Veterans In Action Ltd - Charities report

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 October 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

OVERVIEW

Veterans In Action is a UK armed forces charity supporting veterans who have experienced difficulty after leaving the Armed Forces, including those affected by trauma, PTSD, Complex PTSD, isolation, loss of purpose and the challenges of adjusting to civilian life.

VIA describes itself as The Post Traumatic Growth Charity. Our work is non-clinical and activity-based. We do not replace therapy or formal mental health services. Instead, we provide the practical environment, structure, peer support and purposeful activity that can help veterans rebuild confidence, reconnect with others and move forward in their own lives.

The charity's work is built around the ALIVE Programme, developed through many years of direct work with veterans. ALIVE stands for Achieve, Learn, Inspire, Value and Experience. It is not a short-term intervention or a collection of stand-alone projects. It is the framework behind everything VIA delivers.

Through ALIVE, veterans are given opportunities to take part in practical work with clear purpose. This includes building and maintaining expedition vehicles through Veterans Expeditions Overland, developing skills through Made by Veterans, working outdoors through Veterans In Wilderness, telling their own stories through Veterans In Focus and accessing softer entry points such as Veterans Walk and Talk.

VIA's approach is based on helping small numbers of veterans over a sustained period. Many of the veterans who come to VIA do not respond well to large group settings or short-term support. Our model allows them to become involved at their own pace, take on responsibility when ready and contribute to work that has real value.

The VIA Centre at Redenham Park Estate remains central to this work. It provides a familiar and practical base where veterans can attend regularly, work alongside others, access welfare support and become part of a veteran-led community. The centre includes offices, workshops, vehicle project space, Made by Veterans work areas, meeting space and access to woodland activity through Veterans In Wilderness.

Welfare support remains an important part of the charity's delivery. Many veterans face practical problems linked to benefits, housing, debt, claims, appeals or tribunals. VIA helps veterans deal with these issues so they can build more stable foundations for themselves and their families. This support sits alongside activity-based work because recovery and growth are harder when basic practical problems remain unresolved.

During the year ended 31 October 2025, VIA continued to develop its core programmes and strengthen its long-term model. This included the continued development of Made by Veterans, Veterans In Wilderness, Veterans In Focus, Veterans Walk and Talk, welfare support and Veterans Expeditions Overland. The charity also planned and delivered the VE80 Overland Expedition, commemorating the 80th anniversary of Victory in Europe.

VIA's strength remains its ability to create a place where veterans can belong, contribute and rebuild through activity, responsibility and peer support. We are not simply creating projects for veterans to attend. We are creating opportunities for veterans to help build something, use their experience positively and see the value they still have.

OBJECTIVES AND ACTIVITIES

Objectives and aims

The charity's objective remains to support veterans who have experienced difficulty after leaving the Armed Forces, including those affected by trauma, PTSD, Complex PTSD, isolation, loss of purpose and problems adjusting to civilian life.

Veterans In Action delivers this support through a non-clinical, activity-based model focused on Post Traumatic Growth. VIA does not seek to replace therapy or statutory mental health services. Its role is to provide practical activity, structure, peer support, responsibility and purpose, giving veterans an environment where they can rebuild confidence and reconnect with others over time.

The charity's work is delivered through the ALIVE Programme, developed by Chief Operating Officer Billy MacLeod MBE through many years of direct work with veterans. ALIVE stands for:

ACHIEVE - LEARN - INSPIRE - VALUE - EXPERIENCE

These values are delivered through practical activity across VIA's core delivery areas:

BUILD IT: Veterans Expeditions Overland, including the building, preparation,
maintenance and use of expedition vehicles.

USE IT: Overland expeditions, where the vehicles and skills developed at the VIA Centre
are used in real-world journeys, remembrance projects and veteran development activity.

MAKE IT: Made by Veterans, including garment printing, embroidery, mug printing, 3D
printing and other practical workshop activity.

FILM IT: Veterans In Focus, giving veterans the opportunity to record, film, photograph
and tell their own stories.

These delivery areas are supported by welfare work, woodland activity, Walk and Talk, centre-based projects, public engagement and partnership activity.

During the year ended 31 October 2025, VIA's main objectives and activities included:

Veterans Expeditions Overland

Veterans Expeditions Overland remained one of VIA's central activities. Veterans were involved in the preparation, maintenance and use of the charity's expedition vehicles, with the vehicles continuing to provide a practical focus for teamwork, planning, mechanical work, responsibility and confidence-building.

A major activity during the year was the planning, sponsorship and delivery of the VE80 Overland Expedition. This month-long expedition commemorated the 80th anniversary of Victory in Europe and involved 10 veterans travelling through 10 European countries.

The expedition brought together British veterans from VIA, American veterans from Fox Bravo Overland and Israeli veterans from Restart Global. The route included visits to sites of historical significance to all three nations, combining remembrance, education, international veteran connection and purposeful activity.

The expedition used VIA's expedition vehicles, supported by new equipment purchased through sponsorship funding. All expedition costs were met through sponsorship and external support, meaning no core charity funding was used. This was important to the Trustees, ensuring that the expedition could be delivered without reducing the charity's ability to maintain day-to-day support at the VIA Centre.

VIA also continued to develop its international veteran partnerships during the year. Three veterans from VIA took part in a reciprocal expedition in Arizona, USA with Fox Bravo Overland. This strengthened the relationship between the two organisations and gave VIA veterans the opportunity to take part in veteran-led expedition activity outside the UK.

Veterans In Wilderness

Veterans In Wilderness continued to develop as a core part of VIA's activity-based support. The woodland at Redenham Park Estate provides veterans with a practical outdoor environment where they can take part in conservation work, site development, woodland maintenance, team projects and structured activity.

The project gives veterans clear tasks with visible progress. Work in the woodland includes opening tracks, clearing neglected areas, developing activity spaces and preparing the site for future veteran activities, Walk and Talk sessions, volunteer days, corporate engagement and fundraising events.

This work reflects VIA's Post Traumatic Growth model in practical form. Veterans are not simply attending an activity. They are helping to build and shape a useful space for others, which supports confidence, responsibility, social connection and a renewed sense of value.

Made by Veterans

Made by Veterans remained an important part of VIA's practical delivery. The project gives veterans the opportunity to take part in meaningful workshop activity, learn new skills and contribute to work that has visible value.

During the year, Made by Veterans continued to develop through garment printing, embroidery, mug printing, 3D printing and related activity. The long-term aim remains to grow this area as both a practical support programme and a future social enterprise, helping the charity build sustainable income while creating opportunities for veterans.

Veterans In Focus

Veterans In Focus continued to support VIA's wider activity by giving veterans the opportunity to record, photograph, film and tell their own stories. This links directly to the Film It element of ALIVE and helps veterans build confidence through creativity, technical skills and ownership of their own narrative.

This activity also supports the charity by creating material that can be used for reporting, fundraising, public awareness and partner engagement.

