2025-03-31-accounts

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CARTREFI CYMRUi CO-OPERATIVE Annual Report 2024/2025

CARTREFI CYMRU CO-OPERATIVE

ANNUAL REPORT 2024/25

• Foreword .Chair of the Board of Trustees 3 . Chief Executive Officer 4 • Key Highlights 5 • Reference & Administrative Details 7 • Structure, Governance, and Management 8 . 10 Statement of Trustees responsibilities • Objectives and Activities 13 • Achievements and Performance 16 • Financial Review 24 • Public Benefit Statement 27 • Future Plans 29 • Section 172(1) Statement 34 • Carbon and Energy 37 • Case Studies & Impact Stories 46 • Acknowledgments & Thanks 54 ' • 56 Independent Auditor s Report & Financial Statements

Foreword – Chair of the Board of Trustees

The National Council of Members and Board interviewed and recruited four new Trustees for the Board of Management.

This has enabled us to broaden the skills, knowledge and experience even further within the Committees which will help strengthen our governance structure.

Last year’s Retreat was a great success whereby we heard stories about the achievements of members, we celebrated the launch of the new Cartrefi brand and we all worked together on the strategic vision for the future.

The Board remain committed to the ethos of Co-Operative working and look forward to working further with the National Council and also meeting more people at the Retreat and Local Forums in the future.

The Senior Leadership Team and Management Team has been strengthened with new Director posts and Responsible Individuals.

The Quality Assurance process is now established, and the Board receive regular reports on the quality of the services.

The Local Forums continue to flourish and grow, and we hope to meet more members over the next year.

We would like to thank our partners in the Local Authorities for working collaboratively with us to help meet the financial challenges we all face and support us to provide good quality person centred support.

Finally, a big Thank you to all the Members who come together to make Cartrefi 'everyday remarkable'.

Foreword – Chief Executive Officer

I am pleased to share with you our Annual Impact Report for 2024/25—a year that has challenged us at times yet also demonstrated the remarkable resilience and dedication of everyone connected to Cartrefi Cymru Co-operative.

Over these twelve months, we’ve continued to build upon our Co-Operative ethos, placing the people we support, their families, and our colleagues at the heart of everything we do. We finalised and launched our long-term strategy , which sets out a bold vision for delivering social care that empowers individuals, values our workforce, and maximises community involvement. The successes and stories captured in this report speak to how that vision is already coming to life.

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Key Highlights

We introduced the Sona Rostering software and Talos Recruitment platform, both of which have begun streamlining our operational processes and making day-to-day work easier for our support colleagues.

We increased our frontline wage to £12.14 an important step in recognising the commitment and skill required to deliver outstanding support.

Our family support groups, and co-operative forums expanded across Wales, reinforcing our commitment to listening and responding to the real-life experiences of the people we support and their loved ones.

Through Cartrefi Fest and other community events, we celebrated the achievements of individuals in a way that truly embodies our new “Everyday Remarkable” brand identity.

None of this would be possible without our dedicated colleagues, who bring compassion and expertise to their roles every day. By investing in recruitment and training, alongside the digital tools we’ve adopted, we aim to nurture a culture where employees can thrive, further benefiting those we support. Yet, we know there is more to do. Sustaining our services in the face of rising costs, meeting growing demand, and ensuring we continue to improve the quality of support are challenges we face in the coming year.

Our plans for 2025/26, outlined later in this report, demonstrate our commitment to innovating with technology, strengthening our co-operative model, and expanding support to even more people across Wales.

I would like to thank everyone who has been part of Cartrefi Cymru this year. Our Council, trustees, colleagues, volunteers, commissioners, partner Organisation's, families, and, most importantly, the individuals we support, each has played an essential role in keeping our mission at the forefront. Thank you for your trust, your dedication, and for sharing in our “everyday remarkable” moments.

I hope you find this report both informative and inspiring. Please read on to learn how our collective efforts have made a positive difference in the lives of so many people, and how, together, we plan to continue evolving and improving the way social care is delivered in Wales.

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Reference & Administrative Details

Charity Name : Cartrefi Cymru Co-operative Limited Charity Registration Number: 702290 Company Registration Number: 2420623

Registered Address: 5 & 6 Coopers Yard, Curran Road, Cardiff, CF10 5NB

Board of Trustees (Directors) : Christine Brian, Ian Courtney, Leanne Williams, Alexis Pala

Susmita Pullen Resigned 8 April 2024 Nial Grimes resigned 25 June 2025 Catrin Elis Williams resigned 23 September 2025 Dafydd Stone appointed 02 December 2024 Gareth Jones appointed 10 December 2024 Jonathan Griffiths appointed 02 December 2024 Imogen Brown resigned 23 September 2025

Council of Members: David Wilton, Nae Cook, Yvonne Williams, Geraint Eardley, Robert Moore, Claire Dyer, Lloyd Price, Sophie Wakelin, Robert Quarrell, Peter Lees, Kimberley Howell, Matthew Bodenham, Philip Parslow

Senior Leadership Team

Chief Executive Officer - Geraint Jenkins Operations Director - Sue Jones Finance and Digital Director - Zoe Jones People Director - Alison Woodward Assistant Director of Governance -Tess Johnson Assistant Director of People - Nia Court

Assistant Director of Operations - Nicola Phillips, Mary McDonald Webb, Kelly Ahern, Amyleigh Hunter

• Auditors: Azets Audit Services, Ty Derw, Lime Tree Court, Cardiff Gate Business Park, Cardiff, VF23 8AB

• Bankers: National Westminster Bank PLC, 277 Cowbridge Road East, Canton, Cardiff, CF5 1WX

• Solicitors: Hugh James Solicitors. Two Central Square, Cardiff, CF10 1FS.

Structure, Governance, and Management

Cartrefi Cymru Co-operative is constituted as a registered charity and company limited by guarantee. In 2016, the organisation evolved into a multi-stakeholder co-operative, embedding democratic participation in its governance. This means the people we support, our colleagues, and community members all have a say in how we’re run, through a formal membership structure.

The elected Council of Members , representing our broad membership base from our local Co-Operative forums, ensuring that the voices of stakeholders and guide our direction. The Council of members also review the composition of the Board of Trustees annually and may appoint, replace or re-appoint trustees ceasing to hold office . Based on length of service In line with with standing orders, each trustee can serve up to 3 terms each term being 3 years

Open recruitment methods are utilised to reach potential trustees with desirable knowledge and skills. Trustees may only be Community members or non-members who have the relevant skills and experience to perform duties of a trustee.

Cartrefi Cymru Co-operative operates a structured trustee induction programme to ensure all trustees are fully equipped to discharge their governance responsibilities. The programme includes a face to face induction day to share and discuss key organisational documents, including the Trustee Induction Pack, role profile, governance policies, and the Charity Commission’s The Essential Trustee guidance.

Induction activities include briefings on the organisation’s strategy, governance structure, risk register, and financial position, together with meetings with the Chief Executive, Assistant Director of Governance & Compliance, and the wider senior leadership team. Trustees are provided with access to relevant ICT systems and receive training in safeguarding, cyber security, equality, diversity and inclusion, with various options around external trustee governance training being offered. Service visits are arranged to enable trustees to gain direct insight into the organisation’s work and the people we support.

We maintain an organisational structure that delegates appropriate decisions to colleagues while reserving major decisions for the Board (for example, policy approvals, annual budgets, and risk appetite are set by trustees).

Day-to-day management is delegated to the CEO and the Senior Leadership Team, comprises the key management personnel of the charity and oversees the directing controlling and running of the charity who implement the Board’s strategy and decisions.

We are independent but often work in partnership with families, local authorities, and other agencies in the communities we serve. We are proud to be a cooperative charity, meaning our governance is strengthened by member participation and transparency.

