for the Period Ended 30 November 2025
| Directors report | |
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 30 November 2025
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 December 2024
to
30 November 2025
The director shown below has held office during the period of
27 May 2025
to
30 November 2025
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
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| Gross profit(or loss): |
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| Distribution costs: |
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| Operating profit(or loss): |
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| Profit(or loss) before tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 2025 | 2024 | |
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| Creditors: amounts falling due within one year: | 3 |
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| Total assets less current liabilities: |
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| Profit and loss account: |
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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
for the Period Ended 30 November 2025
| 2025 | 2024 | |
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| Average number of employees during the period |
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for the Period Ended 30 November 2025
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| £ | £ | |
| Taxation and social security |
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During this financial year, Wild Oak CIC delivered the first complete cycle of The Wellspring, its nature-based men's wellbeing and peer mentoring programme for men in rural South Devon. The programme addresses isolation, poor mental health and a lack of accessible support in a region where NHS services are overstretched and hard to reach. In spring 2025, the company delivered a co-mentoring training programme in which a cohort of twelve men trained together to support one another using a peer model, with each participant both giving and receiving support. In autumn 2025, six of these men went on to mentor six new men joining the community, forming the first full mentoring cycle. Delivery took place across two sites: land-based sessions at Druid Wood near Ashburton, and monthly community fire gatherings at Pondfield. This first cycle concluded in December 2025. The cycle was evaluated using an in-house matched-pairs framework across six wellbeing domains, which showed a 25% improvement in mentee wellbeing and a 20% improvement in mentor social connection. This evidence has directly shaped the design of the next phase of the programme. Alongside delivery, the company began planning for a cohort of Wellspring men to undertake accredited NatureWell facilitator training, opening a pathway from mentee to mentor to accredited facilitator within the green social prescribing sector. This year's activities were funded entirely by the National Lottery Awards for All Community Fund. The company also submitted and progressed further funding applications during the year to resource the next phase of the programme, and continued to strengthen its governance framework and financial controls to support this growth.
Wild Oak CIC engages regularly with its key stakeholders, which include the men participating in The Wellspring programme as mentees and mentors, the wider Wellspring community, the landowners and site partners at Druid Wood and Pondfield, and the National Lottery Awards for All Community Fund as principal funder. Stakeholder consultation takes place through ongoing informal feedback during land-based sessions and monthly community fire gatherings, direct engagement with mentors and mentees throughout the co-mentoring training and mentoring cycle, and the in-house matched-pairs evaluation framework used to assess wellbeing and social connection outcomes across the programme. Feedback is also gathered through observations during sessions, participant discussions, and reflection points built into the transition from co-mentoring training to active mentoring. The company has responded to stakeholder feedback by shaping the design of the next phase of the programme in light of the wellbeing and social connection outcomes evidenced by the first cycle, and by developing a pathway from mentee to mentor to accredited facilitator through planned NatureWell facilitator training, in response to participants' interest in progressing within the programme. Overall, stakeholder input has directly influenced the development of Wild Oak CIC's activities, ensuring that The Wellspring remains grounded in the lived experience of the men it supports and continues to evolve to meet identified needs.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
20 August 2026
And signed on behalf of the board by:
Name: BETTANY, Oliver John
Status: Director