution schemes 52,124 47,800

The Charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the Charity in an independently administered fund.

14 Trustees

None of the Trustees (or any persons connected with them) received any remuneration or benefits from the Charity during the current or prior financial year. Telephone expenses totalling £Nil were reimbursed to one trustee (2024: telephone expenses of £Nil to one trustee).

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

15
Tangible fixed assets - Group and Charity
Cost
At 1 April 2024
At 31 March 2025
Depreciation and impairment
At 1 April 2024
Depreciation charged in the year
At 31 March 2025
Carrying amount
At 31 March 2025
At 31 March 2024		 Freehold
buildings
£
2,328,553
2,328,553
163,705
37,901
201,606
2,126,947
2,164,847		 Fixtures,
fittings and
office
equipment
£
148,467
148,467
117,481
5,349
122,830
25,637
30,986		 Total
£
2,477,020
2,477,020
281,186
43,250
324,436
2,152,584
2,195,833

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

16 Investment property - Group and Charity

Fair value
At 1 April 2024
Net gains or losses through fair value adjustments
At 31 March 2025		 2025
£
3,138,568
450,000
3,588,568

The fair value of the investment properties has been arrived at on the basis of a valuation carried out at 31 March 2025 by the trustees, The valuation was made on an open market value basis by reference to market evidence of rental properties income for similar properties. The Trustees do not consider the value of the property to have changed since this date. There has been no more recent valuations.

17 Fixed asset investments - Group

Unlisted investments 2025
£
3,750
3,750		 2024
£
3,750
3,750

Movements in fixed asset investments

Cost or valuation
At 1 April 2023 & 31 March 2024
Carrying amount
At 31 March 2025
At 31 March 2024		 Shares
£
3,751
3,751
3,751

18 Fixed asset investments - Charity

Investments in subsidiaries
Unlisted investments		 2025
£
100
3,750
3,850		 2024
£
100
3,750
3,850

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

19 Programme related investments

At 1 April 2024
Additions
At 31 March 2025		 £
213,175
28,104
241,279

Programme related investments relates to a 25% share in Arise Yorkshire Limited, a company registered in England and Wales (Company number 08408211).

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

20 Subsidiaries

Name of undertaking and country of Name of undertaking and country of Nature of Class of % Held
business
incorporation or residency shareholding Direct
Bradford Trident Trading Limited England Trading of Ordinary 100.00
investment
property

The aggregate capital and reserves and the result for the year of subsidiaries was as follows:

Name of undertaking
Capital and
reserves
£
Bradford Trident Trading Limited
4,315
Company no. 05325181
21
Debtors
Amounts falling due within one year:
Trade debtors
Amounts due from subsidiary undertakings
Other debtors
Prepayments and accrued income
22
Creditors: amounts falling due within one year
Loans and overdrafts
Other taxation and social security
Trade creditors
Other creditors
Accruals
Turnover
£
1,931
Group
2025
£
71,710
-
18,833
270,823
361,366
Group
2025
£
25,752
70,567
601,720
12,409
1,191,728
1,902,176		 Turnover
£
1,931		 Expenses
Profit/(Loss)
£
£
1,931
-
Charity
2024
2025
2024
£
£
£
117,323
71,709
117,323
-
27,568
27,324
127
18,833
127
493,150
270,823
493,150
610,600
388,933
637,924
Charity
2024
2025
2024
£
£
£
-
25,752
-
43,676
70,567
43,676
1,149,329
601,720
1,149,329
4,809
12,409
4,809
763,783
1,190,077
762,470
1,961,597
1,900,525
1,960,284		 Expenses
Profit/(Loss)
£
£
1,931
-
Charity
2024
2025
2024
£
£
£
117,323
71,709
117,323
-
27,568
27,324
127
18,833
127
493,150
270,823
493,150
610,600
388,933
637,924
Charity
2024
2025
2024
£
£
£
-
25,752
-
43,676
70,567
43,676
1,149,329
601,720
1,149,329
4,809
12,409
4,809
763,783
1,190,077
762,470
1,961,597
1,900,525
1,960,284
2024
£
117,323
27,324
127
493,150
637,924
2024
£
-
43,676
1,149,329
4,809
762,470
1,960,284

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

23 Designated funds - Group and Charity

The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.