Welfare Support

Welfare support remained a key part of VIA's work during the year. Many veterans who engage with the charity also face practical pressures linked to benefits, housing, debt, claims, appeals, tribunals or family circumstances.

VIA's welfare support helps veterans deal with these issues so they can build more stable foundations for themselves and their families. This support works alongside the charity's activity-based model, recognising that personal growth is harder when urgent practical problems remain unresolved.

Veterans Walk and Talk

Veterans Walk and Talk continued to provide a softer entry point into VIA. It gives veterans, families and supporters a way to engage with the charity in a less formal setting, helping people build connection before taking part in more involved projects.

Walk and Talk also supports VIA's wider aim of creating community around the centre and woodland, giving people a route into the charity that does not require immediate commitment to larger projects or expeditions.

Partnerships and Public benefit

The Trustees confirm that they have had regard to the Charity Commission's guidance on public benefit when reviewing the charity's objectives and activities.

VIA's activities provide public benefit by supporting veterans who may otherwise remain isolated, disconnected or unable to access meaningful long-term support. The charity's model is based on sustained engagement rather than short-term intervention, with veterans encouraged to contribute, take responsibility and rebuild through practical activity.

During the year, VIA continued to develop partnerships with organisations and supporters who could help strengthen delivery without placing additional pressure on core funds. The sponsorship model used for the VE80 Overland Expedition demonstrated how external support can enable ambitious veteran activity while protecting the charity's core services.

ACHIEVEMENTS AND PERFORMANCE

Charitable activities

During the year ended 31 October 2025, Veterans In Action continued to develop its activity-based model of Post Traumatic Growth through practical delivery, long-term veteran engagement and the strengthening of its core programmes.

The charity remained focused on helping small numbers of veterans over a sustained period. This remains a deliberate part of VIA's approach. Many of the veterans who engage with the charity are affected by PTSD, Complex PTSD, isolation, loss of purpose or difficulty adjusting to civilian life. VIA's model gives them time, structure, peer connection and purposeful activity rather than short-term contact.

The VIA Centre at Redenham Park Estate remained central to delivery. It provided

a safe, familiar and practical base where veterans could attend regularly, take part in projects, access welfare help, work alongside other veterans and contribute to the development of the charity.

Preparation of the VIA Expedition Vehicles

A major achievement during the year was the preparation of VIA's expedition vehicles for the VE80 Overland Expedition.

The vehicles are not simply transport for VIA. They are part of the charity's ALIVE Programme. Veterans are involved in preparing, maintaining and using them through Veterans Expeditions Overland, which links directly to the Build It and Use It elements of ALIVE.

During the reporting year, work was carried out to ensure the vehicles were ready for a month-long European expedition. This included mechanical preparation, equipment checks, expedition loading, vehicle organisation and the fitting or use of new equipment purchased through sponsorship funding.

This preparation gave veterans practical tasks with real purpose. It required planning, teamwork, responsibility and problem-solving, all of which are central to VIA's approach. The work also ensured that the expedition could be delivered safely and professionally without drawing on core charity funds.

VE80 Overland Expedition

The VE80 Overland Expedition was one of the charity's most significant achievements during the year, not simply because of the journey itself, but because of the way it demonstrated VIA's activity-based model of Post Traumatic Growth in practice.

The expedition commemorated the 80th anniversary of Victory in Europe and involved 10 veterans travelling through 10 European countries over the course of a month. It brought together British veterans from Veterans In Action, American veterans from Fox Bravo Overland and Israeli veterans from Restart Global. The route included visits to sites of historical significance to all three nations, combining remembrance, education, veteran connection and shared learning.

For VIA, the purpose of the expedition went beyond commemoration. It provided an opportunity to learn how veterans from other nations approach trauma, transition and Post Traumatic Growth, while also sharing VIA's own experience of working with veterans through activity, responsibility and long-term engagement. This exchange of experience was central to the expedition. It allowed veterans and organisations from different countries to learn from one another through a shared task rather than through formal discussion alone.

The expedition also gave veterans taking part a clear objective to work toward. VIA's expeditions are not stand-alone events where veterans simply turn up and travel. They sit within the ALIVE Programme and are part of a longer process. Veterans build toward expedition activity by attending the VIA Centre, working alongside others, helping to prepare vehicles, learning equipment, taking part in expedition training and gradually rebuilding confidence, routine and responsibility.

This process is important because many veterans first come to VIA experiencing isolation, reduced confidence and a loss of purpose after leaving the Armed Forces. The ALIVE Programme is designed to restore purpose through practical activity. The expedition provided a real-world goal that gave meaning to the preparation taking place at the centre. Each stage, from working on vehicles to preparing equipment, helped veterans contribute to something larger than themselves.

The use of VIA's own expedition vehicles was central to this process. The vehicles were prepared at the VIA Centre and supported by new equipment purchased through sponsorship funding. This linked directly to the Build It and Use It elements of ALIVE. Veterans were not only passengers in the expedition. They were part of the work that made it possible.

All costs for the expedition were covered through sponsorship and external support. No VIA core funding was used. This was important to the Trustees because it allowed the charity to deliver a major international veteran development project while protecting the day-to-day support provided at the VIA Centre.

The expedition showed how VIA uses challenge, travel, remembrance and practical preparation as tools for growth. It strengthened international veteran relationships, created shared learning between British, American and Israeli veterans and gave those taking part a structured opportunity to rebuild through responsibility, teamwork and purpose. It also demonstrated that VIA's expedition model remains a powerful part of the charity's wider Post Traumatic Growth approach.

Fox Bravo Overland Expedition, Arizona, USA

During the year, three VIA veterans took part in a reciprocal expedition in Arizona, USA with Fox Bravo Overland.

The relationship with Fox Bravo Overland had begun before the expedition itself. VIA had already supported Fox Bravo Overland by sharing its own experience, working practices and lessons learned from many years of delivering veteran activity through a charity model. This support helped Fox Bravo Overland as it developed its own organisation, based in Austin, Texas, with a similar commitment to using outdoor activity, expedition work and peer support to help veterans.

The Arizona expedition gave VIA the opportunity to see how that developing model worked in the field under expedition conditions. British veterans from VIA worked alongside American veterans from Fox Bravo Overland in the mountains and deserts of Arizona, taking part in practical veteran-led activity in a demanding outdoor environment.

For VIA, the purpose was twofold. It allowed the charity to continue sharing its own experience of Post Traumatic Growth through activity, responsibility and long-term veteran engagement. It also allowed VIA to learn from Fox Bravo Overland's approach, particularly how American veterans use expedition conditions, outdoor challenge and peer connection to support one another.

The reciprocal nature of the expedition was important. It showed that VIA's international partnerships are based on shared experience, mutual respect and learning between veterans from different nations. This was not a one-way relationship. VIA had supported Fox Bravo Overland in its development, and Fox Bravo Overland then hosted VIA veterans in a field environment where both organisations could learn from each other.

For the veterans involved, the Arizona expedition provided further challenge, responsibility, peer connection and personal development through activity. It also reinforced the wider purpose of VIA's expedition model. Veterans prepare, train, take part, contribute and then bring that experience back into the charity for the benefit of others.

