14CIAL STATEMEMTS FOR THE YEAR ENDED 30 SEPTEMBER 2025 FOR NORTHPOINT WELLBEING LIP￿TED IA Company Limited by guarnntee) REGISTERED COPIPANY NUMBER: 03216262 Registeved Charity Numbw: 1057908 111 *AF2L¥¥Y31' 2?J0￿026 COMPANIES HOUSE A19 NORTHPOINT WELLBEING LIMITED FINANCIAL STATEMENTS YEAR ENDED 30 SEPTEMBER 2025 CONTENTS Page Charity Reference and Administrab've Details Trustees, Annual Report (Including Directors, Report and Strategic Report) Independent Auditorfs Report 25 Statement of Financial Aetiwties Ilnduding Income and Expendilure Acccyjnt) Balance Sheet 30 Statement of Cash Flows 31 Notes to the Financial Statements 32 NORTHPOINT WELLBEING LIMITED CHARITY REFERENCE AND ADMINISTRATIVE DETAILS YEAR ENDED 30 SEPTEMBER 2025 REGISTERED CHARITY NAME: NorthFM)int Wellbeing Limrted A company limited by guarantee CHARrrY NUMBER: 1057908 COMPANY REGISTRATION NUMBER: 03216262 REGISTERED OFFICE: The Small Mill chadW￿k Street Leeds LS10 1LJ TRUSTEES: P Ball P Chatterton C Dada S Evans F Grossick L Hilliard C Humphries G mill￿hamP A Best {apFL)inted 24.02.2025) CHIEF EXECUTIVE OFFICER: D Pearse AUDITOR: Saffery LLP 10 Wellington Place Leeds LS14AP COMPANY SECRETARY: M Hcrfbury NORTHPOINT WELLBEING LIMITED CHARITY REFERENCE AND ADMINISTRATIVE DETAILS Iconlinued) YEAR ENDED 30 SEPTEMBER 2025 BANKERS: CAF Bank LI￿￿ted 25 Kings Hill Avenue West Malling Kent ME19 4JQ 8 Park R(Mf Leeds LS1 5HD Mc*Julr Finance Scate spa￿ Vthrte City 58 WcKd Lane Lond￿ . W12 7RZ sOUc￿oRS. Torque Law LLP 2 Maple House Northminster Business Park Upper Poppleton York Y026 6QW Ward Hadaway 5 Wellington Place Leeds LS14AP Vlhgleys Solicitors LLP 1￿21 CookTrJge Street Leeds LS2 3AG NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT Ilncluding Directors. Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 The Trustees present their report and the audited financial statements of the charity for the year ended 30 September 2025. The Trustees have adopted the provisions of the Statement of Recomrnended Practice ISORPI 'Accountin9 and Reporting by Charits"es" (FRS 1021 in preparing the annual report and financial slatements of the charity. The financial statements have been prepared in accordance with the aceounting policies sel out in the notes to the accounts and comply wrth the charity's goveming document, the Charities Act 2011 and Accounting and Reporting by Charib'es." Statement of Reeommended Practice applicable to charitses p￿pa￿ng their accounts in accordance with the Financial Reporting StaThJard applicable in the UK and Republic of Ireland. TRUSTEES OF THE CHARrrY The Direclors of the charitat￿e company are its Trustees for the purposes of ¢harity Liw. The Trustees who have served during the year and since the year end were as folltrws". Trustee P Ball A Best P Chatterton C Dado S Evans F GroS￿Ck Role Trustee Trustee Trustee Trustee Trustee Trustee Ilnterim Chair from 24.09.2024. Chair from 24.02.2025) TnJstee Trustee Treasurer Date of appointment 18.102021 24.02.2025 17.10.2022 15.11.2021 17.10.2022 17 07_2019 Date of Reslgnatlon L Hilliard C Humphries G Millichamp 20.02.2023 17.102022 20 09 2021 MANAGEMENT TEAM A new rnanagement structure was implernellled during Ihe year. with a Senior Leadership Team of six tjirectors supported by four Deputy Directors as part of a Senior Management Tearn.. Senior Leadership Team D Pearse M Bowers H Buileigh H McGlinchey Ch￿f ExecutNe Officer Director of People and Culture Director of Operations. Adult Services Director of Operations. Children and Young People Services and Clinical Lead Director of Finance Director of Business Development M Horbury R Kearns Senior Management Team A Cater J Hanney Assistant Director for Govemance and Polscy Assistant Director, Children and Young Peoples Servi¢e5 Resigned 30.06.25 Si5tsnt Director. Adults Services As5istsnt Director. Innovab'on & Impact (from 01.11.24) Assistant Director. Children and Young Peoples Services (from 01.06.25) N ￿elan A Coates . T Pas5ey NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT (Including Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 OBJECTIVES AND ACTIVITIES Objectives Northpoinys charilable otFds are'to wesw¥e and woteLI goc¥J heath both mental and phy5Ka, in particular but without limth'ng the foregoing by the provigon of a conffidentia counselling service. and lo provide eduCat￿n and training for those invoTr4ed in counsellirg.. Al Northpoint, our viS￿n v6 a worw Ihal supports g¢xxI mental hearth for all. Our Purpose is to delNer effective mental health supwt and 50lulj.￿S ILY peo￿ and eommunit*s in Yolkshire and beyond. We believe timely access to appropriate suppc¥t. particularty tslkn'ng therapy. is an effecb.ve way of yomotin9 emotsonal wellbeing and re&"eving mental distress. for people of all ages backgrounds. We deliver therapeuti¢ and preventatNe seNtis 1hose exFwEnang emtional drfficuhies or distress and provide a safe Spa￿ in which di5tuthd or drfr￿Utt enTr)tions can be eXp￿Ssed. contsined. and considered. We deliver services, which help people lo better understand the issues they are experiencing. consider choices and solutions open to them and lake steps toward5 making changes. The acb'vilies of NorthF*)int are undertaken specthcally to ensure the charitatle objects meet the publi¢ benefit requirement and the Charities Act 2011. We have referred to the Charty CommissiC￿'S general guidance on public benefit when reviewing our objedives and in ￿annIng our future a¢ts"vits"es. Actlvttles During the year, Ncllhpoint promted tin* acctss to apKYopriate SUPFKffl through tr￿ folbwing activities". the Leeds Mental Wellbeing Service. for NHS patients. Lmlhs is a partnership betsveen Leeds Community Healthcare NHS Trust. Leeds GP Ccfflfederats"on, local charities Inspire North and Touchstone, Leeds and York Partnership NHS Trust, Women'5 Counselling and TheTapy SeNice, Homestart Leeds. le50 Digital Health. Silverdoud Health and SignHealthl. prirnary care mental health prath"tioners based in part￿"patr.￿g GP surgeries in Leeds. commissioned counselling ser¥ices for parents & carers of under Ss, in CO￿￿￿nIty settings across Leeds, free at point of aeeess. therapeulic inleryenlions lo tsrgeted pupds and parents in over 200 schooLs, mostly situated around Leeds bLJI including sorne ￿hoolS in York. Doncaster, Huddersfield and Harrog*e. Calderdale Open Minds, formerty known as the T￿r 2 Child & Adolescent Mental Health semce {CAMHSI. Calderdale Mental Health Support Team fvnded by NHS England and Health Education England, delNer¢ng therapeutic interventh.ons and sUPPQrt setvices Wrthin a'whole school approath. across Calderdaie sthoo15. access to private therapists hosted in ¢wr Leeds Srro11 Mll therapy rRntre. managing CYP refeTh￿ waiting lists on behaK of Kirklees CounryL counselling lo emF4oyees referred by local employers in Leeds. PUBLIC BENEFIT In setting obieelives and planning the charty's activrties. the Tru5tee5 have paid due regard to the gu￿anCe on public benefit published by the Chanty Cornmission. NORTHPOINT WELLBEING LIMITED TRUSTEES. ANNUAL REPORT Ilncluding Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 TRATEGIC REPORT Achlev¢ments and perfomiance Menlal healthcare landscape Thi5 year has brought announcerrent5 from Central Govemment, such a5 the downsizing of integrated care boards. structural changes within NHS Trusts. and the absorption of NHS England into the Departrnenl of Health & Social Care. which do raise concems In the short lemi about potential disruption to planning. commissioning. and impleffonlalion across Ihe system. and we also recognise the impact for system colleagues. Funding and cost pressures at every level and ongoing high demand for mental heallh services continue to challenge us to think differenuy and explore new ways of delNering services. The NHS 10-Year Health Plan provides some opportunib.es