**Trustees’ Annual Report and Unaudited Financial Accounts** for year ended 31 March 2025 **footholdcymru.org.uk** ## **Contents** ## **Welcome from Our Chairman and CEO .... 3** **Strategic Report** The Organisation .......................................13 ## **About Us** Our Vision, Mission and Values ..................... 4 What We Do ............................................... 5 Our Services............................................... 5 Our Strategic Priorities ................................ 6 ## **Trustees’ Report** Achievements and Performance.................. 8 Reducing Hardship...................................... 8 Increasing Environmental Justice................. 9 Building Strong Communities .....................10 Increased Engagement With Learning ..........11 Looking Forward to 2025/26 ...................... 12 **Case Studies ...................................... 16** ## **Financial Review** Income and Expenditure ........................... 20 Financial Performance 2024/25.................. 21 **Thank You ..........................................24** **References ........................................26** **2 Foothold Cymru** 2024/2025 Annual Report ## **Welcome from our Chairman and CEO** **our commitment to a Wales where social, economic, and environmental justice are within everyone’s reach. This has been a year defined by resilience-both in the challenges faced by Welsh communities and in the ways our collective strength continues to transform adversity into action.** The year brought new and evolving pressures; economic uncertainties, environmental risks, and persistent inequality continued to test our resolve. Yet, what emerged most powerfully was the extraordinary adaptability, solidarity, and resourcefulness shown by individuals and community groups alike. These qualities - born out of difficult times - have become the bedrock of the resilience we’ve seen prosper across Wales. Responding to these realities, Foothold Cymru has deepened its emphasis on building long-term resilience. We championed green skills initiatives, fostered opportunities for young people, and worked with our partners to develop creative responses to emerging needs. Across our services, the focus has been on equipping people and communities not just to cope, but to thrive, grow, and lead sustainable change. This year, we are especially grateful for the continued support and fresh commitment shown by new and longstanding partners, supporters, and volunteers. Your faith in our mission reinforces our drive to innovate and to ensure that our services remain rooted in the lived experiences and strengths of local communities. The progress documented in this report is a tribute to the compassion, persistence, and vision of everyone involved with Foothold Cymru - staff, volunteers, Board and Steering Committee members, partners, funders, and the many supporters who walk alongside us. Each contribution has made a tangible difference and helped lay the groundwork for a more resilient, equitable, and hopeful Wales. Thank you for your belief in our work. By building on our shared resilience, together we are shaping a future in which every person and community in Wales can flourish. ## **Mike Theodoulou Chief Executive Officer** ## **Fred Roberts Chair of Trustees** **Foothold Cymru** www.footholdcymru.org.uk **3** ## **About us** **Foothold Cymru is a social justice charity operating in West Wales with a 30+ year history of supporting communities to overcome challenges. Established in 1991, we have, over that time, supported over a quarter of a million residents through various initiatives designed to tackle the causes and consequences of hardship. We recognise that solutions and skills are found in the lived experiences of the people and communities affected by these challenges** ## **Our Vision** ## **Our Values** A world where people, communities and the planet flourish because our society is equitable, caring and collaborative. This vision builds on our existing commitment to creating a Wales “where people are thriving and not just surviving”. It recognises the interconnectedness of social, economic, and environmental well-being, and aspires to a future where everyone can fulfil their potential within healthy communities and a sustainable environment. ## **Our Mission** We enable people and communities to design and implement grassroots projects that enhance their capacity to overcome challenges and create sustainable solutions, building long-term community resilience. This mission reflects our strength-based approach, working with local people and communities to co-produce projects that build on their experience and insights. It acknowledges that communities possess the wisdom and agency to address their own challenges when provided with appropriate support and resources. Our role is to facilitate, enable, and amplify community-led initiatives rather than imposing external solutions. Our values guide how we work with communities, partners, and each other. They reflect our commitment to social justice and community empowerment: ## Community Wisdom We believe that communities possess invaluable knowledge and expertise based on lived experience. We recognise that “local people know their community the best and that everyone has something valued and unique to contribute”. ## Collaboration We work alongside communities, partners, and stakeholders, recognising that together we can achieve more than we can alone. We build relationships based on trust, respect, and mutual ## Empowerment We support individuals and communities to develop their capabilities, confidence, and agency to create the changes they want to see. We believe in people’s inherent strengths and potential. ## Innovation We embrace creativity and new approaches to addressing complex challenges. We learn from experience, adapt our methods, and continuously seek better ways to serve our communities. ## Sustainability We consider the long-term impact of our work on people, communities, and the planet. We develop solutions that meet current needs without compromising future generations’ ability to meet theirs. **4 Foothold Cymru** 2024/2025 Annual Report ## **What We Do** ## **Our Services** In West Wales, we believe learning should be accessible, relevant, and life-changing. Our programmes help children, young people, and adults build confidence, gain new skills, and discover their potential. We deliver practical, community-based learning that meets local needs and tackles barriers to opportunity. - School clubs and after-school activities that help children and young people explore creativity, teamwork, and community volunteering. **5** - Life skills sessions that build confidence, motivation, and independence—equipping participants to make positive choices at home, at school, and in the workplace. - Employment and career guidance to connect learning with real opportunities, helping people explore local job paths, apprenticeships, and training routes. Our services change lives and are grouped under the three themes: ## **LIVE AND THRIVE LEARN AND GROW PROTECT AND SUSTAIN** These are the areas which our community members tell us present the biggest challenges for them and where our evidence and feedback show we are making a positive, sustained impact. Each one is a vital part of our journey towards our vision of a Wales with social, economic and environmental justice for all; each area is connected, so our response must be too. - Hands-on workshops in cooking, gardening, and arts and crafts that nurture wellbeing, creativity, and sustainable living. - Financial literacy and parenting support workshops that strengthen family resilience and promote financial wellbeing. - Digital skills training to close the digital divide— enabling people to learn online, access services, Each activity is designed to inspire learning and open new possibilities. By combining practical skills with confidence-building experiences, we help people break down barriers, move forward, and shape stronger, fairer communities across West Wales. ## **Our Principles** ## **Community:** strong communities as loci for mutual support and the realisation of individual potential. Human enterprise and endeavour drive individuals and communities to address the challenges they face. ## **Sustainable Development:** through which the security of future generations is protected by the responsible practices and use of resources of the current generation. ## **Education:** both formal and informal, as a means by which individual potential can be realised. **Foothold Cymru** www.footholdcymru.org.uk ## **Our Strategic Priorities** ## **Collaboration:** We believe partnerships are essential for creating meaningful change. By working together with communities, businesses, other charities, and the public sector, we can pool resources and develop comprehensive solutions to social, environmental, and economic challenges. Collaboration makes our efforts more effective and inclusive. ## **Transparency:** Openness builds trust. We maintain transparency in our operations and decision-making to keep our stakeholders informed and involved. This approach reinforces our commitment to a just and fair Wales. ## **Sustainability:** We focus on long-term solutions that benefit current and future generations. By integrating sustainability into our work, we aim to create lasting positive change for people and the environment in Wales. ## **Empowerment:** We empower individuals and communities to shape their own futures, amplifying voices that are not always heard. Through education, skill-building, and advocacy, we provide the tools to support people to overcome hardship and inequality. This enables everyone to actively participate in achieving social justice. **----- Start of picture text -----**
October 24
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September 24
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**Village Store** We launched our brand-new Village Store, offering surplus, healthy, low-cost food and Llanelli’s first refill station – supported by Shared Prosperity funding. **----- Start of picture text -----**
August 24
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## **Summer Club** Helped by funding from the King’s Charles Fund, our annual summer club returned, offering free fun, games, friendship – and breakfast, lunch, and snacks for every child! By doing so, we’re supporting local families and helping stretch budgets during the costly summer months. **Cwtch Cynnes** Our new project, Cwtch Cynnes, supported by the Energy Redress scheme, helps households reduce energy costs and cut heat loss, sharing practical advice and support with the community. **----- Start of picture text -----**
November 24
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## **Tesco Community Champion** A big thank you to Tesco Community Champion Lisa for delivering surplus food to our store, received by our wonderful volunteer and trustee, Kath. **----- Start of picture text -----**
December 23
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## **Our Volunteers** A wonderful opportunity to thank every volunteer for their incredible support and dedication this year! **6 Foothold Cymru** 2024/2025 Annual Report **----- Start of picture text -----**
April 24
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## **Full Circle** 20 amazing volunteers joined the Full Circle project to clean our local beach! In just over an hour, they collected 33 bags of rubbish – an incredible effort on a stunning spring day! **----- Start of picture text -----**
May 24
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## **Green Warrior Day** At Green Warrior Day, our team chatted with the community about protecting the environment and helped children and young people learn all about recycling, reuse and repair. July 24 June 24 **Bike Library** Our bike library opened, lending refurbished bikes to the community to promote green transport, reuse and repair, and healthy, affordable fun for families. **Room Transformation** With help from Crest Ceilings and Partitions, we transformed two ground-floor rooms into one large, accessible meeting space – ready for our Summer of Fun Children’s club! January 25 February 25 March 25 ## **Volunteens in the Garden** Our young volunteers rolled up their sleeves to weed, clear, and prep the community garden, ready for spring planting. ## **Llanelli 1/2 Marathon** Rhys from Just Financial Services and Sam form Two Can Properties, ran the Llanelli Half Marathon, in support of our work. ## **Community Kitchen** Cooking Cannellini in our community kitchen – supporting the community to cook healthy, low-cost food from scratch. **Foothold Cymru** www.footholdcymru.org.uk **----- Start of picture text -----**
Trustees’ Report
Achievements and Performance
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## **Reducing Hardship** **Our vision of a poverty-free Wales drives us to alleviate hardship by addressing both immediate needs and the deeper root causes of deprivation. We empower local people to develop their own solutions - from community-run food hubs to sustainable gardening projects - creating a nurturing environment where individuals and families can thrive. Our priority is to build longterm resilience, ensuring everyone can reach their potential, with no one left behind.** ## Why Are We Needed West Wales continues to face rising levels of poverty and deprivation, frequently exceeding national averages. The relentless increase in living costs has brought unprecedented challenges, especially for households already under financial strain. The ongoing increases in energy and food prices are putting pressure on family incomes, making our work more vital than ever. ## What We Do ## Alleviating Household Financial Pressure - Our Community Store, community fridge and holiday clubs help family budgets to go further. - Provide personalised energy and budgeting advice to help households reduce bills and improve both financial and environmental sustainability. ## - Deliver money management courses, equipping people with the financial literacy and skills they need to manage their resources effectively - Offer mentoring from Family Guides who provide tailored support to families living on low incomes, helping them overcome challenges and develop resilience. ## Amplifying Lived Experience and Collaboration - Co-produce services in partnership with people with lived experience of poverty, ensuring our support remains accessible, relevant, and truly effective for those we serve. **----- Start of picture text -----**
Our Impact
■ Generated £612,214 in individual
household savings, directly
improving the financial stability of
people across our communities
■ Supported over 500 households
through our various services,
reducing food insecurity within
communities
■ Conducted over 250 advice
sessions, resulting in an average
increase of 30% in household
incomes
■
Delivered financial literacy training
to nearly 200 individuals, with 75%
reporting improved confidence in
money management
■ Advocated for local policy changes
to address poverty, contributing to
government initiatives that improve
support for low-income families.
