2025-03-28-accounts

ROYAL VOLUNTARY SERVICE TRUSTEES, ANNUAL REPORT AND FINANCIAL STATEMENTS YEAR ENDING 30 March 2025 CHARITY NUMBER: 1015988 CHARITY NUMBER (SCOTLAND): SC038924 COMPANY NUMBER: 02520413

CONTENTS Letter from the Chair and CEO Page 3 Trustees. Report Including Strategic Report Page 6 Our vlsion, mlsslon and values Page 6 Making a Difference Page 8 Our financlal review Page 24 Our structure, 8overnance and management Page 31 Independent Auditorfs Report Page 42 Our Financial Statements fortheyear endin8 26 March 2023 Pa8e 46 Notes to the Flnancial Statements Page 49

Annual Report 2024-25 | ' ss

We are pleased to present Royal Voluntary Service's Trustees' Annual Report and Financial - a = "“s =" #=§ : = — I a a Statements for 2024-25. _ = a! Posi ”

Letter from our Chair and CEO a 1 = -' =

Volunteers are the lifeforce of Britain. For Royal Voluntary Service they bring life-changing = 8 — x =s—1 8 " os a support to communities and their commitment continues to inspire us all. Ig 8 i ms O68 I S | -_7. t= a

Through the year, across all our services we provided support over 7.7 million times, with i oere os Se ee ang 5 =

volunteers across the generations offering not just assistance, but a sense of hope and = 8 me <6 se | | a aT 1 = — gs & = 60 log connection.

Our volunteers, in the community and NHS settings, are also benefitting- gaining confidence, = == “— = ee building valuable skills, forging new connections and boosting their wellbeing. They contributed a8 a - 5 y= “1 i a” “_—s@ over 1.8 million hours last year, and once again reported high levels of happiness, life LJ x . _S 7 ; rl:= Fr ese gir” a = 8

satisfaction and trust. me ws & g @se

We're extremely proud of the significant strides we've made as a charity in the past year. It's ee a = a | So = as 2 oe | been a time of positive renewal and evolution, and RVS is poised to make an even greater I I - = a =i." - - a & “ & impact in the years to come. 7 -=, afl

The creation of a new 10-year strategic framework- to run from 2025-35 - provides a clear path _—a i” a = 5 i.« = forward for the charity. It outlines our vision to mobilise volunteers for a better Britain. By = pm "~ seh ft a--——o8 o- es te - rebuilding our social fabric, we can ensure support reaches those who need it most, creating a — m= oo )6CUCUCUsellk 7 Li I =z _ I a7a=2 more connected, resilient and empowered Britain.

We have expanded our digital capabilities, to help us reshape volunteering for the modern age, a_ ™ , ™ at” = i” ~ =e sf = -

building on the foundations laid through innovative programmes such as NHS and Care is" l eos = = «1 et “si "= § ama F os = rT] - Volunteer Responders and The Big Help Out. : i g@8_ds -itinuxre — a

Most significantly, a £5 million grant from players of People's Postcode Lottery is funding the =f _.”-—S" | -— = | a a Bus8 development of a new digital platform to revolutionise volunteering, making it more inclusive, a a - a = a a a accessible and flexible. It will support charities to strengthen their volunteer teams, connect “" = | - 7 i= ™ - more people with the causes they care about and will become home to a range of = 8 - s- -! i, = 7 - a opportunities more in tune with modern life. == oS « 7 |

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We're confident the platform will serve as a long-term asset for the charity sector, and also businesses, with our new 'Volunteering Marketplace' proposition supporting them to supercharge their volunteering offers

In readiness for our new strategic period, we also unveiled a revitalised and dynamic RVS brand

• creating a fresher, more inclusive identity along with a set of updated experience principles. This will continue to roll out through our services and teams in 2025/26.

This year, we welcomed many new volunteers across our services and continued to use our voice to champion volunteering and reduce barriers to participation. Our commitment to "volunteering for all" remains steadfast, and our volunteer base continues to become more diverse.

We're investing significantly in inclusion programmes and focusing on improving accessibility and removing barriers for our people with disabilities. Equality, Diversity and Inclusion (ED&I) principles are becoming embedded in our culture and operations.

Through the year, we played a pivotal role in bringing volunteering into the national spotlight­ participating in the return of The Big Help Out in 2024 and continuing our leadership of the Shaping the Future with Volunteering coalition and contributions to The Richmond Group of Charities.

Financially, we remain on a sustainable footing, with our retail operations performing well. We have a solid foundation to continue delivering our services and respond effectively to emerging challenges.

However, funding remains insufficient compared to community need and volunteer numbers are still in decline. It's essential we work collaboratively as a sector and with funders, business and Government to navigate the uncertain road ahead.

At the year's close we learned we would be saying goodbye to NHS & Care Volunteer Responders, after five years of delivering the volunteering programme for NHS England. We're very proud of this bold, innovative scheme and its incredible impact. It has supported people in the community and across the NHS - and demonstrated a clear desire for more digitally led, flexible volunteering roles. Since 2020, our Volunteer Responders have completed 2.7 million tasks and made 1.1 million support calls and over 1 million deliveries. The legacy of this programme will continue to inspire and inform future volunteering initiatives.

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We're very fortunate to have an exceptional Trustee Board. Their collective expertise has proved invaluable as we embark on a bold new journey as a charity and we cannot thank them enough for their contributions.

Finally, we say a huge thank you to our incredible volunteers and staff - your unwavering commitment, compassion and dedication are at the heart of everything we do. We simply couldn't do it without you.

Catherine Johnstone CBE, Chief Executive, Royal Voluntary Service

04/12/2025

Patrick Dunne, OBE, Chair, Royal Voluntary Service

04/12/2025

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Trustees' Report, including Strategic Report

Our Vision, Mission and Values

Helping more people and communities thrive through volunteering is the driving force behind Royal Voluntary Service.

VISION: A kinder, better- connected Britain, more able to face today's challenges and those still to come. A society where volunteering is integral in everyday life, strengthening our social fabric, building trust and connection, growing skills and confidence and helping people live happier, healthier lives.

MISSION: Mobilising more volunteers for a better Britain, by making it easier than ever for people to give their time to the causes they care about and to deliver volunteer-powered support where it's needed most.

OUTCOMES

The difference we made in 2025

1. Voluntary service is supporting the NHS and wider health and social care systems to improve and maintain the health of the nation and tackle health inequalities and social deprivation.

2. More people benefit from giving their time, talent, and life experience to voluntary service.

3. Key stakeholders across all sectors understand the value of volunteering and its effectiveness in improving the health of the nation and building resilient communities

STRATEGIC PRIORITIES FOR 2026

1. More people from all backgrounds supported, inspired and connected to volunteering opportunities through our 'frictionless volunteering' platform

2. Powered by our Volunteering Marketplace, a new era of employee volunteering is helping businesses turn good intentions into lasting change.

3. Volunteering elevated as a higher priority for key stakeholders across all sectors

Essential enablers

Building our team

Innovating and advancing our digital capabilities to mobilise volunteers at scale (for us and others)

Bolstering our research and knowledge centre

Investing in our brand and communications

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Building powerful partnerships and collaborations = m= _' me a ee a Managing our finances and resources Looking after our property — = o"n

Stella values - Diagram will be inserted in designed version

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MAKING A DIFFERENCE: ANNUAL REVIEW OF KEY STRATEGIC OUTCOMES Outcome l.Royal Voluntary Servlce Is supporting the NHS and wlder health and care systems to improve and maintain the health of the natlon and tackle health Inequalities and social deprlvatlon. In 2024-25 we expanded In-person and online support to reach more clients across England, Scotland and Wale5. In 12 months, our health and wellbeing services, including the Virtual Village Hall, offered support over 1.8 million times. Delivering these vital sep4ices in communities and hospitals is making a big difference, easing pressure on the NHS and public services and reducing burden on carers. Our support provides a Ilfeline for clients, many of whom are livin8 Wlth more than one health condition. The large majority would find it difficult to get by without it. And with around one in five of our clients living in the most deprived areas, the presence of our services helps to addres5 health inequalities and reduce disparities in access to care. Our volunteer-led service model yields its own health benefits too- for the individuals giving their time. 88% of RVS volunteers say volunteering has improved their wellbeing and one in three (31%) say volunteering has made them more physically active. Below are examples of how our work made a difference in 2024-5. Over 12,000 journeys were made through our network of Community and Patient Transport services in 24/25, helping reduce missed medical appointments, and offering people reassurance and companionship during what can be an anxious trip. Communitv transport is crucial in providing access to essential services, but there's still not enough of it. More provision is urgently needed, and in the last 12-months RVS made concerted effort to inspire new volunteers to offer their support, running a campaign to highlight the volume of missed appointments and social isolation experienced by non- drivers over 70. Our Home from Hospital services help people get back on their feet after a stay in hospital. This volunteer support improves outcomes for patients, aiding their recovery and reducing the risk of readmission. On average clients are supported with 6.2 visits per month, and data from our Home from Hospltal seriice in Leicester and Leicestershire showed readmission rates of clients using this service was just 2% compared to national average of 15.5%. 2024-25 was a year of growth and demonstrable impact for NHS and Care Volunteer Responders, the large-scale flexible volunteering programme run on behalf of NHS England. All 42 ICS sites used the scheme in 24-25, with 106,295 tasks completed and 48,000 volunteers signed-up. Following its launch in 2023, the Pick-up and Deliver service made sizeable gains, with volunteers delivering medications and equipment to patients. homes. In 24125, Pick Up and Deliver volunteers completed nearly 15,000

tasks, supporting 36 NHS Trusts across 53 services, to improve patient experience, reduce discharge delays and facilitate the smooth running of Virtual Wards. After five successful years, we also said goodbye to the programme this year, going out on a high and with a vast bank of knowledge to drive further innovation in volunteering approaches. Case study: Leicester NHS Trust Alison Davis is Clinical Quality Improvement Lead at University Hospitals of Leicester NHS Trust and is responsible for improving patient discharge at three Leicester-based hospitals. She has been using the NHS and Care Volunteer Responders Pick Up and Deliver senilce to support Virtual Wards, with volunteer5 transporting 325 Virtual Ward kits since the team began using the service in August 2024. Alison said.. "We use volunteers to deliver and collert medical equipment to and from the homes of Virtual Ward patients. Thanks to the senrfice, we're able to get the kit back quicker and returned the same day. l used to collect the klts myself, so it saves me a lot of time. We've found that the service is really easy to use." Run by professionals and volunteers, our Dementia Services continue to be In high demand. We now run groups in 58 locations across Britain, with new ones opened in Leeds, Dundee, Kirklees, Wales and Doncaster in the year. The groups invite those living with dementia and their carers to meet on a regular basis, enabling them to form vital support networks and engage in activities to promote physical and cognitive wellbeing. The groups helped 1,170 people in 24125. We also developed our thought leadership in this space, making a case for greater volunteer-led support in more communities. This included a research project with the Unlversity of Birmingham, which brought to light a vast deficit in dementia support services and the Impact of this on those living with dementia and their carers. In the last 12 months, our network of 165 predominately volunteer-run lunch and social clubs ran over 3,700 sessions, with our community centres counting more than 3000 client interactions each month on average. Our 13 home library services, which bring the library experience into people's homes provided support over 36,000 times. Situated in cities, towns and villages across Britain, these clubs and activities bring communities together, improving wellbeing and resilience, and in turn reducing GP visits and the strain on public services. Our lunch clubs provided the focus for our Christmas fundraising campaign, with funding used to organise over 70 "Festive Spread" events country-wide. This included an extra special lunch, attended by our Patron, Her Majesty The Queen, alongside RVS volunteers, clients and celebrity supporters. The Virtual Village Hall (VVHI continued to demonstrate the power of digital to connect people and foster a sense of community, airing over 790 activity sessions in 2024 -25. From chair-based exercises and crafting to author talks and dance tutorials, WdH provided an opportunity for users to stay active, engaged and connected, at no cost, and from the comfort of their homes. In 12 months, the number of VVH followers increased to 102,753 {a 72% rise from 23124), with users having an opportunity to drop in on

sessions hosted by Dr Hilary Jones, Rory Cellan-jones and Felicity Kendal. Research amongst VVH users found for 90% it has had a positive impact on their mood and for 73% it has enabled them to stay active despite cost of living challenges. Telephone support delivered via our NHS & Care Volunteer Responders and Calls with Care service experienced strong service fulfilment. In the year, nearly 87,000 calls were made by volunteers via our Check in and Chat, Companionship Calls and Calls with Care services, supporting more than 14,000 clients. Support of this kind, delivered remotely has been proven to reduce social isolation and is helping free up NHS resource, with research finding 42% of people receiving telephone support calls visit their GP less often. In 24/25, we worked to enhance and refine our processes to connect more clients with telephone volunteers, more quickly. RVS hospital shops and cafes performed well in the year, with a service provided to patients, staff and visitors across our retail portfolio more than 5.5 mlllion times during 24125. Our volunteer supported teams in cafes, shops, and on wards with RVS'S iconic trollies, provide a vital, friendly service, to ease some of the feelings of loneliness and anxiety many experience in hospital. Footfall continues to rebound post-pandemic, and it's heartenin8 to see our volunteers so keenly welcomed and their efforts so appreciated. To improve efficiency, we invested in a new Electronic Point of Sale {EPOS) system, which will be rolled out across our retail portfolio by June 2025. The System will help us reduce costs, speed up transactions and enable more consistent card payments during trolley rounds. It will also provSde a simpler, more user-friendly experience for our teams. and all retail staff and active volunteers will receive training. Our 80 strong (when fully crewed) Services Welfare team provide much-needed practical and emotional support to young andlor unaccompanied service personnel on Army bases in the UK and overseas. The team manage 54 recreation centres, which provide a homely atmosphere for senrfice personnel to relax and unwind, as well activities and a chance to speak to trained welfare professionals. In 24/25, 310,tJ)O service personnel used the facilities. and one-to-one welfare support was provlded to over 1,200 service personnel. I have been to other groups but this is the best. The staff work so hord and always make me smile. (Mole, 65-69, Scotland) Mum has improved her health Since joining the group. 6 months ogo she had been diognosed with dementia. She is so much hoppier here and Ifeel supported and heard. (Corer, 50-55, England) The group is very goodfor my husband. It gets us to meet people ond helps with his mind. (Female, Corer, 50-84, England) 10

