for the Period Ended 31 March 2025
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
As at
| Notes | 2025 | ||
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£ |
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| Current assets | |||
| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 3 |
(
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Accruals and deferred income: |
(
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| Total net assets (liabilities): |
( |
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| Members' funds | |||
| Profit and loss account: |
( |
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| Total members' funds: |
( |
The notes form part of these financial statements
The directors have chosen not to file a copy of the company's profit and loss account.
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 March 2025
Basis of measurement and preparation
for the Period Ended 31 March 2025
| 2025 | ||
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| Average number of employees during the period |
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for the Period Ended 31 March 2025
| 2025 | ||
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| £ | ||
| Accruals and deferred income |
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| Other creditors |
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| Total |
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Resilient Bonds CIC was established to support the emotional wellbeing and resilience of military families, veterans, and emergency services personnel. In the financial year ending 31 March 2025, the company delivered a series of group sessions and workshops across var-ious military bases and communities, including pilot programmes in Catterick Garrison, RAF Leeming, and Northern Ireland. These sessions focused on emotional regulation, parenting under pressure, communication skills, and family reintegration. Feedback from participants showed improved confidence, emotional understanding, and stronger family connections. The programme was facilitated by professionals with lived experience, fostering trust and relatability. Additionally, Resilient Bonds signed the Armed Forces Covenant and raised funds to offer free placements to eligible families, directly benefiting communities experiencing high levels of stress and trauma.
Key stakeholders include serving personnel, veterans, spouses, and family members from military and blue-light communities. Consultations were carried out via feedback forms at the end of each session, one-to-one discussions, and group debriefs. Stakeholder feedback informed adjustments to content (e.g., simplifying session language for younger families), better session timing around deployments, and the inclusion of peer co-facilitators. As a result, the company has begun developing a peer mentor training pathway for veterans and spouses to co-lead future sessions.
During the financial year, two directors (Zoe and Mia) received payment for the delivery of the 6-week Resilient Bonds family support programme. The total remuneration paid to directors during this period was £1,200, which reflects direct delivery work only. No additional salaries or benefits were taken.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
15 May 2025
And signed on behalf of the board by:
Name: Zoe Louise Tzanetis
Status: Director