2025-03-31-accounts

ANNUAL REPORT AND ACCOUNTS 2024-25 BANG BUILDING A NEW GENERATION ?' 11

Legal & Administrative Inforn￿tiOn Charity Number: 108654 Governance and management The charity is a company limited by guarantee and a registered charity. It is operated under the rules of its memorandum and articles of association dated October 2000, as amended by special resolutions dated April 212001, January 5 2006, April 16 2007 and July13 2013. It has no share capital and the liability of each member in the event of winding-up is limited to £1. BANG Board of Trustees Paul Bragman (Chair) Alison Crosland (Trustee) Company Number: 4059683 Address: 2nd Floor, 89-93 High Street, Harlesden London. NWIO 4NX Meera Karavadra (Trustee) James Pearson (Trustee) Natalie Ann Roberts (Trustee) Email: Paulette German-Harris (Trustee) .com Independent examiner London Accountancy Practice, Sojourner Truth Centre, 161 Sumner Road, London SE15 6JL Website: wearebang.com Secretary: Jasmine Bragman Usiskin BANG

(XINTENTS 04 Introduction and welcome from BANG CEO 05 Our Vision & Mission 06 Overview 07 Operations information Our Achievements 2024-2025 08 23 Our Programmes Funding strategy Acknowledgements 27 Financial Accounts for the Year Ending March 2025 24 26

Introduction and Welcome from BANG CEO Warm greetings, As we move through another transformative year at BANG Edutainment, l am proud to share the progress and resilience that have def ined 2024-25 for us. Now in our 26th year, our work continues to be deeply rooted in the communities we serve, shaped by lived experience, and driven by the shared understanding that young people are notjust participants in our programmes~ they are leaders, innovators, and change makers. Through initiatives like our internships, Young Leaders programme, and skills-based projects, we have ensured that young people have both the platform and the tools to shape their own futures and contribute meaningfully to their communities. "Youth Power" continues to be more than a slogan - it's the core of our work. The determination and creativity we see in the young people we work with inspire us to be youth-led. We listen to them and adapt, collaborate, and build programmes that respond to real interests and needs. Our partnerships remain central to everything we do. Over the past year, we've strengthened our ties within Brent and expanded collaborations across sectors, linking individuals, community groups, local authorities, and corporate partners. These relationships allow us to broaden opportunities, pool resources, and develop solutions that are both ambitious and sustainable. Jennifer Ogole, OBE Our role has to be to look beyond the immediate, to catalyse improvement, innovation, and change in ways that public sector funding alone could not achieve. To do this effectively, we recognised last year the need for a clear framework to guide our decisions-helping us determine not only what we choose to do, but also what we intentionally leave aside. We've refined our operational systems, restructured parts of our team, and set a clearer path for financial stability and growth. These changes have been made with one aim in mind: to deliver consistently high-quality programmes while creating a foundation that will serve BANG for many more decades to come. CEO and Founder Values and wellbeing remain at the heart of our work. Every project we deliver, every connection we make, and every skill we teach is part of a bigger picture-helping young people to flourish, strengthening community bonds, and promoting fairness and opportunity for all. As we look ahead, our commitment is unwavering. We will continue to support young people to fulf ill their potential, lead with purpose, and build communities that are vibrant, resilient, and inclusive. One Love Jennifer Ogole CEO & FOUNDER, BANG Edutainment

Our Vision & Mission Our Vision A world in which all young people are valued, thriving, and contributing positively to their communities. Our Mission Partnering globally to deliver world-class services for children, young people and their communities that develop skills for life and careers; and enable them to achieve individual and collective goals ensuring sustainable positive impact for all stakeholders. BANG

