Sign.com Document ID: c187085597 - Page 1/16
Charity registration number: 1197824
RADICAL RECRUIT TRUSTEES' REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024
Accounting SQL Limited t/a Spondoo Accountants
Sign.com Document ID: c187085597 - Page 2/16
RADICAL RECRUIT Contents
| Page | |
|---|---|
| Trustees' Report | 1—5 |
| Independent Examiner's Report | 6 |
| Statement of Financial Activities | 7 |
| Comparative Statement of Financial Activities | 8 |
| Statement of Financial Position | 9 |
| Notes to the Financial Statements | 10—14 |
Sign.com Document ID: c187085597 - Page 3/16
RADICAL RECRUIT
Trustees' Report For The Year Ended 31 December 2024
The trustees present their report and the financial statements for the year ended 31 December 2024.
Objectives and Activities
Aims and Objectives
Our CIO is guided by a set of clear objectives, as outlined in our governing document. These objectives are as follows:
a. The Relief of Poverty and Financial Hardship: We are committed to assisting individuals who encounter barriers to finding gainful employment by providing them with the necessary support and resources to secure employment. This includes those facing financial hardship, thereby addressing the root causes of poverty.
b. The Relief of Unemployment: For the public benefit, we take various measures to alleviate unemployment within our community. Our efforts include assisting individuals in their job search, equipping them with the skills required for gainful employment, and connecting them with suitable job opportunities.
c. Promoting Social Inclusion: We actively work towards promoting social inclusion for the public benefit. We address social exclusion, where individuals are marginalised from society due to a range of factors, such as unemployment, financial hardship, ill health, discrimination, lack of education, family breakdown, inadequate housing, involvement in crime, and more. Our mission is to prevent social exclusion, relieve the needs of those who are socially excluded, and facilitate their integration into society.
Significant Activities
In line with our objectives, our CIO plans to undertake a variety of activities aimed at fulfilling our charitable purposes. These activities include, but are not limited to:
· Employment Assistance: We will provide comprehensive support to individuals who face challenges in finding gainful employment. Our services include job search assistance, skills development, and access to employment opportunities. This contributes to the relief of poverty and unemployment.
· Training and Education: We will offer educational and skills development programs to enhance the employability of individuals in our community. This includes vocational training, workshops, and courses that equip them with the necessary skills for sustainable employment.
· Social Inclusion Programs: Our CIO will run initiatives to promote social inclusion. We engage with marginalised individuals to address their specific needs, advocate for their rights, and facilitate their integration into society. This includes support for those affected by issues such as addiction, discrimination, and poor housing.
· Community Outreach: We actively engage with the community through awareness campaigns, events, and partnerships with local organisations. Our goal is to create a network of support that benefits the wider public.
· Advocacy and Support: We will advocate on behalf of individuals facing unemployment, discrimination, and social exclusion. This advocacy includes promoting fair employment practices and advocating for the rights of those facing challenges in the job market.
· Board Recruitment: In our commitment to effective governance and strategic planning, we have been actively recruiting for the final roles of our Board of Trustees. This ensures strong leadership and decision-making within the organisation.
· Fundraising Pipeline Development: We are dedicated to developing a robust fundraising pipeline that comprises various sources of income. This includes organising fundraising events, cultivating individual donors, and seeking grants from relevant organisations.
· Piloting a Sponsorship Model: To diversify our income stream and ensure long-term sustainability, we have initiated a pilot program for a sponsorship model. This allows us to engage with corporate sponsors and partners.
· Infrastructure Enhancement: We have been actively working on strengthening our infrastructure, including the development of policies and processes that ensure the efficient and effective operation of our organisation.
Our planned activities are designed to align with our charitable objectives, addressing the root causes of poverty, unemployment, and social exclusion in our community while also focusing on governance, fundraising, and organisational development.
Public Benefit
The trustees confirm that they have referred to the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and in planning future activities. They have ensured that these aims and objectives continue to be for the public benefit and are in line with the charitable purposes of the organisation
The trustees confirm that they have complied with the requirements of Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s guidance on public benefit.
