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← Everyday Champions

2025-03-31-accounts

REGISTERED COMPANY NUMBER: 05986749 (England and Wales) REGISTERED CHARITY NUMBER: 1119240

Report of the Trustees and

Unaudited Financial Statements for the Year Ended 31 March 2025

for

Everyday Champions Ltd

Willsons Chartered Accountants Carlton House High Street Higham Ferrers Northamptonshire NN10 8BW

Everyday Champions Ltd

Contents of the Financial Statements for the Year Ended 31 March 2025

Page
Reference and Administrative Details 1
Chief Vision Officer & Snr Pastor Report 2 to 4
Report of the Trustees 5 to 13
Independent Examiner's Report 14
Statement of Financial Activities 15
Balance Sheet 16 to 17
Notes to the Financial Statements 18 to 29
Detailed Statement of Financial Activities 30 to 31

Everyday Champions Ltd

Reference and Administrative Details for the Year Ended 31 March 2025

TRUSTEES M J Sivers Mrs K A Poucher Teacher P D Rhodes Director (resigned 10.11.25) O Muoka Director C W Rylance (appointed 12.11.25) COMPANY SECRETARY M J Sivers REGISTERED OFFICE Unit 102 Building A4, Design District 10 Monro Way Greenwich London SE10 0EJ REGISTERED COMPANY 05986749 (England and Wales) NUMBER

REGISTERED CHARITY NUMBER 1119240

INDEPENDENT EXAMINER Willsons Chartered Accountants Carlton House High Street Higham Ferrers Northamptonshire NN10 8BW

Page 1

Everyday Champions Ltd

Chief Vision Officer & Snr Pastor Report for the Year Ended 31 March 2025

Chief Vision Officer & Senior Pastor Report - Gareth Morgan

As Leanne and I enter our 25th year of leading the church, I want to frame this report through the lens of that journey - a quarter century of calling, learning, stretching, and rediscovery.

Background

When I assumed leadership of the church from my dad in the year 2000, I knew my calling carried an apostolic edge. The first vision I cast before the church council was simple yet bold: to reach more people in more places with the good news of Jesus and His Kingdom. Twenty-five years later, it feels as though we are standing at the threshold of a new era - one where we have greater clarity than ever about what an apostolic mandate looks like when expressed through a local church in today's world. The past decade has required us to deconstruct the traditional Western, British concept of church and rebuild around unchangeable biblical principles and a discipleship-driven model. The church we have worked to shape is one that equips everyday people to influence their world for Christ.

Strategy for Everyday Champions

Our 5-10 Year Vision:

To build a scalable phygital* movement that transforms followers into change leaders.

*(combination of physical & digital)

Everything we do will continue to flow through two primary tracks:

i) Apostolic Mandate

Our vision is to create a community of Kingdom leaders-equipped and empowered to bring change within their spheres of influence. This includes supporting local churches and believers globally, fostering synchronicity and synergy across the Body of Christ.

Key Objectives

~Build global strategic relationships across churches, organisations, and networks. ~Develop a network that resources local churches and Christians worldwide.

~Support Kingdom initiatives aligned with our mission and values.

ii) The Local Church Expression

At Everyday Champions, we invest our resources into developing communities that foster transformative conversations, empowering each person to produce measurable Kingdom influence. Our church communities are built around coaching circles that meet midweek and weekends - online, in person, hybrid, and without geographic limits. Digital content drives these conversations, facilitated by trained coaches and hosts. Periodically, circles gather for larger social and corporate moments.

Key Objectives

~ Multiply circles across the UK and internationally.

~Develop and support leaders and coaches who facilitate and oversee circles.

~ Provide apostolic teaching and a discipleship framework that measures both spiritual maturity and disciple-making fruitfulness.

How We Will Achieve This

We will equip every person to live out the five discipleship objectives:

  1. Engage in personal mission (purpose)

  2. Encourage others (worship)

  3. Equip others through coaching (discipleship)

Page 2

Everyday Champions Ltd

Chief Vision Officer & Snr Pastor Report

for the Year Ended 31 March 2025

  1. Embrace challenge through goal-setting (growing faith)

  2. Exercise stewardship through planning (generosity)

iii) Organisational Approach

We must remain adaptive, innovative, and committed to simplicity in our operations. Simplicity scales.

Key Objectives

iv) Our Role

Part of our rediscovery journey has been clarifying our own role. Since 2018, I have been developing Personal Revolution Ltd with the aim of increasing knowledge, skill, insight, and influence. Through resources such as my books The Winning Conversation, Winning Keys, and Winning Motivation, we have been able to strengthen both people and organisations.

What has become increasingly clear is that this work is not merely an additional responsibility - it reflects a growing trend of co-vocational leadership among pastors and church leaders.

For many years, some leaders have taken on bi-vocational roles to supplement income. But co-vocational leadership is different: it is missional, integrated, and intentional.

Just as the Apostle Paul's tent making was not a side gig but a strategic vehicle, co-vocational work allows leaders to extend their influence into new spaces.

Bi-Vocational vs. Co-Vocational

Bi-Vocational Leader

Co-Vocational Leader

~ Example: A pastor who uses a business as an intentional missional environment.

In summary:

~Co-vocational = two callings, intentionally integrated.