Through these efforts, we’ve not only
provided immediate relief but also
empowered our community to build a
stronger, more secure future. Our
work remains essential amid ongoing
economic challenges, and we remain
committed to realising our vision of a
poverty-free Wales.
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**8 Foothold Cymru** 2024/2025 Annual Report ## **Increasing Environmental Justice** **We envision a Wales where economic progress goes hand in hand with environmental stewardship, creating communities that thrive without compromising future generations. By leading strategic zero-waste projects, delivering initiatives such as our e-waste programme, and supporting community activities like local food growing and litter picks, we champion environmental justice and amplify the voices of those rarely heard. While coherent government policies are essential, meaningful change happens locally. Our work promotes the circular economy by empowering communities to repair, reuse, and reduce waste - providing practical opportunities for everyone to play their part.** ## Why Are We Needed Foothold Cymru is essential as West Wales deals with mounting impacts from the climate crisis-from droughts and water shortages to air pollution, biodiversity loss, and declining green spaces. Many people in our communities want to adopt more sustainable habits, such as recycling, repairing, or reducing waste, but often lack the practical resources, skills, and platforms to get involved, leaving them excluded from both climate conversations and solutions. Persistent littering, poor air quality, and threats to natural spaces-including beaches and rivers-compound these challenges and affect people’s wellbeing. Foothold Cymru bridges these gaps by supporting local action, making zero-waste and circular economy practices accessible, and empowering residents to shape a more sustainable future together. The result is healthier neighbourhoods and greater resilience for all. ## What We Do Repair, Reuse and Resource Sharing - Run e-waste repair programmes for young people, providing refurbished devices for digital inclusion and diverting electronics - Facilitate a library of things, a bike library and swap events, encouraging sharing, borrowing, and exchange of resources - Operate repair cafés and upcycling workshops, giving people skills to fix or creatively transform items - Host clothes and uniform exchanges, supporting families while promoting reuse. Community Resource and Waste Reduction Initiatives - Manage a community repaint store and arts and crafts scrap store, making reused materials available for home improvement and creative projects - Support community composting, offering both a site and practical education. Greener Living and Environmental Education - Deliver zero-waste education sessions to empower sustainable living - Cultivate a community garden for sustainable food growing, supporting our community fridge and home gardening skills. ## Our Impact - Educated more than **500** households on zero-waste principles, with **82%** reporting reduced household waste - Organised exchange events where over **2,000** items found new homes - Through these activities, we have not only reduced waste and resource consumption but also fostered a stronger sense of community and environmental responsibility. Our work remains essential in building a more sustainable and equitable Wales, demonstrating that environmental action directly contributes to social and economic well-being. **Foothold Cymru** www.footholdcymru.org.uk **9** ## **Building Strong Communities** **At Foothold Cymru, strong communities are the foundation for lasting positive change. We empower local people to come together, identify shared challenges, and craft their own solutions by building skills, fostering collaboration, and unlocking the community’s existing strengths.** ## Why Are We Needed Across West Wales, social isolation remains a serious challenge-especially among older adults living alone and people in rural areas where access to services is limited. As our population ages, opportunities to connect and feel part of a thriving community become even more important. ## Our Impact - Supported over 500 households through volunteering, training, and peer support opportunities-82% of participants reported stronger connections in their communities Young people, meanwhile, often face barriers to getting involved in community life and volunteering. The latest figures show that only 25% of 16 to 24-year-olds and just 21% of people in the most deprived areas volunteer, compared to much higher rates among less deprived and older groups. This means too many young people miss out on the chance to gain skills, build confidence, and take their first steps into active citizenship. - Our volunteers, of all ages, contributed over 5500 hours during the year - Empowered local people and communities to shape local projects through regular co-production forums At the same time, many people of all ages can feel unsure about how to contribute or lack understanding of their role in community decision-making and local democracy. Building this knowledge is critical for stronger, more engaged communities. By supporting local people, building connections, and investing in community assets, we’re creating more resilient and engaged communities across Wales. Our ongoing work continues to drive greater civic participation and nurture a sense of belonging and shared purpose. By addressing these issues, Foothold Cymru helps bring people together, unlock local potential, and ensure everyone can play an active part in building a connected, resilient, and democratic Wales. ## What We Do ## Volunteering and Social Connection - Develop diverse volunteering programmes, enabling individuals to contribute their time, gain new skills, and build lasting relationships - Host community cohesion events - in partnership with Llanelli Multicultural Network - that celebrate diversity and understanding. ## Shared Spaces and Collaboration - Establish and maintain physical spaces and support groups for residents to gather, socialise, and share experiences - Facilitate co-production workshops that bring together diverse voices to design solutions which reflect true local needs. ## Training and Capacity Building - Deliver capacity-building programmes including training, mentoring, and hands-on experience in leadership, project management, and problem-solving - Focus on recognising and leveraging existing community strengths and resources. **10 Foothold Cymru** 2024/2025 Annual Report ## **Increased Engagement With Learning** **In Wales, education and lifelong learning are critical for enabling social mobility and economic justice. Increased engagement with learning empowers individuals to build valuable skills and knowledge, supporting their ability to succeed and contribute meaningfully to their communities. Education opens pathways out of poverty and helps everyone aspire to and achieve a better future.** ## Why Are We Needed In West Wales, education is a vital bridge to opportunity-but too many are being left behind. The number of young people not in education, employment, or training (NEET) continues to rise, reaching 15.1% for those aged 16–24 in 2025. Persistent child poverty in areas like Carmarthenshire-where nearly a third of children grow up in hardship-remains a stark barrier to achievement and aspiration. Many adults lack basic digital skills, widening the digital divide in our rural communities. West Wales trails the rest of the UK in core subjects like reading, mathematics, and science, with ongoing challenges in raising standards and closing attainment gaps. Only two-thirds of working-age adults in the region have achieved Level 2 qualifications, compared to nearly four in five across the UK-limiting access to meaningful work and cutting too many off from brighter prospects. These persistent inequalities demand a community driven response. A response that supports learning at every age, tackles disadvantage and gives everyone in West Wales the tools to thrive. ## Our Impact - Enabled over 300 children and young people to take part in afterschool clubs and volunteering, with 86% reporting improved skills and confidence - Supported 350 households through life skills, parenting, and financial wellbeing workshops, empowering them to make positive changes. 89% of participants left with practical skills they could use immediately in daily life or work - Partnered with local schools, businesses, and community groups to connect learning with real opportunities-leading to new internships and placements. Every programme delivers not just new skills, but renewed hope, confidence, and ambition-helping people break the cycle of poverty and shape their futures. **Foothold Cymru** www.footholdcymru.org.uk **11** ## **Looking Forward to 2025/26** **As Foothold Cymru enters 2025/26, our commitment to building resilient communities in West Wales is stronger than ever. Guided by our five-year strategic plan, we are focused on empowering communities to thrive in the face of complex social, economic, and environmental challenges.