Page 1
Sign.com Document ID: c187085597 - Page 4/16
RADICAL RECRUIT Trustees' Report (continued) For The Year Ended 31 December 2024
Achievements and Performance
Main Achievements
Foreword from Woosh (Chair), Emma and Kirsty (Co-CEOs)
The past year has been the most challenging in Radical Recruit’s history. We are straddling three sectors that have each been hit hard – recruitment, diversity, and charity. Recruitment has slowed under economic pressure; corporate investment in diversity and inclusion has declined; and the charity sector continues to operate under austerity and reduced funding. These combined forces have created one of the toughest operating environments since Radical Recruit began. Despite this, Radical Recruit made its 800th placement, secured dozens of brilliant new partnerships, and was named Charity of the Year on three occasions. We have continued to demonstrate resilience, innovation, and purpose, building an organisation that stands for radical inclusion and measurable social value in an increasingly uncertain landscape.
Capacity and Staffing
One staff member resigned during the year, and this post was made redundant following a review of resources. With Board approval, the decision was taken not to recruit replacements immediately to protect cash flow and ensure financial stability. This reduced delivery and business development capacity and had a significant impact on our ability to pursue new income opportunities and grow the sponsorship model at the pace we had planned.
The year was also marked by personal challenges within the leadership team. The Founder and Co-CEO experienced a period of prolonged and poor health due to a combination of challenges, including burnout. Following this, the decision was made to split the leadership role, and Kirsty Palmer was promoted to Co-CEO. Shared leadership was introduced to distribute responsibility, safeguard wellbeing, and build greater organisational resilience. The arrangement has strengthened collaboration, improved continuity, and reflected Radical Recruit’s wider commitment to doing leadership differently, with care, transparency, and shared accountability at its core.
At the same time, one further member of the team was absent for prolonged periods due to personal health challenges, which placed additional strain on delivery capacity and timelines. These pressures inevitably affected operations but were managed with transparency, Board oversight, and the support of our volunteer network.
Despite these challenges, we expanded our volunteer pool to over 800 individuals. Collectively, our volunteers delivered the equivalent of more than six full-time roles across the year, a vital contribution that sustained service delivery and extended our reach during a period of limited paid capacity.
We have completed a full review of our volunteering model and will roll out a new structure that ensures volunteers receive a thorough induction, regular professional development, and a clearer framework of accountability and recognition. This investment will strengthen quality, consistency, and the sustainability of volunteer-led support.
To mitigate future delivery risk, we are introducing a continuity plan that ensures essential candidate and employer services remain operational during periods of staff absence. This includes clear delegation pathways, cross-training, and a volunteerled triage system that provides additional coverage during peak demand.
Fundraising and Income Generation
Fundraising was extremely challenging. Several clients cancelled planned work, some failed to pay for projects already underway, and others postponed or withdrew opportunities. These disruptions affected income, cash flow, and strategic plans.
The leadership team reforecast mid-year, introduced tighter expenditure controls, and prioritised delivery of existing commitments. The Board received bi-monthly financial updates and approved measures to manage liquidity and mitigate risk. Despite these difficulties, Radical Recruit successfully delivered its Christmas Crowdfunder, engaging over 600 supporters and exceeding its target. This provided essential unrestricted funding and strengthened community engagement at a critical time.
We also secured our first two grants from the Balcombe Trust and the National Lottery Community Fund. The Balcombe Trust provided catalytic investment that enabled us to pilot and scale our sponsorship programme, exceeding all agreed targets and helping us secure over £300,000 in pro bono and financial support from corporate partners. Our two-year Big Lottery-funded project has been instrumental in strengthening our candidate support and service delivery infrastructure. In its first year, we achieved nearly all planned outcomes for the two-year period, including improved tracking of candidate progression and expanded outreach to underrepresented communities. The second year will focus on building sustainability, integrating learning from the pilot phase, improving systems, and deepening partnerships with employers and referral partners.
Together, these grants have provided a critical foundation for Radical Recruit’s growth and credibility as a funded charity. They have also strengthened our ability to evidence impact, report outcomes with rigour, and secure further investment. We were also invited to bid for £250,000 worth of social impact investment for entrepreneurs leading impact-driven businesses. The nature of this funding source has the potential to open a new avenue for income diversification. This represents an exciting opportunity to attract long-term partners who share our mission and to explore financing models that align social and financial returns.
Technology and Operational Challenges
A technology supplier leading a major systems transformation project failed to deliver on its pro bono commitment. As a result, we have continued operating without technology that is fully fit for purpose, particularly affecting business development, client management, and data reporting.