The relationship with Fox Bravo Overland continues to develop, with further reciprocal expeditions planned for the future. This partnership strengthens VIA's international outlook and supports the charity's aim of learning from other veteran organisations while sharing the practical experience it has developed through the ALIVE Programme.

Development of Veterans In Wilderness

The development of Veterans In Wilderness was another major achievement during the year.

During the reporting period, the project was still in its early stages. The woodland at Redenham Park Estate had been long neglected, difficult to access and heavily overgrown. Brambles, fallen trees and blocked routes made movement through the site difficult. Veterans began the work of opening tracks, clearing areas, improving access and identifying how the woodland could be used as a future delivery space for VIA.

This work became more than clearing woodland. It gave a practical example of how VIA's approach to Post Traumatic Growth works. Many veterans first arrive at VIA feeling isolated, stuck or unable to see a clear way forward. The woodland reflected that in physical form. It was full of obstacles, with no obvious route through. The task was to begin where we were, clear what was in front of us and create a path to the next stage.

Each part of the woodland that was opened created access to another area, another task and another opportunity. Veterans could see visible progress from their own work. They turned up, worked with others, learned new skills, used tools safely, solved problems and helped create something that would be used by other veterans in the future.

This is central to VIA's model. Growth does not come from telling veterans to move forward. It comes from giving them a reason to take part, a task with value and a place where their contribution matters. In the woodland, veterans could see that progress was possible because they were making it happen themselves.

The project also helped veterans rebuild routine, confidence, responsibility and connection. These are not abstract outcomes. They are developed through repeated attendance, practical work, shared effort and seeing a job through. The skills and confidence gained in the woodland can then transfer into ordinary life, helping veterans deal with problems in a more structured and manageable way.

Veterans In Wilderness also began to connect several parts of VIA's work in one place. The woodland created future opportunities for outdoor activity, Veterans Walk and Talk, volunteer days, fundraising events, corporate engagement, expedition preparation and practical veteran-led projects.

The continued development of the woodland strengthened VIA's ability to offer meaningful outdoor activity from its own centre. It also gave the charity a new way to demonstrate its approach: helping veterans find a way forward by working through each obstacle, one task at a time.

Creation of the Podcast Studio and Veterans In Focus Development

During the year, VIA continued to develop the centre as a practical and creative base for veteran activity. A key part of this was the creation of a new podcast studio within the centre.

This development links directly to Veterans In Focus and the Film It element of ALIVE. The studio gives veterans the opportunity to record conversations, share their experiences, learn new technical skills and contribute to the way VIA tells its story.

The podcast studio also strengthens the charity's wider communication and impact work. It gives VIA a practical way to record veteran voices, develop content, capture learning and explain Post Traumatic Growth in a way that comes directly from those involved.

This is an important development because VIA does not present veterans as case studies or passive recipients of help. Veterans In Focus allows veterans to take ownership of their own story and be involved in the charity's public voice.

Welfare Support and Tribunal Representation

VIA's welfare work remained one of the charity's most important areas of delivery during the year and formed a key foundation for the charity's wider Post Traumatic Growth approach.

The VIA Welfare Team continued to support veterans and their families across a wide range of practical welfare needs. This included Armed Forces Compensation Scheme claims, War Pension matters, Universal Credit, benefits advice, appeals, tribunal preparation and representation. These processes are often complex, stressful and lengthy, with some cases taking many months from initial application through to tribunal award.

VIA supports veterans through the full process. This includes helping them understand what they may be entitled to, gathering evidence, preparing paperwork, attending appointments, supporting appeals and representing veterans at tribunal where required. For many veterans, this level of practical help is essential because the systems they are dealing with can feel difficult to understand and hard to face alone.

During the reporting year, the VIA Welfare Team represented veterans at tribunal and helped secure awards totalling over £6 million for veterans in awards and back payments. This demonstrates the significant practical impact of VIA's welfare work and the importance of ensuring veterans are properly supported through claims and appeals.

The strength of VIA's model is that welfare support does not happen in isolation. While veterans are waiting for claims, appeals or tribunals to progress, they are encouraged to become involved in the charity's practical projects. They can attend the VIA Centre, work alongside others and take part in vehicle projects, Made by Veterans, Veterans In Wilderness or other activity-based programmes while the welfare process continues in the background.

This long-term approach is central to VIA's work. Welfare cases are rarely resolved quickly. The waiting period can increase stress, uncertainty and frustration. By staying involved with VIA during that time, veterans are not left alone with the process. They have structure, peer support, meaningful activity and regular contact with people who understand what they are going through.

As each welfare issue is resolved, pressure begins to ease. Veterans can gain greater financial stability, better housing security, clearer entitlement and a stronger foundation for themselves and their families. This then supports their ability to engage more fully in recovery, activity, responsibility and personal growth.

VIA recognises that veterans cannot focus on confidence, purpose or future progress while unresolved welfare problems continue to dominate daily life. This is why welfare support and practical activity work together. The welfare team helps remove barriers, while the ALIVE Programme gives veterans a reason to keep moving forward.

This is where VIA's long-term approach is at its strongest. The charity does not offer a short appointment and then leave veterans to manage alone. It remains involved throughout the process, supporting the veteran practically while also giving them opportunities to rebuild through purposeful activity, routine and connection.

Continued Development of Made by Veterans

Made by Veterans continued to develop as part of the ALIVE Programme.

The project provides practical workshop activity where veterans can use existing skills, learn new ones and contribute to work with visible value. During the year, Made by Veterans continued to develop through garment printing, embroidery, mug printing, 3D printing and related activity.

This work remained important both as a veteran activity and as part of VIA's long-term sustainability planning. The aim is to develop Made by Veterans into a stronger social enterprise, creating income for the charity while also offering practical opportunities for veterans.

Strengthening VIA's Model

Taken together, the year's achievements showed VIA's model working across several connected areas.

The expedition vehicles were prepared and used. The VE80 Expedition was delivered through sponsorship. Veterans took part in a reciprocal expedition in the United States. The woodland was developed into a practical outdoor space. The podcast studio strengthened Veterans In Focus. The Welfare Team achieved major outcomes for veterans through tribunal representation.

These achievements were not separate activities. They were all part of the same approach: helping veterans rebuild through activity, responsibility, purpose, peer connection and practical support.

The Trustees believe the year ended 31 October 2025 showed clear progress in strengthening VIA's identity as The Post Traumatic Growth Charity and in developing a more sustainable model for future delivery.

STRATEGIC AIMS

Veterans In Action remains firmly committed to its founding purpose: supporting veterans who have struggled with the effects of trauma, isolation, loss of purpose or the transition from military to civilian life.

The charity's strategic aims have remained broadly consistent with the previous year. VIA continues to focus on long-term veteran engagement, Post Traumatic Growth, welfare support, practical activity and financial sustainability. During this reporting year, the Trustees and senior leadership began to narrow the charity's future strategy into a more focused plan built around two main areas of development: Veterans In Wilderness and corporate engagement, alongside Made by Veterans and merchandise income.