for.Northpoint in areas that will enable us to build on our existing services and approach, partieularty in the areas of eaty intervention, ne￿hb)Urho0d health and digilisalion. Our strategy helps us keep moving foNiard, and we will focus on broadening our income. planning for the future, and listening more closety to those we serve. Our tslenled people. tnjsted reputation for quality delivery. and strong partnerships- combined with the pr(￿re$S we've made in fostering a culture of innovab.on and digital transformation - provide a solid foundats.on for continued development. Le•dership The Board of Trustees has remained Stab￿ under Chair Fi Grossick during her inaugural year. providing constructive challenge and support to the Seni(K Leadership Team. made up of five Directors and our CEO Duncan Pearse. Dunean has suceessfLtlly eamed the Chartered Director qualification and taken on a new role as VCSE representative on the West Yorkshire Mental Health, Neur￿lIVerS￿ and Autism Board. whilst the organisalion has become an Executive Member of the KÈSI & North Yorkshire Chamber of Commerce. The Senior Management Team ISMTI saw a slight change wrth the departure of our long-standing Assistant Director for Children & Young People's Services, who has been succeeded by an internal candidate. Staff now receive monthty SMT updates via our intranel Hub and rnonthly managers, briefings for team casca(Jes. Progres$ against our 2023- 2026 strategy Our fourth annual Charity EXc￿￿nCe Framework {CEF) review shthved continued prcgress across income generation. govemance. people. communicatmjns. finance and resources. risk, operations and strategy. eaming us the CEF Quality Mark for the first time. The review high1￿hled the need to slrengther4 our use of Al, which we are addressing through inits"ats"ve5 suth as pilo￿"ng Advanced Copilot licence5. Overall, we are pleased with the pr￿]resS and value the CEF as an assurance tool for tru5tee5 that we are meeting our responsibilities as a tharity. Deliver the best experience of mental health support Brib'sh Association for Counselling and Psychotherapy {BACPI AccreditatK We ￿Marn fulty accredited wrth BACP. rneeting all its annual rolling re¥￿W requirements. The extemal review assessed areas such as clinical govemance. thera￿st numbers, supervision. CPD. safeguardin9. and Servi￿ stsndards. NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT (Including Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 °Northpoint clearty provides a valuable service to its local communities. This Annual Rolling Review demonstrates that Northpoint continues to te professK)nally managed with a strong focus on ethical considerations." Empowering Future Mental He•llh Professionals Buvsaries and placements We've launGhed hands-on Flacements forfour counselling students through a partnership with Leeds Beckett University {LBUI, working with passionate individua15 Committed to supporting our community. These students provide vital counselling to parents and carers across Leeds school dustefs. As part of the LBU partnership. we also offer fee bursaries for the MA Integrative Counselling course io support Black. Asian and other under-represented groups in the counselling and mental heatth professions. priorilising placements to further their development. Supervision for psychological training placements We partnered wlh InvictU5 Wellbeing to support a national inib'atNe expanding the children and young people's menlal heatth Wc￿kforCe. InvictU5 hosted three trainee practib"oners and one systemic family practitioner frorn Greater Manchester Mental Heahh NHS Foundatson Trus( combining university training with hands-on support for young people. while we wovided dinical supeprfision, group reflections and going support. InV￿tUS CEO Danny Hutchinson called il.a fantsstic step forward in multi-agency working" ensuring timely. effecb.ve mental health support Single session therapy As part of our wmmitrnent to providing timely. ￿$Sible mentsl health SUPFQrt we've been pilob'ng Single Session Therapy ISSTI across our Schools Therapy service. Calderdale Mental Health Support Team (MHST}, and Open Minds ICAMHSI. Leading SST specialist. Professor Wndy Oryden, delr¥ered two days of training which shaFed a wthel for delivering SST across ser4ices. Eaty feedback from young people has been encouraging, wlh many leaving sessions feeling understood. equipped and hopeful. We'll conts.nue learning from the pilot an(1 explore how SST can complement our wider mental heath offer, ensuring fiexible. compassionate care. L￿d innovation Roadrnap for Innovation SMT and other colleagues have initiated a programrne of work wrth Birch Tree Associates to create an innovats'on roadmap that balances maintsining our core purpose with creatsng capacity for future change and contribule lo the development of our next slrategy. This prc*Jramme of work is based on the theory of org￿lsatIonal Ambidextenty. referring to an organisaticffl's abilty to be efficient in its management of today's lyjsiness and also adaptable for ¢oping toThKxrrWs changing demand. NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT (Including Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 Research We have launched a comparator evaluabon project alongside si￿erCI0u(fr$ by AmwelD, and York University in support of NICE to further build the eviden￿ base for SilverCk)ud's digital guided 5elf-help CBT programmes for anxiety and low mood in young people aged 13+ We are providing 5UPPOrter oversight for clients, who will monitor engagemen( risk, and outcornes. offer encouragement and pracb.cal guidance and carry out pre and post-intervenbon measures. Digital events As part of Leeds Duital Fests"val in Septernber 2025, we hosted Digrtal TherapEs & Al.. Rethinking Mental Health Access in practi￿ al the Small Mill. bringing together our team an(1 partners from Silvercloud and Aire Innovate to sha￿ insvJhts and innOvat￿n$. Following priorities idents.fied by the Vrfest Yorkshire Neurodiversity Programme for digital solutions to improve diagnostic pathway5, we also held a Tech Showcase Day wilh digital innovators and stakeholders from the Integrated Care Board {ICBI, sparking collaboration and practul ideas. A key fo￿5 wa5 ensuring digital tools comF4ement existing seNice5 for joine(kup care. Building on this momentum, we will pilot an ADHD profiling tool lo improve access and outcomes for neurodiverse individuals. We have invested in attending external health innovation events to connect wrth innovatofs, Oicy makers and suppliers and stay on lop of industy developmenis. induding HLTH 2025 Europe. Be a brilliant place to work Investors in People IliPI We are proud to have achieved a 'lNe Invest in People Silver, accreditatKJn in our inaugural liP review in October 2024. as well as being named finalists in the liP awards. under the Employer of the Year category. This recry3nrtion re11ecls the commitment and hard work of our colleague5 and the [￿tive. collaborative culture we have built together. Annual engagement survey For the first trme, we used the liP staff survey to enable beller benchmarking and tracking against liP objective5. Results show stronger focus on wellbeing. belonging. and clarty of purpose. with extemal recognit￿n and geographic growth ranforung confi¢Jenee during d)ange. We achieved a 60% response rate and a score of 73719001'9oc>J'l. wilh lop marks for shared values, initiative. collaborats'on. and job interest. Areas for improvement have been identsfied and wjll be reviewed in next year's survey.. Staff conference In June. our stsff conference iyought colleagues together to reflect on progress. share learning and shape the future. Centred on the 2025 theme of'belonging,, the event featured stories. talks and interactive sessions exploring what it means lo feel seen and suppjrted. Staff voice