** In the coming year, our work will centre around four interconnected strategic priorities: ## **Financial Resilience:** We will continue to help households reduce expenses, increase financial literacy, and access employment and enterprise opportunities. Our initiatives will provide affordable food, resource-sharing schemes, and targeted advice-enabling families to build sustainable livelihoods and strengthen local economies. **Environmental Resilience:** Our zero-waste programmes, local food production initiatives, and climate adaptation projects will expand, helping communities lower their environmental impact and improve access to healthy ecosystems and green spaces. Together, we will champion environmental justice and equip people to adopt more sustainable practices. ## **Civic Resilience:** Social cohesion, volunteering, and active citizenship remain at the heart of our community approach. In 2025/26, Foothold Cymru will offer more opportunities for people to connect, participate, and shape local governance. We will support the growth of a skilled volunteer base and foster effective mechanisms for collective decision-making, ensuring no voice goes unheard. **Growing a Healthy, Values-led Organisation:** To continue delivering positive impact, we will invest in our staff, volunteers, governance, and internal systems. This includes promoting wellbeing and skills development, maintaining rigorous evaluation, and refreshing our strategies in response to changing needs. Throughout the year, we will stay true to our values: community wisdom, collaboration, empowerment, innovation, and sustainability. Our approach will be shaped by the lived experience and aspirations of local people, placing community voices at the forefront of everything we do. By moving forward together, Foothold Cymru will help create a Wales where people, communities, and the planet flourish. We look ahead with a clear purpose, confident that our collective action will deliver lasting change for present and future generations. Our monitoring and evaluation process will continue to guide improvements and inform our partners, funders, and stakeholders, keeping our work transparent, accountable, and rooted in real-world outcomes. **12 Foothold Cymru** 2024/2025 Annual Report ## **Strategic Report** ## **The Organisation** ## Objectives and aims of the organisation ## The Board ## Functions of the Board The charity’s objectives are to develop the capacity and skills of members of socially and economically disadvantaged communities in Wales, enabling them to better identify and meet their needs, and to participate more fully in society. This is achieved, but not limited to, the following: - Equipping disadvantaged or excluded individuals with the skills and competencies necessary to take responsibility for meeting their own needs and those of their communities - Delivering formal, informal, and community education programmes that offer disadvantaged individuals’ opportunities to gain nationally recognised qualifications or develop the knowledge, skills, and competencies required for independent living and the labour market - Promoting, providing, and facilitating volunteering, training, and work experience opportunities for unemployed or underemployed individuals facing challenges in the labour market. - Control of the charity, its property, and funds - Responsibility for the charity’s overall governance and strategic direction - Development of the aims, objectives, and organisational goals in line with the legal and regulatory framework of the sector and the charity’s governing document, striving for best governance practices - Upholding the fiduciary duty, ensuring public - Interviewing, appointing, and monitoring the work of senior staff. All trustees must sign a Code of Conduct and a Declaration and Register of Interest form. ## Main Responsibilities of the Board - **Managing performance and risk:** Developing and reviewing the organisation’s strategy, objectives, performance, statutory compliance, and risk while ensuring ongoing impact measurement - **Leadership and strategy:** Leading the organisation’s vision, mission, values, and strategic direction - **Strategic planning and implementation:** Agreeing on coherent strategic plans and timetables, monitoring performance, and reviewing outcomes and impact - **Communication:** Promoting the organisation’s work to external partners, stakeholders, and audiences - **Equality and diversity:** Championing equality and diversity throughout the organisation, particularly when working with disadvantaged communities - **Safeguarding:** Monitoring the charity’s conduct to ensure safeguarding standards are upheld. **Foothold Cymru** www.footholdcymru.org.uk ## Appointment and Induction of Trustees The articles of association state that the number of Trustees shall be no less than 3 and (unless otherwise determined by ordinary resolution) with no upper limit. During 2024/25, there were 12 Trustees on the Board, who serve as both charity Trustees and Directors of a company limited by guarantee, governed by charity and company law. Appointments are overseen by a committee of the Board, and Trustees serve an initial three-year term, with the option to be reappointed unless exceptional circumstances apply. Attention is paid to ensuring a wide range of skills and diversity, including gender, age, ethnicity, disability, and sexuality. We also prioritise the recruitment of local people with lived experience, which enriches the board’s skills, knowledge and experience. All new Trustees undergo an induction process that includes meetings with the Chair, CEO, and Senior Management Team, visits to projects, and detailed briefings on legal obligations under charity and company law, as well as Foothold Cymru’s specific policies. An annual skills review informs training and recruitment strategies. ## Board and Committee Structure The Board of Trustees plays a crucial role in the governance and oversight of our organisation. ## **Board Meetings** Our Board meets quarterly. These regular meetings allow the Board to stay informed about key developments, make timely decisions, and maintain effective oversight. Throughout the year, average attendance was 82%. ## **Committee Structure** To enhance efficiency and provide focused attention to specific areas, we have established a committee structure that supports the Board’s work: - **Finance, Risk, Audit, Governance and People Committee** Meeting quarterly, this committee oversees financial management, risk assessment, audit processes, and human resources matters. It ensures financial stability, monitors potential risks, and reviews audit findings to maintain organisational integrity. It is also responsible for maintaining and improving governance practices. It reviews policies, assesses Board performance, and ensures compliance with relevant regulations and best practices. This includes safeguarding - **Remuneration and Conditions of Service Sub Committee** This subcommittee meets once a year to set the salaries of senior staff and review conditions of service across the organisation. ## Board Effectiveness The structure adopted by the organisation allows our Board to: - Maintain regular oversight of organisational activities - Delve deeply into specific areas through committee work - Make informed decisions based on comprehensive reports and recommendations from committees - Respond promptly to emerging challenges and opportunities - Ensure a balanced focus on various aspects of Foothold Cymru’s governance. Further details on Board and committee membership are available on our website. **----- Start of picture text -----**
14 Foothold Cymru 2024/2025 Annual Report
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## The Senior ## Management Team The Chief Executive Officer (CEO) is appointed by the Trustees to oversee daily operations and has delegated authority for operational matters such as finance, employment, and performance management, as approved by the Board. The Board monitors and controls all delegated work through regular reporting. The CEO is supported by a Deputy Chief Executive and a Senior Management Team. As of the financial year-end, Foothold Cymru employed 18 staff members on part-time or full-time contracts. The organisation is a Real Living Wage employer and is committed to transparency, maintaining an ‘open door’ policy that encourages staff to engage with organisational activities, strategy, and performance. Additionally, a wellbeing officer supports staff by providing information, organising wellbeing events, and offering general support. ## Volunteers The charity was supported by 20 volunteers in 2024/25. Their skills and knowledge have been crucial in delivering our activities. ## Good Governance We comply with the Charity Governance Code in all material respects and have a programme for continual improvement. ## Raising Concerns Foothold Cymru has a whistleblowing policy that allows staff and volunteers to report concerns, alongside other processes such as grievance procedures. Complaints, grievances, and whistleblowing matters are fully investigated, and appropriate management or disciplinary actions are taken when necessary. ## Ethical Policy ## Safeguarding We have established systems to protect vulnerable individuals. This includes a Child Protection and Safeguarding Policy, a Safeguarding Adults at Risk Policy, a safeguarding code of conduct, and an online safeguarding policy. Trustees, staff, and volunteers undergo Disclosure and Barring Scheme (DBS) checks and safeguarding training, depending on the role. The organisation’s work is overseen by a Safeguarding Committee, chaired by a Trustee. The committee oversees safeguarding policies and reports to the Board annually with an action plan. ## Fundraising Foothold Cymru raises funds from individuals, donors, and companies. No complaints were received regarding our practices . ## Risk Management