2025-03-31-accounts

FEARFREE CHARITY LIMITED REPORT & FINANCIAL STATEMENTS 31 MARCH 2025 Charity Number: 1064764 Companies House Number: 3360057

Charity Name: FearFree Charity Limited Charity Registration: 1064764 Company Limited by Guarantee Registered in England and Wales: 3360057 Registered Office: Oak House, Epsom Square, White Horse Business Park, Trowbridge, BA14 OXG Our Board of Trustees Maureen Margrie CGMA, FCMA: Chair Clare Fielden MCIPD: Chair of People Committee Rebecca Ayres: BSc MA Dipsw: Chair of Service Quality and Safeguarding Committee Nigel Stevens: Chair of Finance, Income and Risk Committee Adrian Long Mark Smith: Appointed 30th May 2025 Jo Kitching: Appointed 30th May 2025 Georgina Brown: Appointed 30th May 2025 Tim Jackson: Resigned 20th December 2024 Cindy Ervine: Resigned 5th November 2024 Our Chief Executive CEO: Debbie Beadle (appointed November 2024) CEO: Claire Marshall (resigned December 2024) Principle Bankers: CAF Bank Limited, Kings Hill Avenue, Kings Hill, West Malling, Kent, ME19 4JQ Auditor: Burton Sweet Limited, The Clock Tower, 5 Farleigh Court, Old Weston Road, Flax Bourton, Bristol. BS48 1UR 2

1. Introduction from the Chair The past two years have marked a period of meaningful transition and thoughtful reflection for FearFree and the Board. In November 2024, we were delighted to welcome our new CEO, Debbie Beadle, whose leadership brings fresh energy and vision to our mission. At the same time, we bid a farewell to Claire Marshall, whose contributions helped focus our strategic direction. Like many charities across the UK, we have navigated financial pressures with resilience and purpose. We also said goodbye to two exceptional trustees: Cindy Ervine, who dedicated 20 years of service to FearFree, and Tim Jackson, whose short-term commitment evolved into a longer and deeply valued tenure. Their dedication went far beyond expectations, and we are profoundly grateful for their wisdom and support. In 2025, we welcomed three new trustees, Jo Kitching, Mark Smith and Georgina Brown, each bringing fresh perspectives and making a tangible difference to the Board's work and our wider community. Under Debbie's thoughtful leadership, we have taken time to evaluate our strengths and challenges in fulfilling our charitable purpose. Following a comprehensive financial and strategic review, we made several difficult decisions, including restructuring of our staff team. As a people-powered organisation, this was not taken lightly. We are deeply thankful for the grace and sensitivity with which our leadership team managed this process, and we remain inspired by the compassion and professionalism shown by our staff throughout. To those who have moved on, we extend our sincere thanks and best wishes. During 2024 we launched our first charity retail store in Trowbridge. It successfully raised our profile and increased visibility for our services. Once it had fulfilled its intended purpose, the Board made the difficult but necessary decision to close it. This experience offered valuable learning and underscored our commitment to making bold, purposeful choices in pursuit of our mission-even when the outcomes are mixed At every board meeting, we discuss the voices and experiences of our service users. Their stories-and the dedication of the staff, volunteers, and partners who support them-guide our decisions and reaffirm our commitment. To our service users - your courage, insight, and feedback are at the heart of everything we do. Your experiences guide our decisions, shape our services, and inspire our team every day. We remain committed to creating safe, empowering spaces where your voice is heard and your needs are met with dignity and respect. Thank you for trusting us to walk alongside you. To our funders and supporters - your belief in our mission enables us to respond with agility and compassion in the face of complex challenges. Your investment in FearFree is an investment in safer futures, stronger communities, and lasting change. We are proud to share the impact of your support in this report and look forward to deepening our partnership as we continue to grow and evolve.

Our goal remains clear: to break the cycle of domestic violence and stalking. Supporting and engaging with FearFree is a powerful way to help make that vision a reality. To our staff team - you are HEROES! You are the heart of FearFree—the reason we make a difference, and the reason we continue to grow stronger together. Maureen Margrie, CGMA, FCMA Chair 2. Introduction from the CEO I joined FearFree at the end of November 2024 taking over from Claire Marshall who had developed FearFree over the last three years. I want to thank Claire for her support when taking over this role. The year 2024/2025 was the penultimate year of the current three-year strategy which saw the organisation through a lot of change. This has continued into this financial year. FearFree has had an almost complete change in senior leadership. Starting with my appointment as CEO we have also said goodbye to Frankie Duddridge and Gemma Vinton as Heads of Services and Ian Wakeham as Head of Finance. I want to thank them all for the time and commitment to the organisation. As experienced by many charities, FearFree has continued to face financial challenges. The reduction in funding from grants and trusts, the rising living costs resulting in commissioned contracts needing more supplement funding from charity reserves and the unforeseen rise in National Insurance and Living Wage has meant that the organisation as had to cut costs. We have worked tirelessly across the organisation to cut costs and save money to ensure that our services continue to run. We unfortunately had to close our pop-up shop as this posed too great a financial risk at this time. This has been wonderful experience running a shop and we are very grateful to the public and community in supporting this venture. We may well return to this at a later date. Our services in Devon have changed slightly. We successfully transitioned the Devon Domestic Abuse Contract to the Devon Domestic Abuse Alliance and continue to work closely with them to support people affected in Devon. Our Interpersonal Trauma Response Service running across GP surgeries remains strong as does our Rise service providing routes into employment for both victims and those who have harmed. This service is going from strength to strength, and we are expanding across all the areas we work. We also won four new contracts in Devon. Our Housing Independent Domestic Violence Adviser, helps people who have been affected by domestic abuse to find safety at home. This role has been funded by the Nationwide Community Grants. We are supporting people affected by domestic abuse to find safety in their home with our Housing Independent Domestic Violence Adviser, funded by Nationwide Community Grants. We have partnered with North Devon Against Domestic Abuse to continue to provide a Health Independent Domestic Violence Adviser in Exeter Hospital, We received funding from the Ministry of Justice for a children's worker to support our Interpersonal 4

Trauma Response Service programme and also won an award from the Army Benevolent Fund providing support to identifying and responding to military personnel who harm their partners. Our services across Wiltshire and Gloucestershire remain strong and successful, supporting victims and those who harm affected by domestic abuse, sexual violence and stalking. This could not be delivered as successfully without the effective partnerships we have with commissioners and partners. We have also expanded our offer for children affected by sexual violence through funding from the Health Inequalities Fund. This year saw an exciting new direction for FearFree where we are increasing our public awareness and campaigning to improve the lives of those affected by abuse and violence. We launched our Emergency Stop Campaign. This was a result of receiving many cases of young women who were sexually assaulted and stalked by driving instructors. FearFree is leading a campaign to make changes to the Sexual Offences Act 2003 and working with the Driver and Vehicle Standards Agency to make learning to drive safer for all. This campaign has support from MP's and others in the sector and will be gaining momentum in the coming months. We have also focused more attention on awareness through social media and other outlets. Our media presence is ever growing with requests for comments and appearances more frequent. We hope this will improve the reach and awareness of our service to those people who we are currently not reaching. To improve our sustainability and respond to the challenging funding environment FearFree has also launched FearFree Business which supports all businesses to provide a safe environment for their staff and be proactive about preventing and responding to abuse and violence as well as raising valuable funds for us to continue our work. As we are in the last year of our strategy I am working closely with our partners, staff, trustees and most importantly the people we support to develop our next strategy. We have lots of exciting plans and I will be looking forward to sharing them in due course. Watch this space.... 3. About FearFree FearFree is breaking the cycle of domestic abuse, sexual violence and stalking through ash comprehensive range of services for both victims of harm and those who have caused harm, operating across the South West. We all know someone who has experienced domestic abuse, sexual violence or stalking but we may not realise it. One in four women have experienced domestic abuse or sexual violence in their lifetime. One in five men have experienced domestic abuse and one in twenty men have experienced sexual violence in their lifetime. 5