Senior Leadership Pay

The pay for the Senior Leadership team and other Management was reviewed by an external consultant who carried out a salary review of management renumeration using benchmarking within similar sectors in 2017. The results of the external consultant were submitted to the the Board of Management for approval. All changes to salaries go through the People committee and are then submitted to the Board for approval.

Funds held as Custodian trustee

The Charity manages money on behalf of the people it supports. This service includes paying expenditure on the service users behalf, detailed records are kept to ensure that the charity is able to identify amounts owed to/by each individual.

Each person we support has there own bank account held with Natwest which is linked to the charity, this ensures service user accounts and balances are easily identifiable. No assets or Liabilities are held on behalf of people we support.

Total Value of such accounts at the year end total £ 1,800,569 (2024: £1,486,252)

Statement of Trustees Responsibilities

The trustees, who are also the directors of Cartrefi Cymru Co-operative Limited for the purpose of company law, are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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

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

select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charities SORP;
make judgements and estimates that are reasonable and prudent; and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

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

The trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The Annual report was approved by the Board of Trustees. I Courtney Trustee Dated 11

Risk Management:

The trustees actively oversee risk management. A comprehensive risk register is kept and reviewed regularly (at least quarterly) by the Board and its Audit/Risk Committee.

Key risks – such as financial sustainability, workforce recruitment/retention, health & safety, data protection, and safeguarding – are identified and monitored. Mitigation plans are in place for significant risks, and policies are reviewed and updated to manage these risks.

During 2024/25, we improved our cybersecurity measures and updated our business continuity plan as part of risk mitigation. The Board confirms that it has assessed the major risks facing the charity and is satisfied that appropriate systems and controls are in place to manage them.

Objectives and Activities

Charitable Purpose: Cartrefi’s mission is to support people in Wales with disabilities and other support needs to live fulfilled, independent lives in their own communities. The charity was established in 1989 by a group of parents and activists, dedicated to “supporting older people and those with learning disabilities to live a more fulfilled and independent life – and play a valued part in the community.” This founding purpose continues to guide us.

The Object for which the Company is established is the furtherance of health and the relief of suffering by providing for the care, accommodation, training, education, future living, employment, occupation and sustenance of persons normally, but not exclusively, resident in Wales with a mental or physical disability or suffering from a mental illness in order to foster and encourage a sense of independence.

Main Objectives for 2024/25

In the year 2024/25, the charity set out the following key objectives in pursuit of its mission:

Quality Support – Deliver person-centred support services to improve the quality of life for the individuals we support, ensuring their rights, choices, and independence are at the forefront.

Community and Family Engagement – Strengthen connections for the people we support by involving families and communities, establishing peer support groups and inclusive events across Wales.

Co-operative and Democratic Involvement – Enhance our co-operative governance by increasing member participation and voice in decision-making, upholding our “one member, one vote” ethos and expanding our regional forums for members.

Workforce Development and Wellbeing – Invest in our colleagues through better recruitment, training, and wellbeing initiatives (including implementing new digital tools and a People Strategy) to build a resilient, skilled, and motivated workforce.

Sustainable Growth and Innovation – Improve our operational infrastructure (through modern IT systems and processes) and secure sustainable growth by successful tendering for contracts, prudent financial management, and promoting our refreshed brand identity to increase awareness of our work.

Key Activities Undertaken

To achieve these objectives, Cartrefi engaged in a range of activities throughout 2024/25:

We provided day-to-day support to approximately 650 individuals in their homes and communities across Wales, including supported living services, domiciliary care, and community outreach Programmes.
We facilitated family support groups in multiple regions to connect families for mutual support.
We held training and development Programmes for our 1,200+ employees , focusing on person-centred practices, safeguarding, and new software tools that improve service delivery.
As a co-operative, we organised member forums and an Annual Retreat where the people we support, colleagues, and community supporter members could share input and vote on important matters.
We hosted public-facing events (such as Cartrefi Fest, detailed later) to foster community involvement and celebrate the achievements of the people we support.

Each of these activities was rooted in our charitable aims and designed to further our public benefit.

Achievements and Performance

During 2024/25, Cartrefi made significant progress toward its objectives, delivering positive outcomes for the people we support and strengthening our organisation. Below we highlight key successes and impact stories from the year :

1. Improvements for our workforce

Empowering Our Workforce with Better Tools - We finalised the implementation of the Sona digital rostering software for workforce management. This modern platform has streamlined colleagues scheduling and time tracking, making it easier for our support teams to coordinate care. As a result, we’ve seen improved shift coverage and communication, which means more reliable support for people day-to-day. Colleague’s feedback regarding Sona has been very positive, noting time saved and less stress in managing rotas.

Modernising Recruitment and Onboarding We successfully rolled out the Talos recruitment platform to enhance our hiring and onboarding processes. This new system has made it simpler for candidates to apply and for our HR team to track candidates. By the end of the year, all new employees were being onboarded through Talos, reducing paperwork and speeding up recruitment – a critical improvement in a challenging labour market for social care.

Investing in Our People – “People Strategy” : We developed and began implementing a comprehensive People Strategy focused on colleagues' wellbeing and development. Our people strategy is based on four pillars – Attracting and rewarding the best people, developing our skills and behaviours to ensure Cartrefi is a great place to work, ensuring our leaders are visible, capable, and positive, modelling the Organisation's values and behaviours, and creating a culture of wellbeing and psychological safety. Other key initiatives included launching a new employee assistance program (for free counselling and mental health support), new training modules on leadership and positive behaviour support, and establishing a Wellbeing programme of activity for colleagues.

Launching Our New Brand - “Everyday Remarkable” : After consultation and collaboration with our co-op members, colleagues and other stakeholders, we unveiled a refreshed brand identity centred on the theme “Everyday Remarkable.” This included a new logo, brand colours and messaging that celebrates the extraordinary achievements of our people. We rolled out new branding materials and a redesigned website. This rebranding isn’t just cosmetic – it has energised our team and publicly reaffirmed our belief that every person’s contributions are remarkable. We received great feedback from stakeholders on the new look and tagline, which encapsulates our ethos of celebrating every individual’s unique value.

Fair Pay for Frontline Colleagues: Recognising the vital role of our support workers, we raised the hourly wage for f rontline colleagues to £12.14 in 2024. This increase kept us above the prevailing Real Living Wage, underlining our commitment to fair pay. Importantly, we managed this while maintaining fair differentials for other roles, ensuring supervisors and specialists are rewarded appropriately relative to front line wages. Investing in fair pay not only supports our colleagues' livelihoods but also helps attract and retain caring, skilled people – directly benefiting those we support.

2. Supporting and growing the Cartrefi community

Community Hub offer and unfunded support: Throughout the year, we provided significant support to people that went beyond what was funded by contracts. In some cases, when individuals faced crises or gaps in their funded hours, we stepped in to assist rather than let anyone go without help. We delivered around 3,600 hours of unfunded support to approximately 120 individuals across Wales. This reflects our values in action – putting people before budgets. We continue to work with commissioners to address these gaps but are proud that our team went the extra mile to ensure continuity of care and support for those who needed it most.

Supporting Families through Peer Groups: We established family support groups across Wales, creating a network for families of people we support to meet, share experiences, and learn from each other. Several groups (in North, Mid, Southeast, and Southwest Wales) held regular meetups and workshops. These groups, facilitated by our activity coordinators, have helped families feel less isolated and more empowered.

Cartrefi Fest 2024: We hosted another successful “ Cartrefi Fest ”, our annual festival of events celebrating the people we support and our communities. This year’s Festival featured both in-person and online activities across Wales over one week. From art and music workshops in Mid and North Wales, to a sports day, and parties in all areas , there was a fashion show and storytelling sessions – the festival had something for everyone. Participation grew compared to last year, with hundreds of individuals (supported people, their families, colleagues, and local community members) joining in. Cartrefi Fest has become a highlight of our calendar, showcasing the talents and joy of the people at the heart of our charity.