PEOPLE WE SUPPORT.. SURVEY FINDINGS DATE JanlFeb 2025 Boxed out stats 91% say RVS services & activities helped them feel less isolated I in 3 using their GP & A&E less because of RVS support 85% feel RVS support has enable them to cope Durln8 25126 we wlll Maintain our service portfolio across our full range of provision and grow the number of people supported by Royal Voluntary Servlce and its volunteers Define and test new services and formats to meet the requlrements of the community and commissioners and will deliver broader support to the community. Further increase the public reach of our Virtual Village Hall Continue to expand and develop our Dementia Together servlces Grow the reach of ourserrfices Welfare Outcome 2- More people benefit from givlng thelr tlme. talent and life experlence to voluntary servlce We're deeply proud of our volunteers and the lastlng impact they create. In the past 12 months, we've concentrated on making volunteering more accessible and inclusive and widening participation within RVS and the voluntary sector more broadly. Here is a summary of our work during the year. A new 10-year strategic framework was drafted to guide our efforts and provide clear path forward for the charity. With an overarching goal of mobili5ing volunteer5 for a better Britain, we split the framework into three key pillars:. Inspiring: to expand volunteering to build a stronger nation Connecting: to connett people, communities and causes to improve lives Supporting: to delivervolunteer-powered support where it's needed most Over 10 years. progre55 will be tracked against measures including; a rise in volunteering across the nation land an uptick in businesses), better connected and resilient communities and happier and healthier RVS clients and volunteers. Research suggests 164 million more volunteering hours per month could be unlocked if there was a way of accessing more flexible opportunities digitally, and so we were thrilled to announce we had been granted funding for the development of new digital volunteering platform, supported by players of People's Postcode Lottery. The platform build is well underway and is scheduled to go live later in 2025. It's an ambitious project, but one we believe will help widen participation in volunteering in Britain. We hope it will empower more people to contribute to their community, help charities 8row their volunteer teams and become the biggest digital community for flexible and accessible

volunteering roles. The platform will also support businesses to more easily arrange volunteering activities for their employees and unlock the millions of volunteering hours that currently go unused each year. It will sit within our new Volunteering Marketplace offering, a range of services designed to help businesses optimise their volunteering activities. This stream of work represents an evolution for R VS, and a step forward Into the corporate volunteering world. The contribution of our team in bringing the programme forward has been outstanding and we thank them all for their hard work. In March 2025, we unveiled our refreshed RVS brand and experience principles, presenting a more contemporary and welcoming identity that's reflective of our new strategy, mission and digital ambitions. The new branding will be rolled-out across our operations and collateral over the next 12 months. Over 3,000 new volunteers were welcomed Into our core services and over 6,900 into the NHS & Care Volunteer Responders pro8r3mme. Volunteers were recruited via a variety of routes Including word of mouth, national initiatives such as The Bi8 Help Out and through the extension of our Playing My Part promotional campaign which shared the stories of R VS volunteers to showcase the rewards of volunteerin8. Almost 63,(KIO volunteers supported RVS services In 2024-25, worklng across our health and community services, retail sendlces In hospltals and our national programmes such as NHS and Care Volunteer Responders. Over 1.8 million hours were donated to RVS services. We continued to build our volunteering offerlng ahead of the platform launch, pilotin8, developing and introduclng new roles to meet demand for flexible and local opportunities. This includes a new Neighbourhood Support Volunteer INSV) role and a Fundraising Events Organiser role to support growth in fundraising events and community engagement activities. We also created an Ambassador role to support and promote the Virtual Village Hall and First Time for Everything Programme and introduced a new Ser4ice Support volunteer role to enable services to provide introductory and flexible tasks in their specific service. Our volunteer survey lJan/Feb 25) shows RVS volunteers are more satisfled with life (85% vs 80%), significantly happier181% vs 76%) and less anxious {46% vs 36%) than the ONS national benchmark, demonstrating the positive impact volunteering has on wellbeing and outlook. Our continued Equality. Diversity and Inclusion (ED&I) focus helped widen our appeal and ensure volunteers are representative of the communities we exist for. We have been working hard to improve our data capture and reporting for both our employees and volunteers to gain deeper understanding of the diversity of our people. Accessibility and inclusivity have been placed at the very heart of the new digital platform design and new brandin& supporting us to deliver on our "volunteering for all, commitment. Across our services we continue to see positive representstion in our volunteers from 12

Black and Asian communities, who now make up 21% of all volunteers. exceeding ONS averages {12%1. We have increased the number of volunteers under the age of 45 from 25% to 28% of our pool, while those under 25 now account for almost IO% of our volunteers. Representstion of those with disabilities remained a key priority, and we've executed critical work to better understand and reduce barriers. There's been a slight increase in volunteers who declare a disability15.3% to 5.6%). Our work in this area also included the development of a disability toolkit to support services to welcome volunteers living with disabilities. Accessibillty has also been at the forefront of the design of our new dlgital platform, to ensure it's a space that's welcoming for all. Building on the success of its first year, the Big Help Out returned In June 2024, with backing from His Majesty The King, King Charles111. The RVS and Scouts co-founded initiative was supported by the Shaping the Future with Volunteering charities la group of 35 leading volunteering charities) and delivered across the whole voluntary sector, offerin8 the public a chance to 'give volunteering a go,. Held over three days, the BHO 2024, also ran on a weekday so schools and workplaces could be Involved. The celebrlty- supported campaign was once again run by the Together Coalition. Polling data indicated 6.5 milllon people had particlpated in the Big Help Out 2024, with 79% agreeing they were now more likely to volunteer again. Case study: Jane and Sheila, Dementla Group, Doncaster Jane cares for her mum Shella, who Ss Ilving with dementla. Slnce dlscoverlng RVS'S Doncaster Dementia Support Group, Jane has noticed a significant improvement in Sheila's mood, outlook and wellbelng. Jane said: "Before we found the group, mum was very down and depressed and had even made comments about ending her life. We had also lost my dad, it was a difficult time, and because of the dementia it felt like she was livin8 in a different world. 'Yhe Doncaster group was recommended to us and it sounded great, but I really didn't thlnk we'd get mum there. I did. and from that first visit, she absolutely loved it. The smile on her face was amazing. "Now, she looks forward to it every week. She loves it. She has been a different person and has a whole new lease of life since she joined. It's also brilliant for me whilst I'M caring for her, and the team are so amazing. I have no hesitation leaving mum in their care. I wouldn't be without these groups." 13

ROYAL VOLUNTARY SERVICE VOLUNTEER SURVEY FINDINGS January-February 2025 l in 3 volunteers are more physically active because of their volunteering 88% of volunteers say-it improves my wellbeing. "I hove disabllities, it makes mefeel useful, gets rne more active" (Retail, Femole, 3544) "Volunteering allows me toform genuine relationships with those I serve andfellow volunteers. The sense of community and shared purpose is truly inspiring" (Retail & Telephone, Female, 3544) °It helps you preparefor the workploce- (Male, 16-24) Durln8 2025126 we wlll: o Develop an impact strategy to support our 10-year strategic framework, with defined goals and measures o Complete the build and launch of our platform for all to use o Build out our commercial proposition and Marketplace product lines Maintain our involvement in the 8lg Help Out, making it even bigger and better in 2026 o Increase the number and diversity of our volunteers o Support more people into work through advocating and enabling volunteering Outcome 3 - Key stakeholders across all sectors understand the value of volunteerlng and It5 effectlveness In Improvln8 the health of the natlon and bulldlng reslllent communltles Our collaboration with partners enables us to do so much more. During 2024/25 we continued to gain recognition of the value of volunteering to Brltain and power forward our vlsion of 'volunteering for all,. Through ongoing thought-leadership and stakeholder engagement, we broadened our influence within the corporate sphere, connecting with new audience5 and communicating the benefits of volunteerin8 for businesses. Our work in the year included the following.. Our partnership with People's Postcode Lottery {PPLI helped move the dlal on volunteering, putting into motion the design of a new digital volunteering platform- with an ambitious new 10-year strategy (2025-2035) of accelerating active citizenship nationwide. We started co-designing elements of the platform with other charitable sector partners {and will continue this in 2025). In March 2025, we publicly announced the digital platform aim, vision and investment from PPL. 14

As Secretariat of the Shaping the Future with Volunteering (STFWV) group, we worked closely with a range of national volunteering-involving charities. This year saw the group grow from 30 to 35 members. In 2024/25, we worked on several important projects; such as the disabilitytoolkitwhich aims to support those livingwith disabilities tovolunteer and to encourage charities to think about and create more flexible volunteeringopportunities. STFINV- led by RVS- continued to develop relationships with the Department for Work and Pensions {DWPI to improve access to and participation in volunteering. This included working with the DWP and Job Centre Plus Work Coaches to promote the benefits of volunteerln8 for the long-term unemployed who want to improve their skills and confidence. Our health influencing was a significant focus of activity this year given the Darzi Review and NHS 10-year plan public consultation. We submitted evidence to the Darzi Review and worked with the Richmond Group of Charities to influence various aspects of the new 10-year plan (due for publication in Summer 2025) via meetings with key officials, ministers and online consultations. We also ran two workshops and an online consultation survey with 349 NHS & Care Volunteer Responders capturing their ideas on how volunteers can support the NHS over the next 10 years. Our CEO attended a No.10 civil society event with the Prime Minister and Secretary of State for Culture, Media, and Sport (DCMSI in October. We also submitted a response to the DCMS Civil Society Covenant and had involvement in various workshops on the government's relationship wlth volunteer-lnvolving organisations, and wider volunteering policy. Through the year we engaged in a range of high profile thou8ht leadership pleces: The Livin Well with Dementia report and literature review with the University of Birmingham released in October, highlighted the lack of support for those with dementia and their carers. In November, a NHSVR Covid-19 ro ramme study featured in a prestigious Harvard Journal, finding causal links between volunteering and wellbeing. Analysis was done by Dr Christain Krekel et al with support from Professor Lord Richard Layard at the London School of Economics. The World Ha iness 2025 report by the University of Oxford and UN Sustainable Development Solutions Network launched in February, citing the cost- effectiveness of the NHSVR programme. In September 2024, our CEO featured on the Alberto Lidji Do One Better podcast discussing the idea and vision behind the Volunteering Marketplace. RVS had a substantial presence at Anthropy25. The gathering held at The Eden Project attracted more than 2,000 attendees, from leading businesses, civll society and government, who convened to discuss how to make the UK a better place. Following her appointment as chair of Anthropy25's Active Citizenship Alliance in June 2024, our chief executive and RVS team were invited to lead two volunteering focused 15

discussions, plus convened and joined in on several other prominent panel sessions, which collectively attracted nearly 800 attendees. For the first time, RVS also exhibited, using Anthropy25 as a vehicle to launch our new digital platform and Volunteerln8 Marketplace, and en8a8e Sn positive discussions with businesses, charlties and other stakeholders about our new offerings. Durlng 2025126 we will: Widen access and participation in volunteering, by maintaining our Chairing of the Shaping the Future with Volunteering Group of charities. o Build on our work as chair of the Anthropy active citizenship alliance to champion and spearhead more volunteering through workplaces. o Establish volunteerin8 as a higher priority for key stakeholders le.g. Government, NHS, other charities) o Establish Royal Voluntary Service as the prominent authorlty on volunteerin8 through thought leadership publications o Forge new and build existing partnerships and pool resources to unlock volunteering potential o Maintain our contributions to Health and Care policy and influencing as members of the Richmond Group of Charities to create better outcomes for those with long-term health conditions 16