Balance at
1 April 2023
£
Investment Property Development Fund
220,000
Carbon Reduction Fund
90,000
Redundancy Fund
207,000
Contingency Fund
253,000
Buildings Reserve
30,000
Woodroyd
-
Park Lane
-
800,000		 Transfers
Balance at
1 April 2024
£
£
165,000
385,000
(30,000)
60,000
(89,000)
118,000
53,000
306,000
3,000
33,000
520,442
520,442
758,401
758,401
1,380,843
2,180,843		 Transfers
31
£
59,000
(35,000)
15,000
(6,000)
-
-
-
33,000		 Balance at
March 2025
£
444,000
25,000
133,000
300,000
33,000
520,442
758,401
2,213,843

The Investment Property Development Fund is funds set aside to develop a property with the intention to diversify the property portfolio and secure future income generation opportunities.

The Carbon Reduction Fund is funds set aside to enable the Charity to reduce its carbon footprint.

The Redundancy and Contingency Funds are funds set aside in the unlikely event of a significant loss in funding. The funds are not expected to be spent in the foreseeable future.

The Buildings Reserve is funds set aside for unexpected repairs to the buildings. Due to the nature of the fund the funds are not expected to be spent in the foreseeable future.

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

Restricted funds - Group Restricted funds - Group The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes: Movement in funds
Movement in funds		 Balance at
Incoming
Resources
Transfers
Balance at
Incoming
Resources
Transfers
Balance at		 1 April 2023
resources
expended
1 April 2024
resources
expended
31 March 2025		 £
£
£
£
£
£
£
£
£		 Woodroyd
520,442
-
-
(520,442)
-
-
-
-
-		 Park Lane
758,401
-
-
(758,401)
-
-
-
-
-		 Better Start
76,642
8,007,564
(7,121,339)
-
962,863
5,736,057
(6,256,499)
-
442,417		 Holiday Play Provision
-
9,348
(9,348)
-
-
9,000
(9,000)
-
-		 Parkside Extension
46,087
386,538
8,965
(441,590)
-
-
-
-
-		 Play Bradford
-
5,664
(5,664)
-
-
11,667
(11,667)
-
-		 BCE Investment in Shares
3,750
-
-
-
3,750
-
-
-
3,750		 Better Place
-
152,963
(152,963)
-
-
-
-
-
-		 Active Travel Hub
49,755
4,354
(54,109)
-
-
3,185
(3,185)
-
-		 Power to Change - Insulation Mayfield
4,619
-
(4,619)
-
-
-
-
-
-		 Family Crisis
-
61,839
(61,839)
-
-
34,070
(34,070)
-
-		 Cash for Kids - Cost of Living
-
2,500
(2,500)
-
-
1,231
(1,231)
-
-		 Reboot Grant - Health
-
13,357
(13,357)
-
-
-
-		 LSCG - Community Grant Lunches
-
9,551
(9,551)
-
-
10,206
(10,206)
-
-		 SIB Mayfield
-
-
-
-
-
17,168
-
17,168		 Community Chest
-
-
-
-
-
250
(250)
-
-		 1,459,696
8,653,678
(7,426,324)
(1,720,433)
966,613
5,822,834
(6,326,108)
-
463,335
24

