for the Period Ended 31 October 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 October 2025
Directors
The director shown below has held office during the whole of the period from
1 November 2024
to
31 October 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 October 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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| Administrative expenses: |
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| Operating profit(or loss): |
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| Profit(or loss) before tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 2025 | 13 months to 31 October 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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| 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 31 October 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 31 October 2025
| 2025 | 13 months to 31 October 2024 | |
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| Average number of employees during the period |
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for the Period Ended 31 October 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 November 2024 |
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| At 31 October 2025 |
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| At 1 November 2024 |
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| Charge for year |
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| At 31 October 2025 |
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| At 31 October 2025 |
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| At 31 October 2024 |
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for the Period Ended 31 October 2025
| 2025 | 13 months to 31 October 2024 | |
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| £ | £ | |
| Other debtors |
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| Total |
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for the Period Ended 31 October 2025
| 2025 | 13 months to 31 October 2024 | |
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| £ | £ | |
| Other creditors |
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| Total |
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During this financial year, HeartTalks has focused on establishing strong foundations to support our long-term growth and community impact. Our priority has been recruiting volunteers, providing appropriate training and developing the systems and processes needed to build a committed and sustainable team to deliver our services. We have undertaken a range of fundraising activities, which have not only generated essential income but have also helped raise awareness of baby loss, encourage open conversations, reduce stigma, and strengthen relationships with local businesses, organisations, and the wider community. A key area of our work has been the creation, distribution, and funding of our baby loss care packs. We have worked towards ensuring these packs are available within local scanning and fertility departments so that individuals and families experiencing pregnancy or baby loss can access compassionate support at the earliest possible stage. This initiative has helped provide comfort, practical resources and reassurance during an extremely difficult time. Throughout the year, we have organised a community packing party, bringing together businesses, volunteers and individuals to assemble the care packs. These events have encouraged community involvement, provided opportunities for peer support and demonstrated the collective commitment of the community to supporting bereaved families. We have also delivered crochet heart sessions, providing a welcoming space where people with lived experience can connect with others, learn a new skill, and contribute handmade items to support our mission. These sessions have promoted wellbeing, reduced isolation, and enabled community members to become actively involved in supporting families affected by baby loss. In addition, we have hosted community events and family fun days to raise awareness, encourage conversations around pregnancy and baby loss and provide inclusive opportunities for the wider community to engage with our work. These activities have helped foster greater understanding, compassion and support while continuing to build awareness of the services we provide. Alongside our community initiatives, we have provided one-to-one befriending support for individuals affected by pregnancy and baby loss. Through both in-person and online support requests, we have offered a compassionate listening ear, emotional support, signposting to relevant services where appropriate and posting/delivering care packs to individuals Responding to requests online has enabled us to reach people at the point they needed help most, ensuring support was accessible regardless of location or circumstances. Our befriending service has helped reduce feelings of isolation, provided reassurance during times of grief and connected individuals with a supportive community that understands their experiences.
The company's key stakeholders include individuals and families affected by pregnancy and baby loss, volunteers, healthcare professionals within local scanning, and fertility departments, local businesses, community organisations, donors and fundraising supporters. Throughout the year, we have consulted with stakeholders through informal conversations, one-to-one befriending sessions, feedback from those receiving our care packs, discussions with volunteers, engagement at community events and ongoing communication with healthcare professionals and partner organisations. We also receive feedback through our occasionally on our online support channels and social media platforms. Feedback from beneficiaries has been used to review and develop the contents of our care packs to ensure they meet the needs of those experiencing loss. Discussions with healthcare professionals have helped us identify opportunities to increase the availability of care packs within local services and strengthen referral pathways. Volunteer feedback has informed the development of our recruitment, training and support processes, helping us build a confident and sustainable volunteer team. Engagement with the wider community has also shaped our awareness-raising activities, support sessions and fundraising events to ensure they remain accessible, inclusive and responsive to local needs. The company remains committed to listening to its stakeholders and using our feedback to continually improve the support and services we provide to the community.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
22 July 2026
And signed on behalf of the board by:
Name: Chantelle Walmsley
Status: Director