was at the heart of discussions. influencing future plans and reaffinning our commitment to workn'ng Icgether to meet growing demand and deliver high-quality care. NORTHPOINT WELLBEING UMITED TRUSTEES, ANNUAL REPORT (Including Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEPABER 2025 Advancing EEDI and Belonging Our SMT has launthed a programme on Equty, Equality. Diversity, Inthsion and Bek)nging IEEDIBI, beginning with the first of three ccAlaborative sessions led by experts Sonia Mayor and Simon Wlson. Together, we explored a shared vision. engaged in restorative conversab.ons and planned inrtialives lo foster belonging across the organisation_ Key principles include pausing to understand before ath"ng, using power responsibty, responding thcHJghthJlly, and embracing lIe￿bIlity and learning. This marks the start of a transformatbve joumey to create a culture where every voice is valued and induded. Staff Wellbeing and Ihe Mindful Employer Charter Our Wellbeing Group has developed a Staff Mental Health & Wellbeing Action Plan with three priority'es.. building a communty that embraees dffterence and supw)rts grThvlh, F4acing mental health and wellbeing at the heart of our ¢ulture. and improving communication to encourage openness and ideas. We srgned the Charter fry Ernployer5 P05iti"ve Aboui Menial Heallh. reinforcing our commrtment to a workpla¢e where mental health is valued, support is accessible, and manager5 have the tools to promote wellbeing. By fostering an open. understsnding culture. we aim to make it easier for colkagues to seek help without fear ofjudgemenL Embrace and launch of the Neurodwergenl Peer sup[￿ Group Our Embrace Netsvork continues to meel every six weeks. providing a safe space for colleagues lo explore h¢)w racism, discrimination. and othering based on heritage affect their personal and professional lives. The group values openness. allowing members to come as they are and share expenenees. In 2025, we also launched a Neurodivergent Peer Support Group to share infomiation on reasonable adjustments and Access to Vlork. discuss lived experiences, promote faimess. and empower neurodivergent colleagues so every voice is heard. Estates We ve now been located in our Commercial Street premises for 2 and half years and 2 years at The Small Mill. Our workplaces continue to evolve based on changin9 needs- staff and visitor feedback and need to improve environmental sustainability. New central roles in both k)cab"ons provide estates and facilities 5UPPOrt. An access review led to the r￿ent installation of Evac-chairs, with key staff trailled on their use. We continue to welcome partners to our buildings and h05t muttiple events. Be fft for the future Financial fitness In this period we have rewewed and updated several of the building blocks of financial man￿emen[ proce55es and systems, for example the introducbon of longer-term finanryal models, monthly management accounts and moving to a business partnering model through routine engagement with wider management to review both actual performance and input into future foreca5L We have a150 implemented new key contracts with advanced supplier Manage￿￿nI lo support the finance function over the short, medium and longer term induding banking. insurance. audit and payroll. NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT Ilncluding Oirectors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 Impact framework A small team, led by ourA55iStant Director of Innovation and Impacl. aThl including our data professionals have been working alongside eonsullants to build on our Theory of Change model and develop our impact measurement and dats strategy. measurement fraff￿Work. and impact dashboard. with an initial focus on modelling this a¢ross our children and young people's services. Our aim is to understand our wpulats.ons and their needs. expand access to care, enhan￿ professional practice through data-driven insigh15. and demonstrate our impact as leaders in innovative mental health delivery. Governance We have redeswned and revised Memorandum and Alte￿5 ofAssC￿lati0n, whth sets out our purpose and the rules for how we a￿ govemed and oFerate. This has been developed alongside Ihe governance struclure, objects and associated temis of reference for the Board of Trustees. This has ￿ to the cre8lion of a Finance Committee. and a Remunerats"on and Nominaty"ons Comrnittee. which we are now embedding and 11 continue to assess Ihe success of ￿ new structure as we COMp￿te a full annual cycle. Investors in the Environment {liEI In June, we began ourjourney towards Investors in the Environrnent {liEI accreditation. a framework for reducing environmental impact and embedding sustainab￿ practices. We have benchmarked energy use. reviewed waste and resources, identified Green Champions. and gathered stsff feedback through our liE survey. Our next steps Involve rolling out Green Champion training, improving recycling guidance. and reviewing procurement and Offi￿ practice5 to cut ￿ngle-USe items- supporb.ng our goal lo align wth the NHS nel zero strategy and build a culture of environmentsl resp￿sIbIl￿. Communications After much researeh and benchmarking, and careful consideratson of growing concem5 over Ihe governance of X Iformerty Twittefl, we look the decision to step away from the pLqtforrn. We opted to create a Bluesky accoun[ as It offers a space where users can posL reply. and interact much like they did before- without the issue5 that have made X an increasingty difficult space to navigate. V4È remain active on Linkedln and alongside Bluesky, we feel these proV￿e a sustainable and posikn.ve sp* for authentic interactions with our stakeholder5 Strategy planning As we are nearing the end of the 2023-2026 strategy. we have launched a programme of work to develop strategy for the next period with an away day in JLJne attended by trustees and the senior management team. This enabled us to.. Set out a¢hievements in the current strategic perityj Explored some risks and opportunrb.es and appetste for risk Considered the founding prifbciples of the next strategy. Development work wll continue towards the laun¢h of a new strategy in Aulumn 2026. NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT Ilncluding Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 Services- •dults Leeds Mental Wellbeing Service ILMWS) We've been delivering this seThice since November 2019. in partnership with Leeds Community Healthcare NHS Trust ILCHI. Leeds and York Partnership Foundation Trus( Community Links, Touchstone. Leeds Homestsrt, and Ihbmen's CounseNing. We received a ￿Ctryear contract extenS￿fi in this period. whFch has led to CO•produced service development and improvement. and cost improvement plans to ensure Sery￿e5 are fft and Secure for the future. We are proud lo host the role of Direclor of LMlO4S on behalf of the partnership to drive forward these plans. LMWS NHS Talking Therapies Introduction A5 part of the national drple to improve a¢ces$ to n￿ntaI hearth support. the NHS Talking Therapies element of LMWS continues to rday a vital role in helping people manage comw ¢ondrtion5 like depression and anxiety. We remain at the forefront of this work, leading the way on the EmploymenlAd¥isors in NHS Talking Therapies programme. embedding employment support directy within the service. Our team We currently have 68 Talking Therapies staff working across Ihe serwice in a range of roles. including counsellor5. Cognitive Behavioural Therapy ICBT) the[a￿sIs. Eye Movement Desensitisation and Reprocessing IEMDRI therapists, ¢¢)uple5 coun5ellor5. employmenl advisor5, Psychological wellbeing pracb'tioners. mental health practitioners, Hdpful Conversations pracirtioners, and operational managers. Ill July 2024. we expanded our dinical ￿PaCity wth the introduction of a new team comprising C8T