...CONTINUED
Page 2
Sign.com Document ID: c187085597 - Page 5/16
RADICAL RECRUIT Trustees' Report (continued) For The Year Ended 31 December 2024
Main Achievements - continued
Following a thorough review, the Board and leadership team made the difficult but necessary decision to end the partnership when it became clear the supplier lacked the capacity to fulfil its obligations. Radical Recruit has since re-scoped the project and begun rebuilding its technology transformation plan, with delivery scheduled for completion in 2026. The new system will integrate CRM, candidate tracking, volunteer management, and financial reporting into one platform. It will enable a data-driven approach to stakeholder engagement, marketing, sales, and business development, as well as candidate and employer support. This transformation will improve efficiency, visibility, and accountability, allowing the organisation to make faster, evidence-based decisions and to demonstrate measurable social value outcomes in line with commissioner reporting standards.
Once complete, the system will underpin Radical Recruit’s next stage of growth, providing the digital infrastructure and compliance capability needed to deliver, evidence, and expand our impact sustainably.
Strategic Pivot and Innovation
In response to a contracting funding and recruitment market, Radical Recruit pivoted towards the growing social value and procurement agenda. This led to the creation of the Radical Social Value Playbook, a practical framework for embedding measurable impact into bids, contracts, and delivery.
This pivot has repositioned Radical Recruit as both a charity and a social value supplier, establishing the foundations for a sustainable model of systemic change. The long-term aim is to secure multi-year social value contracts that will generate hundreds of opportunities for people excluded from work while building stable, recurring income for the organisation. This approach aligns directly with the Public Services (Social Value) Act 2012 and the UK Government’s Social Value Model, supporting commissioners to deliver measurable outcomes around inclusion, skills, and community benefit. We expect this shift to begin showing financial benefit in the coming year, with cash flow projected to improve significantly as these opportunities mature.
Impact and Early Success
Despite these constraints, Radical Recruit maintained a 90 per cent in-work retention rate for people placed into employment, which is a testament to the quality of support, employer engagement, and post-placement care that define our model.
We successfully completed our sponsorship pilot, securing over £300,000 in pro bono and financial contributions, and landed our first major social value consultancy clients – GS8, Version1, John Lewis, and Cushman & Wakefield – with project delivery scheduled for 2025 and 2026. These partnerships validate Radical Recruit’s position as a trusted social value delivery partner and demonstrate that our approach can drive measurable outcomes for business and community alike.
We also completed a major volunteer recruitment drive, expanding our network to more than 800 skilled professionals who now contribute across fundraising, operations, communications, and candidate coaching. This growing volunteer community has become a critical asset, providing both stability and expertise during a period of financial challenge. In parallel, Radical Recruit’s influence has continued to grow across sectors, shaping conversations about social value, inclusive recruitment, and systems change. Our work is increasingly recognised as an example of how small, mission-driven organisations can deliver innovation and impact well beyond their size.
Governance and Board Development
Recognising that our Board was too small to provide the breadth of expertise required, we conducted a skills review and began recruiting up to five new trustees, including a young trustee, to strengthen representation and capability in key areas such as fundraising, social value, and public sector commissioning.
This year also saw the introduction of Radical Recruit’s co-Chair and co-Treasurer model, designed to distribute leadership and decision-making more evenly across the Board. This approach promotes shared accountability, builds resilience, and reflects the inclusive power structures we advocate for externally. It will improve governance continuity, reduce dependency on individuals, and ensure more balanced and collective oversight.
We also co-opted Debra Allcock onto the Board, whose expertise has been instrumental in helping us strengthen and formalise our governance practices. We are incredibly grateful for her support, which has already brought greater rigour, clarity, and confidence to the way we operate.
Lessons Learned and Future Outlook
This year has underscored the importance of resilience, prudent financial management, and diversification of income. The strengthened governance structure, improved financial oversight, and strategic pivot achieved this year have laid firmer foundations for long-term sustainability.
We anticipate that the 2025/26 financial year will begin under similar economic pressures, with continued austerity and tough decisions ahead. However, Radical Recruit enters this next period with clearer systems, stronger governance, a more distributed leadership model, and renewed strategic purpose, positioned to deliver measurable, lasting impact through social value partnerships and radical inclusion.