Successful Tendering and Growth: We experienced growth through successful tendering, enabling us to extend our services to new areas. For example, we won contracts with 6 local authorities during 2024/25 including successful tendering for Swansea and Pembrokeshire frameworks, transferring in 5 new supported living services in Swansea as well as new services in Pembrokeshire, and Anglesey. We also retained existing contracts across Wales including in RCT, Powys, and Carmarthenshire as well as receiving extended shared prosperity funding for The Social Bean in Swansea. These successes in competitive tenders demonstrate our strong reputation for quality support and value, allowing us to reach more people in need.

3. Upholding our Co-Operative ethos and values

Strengthening Co-operative Forums and activities: In keeping with our co-operative spirit, we expanded and strengthened our member forums and democratic participation this year. We improved our regional “Co-op Forums” where members (including supported individuals and colleagues) can discuss issues and propose ideas, introducing a new local forum in Pembrokeshire to allow greater accessibility to meetings for members in the area. Members voted on key resolutions including new mobile phone options for colleagues, Bridgend forum discussed and voted on donating some money from their fund to help support our North Wales forum to set up their community Hwb, All areas voted on supporting the Benevolent Fund and whether they as local forums would like to donate to help set it up and then to fundraise throughout the year to help keep funds available.

Votes and discussions have been held regarding what equipment people we support may like to see in groups, there have been discussions around new policies and discussions with colleagues around changes. This robust engagement ensures our direction remains grounded in the needs and ideas of our community.

With regards to co-operative activities, the Social Bean hosts weekly group work experience for students from a local ALN school, offers a fortnightly coffee morning for patients from Ty Olwyn in a non-clinical setting, and provides a weekly social evening for Your Voice advocacy. Two regular volunteers are gaining valuable skills and confidence, and Health and Social Care students from the local college also gain work experience there. The Social Bean holds weekly group sessions that continue to attract new participants through independent referrals and local care managers.

The activity group at Kenfig Rugby Club remains strong, welcoming both people supported by Cartrefi and those who are not. In the Vale of Glamorgan, there is a large weekly activity group that provides a valuable social opportunity for older adults, and the Citizens group meets monthly with steadily growing attendance. Sensory sessions in the Bridgend office are also expanding, and a local allotment is being actively developed alongside the Town Council’s plan for a fully accessible Sensory Garden.

In Rhondda Cynon Taf (RCT), Monday and Friday sessions have grown in attendance and receive referrals from the local authority, including individuals not supported by Cartrefi. A weekly walking group has proven popular, and strong links have been established with a local ALN school, where a large donation of Easter Eggs was made. Meanwhile, in North Wales, the opening of Club Cartrefi has fostered stronger connections among local providers and day centres, improving information-sharing and enabling the additional sessions in different areas.

Mid Wales has seen regular group activities such as storytelling events, outdoor activities, and a walk up Pen Y Fan. Themed days and nights, Makaton groups, and music sessions are drawing participants in Llandrindod. Craft groups and family events in Pontypool also enjoy strong attendance. Carmarthen has welcomed an activity coordinator who has helped decorate a new HWB and open a sensory room. Last year’s allotment has been successfully maintained, producing vegetables that were shared among the services, a practice that will continue.

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Summary : By the close of March 2025, Cartrefi had supported more people, engaged more families and members, and improved its internal capabilities significantly. The above achievements illustrate our impact not just in statistics but in real lives improved – from the colleagues whose jobs are further supported and more rewarding, to the families who feel heard, to each person we support who has been able to achieve something meaningful to them. The Trustees are delighted to report that we met or made substantial progress on the year’s objectives, and the charity is delivering on its mission effectively.

Financial Review

Overall Financial Performance: In the financial year 2024/25, Cartrefi Cymru Co-operative remained financially stable. Total income for the year was £42,912,687 and total expenditure was £42,607,910 resulting in a surplus of £304,777.

This outcome reflects careful financial management amid rising costs and continued investment in our workforce and systems. We navigated challenges such as increased salary costs (due to the rise of the real living wage) and inflation in operating expenses, while also benefiting from some growth in funded services through new contracts.

Income Sources: Our income is derived primarily from contracts and grants to provide support services. The largest income sources were payments from local authorities and health boards for commissioned support. We also received grant funding and donations, including support from charitable trusts for specific projects (such the Social Bean In Swansea). We expanded our tendering efforts successfully, which will reflect in increased contract income (as noted in Achievements). Fundraising comprised a modest portion of income, via community fundraising events and campaigns during the year. We remain committed to diversifying income where possible to enhance sustainability.

Expenditure: The majority of our expenditure goes directly to charitable activities – mainly the provision of support services (colleague salaries, related support costs, travel, etc.). We also invested in colleague training and recruitment (aligning with our People Strategy), as well as in new technology (like Sona and Talos systems). Support and governance costs (management, administration, premises, and governance processes) accounted for the remainder of spending, which we aim to keep efficient. No funds were used for purposes outside our charitable aims. We closely monitor our expenditure to ensure value for money and maximum impact for each pound spent.

Reserves Policy: The Board of Trustees reviews the charity’s reserves policy annually. Our policy is to maintain sufficient free reserves to protect our operations against unforeseen downturns and to ensure continuity of support for beneficiaries. As of 31 March 2025, General unrestricted reserves stood at £6,646,373 . This is in line with our target of holding between 3–6 months of operating expenditure in reserves. The trustees consider this level prudent, given the size and nature of our activities, to manage cash flow timing and any unexpected financial challenges.

Going Concern: The Trustees confirm that the charity is in a stable financial position and has adequate resources to continue in operational existence for the foreseeable future. This Annual Report and the accompanying financial statements are prepared on a going concern basis. We have secured the majority of our contract income for 2025/26 and continue to manage costs carefully.

The Board remains vigilant regarding financial risks, such as changes in government funding or rising costs, and will take proactive measures to ensure Cartrefi’s sustainability.

Note: Full audited financial statements for the year ended 31 March 2025 are provided separately in this report.

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Public Benefit Statement

The Trustees confirm that they have complied with their duty under section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s guidance on public benefit.

Benefit Identified: The activities described in this report – from daily support services to community events – clearly further our charitable purposes and lead to positive outcomes for the individuals we support and society at large. We have identified numerous benefits, such as improved quality of life, greater independence, enhanced wellbeing and skills for people with learning disabilities and others we support. These benefits are evidenced by personal testimonials, case studies, and outcome measures.

Benefit to the Public: Our services target a section of the public in need: adults in Wales who have learning disabilities, autism, mental health needs, physical disabilities, or who are older and require support to live independently. By supporting these individuals (approximately 650 people this year), and engaging their families and communities, we benefit the wider public by promoting inclusion, reducing strain on other health and social services, and fostering more compassionate communities.

The difference made by Cartrefi extends beyond direct beneficiaries – for instance, our family support groups strengthen community networks, and our fair wage policy contributes to economic wellbeing in local areas.

No Private Benefit or Undue Restrictions: Any private benefits (such as salaries to colleagues or payments to suppliers) are incidental and necessary to carry out our work – they are a means to our charitable ends. Our membership structure and co-operative model enhance our accountability to the people we serve. We do not restrict benefits in a way that unduly excludes anyone who could reasonably benefit, eligibility for our services is based on need and referrals (often via local authority commissioning), and we work to accommodate as many people as resources allow. In fact, as noted, we often go beyond funded support to ensure needs are met. In conclusion, the Trustees are satisfied that during 2024/25 Cartrefi Cymru Co-operative’s activities provided public benefit in accordance with our aims. We will continue to review our Programmes to ensure they align with our charitable objectives and deliver meaningful benefit to the public.