EQUALITY. DIVERSITY AND INCLUSION-OUR PROGRESS AND PLANS In line with our 2023- 2026 Inclusion Plan, this year we've made significant progress in our ambition to embed equality, diversity and inclusion across every area of the organisation and in building a culture where all our people- volunteers and staff - can be their authentic selves. This includes a sizeable investment in Our inclusion programmes and a focus on improvin8 accessibility and reducing barriers for our people with disabilities. What we achleved In 24125 Buildlng a culture of belon8ln8'. At the heart of our commitment to inclusivity is our focus on accessibility and disability awareness. Over the past year, we have made significant strides to make sure our services and platforms are welcoming and accessible to all individuals, regardless of their abilities, through building knowledge and competencie5 across our staff teams. A partnership with the disability charity, Enhance the UK has been instrumental in developing comprehensive disability awareness training for both staff and volunteers. We have complemented these e-learning modules with the development of a new digital flip book for frontline services. The book is designed to build confidence in offering reasonable adjustments and ensure volunteering opportunities are as accessible as possible. Internally, we actively promoted the importance of employees disclosing their diversity data. And by implementing improvements in the accessibility of our HR systems, we achieved a 53% uptick in employees sharing this information. We regularly reviewed and updated our compliance with Principle 6 of the Charity Governance Code. What's next: We will include EDI modules as part of our management pathway training and continue to work on staff engagement opportunities via employee networks for specific identitie5 such as Neurodiverse people and G5obal Majority communities. Valulng dlfference: Throughout the year, we held focus groups and regular sessions for volunteers with disabilities; to better understand any barriers they face and consult with them about our programmes of work. We worked closely wlth stakeholders and dlsabillty charlties to review and improve our acce55ibility standards, ensuring our services remain inclusive and supportive for everyone. We also hosted regular inclusion surgeries for staff, delving into topics such as the language we use when talking about race and ethnicity, Menopause and accessibility. We delivered bespoke training across a range of departments, exploring areas including inclusive customer service and accessible communications and provided specific EDI training to Trustees. Frequent updates were made to our Inclusion Hub, a self-directed learning area where staff can learn about a range of inclusion topics via lived experience videos, podcasts and best practice 17

articles. Our Virtual Village Hall increased the diversity of tutors and sessions offered providing platform for diverse voices. We hosted awareness raising sessions focusing on specific topics such as neurodiversity, LG8TQ+ Snclusion and specific health condltlons including Menopause and Parkinsons Disease. Whavs next: We will further build our partnerships with specialist charities to increase and improve our inclusion infrastructure. Inspirln8 our communltles through Incluslve volunteerlng: Diversity and accessibility have been a core focus in the development of our new branding, ensuring compliance with accessibility standards and to reflect the dlverslty of our volunteers in our imagery. Likewise, accessibility and inclusivity have been placed at the very heart of the new d5gltal volunteerlng platform design, supportin8 US to deliver on our"volunteering for all, commitment. We actively contlnued our membership of the Shaping the Future with Volunteering group alon8 With 35 other volunteering charities. A priority project was leading the creation of a disability toolkit to support services in understanding barriers to accessibility. Whavs next: Support charltles and organisations usln8 our platform and Marketplace services to develop and offer accesslble volunteering opportunities. Dellverfng excellence through Incluslon: In addition to improving accessibility in our website design, we introduced several key initiatives to further enhance accessibility across our d igital platforms. This includes the implementation of Reciteme on our website and offering a range of accessibility tools, including screen readers, translation sep4ices and customisable styling options. Utilising this software has made content more accessible to individuals with various disabilities. Additionally, our adoption of BT Relay this year will enable people with hearing or speech difficulties to communicate effectively over the phone, using a text relay operator. What's next: We're developing more tools and resources to support staff and volunteers to improve accessibility in our communications. We'll a150 be working towards achieving Disability Confident Status ahead of implementing a Disability Confident interview process. FOCUS ON FUNDRAISING Donations and funding from our supporters are essential to sustaining our services. Thanks to the generosity of individuals, Trusts and Foundations, and corporate partners, we're able to dellver transformative support to people across the country, all year round. Contrlbutlons also empower our incredible volunteers, enabling them to share their time and talents to help build thrivin& resilient communities. Thank you to players of People's Postcode Lottery, whose generous unrestricted support means we can continue to provide vital Services for the people who need them most and be responsive to the needs of the day. This year, we are especially 18

grateful for the additional £5 million in funding to create a new digital volunteering platform for the entire third sector, that will revolutionise volunteerin& making it easier and more acce55ible to everyone. Thank you to The National Lottery Community Fund Improving Lives and Awards for All programmes for their generous support of our dementla senilces in the Scottlsh Borders, Dundee and Leicestershire. We would also like to thank all our wonderful Trusts and Foundations supporters, including Lady Margaret Skiffington Trust, Shetland Charitable Trust, The Garfield Weston Foundation, The Gannochy Trust, Moondance Foundation and The Severn Trent Community Fund. as well as many others whose donations mean we can continue supporting vulnerable people through our health and community services. We would like to thank Yakult UK for supporting our Stay Safe Warm and Well winter campaign for the fourth year, together with Cadent Gas. Over 90,000 people benefitted from our informative leaflet this year, helping people stay safe over the winter months. Thank you to those companles who made us their charity partner this year, including; Compa55 One, IPG and Clece Care, you have all undertaken some wonderful fundraising for our services. We were also delighted to partner again wlth Centrica/British Gas, whose staff are volunteerlng In local hospitals in our shops, cafés and trolley services, as well as across our clubs and branches. We are hugely grateful for all corporate donations received this year and to the people who have taken part in events for us: running marathons, soaring on zipwires, or raisin8 money for us in their own unique way. You are all amazing. Thank you to all our donors who donate to us monthly, through direct debit, or playing our lottery. We are pleased to have brought in 1,340 new monthly donors this year. These regular donations give us the stability to plan for the future and the flexibility to respond where the need is greatest. They allow us to be there, consistently and confidently. for the people and communities who rely on our support the most. We have also had 70 new players slgn up to our lottery. 'Our Festive Spread, Christmas campaign was supported by 3,519 new cash donors who donated to help isolated people get a warm meal and enjoy the company of others at Christmas. We thank the 1,403 donors who 'bought a cuppa. for NHS workers, which can be honoured through our shops in hospitals. This year we delivered over 12,000 vouchers 19

for hot drinks to NHS staff across Britain, and over 13,000 vouchers for lunches. We are deeply grateful to those who have chosen to remember us in their will. These remarkable gifts are more than generous, they are acts of lasting kindness and compassion, creating a legacy that will touch the lives of vulnerable people for generations to come. We are registered with the Fundraising Regulator demonstrating our commitment to good fundraising practice and are committed to the Code of Fundraising Practice and Fundraising Promise. We are authorised to use the Fundraising Regulator's badge on our fundraising materials. We have signed up to receive suppressions under the Fundraising Preference Service and have received two requests through this channel during the year which have been actioned. We received five complaint5 about fundraising during the year, all of which were dealt with in line with our Fundraisin8 Complaints Policy and Procedure. This number is incredibly low compared to the volume of fundraising activity we have undertaken. We also received 38 compliments from the public about our fundraising activity. Our fundraising teams are regularly trained on the Fundraising Regulator's Code of Fundraising Practice. We take proactive steps to ensure the protection of vulnerable people through our fundraising activity. We develop our fundraising materials in line with ethical standards, which we have built to ensure vulnerable people will not be adversely affected by our asks. We contlnued to work in partnership with a specialist agency to carry out door-to-door fundraising artivity where we have developed our own training programme that builds on these ethical fundraising insights. The fundraisers must all carry out this strin8ent ethical training before being allowed to fundralse for us. Training and shadowing were carrled out during the campaign to ensure that fundraisers were complying with both our Internal pollcies as well as the Code of Fundralsing Practice from the Fundraising Regulator. We ran telemarketing campalgns to recruit, upgrade or reactivate Direct Debit donors or to steward and discuss legacy donations, using an external agency, QTS. 20

ROYAL VOLUNTARY SERVICE ENVIRONMENTAL COMMITMENT This year we remained focused on delivering our sustainability strategy, embedding environmental responsibility into our operations. Across our retail units, we've maintained our commitment to sustainability, continuing to promote reusable cups and offering discounts to customers who adopt this practice and eliminating single-use plastic cutlery, balloon sticks and polystyrene cups from all our outlets. The use of environmentally compostable packaging for all takeaway items has been sustained, reinforcin8 our dedication to reducing waste. To adhere with the new Recycling Regulations for Workplaces in England brought In thls year, we have adopted practices to separate recyclable materia55 including food waste across our retail and communlty services in England. Our commitment to reducing carbon emissions remains strong. We Sourced 100% renewable electricity for all Royal Voluntary Service-owned properties and long-leased community buildings. In addition, we embarked on a programme to replace internal and external lighting With energy- efficient alternatives and are optimising energi usage through boiler rebalancing initiatives, as part of our wider action plan for Phase 3 of the Government's Energy Saving Opportunity Scheme IESOS). Methodology The reporting perlod Is the most recent financial year 0110412024 to 30/03/2025. 2920121 22 2023124 20241 2019no 2022123 Lotation Combustlon ot On s￿e.. Natural Gas luel Transport.. Petrol, Diesel, Hybrld 197 122 49 Scope I tr•nsptyt tion Market Bas 197 122 72 49 LcKatp based 95 118 29 24 kop• 2 Purchased enÈrgy Electricity Market Based 12 Loc*ion based 21

Indirect Emtssl Employee Business MI￿￿e Swp• 3 Market Based L¢Kat•)n based 291 151 176 78 Yot•l Market based 262 125 61 L¢xatksn tC02elEMTumobEr TBC 2.745 185 I￿? M4rk•tl)M•d 338 a97 Totsl kwh Electrlclty, Natural Ga5, Petrol. Dlesel, ktybrKI 1,301,319 715.￿2 849,513 s￿ 333.325 E￿r￿Ul￿* con5LI R•ntwable % EFettrltlty Thls report has been complled In Ilne wlth the March 2019 BEIS 'Envlronmental Reporting Guidelines: Sncluding streamlined energy and carbon reportlng guldance,, and the EMA methodology for SECR Reporting. Emisslons have been calculated using the GHG Protocol: Corporate Accounting and Reporting Standard. All measured emissions from activities which the organisation has financial control over are included unless otherwise stated in the exclusions statement, as required under The Companies (Directors, Report) and Limited Liabillty Partnerships {Energy and Carbon Report) Regulations 2018. The intensity measurement of turnover has been selected in order to compare emissions Wlth organisation grovrth and for consistency with similarly reporting businesses for review of the market position. 22

UK Carbon Footprint data Year on Year emission change5 Royal Voluntary Service's total reported location-based emissions decreased from 78 tC02e in 2023124 to 68 tC02e in 2024125. This is an emissions reduction of 12.8%. Compared to the baseline year of 2019120, total location-based emissions have decreased by 76.6%. Scope l emissions decreased from 49 tC02e in 2023/24 to 44 tC02e In 2024125, a decrease of 10.2%. This is due to a decrease in natural g3s consumption as well as a decrease in associated transport emissions accompanied by an increase in hybrid vehicles. Natural Gas consumption decreased from 143,668 kwh in 2023124 to 135,237 kwh in 2024/25, a 5.9% decrease in consumption. As a result, emissions decreased by I tC02e. Scope I transport fuels (Petrol. Diesel, Hybrid) associated emissions decreased from 23 tC02e in 2023/24 to 19 tC02e in 2024/25. In kwh conversion, usage decreased from 97,088 kwh to 81,807 kwh, a consumption decrease of 15.7%. Scope 2 electricity consumption decreased from &40,024 kwh In 2023/24 to 116,231 kwh in 2024/25. This Is a 17% reductlon In consumptlo.'i. L?catlon-based emlsslDns decreased by 5 tC02e from 29 tC02e to 24 tC02e as a result. Scoi)e 2 market-based emissions also saw a decrease to O tC02e due to Royal Voluntary Service moving to a 100% renewable electricity supply tariff. Royal Voluntary Service report emissions intensity on a turnover basls. Emissions per £l(m) turnover decreased from 1.845 tC02e/£lm turnover In 2023124 to 1.644 tC02e/£lm turnover in 2024125. 23

