GARVALD EDINBURGH

Values shown as filed in the company's annual accounts. — indicates the figure wasn't present under that line item in that period. About these numbers

• Turnover

  +12.9%

  £3,539,838 → £3,997,949

• Cash

  -10.2%

  £532,279 → £477,808

• Net assets

  -5.4%

  £3,002,019 → £2,840,802

• Employees

  +2%

  149 → 152

  highest in 5 filed years

• Wages

  +8.5%

  £2,481,040 → £2,690,998

Each % is (latest − prior) ÷ |prior| for the line item as filed. The comparison is only shown when the latest and prior accounts cover broadly equal-length periods — short or long stubs (typical around incorporation or a year-end change) are suppressed rather than misrepresented. Lines a company doesn't report are omitted. About these numbers

Margins divide P&L lines by turnover. Gearing is liabilities over total assets. Current ratio is current assets over creditors falling due within one year. Interest cover is operating profit over absolute finance costs. Sector-distribution context coming next.

1. GARVALD EDINBURGH 2007-12-17 → present
2. GARVALD TRAINING CENTRE LIMITED (THE) 1976-10-15 → 2007-12-17

Accounting basis

FRS 102

Reporting scope

Standalone (parent only)

Auditor

Thomson Cooper

Audit opinion

Unqualified (clean)

Going concern

Affirmed

“the directors have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Consequently, the Directors continue to adopt the going concern basis of accounting in preparing these financial statements. 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.”

Significant events

• “The opening of the Phoenix Centre marks a major step forward.”
• “We have developed a new five-year strategy. The process was inclusive and reflective, involving members, families, staff and trustees. It has allowed us to reaffirm our core purpose and clarify how we will grow in a changing social care landscape. The strategy, to be launched later in 2025, will guide our development while protecting the unique character of our service.”
• “In March, we opened the Phoenix Centre, which is a major investment in our organisational capacity. Designed to support training, collaboration and leadership, this new space positions us to meet increasing demand while deepening the quality of our work.”
• “investment in our physical spaces, particularly the opening of the Phoenix Centre and improvements to existing sites, has created new opportunities for training, collaboration and future growth.”

Auditor, going-concern and subsidiary information is drawn from the narrative of the latest annual accounts. About these numbers

Filings

7

last 12 months

Capital events

0

last 24 months

Officers appointed

4

last 12 months

Officers resigned

1

last 12 months

Direct counts from the register. No score, no rating — see the Filing timeline for the underlying events.