This approach reflects the Trustees' view that VIA must protect its core charitable work while developing income streams that are closely linked to the charity's purpose. The aim is not to move away from grant funding entirely. Grants remain important. The long-term strategy is to reduce over-reliance on short-term grants by developing practical, mission-led income that also creates meaningful opportunities for veterans.

Securing Long-Term Financial Stability

The long-term viability of VIA depends on creating a broader and more reliable funding base. The charity has benefited from grant funding and project sponsorship, including support linked to the VE 80 Overland Expedition. These sources have allowed VIA to continue delivery while developing a more sustainable model for future years.

During the year, the Trustees continued to work toward a strategy that combines grant funding, corporate engagement, project sponsorship, Made by Veterans income and fundraising activity. This is a realistic, staged approach. VIA recognises that full sustainability will take time and that the charity must show steady progress rather than overstate what can be achieved quickly.

The strategic aim is to protect the centre, maintain core services and build income streams that sit naturally alongside VIA's work with veterans.

Developing Veterans In Wilderness as a Core Delivery and Income-Generating Project

Veterans In Wilderness became a central part of VIA's future strategy during the year. The woodland at Redenham Park Estate gives the charity a practical outdoor space where veterans can take part in meaningful activity, develop skills, build confidence and contribute to something with lasting value.

The woodland also offers a route toward future sustainability. As part of a three-year strategic plan, VIA began developing the site so it could support veteran activity, Walk and Talk, volunteer days, fundraising challenges and corporate engagement.

This work was in its early development stage during the reporting year. The priority was to make the woodland usable, safe and suitable for future activity. Veterans helped clear areas, open routes, identify potential activity spaces and begin shaping the site into a place where VIA could deliver both charitable work and future income-generating opportunities.

The strategic aim is to develop Veterans In Wilderness into a core part of the ALIVE Programme while also creating a practical setting where supporters and corporate partners can come and see VIA's work first-hand.

Building Corporate Engagement Through the Woodland

Corporate engagement remains a key strategic aim, although the focus has now become clearer. VIA's intention is not simply to ask businesses for donations. The charity aims to build long-term relationships by bringing companies into direct contact with the work, the veterans and the practical outcomes their support helps create.

The woodland provides the setting for this. It allows VIA to develop corporate days and fundraising challenges that are rooted in the charity's real work rather than disconnected fundraising activity. Businesses can support VIA while taking part in practical team-based activity led or supported by veterans.

During this financial year, the corporate woodland model was still being developed. The work focused on creating the physical space, shaping the concept and identifying how corporate engagement could become part of the charity's long-term funding strategy.

The aim is to create relationships that go beyond one-off donations. Corporate partners should understand VIA's model, see the work directly and become longer-term supporters, sponsors or advocates.

Growing Made by Veterans and Merchandise Income

Made by Veterans remains one of VIA's most important strategic projects. It provides practical workshop activity for veterans while also offering a route toward future income generation.

The project includes garment printing, embroidery, mug printing, 3D printing and related workshop activity. Its purpose is twofold. It gives veterans practical tasks, skills development and a reason to attend the centre. It also creates products and merchandise that can support the charity financially.

During the reporting year, Made by Veterans continued to form part of VIA's future income strategy. The aim is to develop it into a stronger social enterprise model, supplying VIA merchandise, corporate partner merchandise and other products that generate income while keeping veterans involved in purposeful work.

This approach fits VIA's values because the income is connected to activity, skill, contribution and identity. It is not separate from the charity's work. It is part of how that work is delivered.

Strengthening VIA's Identity as The Post Traumatic Growth Charity

VIA will continue to position itself clearly as The Post Traumatic Growth Charity. This means explaining its model more clearly to funders, partners, veterans and the wider public.

The charity's future strategy is built around showing how practical activity, welfare support, responsibility, peer connection and long-term engagement work together. Veterans In Wilderness, Made by Veterans, Veterans Expeditions Overland and Veterans In Focus all sit within this approach.

The Trustees believe this clearer identity will help VIA communicate its work more effectively, attract aligned partners and demonstrate the value of its model.

Fundraising strategy

Fundraising remained challenging during the year. The wider financial climate continued to place pressure on charities, grant makers, businesses and individual supporters. VIA also recognises that traditional fundraising methods alone are unlikely to provide the stability needed to protect long-term delivery.

In response, the Trustees and senior leadership continued to develop a more focused fundraising strategy. The broad aims from the previous year remained in place, although the strategy was narrowed to concentrate on two main areas: corporate engagement through Veterans In Wilderness and income development through Made by Veterans and merchandise.

This strategy was in its development stage during the reporting year. The focus was on preparing the foundations rather than presenting the model as fully established.

Corporate Engagement Through Veterans In Wilderness

The development of the woodland created a clear opportunity to build a stronger corporate engagement programme. VIA's aim is to use Veterans In Wilderness as a practical setting where businesses can see the charity's work, meet veterans involved in delivery and take part in meaningful team-based activity.

This approach allows VIA to move beyond one-off donations. Corporate supporters can be brought closer to the charity, understand the model and see the direct link between their support and the veterans involved.

During the reporting year, work focused on developing the woodland, preparing it for future activity and shaping the corporate engagement model. This formed part of a three-year strategy to create corporate days, fundraising challenges, sponsorship opportunities and longer-term business relationships.

Project-Specific Sponsorship

The VE80 Overland Expedition showed the value of project-specific sponsorship. The expedition was delivered through sponsorship and external support, ensuring that no VIA core funding was used.

This approach is important for future fundraising. It allows VIA to deliver ambitious veteran activity while protecting the funds needed for day-to-day operations at the centre. It also gives sponsors a clear purpose, a defined project and visible outcomes.

VIA will continue to develop project-specific sponsorship where it supports the charity's objectives and does not place pressure on core services.

Made by Veterans and Merchandise Income

Made by Veterans is a central part of VIA's future fundraising and income strategy. It provides practical activity for veterans while creating products that can generate income for the charity.

The project's development includes VIA-branded merchandise, corporate partner merchandise and other workshop-produced items. This creates a direct link between veteran activity and income generation.

The aim is to grow Made by Veterans into a stronger social enterprise model over time. This will not happen immediately. During the reporting year, the project remained in development, with the Trustees recognising its potential as both a veteran support programme and a future income stream.

Fundraising Events and Supporter-Led Challenges

Fundraising events and supporter-led challenges remain part of VIA's strategy, especially where they connect people directly to the charity's work.

The future use of the woodland will allow VIA to host or support challenges that are more closely linked to its identity and delivery. This gives supporters a clearer understanding of what they are raising funds for and how their support helps veterans.

Continued Grant Funding During the Transition

Grant funding remains important to VIA. The charity is not yet in a position where corporate income, merchandise or events can replace grant support.

The Trustees recognise that the move toward a more balanced funding model will take time. Grant funding will continue to support core and project costs while VIA develops corporate engagement, woodland activity and Made by Veterans income.