On average, domestic abuse victims experience 50 incidents of abuse before they get effective help - often living in fear for years, as they suffer repeated harassment, coercion, financial control, verbal abuse and physical, sometimes sexual violence. Our services range from awareness and prevention, through safety and support, to empowerment and recovery, we are here to support people through every step of their journey, to build a life free from fear. The needs of the people we support are diverse and varied. To ensure our support is effective, we provide trauma responsive services that are personalised to each individual. As a long- standing charity in the community, we provide support for anybody needing it no matter their gender and personal circumstances. We work with victims and their children to understand what is happening to them, to help them feel safe and supported and ultimately take control of their lives and eventual recovery. With 80% of abusers having suffered an abusive past themselves, it's easy to see how domestic abuse and sexual violence becomes a cyclical pattern of behaviour that ruins lives. We work with those who have harmed to understand their behaviour and provide support to change. Through this holistic approach we can change lives, provide hope for the future and give people the opportunity and skills to flourish in their future relationships. Not just for the short term, not just until the next time. But permanently. Together, we can break the cycle. 4. Our Services and Impact In FearFree services, our mission is to create safer communities by supporting people affected by domestic abuse, sexual violence, and stalking, and to work with those who cause harm to change their behaviour using a trauma-responsive framework. Guided by our values — Kind, Receptive, Open, Expert, Pragmatic, and Robust — we continue to deliver services across the South West regions. This year, our services have reached thousands of individuals and families, each with unique experiences, challenges, and strengths. Behind every number is a person whose journey towards safety, stability, and empowerment we have been privileged to walk alongside. Who We Support FearFree supports a wide spectrum of people, from many backgrounds. We work with adults who have experienced abuse by providing specialist support through our Independent Domestic Violence Advisors, Independent Sexual Violence Advisors, Interpersonal Trauma Practitioners, Independent Stalking Advocacy Caseworkers and Counsellors. We also provide 6

a variety of psychoeducational courses aimed at breaking the cycle of abuse for participants, and improving confidence in having future healthy, happy relationships. We have supported many children and young people, aged five upwards who have experienced, or witnessed, abuse to receive therapeutic support and counselling, often using creative and play-based approaches to help them process trauma and strengthen resilience. A key part of early intervention measures in preventing abuse is our work to engage people who have caused harm in relationships to engage with our behaviour change programmes, learning how to build safer, healthier relationships. A large part of this work includes disrupting patterns of generational abuse, and supporting the understanding of trauma, the impact of trauma and how victims experience abuse. Additionally, families and wider communities, including schools and workplaces, have benefitted from our prevention, psychoeducation, and peer support offers, which reduce isolation and create lasting networks of support. Many of the people we support face multiple and complex challenges, including poor mental health, financial pressures and struggles with the rise in cost of living, housing insecurity, or social isolation and relational difficulties. Through working holistically, in partnership with statutory and voluntary agencies, we ensure that complex needs are recognised and addressed. How We Provide Support We delivered a comprehensive portfolio of services across the year designed to meet people where they are and support them to move forward: • Crisis advocacy and safety planning through our Independent Domestic Violence Adviser, Independent Sexual Violence Adviser, and Independent Stalking Advocacy Caseworker teams. • Therapeutic interventions for adults and children, delivered by specialist practitioners in safe and creative environments. • Psychoeducational group support and learning for survivors and victims of domestic abuse, including groups for parents and young people. • Behaviour change programmes, including Positive Relationships Gloucestershire and our Domestic Violence Perpetrator Programme, which combine challenge with compassion to support lasting change. • Training and knowledge sharing, equipping professionals across health, education, military, and criminal justice sectors to identify and respond to domestic abuse and sexual violence. Outcomes and Impact 7

FearFree's impact is measured not only in numbers but in the lived experiences of the people we support. This year: • 9,319 adult victims engaged in crisis support, 335 people engaged successfully with our behaviour change services, while 597 children and young people received specialist, therapeutic intervention. • 78% of people using our services who engaged with providing feedback reported an increase in their sense of safety as a result of our support. • 93% victim-survivors indicated improved mental health through reduced anxiety and stronger resilience, highlighting the value of having someone who believed and stood alongside them. • 89% of people who attended our behaviour change programmes indicated life- changing improvements in the relationships with their families and significant others, including their children. • 126 people using our services who have multiple, complex needs moved from crisis into volunteering, training, or employment with the support of our Rise programme coaches. • 1650 secondary school students attended healthy relationships education sessions, facilitated through our Rise programme. • 1351 professionals trained to recognise and understand domestic abuse, sexual violence, and associated harms, including hidden forms of abuse, across the year. By training GP surgeries, military staff, social workers, housing teams, teachers and other professionals, we have strengthened early identification and intervention, ensuring that people receive help sooner. Case Study Sarah Sarah was referred to FearFree after experiencing a serious assault, which followed a prolonged period of stalking. The assault left her traumatised, fearful, and unsure of how to navigate the criminal justice process. She was connected with our non-domestic Independent Stalking Advocacy Caseworker service, where she received specialist one-to-one support. Her Independent Stalking Advocacy Caseworker worked closely with her to help her understand her rights, prepare for court, and feel supported through each stage of the legal proceedings. Having a trusted advocate by her side enabled Sarah to feel heard and protected in a system that often feels overwhelming and intimidating. This support gave her the confidence to participate fully in the process, ensuring her voice was represented. 8

Once the criminal justice process was complete, Sarah was ready to think about her future. With encouragement, she was introduced to FearFree's Rise programme, which supports people in building confidence, resilience, and new opportunities following abuse and trauma. As a mature student, Sarah embraced the chance to reimagine her life. She engaged with the programme's workshops, coaching, and peer support, using the experience as a platform for significant change. Through the Rise programme, Sarah identified a new career path that aligned with her values and aspirations. She is now undertaking further study with the goal of moving into a professional role that will give her long-term stability and purpose. Sarah's journey illustrates the importance of seamless, wraparound support. From the immediate safety and justice needs addressed by our non-domestic Independent Stalking Advocacy Caseworker service, through to the longer-term empowerment offered by Rise, she was able to move from crisis and recovery towards rebuilding her life with hope and ambition. Wider Social Value FearFree's work not only transforms individual lives but also reduces demand on other services. By intervening early and holistically, we help ease pressure on police, health services, and social care. Our volunteers contributed thousands of hours this year, offering befriending, mentoring, and event support. We are ensuring that the voices of people using our services have continued to shape service design through collaborative and authentic work, and many opportunities for people to provide feedback. Our continued partnership work with the education sector including Universities, statutory services, and health partners have driven innovation through a combined trauma-responsive approach, contributing to research, evaluations and ongoing education. Looking Ahead FearFree continues to innovate and grow in response to community needs. In the coming years, we are looking to grow our co-production with the people who use our services through offering forums and the opportunity to have direct, strategic input. We will expand our volunteer programme in all areas to strengthen peer and community support and offer upskilling opportunities for people who may otherwise struggle to access employment. We are preparing for service expansion in 2025-2026, including new models for stalking advocacy, wider therapeutic offers, peer support facilitation and professional training. We continue to maintain a strong focus on staff wellbeing, reflective practice, and trauma-responsive culture, ensuring our teams remain resilient, supported and are provided with many opportunities to develop skills and interests in the workplace. 9

1. Our People and Our People Strategy The impact that our employees and volunteers have on the work that we do, and the people we support remains significant. We appreciate their expertise and dedication to our charity. In 2024 / 2025 we employed an average of 153 staff and went through significant changes at the end of that year including a TUPE process in Devon and a redundancy situation in that area. We have also undergone a significant organisation restructure which started at the end of the financial year. All these processes had a significant impact on our employees who despite the challenging times remained professional and committed to delivering the best work for our clients. Our employees are at the forefront of our minds and efforts, and we aim to remain a supportive organisation that employs and attract best talent as we move into our new strategy and structure in 2025/2026. Full time Paid staff Part time Volunteers Total Average staff and volunteer numbers over 2025/26 Leadership and Trustees Services and Education Fundraising and Marketing Support Services Retail 7 - 7 7 58 4 64 - 3 122 4 29 8 3 2 74 67 6 2 141 4 48 Employee Wellbeing: Employees' happiness and wellbeing continue to be one of our main priorities. We introduced a new and improved Employee Assistance Programme that provides free counselling calls 24/7, 365 days per year at no cost to our employees, their immediate family and our volunteers. The counselling service also offers six regular counselling therapy sessions and Cognitive Behavioural Therapy. 10

The new Employee Assistance Programme provides access to a wellbeing app. The app gives advice on how employees and volunteers can look after their own wellbeing and enables them to track their mood daily and tailor the advice that it gives to their needs. The Employee Assistance Programme provides support in variety of personal matters, such as personal legal information or tax support, family issues including childcare and elder care, housing and tenancy concerns and bereavement or loss. Our employees say that they appreciated regular support from our new employee's assistance programme and in some cases, it helped them get through challenging situations in their personal and work lives. Compensation, Employee Benefits & Retention: Retaining and motivating employees remains important to FearFree's sustainability and success. Salary reviews are one of the activities that we undertake at FearFree to support employee retention efforts. We were able to conduct a salary review as part of our restructuring this year. The new salaries are reflective of the current salaries on the market and our employee's expertise and commitment to their roles at the charity. We believe that regular breaks from work are important to keep employees healthy, motivated and productive at work. We work in a fast paced, high pressure environment. As a thank you to our employees, we granted three days of wellbeing leave to them at the end of the calendar year 2025 to ensure that everyone has an opportunity to have a break from day-to-day work. We also introduced a holiday buy benefit where employees can purchase up to five additional days of leave during the holiday year if they wish to take leave in excess of their current holiday allowance. We believe that the above will impact positively on employee's wellbeing. Learning and Development at FearFree Enhancing employee's skills and giving them the tools that help them perform in their roles to the best of their abilities is imperative. We have recently introduced a new mandatory training platform where employees complete a wide range of training from Health and Safety to Safeguarding of Adults and Children training. We also created a suite of training dedicated to our service staff including training for new managers on managerial responsibilities including the explanation of the link between employee relation processes to employment legislation and leadership training on how to handle difficult conversation and conflict in teams. We believe that this will ensure that our managers are able to look after their teams independently with a minimum input from the senior management and human resources and build strong and well performing teams. We made a number of improvements to our processes over the last year including our supervision and recruitment processes. The supervisions focus on performance and employee's wellbeing to ensure appropriate level of support from managers. Our improved 11