therapists. psychological wellbeing practiti'oners, trainee psychological wellbeing prath"b"oners. mental health pracb'tsoners and an operational manager. Vve were allocated three additional trainee cc*JnitNe behavitiur therapist posth"ons, all of which were filled by existing Northpoint staff through a joint recruitment panel LMWS parthe￿ and the University of Sheffield. The LMWS Employmenl Team is overseen by a Northpoint Operational Manager and includes iwo senior employment advisors. one ofwhom is NorthpeinL and seven employment advisors. including one from Northpoint. This contract extension has now been conffimied. wrth funding secured until March 2026. Key updates In partnership with Inspire North and Touchstone. we have successfulty delNered empkiyment support to LMWS Talking Therapy dienls. Building on this. we have launched an extension of the service within LMWS Primary Care Mental Health IPCMHI. The PCMH Employment Advice Service includes three employment advisors. with one each from Northpoint, Touchstone, and Inspire North. which is funded until March 2026. We have taken on operational leadership of the Talkry Therap￿9 Silvercloud digital CBT prograrnme. As part of thi5, we ￿nth"buted to the NHS Digrtal Trailblazers inits"ab"ve. focused on improving engagement and recovery oulci)me5. We have overseen the IMP￿Ments￿.0n of operabonal thanges resultsng from this work, including the development of improved and St￿MIlne￿ slandard operating procedures. io NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT (Including Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 Over the past year. we have contsnued to embed and refine the Couples Therapy for Depression offer_ This has included regular rr*eting$ to explore ways of improving accessibilty and increasing referrals. such as publishing bi-monthly features in LMWS Today and simplifying the referral pr(Kess. A group of Slep 3 Counsellors were inVo￿ed a difficutt prc¢e5S to regrade their roles to Band 7. in line with the Talking Therapies handtKKsk. )￿lIst the outcome is a p)sitsve one. the process and experience has been difficult, not least due lo Ihe complexitr.es of working in partnership. and we have identified learning and shared this with the partnership. L(M>king ahead The partnership is wor￿n9 proaclively to conb"nuousty improve the service. through acts've engagemenl with a service development and cost improvement plan. As part of these plans, many aspects of the service are being reviewed lo increase capacty and better ￿￿et demand. For example, by collaborating with the Screening Hub managernenl team we've developed opts.ons appraisals that explore creative, cost-neutral ways lo reallocate resources where they re needed rn05t, and these will be implemented in the next period. We're also identifying new ways to make the most of tyjr digttal offer to help manage demand more effectively. Feedback Serwce user.. "They are a brilliant Iherapisl who constanty listened to what I had lo say. tailored the treatment to my needs, and consistenuy advrxated for my safety and wellbeing. They were always professional and well-informed. whilsl never losing any of their caring and cornpassK)nale attitude. I can walk away from my treatment saying, wrth certainty, that working wrth them has helped me magnificently.. servi￿ user.. "l am so gralefvl to my therapist for all their help and SUPFM)rL I feel like I have my life back and an be happy again. I'd forgotten how goc*J il fee15 to INe life posityvely.. LMWS Primary Care Mental Health {PCMHI Introduction PCMH Is a crtywide partnership befvfftn the NHS and third sector providers. funded by the ICB. Launched in Novernber 2019, the service was designed to suppjrt GP pracb"¢e5 and their tearn5 in managing the mental health needs of patienls who fall oUts￿e the exiskn'ng provtsion in Leeds. Through PCMH. LMV4E continues to bridge gap5 in mental health support for those who do not benefit from Talking Therapies and do not meet the threshold for sec￿dary care services. The team works directly with patients, offering a mix of rerrmlte and in-person sesgons. alongside a variety of group intervenb"ons. Our team Our team forms an integral part of the WKJer PCMH workforee. providing leadership. operational support and clinical ddivery. The team includes the LMVIS Sen4￿ director. operational head of service. senior operational manager, 2 operational managers. 3 deputy managefs. 23.5 FTE mental health praclrb"oners and 4 administrators. NORTHPOINT WELLBEING LIMftED TRUSTEES, ANNUAL REPORT Ilncluding Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 Key updates The NHS Comrnunity Mental Health Transformation programme was rolled out citywide in March 2Q25. The aim is to ensure people ean access the right ￿re and support at the eartiesl point of need and receive help closer to home. enabling them to live healthy and fulfilling INes wrthin their communities. We continue to engage and influence to enhance the access and experience of mental health service5 for the adult population across Leeds. We've introduced the Wellbeing Group. Covfacilitated by Northpoint praetrt￿￿ers, whith deltvers inter¥ents'ons similar to those offered in one-l(pone sessKins. providing a more xcessit4e. group-bas&J opti￿. Partnership working remains centra to b)th our PCMH seNice and the wider Comrnunity Mental Health Transformation programme. PCMH operates as a collaboraknve model betsveen ourselves, Leeds Communty Healthcare NHS Trust, Leeds and Yotk Partnership NHS Foundation Trust. Leeds GP Confederation, Touchstone and Comrnunity Links. The ongoing devebprnent and embedding of Cc*nmunity Mental Health Transformabon acr055 the city enables us to work as one health and care system. pi¢)viding per50nali5ed support for [￿pIe and their Communities. This approach includes contsnued progress on joint triage prctesses. co-locabon wrth Community Mental Health Team ICMHTI Col￿gUeS. and strengthening connection5 wth partners across the model. Looking ahead An assessment has been completed to review our staffing rnodel. ensuring our service can meel demand while delivering cost savings through a qualty and value programme. The outcorne incluejes reducing the mental health support worker role. while expanding mental health practitTroner and administrative capacity. Mobilisation of these changes is now in the planning slage. At the same time. we continue to navigate financial and contractual challenges to secure and strengthen our services for future commissioning. Transfomialion Service Devek)pment and Improvement Plans have been completed. oU￿1ning potenlial work wthin the transformed hubs. This includes the 'no wrong front door, woposal, which will position PCMH at the very forefront of these hub5, ensuring that every individual can access the righl support without barriers. Feedback ServicÈ user.. "Thank you for the Ca￿ and support I've received so far. I'm truty gratef￿ for the kindness, pab"ence. and professionalism shown throughout my experience. I'd like to highlight the imwrtance of consistent follow-up as part of my recovery and wellbeing. Mental health is a joumey. and having the a55urance of steady support realty doe5 help buikl trust and PTogre55." Service user. I felt that I was listened to and my feelings were vak"d. I was offered resources to help me whi15t waitsng for my referral. I reaity appreC￿ted thaL" 12 NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT Ilncluding Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 Leeds Community Mentsl Health se￿ICe$ Introduction Our Communty Menial Health SeThiees are made up of four sMal￿r teams.. Heallhy Minds, Community Wellbeing Connectors. Mental Heallh Advisors. and our Community Mental Health Team ICMHTI.. Healthy Minds offers early help for anxiety arKI depression through brief intervention5 and signposts"ng. Community Wellbeing