Future Plans

As we look ahead to 2025/26 and beyond, Cartrefi is planning strategically to build on this year’s successes and address the challenges that remain. Our forward plans focus on deepening our impact, growing sustainably, and continuing to innovate in how we support people in line with our strategic goals. Key priorities for the next year include:

Be a well-run and caring Co-Operative

Embedding Digital Innovations: After implementing Sona and Talos, our focus shifts to fully embedding these tools into daily operations. In 2025/26 we plan to provide additional training for colleagues to utilise all features of the Sona rostering system and use the data to inform and process our payroll. We plan to refine our recruitment process using data insights from Talos.

Strengthening Our Co-operative Governance: In the coming year we plan to further energise our membership and co-operative governance model. This includes running regional member workshops to further share our next longterm strategy, improving communication channels, and growing our membership numbers. We will encourage more families to become members, and more colleagues at all levels to exercise their voice.

Environmental and Social Responsibility: Future Plans We recognise our role in the broader community and environment. In the year ahead, we will deliver our environmental action plan – for example, exploring greener transport options for colleagues traveling in the community, and reducing paper use now that many systems are digital and working with the people we support to be as green as we can be at home.

Have a skilled and motivated workforce

Workforce Development and Wellbeing: Following development and initial launch at the annual retreat, our People Strategy officially launches to colleagues from 1 April 2025, with projects identified as priorities for year 1. We plan to improve our recruitment, retention, colleague engagement efforts. We will be introducing a benevolent fund to support colleagues in times of hardship. We will introduce a managers development programme for team leaders and aspiring managers to build internal talent. Our Senior Leadership Team are embarking on a 9-month programme of development to enhance their skills and equip them to navigate the changes ahead and deliver the strategic plans. To further support wellbeing, we intend to create dedicated “wellbeing champion” roles in each region – colleagues who can lead local wellness activities and signpost colleagues to support.

Coupled with maintaining fair pay (we will review our pay Future Plans rates again in line with cost of living and the Real Living Wage movement) we plan to consult with our members and colleagues around implementing financial wellbeing tools and a flexible pay system such as Wagestream, these efforts aim to make Cartrefi an employer of choice in social care, which in turn means continuity and quality for those we support.

Deliver support that matters to people and communities

Delivering great outcomes: We plan to develop our person-centred planning tools and training maximising the benefits from our digital support planning platform Nourish further advancing our practice in this area, delivering great support and delivering ‘what matters’ to the individual.

Expanding Outreach and community hub offers across Wales

In Swansea, The Social Bean has secured an additional £25,000 in SCVS funding, which will support its activities until December 2025, and is preparing to collaborate with Barnardo’s on a project that will provide work experience to 16–19-year-olds, as well as supporting Barnardo’s in maintaining a local accessible garden area. In the Vale of Glamorgan, plans are underway to facilitate a monthly visit to Cardiff International Pool for swimming sessions.

In Rhondda Cynon Taf (RCT), further work is expected with the local ALN school to develop a dedicated sensory garden. In Carmarthen, the newly appointed activity coordinator will introduce additional groups and activities to enhance community engagement and involvement. Meanwhile, the development of a sensory area in the Brecon Office is underway. In Haverfordwest, recruitment is ongoing for a dedicated Activity Co-ordinator, and there are plans to relaunch both Co-op meetings and family meetings in the area.

Focus on advocacy, impact and sharing ‘the Cartrefi way’

Everyday Remarkable in Action – Communications and Fundraising: With our new “Everyday Remarkable” brand in place, we will launch a refreshed communications strategy. Storytelling will be central – we plan to publish regular impact stories and short videos highlighting achievements of the people we support and our colleagues. This not only celebrates their accomplishments but also educates the public and stakeholders about our work.

We will also use these stories to bolster modest fundraising efforts, demonstrating the impact donations can have. Our goal is to raise the charity’s profile across Wales: engaging more community supporters and attracting potential funders or partners. This includes continuing events like Cartrefi Fest (with plans to make it bigger and even more inclusive next year) and participating in national conversations on social care and co-operative development as well as taking part in large scale events such as the Cardiff half marathon.

We have set these priorities to ensure that in the next year Cartrefi not only continues to deliver its current services well but also moves forward in line with our vision. we aim to ensure Cartrefi Cymru’s impact is “Everyday Remarkable” for many years to come.

Section 172(1) Statement

The Trustees of Cartrefi Cymru Co-operative confirm that they have acted in accordance with their duties under Section 172(1) of the Companies Act 2006 to act in a way we consider most likely to promote the success of the organisation for the benefit of its members. In doing so, we have had regard to the matters set out in the following paragraphs.

The likely consequences of any decision in the long term: The Board has taken a long-term view in all strategic decisions, particularly in the development and launch of Cartrefi’s long-term strategy and the implementation of digital tools such as the Sona rostering system and Talos recruitment platform. These investments are designed to improve operational efficiency and sustainability, ensuring that Cartrefi can continue to deliver high-quality support well into the future.

The interests of the company’s colleagues:

The Trustees have prioritised the wellbeing, development, and fair treatment of all colleagues. This is evidenced by the implementation of a comprehensive People Strategy, the increase in frontline pay to £12.14 per hour, and the introduction of wellbeing initiatives such as a colleague assistance programme and regional wellbeing champions. The Board also approved leadership development programmes and a new benevolent fund to support colleagues in times of hardship.

Section 172(1) The need to foster the company’s business relationships with suppliers, customers and others:Statement Cartrefi’s co-operative model places strong emphasis on collaboration and partnership. The Trustees have maintained and strengthened relationships with local authorities, health boards, and community Organisation's. For example, the charity worked closely with commissioners to address gaps in funded support, delivering approximately 3,600 hours of unfunded care per quarter to ensure continuity of service. The Social Bean café and other community hubs also exemplify Cartrefi’s commitment to working with local partners to deliver social value.

The impact of the Organisation's operations on the community and the environment:

The Trustees are committed to delivering public benefit and promoting inclusion. Cartrefi’s services support over 650 individuals across Wales, with a focus on personcentred care, community engagement, and empowerment. Initiatives such as Cartrefi Fest, family support groups, and regional forums have strengthened community ties. Environmental responsibility is also a growing focus, with plans to reduce paper use and explore greener transport options in 2025/26.

The desirability of the company maintaining a reputation for high standards of business conduct:

The Trustees have upheld high standards of governance and transparency. The Board receives regular quality assurance reports, maintains a comprehensive risk register, and ensures compliance with the Charities SORP and Companies Act 2006.

Section 172(1) The rebranding to “Everyday Remarkable” reflects a renewed commitment to celebrating excellence and Statement integrity in all aspects of the charity’s work.

The need to act fairly as between members of the organisation:

As a multi-stakeholder co-operative, Cartrefi’s governance structure ensures that the voices of supported individuals, colleagues, and community members are heard and respected. The Council of Members and regional forums provide democratic platforms for participation, and members vote on key decisions such as policy changes and community investments. This inclusive approach ensures fairness and accountability across the organisation.

Carbon and Energy

The following information serves as an overview of Cartrefi Cymru CoOperative Ltd carbon use for the relevant scoping period. The period covered by this report is Mon 1st Apr 2024 to Mon 31st Mar 2025.