recruitment process has an extended interview period. This gives us an opportunity to get to know our candidates and their skills and enables us to make more informed decisions on who are the best candidates for our roles. We have recently started working with apprenticeship training providers on securing an Independent Domestic Violence Adviser apprenticeship for our teams where funding was provided by an organisation that was able to offer their apprenticeship levy to us. We are excited about this newly formed partnership and it's a great opportunity for our team to complete an Independent Domestic Violence Adviser degree and bring their newly learnt skills and knowledge into the organisation. New People Strategy and Structure The new company structure allows us to share the knowledge and expertise across the whole team and various roles within the organization. Our Children and Families, Front Door Intervention and Transition and Recovery teams are focused on working together and sharing knowledge to enhance expertise in the new teams and improve internal policies and processes. 6. Fundraising and Income Generation The story of our fundraising this year has been one of contrasts with moments of celebration and creativity set against financial challenges and difficult choices. Between April 2024 and March 2025, the climate for fundraising was among the most challenging in recent memory. Rising costs, a crowded charity marketplace, and shrinking pools of unrestricted funding created constant pressure. Community fundraising became harder to sustain, corporate partnerships took longer to secure, and grant programmes saw a huge increase in applications and demand And yet, through it all, one thing remained constant: the extraordinary generosity of people, businesses, and communities who believe in a FearFree world. A Year of Events and Moments The fundraising year opened in April with Wendy's Big Night Quiz, a room filled with laughter, friendly rivalry, and a sense of community. It was a reminder that joy itself can be a form of resistance, and that even simple gatherings can carry profound meaning when they are rooted in solidarity. Just weeks later, in May, came one of our showcase moments. The Fashion Against Fear show. More than a runway, it became a stage for confidence, recovery, and courage. It reminded everyone present that fundraising is not just about raising money but about raising voices and celebrating the strength that survives even the most difficult circumstances. 12

Through the summer, fundraising slipped into the everyday rhythm of community life. Tea dances, Freshers Fayres in Wiltshire, and local gatherings became spaces where ordinary activities were transformed into acts of support. By autumn, the spirit of togetherness carried us into rugby clubs and winter markets, where small towns and big hearts joined forces. As the year drew into colder months, that same generosity glowed even brighter. December brought wreath making workshops, the harmonies of the La La Choirs, the joy of the Kids Out festivities, and the bustling energy of our Christmas wrapping stations. Each tradition was reshaped into something deeper: an act of kindness, a message of hope. The year came to its crescendo in March, with two milestones that captured both resilience and celebration: our powerful Free the Night event, and the determination of 13 FearFree runners completing the Bath Half Marathon, every mile carrying our mission further into the community. These events did more than raise funds, they raised our profile. The energy and visibility they created rippled outwards, sparking conversations with businesses and organisations who wanted to step forward and play their part. Corporate Partnerships and Community Support That momentum translated into a year of strong corporate engagement, with over 68 businesses choosing to support FearFree. Some raised money through workplace initiatives, others gave directly, and many used their platforms to amplify our message to audiences we could not have reached alone. We also marked the conclusion of one of our most significant corporate partnerships: Hargreaves Lansdown, who donated and extraordinary £173,000 which included funds raised by staff. Their generosity has directly supported survivors and left a legacy that will endure far beyond the partnership itself. At the same time, new collaborations came to life with Let's Go Girls, Netball Southwest, and Still Sisters, each reflecting the creativity and diversity of businesses who recognise that tackling abuse is part of their responsibility. And alongside these new relationships, we are grateful for the steady commitment of our ongoing partners such as Michelmores, The Manor House Hotel, and Trethowans solicitors, whose continued support through fundraising, services and volunteering has provided both consistency and trust in a year of change. The example set by these businesses with both their new and long-standing commitment inspired individuals and families to act too. Proving that collective action is just as powerful on a personal level as it is in boardrooms and workplaces. 13

Community Giving and Individual Commitment That spirit was clear in the way people chose to give. This year, supporters created over 50 online fundraising pages, raising more than £20,000 and behind every page was a story, a personal connection, a tribute, or simply a choice to act. In total, over 680 people donated directly to FearFree. Most striking of all, 48 became regular donors, compared with just eight last year. This sixfold increase shows a deepening commitment, a recognition that survivors need more than one-off gestures: they need steady, consistent support that continues long after the spotlight fades. And that same sense of trust and long-term investment was echoed by our funders. That kind of commitment is the foundation that allows us to look ahead with confidence. And it was mirrored by the trust placed in us by funders, whose investment signalled a long-term belief in our mission. Grants and Trusts In a highly competitive environment, we submitted over 30 applications and secured 12 successful awards, bringing in £196,000. These grants were more than project-specific funding; they also supported our core operations, a vital acknowledgment that services cannot be delivered without strong foundations. In this way, trusts and foundations echoed the same commitment shown by our regular donors: an investment not just in what FearFree does, but in who FearFree is. That belief gave us the confidence to keep testing new ideas and exploring new ways of connecting with our communities. In October, we opened the FearFree charity shop. It was a bold new venture, that, for a few months, became a hub of connection, community, and visibility on the high street. By March, however, it became clear that trading conditions were too challenging, and the difficult decision was made to close. Though short-lived, the shop gave us valuable insight into the power of visibility and where our strengths lie and reflected the same courage we ask of survivors every day, to take risks, to adapt, and to keep moving forward. Of course, at the heart of all this work were the people, the staff and volunteers who turned every donation, grant, and pledge into real action for survivors. Future Plans With the ever-challenging fundraising environment FearFree is looking to build our sustainability and resilience. In the year 2025/2026 we have launched FearFree Business a programme which aims to make businesses and places of employment FearFree for employees and to recognise and respond to indicators of abuse. The programme will also provide an 14

avenue to diversify our funding for our charity. We have already made exciting new inroads with many businesses and foresee positive impact within those organisations in their ability to respond to domestic abuse and stalking as well as additional income to provide resilience and flexibility for us in the coming years. Reflection: Fundraising is Much More Than Numbers Looking back, it is tempting to measure this year in financial terms: the £196,000 secured from trusts, the £178,000 raised by Hargreaves Lansdown, the £20,000 generated through online pages, or the 68 corporate supporters, 680 donors, and 48 new regular givers who stood with us. Impressive as these figures are, fundraising has never truly been about money alone. It is about the moments that live between the numbers: the choir singing carols for strangers and filling a cold night with warmth; the business that chose to put survivors' safety at the centre of its values; or the student who created a fundraising page in memory of someone they loved. Even in the moments of disappointment, a shop that did not take root as we had hoped, or an event that raised less than we dreamed of, there was still something of value. In each of these moments there was hope, meaning, and purpose; a shared commitment to do all we could to support those whose lives have been devastated by abuse. The true measure of this year lies not just in the totals recorded, but the collective choices made by those whose supported us, both large and small, and a shared belief that everyone deserves a FearFree life, and only by standing together can we break the cycle of abuse. 7. Communications and Reach It's been a bold and busy year for Communications, packed with events, partnerships, and new launches. Still in its early stages, 2024 marked only the second year of communications as a dedicated function within the charity and it's one we can be proud of. We've continued to grow, improve, and learn, with much to reflect on as we move forward. Among the many highlights, we also faced challenges, notably the closure of our Devon commissioned service and our first pop-up store. This required sensitive communications to ensure clarity, compassion, and the protection of our reputation. Media 2024 was the year Netflix's Baby Reindeer dominated the media spotlight, and we joined the national conversation, sharing our expertise with British GQ, Metro, and The Trisha Goddard Show. Regionally, the launch of our Rise service gained strong media traction, with ITV South West and Heart Radio amongst the many outlets that covered the launch. 15