The Trustees have identified the major risks faced by the charity, aided by a robust risk management process. Risks are prioritised based on likelihood and impact, with mitigation strategies in place. Adequacy of protection measures is reviewed by the senior team and Trustees quarterly. ## Trustees refer to the Charities Commission’s guidance on public benefit when reviewing the charity’s aims and objectives and in planning future activities. As required by the Charities Act 2011, the Trustees consider how planned activities will contribute to the aims and objectives they have set. ## Pay Policy Trustees do not receive remuneration but may claim reasonable expenses. The charity has a remuneration policy to ensure fair pay for staff. A revised pay structure was introduced in April 2023, based on recommendations from our Remuneration and Conditions of Service Sub-Group to the Board of Trustees. Our ethical policy provides a framework for the ethical execution of our charitable purposes. It helps the charity and its Trustees recognise and address ethical **Foothold Cymru** www.footholdcymru.org.uk **15** ## Case Study: **Matthew and** ## **Emily’s Family** When Matthew and Emily first contacted Foothold Cymru, their main concern was completing a Disability Living Allowance application for their two-year-old daughter, Sarah, who has a significant disability. As staff got to know the family, it became clear that their needs extended beyond the application. Financial pressure, social isolation, and anxiety were placing considerable strain on the household. Foothold Cymru carried out a full benefits check, resulting in successful claims for Universal Credit, Child Benefit, Council Tax Reduction, and Disability Living Allowance for Sarah. The family also received budgeting support and joined the Community Pantry, providing access to affordable food. At Christmas, the children were delighted to receive gifts donated by a local supermarket, easing the financial burden during what is often a stressful time. Recognising the family’s wider needs, staff referred them to a Flying Start Social Worker to resolve urgent housing repairs and encouraged them to attend community and family events. This helped rebuild confidence, strengthen peer connections, and create moments of joy together. Referrals were also made to young carers’ services to ensure the older children received appropriate emotional and social support. The impact has been life changing. The family’s income has increased substantially, they’ve developed stronger budgeting habits, and their home environment is more stable. The children have enjoyed new experiences, and the parents report feeling less anxious and more hopeful about the future. As Matthew and Emily put it, “Overall, we feel more positive now, more hope for a positive change in the future.” ## Case Study: **The Jones Family** Lisa, a single mother raising two teenage sons, turned to Foothold Cymru after losing her job through ill health. With debts mounting and bills overdue, tensions at home were growing. Anxiety and feelings of isolation began to take hold, leaving Lisa overwhelmed and unsure where to turn. Staff began by offering tailored debt advice and helped Lisa connect with StepChange, supporting her through the process of collecting paperwork and preparing for appointments. A full benefits check was completed, uncovering eligibility for several entitlements, including Personal Independence Payment, Employment and Support Allowance, and housing benefits. To ease immediate financial pressure, Lisa was given access to fresh produce through the community fridge and encouraged to join wellbeing workshops to boost her confidence and sense of connection. Regular check-ins provided emotional support, while her sons were welcomed into youth activities that helped them develop social networks and stability during a difficult time. Gradually, the situation improved. The family’s income increased, debts were brought under control, and Lisa’s anxiety began to ease. Home life became calmer, and she reported sleeping better and feeling more in control. “Having someone who’s got your back, having someone to message has made such a difference to me,” Lisa shared, reflecting her renewed sense of hope and belonging. **16 Foothold Cymru** 2024/2025 Annual Report ## Case Study: **Yasmin’s Journey to Belonging** Yasmin arrived in Wales through a resettlement scheme, seeking refuge and a fresh start after fleeing conflict in her homeland. Settling into her new community, Yasmin faced significant challenges, including difficulties in sourcing affordable halal food, which was essential for maintaining her cultural and religious identity. The discovery of Foothold Cymru’s Village Store marked a key turning point for Yasmin. The store’s focus on sustainability, community, and affordability quickly made it her go-to destination for pantry staples and household essentials. What made the biggest difference was the store’s occasional supply of reasonably priced halal food options, along with its fresh produce and wide variety of spices. The stores consistent approach to the Eatwell Guide helped Yasmin achieve a balanced diet with healthier, more sustainable choices. This was particularly important as she adapted to a new country and prioritised her health and well-being. More than just a shop, Foothold Cymru’s store became a true community hub for Yasmin, offering opportunities to engage with others and cultivate a sense of belonging within the local community. The store’s dedication to environmental sustainability also resonated deeply with her personal values, bringing an extra layer of meaning to her everyday shopping. For Yasmin, the store’s commitment to affordability, inclusivity, and community connection has made a profound difference — helping her feel more settled and supported as she builds her new life. **Foothold Cymru** www.footholdcymru.org.uk **17** Case Study: **Cooking Up Smiles - A family’s journey of growth, connection, and** “Cooking Up Smiles” has made a lasting difference for families in Llanelli, including siblings Georgie and Annie and their mother, Gail. Their story highlights how the project tackled food insecurity while building confidence, skills, and community spirit. Each session began with a shared breakfast, giving families time to relax and connect. For Gail, this was more than a meal—it became a space to meet other parents and share experiences. Children then joined physical activities designed to boost teamwork and coordination. Georgie, who lives with autism and ADHD, first struggled to join in but soon began to flourish, growing from quiet participant to confident leader. Annie, once shy, gradually found her voice, gaining self-belief and new friends. At the heart of the project were hands-on cooking and nutrition sessions. Guided by staff, families learned to prepare healthy, low-cost meals. Annie took to cooking with enthusiasm, while Georgie moved from reluctance to excitement, even trying new foods. With added nutrition education, they all developed a clearer understanding of balanced, affordable eating. By the end of the summer, their transformation was clear. Georgie proudly helped prepare meals, Annie supported younger children, and Gail discovered a new circle of friends. “I feel like I can come here and relax, that I’m welcome and know my kids are safe and happy,” she said. Support also came through the Foothold Village Store, with meal vouchers and recipe cards easing financial pressure during the holidays. “Access to the community fridge has made such a difference,” Gail added. “It’s allowed us to eat well and not worry so much about money.” “Cooking Up Smiles” shows how combining food, friendship, and learning can truly change lives. **18 Foothold Cymru** 2024/2025 Annual Report ## Case Study: **Keeping Warm with Cwtch Cynnes** Margaret, age 78, lives alone in Llanelli in a modest bungalow. With rising energy prices and a pension stretched to cover essentials, she found it increasingly difficult to heat her home during winter. Margaret was worried about her energy bills and anxious about her health, as she struggled to keep warm in the colder months. Margaret learned about Cwtch Cynnes through a neighbour and decided to reach out for help. After completing a simple registration form and a phone conversation with Lucy, the project coordinator, Margaret was welcomed into the programme. She soon received tailored support, including advice on energy usage and practical tips for adopting more efficient practices at home. The support made a big difference to Margaret’s daily life. Lucy explained simple changes—like using draught excluders, switching to LED bulbs, and adjusting her heating schedule—which began to reduce Margaret’s bills. Margaret was also encouraged to join group information sessions, where she met others facing similar challenges and found reassurance in sharing experiences. Margaret now feels more confident managing her energy costs and takes pride in being able to stay warm independently. She noted, “I never thought a little advice would help so much. It’s good to know I’m not alone.” Through Cwtch Cynnes, Margaret has not only saved money and improved her comfort, but she has also gained a renewed sense of belonging in her community. The initiative’s commitment to supporting vulnerable older people like Margaret shows how practical energy advice can empower individuals and enhance wellbeing. ## Case Study: **The Foothold Bike Library** Before the project began, many unwanted