Our Financial Review 2024- 25 was a year of transformation for the charity concluding on a high note with strong performance across our fundraising and retail operations, placing us in a good position for continued succes5. For the second year in a row the charity reported a surplus. A large contributing factor was the receipt, during the year, of £2m of the £5m grant from players of People's Postcode Lottery to fund the development of a new digital platform to revolutionise volunteerlng. We also wholeheartedly recognise and appreciate the dedication of our staff and volunteers, whose unwavering commitment has made this achievement possible. In summary: The charity reported 3 Surplus of £2.2m, strengthenin8 our financial position for future activities, a notable improvement on last year12023 24: surplus £0.8m). Retained a strong cash & investments Position of £15.3m (2023-24: £15.Im); and Increased Total Funds and Reserves to £16.4m, a more resilient and advantageous position than the previous year (2023-24: £14.2m). This establishes a strong base for sustaining the CharIt￿S sep4ices and adapting effectively to new challenges as they arise. Due to the dedication and efforts of our Retail teams, comprising both staff and volunteers. retail income leve15 8rew In the year despite a hlghly competltlve envlronment. The charlty continues to see first-hand the impact of major reductions in local authority funding as well as that via Trusts and Integrated Care Boards. This year, commissioner funding was withdrawn from four local Health and Community services due to financial commissioner budget constraints. Of these four contracts, none have been replaced by another provider, the service provision locally has simply been removed. For services that have continued to be funded, for some, we have seen a slight financial increase on historical budgets unlike previous vears. The funding landscape, shaped by ongoin8 economic pressures and wider external challenges, remains difficult. In this context, we are especially grateful for the continued generosity of both our new and longstanding supporters, including the players and staff of People's Postcode Lottery, whose commitment has been instrumental in sustaining our vital work. We will continue to deliver our own volunteer-powered services, but will also work in partnership with the wider sector and the State to help mobilise more volunteers, and with 24

businesses to supercharge employee volunteering, for everyone's benefit. Our costs are effectively managed, with strategic investments this year in new systems for HR and payroll, a new retail EPOS system and CRM. We enter the newflnanclal period wlth confidence and a robustforward momentum. Our priorities remain clear, with sustained retail growth, the implementation of our fundraising strategy. and the launch of the new volunteering platform being the primary areas of focus. We expect the charity to be in an ongoing state of change, as we continue to deliver new capabilities and optimise our financial performance and are adequately prepared to meet these challenges, if or when they arlse. Key income and expenditure highlights: Income £41.2m12023-24.. £42.3m Operatlng expendlture £39.3m12023-24.. £41.5m) .(Xhw.EJ.>lJQl>}4 13 Ym (ffi(lQl>24 E6 Ith t)￿ Jii ,111•￿I(￿￿￿￿T¥tJP.￿. UOIS lJ..(14.thnl oIIWi. 11} Jrn Operatin8 Income Our income of £41.2m (2023-24: £42.3ml was lower than the previous year, due to a decrease in NHSE contract income. However the underlying income in our other income streams has increased, which meant we were close to holding the same levels as last year: hospltal shops, cafes, and trolleys £24.3m12023-24: £22.5m). The year-on-year improvement ha5 been driven by a number of factors including improvements in product range, upskillin8 managers, successful promotions, store refurbishment and price rises in line with cost increases. At the end of March 2025, a total of 67 stores were trading (69 in March 20241 and we progressively increased the number of active trolleys on rounds, reaching a total of 53. Nonetheless, we continue to be constrained by some hospital Trust restrictions and a shortage of available volunteers, so have not recovered to pre-pandemic 25

levels of around 100 troSley rounds. Volunteer recruitment improved during the year, but further grovrth is required to meet our operational needs. fundraising, see note 2 of the financial statements, which comprises of voluntary income and activities forgenerating funds totallin8 £7.6m {2023-24: £6.Im}. Income has remained at a steady level, increasing by £1.5m from 2023-24. Trust & lotteries income increased by £1.2m in the year to £5.6m driven by People's Postcode Lottery award of £5.Om, which includes £2m for the development of the digital volunteering platform (2023-24: £3.9m). community services 8enerated income of £7.Om12023-24: £11.Im) with the decrease associated with the decline in services dellvered for NHSE. Our work in community centres continue to go from strength to strength with increases in client numbers and further reachlng Into local communltles. Our Communlty Club Network Is expandlng wlth new clubs now opening after a few years of consolidation. Our virtual offers continue to provide much needed support nationwide. There has been a rise in the number of people receiving companionship calls, while the reach of our Virtual Village Hall doubled in the last 12 months. Volunteers remain vital across all of our servlces, willin8ly giving their time to support others. Services Welfare £2.2m (2023-24.. £2.4ml Other £O.Im {2023-24: £0.3m) Operatlng expendlture Total operating expenditure for the year was £39.3m (2023-24: £41.5ml and was spent on the following areas: hospital shop. cafe and trolley retail services expenditure increased to £23.6m in the year {2023-24:E22.2m). This was driven by cost growth linked to inflation In both wages and other operational areas, although goods for resale increased through better trading £11.9m12023-24: £11.4m}," communlty servlces £12.3m (2023-24: £15.9m). The direct cost to dellver servlces, at £8.Im, see note 6 of the financial statements {2023-24: £11.6ml showed a net decrease of £3.5m. This was primarily due to the change in services delivered for NHSE under the national COVID-19 for support contracts in line with the decrease in income. Allocation of support Costs decreased slightly to £4.2m (2023-24.. £4.3m). fundraising at £l.Im, has decreased compared to the previous year attributable to savings in staffing and activity costs, whilst the department was not at full capacity. 12023-24: £1.4m). other costs. £2.2m (2023-24: £2.Im). including costs to deliver Services Welfare and a loss on the disposal of tangible fixed assets linked to the previous EPOS system equipment, which has been replaced. 26

support costs are included in the activities above, listed in note 6 of the financial statements, and amount to £7.7m {2023-24: £7.8m). During the year, we invested in new systems to allow us to expand our digital capabilities and initiate the design and development of a new dlgital platform to revolutionise volunteering, funded by a grant from People's Postcode Lottery. Investments At the start of the year. a £4.Om Investment in the Sustalnable MultS-Asset Fund portfolio was held by Cazenove Investment Management Limited, continuing with the diversification strategy adopted in the previous year. A further £4.Om was transferred to CCLA COIF Charities Deposit Fund in May 2024. Whilst the performance of the Cazenove fund has been a return of 2.5% to date. the CCLA fund has returned a noteworthy 3.8%. Reserves Trustees monitor reserve levels on a quarterly basls vla our monthly management accounts. When planning and budgetin& Trustees consider reserve levels to ensure an appropriate balance between the short and lon8-term needs of the organisation. The Trustees undertake an annual review of the designated reserves and the assumptions that underpin them. In alignment with the New Corporate Plan, efforts have been directed toward stren8thening general reserves to secure future investments in the charity while maintaining a buffer above the required minimum levels. It is the policy of RVS to maintain reserves at a minimum level to ensure the future sustainability of the organisation and so we can rneet our obligations as they fall due. The followlng factors wlll be consldered In arrlvlng at the value of those mlnirnum reserves: forecasts for levels of income in current and future years, considering the reliability and recovery of each source of income and the longevlty of new income sources. forecasts for expenditure in current and future years, based on planned activity analysis of any potential needs, opportunities, commitments or risks where future income alone is likely to fall short of the amount of the anticipated costs; and assessment, based on the best evidence reasonably available, of the likelihood of a shortfall arising which means reserves are necessary, and the potential consequences for the charity of not being able to make up that shortfall. During the year, the Trustees reviewed the level of future planned expenditure and have 27

updated the Corporate Plan to reflect the revised focus going forward. The Trustees have set target of holding General reserves equivalent to six months of expenditure (excluding costs direttly related to income generating activity and that would direttly reduce or cease if the related income were to fall). The level of reserves at the year-end is equivalent to four months of such expenditure and the Trustees recognise that it will take some time to reach the target, particularly during a forthcoming period of transformation. Investment plans are made on the understanding that the increase in General reserves remains important. Total fund balances increased by £2.2m to £16.4m during the year. As at 30 March 2025 these comprise: £1.4m of funds restricted for specific purposes {2023-24: £1.4ml. £6.Im of funds designated for specific use (see breakdown below) (2023-24: £5.Iml. and £8.9m of general funds (2023-24: £7.8m). Designated funds include: £1.3m for the hospital fund. £3.8m for the fixed asset fund; and others at £l.Im as detailed in note 14 of the financial statements. In 2023-24, the Trustees approved one new designation for £0.75m to spend People's Postcode Lottery funding in quarter one of 2025. The full amount has been utilised this year In quarter one as anticipated. Subsldlary undertakln85 RVS has three wholly owned subsidiary companies registered in England and Wales which are consolidated into the group Statement of Financial Activities. WRVS Service5 Welfare Limited provides emotional and prartical support to service personnel within the army and some tri service locations in the UK, including Northern Ireland and overseas in Germany and Cyprus. Paid trained staff work predominantly in the evening and at weekends to ensure welfare support is available to service personnel during their downtime and where no physical welfare support is available. WRVS Services Welfare Officers manage areas allocated by the Chain of Command at the unit, including for example a games room, communal lounge, TV/film room and study/quiet space. During the year, over 310,000 seniice personnel used these facilities, and one to one welfare support was provided to more than 1,2CQ service personnel {2023-24: 2,100) including telephone support. 28

For the financial year 2024-25 the reported income in the subsidiary was £2.2m (2023-24: £2.4m) and the expenditure £2.Om {2023-24: £2.3m). RVS receives a management fee for delivering the service amounting to £0.2m {2023-24: £0.2ml. 2. Royal Voluntary Service Meals on Wheels Limlted was set up to deliver meals to those in need in their homes, via commercial contracts with local authorities. Activity in the subsidiary ceased by the end of March 2019, Since then, a small number of closure transaction5 have been dealt with and minimal audit fees incurred. No income was reported in the year ended 30 March 202512023-24: nil) and operating loss was £0.3k (2023-24: £0.3k). It is not considered appropriate to adopt the going concern basis of accountin8 in preparing the financial statements. 3. Royal Voluntary Servlce (Tradlng Companyl Llmited was Incorporated on l March 2023 to accommodate future ambltlons to generate additional income streams to benefit the charity. For the financial year 2024-25 the reported income in the subsidiary was £0.3m (2023-24: £60k} and the expenditure £O.Im (2023-24: £0.Im) The charivs subsidiary undertakings are set out in Note 11 of the financial statements. Income from trading subsidiaries has been Included within income from charitable activities in the Statement of Financial Activities. 29

Prlnclpal rlsks and uncertaintles The charity records significant strategic and operational risks in its Risk Registers. These are monitored by the Chief Off icers Group and the Extended Leadership Team. The Audit and Risk Committee and the Trustees have oversight of the strategic risks and any escalated operational risks. The Trustees have allocated agreed risks to each of the charity's three committee5 and each committee considers its allocated risks in detail throughout the year. It is considered that the principal strategic risks arising from the Risk Registers are as follows: RISK MANAGEMENTOF RISK Lack of balance across the chariWs income streams creates over reliance on individual income streams Continue to develop plans for fundraising and health and community services to reduce reliance solely on existing income streams Continue to develop new income streams including a commercial offerfor corporate volunteering opportunities Implement the charitrls review of its strategic ambltlon, the Impact it wants to make and the associated Delivery Plan. A constantly evolving external environment impacts the charitvs ability to deliver services due to competing demands on its resources. Continue to undertake artivities to a¢¢elerate external networking with key stakeholders and partners to monitor potential changes in the environment so that the charity can understand the potential impact and enable appropriate steps to be taken in advance. The charitvs new volunteering platform and Continuously monitor the key development its corporate volunteerlng offer do not funding. resources, project plans and models achieve their impact or become in place to address these risks and take early unsustainable steps to adjust plans If needed. The management of these risks Ss monitored on a frequent and detailed basis and reported to the Trustees when they meet as a Board or in committees, and more often if necessary. This enables new trends to be identified quickly and appropriate action to be taken. The charity works to mitigate risk (including those above) by applying the structure, governance and management below. 30

