for the Period Ended 31 August 2025
| Directors report | |
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 August 2025
Principal activities of the company
Directors
The director shown below has held office during the whole of the period from
1 September 2024
to
31 August 2025
The director shown below has held office during the period of
1 September 2024
to
19 July 2025
The director shown below has held office during the period of
1 September 2024
to
15 April 2025
The director shown below has held office during the period of
23 May 2025
to
31 August 2025
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
| 2025 | 13 months to 31 August 2024 | |
|---|---|---|
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£ |
£ |
| Turnover: |
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| Cost of sales: |
(
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| Gross profit(or loss): |
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( |
| Distribution costs: |
(
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| Administrative expenses: |
(
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(
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| Operating profit(or loss): |
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( |
| Interest receivable and similar income: |
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| Interest payable and similar charges: |
(
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(
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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 | 13 months to 31 August 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 | |||
| Debtors: | 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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| Capital and reserves | |||
| Called up share capital: |
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| Profit and loss account: |
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| Total Shareholders' 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 31 August 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 31 August 2025
| 2025 | 13 months to 31 August 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 August 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 September 2024 |
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| Additions |
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| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 August 2025 |
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| Depreciation | ||||||
| At 1 September 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 August 2025 |
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| Net book value | ||||||
| At 31 August 2025 |
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| At 31 August 2024 |
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for the Period Ended 31 August 2025
| 2025 | 13 months to 31 August 2024 | |
|---|---|---|
| £ | £ | |
| Other debtors |
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| Total |
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for the Period Ended 31 August 2025
| 2025 | 13 months to 31 August 2024 | |
|---|---|---|
| £ | £ | |
| Taxation and social security |
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| Accruals and deferred income |
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| Total |
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During the year ending 31 August 2025, Unseen Victims CIC continued to deliver community benefit by supporting families and loved ones affected by the arrest, imprisonment, and criminal justice involvement of a family member. The organisation exists to address the emotional, practical, financial, and mental health impact experienced by indirect victims, a group whose needs are frequently overlooked. During this reporting period, the organisation developed and strengthened its support offer, including the creation of a bespoke mental health care package specifically designed to respond to the trauma, grief, stigma, anxiety, and practical challenges that arise when a loved one is arrested, remanded, or imprisoned. Unseen Victims strengthened its digital infrastructure through the development and launch of its website, creating an accessible platform for support information, blog publications, signposting, awareness raising, and public engagement. During the reporting period, the organisation published over 30 blog articles and resources to provide guidance, raise awareness, and improve understanding of the impact of criminal justice involvement on families. The organisation continued to develop its peer-led support network through its moderated Facebook safe space, which grew to over 1,600 members during the reporting period. To support safe delivery and effective moderation, the organisation recruited six volunteer moderators from within its support community, strengthening peer-led engagement and safeguarding. Direct support was delivered throughout the year through peer support, one-to-one engagement, practical guidance, advocacy, referrals, signposting, and resource sharing. The organisation provided support to families navigating the immediate and ongoing impact of arrest, custody, imprisonment, and separation. Unseen Victims also delivered targeted hardship support through its Christmas campaign, helping families experiencing financial difficulty by providing gifts for children, assistance with travel costs to enable prison visits, and Christmas meals for families who may otherwise have gone without support during the festive period. As part of its wider community benefit activity, the organisation attended four conferences and sector events focused on justice, mental health, victims’ support, and family wellbeing, helping to raise awareness of the hidden impact of imprisonment on families, contribute lived-experience perspectives, and strengthen sector engagement. The organisation significantly increased its public awareness reach during the reporting period, achieving social media growth of over 400%, expanding engagement with families, professionals, supporters, and wider community stakeholders. Unseen Victims developed and strengthened collaborative relationships with more than 40 charities, support organisations, justice sector stakeholders, and community partners, helping to improve awareness, referrals, partnership working, and collective understanding of the needs of indirect victims and affected families. The organisation invested in ongoing professional development, trauma-informed practice, safeguarding awareness, and sector learning to improve the quality and safety of support delivered. During the reporting period, the organisation also experienced governance changes, including the resignation of two directors and the appointment of a new director with lived experience recruited from the organisation’s support community, strengthening governance and ensuring beneficiary voice remained central to organisational development.
Stakeholders include beneficiaries, families affected by imprisonment or criminal justice involvement, support group members, partner organisations, justice sector stakeholders, supporters, and wider community stakeholders. Stakeholder consultation took place through direct support engagement, ongoing interaction within the moderated Facebook support community, social media communication, feedback from beneficiaries, lived-experience conversations, partnership discussions, and community engagement activities. This feedback directly informed service development, support priorities, awareness campaigns, governance decisions, and the continued development of the organisation’s support offer. The appointment of a director from the support community further strengthened beneficiary representation within organisational leadership.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
29 May 2026
And signed on behalf of the board by:
Name: Emma Jayne Wells
Status: Director