Connectors (CIWL) work with Feople INing with serious mental illness to rebuild confidence and reconnecl wth their ¢1￿mUnIties, in partnership with other local organisatsons. The Mental Health Advisor Service acts as a single point of access ts mild to mc4Jerate difficulties. delivering short-tem) interventions and onward referrals. CMHT practrtioners Provide structured support during discharge and transition. promoting recovery and eontinuity of care. Together. these services ensure limdy support reduce isolation. and foster resilience. Our team Funding changes also reshaped our community wellbeing connectors. with two Addilional Roles Reirnbursemeni Scheme roles ending. Vve now have Ihree connector5 working across the south of the city. continuing to link individuals the support they need. Leeds Siudenl Medical Practice and The Light Surgery ended one part-ty.me ￿￿tal heath advisor contrac[ and the CMHT transitioned from Ihree brief intervenb.on posts to three rem¢)delled rdes cttywide, ensuring we remain reswn5ive and focused on delivering iryacL Throughout the past year. we remodelled the CMHT offer in partnership wilh the ICB, ensuring services remain responsive to local needs. In Middleton and Hun51e( we extended access hours so both practs"tioners now offer additional evening app(yntments, enabling people lo get support al a ts.me that work5 for them. In June 2025. changes to contracb'ng arrangements led to the loss of Healthy Minds practs'tioners in Beeslon, Middleton and Hunslet. The PCN chose to contract directty wilh Northpoint. rather than through the NHS Confederation. This trans￿On has enabled us to extend SerV￿e hour5 in the area until 8pm. ensuring improved a￿e$S and ¢￿tinuIty of care for the communib.es we serve. While Chapeltown Primary Care Ne￿ork (PCNI made the difficult decision lo end its Healthy Minds contract due to budget constraints, we continue to deliver these key services in Amiley, Crossgates, Middleton and Hunslel PCNS, Maintaining vital access for local people. K•y updates We are now part of the Leeds c1￿MUnty Mental Health Alliance {LCMHA). whith is a collaborative netr￿rk formed by key voluntary sector organisations in Leeds. induding Northpoint, Touchstone, Leeds Mind and Barca, working closely wrth the ICB. Ils purpose is to deliver ioined-up, personl nursing team and public heallh. Connections with a ￿￿lts'-a9enGy screening team. the W￿er srxial care leam. and education colleagues have deepened, contnbuling lo more integrated planning and delivery. Throu9h its role in improving integration through a single point of contact across Open Minds. the team is increasingty recojnised as a key provider within the local mental health and wellbeing system. In 2025. we rerRNed fvnding to e5tabli5h an addibonal MHST. enabling u5 to extend support to ten more schools dunng the team's training year. This expansion reflects Our continued Commitment to increasing access to earfy mental health support across Calderdale. A further 20 5th1)ols are expected to join in March 2026, bringing our overall coverage to approximately 80%. 17 NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT (Including Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 Looking ahead The government has set out an ambition for 100% MHST coverage Trationally by 2029130. In response, we are a¢liveW working with commi5510ners to explore how we can achieve fvll coverage locally. These discussions are focused on ￿entifyIng sustainable and innovative l￿de15 Of delivery that maintain quality. equty, and contsnuty of support. We're mapping learn capacty and revIe￿ng how we deliver across the three core functions of the service. This work is helping us better understand how to optirnise delivery and plan for future growth. With two years of funding now secured, we are exploring how to extend our reach 10 100% of schools. Feedback Seryice user." "A￿SIble hdp- understanding and neverjudgey.. SeNite user.. "I felt as rf I was under51ood at all bmes. regardless of my feelings on the day or in the past. I liked having a safe place to talk to someone I tTU5L I feel valued and that the care I have received ha5 been overly beneficial." SeNi¢e user. "l think just having an outlet to Speak to wdl do anyone who is bottled up a lot of worry and emotion good. Liked the tethniques provided to manage wory.11 ga¥e me a sense of structure - having to come to appointments and practise the interyention. Kirklees Waiting Ltst Initiative Introduction We've wilinued our partnership with InvictU5 Vkllbeing to delr¥er mental health and emtional wellbeing support to children, young peopbe and families on the warting list in Kirklees. Commissioned by South Wesl Yorkshire Partnership NHS Foundab"on Trust ISWThFTI. the In￿al phase of the project ran from November 2023 to June 2024. supporting 260 referrals. This collaborats've effort brought together the strengths of both organisatsons, combining InviclLts Wellbeing's comrnunity-based support with therapeuuc input from our teams. The service offer included a range of tailored inteNentions, such as induding one•to￿ne therapy. CBT, parent4ed CBT. neurodiversity brief intenrfentions. and a¢¢ess to Silvercloud digilal wogrammes- ensuring that familie5 T￿e1Ved timely. appropriate care while waiting for bnger-temi support. Foll¢Jwiny the initial contract peri(xl. we received a direct ward to manage ad-hoc refeTra15. enabling us to support a further 250 children and young people. Vthile the original Contr￿ concluded in June 2025, 8 new award has been maje to supwt approximate￿ 600 referrals betr*een October 2025 and May 2026. Our team Ad hoc comrnissioning has meanl we needed to offer a flexible workforce mc*del and with the conclusion of the initsal Contract in June 2025 the inits.al team wa5 decornmissioned. We were able to relain the same project manager who provides oversight of b)th OFerational and clinical aspects, which SUPFOrted our ability lo quickly mobilise a new team to suFport with additi.c￿al referrals. The team now includes a 21-hour administrator alongside therapists. A bank of therapists will remain available to deliver online sessions an wj-hoc basis, ensuring flex*le support continues. 18 NORTHPOINT WELLBEING UMITED TRUSTEES, ANNUAL REPORT Ilncluding Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 Key updates This reporting period has seen strong mults"_agency collaboration. leading to new contract opportunities and expanded service delivery. Children and young people (CYPI who had been warting up to 12 months were able lo access tsrnely inlervenlion5. Service adaplations have resulted in improved engagement, higher comF4elion rates, and better outcome scores. with not attend {DNAI rates significantly reduced due to tailoring intervenb'on5 to meet the needs of CYP and their families. In balch 1 (20241, DNA rates were 6% wrth high dropouls and dedined offers. Service adjustments Teduced this to 4%, meeting KPIS. For batches 2 and 3. group intervenb.ons were replaced with a bespoke bnef inlervenb.on model. led by the child or parenl. improving engagement and l¢)wering DNAS further. Feedb•ck Service user. My therapist gave me different advice and helped me to see things differenuy.. Service user. "Getting to talk and geth'ng help thrc￿h problems I have faced that week." In519ht from a rewt A young person has gone from not leaving the house or going to school without a parent V￿th them, to being dropped off in town to independently ffind their friends. as well as going to school full-tsme and lots of other things they ¢(￿ldn't do before. Leeds Mindmate SPA Following a review led by Leeds Community Heallhcare NHS Trust and supported by West Yorkshire ICB, we have been commissioned lo delNer the Leeds Mindmate sing￿ Poinl ofAccess ISPAI service. This service plays a vrtal role in processing referrals for ernots.onal wellbeing, menlal health and neur¢)developrnental needs for children and y¢)ung peo*. We have supported Mindmate SPA since its inceplion, vnth a small. dedicated team alrea(ty embedded in the servi￿. We are now expandng Ihat role, introducing our Caklerdale FPOC rnc*Yel and digitising the process to improve efficiency, accessits.lity and the experience for those seeking supporL Our am is lo reduce referral handh'ng limes and create stronger connections betsveen serV￿eS for the benefit of referrers. staff and. ￿)st lmFK)rtsn￿y. children. yOLtng people and their farnilies. Work is n¢)w underway on a detailed mobilisat￿n and implementab.on pbn ahead of launth in earty 2026. Acknowledgement to staff Our Feople are at the heart of our organisation and it is their commitment and dedication that enables the provision of quality services. The Trustees wish lo ackn0￿e￿9e this and extend their thanks and gralrtude for Iheir efforts and hard work over the period, particularly in light of central government announcements. funding pressures, and ¢ontinuing high demand. all impacting our mental health services. 