Our Strurture, Governance and Mana8ement Our people and advisors are set out on page 40. Strurture and publlc benefft Royal Voluntary Service is a charitable company limited by guarantee in England and Wales {number 02520413). It was incorporated on 10 July 1990 and registered as a charity in England and Wales (number 10159881 on 31 December 1992 and in Scotland (number SC038924) on 27 November 2007. Its reglstered offlce Is at 29 Charles St, Stoke-on-Trent, Staffordshire, ST3 IJP. The charity's Memorandum and Articles of Association dated 25 September 2015 set out the charity's legal objects and describe the public benefst as: he relief of poverty, distress, suffering or need among oll sections of the community primarily in the United Kingdom by all choritable means and portlcularly by providing.. assistance largefy in kind andfacilitlesfor indlviduals in the community ossistance in kind to victims of emergencies or disasters ¢ydvice ondfacilities to relieve the needs of those in hospital, in prison or In the ormed service ond theirfamilies,. and such otherpurposesfor the benefit of the community os shall be exclusively charitoble". The Trustees confirm that they have complied with the duty of the Charlties Act 2011 to have due regard to the Charity Commission's general guidance on public benefit. When reviewing Royal Voluntary Service's aims and objectives and in planning future activities they refer to the guidance and consider how planned activities will contribute to the aims and objectives they have set, The charity has three wholly owned subsidiary companies all registered in England and Wales. These are WRVS Services Welfare Limited (number 2778476); Royal Voluntary Service (Trading Company) Limited {number 146975141 and Royal Voluntary Service Meals on Wheels Limited (number 2778481 and currently dormant). Governance and Management The charitvs Trustees are responsible for the overall governance of Royal Voluntary Service. As well as being a Trustee of the charity, each Trustee is also a member of the limited company. The charity must have between 6 and 12 Trustees. Trustees may serve a maximum of two terms of office, each of three years with a third term of no more than 12 months in exceptional circumstances- e.g. to help with continuity where that is felt to be valuable. A specialist recruitment agency is generally used to help recruit Trustees and to support a selection and Interview process. Those who have serrfed during the year are listed on page 40. The Board of Trustees exlsts to safeguard and promote the vlslon and purpose of Royal Voluntary Serilce, to determine its strategy and structure and to ensure that it operates effectively and responsibly. Responsibility for the day-to-day running of the charity is delegated to the Chief Executive Officer via the charivs Governance Framework. This is kept under 31

regular review and adherence to it monitored via a Governance and Compliance Review. The Charity Governance Code is also used by the Trustees to guide their work and that of the charity. Following the Board of Trustees, wish to enable greater focus on the impact that the charity makes and wishes to continue making in the future, the Board of Trustees, utilise three Board committees to help them in their work. More detail on the work of each of these committees is set out below. Trustees have agreed that after a period to allow newer Trustees and the revised Committee arrangements to settle, they will undertake a governance review to coincide with the launch of the anticipated and updated Charity Governance Code. 32

Trustees hold at least four scheduled meetings a year with additional meetings as necessary. These are now held face to face with the option to hold virtual meetings for shorter or additional meetings if needed. Between these meetings the Chair and the Chief Executive Officer hold regular and frequent meetings to discuss ongoing matters and feedback from those meetings is shared with the wider Trustee Board and/or the Chief Officers Group as appropriate. The Chief Officers Group which comprises lin addition to the CEO), the Deputy CEO (who is also the Chief of Services and Volunteering), the Chief Finance Officer, the Chief Knowledge Officer and the Chief Operating Officer supported by the Head of Governance. Updates from that group are then cascaded to the charity's wider Extended Leadership Group and Subject Expert Group. The Trustees are supported by three Board committees which meet as required and in accordance with regularly reviewed terms of reference. Each committee reports to the Board of Trustees, is chaired by a Trustee, and supported by at least two other Trustees. Members of the Chief Officers Group and other senior managers join the committee meetin8s as appropriate and external professional advice is sought as necessary. The three committees each meet at least four times a year and are: The Audit and Risk Committee- this Committee considers reports from the charitvs external auditor and Internal teams regarding the charity's internal financial control systems, its health and safety climate, risk management processes, financial reporting and the annual financial statements. It also considers the charity's assurance dashboard which monitors key elements of the charitys control environments, the risk register and horizon risks. The Impact and Influence Committee- this Committee considers and scrutinises the way in which the charity delivers its activitles, impacts on its beDeficiaries and Influences It5 key declslon makers In the areas of volunteering. Thls includes how the charity chooses to direct its resources and influence while also managing within its financial limits and providing excellent value for money. It also considers progress on key strategic projetts, for example the delivery of new programmes of activity to support the activity to develop a new income stream for the charity. The People and Remuneratlon Committee- thls Committee considers volunteer, employee, safeguarding and EDI issues and revlews the performance and remuneration of the Chief Executive Officer, the size, structure, and composition required of the Trustee Board and succession planning for Trustees and senior management. It also considers the charitvs Pay Policy and Remuneration Strategy. The Board of Trustees retains authority for all matters that are not delegated by the charity's Governance Framework or separate specific delegation. Responsibility for financial matters (including reviewing and approving the annual budget), the Irelappointment of Trustees and the appointment of the Chief Executive Officer rests with the Board of Trustees. Trustees delegate authority to the Chief Executive Officer and the Head of Governance to submit (with 33

the agreement of a sub-group of Trustees) serious incident reports to the charitys regulators of which all Trustees are kept up to date. New Trustees are supported by an Induction programme and each new Trustee visits services and meets with senior management within Royal Voluntary Service at an early stage of their Trusteeship where practicable. Some Trustees also volunteer in a charity servlce local to them and this visible support is very much valued by local services, employees and volunteers whilst providing Trustees with "hands-on" opportunity to engage with the charit¢s activities. Ongoing support is provided as required to ensure Trustees are aware of changes to the legal and regulatory framework affecting the charity and their roles and responsibilities within it. Royal Voluntary Service has also purchased trustee indemnity insurance, as outlined in Note 8 of the financial statements. Changes In Trustees and Chlef Officers Two of our Trustees resigned or retired on explry of their terms of office during the year. We have benefitted significantly from the support and guidance of both of them during their terms of office and thank them sincerely for their valued contributions. One new Trustee was appointed during the year. During the year, the charity realigned its senior leadership team structure adding a Chief Operating Officer, Emma Gervasio to its Chief Officer Group. Separately, the previous Chief Finance Officer, Chris Hoult, who had helped guide the charity through the Covid 19 pandemic, retired and we welcomed his successor, Sultan Hussain. A new Extended Leadership Team was also established to support the Chief Officers Groups and existing colleagues from across the charity were appointed to that new leadership group. Rlsk management and Internal controls The Trustees, who are also the directors of the limited company for the purposes of company law, have overall responsibilityfor the system of risk management and internal control for the charity and its subsidiaries. Trustees use the charitVs Risk Management Policy and Risk Reglster when considering the main risks facing RVS and its rlsk appetite. The Chief Officers Group and the Extended Leadership Team keep the charit￿5 strategic and operational risk reglsters under regular review and reports are made quarterly to each of the charivs Board Committees on it in addition to separate reports to the Trustees on changes to risk. The risk registers have helped to identify the risks faced by the charity and the actions to be taken to mitigate. The charity continued to use its Assurance Dashboard during the year via the Audit and Risk Committee. This aims to provide an "at a 8lance- indication of any key controls which might require additional consideration. The charity produces a detailed annual budget which is monitored monthly by the Chief 34

Officers Group and the Extended Leadership Team and reported on quarterly to the Impact and Influence Committee and Trustees. Updated financial forecasting is generally undertaken at the half year stage to reflect changes to the original budget a55umptions and the impact on the projected income and expenditure. When necessary, more frequent forecasting, analysis and reporting is undertaken. During the year, the Audit and Risk Committee oversaw the charivs Counter-fraud action plan including an organisational and operational fraud review. Remuneratlon and penslons The People and Remuneration Committee reviews employee reward and recognition. including salaries and pension provision for all employees. The Committee (and as subsequently approved by the Trustees) oversees the Pay and Grading system, whlch ensures individual roles are assessed and then graded conslstently across the organlsatlon. The Commlttee also reviewed the charitWs annual gender pay report which was published as required and listed on the charity's website. The results again showed that the CharIt￿S gender pay gap is largely predicated on the higher number of females who work in part time land often lower paid) roles. The People and Remuneration Committee also received the usual report from the charity's Pension Governance Committee {a non-Trustee internal group). The Pension Governance Committee has responsibility for procuring defined contribution pension schemes for the charity's employees. During the year, the group ensured that newsletters on pension topics were distributed to employees. including communications regardin8 nomination of pension beneficiaries. Volunteers and employees Enabling voluntsry service remains the beating heart of the charitvs operations, with our new 10-year strategic framework for 2025-2035 setting out a renewed vlsion and promise to mobilise more volunteers for a better Britain. Through their unwavering dedication and commitment, our staff and volunteers have provided vltal support to those who need It most In our communlties and the NHS. Volunteers contributed over 1.8 million hours last year within our core service and completed thousands of tasks as part of the NHS & Care Volunteer Responders programme. Our existing and new volunteers continue to make a massive difference in their communities, to those who are vulnerable and in the NHS. Their commitment and impact are of immeasurable benefit of which we are enormously proud. The health and wellbeing of our staff continues to be a priority for us which is why we give all employees access to a range of health benefits, including dental and optical care, access to therapy treatments, an Employee Assistance Programme (EAP) and 2417 online access to a GP. Trustees. responslbllltles 35

Section 172 of the Companies Act 2006 requires the directors to act in the way they consider, in good faith, would be most likely to promote the success of the charity to achieve its charitable purposes. The Act states that in doing so, the directors should have regard. amongst other matters, to: The likely consequence of any decision in the long term: Our Board of Trustees sets the strategy for our charity page 6 which aims to inspire and enable the gift of voluntary service to meet the needs of the day in our communities. This strategy is the reference point for decislon making ensuring the charity stays on its agreed course. We regularly review the external environment and will ensure that our plans are updated to accommodate changes to circumstances to protect the charity and the delivery of its objectives. The interests of the compony's employees.. Our employees are essential partners In delivering vital seniices alongside our volunteers acr05S the communities we serve. With a natlonally dlstributed workforce, maintaining strong employee engagement and support is critical. We are committed to fostering an open, two-way dialogue and ensuring our people feel heard, valued, and connected, particularly as we continue to adapt to more flexible and digitally enabled ways of working. We prioritise clear and consistent communication through multiple channels, Including MS Teams, weekly newsletters, monthly virtual coffee mornings, and our new HR platform. This system enhances transparency. facilitates real-time feedbacL and empowers employees to actively contribute their thoughts and ideas. We remain dedicated to improving the employee experlence and are actively working toward achievlng Real Living Wage employer status, reinforcing our commitment to fair pay, equity, and respect for all members of our team. The need tofoster the company's business relationships with suppliers, customers, and others.. Positive relationships with our partners, commissioners, and suppliers, are key to our success. We support our relationships with suppliers through our Procurement Teani and by policy frameworks and departmental staff responsible for delivery. Larger supplier relationships have a named individual responsible for managing the relationship. Our commissioners will be supported by specific project managers who are responsible for programme delivery, proactive problem solving and regular reporting of outcomes. Regular two-way communication Is embedded to maintain positive working relationships throughout the life oicle of programmes. Our seniice beneficiaries (client5 and participants) and our volunteers are surveyed annually to track our impact and canvass valuable feedback. Volunteer engagement is a key priority for our organisation. The impoct of the compony's operations on the community ond the environment.. The impact of the charity on the community is central to our mission and delivery. Our volunteers and staff 36

devote their time to improving the lives of vulnerable people in communities and hospitals by supporting their health, well-being, and their social connertions. Further information on how this is delivered can be found throughout this report. We recognise our responsibility to care for the environment and our aim is to minimise our environmental impact. As a geographically dispersed organisation we are increasingly adopting technology to connect to one another, reducing our car fleet and discouraging unnecessary travel between sites. We continue to use video-conferencing tools to meet and provide online training and education resource5 for our teams. We enable and encoura8e home-working where practical and have many roles purely based from home, reduclng travel to and from office locations and the associated C02 emissions. Paper-based communications are reducing as we move increasin8ly to online channels for volunteer, staff, and supporter engagement. Where paper is needed, we aim to minimise environmental impact, where possible, using recyclable material. More detail is available in the Environment section. The desirobility of the company maintaining o reputationfor high standards of business conduct.. Public trust in RVS is key to our reputation and continued success. Our'stella Values, and our Employee Value Proposition provide a foundation for the behaviours and standards we expect (see page 7). These are used throughout the charlty and support our recruitment processes as well as our employee appraisals. These values are underpinned by a full set of policies, procedures and contrarts which govem the conduct of our charity and our teams from our fundraising policy to our procurement policy to our employee contrart. Our whistleblowin8 procedures are clear and accessible ensuring that there is a ready route for staff, volunteers, and partners to anonymously raise Important concerns. We also have a clear complaints process for our supporters managed by our supporter care team. The need to octfairly as between members of the company: RVS operates in communltles across Great Britain, and we aim to be fully inclusive, and easy to access for everyone. RVS is naturally a diverse organisation and draws its teams from the local communities it serves. We value all forms of difference in employees, volunteers, our clients, participants, and our supporters. To foster positive engagement across communities we make information available in different languages relating to the communities we operate within and ensure we have representative imagery on our promotional materials. This approach signals that RVS is a welcome environment for all. Our fundraising work is carefully designed to avoid harm. recognising vulnerabilities of some of our supporters. We publish our Gender Pay Gap information clearly on our website and are working to close the gap further. No form of discrimination, bullying or harassment is tolerated at RVS, and we have procedures 37