Overview Outcomes and Impact Communities More (young) people are connected and engaging with each other and relevant agencies. Communities better able to manage conflicts, bridge differences and work with diversity as a strength. Communities becoming stronger, more resilient, and able to lead in identifying and meeting their own needs. Parentslcarers are engaged with their children, relevant agencies, and their communities. Parentslcarers have access to tools and resources to respond to their children's needs and challenges. Parentslcarers have an increased awareness of services and how to engage them confidently. Improved health and wellbeing (mental, emotional, and physicall of parents and young people. 3ANG has young people at its core. It works with them to become ommunity leaders that will effect change through social Jnterprise. BANG does this by providing platforms that will develop loung people's talents and skills as well as diverting vulnerable, at- -isk young people away from crime and negative influences by )roviding targeted support for them and their families. BANG'S early ntervention programmes reduce the likelihood of engaging in rime and deviance. There are three outcome areas that embody BANG Edutainment's IBE'S) vision, mission and aims. Young People Young people are confident, motivated, and resilient. They can make positive informed choices so they can achieve their ambitions and goals. Improved health and wellbeing Imental, emotional, and physical) of young people and parentslcarers. 3ANG also builds confidence through internships and volunteering hat give young people'real life" work experiences to equipment .hem with the skills they need for life and careers. itrategic Objectives To be a youth powered organisation that gives young people a voice in Brent. To be a leadership organisation that is exemplar in youth service design, delivery, and impact. To be current, responsive, and sustainable organisation that addresses the key issues and challenges experienced by young people and the communities in which they live. To develop platforms and opportunities for young people and communities that use creative arts and culture to connect and address their personal, socio-economic relational challenges. To Use IBE'S) experience in grassroots delivery to influence policy and practice and advocate for young people, parentslcarers, and communities at local, national, and strategic levels Youth Power Young people are equipped with the necessary skills and training to improve their future employability and career- enhancing skills. Young people are creative, caring and contributing to their communities.

Operations InfOrn￿tiOn Programmes and Projects Post-pandemic, BANG streamlined its delivery around four core areas: Creative Therapy & Wellbeing - dance, drama, and music Icreate Change NOW) Financial Literacy & Leadership - STACKS Earth & Environment- Grow Skills f or Lif e & Careers - workshops, internshi ps, volunteering These sit within six overarching themes: Youth Voice & Leadership, Health & Wellbeing, Earth & Environment, Creative Arts & Media, Learning & Skills, and Communities, Culture & Heritage. Organisational Operations BANG is currently enhancing its organisational inf rastructure to boost eff iciency and streamline operations over the next12 months. Our operations are supported by Upshot, a monitoring software that enables us to ca pture data, track performance, and generate detailed progress reports. This system strengthens our ability to evaluate outcomes effectively, ensuring that we can measure our impact accurately and refine our projects for greater scalability and replication. The leadershi p team consists of the CEO, COO and Senior Leaders. We are preparing to renew important accreditations, i ncluding the London Quality Mark and SFEDI. Alongside the board, senior management is focused on maintaining strong governance and accountability throughout the organisation. Programme staff are dedicated to delivering high-quality services, with a strong emphasis on enabling young people. Through internships and incubation opportunities, we are committed to developing their skills and leadership, enabling them to contribute directly to BANG'S work and to lead their own initiatives.

Our Achievements in 2024- 2025 Over the past year, BANG has continued to deliver innovative and impactful programmes that respond to the needs ol children, young people and their families. From leadership development to creative therapies. financial literacy. and wellbeing activities, our work has provided opportunities for personal growth, skill-building, and community connection. Through close collaboration with schools. community partners and funders. we have reached a diverse range of participants - enabling them to learn, create. and lead. Highlights from this year include.. Activities,Achievements, Performance Stacks - Financial Literacy We delivered weekly financial literacy training to pupils at St Claudine's Catholic School for Girls, Greenwell Academy, the BANG Young Leaders initiative, and for students from Ark Elvin Academy, supporting them to understand personal finance and apply this knowledge to develop creative enterprises. Young people gained practical budgeting skills. explored entrepreneurship, and began to see themselves as capable financial decision-makers. We also developed a series of educational videos to complement the Stacks programme. Our priority remains on delivering well-produced, engaging videos that resonate with the specific needs of our students and educators. These videos will be shared with the BANG Young Leaders and the participating schools providing an additional resource to reinforce the financial literacy and entrepreneurial skills covered in the programme.

uur Acnievemenis In 2024-2025 Stacks Average Key Metrics: .fTJrx.f 79 % of participants set SMART goals by the end of the programme. 97 % understood the definition and types of money. 76 % understood the risks of getting into debt. 78 % could define the meaning of a contract. 65 % could create a budget, up significantly from starting levels. 93 % understood the importance of spending and saving wisely. 80 % grasped common financial terms {asset, liability, credit, debt, saving, investing, etc.). 80 % felt confident in making financial decisions. All participants engaged with the concept of business and could define it. Through interactive learning, real- world scenarios, and practical exercises, participants improved their financial awareness, strengthened decision-making abilities, and built the confidence to manage money and explore entrepreneurial opportunities. Groups generated original business ideas, including a bakery, a youth club, and a specialist hearing device, demonstrating creativity and problem-solving skills.