Sites Within the Scope

Site	Estate size (sqft)	Description	Tenure
Support Setting BP	1,700	Support Setting	Owned, in scope
Support Setting SM	2,691	Support Setting	In scope
Support Setting CM	1,302	Support Setting	Owned, in scope
Support setting FC	1,184	Support Setting	Owned, in scope
Bangor Office	4,951	General Office Offices	Owned, in scope
Brecon Office	5,005	General Office Offices	Owned, in scope
Bridgend Office	4,790	General Office Offices	Owned, in scope
Cardiff Office	5,384	General Office Offices	Owned, in scope
Carmarthen Office	4,133	General Office Offices	Owned, in scope
Support Setting HR	2,152	Support Setting	Owned, in scope
Llandrindod Wells Office	4,489	General Office	Owned, in scope
Newtown Office	753	General Office	Owned, in scope
Pontypool Office	2,691	General Office	Owned, in scope
SYM	3,014	Support Setting	In scope
Trealaw Office	2,551	General Office	Owned, in scope
Total applicable estate size (excludes out of scope	46,790
Number of sites	20

Carbon Footprint 181 tCO2e Emission categories making up your carbon footprint

Breakdown Of Your Carbon Footprint Over Time (tCO2e)

Energy consumption

800,679 kWh

Energy consumption categories making up your carbon footprint (kWh)

Energy consumption by site (including transport in kWh)

Benchmarks of energy use

Site	Building Type	Estate size (sqft)	Electricity use (kWhE)	Electricity used (kWhE /	Percentag e of average	Your rating
Support Setting BP	Support Setting	1,700	1,777	1	17%	A - Excellent
Brecon Office	General Office	5,005	7,433	1.5	17%	A - Excellent
Carmarthe n Office	General Office	4,133	7,210	1.7	20%	A - Excellent
Bridgend Office	General Office	4,790	11,324	2.4	27%	A - Excellent
Pontypool Office	General Office	2,691	6,558	2.4	28%	A - Excellent
Bangor Office	General Office	4,951	15,220	3.1	35%	A - Excellent
Llandrindo d Wells Office	General Office	4,489	16,764	3.7	42%	A - Excellent
Newtown Office	General Office	753	3,198	4.2	48%	A - Excellent
Support Setting FC	Support Setting	1,184	3,948	3.3	55%	B - Good
Support Setting CM	Support Setting	1,302	4,515	3.5	57%	B - Good
Trealaw Office	General Office	2,551	15,144	5.9	67%	B - Good
Support Setting WS	Support Setting	2,691	12,974	4.8	80%	C - Average
Cardiff Office	General Office	5,384	40,451	7.5	85%	C - Average
Support Setting HR	Support Setting	2,152	11,824	5.5	91%	C - Average
Support Setting SM	Support Setting	3,014	24,996	8.3	137%	D - Below Average

SECR Output

Total Emissions:

	Prior ESOS reporting period (01 Apr 23 – 31 Marl 24)	Current reporting period (01 Apr 24 - 31 Mar 25)
Total Scope 1 (tCO2e)	218.1	112.9
Total Scope 2 (tCO2e)	44.2	36.5
Location-based (tCO2e)	44.2	36.5
Market-based (tCO2e)	0	0
Total Scope 3 (tCO2e)	60.9	31.2
Total Scope 1, 2 and 3 (tCO2e)	323.2	180.6

Total Energy Use:

Carbon and EnergyIntensity Ratios:

Energy Efficiency actions: Throughout the reporting year, the organisation implemented a series of targeted energy efficiency initiatives aimed at reducing overall energy consumption and associated carbon emissions. These actions focused on both behavioural change and upgrades.

An internal campaign was launched to promote energyconscious behaviours among staff. The initiative included:

Practical guidance on reducing gas, water, and electricity usage in the workplace. Regular communications and visual prompts to reinforce energy-saving habits. Engagement activities to foster a culture of sustainability.

This campaign contributed to a reduction in energy waste, particularly during non-operational hours.

A phased replacement of non-LED lighting with energyefficient LED alternatives was initiated across the Cardiff and Bridgend sites. Key benefits of this upgrade include:

Lower electricity consumption due to the high efficiency of LED technology.

Extended lifespan of lighting fixtures, reducing maintenance and replacement frequency.

Elimination of hazardous materials, such as mercury, found in older lighting types. Reduction in lighting-related carbon emissions, contributing to overall emissions targets.

The LED conversion is expected to have long-term energy savings and significantly reduce the carbon footprint associated with lighting operations.

Methodology:

SECR methodology as specified in 'Environmental Reporting Guidelines: including Streamlined Energy and Carbon Reporting and carbon reporting guidance' used in conjunction with the latest UK Government GHG Conversion Factors for Company Reporting. The calculations have been approved by a PAS51215 compliant body.

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Case Studies & Impact Stories

North Wales

Triumph Over Adversity: JH's Journey to Independence and Wellbeing

Challenge:

JH has recently navigated a significant, long-term lifestyle change due to a rapid deterioration in her mobility, which threatened her independence and risked her losing her day service placement. Frequent falls posed a great risk to her physical health, and the impact on her mental health caused distress and understandable upset. This changing need was a life-changing experience JH had to endure. JH’s support team was fully committed to working with her, at her pace, with professional guidance, to face these challenges.

Intervention:

For JH’s safety, her physio recommended that she start using her wheelchair rather than walking. As a result, JH had to learn a new way to mobilise using a steady hoist. This wasn’t easy for her, and she had to practice daily to build up her strength. Being able to attend the day service of her choice was reliant on her being able to safely use the steady hoist. JH was determined to make this work. With a lot of support and encouragement from her physio and her support staff, JH was able to change the way she mobilizes herself in the most independent way possible.

Outcome:

JH uses weights daily to exercise and strengthen her arms, making it much easier to use the steady hoist. The overall benefit of building her muscle tone has supported her safely during transfers. JH can access her day service again because of her determination to succeed. Recently, JH has been able to start attending other activities, which was her goal.

Her physio gave her an achievement certificate, and JH now has a much happier outlook on life. She explained that she used to worry all the time about falling, but now she doesn’t need to worry. JH’s overall health and wellbeing have improved immensely, with reduced anxiety and less upset.

JH’s achievement is even more outstanding because she doesn’t like change and is always anxious about new things. The team and other co-tenants' days are brighter due to fewer challenges and positive outcomes. Every day is more remarkable.

JH's journey is a testament to the power of determination and support. Her story is truly inspiring, showing that with the right guidance and a strong will, one can overcome even the most daunting challenges.

Mid Wales

Confidence and Community: GT’s Journey of Personal Growth

Challenge:

GT faced the need to develop his independence and confidence while dealing with a challenging tenancy period. He also lacked strong community ties and essential life skills that could help foster self-esteem and personal growth.

Intervention:

GT actively participated in coffee morning at the local church, forming relationships and creating connections. He successfully organised and supported three fundings events for various charities (Mencap, Meifod Church, Dog Trust), raising approximately £100.00 each. He co-hosted a Comic Relief coffee morning during a difficult period, raising over £160.00.

GT worked closely with his support team to plan and promote events, designing posters, using social media and learning digital skills with his new iPad.

He engaged in shopping, baking, event setup, customer service, and other responsibilities, building confidence and independence through hands on experience.

Outcome:

GT has gained confidence, improved his social skills, and developed essential life skills. He has formed meaningful friendships within his community and built resilience during challenging times. His growing independence and sense of responsibility have inspired him to organise more events, creating a cycle of personal growth and empowerment.

South East Wales JE’s Transition to More Independence

Challenge:

Over the past few months, we have been managing the transition of a young gentleman, JE, into Quarry Cottage, one of our supported living services in the Vale of Glamorgan. The overall goal was to provide JE with a wellstructured, person-centred transition that would meet both his care needs and promote his independence in a new environment. After several attempts to transition into various types of supported accommodation, the family and JE felt apprehensive and were not optimistic about trying again.

One of the key challenges encountered was around the complexity of JE’s diabetes. While it was known from the outset that he had Type 1 diabetes and that training would be provided by his diabetes nurse, the full extent of what this would involve was not initially clear during early discussions with the Local Authority and the Social Worker. It wasn't until the first formal training session with the nurse that the team fully understood the depth of information and practical knowledge that would be required to safely and confidently support JE. Unfortunately, there was a delay between JE's initial visit in early August and the first diabetes training session being scheduled. This gap created some uncertainty and anxiety among the team, who were keen to ensure they were prepared and equipped to meet JE’s health needs from the start.