As agreed with the directors, our role is now formally framed under consultancy. Personal Revolution will continue functioning as a leadership, coaching, and organisational consultancy, enabling Everyday Champions to benefit from best practices across multiple sectors. This strengthens our ability to equip people in all seven pathways of society: business, education, family, faith, government, media, arts/entertainment/sport.

Conclusion

We are building a community for people who sense they are called to something more-a place to gain clarity, focus, and sustained momentum toward the work God has entrusted to them.

We grow together in purpose, influence, and impact as we align who we are with what we are called to do.

This is more than a traditional institutional church; it is a disciple-making movement that integrates personal discipleship with professional development, helping people live and lead as one integrated life before God.

Page 3

Everyday Champions Ltd

Chief Vision Officer & Snr Pastor Report for the Year Ended 31 March 2025

In this movement, we:

Together, we are becoming a people who live with alignment, lead with authenticity, and advance the Kingdom wherever we are planted.

Final Thoughts

This journey has not been comfortable. There have been moments where returning to familiar patterns seemed appealing. Yet we remain committed to this path of rediscovery.

Words cannot adequately express how grateful we are for the church family that has championed us, trusted us, prayed for us, encouraged us, and sacrificially supported the mission - with homes, time, energy, and finances.

We have come a long way - and there is so much more yet to uncover.

Page 4

Everyday Champions Ltd

for the Year Ended 31 March 2025

Report of the Trustees

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

OBJECTIVES AND ACTIVITIES

Objectives and aims

Each of the objectives of the charity apply in such parts of the United Kingdom or the world as the directors from time to time may think fit. In practice this includes but is not exclusive to (i) Newark in Nottinghamshire, (ii) Wellingborough in Northamptonshire and (iii) London (mainly Greenwich Borough).

The objectives are to:

Page 5

Everyday Champions Ltd

for the Year Ended 31 March 2025

Report of the Trustees

OBJECTIVES AND ACTIVITIES Significant activities Opening Statement

Everyday Champions is committed to coaching everyday people to unlock their God-given potential to impact their world for Jesus.

In the next 5-10 years our vision is to build a scalable phygital (digital and physical) church family that turns followers into change leaders.

We create and facilitate transformational conversations through simple, relational practices-coffee, conversation, coaching, and celebrating progress. We measure success by the moments of movement we see within our three discipleship environments:

Crowd - Quarterly EC "All-In" gatherings

Core - Growth Circle coaching groups meeting weekly (currently 11 official circles) Close - Organic 1-to-1 development and discipleship conversations

Our focus is to build community around meaningful conversation by creating welcoming, vibrant environments. These settings serve every age group, offering friendship, opportunities to explore the Christian faith, and access to pastoral care, practical support, and spiritual development.

We aim for every member to actively contribute to our vision, equipping them through our coaching circles and "All-In" gatherings to love and serve our communities.

Everyday Champions invests its resources into developing communities that foster transformative conversations and empower people to create measurable Kingdom influence. Our church communities are built around coaching circles that meet online, in person, and in hybrid formats, unrestricted by geography. Digital content drives these conversations, supported by trained coaches and hosts, with periodic gatherings for larger social and corporate moments.

Our growth is measured in quality as well as quantity of people. We look for the following five outcomes as evidence that we are creating healthy disciples for Jesus Christ:

Disciples engage in mission -number of members engaged through the church in community and world mission

Outcome: 'I love to share the impact my relationship with Jesus has had on my life and am actively looking to be an impact in my pathway.'

Disciples worship -worship attendance

Outcome: 'I am regularly meeting physically to share communion, worship, fellowship and pray with other believers. having enough of the right conversations.'

Disciples make new disciples -number of new professions of faith

Outcome: 'I have publicly declared my faith in Jesus and continue to immerse myself deeper in his word and act on it which helps me become who I am in Christ.'

Disciples engage in growing their faith -number of small groups to grow the faith of disciples

Outcome: 'I have active relationships where I help model discipleship and I seek out relationships that will stretch my faith and help me grow.'

Page 6

Everyday Champions Ltd

for the Year Ended 31 March 2025

Report of the Trustees

OBJECTIVES AND ACTIVITIES

Disciples give to mission -amount of money given beyond the local church for community and world mission

Outcome: 'I am regularly aligning my choices to the principles of God's word.'

Key Quarterly Milestones

April-July 2024 - Transition From Buildings to Homes

During this period, we prepared to vacate our buildings and transition our gatherings into homes for an initial three- to four-month trial. The purpose of this shift was to explore a more relational model built around shared meals, engagement with online teaching content, and a monthly corporate gathering in a hired venue.

We formally concluded our use of the buildings and completed all necessary steps to prepare them for sale. Weekend circles relocated into homes, with full support provided to circle coaches as they took on the responsibility of hosting their groups. Each coaching circle included a shared meal, reinforcing our intentional emphasis on the Acts 2 practice of "breaking bread" together.

This transition marked a renewed commitment to rediscovering the foundational rhythms of Acts 2:42-47. Notably, several individuals who initially expressed hesitation later affirmed how significantly this model enhanced their discipleship journey and spiritual growth.

August - December 2024 - Review of the Initial Homes Phase

Following strong engagement and positive feedback, we extended the homes-based model through to the end of the year for a second review. During this time, the Wellingborough building sale was successfully completed after a thorough sales process.

Circles were encouraged to host social meet-ups as opportunities for outreach and invitation. These included activities such as bowling, meals out, and informal gatherings in bars, restaurants, and homes - all of which strengthened community and created entry points for new people.