Our Achievements in 2024-2025 Create Change Our specialist creative therapy service provided 1..1 and group sessions for children and young people in schools. Through art, drama, and movement, participants built emotional resilience, developed self-awareness, and learned healthy coping strategies in a safe and supportive environment. Create Change was originally funded by City Bridge Trust from 2021 2022, and secured continuation funding which ran from January 2023- December 2024. Creative Arts Therapists delivered both group and individual therapy sessions tailored to meet the needs of young people aged 8 and above. Average Key Metrics: 70 young people supported against a target 60 in Year 1 and 2 855 sessions delivered 14 % of participants were subject to a Child Protection Plan (CPO) or had prior involvement with police Outcome 1. Children and Young people improve self-conlidence and increase self-awareness 94¥0 reported an increase in self-awareness 97% reported an increase in self-confidence 95¥0 reported that they feel more positive about school and education Outcome 2. Children and Young People improve their mental health and wellbeing 94 % of young people showed strengthened emotional resilience 95¥0 of young people demonstrated heightened eimotional self-awareness 96¥0 of young people reported that their ability to cope with and overcome the mental health and emotional challenges they face have improved as a direct result of the support received. 10

Our Achievements in 2024-2025 Create Change Outcome 3. Children and Young people form stronger and healthier relationships within their families and local communities 97% of young people reported practical impact of stronger and healthier relationships within families and local communities. 98% of young people reported that they can better express their feelings towards their family 22 parents engaged via Parents Hub in Year l and Year 2 Outcome 4. Parents build self-confidence 100% of parents reported an increase in knowledge of local services and an increase in take up of these services therefore improvement in positive community engagement 80¥0 of parents reported that they feel more confident to access local services 9090 of parents reported feeling more confident to address wellbeing and mental health issues with their children Outcome 5. Parents learn and implement more effective communication methods both in and outside of their families. 100¥0 of parents reported that workshops and group sessions have increased their ability to communicate in their family 80% of parents reported improved their ability to reflect on their communication methods 80% of parents reported that the activities have helped them to communicate more effectively outside of their family Outcome 6. Parents improve their mental health and wellbeing. 8090 of parents reported increased emotional resilience (healthy emotional coping mechanisms) and emotional awareness 800k of parents reported using their self-awareness to engage with their children differently 4 university students worked with young people in a group setting in Year 1 4 university students worked with young people in a group setting in Year 2 4 young people from the older age bracket116-251 became volunteer peer wellbeing mentors, providing wellbeing support to other beneficiaries. alongside our staff team in Year 1 11 young people from the older age bracket116-251 became volunteer peer wellbeing mentors. providing wellbeing support to other beneficiaries, alongside our staff team in Year 2

Our Achievements in 2024-2025 Wellth Club Funded by Brent Health Matters, BANG Edutainment successfully started delivery of a comprehensive programme of health and wellbeing activities from July 2024. The project centred on two key activities: boxing sessions for adults and young people, and dance sessions for young people, both aimed at promoting physical, emotional, and social health. Key achievements to date: Through the activities, 19 young people participated, achieving several significant outcomes.. Community Impact Improved Wellbeing and Physical Health The project provided a safe offering of positive activities for young people and families impacted by the cost-of-living crisis. By combining fitness. nutrition, and social support, the initiative fostered a sense of community and addressed the physical. emotional, and financial challenges faced by participants. Participants experienced noticeable improvements in their physical and emotional wellbeing. Boxing and dance sessions encouraged regular physical activity, which contributed to better fitness levels, reduced stress, and enhanced mood. The activities provided a constructive outlet for energy and emotions while fostering resilience and self-discipline. Increased Awareness of Health and Wellbeing Resources Young people and their families gained a deeper understanding of available local health and wellbeing services. This was supported by signposting efforts, ensuring that they could access continued support beyond the programme. The program successfully increased its reach to Brent residents, demonstrated the benefits of its services, and achieved measurable health and wellbeing outcomes. Young people became more self-aware, healthier, and better equipped to make informed choices about their wellbeing. The projects continues in 2025. 12 Enhanced Knowledge of Healthy Eating Workshops on healthy eating and balanced diets helped participants improve their understanding ol nutrition. Young people learned to identify food groups and how to make healthier choices, which has a lasting impact on their long-term health.