In June, we launched our first-ever media partnership to coincide with the men's Euros tournament. Own Your Game, in collaboration with Greatest Hits Radio and Wiltshire FA, flipped the script on traditional football tournament messaging by speaking directly to people who harm, rather than solely signposting support for survivors. This bold campaign led to a 20% increase in calls to our helpline. In October, for Domestic Abuse Awareness Month, we were proud to work with ITV South West on a dedicated series focused on FearFree. Each evening, a five-minute segment on the regional news programme highlighted a different area of our work from behaviour change through to our services for children. A huge thank you goes to our incredible service users who bravely took part, helping to break the stigma around talking about abuse. Campaigns 2024 marked FearFree's first steps into political campaigning. Our Emergency Stop campaign calls for an amendment to the Sexual Offences Act (2003) to include professions such as driving instructors under the legal definition of positions of trust. We were thrilled to see Emergency Stop already gain national media attention, with features on BBC Radio 4's Woman's Hour, Radio 1 Newsbeat, and as the lead story on BBC News Online. With the formal launch of our petition coming soon, we're excited to build on this momentum. We are hugely grateful to Scarlett*, whose courage in sharing her lived experience of stalking inspired us to begin this campaign. Digital Marketing Our digital evolution took a major step forward in 2024, as we began using Google's free advertising grant to launch our own Google Ads campaigns. This highlights our efforts to reach people in new, innovative ways. Our social media channels saw follower growth and increased engagement as we deepened our understanding of our audiences and delivered content tailored to their needs. This year, thanks to the enthusiasm and initiative of our interns, we launched our TikTok account which has enabled us to connect with younger audiences by tapping into relevant trends and conversations. Events The year started in style with Fashion Against Fear, our sold-out charity fashion show. We showcased the best of new and vintage fashion, boosting our brand awareness, and positioning through strong media coverage and social media buzz. The year ended on a high with another sold-out event, Free the Night. Over 200 people of all genders took to the streets of Trowbridge demanding a safer world for women. Free the Night 16

was FearFree's first experience with live television, as ITV South West broadcasted directly from the night. We successfully sold out the event ahead of time using only organic and earned media, demonstrating the power of our growing community and social media strategy. *not her real name 8. Strategic Review The charity is in year three of its four-year strategic plan. The charities primary aims were combined into three main areas: 1) FearFree as a provider of trauma informed and evidence-based services personalised to clients' needs. 2) Investing in people and supporting experts in our field. 3) Independent, sustainable charity and company representing its many communities. The table below outlines how we have met the objectives this year and where there are areas that we need to develop. Vision: Working for a future where those trapped in a cycle of domestic abuse and sexual violence can break free and flourish Mission: From prevention and awareness, through safety and support, to empowerment and recovery. Core objectives: Strategies Service offer Quality and standards What we have achieved 1) Provider of trauma informed and evidence based services personalised to clients' 3) Independent, sustainable 2) Investing in people charity and company supporting people, representing its many experts in our field communities needs Priorities • Integrated services for domestic abuse, sexual violence and stalking • Personalised needs based services for victims perpetrators and children • Volunteer led therapeutic and recovery services • Full offer across the South West • Successful in 5 tenders • Rise Service Expanded • Our therapeutic service as commended as one of the highest scored services to achieve Blus Star accreditation • Improved our resilience and development of skill through cross training and delivery across contracts 17

Gaps and Challenges Reach improve access to services What we have achieved Gaps and Challenges People Supporting people to flourish What we have achieved Gaps and Challenges Sustainability Diversification and investment What we have achieved Gaps and Challenges Education and Research • Developing training programmes • Achieved quality standards (Blue Star, RESPECT, Leading Lights Cyber Essentials Plus) • Demonstrating impact and reporting on achievements more effectively • Understand and taking steps to improve our services to reflect the communities we serve • Diverse and open services for all our communities • Physical presence in all our communities and localities • Easy access via all digital and physical media • Accessibility tool added to website • Increased areas of delivery and working with more diverse partners • Improved reach and engagement through social media platforms • Still need to diversity further Board, staff and volunteers • Further understand needs of local communities and develop collaborations High performing and flexible workforce of trained experts in our field • Resilient, well-being focused culture and environment The place to work; reward and recognition, development, career pathways • Flexible workforce, expert/skilled workforce • Increased capacity in the HR team Improved staff benefits • Real living wage employer • Trainings and skill consistent across organisation • Gaps in policy and procedure • Gaps in Recruitment and onboarding • Professional development plans to be implemented Full range of voluntary income streams • Invest in commercial presence and opportunities Capacity to expand current services and pilot new initiatives Expanded fundraising team Increased and started to diversify our income from fundraising • Won tenders • Changes to fundraising landscape • Had to close the shop • Support sector colleagues through flexible education packages • Awareness campaigns and support through schools, colleges and workplaces 18

Development and innovation What we have achieved Gaps and Challenges Influence Brand, reputation and visibility What we have achieved Gaps and Challenges Research division to demonstrate service value and evidence base • Delivered workshops, training in schools, conferences and stakeholders • Worked with universities • Started FearFree Business • Due to capacity have not developed education to where we had predicted this year • Create a brand that speaks to all audiences • Invest in marketing to provide a platform for income generation • Reputation as sector experts and thought leaders Increased media presence. We are approached by multiple media outlets for comments and interviews • New brand • New more accessible website • Fear Free identity still to be firmed • Measuring the impact, clear identity, what we stand for • Improve brand for attracting employees 9. Review of Finances FearFree's main funding comes from local authorities and other statutory bodies to fulfil statutory responsibilities to support adults and children who are experiencing or have experienced domestic abuse, sexual violence and stalking. In addition, we receive funding from the National Lottery, Armed Forces Covenant Trust and other grant giving organisations. The Board has been committed to reducing FearFree's reliance on statutory contract funding to enable investment in development of our behaviour change expertise and training to support front line workers and organisations to recognise and respond to domestic abuse, sexual violence and stalking thus enabling FearFree to increase its impact. Raising funds FearFree is registered with the fundraising regulator and conducts all fundraising activities in- house in accordance with the Fundraising Code of Practice. During the course of this year there have been no failures to adhere to fundraising standards or complaints received regarding fundraising activities. All funds raised are for the sole use of FearFree in delivering its charitable benefit. Some funders may designate or restrict funding to specific charitable purpose. In such instances, 19

they are identified in our accounts as restricted and only used for that purpose unless reclassified with the agreement of the donor. Funds with no restricted purpose, unsolicited donations and small donations are allocated to our general funds. In 2024 FearFree opened its first charity retail store which successfully raised the Charity's profile and increased visibility for our services. However, this success did not translate into a financial contribution that would warrant continuing the operations. Therefore, the Board took the difficult decision to close the store and monitor opportunities for charity retail in the future. Financial performance FearFree was supported by external accounting firm, Godfrey Wilson and its auditors, Burton Sweet, to conduct a thorough review of its contracts to prepare its annual accounts for the year ending 31 March 2025. This resulted in a restatement of the year ending 31 March 2024 to reflect recognition of income and expenditure in accordance with the Statement of Recommended Practice (SORP) FRS 102 (Second Edition - October 2019). 31 March 2024 31 March 2025 (Restated) Total income £4,394,851 £5,173,235 Public sector funding for service delivery declined slightly year to year (£95k) which was offset by an increase (£823k) in income from donations and grants. Grant income is 30% (£1.4m) of total income for the year (2024: £0.5m) including £0.7m income for a three-year grant from the National Lottery to empower people impacted by domestic abuse into employment, education, training or volunteering. FearFree's unrestricted income from donations and grants increased by 225% from £221k (2024 restated) to £499k (2025). Restricted income from donations and grants was £1,054k in 2025(2024 restated: £508k). For a detailed analysis of income and restricted funds please reference notes 2 and 15 of this report. 31 March 2024 31 March 2025 (Restated) Total expenditure on charitable activities £4,351,901 £4,665,067 Total expenditure on raising funds (note 4) £234,154 £114,690 For year ending 31 March 2025, FearFree delivered a net gain of £274k (2024 restated: net loss £71k) against a total expenditure of £4,899k (2024 restated: £4,467k). FearFree's total salaries and staff costs including NI and pension was £3.5m (2024: £3.1m) an increase on the previous year of £421k, reflecting the increase of average number of persons employed in 2024 from 134 to 155 in 2025. Staff costs are 72% (2024: 70%) of the organisation's charitable spend. Further analysis of charitable expenditure showing 20

the operational activities undertaken by FearFree charity are given in the Statement of Financial Activities and notes 4 to 8. FearFree's debtors rose from £791k (2024 restated) to £1,092k as at 31 March 2025, with a £394k increase of amounts owed to the Charity (trade debtors) (reference note 11). Creditors rose from £519k (2024 restated) to £908k (2025) reflecting a £454k increase in accruals and deferred income (reference note 12). Cash position at 31 March 2025 was £780k (2024: £275k). FearFree's total funds of £960k are comprised of £678k restricted and £282 unrestricted. This is an increase of £220k from 31 March 2024 (restated) (£333k restricted plus £353k unrestricted). Note 15 provides an analysis of restricted funds and associated movements. Reserves policy The Board closely monitors performance to the approved budget, cash and free reserves position, and has established controls and mitigation measures. These include a combination of close monitoring of reserve and cash positions, cost control measures and additional income streams. Reserves are needed to cover unforeseen costs like redundancy payments should a service not be funded or temporary funding of services while new funds are sought, and to cover unplanned emergencies and other unforeseen expenditure. The trustees consider the minimum level of free reserves to be £250k, and review this on an annual basis. FearFree held free reserves of £246k as at 31 March 2025 (2024 restated: £282k). Free reserves are unrestricted funds which are freely available, they do not include fixed assets nor designated funds used for other purposes. Investment power and policy Investments are made in accordance with the charity's Articles of Association and Investment Policy. Having considered the available options the Trustees decided to invest in commercial common investments funds (high interest bank accounts and short term deposit accounts). Accreditation FearFree charity has maintained national recognition for the quality of its governance, management and service delivery. Accreditation includes: Cyber Essentials Plus, Data Security Protection Toolkit, Safe Lives - Leading Lights, Respect Perpetrator Programme Standard and Blue Star. We are also Living Wage Employers. 10. Structure Governance and Management Governing Document The organisation is a charitable company limited by guarantee, incorporated on 25 April 1997 and registered as a charity on 9 October 1997, having previously been registered as the Single 21

