for the Period Ended 31 December 2025
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
As at
| Notes | 2025 | 2024 | |
|---|---|---|---|
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£ |
£ |
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| Fixed assets | |||
| Intangible assets: |
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| Tangible assets: | 3 |
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| Investments: |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: |
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| Debtors: | 4 |
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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: | 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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| Creditors: amounts falling due after more than one year: | 6 |
(
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(
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| Provision for liabilities: |
(
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(
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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
The directors have chosen not to file a copy of the company's profit and loss account.
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 December 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 December 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 January 2025 |
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| Additions |
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| Disposals |
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| Revaluations |
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| Transfers |
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| At 31 December 2025 |
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| Depreciation | ||||||
| At 1 January 2025 |
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| Charge for year |
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| On disposals |
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| Other adjustments |
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| At 31 December 2025 |
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| Net book value | ||||||
| At 31 December 2025 |
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| At 31 December 2024 |
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for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Prepayments and accrued income |
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| Other debtors |
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| Total |
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| Debtors due after more than one year: |
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for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| 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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for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
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| Amounts due under finance leases and hire purchase contracts |
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| Other creditors |
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| Total |
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Holding Hands (North East) CIC exists to empower women, families and marginalised communities to overcome barriers, build confidence and improve their social and economic wellbeing. During 2025, the organisation grew significantly, expanding from primarily delivering wellbeing activities to becoming a recognised provider of employability, digital inclusion, enterprise development and community empowerment programmes across Sunderland and the wider North East. Our work focused particularly on women facing multiple disadvantages, including domestic abuse, migration, poverty, racial inequality, social isolation, unemployment and digital exclusion. Drawing on lived experience and culturally responsive practice, we provided safe spaces where women could rebuild confidence, gain practical skills and progress towards education, employment and enterprise. Programmes delivered during the year included the EmpowerHer Women's Empowerment Programme (funded by The National Lottery Community Fund), employability and CV support, digital skills and digital safety training, one-to-one mentoring and advocacy, enterprise development through our new ThriveHer initiative, community wellbeing activities, youth leadership and development through Young Africans Aflame, and volunteer development and work experience. In practice, this meant: hundreds of women supported through one-to-one guidance, mentoring and employability support; free digital inclusion training helping women build essential skills for work, online safety and daily life; workshops on CV writing, interview preparation, confidence building, financial wellbeing and career planning; and expanded partnership working with statutory services, charities, universities, community organisations and employers, creating stronger referral pathways for the people we support. All of this was shaped directly by the community through participant surveys, focus groups, one-to-one feedback sessions and partnership meetings, ensuring our services kept responding to genuine, current need rather than assumptions about it.
Holding Hands Northeast CIC remains a community-led organisation, placing lived experience at the heart of programme design and delivery. Our stakeholders include the women, families and young people we support; our volunteers; community members; partner organisations (including local authorities, universities, NHS partners, voluntary organisations, employers, and funders such as The National Lottery Community Fund and Lloyds Bank Foundation); and public sector agencies including Sunderland City Council and DWP. Throughout 2025 we consulted these stakeholders through participant surveys, focus groups, one-to-one feedback sessions, community conversations, partnership meetings, volunteer feedback, board discussions, and regular monitoring and evaluation reporting. This consultation directly shaped programme development during the year. We increased our focus on employability and digital inclusion, developed the new ThriveHer enterprise support offer, expanded one-to-one support for women facing complex barriers, strengthened our digital safety training, and increased partnership working to improve referral pathways for the people we support. Regular monitoring and evaluation ensured this remained an ongoing, responsive process rather than a one-off exercise, with feedback feeding back into how services were delivered throughout the year.
Ms Jennifer Orji, in addition to her role as a Director, has since June 2025 undertaken paid operational work for the Company as its sole Operational Director. She received total gross remuneration of approximately £18,664 during the financial year (paid via PAYE), included within staff costs in the accounts. This remuneration relates to operational duties distinct from her role as a Director, and was reviewed and approved by the Company's other Directors, with Ms Orji recused from that decision. No other director received any remuneration during the financial year.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
5 May 2026
And signed on behalf of the board by:
Name: Stanley Amadi
Status: Director