for the Period Ended 30 September 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 September 2025
Principal activities of the company
Directors
The director shown below has held office during the period of
16 September 2024
to
30 September 2025
The director shown below has held office during the whole of the period from
9 September 2024
to
30 September 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
| 13 months to 30 September 2025 | ||
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£ |
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| Turnover: |
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| Cost of sales: |
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| Gross profit(or loss): |
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| Distribution costs: |
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| Administrative expenses: |
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| Other operating income: |
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| Operating profit(or loss): |
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| Interest receivable and similar income: |
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| Interest payable and similar charges: |
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| Profit(or loss) before tax: |
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| Tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 13 months to 30 September 2025 | ||
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| Fixed assets | |||
| Intangible assets: |
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| Tangible assets: |
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| Investments: |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: |
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| Debtors: | 3 |
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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: | 4 |
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Creditors: amounts falling due after more than one year: |
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| Provision for liabilities: |
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| Accruals and deferred income: |
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| Total net assets (liabilities): |
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| Members' funds | |||
| Profit and loss account: |
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| Total members' funds: |
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The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 30 September 2025
Basis of measurement and preparation
Turnover policy
Valuation information and policy
Other accounting policies
for the Period Ended 30 September 2025
| 13 months to 30 September 2025 | ||
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| Average number of employees during the period |
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for the Period Ended 30 September 2025
| 13 months to 30 September 2025 | ||
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| £ | ||
| 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 30 September 2025
| 13 months to 30 September 2025 | ||
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| £ | ||
| 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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The Avicenna Hub CIC’s first financial year was primarily a start-up and establishment period. The company was set up to support prison leavers, families of prisoners and other members of the community through mentoring, counselling, befriending and related community support activities. These are the community purposes set out when the CIC was formed. During the year, the company received an unrestricted £10,000 start-up grant from the Community Chaplaincy Association, together with smaller donations. The funding was used to establish an operational base for the CIC, including office accommodation, a computer, printing, stationery, website and administrative systems. The company also provided mentoring support during the year to individuals within the community, including people affected by imprisonment, resettlement and related personal or social challenges. During the year, The Avicenna Hub CIC also became a member of the Community Chaplaincy Association, helping it build links with the wider community chaplaincy sector and supporting the development of its work with prison leavers and their families. In addition, part of the office space was made available on a hot-desk basis, helping to make fuller use of the premises and contribute towards the running costs of the community base. Overall, the year focused on both direct mentoring support and building the practical and organisational foundations needed for the CIC to continue and expand its community-benefit activities.
The company’s stakeholders during the year included individuals receiving mentoring and support, members of the local community, the Community Chaplaincy Association, and people using the CIC’s office space. Consultation took place informally through conversations with individuals receiving mentoring and support, discussions with people engaging with the CIC, and contact with the Community Chaplaincy Association. Feedback and discussions helped the CIC better understand the practical needs of the people it aimed to support and informed the development of its mentoring and community-support activities. In response, the CIC focused on providing flexible mentoring support, developing an accessible operational base, and strengthening links with the wider community chaplaincy sector through membership of the Community Chaplaincy Association.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
9 September 2026
And signed on behalf of the board by:
Name: Mohammad Qasim Farid
Status: Director