Parent Family Association in 1993. The company was established under a Memorandum of Association that established the objects and powers of the charitable company and is governed under its Articles of Association. The memorandum and Articles of Association were reviewed in 2013 and redrawn to conform to the Charity Commission template. The Trustees undertook a review of the charity's Objects and recommended a minor amendment, which was approved in January 2017. The Articles and constitution were reviewed and have been submitted to the Charity Commission in August 2023 under the charity's new name FearFree. Appointment of Trustees Trustees are appointed by the members at the Annual General Meeting of the charity. Under the Articles, trustees who have completed their term of office must retire at the Annual General Meeting unless an extension is agreed by the full Board of Trustees. Potential new trustees are identified from a variety of sources including external recruitment, personal recommendations by members or the current trustees. Before we start to select trustees, the board skills audit is updated to ensure that we retain the required experience and skill for the Board. Selection for appointment is based solely on the contribution it is believed the individual is likely to make to the development and delivery of the charity's objectives. The Board embraces diversity in its broadest sense, believing that a wide range of experience, background, perspective, skills and knowledge combine to contribute towards a high performing, effective Board, which is better able to support and direct the charity. The Board have prioritised diversifying the board recognising that this is necessary to achieve the strategic objective of FearFree to represent the community it serves. In addition, the Board ensure a proportion of trustees have lived experience of domestic abuse, sexual violence and stalking to provide context to Board decision making and best represent the views of service users. Prospective trustees are interviewed by a panel which includes the Chair and Chief Executive Officer before their appointment is ratified by the Board of Trustees. Pre-appointment vetting checks are conducted against the Disqualified Directors Register and the Individual Insolvency Register, plus a vetting process is carried out. New trustees are provided with a comprehensive induction including; details of the management structure, financial performance and the constitution and governance framework for the charity. Trustees are expected to undertake statutory and mandatory training, Board development training and encouraged to attend internal and external events and spend time with staff delivering front line services. The charity's trustees are also directors of the company for the purposes of company law. Trustee indemnity insurance is provided for the benefit of the trustees. 22

Board effectiveness The Board of Trustees reviews its own effectiveness through an annual review in accordance with the Charity Commission Governance Code. The Chair proposes to the Board an annual work plan that reflects the risks and opportunities facing the charity and guides the Board in delivering its responsibilities throughout the year. Trustee Remuneration None of our trustees receive remuneration or other benefit from their work with the charity. Any connection between a trustee or executive leader of the charity and any contractor, donor or other partner to be disclosed to the full Board of Trustees in the same way as any other contractual relationship with a related party. The disclosure of any conflicts of interest is an agenda item of each board meeting. In the current year no such related party transactions were reported Details of trustees' expenses and related party transactions are disclosed in the accounts. Corporate Governance and Internal Controls The charity is governed by the Board of Trustees which is responsible for establishing appropriate corporate governance and internal control. The Board has overall responsibility for the running of the charity but delegates the day-to-day operations to the CEO and Executive Team. Over this last year the majority of Executive Team is new staff including a new Chief Executive Officer who joined at the end of November 2024. We have developed a business assurance framework which ensures that all areas of the organisation are closely monitored, and that Board has appropriate oversight over the strategic, financial and operational areas of the charity. The Board meets regularly throughout the year with set Board and committee meetings with additional meetings when required. Charity Governance Structure The governance of the charity is managed through Board meetings and committee meetings attended by trustees and Executive Leadership Team with other members of staff when warranted. Through the committees the Board members scrutinise areas of the business to ensure effective governance and monitoring of the organisation. The Board and committee meetings are detailed below. After a review of the committees this year the Board decided to combine the Finance and Income Generation Committee and Risk and Audit Committee to make Finance, Risk and Income Generation Committee. The Board has also introduced the Service Quality and Safeguarding Committee this year recognising that this area of our work needs more focussed scrutiny by the Board. 23

Full Board Meetings The Board sets quarterly meetings attended by the full board and members of the Executive Leadership Team. The Board considers reports from each committee as well as reports from the Executive Leadership Team. Decisions that need to be made are discussed and voted on. The main duties of the Board of Trustees are: • Ensure that the organisational strategy is delivered. • Have overall responsibility for the service elements of the organisational strategy, agree priorities and monitor progress against key quality indicators. • Review primary reports, escalations and risks escalated from the Board sub committees. • Receive assurance that all FearFree services are performing effectively. Finance Risk and Income Generation Committee This committee meets quarterly. The purpose of the sub-committee is: • To ensure that the trustees within the Finance, Risk and Income Generation Committee fully understand the charity's finances, risks and supporting/associated policies and procedures. • To approve risk mitigation measures. • To advise on accepting risks above the acceptable norm. • To help train new trustees in financial and risk matters. • To provide a mechanism that allows the expertise, skills and experience of the trustees and others within the Finance, Risk and Income Generation Committee to support the Chief Executive Officer and Finance Manager in the financial management of the charity. • To help prevent fraud and bribery by ensuring that all tasks associated with the finance function are not performed by one person without supervision from others. • To review insurance cover, financial and risk management policies and procedures. Service Quality and Safeguarding Committee This committee meets quarterly. The purpose of the sub-committee is: • To monitor, evaluate and continuously improve the quality of services provided to services users. • To ensure that the organisation is meeting all relevant legal and regulatory requirements. • To monitor and evaluate the standardisation of service quality across the organisation. • To ensure service quality remains at the correct level to meet standards for accreditations. • To feedback and make recommendations to the board relating to service quality and safeguarding. 24

People Committee This committee meets quarterly. The purpose of the sub-committee is: • To ensure that the trustees within the committee fully understand the charity's requirements in ensuring fair employment practices and monitoring and understanding of employment policies and practices. • To help train new trustees in employment matters. • To provide a mechanism that allows the expertise, skills and experience of the trustees and others within the committee to support the Chief Executive Officer in the management of the charity. • To review and recommend employment policies to the Board. • To manage on behalf of the Board the succession planning for the Trustees and Chief Executive Officer, reporting back to the Board at least twice per annum. Remuneration Committee This committee meets once a year. The purpose of the sub-committee is: • Formulate and monitor the organisation's Remuneration Policy. • Review the organisation's salary banding process, related remuneration and reward packages against agreed independent market benchmarking tools and ensure FearFree salary and reward packages are equitable, fair and remain competitive. • Approve the annual cost of living salary increase for all staff considering rates of inflation and known social care, charity sector and commercial benchmarking in the given year. • Determine the remuneration and reward package ofthe Chief Executive Officer. 11. Risk Management FearFree has a Risk Management policy and procedure to co-ordinate and manage risk within the organisation. This year we have engaged Bright HR who are also supporting in ensuring that we meet standards and regulations. We also achieved Cyber Essentials Plus and the DBS Toolkit which ensures we are compliant with cyber security and data protection risk. The accountability for risk sits across all lines of management in the organisation and is a standing agenda item for management meetings. The Chief Executive Officer, Executive Leadership Team and trustees use a risk register to regularly assess the risks and uncertainties that the charity is exposed to which helps the Executive Leadership Team to identify, monitor, record, and manage risk on an operational and strategic basis. The risk register is a live document that is regularly reviewed and updated by the Chief Executive Officer and Executive Leadership Team. All risks have an owner from the 25

Executive Leadership Team who report on their areas of responsibility to the Finance, Risk and Income Generation Committee at quarterly intervals. Significant risks are escalated to the trustees for review. Sub-committees of the Board of Trustees have delegated responsibility to keep those risks specific to them under review and escalate to the Board where necessary. The following risks have been identified as the most prominent factors facing the charity during the course of 2024/25. Risk One Risk Two Risk Three Risk of insufficient funds due to Poor organisational capacity Risk of poor performance and the challenging funding and performance. Due to staff trading sites posing financial environment and reliance on sickness and low retention due and contract liabilities commissioned contracts which to cost of living and needing do not cover full costs recovery higher wages. This results in the to meet strategic intentions and loss of skilled staff. deliver quality services Mitigations • Testing of contract parameters to ensure the contracts are sustainable without supplementary funding • A fundraising strategy and team is now in place. The strategy will be reviewed annually and subject to quarterly performance reviews • All proposed projects that may be reliant on long term voluntary funding must comply with the charity's objects, have agreed outcomes and budgets Mitigations • Regular review of staff structure in light of post pandemic challenges and longer-term strategy • Ensure all staff have clear job descriptions and work plans. • Regularly monitoring of staff sickness, holiday uptake and staff turnover • Ensure the succession plan is reviewed, updated and accessible • Ensure effective cross- skilling between roles through training • Conduct regular line- management and supervisions in accordance with supervision policy • Provide external supervision for those involved in casework • Provide appropriate training in accordance with service training plans Mitigations • Weekly review of income and expenditure • Utilising public appeals to generate donated stock • Clear and efficient exit strategy • Recruit experienced staff Please note: The charity made the decision to close the shop due to the financial risk. 26