or broken bicycles in Carmarthenshire were being sent to landfill, while residents struggled to find safe, affordable transport. Repairs were often out of reach because of high costs or a lack of parts, particularly for older models. At the same time, local volunteers were eager to learn hands-on repair skills but lacked the facilities and guidance to do so. Foothold Cymru’s Bike Library created a community repair-and-reuse hub, run by trained mechanics and volunteers. Donated bikes are restored for loan or reuse, and those beyond repair are dismantled so that usable parts can support future projects. Through public events such as Fix It Fairs, residents learn how to maintain and restore their own bikes rather than replace them. The project also offers young people and adults the opportunity to gain mechanical experience, practical skills, and confidence. One Fix-It Fair visitor brought in a bike that needed a rare, costly component. Our Mechanic, Tony, recalled an unrepairable donation that had been stripped for parts—and among them was the exact piece required. It was cleaned, fitted, and tested, restoring the bike to full use without cost or waste. The repair saved money, reduced landfill waste, and demonstrated the library’s circular-economy model in action. Over the past year, dozens of bicycles have been repaired or reused, reducing emissions and improving community mobility. Sourcing older parts remains a challenge, but an organised inventory and local partnerships with bike shops and recycling centres now help meet demand. Each repair saves up to 20 kilograms of material from landfill while supporting sustainable travel. As one user said: “It’s brilliant to know the part came from another bike that would have gone to waste.” **Foothold Cymru** www.footholdcymru.org.uk **19** ## **Financial Review** ## **Where our income comes from** **Where we spend our income** We rely on the generosity of all our supporters to fund our charitable activities. Our income is made up of grants, donations, trusts and foundations, investment income and in-kind contributions, e.g. food donations. ## **Total Income: £610,162** ## **Total Expenditure: £790,518** **Project Delivery:** 89% **Property/ Maintenance:** 6% **Fundraising/Development:** 4% **Grants:** 86% **Property Income:** 9.% **Donations:** 5% **5% 9%** **Governance:** 1% **1%** **----- Start of picture text -----**
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**20 Foothold Cymru** 2024/2025 Annual Report ## **Financial Performance 2024/25** Foothold Cymru delivered robust financial performance in 2024/25, despite ongoing economic uncertainty, increased competition for grants, and reduced funding availability. Total income for the year was £610,162, down from £877,188 in 2023/24, while total expenditure stood at £790,518, compared with £844,145 the previous year. The lower income levels from grants reflect the time spent on developing a large new funding bid of 3.2 million, which was approved in April 2025. The charity recorded a deficit of £180,356 for the year— a position anticipated by trustees and aligned with the strategic drawdown of restricted funds received in advance from the prior year. ## Strategic Financial Management ## - Diversifying income streams - Securing essential grants to maintain services - Minimising central and core costs - Maximising income from our property portfolio - Leveraging additional support through in-kind and corporate donations - Ensuring each project includes a costed, sustainable exit strategy so that many services continue beyond their grant funding, primarily via social enterprise development. **----- Start of picture text -----**
Foothold Cymru www.footholdcymru.org.uk 21
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## Financial Position and Reserves At the year’s end, net assets totalled £855,416, comprising £720,489 in unrestricted funds and £134,927 in restricted funds. Our net assets include free cash reserves of £68,029, with the remainder invested in income-generating rental properties. The negative movement in restricted funds reflects our planned use of grant income received in 2023/24 and spent during 2024/25. The Board operates a formal reserves policy, which was reviewed and updated during the year. Foothold Cymru’s revised target reserves figure is £250,000: £100,000 to cover six months’ center running costs, £50,000 for new business development, and £100,000 to bridge gaps in project funding. The policy aims to ensure business continuity, respond to unexpected challenges, and support long-term sustainability **22 Foothold Cymru** 2024/2025 Annual Report ## Risk Management and Financial Sustainability Trustees regularly assess key risks and uncertainties to maintain financial resilience. Principal risks identified include cyber protection, ongoing income generation, and talent recruitment. Controls in place include a robust risk register, diversification strategies, scenario planning, and regular audit processes. These measures enable the charity to maintain effective oversight and adapt to emerging financial and operational challenges. ## Impact, Value and Priorities Our financial resources have enabled us to generate substantial social impact. This year, support provided through food stores, advice services, and financial literacy training resulted in an estimated £612,214 in household savings and directly contributed to improving community wellbeing. More than 5,500 volunteer hours further extended the charity’s reach and efficiency, demonstrating the value and leverage that our financial resources achieve. This value is reflected in the fact that for each £1 invested in the charity we generate in the range of £6.03 and £6.43, in social value. Looking ahead, our priorities for 2025/26 are to: - Continue diversifying income, securing new grants, and building social enterprise models - Maintain and grow our cash reserves levels - Mitigate emerging risks through robust financial planning and risk management - Invest in staff, volunteer capacity, and internal systems to strengthen delivery and accountability. **Foothold Cymru** www.footholdcymru.org.uk **23** ## **Thank you** In conclusion, we would like to thank the funders, foundations, trusts and business partners that have supported us: ## Aviva BBC Children In Need Shared Prosperity Fund Comic Relief Crest Ceilings Esmée Fairbairn Foundation Garfield Weston Foundation Henry Smith Foundation Hubbub Foundation Julia and Hans Rausing Trust King Charles III Charitable Fund Lloyd & White Insurance Brokers Masonic Charitable Foundation Moondance Foundation National Grid People’s Postcode Lottery The National Lottery Community Fund Trusthouse Charitable Foundation Vinci Construction Vinci Foundation Building Communities Trust WCVA, Volunteering Wales Strategic Grants Welsh Government **24 Foothold Cymru** 2024/2025 Annual Report ## Our Volunteers Foothold Cymru’s volunteers continue to be the heartbeat of our charity, shaping the impact we deliver across West Wales. Every day, their generosity, dedication, and skills energise our operations-whether collecting and distributing food, supporting our community kitchen, tending the garden, helping in our Pantry, or championing our Circular Economy projects. This year, our volunteers have stepped up not only in these vital roles but also in many behind-the-scenes tasks, ensuring that our services remain accessible and responsive. Their involvement has helped us meet the evolving needs of local people, while each volunteer has gained new skills, built friendships, and grown in confidence and purpose. Recognising the shifting landscape of volunteering, we have reimagined our volunteer programme, offering greater flexibility and a wider range of opportunities. People can now choose between short “mini volunteering” experiences, taster days, ongoing traditional roles, or specialist placements. This approach ensures everyone can contribute in a way that fits their lives and interests, making volunteering more accessible and rewarding. We are also proud to continue to welcome volunteers with lived experience of hardship into our team. Their perspectives have guided our work, deepened our understanding, and helped us tailor our support to what matters most to our community. This inclusive approach strengthens our organisation and affirms our mission to work alongside those we serve. To all our volunteers-long-standing or new, Foothold Cymru thanks you sincerely. Your passion and commitment drive real change, and your contributions reverberate through every success story from the past year. Your continued involvement is truly valued and makes a world of difference. ## Our People The strength of Foothold Cymru lies in the skill and dedication of our 18-strong staff team, whose commitment drives our mission. We strive to reflect the diversity of our communities, creating an inclusive workplace where every individual is valued for their unique experiences and expertise. Our staff bring a wealth of backgrounds - from coordinators and outreach specialists to admin professionals - each playing a pivotal role in ensuring our programmes and services make a tangible difference. Every member of our team contributes to achieving our goals, providing crucial support at every stage. Recognising that ongoing investment in people is essential, this year we have prioritised opportunities for professional growth. Team members have accessed a variety of development and training pathways, building skills that enhance both their own careers and the charity. This culture of continuous learning drives our organisational resilience and effectiveness. Collaboration and open dialogue form the foundation of our workplace culture. By encouraging the free exchange of ideas and regular team discussions, we ensure that everyone’s voice can shape how we work. Staff frequently join in team-building activities and cross-functional meetings, deepening our shared sense of purpose. The partnership between staff and volunteers amplifies our reach and impact in West Wales. As we look back on the last year, we are grateful for the professionalism, adaptability, and hard work shown by our entire team. Their efforts have helped us navigate challenges and achieve meaningful progress. Continuing to invest in our people will remain a priority, as we build a positive, motivated environment dedicated to making a difference in our communities. **Foothold Cymru** www.footholdcymru.org.uk **25** ## **References** ## **In Conclusion** ## Administrative Details ## **The Trustees are pleased to present their Annual Report, together with the Charity’s financial statements for the year ending 31st March 2025.