for the Period Ended 30 November 2025
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 13 months to 30 November 2025 | ||
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£ |
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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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| Other operating income: |
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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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| 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 | 13 months to 30 November 2025 | ||
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| Fixed assets | |||
| Intangible assets: |
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| Tangible assets: |
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| Investments: |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: |
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| Debtors: |
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| Cash at bank and in hand: |
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| Investments: |
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| Total current assets: |
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| Prepayments and accrued income: |
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| Creditors: amounts falling due within one year: | 3 |
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Creditors: amounts falling due after more than one year: |
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| Provision for liabilities: |
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| Accruals and deferred income: |
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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 November 2025
Basis of measurement and preparation
Turnover policy
for the Period Ended 30 November 2025
| 13 months to 30 November 2025 | ||
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 30 November 2025
| 13 months to 30 November 2025 | ||
|---|---|---|
| £ | ||
| Bank loans and overdrafts |
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| Amounts due under finance leases and hire purchase contracts |
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| Trade creditors |
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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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Our Minds Together CIC exists to improve mental health literacy and awareness across Wales, reducing stigma and building community capacity to support wellbeing. During this financial year, the company engaged dads through Dads and Little Ones sessions, enabling fathers to build strong peer support networks while strengthening their relationships with their children. This work also built peer support capacity in settings where men and community groups may otherwise be reluctant to engage with mental health support. Key activities included: Dads parenting programmes, preparing fathers for their journey into fatherhood, covering attachment and bonding, mental health, the Circle of Security approach, and reflecting on the kind of father they want to be. Developing relationships with Local Authority Early Years and Family Support teams across South Wales, strengthening referral pathways and joint working. Launching the Wellbeing Champions programme, supporting local grassroots football teams to develop mentally healthy and aware cultures spanning all age groups and stakeholders. These activities directly benefit the community by increasing early mental health awareness, reducing stigma, and equipping individuals and groups with the tools to support themselves and others, particularly in settings where engagement with traditional services is often low.
Consultations occurred with dads, new dads, and expectant dads regarding both the dads and little ones sessions and the dads parenting programme. Via surveys, conversations and social media posts, dads helped shape the content, timings and structure of both offers, ensuring that what we provide as an organisation is what our stakeholders really want and need. Within the consultation process, we also sought the views and expertise of psychologists, local authority Early Years and Family Support Teams, as well as Health Visitors and charities. This gave is invaluable input in reaching dads, ensured the content was research based and relevant, and promoted our programme as one that works alongside existing provision across the various LA's. We also developed our Wellbeing Champions programme alongside two grassroots football clubs. The programme was a simple idea before consulting and working alongside these clubs, so their input allowed us to create something purposeful, impactful, manageable and, most importantly, needed.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
25 July 2026
And signed on behalf of the board by:
Name: Lloyd Stone
Status: Director