19 NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT (Including Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 FINANCIAL REVIEW The charity was able to prTrJuce a surtAu5 of £3.539 in the year {2024 £814.353}, Ihrough Ihe prudent management of resources. and the development of new ser¥ices and incorne Streams to replace expiring funding stream5. Current year surF4us was after the rec03n￿.on of rental incentive and dilapidations provision5 in line with Small Mill propety lease. Prior Year Surplus was boosted by one off release of deferred income. Surplus prior to release of provisions £260.12312024 - £68,181 }. The reducb'on in cash in hand is due to the nel repayment of £734.302 of fvnds held on behalf of the LMWS consortium. This yeaT. management continued lo review and reconcale unused advance payments. Creditors were further reduced, and £959,462 of funds held for the LMWS consortium {2024- £1.693.554) wa5 reclassified as other edilots, since these are no k)nger eon5idered defe￿ed income. Prlncipal fundlng sources The charity's PTincipal funding source during the period was Inco￿ from commissioned services. The Trustees wish to express their gratitude to those individua15 and bc*Jies who contributed to extending Northpoinvs seNices. During the year, contract funding was recer¥ed from the NHS Wesl Yorkshire Inlegraled Care Board. Leeds City Counal, Calderdale Council, Kirklees Counal and several Leeds school °clusters'. We also accept donations from private individuals when offered. Resetves and Investments policy Northpoinl's policy on the required level of reserves 15 agreed annualty by the Board, as an inlegral part of the organisation's planning. budget and forecasl cycle. The Trustees. policy takes into account.. . Planned activty levels and risks associaled with each stream of incfft and expenditure . Organisalional overhead commitments Organisalional liquidity requirements . Resources necessary to finance or develop new servKe opprylunities The charity maintains reserves such that there are suffiuent finances available to support the organisati(y)'s basie infrastructure in the event of an unforeseen ¢e55ation or significant decline in rts funding. The level of reserves held is such that it would allow suffiaent time for the charity lo find allemalive sources of funding for the activities affected. or lo wind up those activrties in an appropriate timescale making all necessary redundancy and terniinatron payments AI 30 September 2025, the charity holds £3.322,103 in reser￿$ {2024 - £3,318.564). which is approximately 3.4 months of b￿￿geted expenditure for the coming year. The charity's reserves are intended to be vsed in the event a sudden ce$5ation of contract income. or similar, results in a major shortlall of funds. or for funding new service developments. As such, these funds are held as cash deposits or in accessit4e investments. The Trustees are mindful of both our abilty and soc￿1 responsibilty to investany free ￿$h balances in suitable short or medium•lerm investrnents, the retum from which will support our charitable aim of pre5eTving and protecting gLX)d health. At the Same lime. the Trustees aspire to use the cash balances lo ensure the growing organisalion's infraslruclure is adequately supported and gaps in service provision are addressed where feasible. The Trustees. in conjunction with the Investment Sub-cornmittee. work with an independent investment advisor lo ensure investment providers deliver the best retum on their deposits while maintaining a suitable degree of access to the funds. Invested amounts are limited lo only free cash balances and pertomiance reports from providers are rnnrtored by the Invesbnent Sut>Committee. 20 NORTHPOINT WELLBEING UMITED TRUSTEES, ANNUAL REPORT Ilncluding Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 202S Plans for the future In the coming year, Northpoint F4ans to ecM￿.nuÈ its &tivth'es, to seek Opp￿tunt￿eS to play a part in the improvement ofcomrnunrty ￿Ental heath sep4Ths for and chikjren in our current areas of operatton. The financial landscape conts.nues to provth thalkn9e. pressures ￿ putlic seclor spending affectr.ng polenb.al income, combined wrth the ongoing c05t of living Cris￿ and the empl¢)yer5' National Insurance rise. We are confident in our ￿an5 to strengthen our existirvj partnerships within the kjcal mental health system and vith digital innovator5, to provKle greater opp￿t￿n￿leS to devdop tyjr e￿sting services •)d identfy opportunities for new service delivery contracts in the wKler YoTkshiTe regK)n. We wll conb.nue to focu5 on the developfflenl of an impact frarrewth and deliveriThJ improvements au055 seNces, to provide the best experience of mental health seThbces. and demonstrate cAJr quality and value as provider to enable longer temi contracting. We are nearing the end of our 202>26 strategy and will celebrate what has been achieved. as we launch the next sltategy ready to take us fopward. We wll undertake a further benchmarkn'ng exercise in Spring 2026 wilh the Chanty Excellence Framework lo monitor prcgress and the impact of our organisatK)nal strategy. Northpoint rernain cGYnmrtted to provhying high quality interventA)rts for all our dients. supported by strong dinical practts, good training and supemsion of staff. and robust management structures, to fulfil our charitable oty'ecls and Strateg￿ aims. 21 NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT (Including Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 STRUCTURE. GOVERNANCE AND MANAGEMENT Governin9 document The organi5alion is a company lirntted by guarantee, incorporated on 19 June 1996. and registered as a charity on 9 September 1996. The company was established under a Memorandum ot Association, which details the objects and powers of Ihe charitable company and is governed under its Articles of Association. In the event of the company bein9 wound up. ffernbers are obliged to contrikxjte an amount not exceeding £10. Recrultment and appointment of Trustees The Directors ofthe company are also charity Trustees for the purp05e5 ofcharty law and under the company's Articles are known as Trustees. Under the requirements of Ihe Memorandum and Arts"cles of Association, the members of the Board of Truslees are elecled to serrfe for a period of three years after which they musl be elected at the next Annual General Meeting. Clinical and business skills are ￿th well represenled on the Board of Trustees. Where particular skills are identified as being necessary, 1ndw￿Juals are approached to offer Ihemselves for elects.on io the Board. Trustee Inductlon and Irainlng New Trustees are invited to meet Ihe Chair and the Chief Executive Officer of the charity lo familiarise thernselves with its