Intervention

The support team worked incredibly hard to build their knowledge and confidence around diabetes care, engaging in hands-on training and seeking guidance from health professionals throughout the process.

This dedication was recognised by JE’s diabetes nurse, Meg, who shared the following feedback: “Gemma and your team have worked so hard to learn about diabetes to support JE. It’s rare that I see situations with young people who have learning disabilities and diabetes go this well— with people so willing to help and implement change."

Despite the initial challenges, the team responded positively. They embraced the training, asked the right questions, and sought out additional learning materials to reinforce their understanding. Their proactive approach, combined with close working relationships with external professionals, made a significant difference.

Outcome:

We are pleased to share that JE has now successfully moved. The move itself went very smoothly, and JE is settling in well, forming positive relationships with the team and cotenants, adapting to his new surroundings. Importantly, he appears comfortable and supported, and the environment is enabling him to thrive.

JE's diabetes is well-managed with his Omnipod, allowing him to stay independent and actively participate in social groups and sports activities.

The feedback from JE’s diabetes nurse reflects not only the commitment of the team but also highlights the importance of professional collaboration and willingness to learn when supporting individuals with complex needs. The team’s adaptability and openness to acquiring new skills were instrumental in ensuring JE’s health needs were safely managed from day one.

51 ed yor

South West Wales Finding Freedom: JT’s Personal Growth and Achievements

Challenge:

JT spent 17 years, his whole adult life, living in a residential setting which placed restrictions on the activities and events that JT could engage with, care plans determined by the provider meant that he had set times to return to his placement and did not afford him the opportunity to develop his skills and confidence. “I found very restricting and didn’t give me the freedom to do the things I wanted to like walking the coastal path.”

Intervention:

JT moved into a supported living flat supported by Cartrefi in Pembrokeshire in December 2024. The package of support was co-produced with JT and his adults services care manager. He was able to explain his interests, needs and wishes and agree a package of support that would work for him. A flexible model was agreed whereby JT could drop-in for support with core staff as well as arrange planned sessions bespoke to him.

Outcome:

JT is a very independent and active person who likes to be busy and help others. The independence that being supported by Cartrefi has brought him means he continues to go from strength to strength with ever growing confidence.

“Now living independently, I have so much more freedom to do what I want to do but know that I have support from Cartrefi support workers when I need it. I work for Carmarthen People first and am a health check champion for Pembrokeshire People First. I also volunteer with The Torch Theatre and for Barod media where I have interviewed MPs and other people with learning disabilities. I like to help people and in 2022 I was a transport champion showing other people with learning disabilities how to use trains, buses and taxis in Wales. I also make YouTube videos to help people with learning disabilities, showing them how to become more independent and get jobs. I say if you want to achieve something, then go for it. Everyone can achieve anything they want as long as you keep trying.”

Each of these stories exemplifies the challenges many people face and how Cartrefi’s intervention leads to positive, often life-changing outcomes.

Acknowledgments & Thanks

As we conclude this annual report, we wish to extend our heartfelt gratitude to all those who made the year 2024/25 successful for Cartrefi Cymru Co-operative.

Our Funders and Commissioners: Thank you to the local authorities, health boards, and grant-making bodies across Wales who have trusted and supported us to deliver services. Your funding enables us to reach hundreds of individuals who need support.

Community Partners: We are grateful to the partner Organisation's and community groups we work alongside. Whether it’s local charities, housing providers, advocacy groups, or co-operatives, these partnerships amplify our impact.

Our colleagues and Volunteers: To our dedicated employees and volunteers – thank you. The compassion, skill, and resilience of our 1,200+ colleagues are the driving force behind every achievement in this report. You are the friendly faces, brave and courageous advocates, and kind and compassionate supporters that make “everyday remarkable” for the people we support. We also thank our volunteers and student placements who contribute their time and energy. This year asked a lot of our front-line support workers, and they rose to each challenge with admirable commitment. The Trustees and leadership are deeply grateful for your hard work and heart.

The People We Support and Their Families: Most importantly, we thank the individuals we support and their families. You are the reason we exist. Thank you for trusting us to be part of your lives, for inspiring us with your courage and achievements, and for providing feedback that helps us improve. We are honoured to work for you and alongside you. Your involvement – from participating in events, to joining our co-operative forums, to sharing your stories – enriches Cartrefi Cymru and helps change society’s perceptions about disability and community.

Members and Governance Contributors: We also extend thanks to our co-operative members (including people we support, colleagues, and community members) who engaged in our democratic processes, attended forums, and voted on important decisions. Thank you to the Council of Members and our Board of Trustees for your leadership, guidance, and countless hours of voluntary service governing the charity. Your stewardship underpins all our impacts.

Finally, we want to recognise the spirit of co-operation and kindness that defines Cartrefi. Every contribution – big or small – has helped us make a difference this year. As we move forward into the next year, we do so with deep appreciation diolch yn faw r thank you very much.

CARTREFI CYMRU CO-OPERATIVE LIMITED

INDEPENDENT AUDITOR'S REPORT

TO THE MEMBERS OF CARTREFI CYMRU CO-OPERATIVE LIMITED

Opinion

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

In our opinion, the financial statements:

give a true and fair view of the state of the charitable company's affairs as at 31 March 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

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

Conclusions relating to going concern

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

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

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

Other information

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

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

the information given in the trustees' report for the financial year for which the financial statements are prepared, which includes the directors' report and the strategic report prepared for the purposes of company law, is consistent with the financial statements; and
the strategic report and the directors' report included within the trustees' report have been prepared in accordance with applicable legal requirements.
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CARTREFI CYMRU CO-OPERATIVE LIMITED

INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF CARTREFI CYMRU CO-OPERATIVE LIMITED

Matters on which we are required to report by exception

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

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

adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of trustees' remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

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

Auditor's responsibilities for the audit of the financial statements

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

A further description of our responsibilities is available on the Financial Reporting Council’s website at: https:// www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.

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CARTREFI CYMRU CO-OPERATIVE LIMITED

INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF CARTREFI CYMRU CO-OPERATIVE LIMITED

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

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

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

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

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

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

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

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

Use of our report

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

Katherine Parkin (Senior Statutory Auditor)

for and on behalf of Azets Audit Services

17 October 2025

.........................

Chartered Accountants

Statutory Auditor

Ty Derw Lime Tree Court Cardiff Gate Business Park Cardiff South Glamorgan United Kingdom CF23 8AB

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CARTREFI CYMRU CO-OPERATIVE LIMITED

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31 MARCH 2025

		Unrestricted	Unrestricted
		funds	funds
		2025	2024
	Notes	£	£
Income and endowments from:
Donations and legacies	3	11,843	8,852
Charitable activities	4	42,756,168	38,420,121
Investments	5	144,676	98,684
Other income	6	-	6,138
Total income		42,912,687	38,533,795
Expenditure on:
Charitable activities	7	42,607,910	37,053,983
Net income for the year/
Net movement in funds		304,777	1,479,812
Fund balances at 1 April 2024		11,043,746	9,563,934
Fund balances at 31 March 2025		11,348,523	11,043,746

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

All income and expenditure derive from continuing activities.