** They are also prepared to meet the requirements for a directors’ report and accounts under the Companies Act. The Charity Commission entered the Company onto the Register of Charities with the Registered Charity Number 1188696 in March 2020. The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, 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 from 1 January 2016. ## **Registered Company Number** 02633128 **Charity Number** 1188696 ## **Registered Office** The Lord Arthur Rank Centre Trostre Road Llanelli SA14 9RA ## **Trustees** F. S. Roberts (Chair) J Lewis D J Powell P Freeman Rev J E Phillips K L Owen P R Piana S Kays Dr M Goodfellow Smith J Rees K Thomas ## **Company Secretaries** Janice Morgan Mike Theodoulou ## **Bankers** HSBC ## **Accountants** Charles & Co Chartered Certified Accountants 3 Murray Street Llanelli, SA15 1AQ **26 Foothold Cymru** 2024/2025 Annual Report **Before joining the Bike Library, I hadn’t ridden in years. Now I cycle each week with my children—it’s brought us together and given us a healthier routine.** Bike Library Parent, 2025 **Attending the Cooking Up Smiles group helped us learn new recipes and save money. My kids love cooking now, and we eat better without worrying as much about cost.** Cooking Up Smiles Participant, 2025 **When my heating bills got too high, I felt lost and anxious. The support from Cwtch Cynnes made my home warmer and my life less stressful—I even made new friends along the way.** Cwtch Cynnes Member, 2025 The Lord Arthur Rank Centre, Trostre Road, Llanelli, SA14 9RA 01554 779910 Foothold Cymru Foothold Cymru Foothold Cymru FootholdCymru ## **footholdcymru.org.uk** All images are Foothold Cymru stock photographs and do not relate to our Volunteering in Wales project Foothold Cymru is a charity registered in England and Wales number: 1188696. Company registration number: 02633128. 11 REGISTERED COMPANY NUMBER.. 02633128 (England and Wales) REGISTERED CHARITY NUMBER: 1188696 TRUSTEES. REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED31 MARCH 2025 FOR FOOTHOLD CYMRU Charles & Co Chartered Certified Accounlanls 3 Murray Streef Llanelli CaTrnarthenshire SA15 IAQ "AEGS68M 0511212025 COMPANIES HOUSE A25 #171 THOLD CYMRU CONTENT OFTHE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 P*ge Tru$ie¢s' Report Independent ExamiTher's Report Staternertt of Financial Activilies Balaoce Shttl Notes to the Financial Statements 7 10 19 FOOTHOLD CYMRU TRL'STEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 The Trustees are pleased to present thcir annual DirectOTS' Report together with the financial statement5 of the Charity for the year ending 315t March 2025. They are 3150 prepared to meet the requirements for a directors, report and accounts for Companies Act purposes. The Charity Commis5i0n entered the Company onto ihe RegIS￿r of Charities with the Registered Charity Number 1188696 in March 2020. The financial statements comply with the Charities Act 2011, the Companie5 Act 2fy)6, the Memorandum and Articles of Association, and Accounting and Reporting by Charitie5.' Staiement of Recommended Practice applicable to charities preparing their accounts kn accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) as amended for accounting periods from l January 2016. FINANCIAL REVIEW Financial posltion Foothold Cymru delivered a robust financial perfornance in 2024r25, despite continuing ¢¢onomic uncenainty, increased competition for grants, and a reduction in available fvnding. Total income for the year was £610,162, down from £877,188 in 2023124, while total expenditure stood at £790,518, compared with £844,145 the previous year. As a result, the charity recorded a defitit of £180,356 for the year-a p051tion anticipated by trustees and aligned with the strategic dAwdown of restricted funds received in advance frorn the prior year. Strategic FinaThcial Management Our approach to financial strategy this year w&% thaped by our busincss plan cornmitment to-. Diversifying income streams Securing esseniial grants io maintsin services Minimising central and core costs Maximising income from our property portfolio Leveraging additional support ihrough in-kind and corpor*e donations Ensuring each project includes a costed. susrainable exit siraiegy so thai many services continue beyond their grani nding. primarily via social enrerprise developmenr. Financial Position and Reservt5 Ar the year end. Thei assets ioialled £855,416. Comprising £720,489 in unrestricted funds and £134,927 in restricted fund5. Our net assets include free cash reserves of £68,029, wirh the remainder Invest￿ in income-generating renial properties. The negative movement in restricted funds reflects our planned use of grdn( income received in 2023124 and spent during 2024125. The Board operates a fornal reserves policy, which was reviewed and UFrflaied during the year. Foothold Cymrn's targe( reserves figure is £250,0(Ml, including £100,(K)O to cover six month5. centre wnning costs. £50,000 for new business development, and £1 00,000 to bridge gap5 in project funding. The policy airn5 to ensure business continuity, respond to unexpected challenges, and support long-terrn sustainability Risk Management and Financial Sustainability Trustee5 regularly a55ess key risks and uncertaintie5 to maintain frnancial resilience. Principal risk5 Identified Include yber Protection, ongoing iThcome generation, and talent recru%meni. Controls in place include a robust rtsk register, diver5ifJcarion strategies, scenario planning, and regular audit processes. These measures enable ihe charity lo rnaintain effective oversight and adapt to emeroing financhal and operational challenges. Impact, Value and Priorities Our fjnancial resources have enabled u5 to generate substantial social impact. Thi5 year. support provided through food slores, advice services, and financial literacy training resulied in an estimaied £612,214 in household savings and directly contributed io improving communiry wellbeing. More than 5.5(M) volunieer hour5 funher exiended the charity's reach and efficiency. demonsirating ihe value and leverage our financial resources achieve. This value is reflecied in the fact ihat for each £ l invested in ihe charity we generd* ID the range of £6.03 and £6.43. in social value. Looking ahead, our priorities for 2025r26 are to.. Continue diversifying income, securints new ants. and building social enierprise rnodels Maintain and grow our Cash reserves leve15 Mitigate emerging risk5 through robust financial planning and risk manag¢m¢nt Invesi in 51aff, volunteer capacity, and inlernal systems io swengthen delivery and accountability. Page I FOOTHOLD CYMRU TRUSTEES. REPORT FOR THE YEAR ENDED31 MARCH 2025 STRucfuRE. GOVERNANCE AND MANAGEMENT Governing document The charity is controlled by 115 governing documen¢ a deed of trusi. and constitutes a limited company, lirniled by guaranree. as defjned by ihe Companie5 Act 2006. REFERENCE AND ADMINISTRATIVE DETAIts Registered Company number 02633128 (England and Wale5) Registered Charity nurnber 1188696 Regist¢r¢d office Th¢ Lord Arthur Rank Cenire Trostre Road Llanelli Carrnarthenshire SA149RA Trustees F S Robens J Lewis D J Powell P Freeman Reverend J E Phillips (resigned 14.10.2025) Mrs K L Owen P R Piana Mrs S Kays (resigned 22.4.25) Dr M Goodfellow-smith Ms J Rees Ms K Thomas Mrs E Shorland lappoinied 12.8.24) Company Se¢relJrie5 Mr5 J Morgan M Th¢odoulou IndepeNdeTrt Examifier ChaTle5 & Co Chartered Certified Accounthnts 3 Murray Streei Carmarthenshire SA15 IAQ Approved by order of the iM)ard of trustees on the I" December 2025 and signed on its behalf by.. F S Robens- Trust¢e Page 2 INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF FOOTHOLD CYMRU ladependent examiner'5 repor¢ to the trustees of Foothold Cymru ('the Company,) I report to the chariry irusree5 On my examinarion of ihe accounts of rhe Company for rhe year ended 31 March 2025. Responsibilities and basis of report As the charity's tru%iees of ihe Company (and also its dire¢ioTS for the purposes of company law) you are responsible for the preparatitsn of the accounts in accordance with ihe requirclnents olthe Companies Aci 2006 Cthe 2006 Aci.). Having satisfied myself ihai the accounts of ihe Company are nor required io be audiied under Part 16 of ihe 2006 Acl and are eligible for independent examinaiion. I repon in respect of my examinarion of your ¢harity'S accounts