OurAchievements in 2024-2025 Leadership & Entrepreneurship At Greenwell Academy and through our summer programmes, young people engaged in leadership and entrepreneurship training. Sessions focused on initiative, teamwork. and designing local projects. with participants developing tangible plans for change in their communities. This 6-week programme made significant strides in developing key leadership qualities, skills. and community awareness among primary school students. There were five key achievements among students identified Irom the six sessions. Leadership Development Strengths and Skills Recognition Wellbeing Awareness Problem-solving Skills Community Understanding Work Experience & Personal Development We provided small group mentoring and personal development sessions at Ark Academy and Wembley High School. These placements gave young people an insight into the workplace while building employability skills, confidence, and resilience. Key Achievements: - Development of new professional skills Staff enhanced leadership and facilitating skills . Students and staff gained knowledge on how culture links to interests and views on psychology Students gained insight into the working environment and off ice settings 13

Our Achievements in 2024- 2025 Leadership & Entrepreneurship Students gained valuable new skills like negotiation, teamwork, social media, researching ideas and trends, and pitching ideas. They reported having fun throughout the three days and liked the activities created for them, especially the collages and posting on social media. They learnt a lot about culture, how it links to their interests and their views on psychology. Facilitators learnt how to better prepare for similar programs and how to keep young people engaged and have a great time while learning. Students enjoyed their time at BANG, learnt new skills they are excited to use in the future, learnt the importance of social media, and they would recommend this program to others. They also reported having learnt a lot about culture and its links to psychology. When asked what new skills or knowledge they gained during their internship, students said: "I gained skills such as presentation, effective communication, negotiation and more." When asked whether they would recommend this programme to others, all answered "yes" and when asked why, said: "We can learn about different cultures and raise awareness for them. We are also able to learn how to work in an office-style environment." 14 "This programme helps young people to experience work and people can gain a lot of skills and help."

Our Achievements in 2024-2025 Grow Our horticulture project, BANG Grow, gave young people hands-on experience in growing plants, herbs, and vegetables. We delivered the project in during the Spring/Summer of 2024 in Barham Primary School and Manor School a specialist setting Key Achievements: 1000A of students leariit how to grow various fruits and vegetables. 100¥0 of students engaged with cleaning up the environment and cleared the school grounds non-biodegradable waste. 100¥0 of students were responsible for their own fruits. vegetables and flowers which were successfully planted and pruned. IhL . 100¥0 Students worked together to create and decorate bug hotels, learning about the importance and value of every component of the local ecosystem. e<J 100¥0 of students wanted to continue the GROW programme. 15

Our Achievements in 2024-2025 SEND Programmes at Manor School- Dela Move and Drumming We delivered ongoing African Drumming and Dela Move sessions tailored for SEND pupils, providing creative and physical outlets that foster self-expression, social interaction. skills development and joy. We began by running an 8-week pilot programme offering drumming and Dela Move sessions in summer 2024. These activities were designed to encourage self-expression. boost creativity, and promote physical well- being. The pilot successfully involved 8 children in drumming and10 children in Dela Move. Building on the positive feedback from the pilot, we were able to achieve grant funding from GO! London and The Movement Fund to expand our reach in September 2024 to include a second cohort. The strong uptake confirmed the value of the sessions for the participants. Most recently, in January 2025. we launched a third cohort. These continued sessions are helping to build confidence. improve coordination, and provide a safe space for expression. Our facilitators naturally stepped into mentoring roles, offering encouragement, building trust, and helping participants grow in confidence. Through regular interaction, they supported children in developing vital social skills, resilience, and a stronger sense of self. As noted by our drumming Facilitator from his sessions on 4th February 2025.. "all the children very happily engaged in making music with the drums. In fact. you could see they were all looking forward to the session and were excited to start." BANG representatives, along with BANG Psychology interns, also attended the parent coffee morning on 17th March 2025, where they spoke directly with parents about the children's progress and experiences in the programme. This informal setting provided a valuable opportunity to build stronger relationships with families, gather first-hand feedback. and better understand the children's needs outside of the school environment. The event also helped open up dialogue about how parents could continue supporting their child's development and highlighted the importance of ongoing collaboration between home and programme staff. 16