The fundraising strategy is therefore staged and realistic. VIA is building toward greater sustainability while continuing to protect the services veterans rely on now.

FINANCIAL REVIEW

Financial position

The financial statements show total income for the year of £179,767 (2024 - £228,924) and total expenditure of ££227,453 (2024 - £187,544), resulting in a deficit of £47,686 (2024 - 41,380 surplus).

At the year end, the charity held total funds of £59,540 (2024 - £107,226), of which £59,186 (2024 - £78,574) were restricted funds and £354 (2024 - £28,652) were unrestricted funds.

The Trustees remain aware that VIA operates in a difficult funding environment. The charity must continue to protect its core costs while also developing income streams that support long-term delivery.

During the year, funds were applied in line with the charity's objectives and directed toward project delivery, centre costs, staff costs, welfare support, equipment, vehicles, workshop activity and veteran support.

Reserves policy

Veterans In Action remains a small charity with significant day-to-day responsibilities, including premises, staff, vehicles, equipment, welfare support and practical delivery for veterans. The charity's ability to hold large reserves remains limited.

The Trustees continue to recognise the importance of building unrestricted reserves. The aim remains to develop reserves equal to at least three months of core running costs, giving the charity greater protection against delays in funding, unexpected expenditure or reductions in income.

During the reporting year, reserves remained limited. This reflected the continued pressure on charity funding and the need to prioritise direct delivery for veterans. The Trustees also recognised that the new fundraising strategy was still in its early development stage.

The strategy to improve reserves is linked to the wider three-year plan. This includes developing corporate income through Veterans In Wilderness, building Made by Veterans and merchandise income, securing project-specific sponsorship, maintaining appropriate grant funding and reviewing finances regularly.

The Trustees will continue to monitor reserves as part of quarterly financial review. The aim is to strengthen the charity's financial position over time without reducing the practical support provided to veterans.

FUTURE PLANS

The Trustees' future plans are focused on strengthening the charity's long-term sustainability while protecting VIA's core purpose: supporting veterans through Post Traumatic Growth, practical activity, welfare support, peer connection and sustained engagement.

During the next reporting period, VIA will continue to develop the three-year strategy that began during this financial year. This strategy focuses on two main areas of growth: the development of Veterans In Wilderness and corporate engagement through the woodland, and the continued growth of Made by Veterans as both a practical programme and a future income stream.

Development of Veterans In Wilderness

The Trustees intend to continue developing Veterans In Wilderness as a core part of the ALIVE Programme. The woodland at Redenham Park Estate gives VIA a practical outdoor setting where veterans can take part in meaningful work, develop confidence, learn skills and contribute to something that has lasting value.

The next stage of development will focus on making the woodland more usable, structured and suitable for wider activity. This includes improving access, developing activity areas, creating safer routes, supporting Walk and Talk activity and preparing the woodland for future veteran projects, volunteer days, fundraising challenges and corporate engagement.

The aim is to ensure that Veterans In Wilderness remains a genuine veteran development project, not simply an outdoor space. Veterans will continue to be involved in shaping the woodland, building its facilities and preparing it for future use. This keeps the project rooted in purpose, contribution and practical achievement.

Corporate Engagement Through the Woodland

VIA will continue to develop its corporate engagement model through Veterans In Wilderness. The long-term aim is to create structured corporate days and fundraising challenges that bring businesses into direct contact with the charity's work.

This approach is central to the charity's future sustainability plan. VIA does not want corporate support to be limited to one-off donations. The aim is to build relationships where companies understand the work, meet the people involved and see how their support helps veterans directly.

During the next year, the focus will be on further developing the woodland-based model, testing activities, improving delivery, creating clearer sponsorship opportunities and building relationships with companies that may become long-term partners.

Any income generated through corporate engagement will support VIA's charitable work while also giving veterans opportunities to take responsibility, contribute to delivery and demonstrate the skills and confidence developed through the ALIVE Programme.

Growth of Made by Veterans

Made by Veterans will remain a major part of VIA's future plans. The project gives veterans practical workshop activity and provides a route toward future income generation.

The Trustees intend to continue developing Made by Veterans through garment printing, embroidery, mug printing, 3D printing and related activity. The aim is to grow this area into a stronger social enterprise model that can supply VIA merchandise, corporate partner merchandise and other products.

This work supports the charity in two ways. It gives veterans meaningful activity, skills development and a reason to attend the centre. It also creates a practical income stream that can support core costs and reduce reliance on grant funding over time.

The Trustees recognise that this will take time. During the next year, the focus will be on building capacity, improving systems, developing products, strengthening links with corporate partners and ensuring veterans remain at the centre of the work.

Strengthening the VIA Centre

The VIA Centre will remain the charity's main base for delivery. It provides the workshops, vehicle space, welfare access, Made by Veterans work areas, meeting space and day-to-day contact that allow veterans to engage over time.

Future plans include continuing to improve how the centre is used, strengthening links between the practical projects and ensuring veterans can move between different parts of the ALIVE Programme at a pace that works for them.

The centre will remain the place where veterans can attend regularly, take part in activity, access support and become part of the VIA community.

Impact Reporting and Communication

VIA will continue to improve how it records and explains its impact. This includes better grant reporting, funder updates, veteran stories, project evidence and clearer communication of the ALIVE Programme and Post Traumatic Growth model.

This is important for future funding, corporate engagement and public understanding. The Trustees recognise that VIA must be able to show not only what it does, but why it matters and how it helps veterans move forward.

Long-Term Sustainability

The Trustees recognise that VIA will continue to need grant funding while its future income streams are being developed. The aim is not to replace grant funding immediately, but to create a more balanced and sustainable funding model over time.

The next year will therefore focus on steady development rather than rapid expansion. VIA will continue to build the woodland, grow Made by Veterans, develop corporate engagement, maintain welfare support and strengthen the systems needed to support long-term delivery.

These plans are designed to protect VIA's core work while building a stronger future. The charity's focus remains clear: helping veterans find purpose, rebuild confidence and move forward through practical activity, responsibility and support.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The charity is controlled by its governing document, the Memorandum and Articles of Association, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

Trustee recruitment is carried out through open calls and personal referrals, ensuring a balance of experience, diversity, and alignment with the charity's mission. New trustees undergo a structured induction process that includes reviewing our governing documents, charity law obligations, safeguarding protocols, and our operational model. Ongoing training is encouraged to ensure trustees remain informed of best practice in governance and charity leadership.

Day-to-day operations are managed by our Founder and Chief Operations Officer, who reports directly to the board. Operational decisions are supported by a small team of staff and dedicated volunteers. Regular team meetings, internal audits, and reporting processes ensure that our work remains consistent with the charity's aims and that any risks are promptly identified and addressed.

We continue to use the Cobseo Self-Governance Tool to measure our governance effectiveness. We have aligned our governance framework with the Charity Governance Code, which we review annually to maintain transparency and accountability.