as Carried out under Seciion 145 of the Charities Aci 2011 ('¢he 2011 Aci.). In canying out my examination I have followed the Direciions given by ihe Charity Commission under Section 145(5) Ib) of the 2011 Aci. Independent examin¢r'5 statemeDt Since your chariry's gross income exceeded £250,000 your examiner mu51 b¢ a member of a listed body_ I can confjrm Ihat l am qualified to undenake the examination because l am 3 member of the Association of Chartered Certifjed Accountants, which is one of the listed bodies. I have completed my examinaiion. I confim) thai no matters have come to my attention in conneciion with the examination giving me cause to believe-. accounting records were not kew in respeci of the Company as required by S¢¢tion 386 of the 2006 Act. or the accounts do not accord with those rttords. or the accounis do Doi comply with ihe accounting requirements of Seciion 396 of the 2L¥J6 Acl other than any requirement that the ac¢ounts give a true and fair view which 15 not a matter considered as part of an independent examinaiion,. or the accounts have noi been prepared in accordance with the methods and principles ol the Statetnent of Recommended Practi¢¢ for accounting and repirting by charities (applicable to charities preparing their #¢counts in accordance with the Financial Rep￿ing Standaid applicable in the UK and Republic of Ireland (FRS 102)). I have no concerns and have come across no other matters in conneciion with the examination io which alleniion should be drawn in ihis report in order io enable a proper underslanding of the accounts io be reached. R. A. Williatns The Association of Chanered Certified AccouDtsnts Charles & Co Chanered Cerrified Accountanis 3 Murray Sireet Camiarthetjsht SA15 IAQ Date.. 111 December 2025 Pag¢ 3 FOOTHOLD CYMRU STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025 2025 To(al funds 2024 Total funds Unrestricted fund Resiricted funds Note5 INCOME AND Ef4DOWMEKfs FROM Donaiions and legacies 159.295 393.985 553.280 808,400 Investment income 56.882 68,788 Toial 216 177 393.985 610.162 877 188 EXPENDITURE ON Raising funds 616 616 1.423 Charitabk a¢tivities Beneficiary Support 197.040 592 862 789 902 842,722 Total 197656 592 862 790.518 844 145 NET INCOMEI(EXPENDITURE) 18,521 (198.877) (180.356) 33.043 RECONCILIATION OF FUNDS Tocal fund5 brought forward 701.968 333.804 1,035,772 I,(H)2,729 TOTAL FUNDS CARRIED FORWARD 720.489 134.927 855 416 1035 772 The notes fonn pan of these financial 51atements Page 4 FOOTHOLD CYMRU BALANCE SHEET 31 MARCH 2025 2025 Total fund5 2024 Total fvnds Unrestricted fund Restri¢ied fijnds N￿e5 FIXED ASSETS Tangible assets Investments 619.920 619,920 667,920 12 619.922 619.922 667,922 CURRENT ASSETS Debiors Cash ai bank 13 32.538 108.698 30,825 389 534 134,927 243,625 141.236 134,927 276,163 420,359 CREDITORS Amounts falling due within one year 14 (10.208) 110,208) (3.020) NET CURRENT ASSETS 131 028 134.927 265 955 417339 TOTAL ASSETS LESS CURRENT LIABILITIES 750,950 134,927 885,877 ,085.261 CREDITORS Arnounts falling due after more ihan one year (30.461) (30.461) (49,489) NET ASSETS 720.489 134927 855416 1,035 772 FUNDS Unrestricted funds Restricted funds 720,489 134927 701,968 333 804 TOTAL FUNDS 855416 1035.772 The charitable cornpany is eniitled to ¢x¢mption from audii under Section 477 of the C(Mnpanies Aci 2006 for the year ¢nd¢d 31 March 2025. The member5 have noi required the company io obrain an audit of its financial statements for the year ended 31 March 2025 in accordance with Section 476 of the Companies Act 2006. The tnLStees acknowledcwe their responsibilities for {a) ensuring that the charitable company keeps accounting records ihat comply with Seciions i86 and 387 of the Cotnpanies Act 2006 and p￿parIng financial statements which give a true and fair view of the state of affairs of the charithble company a5 al the end of each flnancial year and of it5 SUTplus or deficit for each financial year in accordance with the requirements of Seciions 394 artd 395 and which oiherwise comply wilh the requirements of the Companies Act 2006 relaring ro financial statements. so far as applicable to the charitsble company. (b) The notes f(trrnJ part of these financial statements Page S ¢ODlinued. FOOTH LDCYMRU BALANCE SHEET- contiDll¢d 31 MARCH 2025 These financial statements have been prepared in accordance with ihe provisions applicable to charitable companies subject to the small companies regim¢. The financial statements were approved by the Board of Trustees and authorised for issue on thc l December 2025 and w¢re signed on its behalf by.. oberts Tustee The note5 forn) part of these financial statements Page 6 FOOTHOLD CYMRU NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED JI MARCH 2025 ACCOUNTING POLICIES Basis of prep¥riDg tht financial statements The financial statements of the charitable company. which is a public benefir entity under FRS 102, have been prepared in accordance with the Charities SORP {FRS 102)'Accounrino and Reporting by Charities.. Starement of Recomrnended Praciice applicable io charilies preparing their accounts in accordance with ihe Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective l January 2019).. Financial Reportints Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland, and rhe Companie5 Act 2006. This is not con51Steni with prior yeats. The financial statements have been prepared und¢r the hisiorical cost ¢onvention. The charitable company has tsker5 advantage of the following disclosuie exemprions in preparing these financial slatements, as perniined by FRS 102 The Financial Reporting Stsndard applicable in the UK and Republic of Ireland,: the requirements of Seciion 7 Siaiement of Cash Flows" the requiremen¢ of para(praph 3.17(d)" the requirements of para.trrnphs 11.42. 11.44. 11.45. 11.47. 11.48(aKiii). 11.48(aXiv). 11.48(b) and 11.48(c).' Ihe requiremenrs of paragraphs 12.26. 12.27. 12.29(a). 12.29lb) and 12.29A,' Ihe requiremeni of paragraph 33.7. lTrcorne All income 15 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 bt measured reliably. Expenditure Liabiliiie5 are reeognised a5 expenditure as soon as thcre is a legal or consiruciive obligation committing the harity to that expenditure, it is probable ihar a rransfer of economic benefits will be ￿quired in settlement and the amount of the obligation can be measured reliably. Expenditure is accounied for on an acc¥uals basis and has b¢en classified undei headin¥0 thai aggrega￿ all c05t related io the category. Where cosis cannot be direcily ttributed to particular headinos they have been allocated to activilies on a basi5 consistent wilh the use of r¢sources. Tangible fixed assets Depreciation is provided at Ihe following annual rdtes in order io Wri￿ off e¥h assei over its esiimal¢d useful Fooihold Enterprise Village The Business Centr¢ The Lord Arthur Rank Centye Plant and rnachinery Fixrures and firtings Motor vehicles Computer equipment not provided at Yaryino rat¢s on wst not pmvided 2￿A on Cost 200A on e05t 21V/*l Oll C05t 20QA on c05t Fixed A55e15 purchased with restricted funds are expensed in the year of purthase. Taxation The charity is exempt from corporaiion tax on irs charitable acrivicies. Fund accounting Unrestricted funds can be used in accordance wilh ihe chariiable objeciives at the discretion of rhe trustees. Restricted funds can only be used for particular restricted purposes within ihe objects of the charity- Restri¢rions arise when specified by th¢ donor or when funds are rdi5ed for particular restric¢ed purposes. Further explanation of rhe nature and purpose of each fund is included in the not¢5 to the financial 5tatem¢nt5. continued... FOOTHOLD CYMRU NOTES TOTHE FINANCIAL STATEMENTS- tontinued FOR THE YEAR ENDED31 MARCH 2025 ACCOUNTING POLICIES-eontinued Pension costs and other w)st-retiremeni btThefits The charitable company operdtes a defined conrribuiion pension %h¢me. Contribuiion5 payabl¢ to the charitable company's pension scheme are charged ro (he Swemeni of Finan¢i31 A¢tivit1¢5 in th¢ period 10 which they relate. DONATIONS AND LEGACIES 2025 2024 Donations Grants 26,604 526 676 87.328 721.072 553 280 808,400 Grants recehved, included in ihe above. are as follows: 2025 2024 Other grants 526.676 721072 INVESTMENT INCOME 2025 2024 Rents Teceived Deposit account interesi 56,272 610 68,788 RAISING FUIYDS Raising donations #nd legacies 2025 2024 Fundraising 616 1,423 CHARITABLE ACTIVITIES COSTS Support osts (see note 6) Dire Cost5 Totals Beneficiary Support 784.432 789 902 Page 8 cortlinued... FOOTHOLD CYMRU NOTE TO THE FIP4ANCIAL TATEMENTS- continued FOR THE YEAR EI4DED 31 MARCH 2025 SUPPORT COSTS Governanc¢ ost5 Finance Tothls Benef￿lary Support 2.177 NET INCOMEI{EXPENDITURE) Net incomel{expendiwre) is stared after chargin￿(Crediting).' 2025 2024 tkpreciation- owned a55ets Research & Developmeni costs arnortisation 48,OLKI 55.000 25.458 TRUSTEES, REMUNERATION AND BENEFITS There were no tru￿teS. remuneraiion or ￿her benefits for the year ended 31 March 2025 nor for the year ended 31 March 2024. Trustees, expenses There were no 31 March 2024. trusiees. expenses paid for the year ended 31 March 2025 nor for the year ended ST AFF COSTS 2025 2024 Wages and salaries Social security COSIS Other pension cosrs 394,976 31,348 12,116 420.706 35,302 13,705 438,440 469713 The average monthly number of employtts during the year was as follows.. 2025 2024 Managemeni Adfflini5trdtioTh Beneficiary Support her 13 No employees received emoluments in excess of £60.000. Page 9 continued... FOOTHOLD CYMR NOTESTO THE FIIYANCIAL STATEMENTS- continued FOR THE YEAR ENDED 31 MARCH 2025 10. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES Unrestricied fund Restricted funds Total funds INCOME AND ENtK)WMENTS FROM DoRations and legacres 126,292 682.108 808.400 Investment income 68.788 68.788 Total 195.080 682 108 877.188 EXPENDITURE ON Raising funds 1.423 1.423 Chsritable activities Beneficiary Support 728,539 Total 728 539 NET INCOMEI(EXPENDITURE) 79.474 (46.431) 33,043 RECONCILIATION OF FUNDS Total funds broughi forward 622,494 380.235 I,￿2,729 TOTAL FUNDS CARRIED FORWARD 701.968 1035 772 TANGIBLE FIXED ASSETS The Lord Anhur Rank Centre Foothold Entetprise Village The Business Centre Plant and machinery COST At l April 2024 Disposats Donarions Exptratton of lease 314.290 358.750 305.630 234.821 (234.821) 353 750) At 31 March 2025 314,290 305 630 DEPRECIATION At l April 2024 Chartse for year Eliminated on disposal Donaiions Exp(rarion of Lease 310.750 48.(KM) 234,821 (2i4,821) 358,750 At 31 March 2025 NET BOOK VALUE At 31 March 2025 314,290 305 630 Ai 31 March 2024 314.290 48.000 305,630 Page 10 continued... FOOTHOLD CYMRU NOTES TO THE FINANCIAL STATEMEIYTS- c FOR THE YEAR ENDED31 MARCH 2025 tinwed TANGIBLE FIXED ASSETS- Continued Fixturts and fittings MoroT vehicle5 Computer equipment Tota15 COST Ai l April 2024 Disposals Donations Expiration of Lease 15.041 18,699 (18,699) 14,819 1,262,050 (18,699) (264.681) 358 750) (15.041) (14,819) At 3 1 March 2025 DEPRECIATION At l April 2024 Charge for year Elirninated on disposal Donètions Expiraiion of Le&8e 15.041 18,699 14,819 594,130 48,000 118,699) (264,681 } 358 750) (18.699) {15,041) (14,819) At 31 March 2025 NET BOOK VALUE At 31 March 2025 619.920 At 31 March 2024 667.920 12. FIXED ASSET INVESTMENTS Unlisied invesiments MARKET VALUE Ai l April 2024 and 31 Ma￿h 2025 NET BOOK VALUE Ar 31 March 2025 At 31 March 2024 There were no inwesiment assets outside the UK. 13. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2025 2024 Trade debrors Page 11 continued... FOOTHOLD CYMRU NOTES TO THE FINANCIAL STATEMEP4TS-fontinued FOR THE YEAR ENDED JI MARCH 2 25 14. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2025 2024 Trade credilofs Accrued expenses 3.924 1.164 1.856 15. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR 2025 2024 Bank loans (se¢ noie 16) Other loans (see note 16) Propeny Bonds 13.679 16,782 26,081 22,063 1.345 30.461 16. LOANS An analysis of ihe maturity of loan5 l5 given below.. 2025 2024 Amount5 falling due between two and five years-. WCVA Resilience Fund Loan 16.782 22,063 Amounts falling due in more than five years.. Repayable by in5talments'. HSBC BBL 13,679 26,081 Page 12 coniinued... FOOTHOLD CYMRU NOTES TO THE FINANCIALSTATEMENTS- contin￿ed FOR THE YEAR ENDED31 MARCH 2025 17. MOVEMENT Ir4 FUNDS Ner movemeni in funds Ai 31.i.25 At 1.4.24 Unr¢stricted funds G¢neral fund 701.968 18,521 720,489 Restricted funds ST STEBO YFS V5W2 16.125 48.0(K) 39,147 12,050 13,201 10,876 38,381 2.177 60,798 38,773 116,125) 148,000) (39,147) (12,050) (13,201) (10.876) (5.679) 348 (60,798) (iS,622) (7,OLK)) (2,021} 237 (7.023) 58.080 FCFH FG EF SV3 CYCLE PCH B2B HS KCCF BRS SVF3-2 32.702 2,525 30,790 9,463 7,023 28,769 9,700 58.080 198.877) 134927 TOTAL FUNDS l Oi5.772 180.356 855416 Pacffe 13 continued.. FOOTHOLD CYMRU NOTES TOTHE FINANCIAL STATEMENTS- continued FOR THE YEAR ENDED31 MARCH 2025 17. MOVEMENT IN FUNDS- fontiThyed Nei movement in fijnds, included in the above are follows-. Incoming resources Resources expended Movement in funds Unrestricted fund5 General fund 216,177 (197,656) 18,521 Restricted funds ST STEBO YFS HUBB VIW2 45,994 {62.119) {48,000) (39.1471 (5,000) (14,541) (13,201) 110,500) 110,876) 171,083) 154,652) 131.098) (77.316) (35.622) (7.000) (66,971) (9,463) (11.273) (16,125) (48,000} (39,147} 5.000 2.491 (12,050) (13.201) CIN FCFH FG EF OL SV3 CYCLE PCH B2B HS KCCF BRS SVF3-2 GCDEV 10,5(M) (10.876) (5,679) 348 65,404 55,000 31,098 16,518 (60,798) (35,622) (7,000) (2.021) 2i7 (7,023) 58,080 64,950 9.700 4,250 58,080 25.000) 393 985 592 862) 198 8771 TOTAL FUNDS 610.162 790518) 180,356) Page 14 continued... FOOTHOLD YMRU NOTES TO THE FINANCIAL STATEMENTS- continued FOR THE YEAR ENDED 31 MARCH 2025 17. MOVEMENT IN FUNDS- continued Cornp3ratives for movement in fuThds Net movement in funds At At 1.4.23 Unrestricted funds General fund 622,494 79,474 701.968 Restricied funds ST STEBO YFS VIW2 SV2 16,125 (55,000) (79,902) 12.050 (5.037) (5.308) (43,550) 10.876 (7.312) (18,385) (27,012) 2,177 60,798 38,773 16,125 48,000 39,147 12,050 103,000 119,049 5,037 18,509 43.550 13,201 CIN FCFH JHR CR FG EF SV3 CYCLE PCH 82B HS KCCF BRS 10,876 7.312 18.385 65,393 38,381 2,177 60.798 38.773 7.000 30.790 9.463 30,790 9,463 7.023 380.235 46431) 333.804 TOTAL FUNDS I.LK)2 729 1035.772 Page 15 coniinued... FOOTHOLD CYMRU NOTES TO THE FINAN IAL STATEMENT eontinued FOR THE YEAR ENDED 31 MAR H 2025 17. MOVEMENT IN FUNDS- eontinued Comparaiive net movernent in funds. included in the above are as follows.- Incomin(w resources Resource5 expended Movement in funds Unrestricted fund5 General fund 195,080 (115.606) 79.474 Restricted fund$ ST B2B STEBO YFS TZWH VIW2 SV2 76.657 5,203 (60.532) (5.203) (55.(K)O) (136.860) 13,832) (23.181) (59,211) (29.929) (43,550) (88.325) {7.312) (18,385) (59,714) (61,323) (23,806) (5,000) (9.826) (3.188) (1.225) 16.125 155,000) (79,902) 56.958 3.832 35.231 54.174 24.621 12,050 (5,037) {5,308) (43,550) 10,876 (7.312) {18.385} {27.012} 2,177 CIN FCFH JHR CR FG EF OL LIDL WARMS SV3 CYCLE PCH B2B HS KCCF BRS 99.201 32.7￿2 63.5 23.8( 5.OLK) 9.826 63.986 39.998 7.000 3 1,71K) 9,463 60,798 38,773 7,000 30,790 9,463 7.023 (910) 32.227) 682 108 728 539) TOTAL FUNDS 877 188 844.145) 33.043 Page 16 continued... FOOTHOLD CYMRU NOTES TO THE FINANCIAL STATEMENTS- continued FOR THE YEAR ENDED 31 MARCH 2025 17. MOVEMENT IN FUNDS- eontinued A current year 12 monihs and prior year 12 month5 combined w)51tion hs as follows.. Net movement in funds Ai 31.3.25 Ai 1.4.23 Unrestricted fuThds GeTheral fund 622,494 97.995 720,489 Restritted funds STEBO YFS SV2 103,IKKI 119,049 5,037 18,5(P) 43,550 7.312 18,385 65,393 (103,OLK)) (119,049} (5,037) (18,509> (43.550) (7.312) (18.385) (32.691) 2,525 CIN JHR CR FG EF CYCLE B2B HS KCCF SVF3-2 32,702 2,525 28.769 9,700 28.769 9.700 58.080 380235 245.308 134.927 TOTAL FUIVDS 147 313) 855416 Page 17 continued... FOOTHOLD CYMRU NOTES TO THE FINANCIAL STATEMENTS- continued R THE YEAR ENDEO 31 MARCH 2025 17. MOVEMENT IN FUNDS- continued A current year 12 monihs and prior y¢ar 12 months combined net movement in futhds, included in rhe above are as follows-. In¢oming resources Resources expended Movement in funds Unrestricted funds General fund 411257 (313,262) 97.995 Restricted fund5 ST B2B STEBO YFS TZWH HUBB VIW2 SV2 122,651 5203 {122,651) (5.203) (103,000} (176,007) (3.832) (5,000) (37,722) (59,211) (43.130) (54,050) (99.201) (7,312) (18,385) (130.797) (115.975) (54.904) (5,000) (9.826) (80.504) (36.847) (7.000) (67,881) (9,463) {43,500) (103.000) (119,049) 56,958 3,832 37.722 54.174 24.621 10,5(K) 99,201 (5,037) (18,509) (4i.550) CIN FCFH JHR CR FG EF OL LIDL WAIiMS SV3 CYCLE PCH B2B HS KCCF BRS SVF3-2 GCDEV (7.312) (18.385) (i2.691) 2.525 98,106 118,500 54,904 5,000 9.826 80,504 39,998 7.000 96,650 19,163 43,5(N) 58,080 3,151 28,769 9,700 58,080 25.0(Kl) 1.076.093 (1321401) 45.308 TOTAL FUNDS 1487 350 {1634 66i) 147,313) 18. RELATED PARTY DISCLOSURES There wer¢ no relaied party iwansaciions for the year ended 31 March 2025. Page 18 corttinued... FOOTHOLD CYMR P40TES TO THE FINAN IAL STATEMENTS- continued FOR THE YEAR ENDED 31 MARCH 2025 19. RESTRI￿ED FUNDS KEY The Key to our restricted funds 15 as follows= ST- The Big Lottery Fund fijnding our Stronger Together projeci. STEBO- Long tern lease of prO￿rty in Stebonheaih Terrdce Ltanelli. YFS- The National Lottery Community Fund funding our Y Fasged Siopa Project. HUBB-Hubbub Foundaiion funding our Community Fridge. VIW2- WCVA Volunteering in Wales funding our Food Resilience Volunteers projecr. SV2- Volunieering Wale5 Strategic Grants 2022r23. adminisiered by the WCVA fundinu our Strat¢gi Volunteering Project. - The Masonic Charitable Foundation funding our Time Together Projeci. CIN- Children in N¢¢d funding ¢)ur Youth Strdtegic Volunreering Projeci. FCFH- The National Lottery Community Fund funding our Fooihold Cornrnunity Fo¢)d Store. JHR- The Julia & Hans RausinLW TTUSI contributing iowards the fvnding of our Fo(xl Bank. CR- Comic Relief via ihe WCVA u)ntributing towards ihe fiJnding of our Ffyjd Bank. FG- Trusthouse Charitable Foundation and The Moondanc¢ Foundation funding our Family Guides Project. EF-The Esmee Fairbairn Foundaiion funding our Full Circle Project OL- Oui Llwynnendy WAEiMS-The National Grid funding our Wami Spaces Proje¢i. SVi- Volunteerints Wales Strategic Grants 2023r24, admIni￿ered by the WCVA funding our Strategic Volunteering Project. CYCLE- The We15h Gov¢mment's Landfill Disposals Tax Communities Scheme. administered by WCVA, funding OUT Pedal Power Project. PCH-Pencader Community Hub B2BHS- The Henry Smith Chariry funding our Back 2 Basics Projecl. KCCF- King Charles Coronaiion Fund BRS- Hubbubb Foundation funding our Bright Sparks Project. SVF3-2- Volunteering Wales Strategi¢ Grants 2024125, administered by the WCVA funding cwjr Siraiegic Volunteering Project. GCDEV- The National Lottery Comrnunties fund We would also like to exiend our gratitude to The Garfield Weston Foundation and The People's Postcode Lottery Community Tru51 for core filnding received. Page 19