Our Achievements in 2024-2025 SEND Programmes at Manor School: Key Achievements One of our biggest wins has been tailoring each activity to the individual needs of the children. Thi: personalised approach created a more inclusive atmosphere and helped participants fully engage with thE sessions. The funded programmes have enabled pupils to develop key skills in the following areas: Sensory Engagement & Joy.. Pupils have responded with great enthusiasm to the rhythmic, tactile. and auditory elements of the sessions. Improved Listening & Coordination: Staff have observed improvements in pupils, listening skills and physical coordination. The structured rhythm of drumming combined with the movement of dance has supported their ability to focus, follow sequences, and respond to cues. Creative Expression.. Perhaps most importantly, the sessions provide a joyful outlet for creative self- expression. Pupils have shown increased confidence and willingness to participate, often improvising and adding their own unique moves. Emotional Regulation & Support: While giving up lunchtime has posed a challenge for some pupils, this has been managed sensitively with the use of individual visual timetables, 1.1 support, and regulating strategies tailored to each child's needs. These approaches have helped pupils transition into the sessions calmly and positively. A very clear message about the impact has been received from Manor School: Each term, the project grows stronger. The positive feedback from both pupils and staff has led to increased interest across the school, with teachers regularly requesting spaces for their pupils to take part. The consistent impact on pupil wellbeing and engagement makes this an increasingly sought-after provision. So far this year pupils from yr 6 to yr 3 have participated and the next round for the Summer term is being extended to our Yr1 and 2's which means these sessions will have had whole school impact. 17

Our Achievements in 2024-2025 fouth Club- iummer Activities bur summer Youth Club offered creative, fun, and Igaging activities for local children. giving them a Ife space to make friends, explore new hobbies, Id develop life skills during the holidays. The rogrammes run in April and August 2025. essions were also planned and delivered by our )ung leaders overseen by Facilitators. oung leaders attended the workshops delivered y Journey to Justice alongside children and young eople from youth club. Their mature contribution Id insights during group discussions were valued Id recognised by the lacilitators. Jr4z -here is absolutely no doubt that the presence of the der students was eiiormoLisly helpful to the scussions, because ol the level ol maturity in their '.sponses. In many ways they acted like teachers and 1tors to the youngest students. They brought up ideas at we could follow-up on and that was very strong. The scussions were certainly helped by their insights. and iey really did have insights." Martin Spafford, a former history secondary school aacher. 18

Our Achievements in 2024-2025 Who Am l - Heritage Young people explored their cultural heritage through dance. music, food, and arts and crafts in St Claudine School and Preston Park school. These activities celebrated identity, encouraged intergenerational sharing, and deepened understanding of personal and collective histories. The project continues in 2025. We Wear Heritage The "We Wear Heritage" project with partnership with CVS Brent was held at BANG Edutainment from the end of January to May 2024. The main aim of the We Wear Heritage programme was to get young people to explore their cultural heritage through clothing and fashion. The project engaged a group of seven young people who upon completion of the programme became BANG Young Leaders. Key achievements were: Skill and Leadership Development.. Enhanced skills in oral history interviewing, designing, researching, exploring, performing, written and verbal communication as well as preparing and presenting workshops during youth club. Creative Outputs.. Creation of music playlists, spoken word pieces, and PowerPoint presentations. Heritage-Related Trips.. Succ&8sful trips to recording studios, the Museum of Youth Culture, and The Brent Archives. Positive and Constructive F*dback from Young People.. High levels of satisfaction and positive f￿dback from young people (see quotes below). Support For Young People with Additional Needs.. One to one personalised approach was used to feel valued and express creativity and interests. 19

Testimonials I loved talking about my hobbies and sharing my passion for baking and dancing. It made me f&1 special and understood. - anonymous. I really enjoyed learning about my culture and sharing it with others. The recording sessions were challenging but fun. Donnel I learned a lot about my roots and enjoyed the group activities. The visits to the museum and the archives were especially eye-opening. Ky 20