1. Statement of Trustee Responsibilities The trustees (who are also directors of FearFree Charity Limited for the purposes of company law) are responsible for preparing the Trustees' Report (incorporating the strategic report and directors' report) and the financial statements in accordance with 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 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 charitable company and of the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to: • Select suitable accounting policies and then apply them consistently; • Observe the methods and principles in the Charities SORP; • Make judgments and accounting estimates that are reasonable and prudent; • State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and • Prepare the financial statements on the going concern basis unless it is inappropriate to presume that thecharitable company will continue in business. The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the trustees are aware: There is no relevant audit information of which the charitable company's auditors are unaware; and The trustees have taken all steps that they ought to make themselves aware of that information. On behalf of the Board Maureen Margrie, Chair Mauren Margie Date: 19 December 2025 27

List of Special Thanks Commissioners and Grant Funders Wiltshire Council Wiltshire Office of the Police and Crime Commissioner Wiltshire Probation Gloucestershire County Council Gloucestershire Office of the Police and Crime Commissioner Armed Forces Covenant Fund Trust The National Lottery Community Fund NHS Bath and North East Somerset Swindon & Wiltshire Integrated Care Board Interpersonal Trauma & Violence Team, Safeguarding Directorate, Devon Integrated Care Board Devon County Council Victim Support Devon & Cornwall Royal Devon and Exeter Hospital Safeguarding Team Nationwide Community Grants University of Bristol Devon Partnership NHS Trust All at the Church of England Fundraising Bradford on Avon Co-op Exeter Chiefs Foundation Exeter Masons Spin Dance Fitness Still Sisters The Works Trowbridge Council University of Exeter Wadworths Waitrose Warminster Town Council Westbury United Reformed Church Battens Solicitors Clear Vision Accountancy Excalibur Communications Goughs Solicitors 28

Hargreaves Lansdown Michelmores Solicitors Pen Carrie Stonewood Group Tesco B&Q Foundation Chippenham Town Council Crossing Pathways project, funded by the Home Office Devizes Town Council Elzabeth and Prince Zaiger Trust Gibbons Family Foundation Jack Lane Charitable trust Jamieson - Bystock Trust Melksham Without Parish Council National Grid Nationwide Foundation NHS England Southwest, Workforce Training and Education Fund North Devon Councillor Grants Operation Christmas Hamper Persimmon Charitable Trust Salisbury Soroptimists Souter Charitable Trust St Edmunds and St Mary Major Charity St James Trust The Armed Forces Covenant Fund Trust The National Benevolent Charity The National Lottery Awards for all. The National Lottery Community Fund The Norman Family Trust The Northwick Trust Wiltshire Community Foundation Wiltshire Council HSF Fund Zurich Community Trust Our Ambassadors Ariana Watling Sarah Jepson 29

Independent auditor's report to the members of FearFree Charity Limited Opinion We have audited the financial statements of FearFree Charity Limited (the "Charity") for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of 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 Charity's affairs as at 31 March 2025 and of its income and expenditure for the year then ended; • have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted out audit in accordance with international Standards in Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the Charity 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. Conclusions relating to going concern In auditing the financial statements, we have concluded that the directors' 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 charity'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 directors with respect to going concern are described in the relevant sections of this report. Other information The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. Our opinion on the financial statements does not cover the other information 30

and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, 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 there is a material misstatement in the financial statements or a material misstatement of the other information. 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 the fact. We have nothing to report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit: the information given in the trustees' report (incorporating the directors' report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and the directors' report has been prepared in accordance with applicable law requirements. Matters on which we are required to report by exception In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors' report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; • the financial statements are not in agreement with the accounting records and returns; • certain disclosures of trustees' remuneration specified by law are not made; or • we have not obtained all the information and explanations necessary for the purposes of our audit; or • the trustees were not entitled to prepare the financial statements in accordance with the small companies' regime and take advantage of the small companies' exemptions in preparing the directors' report and from the requirement to prepare a strategic report. 31

Responsibilities of trustees As explained more fully in the trustees' responsibilities statement, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the Charity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the Charity or to cease operations, or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financial statements 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 aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows: • we identified the laws and regulations applicable to the charity through discussions with those charged with governance and other management, and from our knowledge and experience of the sector; we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements of the operations of the company, including the Companies Act 2006, taxation legislation and data protection, anti-bribery, employment, pensions, environmental and health and safety legislation; and we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management, inspecting legal correspondence and remaining alert during the audit for any indications of non-compliance. Our audit procedures in relation to fraud included but were not limited to: • making enquiries of those charged with governance and other management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; • discussing amongst the engagement team the risks of fraud; gaining an understanding of the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations; testing journal entries to identify unusual transactions; • assessing whether judgements and assumptions made in determining the accounting estimates set out in the accounting policies were indicative of potential bias; and 32

investigating the rationale behind significant or unusual transactions. There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditors/audit-assurance- ethics/auditors-responsibilities-for-the-audit. This description forms part of our auditor's report. Use of our report This report is made solely to the Charity's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Charity's members those matters we are required to state in them in an auditor's 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 Charity's members as a body, for our audit work, for this report, or for the opinions we have formed. Joshua kingston Joshua Kingston FCA (Senior Statutory Auditor) For and on behalf of Burton Sweet Limited Statutory Auditor The Clock Tower 5 Farleigh Court Old Weston Road Flax Bourton Bristol BS48 1UR Date: 19 December 2025 33

FEARFREE CHARITY STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) YEAR ENDED 31 MARCH 2025 Unrestricted Funds Restricted Funds Note Income from: Donations and grants Charitable activities Trading activities Investments Total income Expenditure on: Raising funds Charitable activities 498,860 1,054,417 2,881,365 677,565 34,957 26,071 : 3.441.253= 1,731,982 1,553,277 3,558,930 34,957 26,071 5,173,235 234,154 3,240,330 1.424,737 234,154 4,665,067 Total expenditure 3,474.484 1,424,737 4,899,221 Net income/ (expenditure) (33,231) 307,245 274,014 Transfers between funds 15 (37,706) 37,706 - Net movement in funds (70,937) 344,951 274,014 Total funds at the start of the year as previously stated 150,373 565,095 715,468 Prior year adjustment 22 203,137 (232,142) (29,005) Total funds at start of year (restated) 15 353,510 - - 332,953 686,463 Total funds at end of year 15 282,573 677,904 960,477 The charity has no recognised gains or losses other than the results for the year as set out above. All of the activities of the charity are classed as continuing. Total Funds Total Funds 2025 2024 Restated 730,135 3,654,658 10,058 4,394,851 114,690 4,351,901 4,466,591 (71,740) - (71,740) 723,151 35,052 758,203 686,463 See note 16 for fund-accounting comparative figures. The notes on pages 37 to 49 form part of these financial statements. 34

FEARFREE CHARITY BALANCE SHEET AS AT 31 MARCH 2025 Fixed assets Intangible assets Tangible assets Current assets Debtors Cash at bank and in hand Short-term investments Liabilities Creditors: amounts falling due within one year Net current assets Provisions for liabilities Net assets Funds Restricted funds Unrestricted funds Note 9 10 Company number: 03360057 2025 30,690 6,131 36,821 2024 Restated 41,490 29,532 71,022 11 12 13 1,091,804 779,608 1,871,412 (908,023) 963,389 (39,733) 960,477 790,695 275,396 88.273 1,154,364 (518,923) 635,441 (20,000) 686,463 17 17 677,904 282,573 332,953 353,510 960,477 686,463 These financial statements have been prepared in accordance with the special provision for small companies under Part 15 of the Companies Act 2006 and with the Financial Reporting Standard 102 (FRS102). The financial statements were approve by the Trustees on. 19 December 2025..... and are signed on their behalf: Maureen Margrie The notes on pages 37 to 49 form part of these financial statements. 35

FEARFREE CHARITY CASHFLOW STATEMENT YEAR ENDED 31 MARCH 2025 Net cash (outflow)/inflow from operating activities Non-operational cash flows: Payments for intangible fixed assets Payments for tangible fixed assets Investment income Net cash (outflow)/inflow for the year Cashflow Restrictions Note 20 21 2025 389,868 2024 Restated 161,932 26,071 26,071 415,939 (10,800) 10,058 (742) 161,190 Charity law prohibits the use of net cash inflows of any endowed or other restricted fund to offset net cash outflows on any fund outside its own objects, except on special authority. In practice, this restriction has not had any effect on cash flows The notes on pages 37 to 49 form part of these financial statements. 36