Our content continued to be delivered digitally, with notable increases in engagement from individuals not yet part of coaching circles. This raised an important strategic question: how do we integrate people connecting with us online into the discipleship pathway? This challenge has shaped several of our next steps.

January - March 2025 - The Year of Focus

We launched the year with the theme "The Year of Focus", emphasising the development of effective pathways to equip our people in the five objectives of a healthy disciple, as outlined in the CVO report.

We committed to three key initiatives:

1. Quarterly "All-In" Gatherings

Shifting from monthly to longer quarterly gatherings allows us to devote more time to equipping, training, worship, and prayer. These gatherings are designed to be strategic touchpoints where we shape, strengthen, and measure the discipleship process.

2. Three Annual Campaigns

Each campaign is a 10-week immersive learning journey aligned with the three school terms. Our objective this year was to establish the first full version of our discipleship coaching pathway. The three campaigns-Identity, Impact, and Influence-provide the essential foundational building blocks for forming healthy, high-producing disciples who are able to reproduce themselves.

Page 7

Everyday Champions Ltd

for the Year Ended 31 March 2025

Report of the Trustees

OBJECTIVES AND ACTIVITIES

3. Leadership Development

Raising up circle coaches is essential to multiplying discipleship impact. We believe that within three years of beginning the discipleship journey, any committed individual can be equipped to lead a coaching/disciple-making circle.

Financial Picture

The building journey has taken significantly longer than anticipated. While the Wellingborough building sold within a relatively short timeframe, the Newark building remains unsold at the time of writing, although there has been ongoing interest. We remain open to both lease and sale options.

Selling the Newark building in the short term is critical. Carrying the cost of an empty building restricts our ability to establish a strong long-term financial base and delays potential strategic opportunities that may be required as part of the ongoing development of this model.

We want to again acknowledge the unwavering faithfulness of our members in their tithes and offerings. Without this continued generosity, our faith community could not function. We are deeply grateful for those who have sacrificially given time, energy, and resources throughout this transition to help bring God's vision for Everyday Champions to life.

'A Global family online, serving local people in the name of Jesus'

Public benefit

The trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the aims and objectives and in planning the future activities. In particular the trustees consider how planned activities will contribute to the aims and objectives that have been set as explained below.

Page 8

Everyday Champions Ltd

Report of the Trustees

for the Year Ended 31 March 2025

ACHIEVEMENTS AND PERFORMANCE

Charitable activities

Since 2020, we have operated as a digitally-driven yet physically-present movement. Our content is delivered digitally, while coaching circle hosts and leaders facilitate conversation and discipleship in person. This hybrid model allows us to meet anytime, anywhere, in homes, cafés, workplaces, and online spaces. Everyday Champions exists to equip people from every walk of life to impact their world for Jesus - on any day, at any time, with anyone, anywhere.

We often say that simplicity scales, and that conviction sits at the heart of our approach. Although our digital tools are new, the idea itself is not. The early church met daily, as described in Acts 2:42, gathering in various places with devotion and purpose. That simplicity enabled them to multiply rapidly, especially during times of pressure and persecution.

While our model is still in its early stages, we are already beginning to see the fruit of its impact. Below are several stories from this first phase…

These stories come from everyday people - Everyday Champions, people of impact. From this sample, we can already see clear evidence of the three core objectives at work:

Furtherance of Education: Applying biblical teaching personally and professionally in ways that positively influence society.

Furtherance of Religion: Experiencing holistic spiritual growth that naturally overflows into sharing faith with others.

Relief of Poverty: Addressing poverty in all its forms - physical, material, emotional, motivational, and social.

Person of impact: Mum to young children in her 30's working as a receptionist

Pathway for impact: The Family

Evidence of applied education: "I can approach every interaction from a place of strength. When you feel worthless its hard to celebrate others and even connect to others. Knowing I am valuable means I can build others up, encourage, celebrate their achievements and find something in common. I can show others the love of Jesus so they too can be transformed. Knowing who I am and why I am alive means I can serve others wholeheartedly."

Evidence of spiritual growth: "My life has been transformed from the inside out. Outwardly it looks the same, same job same house same circumstances but inside I have changed from feeling worthless to knowing I am valuable."

Evidence of helping to relieve social poverty: "Now make connections with people wherever I am, walking down the street, at the school gates, children's activities etc. I don't want a world stood next to each other but not connecting to each other. I choose to create change by being the first to start a conversation."

Person of impact: Retired volunteer

Pathway for impact: Healthcare

Evidence of applied education: "It's encouraged me to organise times to get together with others ( Christian and non Christian) we need to be there for each other."

Evidence of spiritual growth: "My faith has grown so much . In times of difficulty I am reminded of patience and peace and that the Lord loves me."

Evidence of helping to relieve social poverty: "Working with end of life people they just need love and support and Hope. It's very humbling and rewarding to show Jesus to them. Being asked to pray for situations is a blessing."

Person of impact: Retired volunteer

Page 9

Everyday Champions Ltd

Report of the Trustees for the Year Ended 31 March 2025

Pathway for impact: Faith & Family

Evidence of applied education: "Engaging in conversations. Conversations with people at the bowls club that I am associated with regarding why I adopted not to play games on a Sunday morning because church & faith were more important."

Evidence of spiritual growth: "I have become more open with my conversations & have come out of my comfort zone. A lady that I spoke with at the bowls has now made a commitment and started coming to Sunday & weekly circles."