Our Achievements in 2024-2025 Mentoring Young Leaders- Creative Enterprise & Storytelling BANG Evolution offers a safe, creative, and youth-led environment where young people receive tailored mentoring and leadership development. In response to feedback and the need for more neutral, enabling spaces, we transitioned from delivering mentoring in schools to hosting all sessions at BANG'S premises. This shift has allowed for more consistent engagement, stronger relationships, and a setting that encourages openness and personal growth. We also opened mentoring opportunities to interns and work experience students. Through the workshop series and our summer Young Leaders programme, participants developed leadership skills, learned to express themselves creatively, and gained confidence in public speaking and project planning. These emerging leaders are already applying their skills in peer mentoring and community initiatives. Seven young leaders delivered workshops during youth club. They wanted to share their new learnings and skills from the We Wear Heritage programme: an eight to ten-week programme focused on exploring cultural heritage through clothing and fashion in Brent. This programme now includes relational mentoring a personalised, trust- based approach offered to our young leaders, interns or any young person who would like to enter mentoring programme. These young people are supported not only in their formal training but also through informal, ongoing guidance that helps them navigate personal challenges, develop professional identity, and strengthen emotional resilience. Mentoring is offered for the duration of the internship for interns by the line managers from BANG as well as Internship Coordinator. Mentoring for other young people can take place for the duration of at least a term and is being delivered by BANG Staff (who have appropriate training) or other Facilitatorslyouth Workers. Internships & Skills Development We continued to offer paid placements for young adults interested in careers in youth work, business development, marketing, and project management. These internships provided practical experience, mentoring, and a pathway into meaningful employment. 21

oi Our Achievements in 2024-2025 Instagram 7k reach 16.7k views Sept - Nov Contont- le¥ero8ed Sponsors and en8a8em8nt Sponsors Goal exceeded by 320% Riddimup KEY ACHIEVEMENTS During the year, BANG Edutainment delivered RiddimUP 2024. a large-scale artistic development and cultural exchange programme supporting four emerging roots reggae artists through mentoring, international collaboration, digital content creation, and live performance. The project successfully achieved all core funding outcomes, including measurable improvements in artistic confidence, expression, and digital engagement, alongside the development of a replicable Artistic Development Model to inform future programmes. A significant international component was delivered in Jamaica. generating high- quality digital assets that substantially increased audience reach and sponsor engagement. The project exceeded sponsorship targets, strengthened international and corporate partnerships, and has directly informed the organisation's future programme design and sustainability strategy. 14% increase artistic expression Opvglopment Model 22

Our Programmes Projects Our Pr(JJrammes: April 2024- March 2025 This year's programmes have built on BANG'S core mission - to enable young people through creativity, leadership, and opportunity - ensuring that every participant leaves with new skills. deeper confidence, and a stronger sense of belonging in their community. Moving Forward- Our Programmes April 2025- March 2026 BANG'S strategic plan for 2025 to 2026 focuses on becoming a truly youth-led organisation, enabling young people to take active leadership roles that shape our vision and impact. Strengthening organisational infrastructure is a priority, with investments in robust systems, governance, and processes designed to support sustainable growth and effective programme delivery. We are committed to increasing programme excellence and inclusion by enhancing the quality, accessibility. and relevance of our offerings to better serve diverse communities. with a particular emphasis on championing Special Educational Needs and Disabilities ISENDI inclusion. In 2025-2026, beyond internships. all prograimmes will be delivered directly within schools. BANG will cultivate deep. value-aligned partnerships with select schools, tailoring core programme areas to each school's unique context. Together with school partners. BANG will identify needs and co-create funding proposals to support multi-year programme delivery. ensuring lasting impact at the community level. 23