Veterans In Action is insured and complies fully with all relevant health and safety, safeguarding, and GDPR regulations. Risk management is a standing agenda item at trustee meetings, with a live risk register maintained and reviewed quarterly.

As one of the few charities in southern England offering support six days a week from our own veteran-run centre, we take great pride in our operational model, which prioritises consistency, community, and continuity of care. The Board recognises the financial and managerial responsibilities this brings and continues to actively monitor sustainability and strategic development.

Looking ahead, the board remains committed to strengthening governance, supporting innovation, and ensuring that Veterans In Action remains a trusted and effective voice for veterans and their families. With strong leadership, clear values, and a robust governance framework, we are confident in our ability to adapt and grow.

Risk management

The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error.

STATEMENT FROM THE COO

Every year I sit down to write this statement and try to explain what Veterans In Action has done. The difficult part is that the real work isn't always easy to measure in a report.

People see the vehicles, the expeditions, the woodland, the workshops and the events. They see the outward activity. What they don't always see is the veteran who first walks through the door unsure whether they even want to be there. They don't see the months it can take for someone to start turning up regularly, to trust the people around them or to take on a task or to believe they still have something of value to offer.

That is the work of VIA.

This year has shown me again why our approach matters. We help small numbers of veterans over a long period of time. That has never been the easiest model to explain to funders or to people who want quick numbers. I understand that. Charities are often asked how many people they have seen, how many sessions they delivered or how many outputs they produced. Those things matter, although they don't always tell the real story.

For many of the veterans who come to us, growth isn't instant. It starts with turning up. Then it becomes making a brew, speaking to another veteran, helping move a piece of kit, clearing part of a track, working on a vehicle or learning how to use a machine in the workshop. Small steps, repeated often enough, start to become change.

The VE80 Overland Expedition didn't begin when the vehicles left the VIA Centre. It began with a question I'd been carrying for some time: how do other nations work with veterans affected by PTSD and trauma, and what could VIA learn from them? I also wanted to share what we have learned through 18 years of working with veterans in the UK. The first connection with Fox Bravo Overland came when one of their team, who was based at the American Embassy, visited the VIA Centre. From that meeting, the relationship developed through many months of communication with the organisation in the United States, sharing ideas, methods and experience before we met again on the road. I also travelled to Israel, met veterans and organisations there and began building the relationship that later brought Restart Global into the project. VE 80 then gave us the chance to continue that learning over 4,000 miles, with British, American and Israeli veterans living, travelling and working together through 10 European countries.

For me, the important part was not simply the journey. It was everything that came before it. Veterans had been coming into the centre, preparing vehicles, learning equipment, helping with planning and building toward something with a purpose. They were not passengers. They were part of making it happen.

That is what the ALIVE Programme is about. Achieve, Learn, Inspire, Value and Experience are not just words on a document. They have to be lived. A veteran who has become isolated needs a reason to turn up. A veteran who has lost confidence needs a task they can complete. A veteran who feels they have no purpose needs to be part of something that matters.

VE80 gave us that. It also allowed VIA to learn how other nations work with veterans affected by trauma and transition. In return, we were able to share what we have learned since 2008. The expedition reminded me that veterans from different countries can understand one another very quickly when they are given a shared task, a bit of responsibility and the chance to work together.

The relationship with Fox Bravo Overland has become an important part of that learning. Before their own expedition, VIA shared our working practices and experience to help them develop as a charity in Austin, Texas. I joined two of our veterans and took part in their expedition in Arizona, working with American veterans in the mountains and deserts. That sort of relationship matters to me because it is based on mutual respect. We aren't just taking part in each other's events. We are learning from each other.

The woodland has been one of the most important things I've seen at VIA in a long time, because for me it's brought the ALIVE Programme together in a way people can actually see.

For 18 years we've developed ALIVE through walks, vehicles, expeditions, workshops, film, welfare support and practical projects. I've always known how these things connected, although it's not always been easy to explain to others. The woodland has changed that. It has given us one place where all those parts can come together and be seen in practical terms.

When we first started working in the woodland, it was a tangled mess. There were brambles, fallen trees, blocked routes and no clear way through. The only way to make progress was to start with what was in front of us, clear one area, find the next route and keep going. That is exactly how growth works for many veterans. You don't solve everything in one go. You find a way forward one task at a time.

What's mattered to me is watching veterans become part of that process. I've seen veterans use skills they learned during service, learn new skills from others, build relationships, take responsibility and begin to see a future in what they're helping to create. It's not a classroom or therapy session. It's work, purpose, problem-solving, routine and laughter, all happening in the same place.

The woodland has also allowed us to bring the wider VIA model together. We can use the expedition vehicles there, fly drones and film activity and develop Veterans In Focus. We can use it for Walk and Talk, veteran activity, future corporate engagement and fundraising challenges. Each part of VIA now has a place where it can connect with the others.

For me, this is the ALIVE Programme made visible. Achieve, Learn, Inspire, Value and Experience are no longer just words we use to explain our method. You can stand in the woodland and see them happening. You can see progress in the paths being cleared, in the veterans taking ownership of tasks, in the laughter while work is being done and in the confidence that builds when someone realises they are contributing to something that will last.

That's why the woodland matters so much to me. It shows that our practical approach to mental health works. It shows that veterans don't always need to be sat down and asked to talk before they are ready. Sometimes they need a place to turn up, a job to do, people beside them and a reason to come back the next day.

After 18 years of developing VIA, the woodland feels like many of the things we have learned have finally come together in one place. It gives us visible, tangible results and those results are not just in the ground we have cleared or the paths we have opened. They are in the veterans themselves.

This year has also made our future direction clearer. The woodland and corporate engagement are part of a three-year plan. Made by Veterans is part of that plan as well. We need to build income streams that fit who we are, not fundraising ideas that sit outside the charity's purpose. If a company comes to VIA, I want them to see the work, meet the veterans and understand why their support matters.

We are still at the beginning of that journey. I will not pretend otherwise. Building a sustainable future for a small charity is hard. Grant funding is uncertain. Core costs are real. The need for support is not going away. What we do have is a clearer model, a committed team and veterans who continue to show what is possible when they are given time, purpose and the right environment.

I want to thank the Trustees for continuing to support the direction of the charity, the staff and volunteers for keeping the work going and every partner, sponsor and supporter who helped us during the year.

Most of all, I want to thank the veterans who keep walking through the door. Some arrive with no clear idea of where they are going next. I understand that more than most. VIA began because I needed purpose as much as anyone else. Helping other veterans became the way forward.

That is still what drives me.

Billy MacLeod MBE

Chief Operating Officer

Veterans In Action

STATEMENT FROM THE CHAIR OF TRUSTEES

The year ended 31 October 2025 has been an important period of delivery, development and strategic planning for Veterans In Action.

As Chair of Trustees, I have continued to see the dedication of the staff, volunteers and veterans who make VIA what it is. The charity's work is practical, direct and often demanding. It doesn't rely on short-term intervention or high-volume support. VIA works with veterans over time, helping them rebuild through purpose, responsibility, activity, peer support and practical welfare help.