work and the contexi wrthin which it operates_ New Trustees are made aware of the obligabons of Board members. the thsrity's fvlure plans and objects"ves, and the current financial position as sel out in the latest published accounts. In addition. they are supplied with the relevant publieations from the Charity Commission and a copy of the company's Memorandum and Atticles. Organisational structure Northwint Wellbeing Limited's Board of Trustees n*ets at least quarterly and is responsible for the govemance of the charity and overseeing its strategic direction. At present, the Board has nine members from different professional backgrounds". an NHS programme manager and pharm¥ist a consultsnt therapeutrc coun5ellor. supervisor. trainer and rekn.red Universty of Leeds lecturer a chartered accountant and finance direct a Senior cNil serwant people and culture direclor a retired NHS senior manager a National Clirbical Quality Lead at NHS England a qualified accountant in risk management and iniemal audii The 8oard has implemented the praclrce of a three-yearly rotatr.on of Chair. with a new Chair usually taking over at the close of the relevant Annual General Meeting. A scheme of delegation is in place. The Chief Executive Offw, supported by management colleagues, is responsible for ensuring the charity delivers and performs in line with its objeth'ves and is adequately financed in a 5UStainable manner. The Chief Executs"ve Officer is in regular communbcatr.on with the Chair of the Board of Trustees a5 even15 waTrant. P•y policy lor senior stsff The Trustees conSKler the Board of Trustees (who are the Trusfs Direciors for the Pufroses of company lawl, and the senKtr management team to be the key management personnel of the charity in charge of directing, controlling. DJnnin9 and operating the Trust on a daY-t￿daY basis. All Trustees give their lime freely and no Trustee received remuneraty.on in the year. Details of Trustees. expenses and related party transactions are disdosed in notes 8 and 22 to the accounls. The TTuslees are ￿5￿K)nSI￿￿e for setting pay scales. in conjunct￿n with the RemLsneralion sU￿cOMMIttee, and pay bands are set in refe￿nce to market rates. The pay of the sentor stsff is reviewed annually and normalty increased in accordance with average eamings. NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT (Including Direclors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 Accreditation Northpoint 15 an accredtted service (number 1008141 of the Brib'sh Associatton for Counselling and Psychotherapy IBACPI. As such. selected poliaes and procedures are audited annually in order to maintain this status. wilh a full audit every five yeafs. Major risks The charty's risk management register is consistent with Chanty Commission guidance and covers the key areas.. governance risk financial Tisk operational nsk legal and regulatory compliance extemal risk The risk register is rewewed regulaty as part ofthe Board cycle, ak)ng wrth an Operab"ons and Compliance report wh￿h gives addib.onal informab.on to support TTuslees' undeT5tsnding ofthe register. Trustees are therety assured appropriate systems and precedu￿$ a￿ in pl￿e to mtyale risk as far as 15 Fossible. FINANCIAL INSTRUMENTS The trust onFy has financial assets arKI finanaal liabilib.es of a kind that qualfy as basie financial instrurnents. STATEMENT OF TRUSTEES, RESPONSIBILITIES The Trustees (who are also directors of Northpoint Wellbeing Lirnited for the purposes of company lawl are responsible for preparing the Truslees'Report and the financial statements in accordance with applicable law and United Kingdom Accounts"ng Standards (United Kingdom Generally Accepted Accounting 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 charitsble company and of the incoming resources and application of resources. including the income and expenditure. of the charitable company for that period. In preparing these financBI statements, the TrLFStees are required to". select suitable accounting p)licies and then apply them ￿nSIsten￿Y." observe the methods and prinryples in the Charrtie5 SORP IFRS 102).. make judgements and eslimales that are reasonable and pnJdent", state whether applicable UK Accounting Standard5 have been followed, subject to any rnaterial departure5 disclosed and explained in the financial ststements,. and prepare the finan￿al statements on the going concem basis unless il is inappropriate to presume that the charitable company will continue in operation. The Tnjstees are ￿spOnSible for keeping proper accounling records that disdose wrth reasonable accuracy al any ts'me the financial positi￿ of the charitable company and enable them to ensure that the financial statements compty with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for ta￿"ng reasonable steps for the prevenbon and detection of fraud and other irregularities. In so far as the tnJstees are aware". there is no relevant audit infomiation of which the charitable company s auditor is unaware", and the trustees have taken all steps that they ought to have taken to make themsetves aware of any relevant audit infOrMat￿n and to estsblish that the auditor is aware of that information 23 NORTHPOINT WELLBEING LIMITED TRUSTEES, ANNUAL REPORT {Including Directors, Report and Strategic Report) YEAR ENDED 30 SEPTEMBER 2025 The Trustees are responsible for the maintenance and inlegrity of the corporate and financial information included on the tharilable company s website. Legislation in the United Kingdom governing the preparation and dissemination of financial sLgtements may differ from legislat￿In in other jurisdietions. Disclosure of Information to the auditors We. the Directors of the company who held at Ihe date of approval of these FinarKial Statements as set out above each confimi, so far as we are aware. that" there is no relevant audit infom)atson of which the company's auditors are unaware.. and we have taken all the sieps that we oughl to have taken as Direeiors in order to make ourselves aware of any rdevanl audit infomiation and to establish that the company's audrtors are awa￿ of that infomwtion. In approving the Trustees. Annual ReporL we also approve the Strategic Report irKluded the￿in, in our capacity as company directors. On behalf of the board D￿2£1052D}fj4￿_ F Grossick Chair 22 May 2026 24 INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF NORTHPOINT WELLBEING LIMITED YEAR ENDED 30 SEPTEMBER 2025 Opinion We have audited the financial statements of Northpoint KÈllbeing Limited for the year ended 30 September 2025 which comprise Statement of Financial Activf(ies. Balance Sheet and Statement of Cash Flows and notes to the financial statements, ineluding significant aceounling polieies. The financial reporting framework that ha5 been applied in their preparation is applicable law and Untted Kingdom Aecounb'ng Standards, including Financial Reporting Slandard 102. the Financial Reporting Standard applicatje In the UK and Republic of Ireland (United Kingdom Generally Accepted Accounts"ng Praclicel. In our opinion the financial slaterren give a true and fair y￿W of the chantable company's slate of affairs as al 30 September 2025 and of its ineoming resources and application of fesources. induding its income and expenditure. for the year then ended., have been properly prepared in accordance with United Kingdom Generally Accepted Accounting practs￿.. and have been prepared in accordance with the Companies Act 2006. Basls for oplnlon We conducted our avdit in accordance with Intemational Standards on Avditing {UKI (ISAS (UK)) and applicable law. Our reswnsibililies under those standards are further described in the Auditof s responsibilities for the audit of the financial statements secbon of our reporL We are independent of the chanlable eompany in accordance with the ethi￿1 requirement5 that are