in place including clear policies setting out our expectations, complaints processes, whistleblowing channe15, and disciplinary procedures. Equality, Diversity and Inclusion IEDI) continues to be a strategic priority for Royal Voluntary Service, fully embedded within our 2025/26 governance framework. Our Chief Executive, Catherine Johnstone, remains a visible and active sponsor of this work, with oversight and accountability now shared across the Chief Officers Group, the EDI Working Group, and the People and Remuneration Committee, all reporting directly to the Board of Trustees. Our approach is guided by the Charity Governance Code's Principle 6 on EDI, reco8nisin8 that inclusive governance leads to better decision-making and greater public impact. This principle is reflected in our trustee recruitment, leadership behaviours, and the inclusive culture we are building across the organisation. Further information can be found in the Equality, Diversity and Inclusion section of the report. Accountlng and Reportlng The Trustees are responsible for preparing the Annual Report (including The Strategic Report) and the financial statements in accordance with applicable law and United Kingdom Accountin8 Standards (United Kingdom Generally Accepted Accountlng Practice). Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, Includlng the income and expenditure, of the charitable group and charitable company for that period. In preparing these financial statements, the Trustees are required to: select suitable accounting policles and then apply them consistently. observe the methods and principles in the Charities SORP. make judgments and estimates that are reasonable and prudent. prepare the financial statements on the going concern basis unless it is inappropriate to presume that the group will continue in bu5ine55. The Trustees have reviewed detailed financial and cash projertions for the charity under several different scenarios and therefore have a reasonable expectation that the charity group has adequate resources to continue in operational existence for the foreseeable future being at least twelve months from the date of approval of these financial statements and are not aware of any other material uncertainties which may adversely affect the Group. Accordingly, the financial statements continue to be prepared on the going concern basis. The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the group to enable them to ensure that the financial statements comply with the Companies Act 2006, the Charities and Trustee 38

Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006. They are also responsible for safeguarding the assets of the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislatlon in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Disclosure of Informatlon to the audltor The Trustees, who are also directors for the purposes of company law and, who were in office on the date of approval of these financial statements have confirmed, as far as they are aware, that there is no relevant audit information of which the auditor is unaware. Each of the Trustees has confirmed he/she has taken all the steps he/she ought to have taken as a Trustee to make him/herself aware of any relevant audit information and to establish it has been communicated to the auditor. Crowe U.K. LLP has Indicated its willingness to be reappointed as statutory auditor. This Report of the Trustees, (including the Strategic Report) was approved by the Board of Trustees on 3rd December 2025. Patrlck Dunne, OBE, Chalr. Royal VoluntarySeNice 0411212025 39

Appendlx- Our People and Adv15ers Patron HM The Queen, from 4 May 2024 Ambassadors & Supporters Felicity Kendal CBE Elaine Paige OBE Ade Adepitan MBE Tasha Ghouri Ross Kemp Tom Read Wilson Dr Zoe Williams Trustees The Trustees Ilsted below were In office during the financial year. Committee membership is also noted: Patrick Dunne (Chair) Dele Adeleye, AR Helen 8ucklngham,11 Dr Justin Davis-smith CBE, PR Frankie Herbert, IF,11 Dianne Hughes PR Jez Hughes, PR Charlotte Lambkin, {Deputy Chalr), PR 2024 Margaret Moore, AR Matthew Moorut, AR Sara Mubashir,11 Richard Williams, AR, IF, PR Nicola Wadham, 11 Resigned 5th September 2024 Appointed 19th September 2024 Retired 19th November Commlttee thalrs AR: Audit and Risk Committee IF: Investment and Finance Committee. 11: Impact and Influence Committee. PR.. People and Remuneration Committee Richard Williams Frankie Herbert Helen Buckingham Charlotte Lambkin, Dianne Hughes *The Investment and Finance Committee was retired as a Trustee Committee in April 2024 and replaced with the Impact and Influence Committee. Chlef Executlve and Company Secretsry 40

Unless otherwise indicated, the employees listed below were in office from 1st April 2024: Catherine Johnstone CBE, Chief Executive Chris Hoult, Company Secretary, Resigned 5th December 2024 Sultan Hussain, Company Secretary, Appointed 2nd April 2025, th Resigned 11 August 2025 Audltor Crowe U.K. LLP, 55 Ludgate Hill, London, EC4M 7JW Banker Barclays Commercial Bank, 4th Floor, Apex Plaza, Forbury Road, Reading, RGI IAX Sollcltors Doyle Clayton, Apex Plaza, Forbury Road, Reading, RGI IAX Geldards LLP, 4 Capital Quarter, Tyndall Street, Cardiff, CFIO 4BZ 8ates Wells, 10 Queen Street Place, London, EC4R IBE Royal Voluntary Service would like to thank all the individuals, community groups, organisations, companies, and grant makers who have supported our work during the year, including: Players of the People's Postcode Lottery Garfield Weston Foundation National Lottery Community Fund Improving Lives Moondance Foundation Severn Trent Community Fund Shetland Charitable Trust Ballinger Charitable Trust Millie's Watch Charitable Trust Mrs M Bradley Charitable Trust National Lottery Awards forAII England Gannochy Trust Lady Margaret Skiffington Trust National Lottery Awards forAII Scotland Di Walker Foundation Batchworth Trust The Ridley Family Charity Scottish 8orders Council- Community Enhancement Trust Scottish Borders Council - Community Welfare Trust Powys Association of Voluntary Organisations 41

Independent Audltorfs Report to the Members and Trustees of Royal Voluntary Servlce Oplnlon We have audited the financial statements of Royal Voluntary Service ('the charitable companVI and its subsidiaries {'the group,) for the year ended 30 March 2025 which comprise the Consolidated Statement of Financial Activities, the Consolidated and Charity Cash Flow Statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: give a true and fair view of the state of the group's and the charitable companls affairs as at 30 March 2025 and of Its income and expendlture, for the year then ended: have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance wlth the requirements of the Companies Act 2006 and the Charitie5 and Trustee Investment (Scotland) Act 2005 and Regulations 6 and 8 of the Charitles Accounts (Scotlandl Regulations 2006 (amended). Basls for opinion We conducted our audit Sn accordance with International Standards on Auditing (UK) IISAS {UK)} and applicable law. Our responsibilities under those standards are further described in the Auditorfs responsibilities for the audit of the financial statements section of our report. We are independent of the charitable group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Concluslons relatlng to golng concern In auditing the financial statements, we have concluded that the trustee's use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, Individually or collectively, may cast significant doubt on the charitable company's or the group's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the Trustees, with respect to going concern are described in the relevant sections of this report. Other Infonnatlon The Trustees, are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditorfs report thereon. Our opinion on the financial Statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not 42

express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Oplnlons on other matters prescrlbed by the Companles Act 2006 In our opinion based on the work undertaken in the course of our audit the information given In the Trustees, report, which includes the directors, report and the strategic report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is conslstent with the financial statements; and the strategic report and the directors, report included within the Trustees, report have been prepared in accordance with applicable legal requirements. Matters on whlch we are requlred to report by exceptlon In light of the knowledge and understanding of the group and charitable company and their environment obtained in the course of the audit, we have not identified materlal misstatements in the strate8ic report or the directors, report included within the Trustees, report. We have nothing to report in respect of the following matters In relatlon to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2CK)6 requires us to report to you if, in our opinion: adequate and proper accounting records have not been kept; or the financial statements are not in agreement with the accounting records and returns; or certain disclosures of Trustees. remuneration specified by law are not made; or we have not received all the information and explanations we require for our audit Responslbllltles of Trustees As explained more fully in the Trustees, responsibilities statement set out on pages 36-39, the Trustees, (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satlsfied that they give a true and fair view, and for such internal control as the Trustees, determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparin8 the financial statements. the Trustees, are responsible for assessing the charitable companls ability to continue as a going concern, dlscloslng, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees, either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. 43

Audltorfs responslbllltles for the audlt of the flnanclal statements We have been appointed as auditor under section 44llllc) of the Charities and Trustee Investment (Scotlandl Act 2005 and under the Companies Act 2006 and report in accordance with the Atts and relevant regulations made or having effett thereunder. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the a8gregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these flnancial statements. Details of the extent to which the audit was considered capable of detetting irregularities, including fraud and non-compliance with laws and regulations are set out below. A further description of our responslbilities for the audlt of the financial statements Is located on the Financial Reporting Council's website at: www.frc.or auditorsres onsibilities. This description forms part of our auditorfs report. Extent to whlch the audlt was consldered capable of detectlng Irregularltles, Includln8 fraud Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material mlsstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion. We obtained an understanding of the legal and regulatory frameworks within which the charitable company and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2W6 and The Charities and Trustee Investment (Scotlandl Art 2005, together with the Charities SORP {FRS102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items. In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable companls and the group's ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company and the group for fraud. Auditing Standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any. We identlfied the greatest rlsk of material impatt on the financial statements from irregularities, including fraud, to be within the completeness and timing of recognition of contract income, including national commissioned services and grant income as well as the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, and the Audit & Risk Committee about their own identlfication and assessment of the risks of irregularities, sample testing on the posting of journals, designing audit Pro￿dureS over the completeness and timing of contract and 44

grant income, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission and reading minutes of meetings of those charged with governance. Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non- compliance with laws and regulations lirregularitiesl is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit. there remained a higher rlsk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions. misrepresentstions, or the override of internal controls. We are not responsible for preventing non-compllance and cannot be expected to detect non-compliance with all laws and regulations. Use of our report Thls report Is made solely to the charltable CoMpan￿S members, as a body, In accordance wlth Chapter 3 of Part 16 of the Companies Act 2006, and to the charitable company's Trustees,. as a body, in accordance with Regulation 10 of the Charities Accounts {Scotland) Regulations 2006. Our audit work has been undertaken so that we might State to the charitable companvs members those matters we are required to state to them in an auditorfs report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charltable company and the charitable company's members as a body and the charitable companvs Trustees, as a body, for our audit work, for this report, or for the opinions we have formed. Naziar Hashemi Senior Statutory Auditor For and on behalf of Crowe U.K. LLP Statutory Auditor 55, Lud8ate Hill London EC4M 7JW Date: 16 December 2025 45

Royal Voluntary Servlce Corbsolldated Statement of F+n•n¢hl Adlvltles IlrKorpv•tknithi •nd Exp•ndture4twunt) for the ear ended 30 Mir55 onlhe dls Tthl •K e flAed assrfs 174 41 Nel &ln5 on In￿stMentS 142 242 27 27 7•7 020 Ttnl•rt 14 I,S63 Tfflal Ivnd balancos bro ht Ioiwèrd at 31 March Toul l￿fi￿ bil•nc•suirf•dloNf*rd it W M¥r¢h 14 14 12 1.361 74 13 16

Voluntary Ser¥ke Balance sheets J1kn24 Notes Qup T•nslble flxtd •5sets nian8iWe assers Investments 1,907 2.121 41S 2,128 415 11.724 12.133 12.133 130 Current ••ty ste￿k% 432 JAn 432 J,213 2,347 1,910 Irrtstm Cash•t b4nkanO In ￿nd 3.173 1.692 3.335 2.043 Arnounis lalll duè Wiihln one Wltt<urr•rrt •M•ti Totil 1SS•tsl•ss¢yn•rtt Il•blllt1•5 5.6571 31• S.3421 7.165 19 7.012 959 R+5trkt￿ funds Unresir+aed fvnds . d•slinated lun45 ¢h¢r•l lund5 T•t•l 14 In Jjn 14 14 959 The p?r•nt wMp•1￿ff+I knw• ￿ ifr• Bowd olTnJst•*50nth• afd DK•mb•r 2025 Ind w•r• Plirkk fAmn•OJE Nkhlrdw￿rn5 (￿l￿an TThrttqe O£V1212025 O£V1212025 47

oyal Voluntary Servke Consolldated cash flow statement lor th• year ended 30 M•rch 2025 Natys 2.ljl 15 CBJh Ilom fvom kn¥￿￿T4 ml4111'. CrfldeTrJsand Inteie5t freffj InYestmer4s Itvni ¢hE ￿le01prOPerty Pw£￿$•5 01 property, plant an¢ Pwch•5e ol1ntsni1￿e lkned4WII Irr4Mm•ni r•l••sod wG41h 74 134 1471 36 R4lnve5tedlncom¢ knioFhdl4s•t Iwtnnti 12031 11,6131 I￿SiM@￿t Mah•8èrn+nt Fee5 thryln cish •ndu5he4y￿ltfits irt per40d sh ta%h •qu￿41￿nN itbpolnnlni of repDnlni ¢•sh•nd u•he4U￿•hnI5 It th• end oftht i•portlY4 11621 3.Y2 115991 5.935 Notes to the cash flow statement lt Ir￿Mell•$•1thM> preclaiion charyli 117 117 UnrNMsed thalnlon ￿￿eliM•m1 IPiLrfiII w dispos•I ol•s$ets Dlvid¢nd$4DO intWe51 Irom InwJtm•)ti 174 In￿lmont mawemtnt lets 36 IIn¢reisellde5 No¢lcedeF•JSlts Iless th•n 3 monthsl indu5h •quPnhntt