Person of impact: Medical Doctor

Pathway for impact: Healthcare

Evidence of spiritual growth: "The value of excellence coming from knowing my identity in Christ. The value of a circle/discipleship. I have learnt by experience that whatever challenges I face; with God I can and will overcome them because I am working from the place of victory. I have grown in my skills because I haven't shied away from challenges. It hasn't been easy but I have had a circle that has encouraged me every step of the way."

Evidence of applied education: "At the end of last year/beginning of this year, moving house was a dream/vision. It seemed like it would never happen for so many reason. In fact, when I has to become a reality, I found it overwhelming. I had to be reminded by my circle and circle coach that this was an answer to prayer and see it as such. I remember Leanne's teaching-anticipation not apprehension. That was my motto each step of the way. God provided timely help practically, financially and emotionally. Our dream has come true! It is indeed God's blessing-adding no sorrow!"

"Our EC live streams and Circle content contain coaching questions that facilitate conversations helping people to open up about where they are in life, where they want to go and what they can do to get there. All our conversations are designed to empower every individual both young and old to take control of their lives, tap into the resources of relationships in the church and to set goals that ensure progress."

Evidence of helping to relieve social poverty: "I can encourage others with the same encouragement that I have received. Community and discipleship are so key to our growth and development"

Person of impact: Product Manager

Pathway for impact: Business

Evidence of spiritual growth: "I have learnt to trust God more and lean on him to guide me through tough times. Also, I have a clearer understanding of my assignment and how God wants me to make impact"

Evidence of applied education: "I show up daily, no matter how I feel or what I think. The goal is to make Jesus famous, whether we feel great or not!"

Evidence of helping to relieve social poverty: "EC teaches me that I am a disciple of God and I need to tell the world about Jesus through my actions, words and work. I have put this to good use in my workplace by helping others through difficult situations."

Other Impact Statements:

"I took a bold decision in my career and God has given me more than I could imagine It has grown and I'm able to encourage others"

"I feel I have come out of my comfort zone I've grown more in my faith I have enjoyed the teaching & applied it to my life"

"Friends & Family have noticed that I enter into conversations more having the confidence to speak out"

Page 10

Everyday Champions Ltd

for the Year Ended 31 March 2025

Report of the Trustees

"I decided to text someone /call or post on social media everyday a scripture or an encouragement to build people up in a world which drags them down"

Partnerships

We have continued to partner with global and local charities to help with the relief of sickness and financial hardship and to promote and preserve health. The charities we partnered with included the following:

~New Life Children's Centres, a UK charity we partner with that works in the Gambia to provide primary and secondary education through sponsorship. Everyday Champions continued to be the admin home for NLCC throughout this financial year. This space allowed the charity to retain the majority of its income for children's education in the Gambia. The centre in Newark acts as a drop off for the charity shop which provides a strong income for the charity. Many EC members volunteer to support the Charity Shop. Regular trips are starting to be planned during this period giving opportunity for EC members to play an active role on the ground in the Gambia. Many people sponsor children and teachers in the Gambia. This engagement also contributes to the advance of education in the Gambia.

~Compassion UK. A global charity committed to bringing relief of poverty in communities in Jesus name. People in the church are engaged in sponsoring children direct and where possible we provide compassion a platform to continue to develop sponsorship opportunities.

~EC* Essentials is our 'in-house' fund to help any person or family that is in need. It allows us to always be ready to meet day-to-day living needs that we become aware of either in the church or through the church.

Everyday Champions Operations Management

The management and operations of Everyday Champions are subcontracted to Personal Revolution as laid out in the CVO report. The organisation has been radically simplified and so currently does not require additional employees and associated support.

Safeguarding

All existing volunteers have current DBS checks where relevant. We have successfully addressed safeguarding concerns that have arisen. We pay for the services of CCPAS (Thirtyone:eight) as our advisory service in the area of safeguarding and online safeguarding training for all relevant staff and volunteers.

Conclusion

Stepping out of our physical buildings was a significant moment for both the church and the charity. Yet the transition has proved not only smooth but deeply fruitful. The stories throughout this report reaffirm that, as an organisation committed to creating impact through its people, we are moving in the right direction.

Our next priority is to scale that impact-by involving more people in the journey and by continually elevating the quality of our training and equipping.

Several years ago, we committed ourselves to a clear shift: from entertaining to equipping, from teaching to training, and from motivating to mobilising. We have stayed true to that conviction. As we step into the year ahead, we do so with confidence and expectation-ready for continued development, innovation, and expansion."

Page 11

Everyday Champions Ltd

Report of the Trustees

for the Year Ended 31 March 2025

FINANCIAL REVIEW

Financial position

Financial position Everyday Champion Centre in the year to 31 March 2025 had unrestricted net deficit of £19,268, excluding the net loss on disposal of fixed assets £84,782, (2024 - £2,378). The charity has a net current asset of £94,156 (2024 -net current liability of £89,122). The charity's unrestricted reserves position is £1,756,175 (excluding unrealised revaluations), of which reserves relating to tangible fixed assets and investment property less associated loans are £1,634,289, this leave a surplus on reserve of £121,886. This reserves position is discussed further in the Reserves Policy section below.

Reserves policy

Everyday Champions Centre is currently dependent on grants and donations to sustain its activities, as earned income alone would not allow the charity to continue operating.