The Trustees remain fully committed to that approach.

During the year, the Board and senior leadership have focused on protecting the charity's core work while developing a clearer plan for long-term sustainability. The broad strategic aims from the previous year remained in place, although the direction has become more focused. The charity is now developing a three-year plan built around two key areas: the growth of Veterans In Wilderness and corporate engagement through the woodland, alongside the continued development of Made by Veterans as a practical programme and future income stream.

This strategy is important because VIA must not depend solely on short-term grant funding. Grants will remain necessary and valued, although the Trustees recognise the need to build income streams that sit naturally within the charity's work. The woodland and Made by Veterans give VIA that opportunity. They are not separate commercial ideas placed on top of the charity. They are part of the way VIA works with veterans.

From a Trustee perspective, that matters. Any future income development must remain aligned with the charity's purpose. Corporate engagement through the woodland gives businesses the chance to see the work directly, meet the people involved and understand how their support helps veterans. Made by Veterans gives veterans meaningful activity while also creating the potential for sustainable income through merchandise and practical production.

The Board recognises that this strategy was still in its development stage during the reporting year. The work has been about building foundations, testing ideas and ensuring that future growth is realistic. We're not seeking rapid expansion for its own sake. We are seeking steady progress that protects the charity, supports the team and keeps veterans at the centre.

One of the observations I'd make from this year is that VIA's different strands of work are beginning to connect more clearly. The centre, the woodland, the vehicles, welfare support, Made by Veterans and Veterans In Focus are not isolated projects. They are part of one method. That gives the Trustees greater confidence in the direction of the charity because it shows a more joined-up model of delivery and future sustainability.

The development of the woodland has been particularly important in strategic terms. It offers space for veteran activity, practical work, Walk and Talk, future fundraising challenges and corporate engagement. It also gives VIA a visible way to show its approach to Post Traumatic Growth. Veterans are not simply attending an activity. They are helping to build and shape something that can be used by others.

The Trustees have also continued to recognise the importance of VIA's welfare work. Practical welfare support remains one of the foundations of the charity. Veterans often need help with complex claims, appeals, tribunals, benefits and other issues before they can fully engage in personal development. The Welfare Team's work during the year, including tribunal representation and the securing of significant awards and back payments for veterans, demonstrates the value of this support.

Good governance remains central to the Board's responsibilities. The Trustees continue to oversee the charity's strategic direction, financial position, risk management, safeguarding responsibilities and compliance duties. We are aware that VIA carries significant responsibilities through its premises, staff, vehicles, equipment, welfare work and veteran-facing activity. These responsibilities require clear oversight and realistic planning.

The Board has also continued to support the Chief Operating Officer and the operational team as they develop the charity's future direction. Billy MacLeod MBE's long-standing experience, practical knowledge and continued development of the ALIVE Programme remain central to VIA's identity. The Trustees recognise the importance of capturing that knowledge, strengthening systems and ensuring the charity's model is able to grow in a controlled and sustainable way.

Looking ahead, the Trustees are focused on supporting the next stage of VIA's three-year plan. This includes further development of Veterans In Wilderness, growth of corporate engagement, continued development of Made by Veterans, stronger reporting systems and the protection of welfare support as a core part of the charity's work.

There is still much to do. The funding environment remains difficult and the charity must continue to balance ambition with financial discipline. The Board is not complacent. We understand the pressure that small charities face and the importance of ensuring every decision is made in the best interests of the veterans we support.

However, I remain confident in the direction of Veterans In Action. The charity has a clear purpose, a committed team and a model that has been developed through years of practical experience. The next stage is to build on that carefully, strengthen the foundations and create a more sustainable future without losing what makes VIA different.

On behalf of the Trustees, I would like to thank the staff, volunteers, funders, sponsors, partners and supporters who have helped the charity throughout the year. Most importantly, I would like to thank the veterans themselves, whose involvement, effort and trust continue to shape the work of Veterans In Action.

Carl Atkinson

Chair of Trustees

Veterans In Action

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number

06715319 (England and Wales)

Registered Charity number

1128026

Registered office

The Old Grain Store

Redenham Park

Redenham

Andover

Hampshire

SP11 9AQ

Trustees

Mr S Carr MB

Mr C T E Atkinson

Mrs I Terry

Mr S Ward (resigned 26.3.25)

Mr S Reilly

Mr A Baines (resigned 26.3.25)

Mr S Hardman

Ms K A Lawrence (appointed 26.3.25)

Independent Examiner

Mr C Joyce FCCA

Hysons

Chartered Accountants

14 London Street

Andover

Hampshire

SP10 2PA

Bankers

Lloyds Bank plc

22 High Street

Andover

Hampshire

SP10 1NW

Chief Operations Officer

Mr W J MacLeod

Website

www.veteransinaction.org.uk

This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

Approved by order of the board of trustees on 30 July 2026 and signed on its behalf by:

Mr C T E Atkinson - Trustee

Independent examiner's report to the trustees of Veterans In Action Ltd ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 October 2025.

Responsibilities and basis of report

As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under Section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under Section 145(5) (b) of the 2011 Act.

Independent examiner's statement

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

1.	accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or

2.	the accounts do not accord with those records; or

3.	the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or

the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)).

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Mr C Joyce FCCA

Hysons

Chartered Accountants

14 London Street

Andover

Hampshire

SP10 2PA

30 July 2026

2025

2024

Unrestricted

Restricted

Total

fund

funds

Notes

INCOME AND ENDOWMENTS FROM

Donations and legacies

76,110

86,375

162,485

209,899

Charitable activities

Principle activity

8,022

12,574

Other trading activities

1,200

2,296

Investment income

Other income

8,059

4,154

Total

93,392

86,375

179,767

228,924

EXPENDITURE ON

Charitable activities

Principle activity

121,690

105,763

227,453

187,544

NET INCOME/(EXPENDITURE)

(28,298

)

(19,388

)

(47,686

)

41,380

RECONCILIATION OF FUNDS

Total funds brought forward

28,652

78,574

107,226

65,846

TOTAL FUNDS CARRIED FORWARD

354

59,186

59,540

107,226

2025

2024

Unrestricted

Restricted

Total

fund

funds

Notes

FIXED ASSETS

Intangible assets

Tangible assets

9,401

5,264

9,402

5,265

CURRENT ASSETS

Stocks

2,000

Debtors

2,177

1,968

Cash at bank and in hand

59,187

59,237

102,029

4,227

59,187

63,414

105,997

CREDITORS

Amounts falling due within one year

(13,276

)

(13,276

)

(4,036

)

NET CURRENT ASSETS

(9,049

)

59,187

50,138

101,961

TOTAL ASSETS LESS CURRENT

LIABILITIES

353

59,187

59,540

107,226

NET ASSETS

353

59,187

59,540

107,226

FUNDS

Unrestricted funds

353

28,652

Restricted funds

59,187

78,574

TOTAL FUNDS

59,540

107,226

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 October 2025.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 October 2025 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

(a)	ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and

(b)

preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

These financial statements have been prepared in accordance with and delivered in accordance with the special provisions applicable to small charitable companies subject to the small companies regime.