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Notes to Flnanclal Statements for the year ended 30 March 202S Gro Urn#rf¢t fvnds Totsi fvnth Toi•l I￿erfe5 3.030 393 I.￿4 S3 53 2.73Z 1461 231 28 259 OlhEt Total Volunta IKom• 53 4,937 2015 fvnd Totsl Jnds T•i•l perty iental Pni•thaws. riffl•s •nd twwat•lTrcorn• & events 93 346 96 93 ioi 535 J GA Trtsrttd¥•l Grwp 4nJ Ch• Trusts • lomrS•5 M•ytf5 01 Pe￿•,% PostLtyJ• Lott rfleld We5ron FouvAitlon 3￿50 150 91 67 53 SFtl•nd Chirbi•bl• Trust N•tloh•l LLrttery Ccfflrn￿ Fund lrnffir4 Lh M•ohd•n< Ftrjndatlon 5•Thrn Tr•nt Comhxffilly Fufid LMiryar•i SklfflNtMTnMt Illn4erCharitabl¢ Twtt Mlllle's wch Ch4Itibl• Ir Mts M 8rèdleythJri¥aWe Trust Northwood Ch•ni4Ne Trust N•tlonal LcrtteryAwardsf¢f %5e(Ml•tyd G•nKKhyTIusi N•tiOhil LXteryAwardsl¢rlJl Erf•nd Walker Founthllon B•i¢hwth Trus1 Thè Al￿￿¥$•￿1￿¢￿•￿1V Stottlsh BtsTdtr% CouDell. Ccrnrnunttywellaft TDJ AS￿[1•11¢11 •fVduhi•ryOryiDls•llons ScottIshl￿d￿ Council. C¢mmunlty £n￿nc•m•nI Tru# N•tlon•l Li4tery Crfflfflu￿¥ Furrtl 151 Lo& Bl•c%Chirii•bl• TnJit B•sll Chirltabi• Iwst Thewesiwood Charltsb T•t•l •Trtsreu1￿b1 34 33 25 2S ?2 20 20 J2 19 15 io io wlthbn Gffjup•Dd Ch•rlty x Leedssoclal st￿¢￿ Vdunta Actlon Rulhefv Thtsrtt•I￿blI 115 26 185 32 117 lottery Incoffle InchthlnTrusis •rl KXtwlt5 In Nfft2 Ind 31•fi￿$the1VO¢È￿$fr0Mthe￿n￿Y{0mry4Y1r1fe¢￿S1rf1￿l0tt<l￿. 29 )1 L(t#typ￿1I fvnd ent tee Totil n•t Royal VoluntarySÈ￿t{* no[ Tun raffiEsdutythey¢ar. Is Grwp BJTrk Interest Totsi knv•swyent InEgrnt 74 291 74 291 53

Notes to Flnanclal Statements for the year ended 30 March 2025 319 10.541 8,140 13.&40 12.348 495 18.853 Ilh25 2142 4267 Comnwnity sefyKs 5￿ces wlfare Ftthdt•isir' 21.190 15.892 L313 DNpoul of tawblèfiied Issers 174 174 Total •wffjdltur• 119 JU24 7,7 .241 JV5J 4un I￿l￿dEd w1th￿,￿+01piI•l I•￿Ces, eynthui 41e costs ollnwhtortEs expenmd ¢7f Ell,9m12023-24.. £11.4ml, I￿luded kn Othw 15 £319kl1023. 24.. É49Skl Ilvtn to h05pirJls, NHSTrwt5 Ind ￿Mil&rI￿sistU¢￿>￿s In Ilnewith t￿? ¢h•iy5 oble<r5 and th• amounrs repr•5•ni th• ttylalcost in¢¥rr•d tythi 4roup Inth•wi, ThtSUPPLYtiosts ofthe c￿￿1¥ h•v• betn illocated ¢n th• blthol tlm¢¥wrt bY&E￿rtfflrnts SWPtyllWthe￿rknUI •¢¢lyttkn¥nd v• mbS• ¥p al ¥ti•l funct￿¥￿￿ wch •5 nNn¢t. per50nDe+. IT ind ¢0mrnunKat￿& Gtytrn•n Op•r•fiohS •rk¢ini 450 942 197 517 910 ND. p•W• 1.634 Olrect 86S No. strM¢•s 1.517 Dlrrfi tirne ￿[1¢1 715 DIrtti￿￿)t•1i￿n 661 No. op•ratl¢rwlp•oF4• 1.290 Albxmion olllut 119 Nurn￿r olvrvl¢ fj92 715 Hurnan RtstyJrc•5 &TrilrAn8 C•ntral st￿¢•5 Pro rtles T•i•l )32 379 25 332 911 Mowi•I Gty4Èrnanc• OpEr•tions Mark•ifni 73 1.019 Pjo. pewt 1.129 Dlf•rt •lk%iD 701 t40. ser¥kei l.Sl? Olr•ct and tim• •loe•t 750 Dlrett 41knc4t￿n 550 No. op•r•tlonal p•W• 1.163 lJkK•tSrthof &Jtl 138 Nymberof servl¢¢i 7.731 IS6 530 IA57 F￿drSIng Hvman fl+wr¢M& Trbh4ni ¢entf•l seTh• Pro nles Toi41 175 334 31 275 829 107 'Fundrnl)Iw Trves￿lIxP￿ldlW¢ L¥brils1ry¥￿￿rf•ry IrKam•and lunth Inthl stii•m•nt ol hnand•l WI¥￿1¢5. Thè £86k dKrease in4MrhEls asa ￿$￿tta1• £l83kr•d￿1ofy in Mwktlin8 TIYPMa￿￿ol￿tth is CN)rwtlon C￿mE￿i￿[Ch W45 nty iepeited In lots. 2025 ThLq •wrthire Is stat•d aftw I￿110￿% r•m￿mI•ll￿￿ITrth• Fttspty4b￿ tothech•rty4Lthty lorthe •L¥l￿ ol lh p•rent charlty thetDMoIthIcl F••$ p•yiblE loth• ¢h•rityaL￿li)T tts •$w¢￿te$for othw s•tyKu.' 63 16 137 137 Op•rAiinilE•se r•M• 1,651 123 . ¢4het 127

Notes to Flnanclal Statements for the year ended 30 March 2025 st0ffcosiidurfr4ih•￿WwlWmfoI￿￿l'. W•w •ndulrES 5¢el•l secwitycosts Olth•rp•Mion cos 14,08J J.262 13.799 1,132 16,LThJ9 Redundan(y hef srafl c￿15 51 510 Totil rtlff iasts 16,612 16,159 Tr olemplryees ¥¥hoe•med£60m) p.a. or rnNe1th1L￿rf114bbE i￿elIr$I¢l￿hry theytai wa5 •5 Idlows.. E<lu¢tlN S•¥•f4n¢• 20Y 11 £￿￿71-£70,c £70.fni. ÉWJ,))) I80.￿1. £￿,( £IIO.tkll-f12QCOJ É120.cLiI-£iJo,r É130,CQi.É140, E140.NJI.£)S0.OX) £170.fyJI.£180.<Xm) £IW,CIII.£190.fJX) Th• ioi•l Contrt￿t￿ln In th•y••rlorit wwovh6Dnol rnfwv bmefitswas E160,MJ I￿23-14.. É176,0911 In rnsp•¢t oflOr •rnF4oy••s. Al thy•if-￿d thi•w•t• 1512023-24.. 151 g•hl it•ffthth b•Tr•nii Kcrulr4 upO•r• mofytypur<h•￿Kfv•rnl •Thd fioh4th•r ￿ld st•fl￿th tren?ffts undt¢elln￿ ben•fft sch•mos. TM kty miniprn•ni pernorml ¢omw• ih• Ex•L¢ltlw Tum¢nEfflbws lThp3it th•flh•n¢wi y•ir Jomirch 2025. The tot1￿￿14ry b•n•ffts ofih•krf m•hty•nnt persomd w•s£741k12023.24.' £881kl. rdmbjised to. rrf 5rKurrnd on bth•ll ol, •1 Trusle Thi •vera8• numbwol•mpl•esolthiroup. an¥•d￿l￿¥m.. Optr•iioM 571 109 ICS F￿¢t1￿ Pan tlme Z91 375 013 FTEE 503 Oyrlniihl year. th•irfJUP and ¢h•rttypvrrh•sed Inxwinte torottrt tfvt rh•rftyfvoffl IDJS •dslni It¢rti •ny wrowlu1 OF dlihwst •¢¢ d¥nyTrusioo •TrJ to Ind•mnlfy anvTrwiee 4ylnstth•c0nsw￿e ofany Yowtul art Onthwryrt Oltsrthan any¥tu•l d15honest. fr•UdU￿nI. orm•llciou5 Kl. Th• trt•l cv4erpfudded tythÈ Cl¥rftyYrvstee In5urwKe is £5.0rn12023-24.. £5.&Thlan& IrthmnSty ts £5nm12023.24.. É5.Lknl and pr•mlum p•ld In respetl olsuch InWr4￿r1• £36,37412023-14'. £36.3741. Rty•lVdunt•ryS•Thk• Is4 rtysltréd ¢harbry4TrJ Isox•mp¢froM tlutkn on Its inc(Mme •hd yin5 lothe extent thai ¢hey aFeapplled toltscharttable pwpo￿. Thè¢h•rtrf$ 5ub5kli4ry. Hoyalv￿￿￿tsry SErylce Mealson wFwelsLlrn￿ed. not￿urr￿ • t4N In the due to ltspdlcy ol n$itSt￿￿4￿prtsflstOlh￿charhty und•rGrft AKI. %￿d￿ri•s are irflKtredfwVATa5P¥t olth•iiow. ss

Notes to Flnantlal Statements for the year ended 30 March 2025 l•) Tat•l Y4rylbl• Iwd Ind lor*•l• At 27Mirth 202> 25 449 th5 osals At JI Minls 2014 At27 M•rth 1021 Ch•r8ef<Jry 1.614 19 372 At JI Mirth 1014 14•t book v•t f JI M•rth 2024 178 12• At 31 M41th 2C124 Addltlons 5,021 4.17S 471 SIA) At30 M•T(h At 31 M4rch 2024 ChJr8e lol Veal 201 375 252 I JO I￿5 2$1 211 N•t book v4t¥•S At30 M•rth Y125 4n 174 ni L907

Notes to Flnanclal Statements for the year ended 30 March 2025 IthKhCh•rttyl Tot•1 At 27 March 1023 At 17 Z023 Charye fOr￿r uyi 41 Atjl M•rth 1024 Iirt book v•lu Atgl 1014 At 31 M•r¢h 2024 Addlllons L912 At30 March IOZ5 911 •Anortlwn • Inwlrnw At 31 Maf¢h 1024 Chorye ILV 15 At 3OM4rth 2015 IA66 237 237 N•tbook ¥•lu Al￿ Mbrch 1015 S7