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

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CARTREFI CYMRU CO-OPERATIVE LIMITED BALANCE SHEET AS AT 31 MARCH 2025 Notes 2025 Fixed assets Tangible assets Current assets Debtors Cash at bank and in hand Creditors: amounts falling due within one year Net current assets Total assets less current liabilities € 1,967,673 2024 1,926,252 14 4,129,527 6,629,746 10,759,273 (1,378,423) 4,034,055 6,407,854 10,441,909 (1,324,415) 9,380,850 11,348,523 9,117,494 11,043,746 Income funds Unrestricted funds Designated funds General unrestricted funds 16 4,702,150 6,646,373 4,303,240 6,740,506 11,348,523 11,043,746 11,348,523 11,043,746 The and statements were approved by to Trustes an I OCTOBER 2025 I Courtney im. Contin Trustee IAN JAMES COURTHEY Company registration number 2420623 - 60-

CARTREFI CYMRU CO-OPERATIVE LIMITED

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025

Notes Cash flows from operating activities Cash generated from operations 19 Investing activities Purchase of tangible fixed assets Proceeds from disposal of tangible fixed assets Investment income received Net cash generated from investing activities Net cash used in financing activities Net increase in cash and cash equivalents Cash and cash equivalents at beginning of year Cash and cash equivalents at end of year	2025 £ £ 204,711 (127,495) - 144,676 17,181 - 221,892 6,407,854 6,629,746	2024 £ £ 2,997,886 (112,675) 274,730 98,684 260,739 - 3,258,625 3,149,229 6,407,854	2024 £ £ 2,997,886 (112,675) 274,730 98,684 260,739 - 3,258,625 3,149,229 6,407,854
			3,258,625 3,149,229
			6,407,854

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CARTREFI CYMRU CO-OPERATIVE LIMITED

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

1 Accounting policies

Charity information

Cartrefi Cymru Co-operative Limited is a private company limited by guarantee incorporated in England and Wales. The registered office is Units 5 & 6 Coopers Yard, Curran Road, Cardiff, CF10 5NB, United Kingdom.

1.1 Accounting convention

The financial statements have been prepared in accordance with the charity's governing document, the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)". The charity is a Public Benefit Entity as defined by FRS 102.

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

The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.

1.2 Going concern

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

1.3 Charitable funds

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

Designated funds comprise funds which have been set aside at the discretion of the trustees for specific purposes. The purposes and uses of the designated funds are set out in the notes to the financial statements.

1.4 Income

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

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

Income from local authority contracts and service user income is recognised in the period in which the service was provided.

Investment income is recognised when received.

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CARTREFI CYMRU CO-OPERATIVE LIMITED

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

1 Accounting policies

(Continued)

1.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Costs are allocated between the different categories according to the nature of the cost. Where costs are shared, they are apportioned between the categories on a basis consistent with the use of the resources.

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fee and costs linked to the strategic management of the charity.

1.6 Tangible fixed assets

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

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

Freehold land and buildings	1.5% Straight Line
Fixtures and fittings	Over 31 months
Computers	Over 31 months
Motor vehicles	20% Straight Line

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

1.7 Impairment of fixed assets

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

1.8 Cash and cash equivalents

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

1.9 Financial instruments

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

Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.

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

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CARTREFI CYMRU CO-OPERATIVE LIMITED

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

1 Accounting policies

(Continued)

Basic financial assets

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

Derecognition of financial assets

Financial assets are derecognised only when the contractual rights to the cash flows from the asset expire or are settled, or when the charity transfers the financial asset and substantially all the risks and rewards of ownership to another entity, or if some significant risks and rewards of ownership are retained but control of the asset has transferred to another party that is able to sell the asset in its entirety to an unrelated third party.

Basic financial liabilities

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

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

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

Derecognition of financial liabilities

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

1.10 Employee benefits

The costs of short-term employee benefits are recognised as a liability and an expense, unless those costs are required to be recognised as part of the cost of stock or fixed assets.

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

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

1.11 Retirement benefits

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

1.12 Leases

Rentals payable under operating leases, are charged as an expense on a straight line basis over the term of the relevant lease.

1.13 Taxation

As a registered charity, Cartrefi Cymru Co-operative Limited is entitled to the exemption from taxation in respect of income and capital gains received with sections 478-489 of the Corporation Tax Act 2010 and section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects purposes only.

64 -

CARTREFI CYMRU CO-OPERATIVE LIMITED

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

2 Critical accounting estimates and judgements

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

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

Critical judgements

Bad debt provision

Contained in the financial statements is a bad debt provision totalling £136,097 (2024: £250,000). The provision requires judgements to be made which include the charity's review of the debtors' listing and those debts that are aged or where debtors are not timely in settling debt owed.

3 Donations and legacies

	Unrestricted	Unrestricted
	funds	funds
	2025	2024
	£	£
Donations and gifts	11,843	8,852

4 Charitable activities

Service users charges' receivable Local authority contracts Other grants and allowances Appointeeship income, consultancy and central sales Meeting room hire	Charitable activities	Charitable activities
	2025 £ 31,275,078 10,743,255 665,497 67,190 5,148 42,756,168	2024 £ 22,614,928 13,246,556 2,430,482 118,818 9,337
		38,420,121

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CARTREFI CYMRU CO-OPERATIVE LIMITED

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

5		Investments
			Unrestricted	Unrestricted
			funds	funds
			2025	2024
			£	£
		Interest receivable	144,676	98,684
6		Other income
			Total	Unrestricted
				funds
			2025	2024
			£	£
		Net gain on disposal of tangible fixed assets	-	6,138
	7	Charitable activities
			2025	2024
			£	£
		Staff costs	32,575,068	27,811,759
		Depreciation and impairment	86,074	44,274
		Other staff-related costs	1,234,382	1,348,840
		Accommodation costs	2,923,747	2,717,853
		Other costs	435,289	557,730
		Operating leases	43,030	81,209
			37,297,590	32,561,665
		Share of support costs (see note 8)	5,284,370	4,462,219
		Share of governance costs (see note 8)	25,950	30,099
			42,607,910	37,053,983

66 -

CARTREFI CYMRU CO-OPERATIVE LIMITED

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

8 Support costs

Staff costs Accommodation costs Other costs Auditor fees Analysed between Charitable activities	Support costs Governance costs £ £ 2,830,217 - 394,199 - 2,059,954 - - 25,950 5,284,370 25,950 5,284,370 25,950	2025 £ 2,830,217 394,199 2,059,954 25,950 5,310,320 5,310,320	Support costs Governance costs £ £ 2,418,414 - 370,617 - 1,673,188 - - 30,099 4,462,219 30,099 4,462,219 30,099	2024 £ 2,418,414 370,617 1,673,188 30,099
				4,492,318
				4,492,318

Governance costs includes payments to the auditors of £23,950 (2024 - £27,399) for audit fees and £2,000 for accountancy services (2024 - £2,700).

9 Trustees

None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year.

No trustees were reimbursed for expenses during the current or prior year.

10 Employees

The average monthly number of employees during the year was:

Supported accomodation and domiciliary care Management and administrative staff Total Employment costs Wages and salaries Social security costs Other pension costs	2025 Number 1,135 86 1,221 2025 £ 31,990,669 2,698,989 715,627 35,405,285	2024 Number 1,092 76
		1,168
		2024 £ 27,341,381 2,238,281 650,511
		30,230,173

During the year, the charity made non-contractual payments to employees totalling £48,873 (2024: £60,288) which were approved by the trustees in recognition of exceptional circumstances. In addition, included in the above, are redundancy costs of £3,699 (£Nil) and other termination costs of £73,696 (£Nil).

67 -

CARTREFI CYMRU CO-OPERATIVE LIMITED

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

10 Employees

(Continued)

Key management personnel

The key management personnel of the charity during the period are noted in the trustees report.

The total emoluments and benefits received by the key management personnel during the year was £889,585 (2024: £639,267). The total above includes an amount of £Nil (2024: £58,800 paid to entities that provide key management personnel services to the charity.