To avoid closure if funding difficulties were to arise, the trustees have agreed to keep a certain level of financial reserves to ensure that main operations can continue for a period.

The main concerns of the trustees are to ensure: -that staff can continue working, primarily to secure new funding; -that users are supported to move on to other facilities and services if this proves to be necessary.

Excluding tangible fixed assets, unrestricted reserves at 31 March 2025 amounted to a surplus balance of £121,886.

We have reached the level of reserves we want in place, which is 25% of our annual income.

Going concern

The charity has a net current asset position of £94,156, an improvement from last year net laibility of £89,122.

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.

FUTURE PLANS

We have a clear and simple model that will require ongoing nurturing and development in the years ahead. As a result, we do not anticipate major new initiatives at this stage, beyond the continued innovation and refinement of the work already underway.

We are actively connecting with like-minded organisations and movements to learn, adapt, and grow collaboratively. Recognising that we are part of a much larger Kingdom movement, we aim both to contribute and to embrace what helps us better fulfil our objectives.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

Charity constitution

The charity is a company limited by guarantee and a registered charity. It is operated under the rules of its Memorandum and Articles of association dated 2 November 2006 and most recently amended 10 September 2010. It has no share capital and the liability of each member in the event of winding-up is limited to £1.

Page 12

Everyday Champions Ltd

Report of the Trustees

for the Year Ended 31 March 2025

STRUCTURE, GOVERNANCE AND MANAGEMENT

Recruitment and appointment of new trustees

There were no new trustee appointments during this financial year. We continued our efforts to identify and recruit additional directors to strengthen the breadth and depth of experience and skills on our board.Risk management

The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error.

Risk management

The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error.

Approved by order of the board of trustees on 10 December 2025 and signed on its behalf by:

----- Start of picture text -----
SIGN
----- End of picture text -----

M J Sivers - Trustee

Page 13

Independent Examiner's Report to the Trustees of Everyday Champions Ltd

Independent examiner's report to the trustees of Everyday Champions Ltd ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 March 2025.

Responsibilities and basis of report

As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under Section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under Section 145(5) (b) of the 2011 Act.

Independent examiner's statement

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

  1. accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or 2. the accounts do not accord with those records; or

  2. the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or

  3. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)).

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Craig Baird, FCA

The Institute of Chartered Accountants in England and Wales

Willsons Chartered Accountants Carlton House High Street Higham Ferrers Northamptonshire NN10 8BW

19 December 2025

Page 14

Everyday Champions Ltd

Statement of Financial Activities

(Incorporating an Income and Expenditure Account) for the Year Ended 31 March 2025

Notes
INCOME AND ENDOWMENTS FROM
Donations and legacies
Investment income
2
Other income
Total
EXPENDITURE ON
Raising funds
3
Charitable activities
4
Charitable activities undertaken directly
Total
Net gains on investments
NET INCOME/(EXPENDITURE)
Other recognised gains/(losses)
Gains/(losses) on revaluation of fixed assets
Net movement in funds
RECONCILIATION OF FUNDS
Total funds brought forward
TOTAL FUNDS CARRIED FORWARD		 Unrestricted
funds
£
127,187
49,037
20,722
196,946
-
300,996
300,996
-
(104,050)
(34,409)
(138,459)
2,219,827
2,081,368		 Restricted
funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-		 31.3.25
Total
funds
£
127,187
49,037
20,722
196,946
-
300,996
300,996
-
(104,050)
(34,409)
(138,459)
2,219,827
2,081,368		 31.3.24
Total
funds
£
196,536
44,461
17,386
258,383
3,683
257,078
260,761
274,100
271,722
722,458
994,180
1,225,647
2,219,827

The notes form part of these financial statements

Page 15

Everyday Champions Ltd

Balance Sheet

31 March 2025

Notes
FIXED ASSETS
Tangible assets
11
Investments
Investments
12
Investment property
13
CURRENT ASSETS
Debtors
14
Cash at bank
CREDITORS
Amounts falling due within one year
15
NET CURRENT ASSETS
TOTAL ASSETS LESS CURRENT
LIABILITIES
CREDITORS
Amounts falling due after more than one year
16
NET ASSETS
FUNDS
19
Unrestricted funds
TOTAL FUNDS		 Unrestricted
funds
£
1,879,990
-
360,000
2,239,990
3,303
142,054
145,357
(51,201)
94,156
2,334,146
(252,778)
2,081,368		 Restricted
funds
£
-
-
-
-
-
-
-
-
-
-
-
-		 31.3.25
Total
funds
£
1,879,990
-
360,000
2,239,990
3,303
142,054
145,357
(51,201)
94,156
2,334,146
(252,778)
2,081,368
2,081,368
2,081,368		 31.3.24
Total
funds
£
2,784,183
2
360,000
3,144,185
7,266
9,118
16,384
(105,506)
(89,122)
3,055,063
(835,236)
2,219,827
2,219,827
2,219,827

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2025.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2025 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

The notes form part of these financial statements

continued...

Page 16

Everyday Champions Ltd

Balance Sheet - continued

31 March 2025

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.

The financial statements were approved by the Board of Trustees and authorised for issue on 10 December 2025 and were signed on its behalf by:

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SIGN
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M J Sivers - Trustee

The notes form part of these financial statements

Page 17

Everyday Champions Ltd

Notes to the Financial Statements for the Year Ended 31 March 2025

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention, with the exception of investments which are included at market value, as modified by the revaluation of certain assets.