Notes to Flnanclal Statements for the year ended 30 March 2025 11 •IFld Miiket valuè ar 31 M•ffth2024 RdD%sted In¢ome e51meni Manoiemeri Fees 11.724 495 8.1 hrÈ3se In v31ue of Inwstme AtsvktY4I￿1 1015 27 IL7Z4 IllJ3 115todc C475t 11.891 242 11.697 27 Miik•ttAIu• 41 30 Mbrth 102S 12,131 S•¢urtllesh•ld It JOM•rch ZQ25 CL￿prISed the lolknJAw'. Equlty LS11 Cash & oth•t F•lr¥•lu• 3.905 10.210 724 In •ddltkintotho shown •br￿.the{￿Ith Ivhls sh•fe5 In 5ubsidliry conyanai i costol £1311023.14." É131. Wal VoluThi•ry StM¢e h•1 3wholl¥¢wTh•d wbshdl•ry lJlwnp•rf•i w••rppi•t•d kn En￿nd. A￿MI￿v olih• •£kn¥lt￿ lhd wtssldl•J n In lhe table tolw.. 2mS 2JJ 20? 1•6 Undenik¢s Ir•diw ictMIY thre(tly relii¢d to Rw41VdunIry￿r￿¢¢J.(hl￿r•t4E obje¢tive. alV¢JtyJTht•rySwAc•M•4k•n WIAUmlt•dlMtywny Trwthr17114BII rnyislon and dell¥e ol meals tolhose In need In th￿Ir WAVS Sy¥k4s W•trl•v•Um•d IwnwnynL¥rknr277•476J The prOwSityn ol w¢lfJreand5UFgCrt ro•rmy servlce men 4nd strvlh Oh rnllll• ￿5￿5 ir 2,239 1223 321 VobAnt4ryS•rt• (Trndlr4Ctywtyliknhrtl(thiwwryThwnbor 14697514) Undtrtik•str4dJw•¢￿IYn•i (lrneity rol•i•dto Aty•l volumiry SeThIc￿. ch•rttibl• 81 Voknt4ry5W￿c• M••L%offl Vtho•h LITh￿ 17MIIII on •nd dE11¥e Lrf rnE•lstoth￿ In need In ihelr hor WIVSkrvkMW•ltsr• UThAt•d Iwnwrrynumhi 27n176) Th provI￿On￿l wemore supportto afmysttvlc nn ar &s thr ¢￿ttheW￿d 2.3$1 2.348 blcurnrrt Group4ndthirlty Thls hcolh held w 5Frt>rt-twm momv￿rketd0￿)￿ll wM•Xlr￿$mUmWh￿1enIt1ln1 P•ilVolunt4rySerb¢tomeetW¢rfl•l 4￿￿.1•1M Uablllde

Notes to Flnanclal Statements for the year ended 30 March 2025 Group Trndt dobiofs Other Oebrors Amount5 due IromoTgupundert•ltys' m•nts ahd Kcrved In¢ome 1.243 796 21)14 24 26 1.149 73 1.058 ••mMtsdu• from ar•tr￿n8￿k•rK11 aTrtr•r• Ih•i•lv• mM¢vi￿1￿d10l￿l attrltt IM•r•s1. IJ Cmdhws.. •mtyJrtsl•lkn ¢kn on•yuv r•VQUP fjr Ti•d•<rOtois 1,7X+ L141 Ill4 •4nouDt5 dueto iw ￿d•rt1￿w. 5oclal st(urlty•ndoth•tl•lS Other cr¢thtors 596 158 4)3 t35 631 249 482 Accru•ls •nd dtfttted Incmie 2,144 1078 979 )￿16 1.174 Amourt15 duelo hosp￿11% 1,174 5,657 7,1 ttht 27Mir￿t<￿nMUn1tysithl whEr• tht t•rmi •nd CQff4lllons sr•i thil •nyunderspond 55 repay•ble, or li r•wvO Ih ollh persod to whkh 51 r•11￿$.

Notes to Flnanclal Statements for the year ended 30 March 202S Fur T￿ Incw•fvnd501th•ww•ndthpclwrty5nthde r•5tr1MtrJ iwid5 ¢tyMSWiSif4th•fdkn¥ir¢ur￿p￿ b•l4rK•sofdonakns•n&ythTrts h•hl o trustto be4pplW for Wfic purposes. The translèrofl￿s￿eFrf¢sert.' . mDvemeN olkndsthwe th• r¢striok)n oi deMtlcn been exFondEd ￿ Iwr . re￿ISe olfun05 bKk toyneAI ￿trS whtre proSffts in reserye5 hO￿￿e￿n •J fqStsarEbplow - thtcreatk)n oftommUnAy5e￿Ce5l￿¥Js and cknsed howtal rt50rveso￿ of tho h05pltal fund ew￿&¢1￿114d fund5 durlry the year - •trahsferoffuThlsfrrffi8eneral rele￿$t0 h•Wtal fvnds lorsite5thataie uthp¢rtorrnlw •nd r¢qth ¢•rtrnlfundb Grtyjp tjLM•rth￿1 Leiacylun¢ Commurnlty cntitss OthrF fundi TDt•l rtttrlrted lunds 405 196 53 438 1.563 7S2 78 7,6921 I,iy 3,762 47 871 Illed assei hJTrJ COMML￿ty centresftsfvj Commum KIr￿s P•oplu thlcod• Lottwy. 20Z&25 Web de¥dop￿ent Sha the Fulyre With Vc4unterl t•dfvnth fj•D•r•l fuThds Tot•1 unr•strkt•dlun 1,298 175Q) 158 85 169 561 7,115 )Q,199 124 15 70 Toi•l 41 16

Notes to Flnanclal Statements for the year ended 30 March 2025 Thespeolk pJrpo5e5 lorhkh th rt5tsKledfv￿ muStbE aplled are asl¢lA￿. ThtlewyluhdetynwM5 mmbvs Ih•i ffiu51 bp us•d ￿tsy lh• lliatty. thJnd45 reprwftted èythe knlol outsi•ndstyrstrfrted le8ad•s. Th•1￿￿mUnItyc1thtrnSfvnd lundhfrDrn (bJnorSltyih••#hwK•ffl•niol¢￿ThMIty{eMr￿s. Ih•é•prntl•tkn èfth ¢t•It￿l, which Is Int1￿1•diDfI￿daSStt$. is (￿r￿d ayinst thrfrfund. Other I￿d￿r￿￿entI￿f and rowate I￿ornI ff¢¢rnd 51 lob• sp•rt IniccaithnL• •v4J wlll ￿ •Nynd•d Int￿ 1¢tr1r¥￿r. Howialfund. Rtyal Vduhliry SeThkehK • ¢tyxnytment ovéra Perf￿ itydlrett the'5Wp1￿ •arnKd in certilrrW•l serKe5 trthv 10 ¢h•i howtal, f¢f telurtsshmeni of that seryke orto devtlowent RV5cornrnunltyséNw. The TfUSt•¢s ￿lIev¢t￿l Ihe5¢yno1 ¢¢mmltrn•nts 5hDuld be treat•d•i unre5111ctedde4in•t•dfrJnd& WalVdyhtsrySeThk¢ ￿￿kon1￿th thB Iiusrsto e4r4thESE re5eThsln Ilntwlth le• eiw¢i•iths ind ¥r••d tlm•lr•rn•s. Th•K¥•d•ss•t reprewts th• I￿￿0￿d￿n ¥blue Olt•wlt4eflxedw￿ltA￿￿ryfkn1ts1d1•r$•1I,￿Sflstr￿l•d fvrds orcther •siin•t￿ l￿dI brl will ￿ •Npend•d in Iln•wilhd•wttl•tl¢n polKi?S. Comfflwlty bank•￿aUnt lundrnpi•wnts thom ILTh1sh•ld in comrnwlty proJ•¢i b•nk•ccountsth•th•¥e beqn ri15•d h<tThnmunltywoknti, •nd for whichtheTrustMs consSd•rth•kndsralsd Ihth• ¢on￿Ur11Y wal•¢t Ib•tth Mc￿¥ hasb••n nlsqd by. ThSIriie￿C Fundlnsstmwt h•5 bo•rsS•t ￿ In Nnp iihIlUf￿mIe￿Ctsjtt1h¥I toGrtr R•tilIlncl￿Ilr4 relu￿1$hmertQI 17 ktyhtywt￿ shop5 Indth•d by M•r¢h202& Trnmhlonfgw. £49kt¢in￿rrnd Irw yn•t•l lund5to¢tymW•t• ill fvndiwM•ywn* tyM•rth 2024. St•p Fowrd- wasfv1￿tu¢Hmd kn prlDrwr. 61

Notes to Flnandal Statements for the year ended 30 March 2025 Gffwp G￿￿r•I T•i•l 2024 Fwd ￿lIT￿e1¥t31 ￿Tth 1024w• r•w•s••t•dty', 2A47 196 Fl¥ed islet Investmints Not cwreTrt a$5•ts 11.724 11,724 119 2,715 1.165 15 2025 Fund balance5al 30 ma￿h1O25•re r•we5tntedby.' Fixed •55ets 3,997 12,133 JIB NET (v￿e￿I a55eis N•t•s 926 16 J• Fln•bKl•l •nd Ai )0 March2o25thtcrKTrmhmntsund•rr￿￿(￿tl•￿P•r1f111l•￿l￿ ￿1?1$1￿1r￿rt', 1025 Ilrnwplk awrfty - wthln on• yor . vAlhin h¥¢+i¢ y••rn .thorufttr Totll 625 617 449 170$ 694 At 30 kl•r¢h 1025th• irtyJp•nd(￿n￿fv4OEnll r•ph•l ¢¢rmiim•D¢b1202>24". EfilD. AI 30 M•rch 2025 theirrwJp•nd (￿rfty Énll tommllm•nN1102>14.. £r41. Atnhtte midJon•thins to Ihe ch•rlty l fftrimountlrrfio £15,1￿1202S-Il,. É3.W. A Inisitehtld i p•ldconwrD￿￿Il￿fi ih•Sh•plN the Future ¥￿thv&￿￿1èN￿¢dllb0r•iprt Th•o4rf¢ihor rd•Hnl w•tst￿ partytr•nM¢tl•ns•s r4quir•d ￿F￿SlO2 at XSM•rth 3025•r•wIlht￿ subthJlwl¢s of1￿cha￿￿.. WIIVS s•￿C•SWe11Il• ￿Mile￿ Riryil VrAuntiry S•r¥iCe Meils onwhtéls Llmtt RVS Swwce5 ITradlrrf> Llmlted 73 26 ITr 2024.25 Ihe IdlothnB IlanS•Ctkffis taok ￿t￿¢nIhe thrkyaDd its subsId￿rIeS.. WRV$￿Tr￿￿•NUQ Lknlt•d P•ymtrrts m•dE on behJlfofWAVS 5er¥i£es W¢W•r• LIMlted trlihe chir1tyt0om￿è•ffleThI m•ht4ement 01cred￿0Th. Ihtttp•ym•rfs•￿ ret￿r￿d vkl th Iht¢rcomp4nywhh li P•FiodlE•lly 5¢ttled ¥￿th • uih 114nsf•r. TrtsEtr•n54c¢iunslnclude tr•d• HMRC, Norechiry•s4r• frth• th•¢harttyth f•l•tiOhl tO•vhNdi •s Ih•4mo¥ntsarnlmTrn•t•iiyl. Th4 rykntw•4dh¢•Js RLWI V¢lvn•ryknK•, Aty•1V￿uftl+Th S•rvk•, 29 Chrhi St, StokE<￿.TrenlStlNs. STI 3JP. R•y•lWyntsry ThetFaTrsfef undr im of thetrJdinB piofit5al RuolVdunt&rySefyice Mulionwtrmk Llrnltod totreh•ityryl£ nll1202>24 £ nlll. Th•r•t•tal ¢th¢e45 Royal Vo¢uM•ry SeThk•, Wal Voluntstykrre. 19t￿rIeS St, 5toktrtybTient. Stsff5. STI 3JP. P•ymntS if rn4de on b•hallof fl￿31 Vol￿1ry5I1Vhc mel￿On Wh•ls Llmlt•d bythé chJDty lo•na￿••ffiC1qfit rn•nwm•ht ￿tredItorS. Thu• pawnems ale re(hary¢d blathe IDteicompany is PÈri¢4+•lly settled ¥th a cash rraThster. Thtr•n￿ctlQ￿5I￿CIUde ir4de citdltors and HMIC. No 4ry5 are midefTornihE thirltyln ml•tknitoa%th¢•dJ4stlR •mLwJnts•r• ifflmateital. ThEtran5fer undei 8rft aid ofthe I￿an$pr￿ts dftryol VduthrySeThoTradlr Llrnlted tothech¥btyo1£186k12023.24 £ nMI. ThlSba￿n￿Was +Wt•ndlni•ith• y••f￿. The rtlstwed oln¢• Rw•l Vdufit•rySN•. Royal Vo&wryknl¢e, 29Cfi•dti SL StoknrfTrTr•nt, Staff& STI 3JP. Payrnems are on ￿#￿0f ty•1 Voluntsryserrice Meamon Whedsiimiledfythe charltytoe￿N¢tffiElefftt ￿n￿enrOlcredltorl. Tl¢ irtrethaW¥ts thElnferc￿p¥nYwh1Ch11 PFlUdk•I￿￿￿tIe￿ r•sh trO￿tsr. These Indvde tr4de<¥￿t￿54r￿ MMAC. No rKharys4rn m•d•ftym the thJrltyin rela￿￿ lou￿10￿ •$ •mDunts arekn￿l•1th1.

Notes to Flnanclal Ststements for the year ended 30 March 2025 Mtthbt Al Illrtdy••r At•Thl oly••r sh IS611 12.0)?) 115•Jl Tot•1 S.￿> Cash 3JJS 4173 C•shiqufvil•nt5 T•tsi