The number of employees whose annual remuneration was more than £60,000 is as follows:

is as follows:
	2025	2024
	Number	Number
£60,000 - £70,000	1	-
£70,001 - £80,000	4	-
£80,000 - £90,000	-	1
£90,000 - £100,000	-	1
£100,000 - £110,000	1	-

11 Taxation

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

12 Tangible fixed assets

Tangible fixed assets
Freehold land and buildings Fixtures and fittings £ £ Cost At 1 April 2024 2,186,418 35,821 Additions - 2,100 At 31 March 2025 2,186,418 37,921 Depreciation and impairment At 1 April 2024 362,350 35,568 Depreciation charged in the year 31,954 105 At 31 March 2025 394,304 35,673 Carrying amount At 31 March 2025 1,792,114 2,248 At 31 March 2024 1,824,068 253	Computers Motor vehicles £ £ 560,218 74,595 125,395 - 685,613 74,595 510,479 22,403 33,815 20,200 544,294 42,603 141,319 31,992 49,739 52,192	Total £ 2,857,052 127,495
		2,984,547
		930,800 86,074
		1,016,874
		1,967,673
		1,926,252

Banking facilities are secured by way of fixed charges over properties owned by the charity.

68 -

CARTREFI CYMRU CO-OPERATIVE LIMITED

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

13 Debtors

Debtors
Amounts falling due within one year: Trade debtors Other debtors Prepayments and accrued income	2025 £ 2,105,580 91,101 1,932,846 4,129,527	2024 £ 1,972,041 94,062 1,967,952
		4,034,055

14 Creditors: amounts falling due within one year

Other taxation and social security Trade creditors Other creditors Accruals	2025 £ 649,255 141,614 454,450 133,104 1,378,423	2024 £ 530,540 224,038 505,884 63,953
		1,324,415

15 Retirement benefit schemes

Defined contribution schemes

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

The charge to profit or loss in respect of defined contribution schemes was £715,627 (2024 - £650,511).

Balances outstanding at year end totalled £148,678 (2024 - £116,355).

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Designated funds	The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes:	Balance at Resources Transfers Balance at Resources Transfers Balance at	1 April 2023 expended 1 April 2024 expended 31 March 2025	£ £ £ £ £ £ £	Internal decoration 151,419 (17,800) 52,695 186,314 (3,687) 52,975 235,602	Furniture & equipment replacement 376,828 (34,048) 154,627 497,407 (62,543) 277,498 712,362	Future business development 2,876 - - 2,876 - - 2,876	Major repairs 34,169 (83,487) 30,744 (18,574) (96,089) 21,716 (92,947)	Housing management 145,803 (119,398) 23,954 50,359 - 144,473 194,832	Laundry 49,642 (11,960) 42,924 80,606 (987) 24,133 103,752	Powys local authority fund 60,000 - - 60,000 - - 60,000	Roger McMahon - Pilots and new idea implementation 568,000 - - 568,000 - - 568,000	Strategy development 200,000 - - 200,000 - - 200,000	Salary increase mitigation provision 650,000 - - 650,000 - - 650,000	Pandemic preparation 100,000 - - 100,000 - - 100,000	Fixed asset fund 2,126,443 (200,191) - 1,926,252 - 41,421 1,967,673	4,465,180 (466,884) 304,944 4,303,240 (163,306) 562,216 4,702,150
16

(Continued)
Designated funds	Internal decoration	Fund designated to cover future internal decoration costs.	Furniture & equipment replacement		Fund designated to cover furniture and equipment replacement in future periods.	Future business development	Fund designated to cover future strategy and development costs.	Major repairs	Fund designated to cover any significant repairs in future periods.	Housing management	Funds designated to cover housing benefit related expenditure on behalf of people we	support.	Laundry	Funds designated to cover washing machines on behalf of people we support.	Powys local authority fund	Funds designated for use within the Powys area.
16

Designated funds (Continued)	Roger McMahon - Pilots and new idea implementation	Funds designated to support pilots and new idea implementation across the charity.	Strategy development	Funds designated to support the development of strategy, including development of strategic development such as diversification or alliances.	Salary increase mitigation provision	Funds designated to ensure the charity can respond to changes in the national minimum wage or make other choices about salary without relying on immediate funding	from local authorities. In part the fund will act as working capital.	from local authorities. In part the fund will act as working capital.	Pandemic preparation	Pandemic preparation	Funds designated to funding pandemic preparation such as procurement of PPE should another pandemic occur.	Fixed asset fund	Relates to the unrestricted net book value of the charity's fixed assets.	Transfers	Transfers relate to the clearing down of old balances held within designated funds and the new designations of additional funds earmarked by the trustees.
16

CARTREFI CYMRU CO-OPERATIVE LIMITED

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

17 Operating lease commitments

At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:

Within one year Between two and five years	2025 £ 22,689 - 22,689	2024 £ 3,390 16
		3,406

18 Related party transactions

During the year the charity incurred charges from Antur Waunfarw regarding the collection and shredding of paper totalling £57 (2024: £142). At the current and prior year end amounts of £nil were outstanding. The organisations are related by the way of common trustees.

19 Cash generated from operations Surplus for the year Adjustments for: Investment income recognised in statement of financial activities Gain on disposal of tangible fixed assets Depreciation and impairment of tangible fixed assets Movements in working capital: (Increase)/decrease in debtors Increase in creditors (Decrease) in deferred income Cash generated from operations	2025 £ 304,777 (144,676) - 86,074 (95,472) 54,008 - 204,711	2024 £ 1,479,812 (98,684 (6,138 44,274 1,535,220 343,402 (300,000
		2,997,886

20	Analysis of changes in net funds
	The charity had no debt during the year.

73 -

CARTREFI CYMRU CO-OPERATIVE

ANNUAL REPORT 2024/25

CONTENTS

Foreword – Chair of the Board of Trustees

Foreword – Chief Executive Officer

Key Highlights

Reference & Administrative Details

Senior Leadership Team

Structure, Governance, and Management

Senior Leadership Pay

Funds held as Custodian trustee

Statement of Trustees Responsibilities

Risk Management:

Objectives and Activities

Main Objectives for 2024/25

Key Activities Undertaken

Achievements and Performance

1. Improvements for our workforce

2. Supporting and growing the Cartrefi community

3. Upholding our Co-Operative ethos and values

Financial Review

Public Benefit Statement

Future Plans

Be a well-run and caring Co-Operative

Have a skilled and motivated workforce

Expanding Outreach and community hub offers across Wales

Focus on advocacy, impact and sharing ‘the Cartrefi way’

Section 172(1) Statement

The interests of the company’s colleagues:

The impact of the Organisation's operations on the community and the environment:

Carbon and Energy

Sites Within the Scope

Breakdown Of Your Carbon Footprint Over Time (tCO2e)

Energy consumption

800,679 kWh

Benchmarks of energy use

SECR Output

Total Emissions:

Total Energy Use:

Methodology:

Case Studies & Impact Stories

North Wales

Challenge:

Intervention:

Outcome:

Mid Wales

Challenge:

Intervention:

Outcome:

South East Wales JE’s Transition to More Independence

Challenge:

Intervention

Outcome:

South West Wales Finding Freedom: JT’s Personal Growth and Achievements

Challenge:

Intervention:

Outcome:

Acknowledgments & Thanks

CARTREFI CYMRU CO-OPERATIVE LIMITED

INDEPENDENT AUDITOR'S REPORT

TO THE MEMBERS OF CARTREFI CYMRU CO-OPERATIVE LIMITED

Opinion

Basis for opinion

Conclusions relating to going concern

Other information

Opinions on other matters prescribed by the Companies Act 2006

CARTREFI CYMRU CO-OPERATIVE LIMITED

INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF CARTREFI CYMRU CO-OPERATIVE LIMITED

Matters on which we are required to report by exception

Responsibilities of trustees

Auditor's responsibilities for the audit of the financial statements

CARTREFI CYMRU CO-OPERATIVE LIMITED

INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF CARTREFI CYMRU CO-OPERATIVE LIMITED

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

Use of our report

Katherine Parkin (Senior Statutory Auditor)

17 October 2025

Chartered Accountants

CARTREFI CYMRU CO-OPERATIVE LIMITED