Everyday Champions Centre is a company limited by guarantee in England. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The address of the registered office is given in the charity information page of these financial statements. The nature of the charity's operations and principal activities are detailed in the trustees report.

Preparation of consolidated financial statements

The financial statements contain information about Everyday Champions Ltd as an individual company and do not contain consolidated financial information as the parent of a group. The charity is exempt under Section 399(2A) of the Companies Act 2006 from the requirements to prepare consolidated financial statements.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

The following specific policies are applied to particular categories of income: For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.

Donated facilities and donated professional services are recognised in income at their fair value when their economic benefit is probable, it can be measured reliably and the charity has control over the item.

Income from trading activities includes income earned from rental income, fundraising events and trading activities to raise funds for the charity. Income is received in exchange for supplying goods and services in order to raise funds and is recognised when entitlement has occurred.

The charity receives government grants in respect of operation requirements. Income from government and other grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.

Income from investments is included in the year in which it is receivable.

No amount is included in the financial statements for volunteer time in line with the SORP (FRS 102).

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, 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 accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

continued...

Page 18

Everyday Champions Ltd

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

1. ACCOUNTING POLICIES - continued

Expenditure

It is categorised under the following headings:

Costs of raising funds includes the costs associated with attracting voluntary income and the costs of trading for fundraising purposes;

Expenditure on charitable activities includes those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them; and

Other expenditure represents those items not falling into the categories above.

Allocation and apportionment of costs

Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs, governance costs. They are incurred directly in support of expenditure on the objects of the charity. Where support costs cannot be directly attributed to particular headings they have been allocated to cost of raising funds and expenditure on charitable activities on a basis consistent with use of the resources.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Freehold property - 2% on cost
Fixtures, fittings & equipment - 33% on cost
Computer equipment - 33% on cost

Tangible fixed assets are stated at cost (or deemed cost) or valuation less accumulated depreciation and accumulated impairment losses. Cost includes costs directly attributable to making the asset capable of operating as intended.

Investment property

Investment property is shown at most recent valuation. Any aggregate surplus or deficit arising from changes in fair value is recognised in the Statement of Financial Activities.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Hire purchase and leasing commitments

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to charitable company's the pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

continued...

Page 19

Everyday Champions Ltd

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

2. INVESTMENT INCOME

Rents received
Deposit account interest
3.
RAISING FUNDS
Investment management costs
Support costs
4.
CHARITABLE ACTIVITIES COSTS
Charitable activities undertaken directly
5.
DIRECT COSTS OF CHARITABLE ACTIVITIES
Trustees' remuneration etc
Staff costs
Rent
Rates and water
Insurance
Light and heat
Telephone
Stationery and office costs
Sundries
Repairs & renewals
Cleaning & laundry
Motor and travel expenses
Computer and subscriptions
Staff welfare & training
Purchases - food
Donations
Donations - MIY
Venue hire and activities
Gifts and donations
Depreciation
Loss on sale of assets		 Direct
Costs (see
note 5)
£
161,768		 31.3.25
£
48,902
135
49,037
31.3.25
£
-
Support
costs (see
note 6)
£
139,228
31.3.25
£
-
677
2,144
426
1,693
15,894
1,097
590
678
13,742
749
1,440
5,841
150
2,423
155
-
150
415
8,000
105,504
161,768		 31.3.24 31.3.24 31.3.24
£
44,460
1
44,461
31.3.24
£
2,030
Totals
£
300,996
31.3.24
£
2,487
5,270
-
974
5,932
15,969
3,466
1,543
1,278
12,301
2,843
1,883
5,709
145
5,652
-
54,704
-
747
7,369
-
128,272

continued...

Page 20

Everyday Champions Ltd

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

6. SUPPORT COSTS

Charitable activities undertaken directly
Support costs, included in the above, are as follows:
Connect loan closed
Bank charges
Interest payable and similar charges
Accountancy fees
Legal and professional fees
Bookeeping fees
Personal Revolution		 Governance
Finance
costs
£
£
56,675
82,553
31.3.25
Charitable
activities
undertaken
directly
£
-
859
55,816
4,797
1,526
630
75,600
139,228		 Totals
£
139,228
31.3.24
Total
activities
£
2,030
1,901
65,460
2,004
2,753
2,688
54,000
130,836

7. NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

31.3.25 31.3.24
£ £
Depreciation - owned assets 8,000 7,369
Other operating leases 2,144 1,653
(Deficit)/surplus on disposal of fixed assets 84,782 (17,386)
TRUSTEES' REMUNERATION AND BENEFITS
31.3.25 31.3.24
£ £
Trustees' salaries - 2,487

8. TRUSTEES' REMUNERATION AND BENEFITS

Gross salaries and benefits paid in the year to trustees are detailed follows: For pastoral duties S Gill received £Nil (2024 - £2,487). S Gill resigned as a trustee director on 10 April 2023.

As an employee of the charity, the wife of the trustee S Gill received a salary and benefits of £Nil (2024 - £2,235).

A related party transaction with key management is disclosed in the related party note.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 March 2025 nor for the year ended 31 March 2024.

continued...

