During the financial year, BNT Community CIC has continued its core mission of reducing isolation, preventing burnout, and raising professional standards for early years and childcare professionals. We serve a workforce heavily dominated by nannies (comprising 77.1% of our network), alongside teachers, early years practitioners, au pairs, nursery practitioners, childminders, and domestic workers. Because the childcare sector inherently lacks traditional workspace colleagues, our events and specialized programming target these systemic gaps through monthly community wellness events, advocacy training, and crisis intervention. Over the past four years, BNT Community has built a vital foundation, hosting more than 100+ wellness events and training workshops for a growing network of over 800+ attendees. Our activities undertaken during this financial year directly benefited the community of early years professionals across four core areas, heavily backed by our recent member impact survey. We focused on mitigating burnout and isolation. Working long hours and acute isolation remain the primary systemic challenges cited by professionals in our annual survey. To combat this, BNT Community hosted monthly wellbeing walks and social meetups. Our data shows that 58.3% of our members actively participate in our wellbeing walks, and 62.5% attend our social meetups. Furthermore, 62.5% of respondents explicitly rated these monthly walks, meetups, and mental health/self-care initiatives as the most important activities BNT provides to help them switch off and manage acute anxiety. We focused on professional confidence and advocacy to help with exposure to BNT’s annual NannyCON conferences (attended by 56.3% of members) and online CPD webinars (attended by 29.2%) has empowered members to reassess their professional self-worth. Our survey proves a profound shift in professional advocacy: 64.6% of members state that being part of BNT has significantly changed how supported or confident they feel, with an additional 25% noting a positive increase in confidence. Our Qualitative data confirms members gained the explicit legal confidence and courage to negotiate fair salaries, leave toxic employment structures, and stand up for themselves during aggressive contract dismissals. We focused on immediate crisis support and safeguarding within our peer networks specifically driven by our active WhatsApp community support channels utilized by 60.4% of members act as an essential real-time safety net. Our data highlights that 91.6% of our members feel deeply integrated into this safety net, scoring their connection to others in the community at a 3, 4, or 5 out of 5. In practice, our network has successfully organized emergency peer interventions this year, providing physical accommodation, financial assistance, and emotional reassurance to professionals stranded abroad or escaping abusive employment situations or vulnerable to modern slavery cases. We focused on economic empowerment and career mobility to help beyond emotional and developmental aid, BNT’s communication channels serve a highly practical economic purpose. BNT members regularly utilize the peer network and WhatsApp groups to share active employment leads. Feedback from our survey directly confirmed that multiple members successfully secured ad hoc assignments, interviews, and full-time career roles through jobs shared internally by fellow caregivers.

The primary stakeholders of BNT Community CIC are workforce professionals within the early years and childcare sectors that attend are apart of the BNT Community in different capacities. BNT Community predominantly comprises Nannies (representing the largest stakeholder segment at 77.1%), other Childcare Professionals, including Teachers, Early Years Practitioners, Au Pairs, Nursery Practitioners, Childminders, and Domestic Workers. The Wider Sector, including the children and families who indirectly benefit from a well-supported, highly confident, and resilient childcare workforce. During the financial year, BNT Community CIC conducted robust stakeholder consultations through a mixture of digital feedback channels and structured data collection. The BNT Community member survey formally administered and analysed, capturing comprehensive quantitative and qualitative data from active sector participants. We focused on real time peer feedback and continuous consultation via our active WhatsApp community support channels (utilized by 60.4% of members) and peer exchanges during meet-ups and annual events. Stakeholder feedback has highlighted clear operational barriers and desires for future growth. BNT Community has taken and is currently implementing the following strategic actions in direct response. We also host bi monthly "have your say" meetings to address any issues, future plans and current setups. We are addressing time and scheduling constraints as Stakeholders overwhelmingly cited "Time / work hours" (64.6%) as the biggest challenge preventing them from engaging in activities. In response, BNT has strategically structured its event calendar around peak availability. Since 39.6% prefer weekday evenings and 16.7% prefer weekend mornings, BNT has optimized its scheduling to ensure isolating childcare workers can realistically attend at a time that works best for them so we have offered multiple events on different times and days to suit changing schedules. Another factor was overcoming cost and travel barriers as stakeholders identified "Travel" (41.7%) and "Cost" (31.3%) as major obstacles. To overcome this, BNT expanded our digital infrastructure; 41.7% of surveyed members requested online options to ensure accessibility for those living outside central hubs. BNT launched a monthly online support group and bi monthly have your say meetings to provide a regular, accessible touchpoint for remote or distant members to connect without travel constraints. A place where they feel heard and are seen to express what BNT Community looks like for them and the support avenues they need to navigate burnout and isolation. We are focusing on expanding content, consistency, and mental health support, because when we asked what BNT should focus on in the future, stakeholders requested an increased focus on mental health events, community consistency, upskilling the workforce, and supporting them with setting clear boundaries in and out of the workplace. BNT has actively responded by continuing to anchor its core programming around mental health & self-care initiatives which 54.2% of members state are vital to them and expanding its Continuing Professional Development (CPD) and contract/legal advocacy workshops to online and in person workshops which we currently have in the pipeline to increase more workshops. To maintain structured, reliable momentum, BNT also established and continue to host bi-monthly meetings to ensure continuous, predictable support and professional development throughout the year. We also discussed the possibility for a paid BNT monthly membership and merchandise for sale to help with the running costs of the CIC to avoid companies financial losses. Our membership will launch in Autumn 2026.

The total amount paid or receivable by directors in respect of qualifying services was £333 to Shada Bottrill and £4386.95 to Jearneen Andrew as she is a director, but also works as the BNT Administrator so all payments made to her were for admin services she worked on a self employed contract not as a director. There were no other transactions or arrangements in connection with the remuneration of directors.

No transfer of assets other than for full consideration