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

24
Restricted funds - Group
(Continued)
Woodroyd and Park Lane relate to funds received from the European Regional Development Fund (ERDF) for work on the buildings. If these properties had been sold
before 2023, the monies may have been repayable.
Better Start relates to funds received from National Lottery Community Fund, City of Bradford Metropolitan District Council, Bradford District and City Clinical
Commissioning Groups, West Yorkshire Police and Bradford District Care Trust to help parents give their children the best start in life.
Holiday Play Provision is funds from Department of Education via Bradford Metropolitan District Council, for the purpose for holiday activities and food for local children.
Parkside extension spend relates to grants received to improve the sports hall from a variety of funders.
Play Bradford is funding from the National Lottery Community Fund via Bradford Community Play Partnership (Play Bradford) to support activities to enable children to
play out more.
BCE Investment in Shares is Bradford Trident’s holding in Bradford Community Energy community benefit co-operative.
Better Place is a commission from Better Start Bradford funded by the National Lottery Community Fund to provide support and activities for very young families to
engage with their local green spaces and to provide play opportunities for very young children.
Active Travel Hub is funding from West Yorkshire Combined Authority (WYCA) for support to help commuters adopt active travel modes of transport (walking, cycling
and scooting).
Power to Change – Insulation Mayfield is funding to help community business to make capital improvements to reduce their energy bills and so become more resilient
organisations.
Family Crisis is funding received from Bradford and District Integrated Care Partnership via Horton and City Health Collaboration (HCHC) for a partnership service with
Bradford Community Advice and Debts Service (BCADS) to provide advice and advocacy to families in crisis, particularly financial distress.
Cash for Kids – Cost of Living was funding for support to young children’s families that were particularly badly affected by the cost of living crisis via a food voucher
scheme.
Reboot Grant - Health was funding received from Bradford and District Integrated Care Partnership via HCHC into provide restorative activities for men’s groups.
LSCG – Community Grants Lunches was a Local Community Support Grant from Bradford Metropolitan District Council, to provide monthly lunches to isolated people in
the community.
SIB Mayfield – Social Invest Business Energy Resilience Fund blended finance (grant 40%, loan 60%) is for building fabric improvements and low carbon technologies.		 - 50 -

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

Movement in funds Incoming
Resources
Balance at		 resources
expended
31 March 2025		 £
£
£		 -
-
-		 -
-
-		 5,736,057
(6,256,499)
442,417		 11,667
(11,667)
-		 9,000
(9,000)
-		 -
-
-		 -
-
3,750		 -
-
-		 -
-
-		 -
-
-		 3,185
(3,185)
-		 -
-
-		 34,070
(34,070)
-		 1,231
(1,231)
-		 -
-
-		 10,206
(10,206)
-		 17,168
-
17,168		 250
(250)
-		 5,822,834
(6,326,108)
463,335
Balance at 1 April 2024 £ - - 962,863 - - - 3,750 - - - - - - - - - - - 966,613
Movement in funds Incoming
Resources
Transfers		 resources
expended		 £
£
£		 -
-
(520,442)		 -
-
(758,401)		 8,007,564
(7,121,339)
-		 5,664
(5,664)
-		 9,348
(9,348)
-		 386,538
8,965
(441,590)		 -
-
-		 -
-
-		 -
-
-		 152,963
(152,963)
-		 4,354
(54,109)
-		 -
(4,619)
-		 61,839
(61,839)
-		 2,500
(2,500)
-		 13,357
(13,357)
-		 9,551
(9,551)
-		 -
-
-		 -
-
-		 8,653,678
(7,426,324)
(1,720,433)
Balance at 1 April 2023 £ 520,442 758,401 76,642 - - 46,087 3,750 - - - 49,755 4,619 - - - - - - 1,459,692
Restricted funds - Charity Woodroyd Park Lane Better Start Play Bradford Holiday Play Provision Parkside Extension BCE Investment in Shares Cleaner Streets Log In, Check In, Move Up Better Place Active Travel Hub Power to Change Mayfield Insulation Family Crisis Cash for Kids - Cost of Living Reboot Grant - Health LCSG - Grant Community Lunches SIB Mayfield Community Chest
24

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

26 Related party transactions

Remuneration of key management personnel
The remuneration of key management personnel is as follows.
Aggregate compensation 2025
£
186,793		 2024
£
232,954
There were no other disclosable related party transactions during the year (2024 - none).

