for the Period Ended 30 April 2025
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 2025 | 2024 | |
|---|---|---|
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£ |
£ |
| Turnover: |
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| Cost of sales: |
(
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(
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| Gross profit(or loss): |
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| Administrative expenses: |
(
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(
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| Operating profit(or loss): |
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( |
| Profit(or loss) before tax: |
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( |
| Tax: |
(
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| Profit(or loss) for the financial year: |
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( |
As at
| Notes | 2025 | 2024 | |
|---|---|---|---|
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£ |
£ |
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: | 4 |
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| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 5 |
(
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(
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| Net current assets (liabilities): |
( |
( |
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| Total assets less current liabilities: |
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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: |
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The notes form part of these financial statements
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 30 April 2025
Basis of measurement and preparation
for the Period Ended 30 April 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 30 April 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 May 2024 |
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| Additions |
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| Disposals |
(
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(
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| Revaluations | ||||||
| Transfers | ||||||
| At 30 April 2025 |
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| Depreciation | ||||||
| At 1 May 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 30 April 2025 |
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| Net book value | ||||||
| At 30 April 2025 |
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| At 30 April 2024 |
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for the Period Ended 30 April 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Stocks |
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| Total |
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for the Period Ended 30 April 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
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| Amounts due under finance leases and hire purchase contracts |
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| Taxation and social security |
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| Accruals and deferred income |
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| Other creditors |
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| Total |
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A. Improved physical health and wellbeing Regular classes and coaching create sustained opportunities for physical activity, improving cardiovascular fitness, strength, and mobility for a broad age range. The gym’s programming and class schedule are tailored for progressive engagement. B. Increased access through affordable pricing The availability of multiple membership tiers and a low-cost class/child session model reduces cost barriers and increases access for lower income families and young people. This supports public health goals to increase participation in regular exercise. C. Social cohesion and local community building Group classes, competitions and kids’ programmes provide social interaction, peer support and local networks, especially valuable in small towns like Rhos on Sea and communities across CXF’s branches. Social media activity and in-person events indicate community engagement. D. Economic and jobs impact (local) As a local CIC with physical facilities, Commando X-Fit creates paid coaching roles and part-time staffing (reception, cleaning, coaching), plus local spend on services and supplies.
No consultation with stakeholders
Daniel Harrison £10,834 Adam White £9,125
No transfer of assets other than for full consideration
This report was approved by the board of directors on
11 November 2025
And signed on behalf of the board by:
Name: Daniel Harrison
Status: Director