Page 21

Everyday Champions Ltd

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

9. STAFF COSTS

The average monthly number of employees during the year was as follows:

Support
No employees received emoluments in excess of £60,000.
10.
COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES
Unrestricted
funds
£
INCOME AND ENDOWMENTS FROM
Donations and legacies
196,536
Investment income
44,461
Other income
17,386
Total
258,383
EXPENDITURE ON
Raising funds
3,683
Charitable activities
Charitable activities undertaken directly
257,078
Total
260,761
Net gains on investments
274,100
NET INCOME
271,722
Other recognised gains/(losses)
Gains on revaluation of fixed assets
722,458
Net movement in funds
994,180
RECONCILIATION OF FUNDS
Total funds brought forward
1,225,647
TOTAL FUNDS CARRIED FORWARD
2,219,827		 31.3.25
1
Restricted
funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-		 31.3.24 31.3.24
2
Total
funds
£
196,536
44,461
17,386
258,383
3,683
257,078
260,761
274,100
271,722
722,458
994,180
1,225,647
2,219,827

continued...

Page 22

Everyday Champions Ltd

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

11. TANGIBLE FIXED ASSETS

TANGIBLE FIXED ASSETS
COST OR VALUATION
At 1 April 2024
Disposals
Revaluations
At 31 March 2025
DEPRECIATION
At 1 April 2024
Charge for year
Eliminated on disposal
At 31 March 2025
NET BOOK VALUE
At 31 March 2025
At 31 March 2024		 Freehold
property
£
2,787,343
(862,542)
(34,409)
1,890,392
7,335
6,624
(3,557)
10,402
1,879,990		 Fixtures,
fittings
& equipment
£
89,542
(89,542)
-
-
85,367
1,376
(86,743)
-
-		 Computer
equipment
£
3,402
(3,402)
-
-
3,402
-
(3,402)
-
-		 Totals
£
2,880,287
(955,486)
(34,409)
1,890,392
96,104
8,000
(93,702)
10,402
1,879,990
2,780,008 4,175 - 2,784,183

Cost or valuation at 31 March 2025 is represented by:

Valuation in 2015
Valuation in 2024
Valuation in 2025
Cost		 Freehold
property
£
(539,299)
624,802
(34,409)
1,839,298
1,890,392

The freehold and investment property have been revalued during 2025 based on actual market value on disposal.

continued...

Page 23

Everyday Champions Ltd

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

12. FIXED ASSET INVESTMENTS

FIXED ASSET INVESTMENTS
Shares in
group
undertakings
£
MARKET VALUE
At 1 April 2024 2
Disposals (2)
At 31 March 2025 -
NET BOOK VALUE
At 31 March 2025 -
At 31 March 2024 2

There were no investment assets outside the UK.

The company's investments at the balance sheet date in the share capital of companies include the following:

Café Connect of Newark Ltd
Registered office: UK
Nature of business: Café
%
Class of share: holding
Ordinary 100
31.3.25 31.3.24
£ £
Aggregate capital and reserves - (436)
Loss for the year - (6,935)
Everyday Champions (Conferences) Ltd
Registered office: UK
Nature of business: Conferences
%
Class of share: holding
Ordinary 100
31.3.25 31.3.24
£ £
Aggregate capital and reserves - (2,977)
Loss for the year - (2,978)

The subsidiaries were used for non-primary purpose trading activities, ceased trading on 31 March 2024 and dissolved on 22 April 2025.

continued...

Page 24

Everyday Champions Ltd

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

13. INVESTMENT PROPERTY

FAIR VALUE
At 1 April 2024
and 31 March 2025
NET BOOK VALUE
At 31 March 2025
At 31 March 2024
Fair value at 31 March 2025 is represented by:
Valuation in 2024
Cost
14.
DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Trade debtors
Other debtors
15.
CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Bank loans and overdrafts (see note 17)
Other loans (see note 17)
Trade creditors
Credit card
Accrued expenses		 31.3.25
£
3,303
-
3,303
31.3.25
£
27,730
-
11,860
9,911
1,700
51,201		 £
360,000
360,000		 £
360,000
360,000
360,000
£
274,100
85,900
360,000
31.3.24
£
6,426
840
7,266
31.3.24
£
75,152
2,500
16,352
9,978
1,524
105,506

continued...

Page 25

Everyday Champions Ltd

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

16.
CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR
Bank loans (see note 17)
17.
LOANS
An analysis of the maturity of loans is given below:
Amounts falling due within one year on demand:
Bank loans
Other loans
Amounts falling between one and two years:
Bank loans - 1-2 years
Amounts falling due between two and five years:
Bank loans - 2-5 years
Amounts falling due in more than five years:
Repayable by instalments:
Bank loans more than 5 years by instalments
18.
SECURED DEBTS
The following secured debts are included within creditors:
Bank loans		 31.3.25
£
252,778
31.3.25
£
27,730
-
27,730
27,730
87,623
137,425
31.3.25
£
280,508
31.3.24
£
835,236
31.3.24
£
75,152
2,500
77,652
82,674
577,206
175,356
31.3.24
£
910,388

Bank loans are secured by legal charges over the freehold property of the charity and an unlimited debenture incorporating a fixed and floating charge.

continued...