relevant to our audit of the finaneial statements in the UK, including the FRC'5 Ethical Stsndard. and we have fulfilled our other ethical responsibilrties in accordance with these requirements. We believe Ihal Ihe audrt eviden￿ we have obtained is suff￿lent and appropnate to provide a basis for our opinion. Conclusions relating to going concem In auditing the financial Statements, we have conctuded thal the Iruslees, use of the going concern basis of accounting in the preparation of the financial slatemenls is appropriate. Based on the work we have performed. we have not idenlified any material uncertainties relating to events or conditions that. individually or colleclivety. may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve m￿th5 from when the financial statements are aulhonsed for issue. Our responsibilities and the reswnsibilrties of the trustees respect to going cwcern are described in the relevant sects"on5 of this report Other infomiation The other infomialion Comprises the 1nf0nr￿t10n included in the annual report, other than the financial statements and our auditorfs report thereon. The tnjstees are responsible for the other information. Ouropinion on the financial statements does not cover the other infomiation and, except to the extent otherwise explicitly slated in our report. we do not express any fomi of assurance conclusion thereon. Our responsibility is lo read the other information and. in doing so, consider whether the other infom)ation is materially inconsislenl with the financial statements or our knowledge obtained In the course of the audit or othetwise appears lo be materialty misstated. If we identify such material inconsistencies or apparenl material misstatements, we are required to determine whether this gNes rise lo a material misstatement in the financial statements themselves. If. based on the work we have performed. we condude that there is a material misstsiement of this other information we are required to report thal facL 25 INDEPENDENT AUDITOR'S REPORT TO THE PIIEMBERS OF NORTHPOINT WELLBEING LIMITED YEAR ENDED 30 SEPTEMBER 2025 We have nothing lo report in this regard. Oplnions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the ￿￿r5e of the audtt the information gNen in the Trustees, Annual Report which indudes the Directors, Report and the Strategic Report for the finanaal year for which the financial statements are prepared is consistent wrth the financial statements" and the Trustees, Annual Report which inchjdes the Directors. Report and the Strategic Report has been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception In the light of the knovledge and understanding of the Charitab￿ company and its environment obtained in the course of the audrt, we have not identified material misstslements in the Trustees, Annual Report and Strategic Rewrt. We have nothing lo report in respect of the following ffAttefS where the Coryanies Act 2Cx16 requires us to report to you if. in our opinion- adequate accounting records have not been kept. or returrts adequate ts OUT audit have not been received from branches not visited by us" or the financial statements are not in agreement with the accountr'ng records and retums.. or certain disdosures of trustee5' remuneraty.on specified by law are not made. or we have not received all the infonnation and explanations we require for our audit Responsibilities ol truslees As eX￿ained more fulty in the Tru5tees' Responsibilib"es stateTh￿nt set out on pages 23 and 24. the trustees (who are also directOf5 of the Charitab￿ cornpany for the purposes of company lawl are responsible for the preparation of the financial statements and for being satisfied that they gtve a tnje and fair view, and for such internal control as the trustees delemiine is necessary lo enable the preparation of financial statements that are free from rnaterial misstatement. whether due to fraud or error. In preparing the financial staternents. the trustees are responsible for assessing the charitable company's ability lo contsnue as a going eoncem. disdosing. as applicable, matters related to going eoncem and using the going concem basis of accounting unless the tnjstees either intend to I￿uldate the eharitsble company or lo cease operats"ons. or have no realistsc allematNe to do so. Auditorfs responsibilities for the audit of Ihe financial ststements We have been appointed as audilcrfs under the Companies Act 2006 and report in accordance with regulations made under th* Act. Our objectives are to obtain reasonable assurance about whether the ffinan￿al statements as a whole are free from material misslalement. 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 wilh ISAS IUKI will a￿VaYS detect a material misslatement when rt exists. Mi551atemenls Can arise from fraud or error and are con5Klered malerral if. individually or in the aggregate, they wuld reasonably be expected to influence the economic deusvJns of users tsken on the basis of these financial statements. INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF NORTHPOINT WELLBEING LIMITED YEAR ENDED 30 SEPTEMBER 2025 Irregularities. including traud, are instances of non-cnmpliance witti laws and regulations. We design procedures in line wrth our reswnsibilrties, outlined a￿Ve, to detect material Misslate￿nIS in respect of irregularities, including fraud. The specific prccedures f￿ this engagement and the extent to vthich these are capable of detectsng irregulanb"es. induding fraud are detailed below Identifying and assessing risks related to irregularities". We assessed the SLisceptibility of the ¢harits&￿e company's financial statements to material misstatement and how fraud might occur. including through discussions with the trustees, discussions wthin our audit team planning meeting, updating our record of internal controls and ensuring these eontrob5 operated as intended. We evaluated possible ineenb'ves and opportunities for fraudulent manipulation of the financial statements. We idenlthed laws and regulations that are of significance in the context of the charitable company by discussKJns with truslees and updatsng our understanding of the sector in which the charitsble company operates. Law5 and regulab.ons of direct significance in the context of the charitable ￿MpanY indude The Companie5 Act 2006, and guidance issued by the Charity Commiss*Jn for England and Wales. Audit response to Tisks identsfied.. We considered the extent of com￿13nce with these laws and regulations as part of our audit procedures on the related financial slalement items including a review of finan￿al stalement disclosures. We reviewed the charrtable company's recor(Is of breaches of laws and regulations. minutes of meebngs and correspondence with relevant authorities to idenbfy polenb'al material misstatements arising. We discussed the charitable company's policies and procedures for compliance wrth laws and regulations wth meM￿eTS of management responsible for compliance. During the planning meeting with the audit team. the engagement partner drew attention to the key area5 which might involve non-compliance wrth laws and regulatsons oi fraud. We enquired of management whether they were aware of any instances of non-compliance with laws and regulatsons or knowledge of any actual, suspected or alleged fraud. We addressed the risk offraud through management override ol controls by lests.ng the appropriateness of iournal entries and idenb"fying any significant transa￿lon5 that were unusual or outside the normal course of business. We assessed whetherjudgements rnade in making accounting estirnales gave rise to a possible indicalH)n of management bias. At the eornpletion stsge of the audit, the engagement partner's review induded ensuring that the team had approached their work with appropriate professional scepticism and thus the capacity to identify non