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 1 Accounting policies Basis of preparation The financial statements have been prepared in accordance with the historical cost convention (except where otherwise stated in the accounting policy note) and in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standaro applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019, and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), and the Companies Act 2006. FearFree Charity meets the definition of a public entity under FRS102. The Trustees have considered all available information to assess the going concern status of the charity. Particular attention has been paid to the reserves and cash position of the charity along with regular monitoring of the financial reports, budgets and future forecasting. The Trustees consider that there are no material uncertainties affecting the ability of the charity to continue as a going concern. Income Income from donations is included in come when these are receivable, except as follows: I. When donors specify that donations given to the charity must be used in future accounting periods, the income is deferred until those periods; Il. When donors impose conditions which have to be fulfilled before the charity becomes entitled to use such income, the income is deferred until the pre-condition have been met. Income from contracts for the supply of services is recognised with the delivery of the contracted service. This is classified as unrestricted funds unless there is a contractual requirement for it to be spent on a particular purpose and returned if unspent, in which case it may be regarded as restricted. Expenditure Expenditure is recognised on an accruals basis in the period in which it is incurred. Expenditure includes attributable VAT which cannot be recovered Raising funds expenditure include those costs incurred in seeking voluntary contributions costs of goods sold and other costs which include the costs of running a participating in fundraising events and collections and cost of goods purchased for resale. Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked to the strategic management of the charity. Governance costs are included within support costs. Allocation and apportionment costs Certain expenditure is directly attributable to specific activities and this has been included in those cost categories. Other costs, which are attributable to more than one category, are apportioned across cost categories on the basis of an assessment of workload carried out from time to time. Overhead support costs have been apportioned between charitable activities on a basis consistent with the use of resources. 37

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 1 Accounting policies (continued) Pension The charity contributes to defined contribution pension schemes. Contributions payable to the charity's pension schemes are charged to the Statement of Financial Activities in the period to which they relate. Intangible fixed assets Amortisation is provided on intangible assets so as to write off the cost, less any estimated residual value, over their useful life as follows: Amortisation is provided on the following basis: Website development - straight line over 5 years Tangible fixed assets Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible asset into its intended working condition should be included in the measurement cost. Capital items with purchase price of more than £1,000 are included within fixed assets. Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives: Depreciation is provided on the following basis: Fixtures and fittings - straight line over 5 years Computer equipment - straight line over 3 years Debtors Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Cash at bank and in hand Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Creditors Creditors and provisions are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable of a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors are recognised at the amount that the charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted and the pre- tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised within interest payable and similar charges. Fund accounting Unrestricted funds can be used in accordance with the charitable objects at the discretion of the trustees. Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. Designated funds form part of unrestricted funds and have been identified as being for particular purposes by the Trustees. They are not restricted and can be transferred to general funds at any time at the discretion of the Trustees. Further explanation of the nature and purpose of each fund is included in note 15 of the financial statements. 38

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 2 Income from: donations and grants Unrestricted Restricted Funds Funds Corporate fundraising Community fundraising Grants Individual giving Gift Aid Other 109,319 56.796 39,345 322,933 1.046.416 21,804 2,355 955 3,104 498,860 1,054.417 Prior year comparatives Unrestricted Restricted Funds Funds Total Funds 2025 116,115 39,345 1,369,349 22,759 2,355 3,354 1.553.277 Total Funds 2024 Restated orporate fundraisir ommunity fundraisir Grants Individual giving Gift Aid Other 147,164 39,239 6,035 508391 7,827 2,877 18,602 : 221,744 508,391 Restated 147,164 39,239 514,426 7,827 2,877 18,602 730,135 The charity benefits greatly from the involvement and enthusiastic support of its many volunteers, details of which are given in our annual report. In accordance with FRS102 and the Charities SORP (FRS102), the economic contribution of general volunteers is not recognised in the accounts. Included in the total above are government grants including from non-departmental public bodies totalling £733,535 (2024: £12,828). 3 Income from: charitable activities Public sector funding - core service delivery Prior year comparatives Public sector funding - core service delivery Unrestricted Funds 2,881,365 2,881,365 Unrestricted Funds Restated 3,537,494 3,537,494 Restricted Funds 677,565 677,565 Restricted Funds Total Funds 2025 3,558,930 3,558,930 Total Funds 2024 117,164 117,164 Restated 3,654,658 3,654,658 ncome from public sector funding comprises performance related grants and service level agreements made by loca authorities to fund the charity's activities 39

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 4 Expenditure on: raising funds Fundraising and trading costs Staff and volunteer costs 5 Expenditure on: charitable activities Provision of charitable services Prior year comparatives Provision of charitable services Activities undertaken directly € 3,770,552 3.770,552 Activities undertaken directly 3,641,460 3,641,460 Please see detailed description of our activities in the Trustees' Annual Report. 6 Support costs All support costs are allocated to charitable activities, by usage. Staff and volunteer costs Office costs Premises costs Finance costs Marketing and advertising Governance costs Bad debt 7 Net income / (expenditure) for the year Auditor fees : - Audit - Accounts preparation - Prior year over/under provision Depreciation Amortisation Trustees' remuneration Reimbursement of zero Trustees' travel expenses (2024: zero Trustees) 40 2025 63,621 170,533 234,154 Support costs (Note 6) 894,515 894,515 Support costs (Note 6) 710,441 710,441 2024 8,561 106,129 114,690 Total 2025 4,665,067 4,665,067 Total 2024 4,351,901 4,351,901 Total Funds Total Funds 2025 2024 397,355 258,797 159,262 740 25,035 53,326 894,515 2025 15,880 3,020 263,731 198,340 178,270 388 23,488 47,385 (1,161) 710,441 2024 15,120 10,530

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 8 Staff costs and numbers The aggregate payroll costs were: Wages and salaries Social security costs Contribution to defined contribution pension scheme Redundancy costs 2025 € 3,174,090 246,566 110,807 2024 € 2,783,971 231,625 91,403 3,023 3.110,022 3,531,463 The average number of persons employed by the company (headcount) during the year was 155 (2024: 134). 1 the year, no employee received benefits over £60,000. In 2024, one employee received benefits (excludir mployer's national insurance contributions and employer pension costs) of between £80,000- £90,00 The key management personnel of the charity are listed on page 4. The total amount of employee benefits (including employer's national insurance contributions and employer pension contributions) received by key management personnel for their services to the charity was £447,764 (2024: £335,457). 9 Intangible fixed assets Cost At 1 April 2024 At 31 March 2025 Website development € 54,000 54,000 Total 54,000 54,000 Amortisation At 1 April 2024 Charge for the year At 31 March 2025 Net Book Value At 31 March 2025 12,510 10,800 23,310 12,510 10,800 23.310 30,690 30,690 At 31 March 2024 41,490 41,490 41

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 10 Tangible fixed assets Cost At 1 April 2024 At 31 March 2025 Depreciation At 1 April 2024 Charge for the year At 31 March 2025 Net Book Value At 31 March 2025 At 31 March 2024 11 Debtors Trade debtors Other debtors Prepayments and accrued income 12 Creditors Trade creditors Taxation and social security Other creditors Accruals and deferred income Included above is deferred income from grants and contracts. Deferred income balance at start of period Amount released to income Amount deferred in the period Deferred income balance at end of period 13 Provisions for liabilities and charges Dilapidation of leased buildings 42 Fixtures, fittings & equipment 95,870 95,870 66,338 23,401 89,739 6,131 29,532 2025 567,968 2,897 520,939 1,091,804 2025 49,687 56,114 19,465 782,757 908,023 2025 253,872 (253,872) 696,189 696,189 2025 39,733 39,733 Total 95,870 95,870 66,338 23,401 89,739 6,131 29,532 2024 (Restated) 174,296 6,482 609,917 790,695 2024 128,298 55,691 16,924 318,010 518.923 2024 227,337 (227,337) 253,872 253,872 2024 20,000 20,000

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 14 Operating lease commitments At 31 March 2025 the company had commitments to make future minimum lease payments under non-cancellable operating leases as follows: 2025 2024 Amounts payable: Within one year Within two and five year 64,937 59,777 124,714 15 Movement between funds Transfers 56,559 105,975 162,534 At 31 March 2025 Restricted funds OPCC Gloucestershire Chippenham Boroughlands Alarms Gloucestershire Military DVPP Programme Gloucestershire Volunteer OPCC Devon The National Lottery Community Fund Children Tool Kits Housing IDVA Gloucestershire OPCC Gloucestershire PRG Gloucestershire PRG Awareness Raising Wiltshire Household Support Wiltshire MoJ Devon Behaviour Change JHS Mental Health IDV Devon Housing IDVA - Feeling Safe Home Starter Kits Crisis fund Unrestricted funds General funds Fixed asset reserve Total funds At 1 April 2024 Restated 4,252 10,390 225,874 6,404 (376) 57,766 18.126 : 10,517 : 332,953 282,488 71,022 353,510 686,463 Income Expenditure 76,000 • . . 306,435 706,653 11,230 100,000 159,998 9,358 (76,000) (4,080) (126,624) (6,404) (344,141) (237,918) (1,835) (19,075) (100,000) (137,615) (8,343) 15,000 134,472 (15,000) (144,989) 99,941 (99,941) 45,284 (38,035) 52,511 1,800 (52,511) 13,300 (1,800) (10,426) 1,731.982 = (1,424,737) 3,441.253 (3,440,283) (34,201) 3.441,253(3.474,484) 5.173,235 (4,899,221) 37,706 : : : 37,706 (37,706) (37,706) 4,252 6,310 99,250 468,359 9,395 38,691 18,126 22,383 1,015 : 7,249 677,904 245,752 36,821 282,573 960,477 43