Financial Review
Financial Position
The results for the CIO’s year end were in line with the trustees’ expectations, with income from grant awards and sponsorships representing income for the year of £64,268. Total expenditure in the year was £85,254. A cautious approach to expenditure was adopted. There were cash balances of £8,799 at the year end.
Page 3
Sign.com Document ID: c187085597 - Page 6/16
RADICAL RECRUIT Trustees' Report (continued) For The Year Ended 31 December 2024
Additional Note
Financial Impact and Risk Management
Income fell short of target, leading to a modest deficit and ongoing cash flow pressure. The Board and management introduced stronger risk and control measures, including:
-
Bi-monthly financial reporting and quarterly dashboards
-
Trustee approval for all discretionary expenditure
-
A reviewed and reaffirmed reserves policy
-
An updated organisational risk register addressing financial, safeguarding, and operational risks
These measures are improving financial discipline, visibility, and Board assurance over the long term. A financial recovery plan has also been introduced. It prioritises the rebuilding of reserves, repayment of outstanding liabilities, and diversification of income streams through social value contracts and consultancy work.
While we expect to carry a small negative balance into 2025/26, we are projecting a return to surplus by 2026/27, supported by improved pipeline conversion and better cash flow forecasting.
Reference and Administrative Details
Trustees
Mr WOOJDAN RAZA - Chair Ms Francesca Stafford - Trustee Ms Judith Smith - Trustee Ms Chanel Allen - Trustee
Charity Number
1197824
Principal Address
85 GREAT PORTLAND STREET LONDON W1W 7LT
Independent Examiner
Accounting SQL Limited t/a Spondoo Accountants Accounting SQL Limited t/a Spondoo Accountants 2-4 Petworth Road Haslemere Surrey GU27 2HR
Page 4
Sign.com Document ID: c187085597 - Page 7/16
RADICAL RECRUIT Trustees' Report (continued) For The Year Ended 31 December 2024
The trustees' report was approved by the board of trustees and signed on its behalf by:
Mr WOOJDAN RAZA
Trustee 28/10/2025
Page 5
Sign.com Document ID: c187085597 - Page 8/16
RADICAL RECRUIT Independent Examiner's Report to the Trustees of RADICAL RECRUIT For The Year Ended 31 December 2024
I report to the trustees on my examination of the accounts of RADICAL RECRUIT (the Trust) for the year ended 31 December 2024.
Responsibilities and Basis of Report
As the charity trustees of the Trust you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”).
I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
Independent Examiner's Statement
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
-
accounting records were not kept in respect of the Trust as required by section 130 of the Act; or
-
the accounts do not accord with those records; or
-
the accounts do not comply with the applicable requirements concerning the form and contents of accounts set out in the Charities (Accounts and Reports) Regulations 2008 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.
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.
Accounting SQL Limited t/a Spondoo Accountants 28/10/2025 2-4 Petworth Road Haslemere Surrey GU27 2HR
Page 6
Sign.com Document ID: c187085597 - Page 9/16
RADICAL RECRUIT Statement of Financial Activities For The Year Ended 31 December 2024
| Notes INCOME AND ENDOWMENTS FROM: Donations and legacies 3 Other trading activities 4 EXPENDITURE ON: Raising funds 6 Other NET EXPENDITURE NET MOVEMENT IN FUNDS RECONCILIATION OF FUNDS: Total funds brought forward TOTAL FUNDS CARRIED FORWARD 15 |
Unrestricted funds £ 47,662 38,600 |
Restricted funds £ 29,427 - |
2024 Total funds £ 77,089 38,600 |
2023 Total funds £ 64,268 - |
|---|---|---|---|---|
| 86,262 | 29,427 | 115,689 | 64,268 | |
| (150,804) (362) |
(17,383) - |
(168,187) (362) |
(79,882) - |
|
| (151,166) | (17,383) | (168,549) | (79,882) | |
| (64,904) | 12,044 | (52,860) | (15,614) | |
| (64,904) (26,276) |
12,044 7,399 |
(52,860) (18,877) |
(15,614) - |
|
| (91,180) | 19,443 | (71,737) | (15,614) |
The notes on pages 10 to 14 form part of these financial statements.