Fundin Strate The following funding strategy describes the funding landscape of the charity to dale. the proposed continuing and new projects for the next financial year. and methods ol fundraising for 2024-25. Funding Priorities for 2024125 Key priorities lor the coming year are.. Current Financial Position 1.core FLinding- Renew existing funders and secure new grants for core costs. 2.Project-Specific Funding - Confirm funding for key projects (Create Changel and pursue additional funding for BANGIN Youth Club, GROW, Dela Move. and STACKS. 3.Corporate Sponsorship- Engage local businesses for sponsorship, focusing on high-visibility projects such as SEND and BANG Evolution. 4.Contracl Income- Expand services offered to schools and alternative provisions. The financial target for 2024125 is £400.179. with 42% allocated to direct project costs. As of April 2024, £350,735188% 01 the target) has been secured. leaving a funding gap of £49,444112Wol still to be raised through a combination of core and project funding. Public Benefit - Partnerships and Policy Of the total forecasted core costs1£205.1161. £127.000 162Wol has been secured through dedicated core funding, with the remaining £78.116138%1 to be mel through contributions from restricted project funding. BE'S reputation. history, intricate knowledge and understanding of Brent communities meaiis it is lorelront in many Brent-based stakeholders, minds. Collaborative working is fundamental for BANG., especially as it wants to remain small and agile- we want to grow through service delivery by youtli and community leaders. The majority of BANG s ILinding continues to come from grants and trusts. with 84% 01 secured income to dale coming from these sources. BANG'S approach to financial planning is based on maintaining a small core team and core project offer, with additional projects being delivered only when funding is secured, allowing resources to be brought in as needed. Relalionships have been developed with national charities and organisations such as DePaul Trust, Social Enterprise UK and Voice4Change England. These partnerships provide BE with expertise and funding to support service delivery and growth. 24

Funding Strategy Risk Management Financial Review Responsibilities of the trustees The Directors, through the Management Committee. conduct a periodic review ol the major risks to which Ilie Company is exposed and. as parl ol this process, are implementing a risk management strategy which comprises- The free reserve of £30,000 and unreslricled funds of £11,957 tolalling £41.957 represent 12.38% 01 income. The nature ol the reslriclions on the restricted funds and tasks required lor the release of funds. means that some Indirect costs can be charged, and trustee consider Ilie level ol funds is adequate but would like to increase the free reserves and unrestricted fund over the coming years. The trustees are responsible lor keeping proper accounting records Ihal disclose, with reasonable accuracy al any time, the financial position ol the charity, and enable them lo ensure that the financial statements comply with the Companies Act 2006. The trustees are also responsible lor safeguarding tlie assels ol the charity and hence lor taking reasonable steps lor the prevention and detection ol fraud or other Irregularities. the establishment of systems and procedures lo miligale risks to cotllpany and its projects the establishment of comprehensive back-up procedures lor the company's IT systems.. and Periodic review ol these procedures and ol other major risks which the Company may lace. Reserve Policy The trustees aim to have 3 monllis expenditure as free unrestricted reserve. Currently the free reserve of £30,000 and Linreslricled funds of £11.957 lolalling £41.957 is 12.51% 01 expenditure dLiring 2024-2025. The reslricled reserve of £120.864 contains funds lor salaries lor specific projects, lo assists with the continuity ol the organisation. Over the next live years. Trustee will seek to increase the free unrestricted reserve to 25% 01 expenditure. Small compaiiy provisions.. This report has been prepared in accordaiice willi Ilie special provisions for small companies under Part 15 01 the Companies Act 2006. Responsibilities of the trustees Financial Review Company law requires the trustees to prepare financial statements lor each financial year. which g1ve a true and lair v1ew ol the slate ol allairs ol the charity al the eiid ol the year aiid ol tlie SLirplus or deficiency lor the year then ended. Signed The charity liad an income of £338.761 and expenditure of £335.443 lor the year resulting in a surplus of £3,318. In preparing those financial slalemenls, tlie trustees are required lo.. select suitable accounting policies, as described on page 39. and then apply them on a consistent basis, making judgements and estimates that are prudent and reasonable. The members ol the comniittee musl also prepare the financial slaleiments on the going concern basis unless il is inappropriate to presume that the charity will continue in business. This was made of £2.792 reslricled funds and £526 unrestricted funds. The charity ended the year with an unreslricled fund of £63.622 which included a designated fund of £21.665 representing fixed assets. Date.. 1611212025 Paul Bragman. Chair 25

ACKNOWLEDGEMENTS BANG EDUTAINMENT WOULD LIKETO THANK: John Lyons Charity Henry Smith Charity City Bridge Trust Tudor Trust Masonic Charitable Foundation The Worshipful Company of Actuaries Greater London Authority Sport England CLA Charitable Trust Arts Council England BBC Children In Need Brent Council London Marathon Foundation National Lottery Heritage Fund Jack Russell Music Stiching Anton Jurgens 26