Page 26

Everyday Champions Ltd

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

19. MOVEMENT IN FUNDS

Unrestricted funds
General fund
Revaluation reserve
TOTAL FUNDS
Net movement in funds, included in the above are a
Unrestricted funds
General fund
Revaluation reserve
TOTAL FUNDS		 At 1.4.24
£
1,762,568
457,259
2,219,827
2,219,827
s follows:
Incoming
resources
£
196,946
-
196,946
196,946		 Net
movement
in funds
£
(104,050)
(34,409)
(138,459)
(138,459)
Resources
expended
£
(300,996)
-
(300,996)
(300,996)		 Transfers
between
funds
£
97,657
(97,657)
-
-
Gains and
losses
£
-
(34,409)
(34,409)
(34,409)		 At
31.3.25
£
1,756,175
325,193		 At
31.3.25
£
1,756,175
325,193
2,081,368
2,081,368
Movement
in funds
£
(104,050)
(34,409)
(138,459)
(138,459)
(138,459)
(138,459)

Comparatives for movement in funds

Unrestricted funds
General fund
Revaluation reserve
TOTAL FUNDS		 At 1.4.23
£
1,764,946
(539,299)
1,225,647
1,225,647		 Net
movement
in funds
£
(2,378)
996,558
994,180
994,180		 At
31.3.24
£
1,762,568
457,259
2,219,827
2,219,827

continued...

Page 27

Everyday Champions Ltd

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

19. MOVEMENT IN FUNDS - continued

Comparative net movement in funds, included in the above are as follows:

Incoming
Resources
resources
expended
£
£
Unrestricted funds
General fund
258,383
(260,761)
Revaluation reserve
-
-
258,383
(260,761)
TOTAL FUNDS
258,383
(260,761)
A current year 12 months and prior year 12 months combined position is as follows:
Net
movement
At 1.4.23
in funds
£
£
Unrestricted funds
General fund
1,764,946
(106,428)
Revaluation reserve
(539,299)
962,149
1,225,647
855,721
TOTAL FUNDS
1,225,647
855,721		 Gains and
losses
£
-
996,558
996,558
996,558
Transfers
between
funds
£
97,657
(97,657)
-
-		 Movement
in funds
£
(2,378)
996,558
994,180
994,180
At
31.3.25
£
1,756,175
325,193
2,081,368
2,081,368

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:

Unrestricted funds
General fund
Revaluation reserve
TOTAL FUNDS		 Incoming
resources
£
455,329
-
455,329
455,329		 Resources
expended
£
(561,757)
-
(561,757)
(561,757)		 Gains and
Movement
losses
in funds
£
£
-
(106,428)
962,149
962,149
962,149
855,721
962,149
855,721

continued...

Page 28

Everyday Champions Ltd

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

20. RELATED PARTY DISCLOSURES

The charitable company has taken advantage of exemption, under the terms of Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland', not to disclose related party transactions with wholly owned subsidiaries within the group.

During the year Everyday Champions Ltd has incurred £75,600 (2024 - £54,000) of costs on leadership coaching and organisational consultancy work from Personal Revolution Limited. This company is owned by two key management, lead pastor and his wife, of the Church. At 31 March 2025 the balance owed to Personal Revolution Limited was £10,800 (2024 - £13,500).

During the year, the Trustees donated a total of £24,341 (2024 - £23,493) to the church.

21. CONTROL

The trustees control the charitable company.

Page 29

Everyday Champions Ltd

Detailed Statement of Financial Activities
for the Year Ended 31 March 2025
31.3.25 31.3.24
£ £
INCOME AND ENDOWMENTS
Donations and legacies
Offerings & collections 104,322 165,573
Donations 1,000 -
Gift aid 21,865 30,963
127,187 196,536
Investment income
Rents received 48,902 44,460
Deposit account interest 135 1
49,037 44,461
Other income
Gain on sale of tangible fixed assets 20,722 17,386
Total incoming resources 196,946 258,383
EXPENDITURE
Raising donations and legacies
Other operating leases - 1,653
Charitable activities
Trustees' salaries - 2,487
Wages 677 5,109
Social security - 126
Pensions - 35
Rent 2,144 -
Rates and water 426 974
Insurance 1,693 5,932
Light and heat 15,894 15,969
Telephone 1,097 3,466
Stationery and office costs 590 1,543
Sundries 678 1,278
Repairs & renewals 13,742 12,301
Cleaning & laundry 749 2,843
Motor and travel expenses 1,440 1,883
Computer and subscriptions 5,841 5,709
Staff welfare & training 150 145
Purchases - food 2,423 5,652
Donations 155 -
Carried forward 47,699 65,452

This page does not form part of the statutory financial statements

Page 30

Everyday Champions Ltd

Detailed Statement of Financial Activities for the Year Ended 31 March 2025

Detailed Statement of Financial Activities
for the Year Ended 31 March 2025
31.3.25 31.3.24
£ £
Charitable activities
Brought forward 47,699 65,452
Donations - MIY - 54,704
Venue hire and activities 150 -
Gifts and donations 415 747
Freehold property 6,624 7,335
Fixtures and fittings 1,376 -
Computer equipment - 34
Loss on sale of tangible fixed assets 105,504 -
161,768 128,272
Support costs
Management
Connect loan closed - 2,030
Finance
Bank charges 859 1,901
Bank loan interest 55,816 65,460
56,675 67,361
Governance costs
Accountancy fees 4,797 2,004
Legal and professional fees 1,526 2,753
Bookeeping fees 630 2,688
Personal Revolution 75,600 54,000
82,553 61,445
Total resources expended 300,996 260,761
Net expenditure (104,050) (2,378)

This page does not form part of the statutory financial statements

Page 31