Page 7
Sign.com Document ID: c187085597 - Page 10/16
RADICAL RECRUIT Comparative Statement of Financial Activities For The Year Ended 31 December 2024
| Notes INCOME AND ENDOWMENTS FROM: Donations and legacies 3 EXPENDITURE ON: Raising funds 6 NET EXPENDITURE NET MOVEMENT IN FUNDS RECONCILIATION OF FUNDS: Total funds brought forward TOTAL FUNDS CARRIED FORWARD 15 |
Unrestricted funds £ 54,577 |
Restricted funds £ 9,691 |
2023 Total funds £ 64,268 |
|---|---|---|---|
| (77,590) | (2,292) | (79,882) | |
| (23,013) | 7,399 | (15,614) | |
| (23,013) - |
7,399 - |
(15,614) - |
|
| (23,013) | 7,399 | (15,614) |
The notes on pages 10 to 14 form part of these financial statements.
Page 8
Sign.com Document ID: c187085597 - Page 11/16
RADICAL RECRUIT Statement of Financial Position As At 31 December 2024
| Notes FIXED ASSETS Tangible Assets 11 CURRENT ASSETS Debtors 12 Cash at bank and in hand Creditors: Amounts Falling Due Within One Year 13 NET CURRENT ASSETS (LIABILITIES) TOTAL ASSETS LESS CURRENT LIABILITIES NET LIABILITIES FUNDS OF THE CHARITY Restricted Funds Unrestricted Funds TOTAL FUNDS 15 |
Unrestricted funds £ 1,366 |
Restricted funds £ - |
2024 Total funds £ 1,366 |
2023 Total funds £ 1,081 |
|---|---|---|---|---|
| 1,366 2,182 3,889 |
- 19,443 - |
1,366 21,625 3,889 |
1,081 1,186 8,799 |
|
| 6,071 (98,617) |
19,443 - |
25,514 (98,617) |
9,985 (29,943) |
|
| (92,546) | 19,443 | (73,103) | (19,958) | |
| (91,180) | 19,443 | (71,737) | (18,877) | |
| (91,180) | 19,443 | (71,737) | (18,877) | |
| 19,443 (91,180) |
7,399 (23,013) |
|||
| (71,737) | (15,614) |
On behalf of the board
Mr WOOJDAN RAZA Trustee 28/10/2025
The notes on pages 10 to 14 form part of these financial statements.
Page 9
Sign.com Document ID: c187085597 - Page 12/16
RADICAL RECRUIT Notes to the Financial Statements For The Year Ended 31 December 2024
1. General Information
RADICAL RECRUIT is a charitable incorporated organisation registered with the Charity Commission, registered charity number 1197824. The principal address is 85 GREAT PORTLAND STREET, LONDON, W1W 7LT.
2. Accounting Policies
2.1. Basis of Preparation of Financial Statements
The financial statements 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 Charities Act 2011.
The charity is a Public Benefit Entity as defined by FRS 102.
2.2. Incoming Resources
Income is recognised when the Charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
Cash donations are recognized on receipt. Other donations are recognized once the Charity has been notified of the donation, unless performance conditions require deferral of the amount.
2.3. Resources Expended
All costs are allocated to expenditure categories reflecting the use of the resources. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs are apportioned between the activities they contribute to on a reasonable, justifiable and consistent basis.
2.4. Tangible Fixed Assets and Depreciation
Tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. Depreciation is provided at rates calculated to write off the cost of the fixed assets, less their estimated residual value, over their expected useful lives on the following bases:
Computer Equipment 25% Reducing Balance
2.5. Cash and Cash Equivalents
Cash and cash equivalents are basic financial assets and include cash in hand and deposits held at call with banks, other short-term highly liquid investments that mature in no more than three months from the date of acquisition and are readily convertible to a known amount of cash with insignificant risk of change in value, and bank overdrafts.
