Holistika - The Healing Art CIC spent its inaugural financial year (7 January 2025 – 7 January 2026) establishing a robust operational foundation to serve our target community of vulnerable and marginalized individuals, specifically focusing on women with diagnosed and undiagnosed ADHD in Enfield. Administrative and operational activities began in May 2025 to establish the company's framework. The primary focus of the latter half of the financial year (from November 2025 onwards) was dedicated to project preparation and securing vital infrastructure. We successfully applied for and secured funding from the National Lottery Community Fund to launch our holistic intervention program. During this accounting period, the company's efforts were directed toward creating comprehensive organizational policies, designing workshop curriculums, and establishing community networks. This intensive preparation directly enabled the successful delivery of 8 embroidery workshops and 40 manual therapy sessions immediately following this period (commencing February 2026), ultimately benefiting roughly 80 women by improving their focus and general wellbeing.

During the preparation phase between July 2025 and January 2026, the directors engaged in informal consultation with local community members and potential beneficiaries in Enfield to ensure our upcoming workshops met their specific needs. Beneficiaries included women with diagnosed and undiagnosed ADHD. Following the accounting period, this consultation was formalized through feedback forms, future interest registration forms, and ongoing informal dialogues during the project delivery. Stakeholders overwhelmingly requested the continuation of these activities and expressed a strong desire for the expansion of these sessions into different geographic areas, which the company is actively planning for the next financial period.

During the financial period from 7 January 2025 to 7 January 2026, two directors received a combined total of £4,140 in remuneration for operational services essential to the setup and execution of the company's community projects. A total of £3,450 was paid out of the National Lottery Community Fund grant for project management and administrative duties broken down as follows: November (£795), December (£795 and £690), and January (£585 to each of the two directors). Additionally, one director received £690 in November for distinct professional services delivered entirely outside of the grant budget, funded through the company's independent trading revenue. All payments were made in accordance with the company's Articles of Association at fair market value for operational work distinct from governance duties.

No transfer of assets other than for full consideration