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 15 Movement between funds (continued) Prior year comparatives Restricted funds Standing Together Against Domestic Abuse OPCC Gloucestershire Community First The Noel Buxton Trust DHSE Best Start Chippenham Boroughlands Alarms Gloucestershire Military DVPP Programme Gloucestershire Volunteer OPCC Devon The National Lottery Community Fund Safer Accommodation Housing IDVA Gloucestershire OPCC Gloucestershire PRG Awareness Raising Wiltshire MoJ Unrestricted funds General funds Fixed asset reserve At 1 April 2023 Restated 14,757 18,401 3,788 8,714 337 4,252 10,209 297,750 - : 67,555 425,763 269,858 62,582 332,440 758,203 Income Restated Expenditure Transfers € Restated Restated (14,757) - (18,401) (8,714) 2,219 31 March 2024 Restated - 4,323 : 1,000 7,500 308,235 - 5,000 59,984 90,000 15,041 134,472 625,555_ 3,769,296 3,769,296 (8,111) (2,556) (819) (71,876) (1,096) (308,235) (376) (5,000) (2,218) (62,874) (15,041) (191,510) (684,469) (3,751,041) (31,081) (3,782,122) (4,466,591) : (9,000) : 4.252 10,390 225,874 6,404 (376) 57,766 18,126 - 10,517 332,953 (33,896) (5,625) 39,521 33,896 282,488 71,022 353,510 686,463 Total funds 4,394,851 Designated funds Fixed asset reserve The net book value of fixed assets is shown in a separate designated fund. Transfers between this and general funds represent fixed asset additions and disposals. Restricted funds Standing Together Against Domestic Abuse Provision of a full time hospital based IDVA at the Royal Devon & Exeter hospital. OPCC Gloucestershire Employment of one full time Independent Stalking Advocacy Caseworker (ISAC) for Gloucestershire to focus on high risk cases. Community First Building Bridges pilot. Funded by the National Lottery and European Social Fund for the South West region, this a programme which seeks to empower people impacted by Domestic Abuse into employment, education, training or volunteering. 44

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 15 Movement between funds (continued) The Noel Buxton Trust Funding for The Elephant In The Room project for children. DHSE Best Start Department of health and Social Care, Health and Wellbeing fund to provide the Best Start project in Devon improving access to perinatal services through the provision of community navigators and community champions. Chippenham Borough Lands Community Trust Welfare support for individual clients residing within the parish of Chippenham and have done so for two years. Alarms Gloucestershire Funding, provided from the Safer Streets funding, for the provision of personal safety alarms for victims and potential Military DVPP Programme Funded by the Armed Forces Covenant Trust, this is a Behaviour Change programme, focussing on clients who are military or former miliary personnel. Gloucestershire Volunteer Funded by Gloucester County Council, this grant is for the employment of a part-time volunteer co-ordinator. OPCC Devon Funded by the Police & Crime Commissioner for Devon and Cornwall through partners Victim Support, this fund supports survivors of Domestic Abuse and Sexual Violence. The National Lottery Community Fund Funded by the National Lottery for the South West region, this a programme which seeks to empower people impacted by Domestic Abuse into employment, education, training or volunteering. Children Tool Kits Interactive toolkit Funded by National Lottery for children 7-11 and over 12 who have witnessed or experience domestic abuse or sexual violence. Safer Accommodation Funded by Devon County Council this fund enables the recruitment of a trained domestic abuse housing specialist to ensure victims can access and maintain safe and suitable housing as they rebuild their lives. Housing IDVA Funded by Nationwide Building Society, this fund enables the recruitment of a trained domestic abuse housing specialist within the Devon area, to ensure victims can access and maintain safe and suitable housing as they rebuild their lives. Gloucestershire OPCC Operated through Gloucestershire County Council from Gloucester Office of the Police Crime Commission, this fund related to the provision of specialist services for addressing perpetrator behaviour within the country. Gloucestershire PRG Funded by Gloucester County Council to deliver Postive relationships and behavioir change for people that cause harm and provide support to their partners. Gloucestershire PRG Awareness Raising Additional funding from Gloucestershire Couny Council to increase community engagement for PRG programme. 45

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 15 Movement between funds (continued) Wiltshire Household Support Funded by Wiltshire County Council to offer families who are fleeing or have just fled an abusive relationship and are being relocated into emergency social housing support with their essentials and non essentials. Wiltshire MoJ Funded by Wiltshire Office of Police Crime Commission, but managed via Wiltshire County Council as an extension to their contract, this fund enables the recruitment of a trained domestic abuse specialist to support adults and children within Wiltshire who are abused victims. Devon Behaviour Change Funded by Devon County Council to provide Behavioir Change services to support the main Devon DA contract. NHS Mental Health IDVA Provision of a full time Mental Health IDVA based at Royal Devon Hospital. Devon Housing IDVA - Feeling Safe Staying Put IDVA, Funded by Devon County Council. This fund enables the recruitment of a trained domestic abuse housing specialist within the Devon area, to ensure victims can stay safe in their home. Home Starter Kits Crisis support for people fleeing abusive relationships and starting up a new home. Crisis fund Crisis funds for victims of Domestic Abuse across South West. 16 Prior year fund comparatives for the Statement of Financial Activities Income from: Donations and grants Charitable activities Investments Total income Expenditure on: Raising funds Charitable activities Total expenditure Net income/ (expenditure) Transfers between funds Net movement between funds Total funds at start of year Total funds at end of year Unrestricted Restricted Funds Funds Restated 221,744 3,537,494 10,058 3,769,296 Restated 508,391 117,164 625,555 Total Funds 2024 € Restated 730,135 3,654,658 10,058 4,394,851 114,690 3,912,807 4,027,497 (258,201) 33,896 (224,305) 332,440 108,135 439,094 439,094 186,461 (33,896) 152,565 425,763 578,328 114,690 4,351,901 4,466,591 (71,740) - (71,740) 758,203 686,463 46

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 17 Analysis of net assets between funds Intangible fixed assets Tangible fixed assets Other net current assets Prior year comparatives Intangible fixed assets Tangible fixed assets Other net current assets Unrestricted Funds 30,690 6,131 245,752 282,573 Unrestricted Funds Restated 41,490 29,532 282,488 353,510 Restricted Funds : 677,904 677,904 Restricted Funds Restated 332,953 332,953 Total Funds 2025 30,690 6,131 923,656 960,477 Total Funds 2024 Restated 41,490 29,532 615,441 686,463 18 Related party transactions There are no related party transactions in the current or prior year apart from those already disclosed throughout the report. 19 Control The Charity is controlled jointly by the Trustees, there is no controlling party. 20 Reconciliation of net movement in funds to net cash inflow from operating activities Statement of Financial Activities: Net movement in funds Investment income Amortisation Depreciation Increase / (decrease) in creditors: current liabilities Increase in provisions for liabilities Decrease / (increase) in debtors Net cash inflow / (outflow) from operating activities 2025 274,014 (26,071) 10,800 23,401 389,100 19,733 (301,109) 389,868 2024 Restated (71,740) (10,058) 10,530 31,081 9,874 1922245 161,932 47

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 21 Analysis of changes in cash during the year Cash at bank and in hand Short-term investments 2025 779.608 Cash at bank and in hand Short-term investments 779,608 2024 275,396 88,273 202,479 2024 275,396 88,273 363,669 2023 64,584 137,895 1,088,955 Change 504,212 (88,273) 415,939 Change 210,812 (49,622) 161,190 22 Prior year restatement The following restatements are required due to errors in the recognition of income and classification of funds. The change in treatment affected one grant and three service contracts in the prior year. The impact of the above changes are shown below: Analysis by net assets Intangible assets Tangible assets Debtors Cash at bank and in had Short term deposits Creditors < 1 year Provisions for liabilities Total net assets 2024 As previously stated 41,490 29,532 819,700 275,396 88,273 (518,923) (20,000) 715,468 Adjustment 12305) (29,005) 2024 Restated amounts 41,490 29,532 790,695 275,396 88,273 (518,923) (20,000) 686,463 Accrued income and trade debtors are the debtors affected. Fund totals at year-end Restricted funds Unrestricted funds 2024 As previously stated (565,095) (150,373) (715,468) Fund totals at year-end Restricted funds Unrestricted funds 2023 As previously stated (425,763) (297,388) (723,151) 2024 Restated Adjustment amounts 232,142 (332,953) (203,137) (353,510) 29,005 (686,463) 2023 Restated Adjustment (35,052) (35,052) amounts (425,763) (332,440) (758,203) 48

FEARFREE CHARITY NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 22 Prior year restatement (continued) Income and Expenditure Income from donations and grants - unrestricted Income from donations and grants - restricted Income from charitable activities - restricted Income from charitable activities - unrestricted Charitable activity expenditure - restricted Charitable activity expenditure - unrestricted Transfers between funds - restricted Transfers between funds - unrestricted 2024 As previously stated € (221,744) (563,391) (117,164) (3,546,551) 516,041 3,835,860 25,182 (25,182) Adjustment 55,000 9,057 168,428 (168,428) 8,714 (8,714) 64,057 2024 Restated amounts (221,744) (508,391) (117,164) (3,537,494) 684,469 3,667,432 33,896 (33,896) 49