3. Income from Donations and Legacies
| Donations and gifts Member subscriptions and sponsorships Grants |
Unrestricted funds £ 47,662 - - |
Restricted funds £ - - 29,427 |
2024 Total funds £ 47,662 - 29,427 |
|---|---|---|---|
| 47,662 | 29,427 | 77,089 |
Page 10
Sign.com Document ID: c187085597 - Page 13/16
RADICAL RECRUIT Notes to the Financial Statements (continued) For The Year Ended 31 December 2024
| Donations and gifts Member subscriptions and sponsorships Grants 4. Income from Other Trading Activities Income from other trading activities 5. Net Income/(Expenditure) The net expenditure is stated after charging/(crediting): Depreciation of tangible fixed assets - owned 6. Analysis of Expenditure Raising funds Raising funds |
Unrestricted funds £ 33,744 20,833 - |
Restricted funds £ 9,691 - - |
2023 Total funds £ 43,435 20,833 - |
|---|---|---|---|
| 54,577 | 9,691 | 64,268 | |
| Activities undertaken directly £ 155,074 |
2024 Unrestricted funds £ 38,600 |
2023 Unrestricted funds £ - |
|
| 2024 £ 920 |
2023 £ 476 |
||
| Support costs (see note 7) £ 13,113 |
2024 Total £ 168,187 |
||
| Activities undertaken directly £ 24,068 |
Support costs (see note 7) £ 55,814 |
2023 Total £ 79,882 |
Page 11
Sign.com Document ID: c187085597 - Page 14/16
RADICAL RECRUIT Notes to the Financial Statements (continued) For The Year Ended 31 December 2024
7. Support Costs
| Employee costs General administration Depreciation Employee costs General administration Depreciation Governance costs . Independent Examiner's Remuneration Independent examination of the financial statements Other assurance services Tax advisory services Other financial services . Staff Costs taff costs were as follows: Wages and salaries Social security costs Other pension costs |
2024 £ 300 - - - 300 2024 £ 133,851 13,303 3,154 150,308 |
2024 Raising funds £ 1,846 10,347 920 |
|---|---|---|
| 13,113 | ||
| 2023 Raising funds £ 51,112 2,326 476 1,900 |
||
| 55,814 | ||
| 2023 £ 1,900 - - - |
||
| 1,900 | ||
| 2023 £ 50,694 4,560 1,148 |
||
| 56,402 |
8. Independent Examiner's Remuneration
9. Staff Costs
Staff costs were as follows:
No employees received employee benefits (excluding employer pension costs) for the reporting period of more than £60,000.
- Average Number of Employees
Average number of employees during the year was: 4 (2023: 2)
Page 12
Sign.com Document ID: c187085597 - Page 15/16
RADICAL RECRUIT Notes to the Financial Statements (continued) For The Year Ended 31 December 2024
| 11. Tangible Assets Cost As at 1 January 2024 Additions As at 31 December 2024 Depreciation As at 1 January 2024 Provided during the period As at 31 December 2024 Net Book Value As at 31 December 2024 As at 1 January 2024 12. Debtors Due within one year Trade debtors Other debtors 13. Creditors: Amounts Falling Due Within One Year Trade creditors Amounts owed to participating interests Other creditors Taxation and social security |
2024 £ 900 20,725 21,625 2024 £ 2,149 34,296 22,122 40,050 98,617 |
Computer Equipment £ 1,557 1,205 |
|---|---|---|
| 2,762 | ||
| 476 920 |
||
| 1,396 | ||
| 1,366 | ||
| 1,081 | ||
| 2023 £ - 1,186 |
||
| 1,186 | ||
| 2023 £ 867 11,488 3,523 14,065 |
||
| 29,943 |
14. Pension Commitments
The charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charity in an independently administered fund.
During the year the charge to the statement of financial activities in respect of defined contribution schemes was £3,154 (2023: £1,148).
At the statement of financial position date contributions of £NIL were due to the fund and are included in creditors.
Page 13
Sign.com Document ID: c187085597 - Page 16/16
RADICAL RECRUIT Notes to the Financial Statements (continued) For The Year Ended 31 December 2024
15. Movement in Funds
| Unrestricted funds General: General unrestricted fund Restricted funds Restricted Funds Total funds Unrestricted funds General: General unrestricted fund Restricted funds Restricted Funds Total funds |
As at 1 January 2024 £ (26,276) 7,399 |
Income £ 86,262 29,427 |
Expenditure £ (151,166) (17,383) |
As at 31 December 2024 £ (91,180) 19,443 |
|---|---|---|---|---|
| (18,877) | 115,689 | (168,549) | (71,737) | |
| As at 1 January 2023 £ - - |
Income £ 54,577 9,691 |
Expenditure £ (77,590) (2,292) |
As at 31 December 2023 £ (23,013) 7,399 |
|
| - | 64,268 | (79,882) | (15,614) |
16. Transactions with Trustees
During the year the expenses reimbursed to the trustees or paid directly to third parties were as follows:
| 2024 | 2023 |
|---|---|
| £ | £ |
- Related Party Disclosures
Page 14