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

Transfers Balance at 31 March 2025 £
£		 -
463,335		 33,000
2,213,843		 (33,000)
4,711,030		 -
7,388,208		 Transfers Balance at 31 March 2025 £
£		 -
463,335		 33,000
2,213,843		 (33,000)
4,464,885		 -
7,142,063
Resources expended £ (6,326,110) - (983,219) (7,309,329) Resources expended £ (6,326,110) - (981,290) 7,307,400
Incoming resources £ 5,822,833 - 1,452,784 7,275,617 Incoming resources £ 5,822,833 - 1,422,749 7,245,582
Balance at 31 March 2024 £ 966,612 2,180,843 4,274,465 7,421,920 Balance at 31 March 2024 £ 966,612 2,180,843 4,056,426 7,203,881
Movement in funds Incoming
Resources
Transfers		 resources
expended		 £
£
£		 8,653,677
(7,426,324) (1,720,433)		 -
-
1,380,843		 1,328,411
(1,498,193)
339,590		 9,982,088
(8,924,517)
-		 Movement in funds Incoming
Resources
Transfers		 resources
expended		 £
£
£		 8,653,677
(7,426,324) (1,720,433)		 -
-
1,380,843		 1,339,300
(1,339,300)
339,590		 9,992,977
(8,765,624)
-
Balance at 1 April 2023 £ 1,459,692 800,000 4,104,657 6,364,349 Balance at 1 April 2023 £ 1,459,692 800,000 3,873,798 6,133,490
Funds Funds - Group Restricted funds Designated funds Unrestricted funds Funds - Charity Restricted funds Designated funds Unrestricted funds
27

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

Total 2024 £ 2,195,833 3,138,568 3,751 213,175 1,870,594 7,421,921 Total 2024 £ 2,195,833 3,138,568 3,850 1,865,629 7,203,880
Restricted funds 2024 £ - - 3,751 - 962,861 966,612 Restricted funds 2024 £ - - 3,751 962,861 966,612
Total Unrestricted
Designated		 funds
funds		 2025
2024
2024		 £
£
£		 2,152,584
916,990
1,278,843		 3,588,568
3,138,568
-		 3,750
-
-		 241,279
213,175
-		 1,402,026
5,733
902,000		 7,388,207
4,274,466
2,180,843		 Total
Unrestricted
Designated		 funds
funds		 2025
2024
2024		 £
£
£		 2,152,584
916,990
1,278,843		 3,588,568
3,138,568
-		 3,850
100
-		 1,397,061
768
902,000		 7,142,063
4,056,426
2,180,843
Unrestricted
Designated
Restricted		 funds
funds
funds		 2025
2025
2025		 £
£
£		 873,741
1,278,843
-		 3,588,568
-
-		 -
-
3,750		 241,279
-
-		 40,441
902,000
459,585		 4,744,029
2,180,843
463,335		 Unrestricted
Designated
Restricted		 funds
funds
funds		 2025
2025
2025		 £
£
£		 873,741
1,278,843
-		 3,588,568
-
-		 100
-
3,750		 35,476
902,000
459,585		 4,497,885
2,180,843
463,335
28
Analysis of net assets between funds - Group		 Fund balances at 31 March 2025 are represented by: Tangible assets Investment properties Investments Programme related assets Current assets/(liabilities) 28 Analysis of net assets between funds - Charity Tangible assets Investment properties Investments Current assets/(liabilities)

Docusign Envelope ID: 858379C5-5635-45C9-95F7-52DDA281302B

BRADFORD TRIDENT LIMITED

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

30
Analysis of changes in net funds
At 1 April 2024
Cash flowsAt 31
£
£
Cash at bank and in hand
3,221,591
(278,755)
Loans falling due within one year
-
(25,752)
3,221,591
(304,507)
31
Cash generated from operations - Group
2025
£
(Deficit)/surpus for the year
(33,712)
Adjustments for:
Investment income recognised in profit or loss
(951,617)
Fair value gains and losses on investment properties
(450,000)
Share of joint venture
(28,105)
Depreciation and impairment of tangible fixed assets
43,249
Movements in working capital:
Decrease in debtors
249,234
(Decrease) in creditors
(85,173)
Cash absorbed by operations
(1,256,124)
Cash generated from operations - Charity
2025
£
(Deficit)/surpus for the year
(61,818)
Adjustments for:
Investment income recognised in profit or loss
(950,886)
Fair value gains and losses on investment properties
(450,000)
Depreciation and impairment of tangible fixed assets
43,249
Movements in working capital:
Decrease in debtors
109,012
Increase/(decrease) in creditors
80,131
Cash absorbed by operations
(1,230,312)		 March 2025
£
2,942,836
(25,752)
2,917,084
2024
£
1,057,571
(917,221)
-
12,820
38,385
158,118
(880,101)
(530,428)
2024
£
1,070,391
(916,595)
-
38,385
157,628
(880,150)
(530,341)