The financial statements were approved by the Board of Trustees and authorised for issue on 30 July 2026 and were signed on its behalf by:

Mr C T E Atkinson - Trustee

Mrs I Terry - Trustee

1.	ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Financial reporting standard 102 - reduced disclosure exemptions

The charitable company has taken advantage of the following disclosure exemption in preparing these financial statements, as permitted by FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland':

•

the requirements of Section 7 Statement of Cash Flows.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Intangible fixed assets

Amortisation is provided at the following annual rate in order to write off each asset over the estimated useful life.

Website - Over 10 years

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Equipment

25% on cost

Motor vehicles

25% on reducing balance

Office and computer equipment

33% on cost

Stocks

Stocks are valued at the lower of cost and net realisable value, after making due allowance for obsolete and slow moving items.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

2.	DONATIONS AND LEGACIES

2025

2024

Donations

76,110

90,699

Grants

86,375

119,200

162,485

209,899

Grants received, included in the above, are as follows:

2025

2024

Veterans Foundation

27,592

Lottery

86,375

Armed Forces Covenant Trust

16,000

National Lottery

20,000

Lottery Community Fund

41,358

Armed Forces Community Fund

14,250

86,375

119,200

3.	OTHER TRADING ACTIVITIES

2025

2024

Fundraising events

1,200

2,296

4.	INVESTMENT INCOME

2025

2024

Deposit account interest

5.	CHARITABLE ACTIVITIES COSTS

Support

Direct

costs (see

Costs

note 6)

Totals

Principle activity

171,967

55,486

227,453

6.	SUPPORT COSTS

Governance

Management

Finance

costs

Totals

Principle activity

48,644

6,780

55,486

7.	NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

2025

2024

Depreciation - owned assets

3,613

4,565

Hire of plant and machinery

187

Other operating leases

18,821

18,820

8.	TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 October 2025 nor for the year ended 31 October 2024.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 October 2025 nor for the year ended 31 October 2024.

9.	STAFF COSTS

2025

2024

Wages and salaries

99,600

93,635

Social security costs

10,599

7,594

Other pension costs

2,138

1,842

112,337

103,071

The average monthly number of employees during the year was as follows:

2025

2024

Supervision and organisation

Management

No employees received emoluments in excess of £60,000.

10.	INTANGIBLE FIXED ASSETS

Website

COST

At 1 November 2024 and

31 October 2025

5,616

AMORTISATION

At 1 November 2024 and

31 October 2025

5,615

NET BOOK VALUE

At 31 October 2025

At 31 October 2024

11.	TANGIBLE FIXED ASSETS

Office

and

Motor

computer

Equipment

vehicles

equipment

Totals

COST

At 1 November 2024

43,020

26,783

12,309

82,112

Additions

7,750

At 31 October 2025

43,020

34,533

12,309

89,862

DEPRECIATION

At 1 November 2024

41,306

23,354

12,188

76,848

Charge for year

1,068

2,436

109

3,613

At 31 October 2025

42,374

25,790

12,297

80,461

NET BOOK VALUE

At 31 October 2025

646

8,743

9,401

At 31 October 2024

1,714

3,429

121

5,264

12.

STOCKS

2025

2024

Stocks

2,000

13.	DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025

2024

Other debtors

Prepayments

2,137

1,968

2,177

1,968

14.	CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025

2024

Bank loans and overdrafts (see note 15)

8,557

Social security and other taxes

1,273

1,190

Other creditors

416

Accrued expenses

3,030

2,430

13,276

4,036

15.

LOANS

An analysis of the maturity of loans is given below:

2025

2024

Amounts falling due within one year on demand:

Bank overdrafts

8,557

16.	MOVEMENT IN FUNDS

Net

movement

1.11.24

in funds

31.10.25

Unrestricted funds

General fund

28,652

(28,299

)

353

Restricted funds

Lottery fund

609

(352

)

257

Bricks and Banter

903

(831

)

Stepping Stones Project

6,212

(2,448

)

3,764

ALIVE

41,358

5,107

46,465

Veterans in Wilderness

27,592

(20,863

)

6,729

Thrive

1,900

78,574

(19,387

)

59,187

TOTAL FUNDS

107,226

(47,686

)

59,540

Net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

Unrestricted funds

General fund

93,392

(121,691

)

(28,299

)

Restricted funds

Lottery fund

(352

)

(352

)

Bricks and Banter

(831

)

(831

)

Stepping Stones Project

(2,448

)

(2,448

)

ALIVE

86,375

(81,268

)

5,107

Veterans in Wilderness

(20,863

)

(20,863

)

86,375

(105,762

)

(19,387

)

TOTAL FUNDS

179,767

(227,453

)

(47,686

)

Comparatives for movement in funds

Net

movement

1.11.23

in funds

31.10.24

Unrestricted funds

General fund

49,879

(21,227

)

28,652

Restricted funds

Lottery fund

8,783

(8,174

)

609

Armed Forces Covenant Fund

774

(774

)

Veteran's Places, Pathways, and

People programme

4,500

(4,500

)

Camera and photography

equipment

877

(877

)

Blue Light

1,033

(1,033

)

Bricks and Banter

903

Stepping Stones Project

6,212

ALIVE

41,358

Veterans in Wilderness

27,592

Thrive

1,900

15,967

62,607

78,574

TOTAL FUNDS

65,846

41,380

107,226

Comparative net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

Unrestricted funds

General fund

109,724

(130,951

)

(21,227

)

Restricted funds

Lottery fund

(8,174

)

(8,174

)

Armed Forces Covenant Fund

(774

)

(774

)

Veteran's Places, Pathways, and

People programme

(4,500

)

(4,500

)

Camera and photography

equipment

(877

)

(877

)

Blue Light

(1,033

)

(1,033

)

Bricks and Banter

14,250

(13,347

)

903

Stepping Stones Project

20,000

(13,788

)

6,212

ALIVE

41,358

Veterans in Wilderness

27,592

Thrive

16,000

(14,100

)

1,900

119,200

(56,593

)

62,607

TOTAL FUNDS

228,924

(187,544

)

41,380

Restricted funds

The Lottery fund represents amounts received from the Lottery that are to be used in accordance with the funder's directions.

The Armed Forces Covenant fund represents amounts received from the Armed Forces Covenant that are to be used in accordance with the funder's directions.

Veterans' Places, Pathways and People is a programme run by the Armed Forces Covenant Fund Trust.

Camera and photography equipment represents funds received for the specific application for the purchase of such equipment.

The Blue Light fund represents amounts received that are specifically to be used towards the cost of building a camper van to be used by the charity.

The Bricks & Banter project is part of the ALIVE programme but is specifically aimed to providing creative workshops where veterans make Lego structures and produce films about it.

The Stepping Stones Project is also part of the ALIVE programme aimed at getting veterans to walk and talk.