for the Period Ended 31 December 2024
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
As at
| Notes | 2024 | 2023 | |
|---|---|---|---|
|
|
£ |
£ |
|
| Fixed assets | |||
| Tangible assets: | 3 |
|
|
| Total fixed assets: |
|
|
|
| Current assets | |||
| Debtors: | 4 |
|
|
| Cash at bank and in hand: |
|
|
|
| Total current assets: |
|
|
|
| Creditors: amounts falling due within one year: | 5 |
(
|
(
|
| Net current assets (liabilities): |
|
( |
|
| Total assets less current liabilities: |
|
|
|
| Creditors: amounts falling due after more than one year: | 6 |
(
|
|
| Provision for liabilities: |
(
|
||
| Total net assets (liabilities): |
|
|
|
| Members' funds | |||
| Profit and loss account: |
|
|
|
| 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 December 2024
Basis of measurement and preparation
Turnover policy
Other accounting policies
for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| Average number of employees during the period |
|
|
for the Period Ended 31 December 2024
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 January 2024 |
|
|
||||
| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 December 2024 |
|
|
||||
| Depreciation | ||||||
| At 1 January 2024 |
|
|
||||
| Charge for year |
|
|
||||
| On disposals | ||||||
| Other adjustments | ||||||
| At 31 December 2024 |
|
|
||||
| Net book value | ||||||
| At 31 December 2024 |
|
|
||||
| At 31 December 2023 |
|
|
for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
|
|
| Other debtors |
|
|
| Total |
|
|
for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Trade creditors |
|
|
| Taxation and social security |
|
|
| Other creditors |
|
|
| Total |
|
|
for the Period Ended 31 December 2024
| 2023 | ||
|---|---|---|
| £ | ||
| Other creditors |
|
|
| Total |
|
During this financial year, our CIC delivered a wide-ranging and impactful programme of menopause-focused activities, including awareness workshops, individual coaching, digital content creation, and organisational training. Our work aimed to address the emotional, psychological, and physical challenges associated with menopause by equipping individuals and organisations with the knowledge, tools, and compassion to create healthier, more inclusive environments. A significant and unexpected outcome this year was our expanded partnership with Healthwatch Cumbria. Together, we began to develop a series of short, accessible video resources promoting menopause-friendly lifestyle choices such as healthy eating, movement, and self-care. These videos were shared widely across social media platforms, achieving over 883 views and significantly broadening our reach beyond in-person attendees. The digital format enabled us to provide valuable, on-demand resources to women, families, and workplaces across the region. The overall impact of our activities has been transformative. Our sessions not only improved personal well-being but also influenced workplace practices and sparked crucial conversations about menopause. Highlights of our impact include: Cumberland Fire Service began considering menopause-specific needs in their operational planning, particularly relevant for active firefighters now experiencing menopausal symptoms for the first time in their workforce. Mind began integrating menstrual and hormonal health into their assessment and care plans, acknowledging the link between menopause and mental health. Individual stories highlighted powerful personal transformations: Gabby overcame grief and enhanced her well-being through exercise and self-care. Sarah, experiencing menopause-related ADHD symptoms, sought and received workplace support. Emma, an NHS professional, regained confidence and pursued further training after feeling lost in her role. Our sessions created space for honest dialogue, encouraged proactive self-care, and inspired empathy and support in workplaces and families. One particularly moving example came from a woman whose partner attended our session: it led to the first open conversation about her menopause experience in years, lifting a weight from her shoulders and improving their relationship. This year’s work has strengthened our belief in the long-term value of our model. By combining education, compassion, and empowerment, we are supporting a cultural shift in how menopause is understood and supported across communities.
Our stakeholders include: Women and individuals experiencing perimenopause and menopause Family members and partners Employers, HR professionals, and workplace managers Health and wellbeing organisations Community partners such as Healthwatch Cumbria Funders and supporters Wider community members engaged through social media and events How were stakeholders consulted? Stakeholder engagement and consultation took several forms: Session Feedback: After each workshop or event, participants were invited to share reflections through both real-time feedback forms and follow-up surveys. Qualitative Testimonials: Many participants provided personal stories detailing how the sessions impacted their lives. Partner Dialogue: We maintained regular contact with workplace partners and health organisations to discuss needs, priorities, and improvements. Community Interaction: We monitored social media engagement on our videos and posts, which provided insight into reach and resonance with wider audiences. How did we respond to feedback? In response to consultation and feedback: We diversified our feedback collection methods and formats to make them more accessible and engaging. We acted on requests for more digital resources, leading to the production of our video series with Healthwatch Cumbria. Stakeholder feedback identified a need for partner-focused resources, so we are now planning to develop specific materials to support the loved ones of those experiencing menopause. Due to high demand, we committed to offering priority access to future sessions for those who were unable to attend. We extended our session delivery timeline to accommodate end-of-year scheduling challenges and ensure access. We made efforts to increase the visibility of our resources by sharing toolkits and videos with community organisations and workplace wellbeing leads. These consultations and the actions we took demonstrate our commitment to being a responsive, listening organisation. We continually adapt to meet the evolving needs of our community, ensuring that our services remain impactful, inclusive, and driven by those we serve.
There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed. Total directors remuneration was £8,975.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
14 May 2025
And signed on behalf of the board by:
Name: ELAND, Lynsey
Status: Director