Financial Accounts forthe Year Ending March 2025 Independent examiner's statement The company's gross income exceeded £250,000 and l am qualified to undertake the examination by being a qualified member of the Chartered Institute of Management Accountants. Independent Examiner's Report to the trustees/ directors of I have completed my examination. I confirm that no material matters have Bang Edutainment on the accounts for the year ended 31 March come to my attention which gives me cause to belief that: 2025. The accounting records were not kept in accordance with section 386 of the Companies Act 2006; or The accounts do not accord with such records; or The accounts do not comply with relevant accounting requirements under section 396 of the Companies Act 2006 other than any requirements that the accounts give a'true and fair, view which is not a matter considered as part of an independent examination", or the accounts have not been prepared in according with the Charities SORP IFRS102) st Charity no108654 Company no 4059683. report to the trustees on my examination of the accounts of the above charity for the year ended 31st March 2025, which are set out on pages 28 to 29. Responsibilities and basis of report As the charitys trustees of the company who are also the directors of the company for the purpose of company law, you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (the Act) Sigried Having satisf led myself that the accounts of the Company are not required to be audited f or this year under Part16 of the 2006 Act and are eligible f or independent examination, I report in respect of my examination of the Charity's accounts as carried out under section145 of the 2011 Act and in carrying out my examination, I have f ollowed all the applicable Directions given by the Charity Commission under section14515)b of the Act Ade Adebambo CPFA, MBA, ACMA, CGMA ACG London Accountancy Practice Sojourner Truth Centre 161 Summer Road London SE15 6JL 27

Statement of financial Activity Incorporating the income and expenditure accounl) for the year ended 31st March 2025. 2025 Total Funds 2024 Unrestricted Funds Restrlcted Funds Total Funds Notes Incomlng Resources Voluntary Income 6,912 322,310 329,222 296,666 Charitable Activities 9,539 9,539 47,663 Total Incoming Resources 16,451 322,310 338,761 344.329 Resources Expended Charitable Activities Fund Raising Governance 12 8,225 5,770 1,930 319,518 327,743 5,770 1,930 301.954 8,500 1.476 Total Resources Expended 15,925 319,518 335,443 311,930 Net Incomel (Expenditures) 526 2.792 3,318 32,399 Transfer between Funds Total Funds Brought Forward 63.096 118,072 181.168 148,769 Total Funds carried Forward 63,622 120,864 184,486 181,168 28

Balance Sheet As of 31st March 2025 2025 2024 Exemption from audit Notes Flxed Assets Tangible Assets Total Fixed Assets 21,665 21,665 24,388 24,388 For the year ending 31/03/2025 the con?pany was enlilled to exemption from audit under section 471 of the Companies Act 2006 relating to small companies. CurrentAssels Directors, respoiisibililies.. Debtors Prepayment Cash at Bank and in Hand Total Current Assets 12,090 980 153,543 166,613 22,605 855 137,167 160.627 The rnembers17ave i?ol reoLiired Ilie con7paiiy to oblaiii ai? audit of ils accounts for tl?e year in question iii accordance wilh section 4T6,. The direclors acknowledge their responsibililies for coinplying with the requirements of 11?e Act with respect to accounliiig records and the preparalion of accoui?ts Llabllltles Creditors: amounts falling due within one year Net CurrentA55ets 3,792 162,821 3,847 156,780 T17es& accounts have been prepared in accordan￿ with tl?e provisions applicable lo companies subject to the small companies regime and with the Fi17ancial Reporting Standard lor Smaller Entities (effective April 2008). Creditors: amounts falling due after one year Net Assets 184,486 181.168 The trustees declare that they have approved the accounts above. Signed on beliall ol the charity's Iruslees.. Funds of the Charlty Designated Unrestricted Restricted Rese￿eS Accumulated Funds 21,665 11,957 120,864 30.000 184.486 24,388 14,208 118,072 24,500 181,168 Signed Dale 1611212025 13 Paul Bragman, Chair 29

Notes to the Accounts l. Accounting Policies Fund accounting Unrestricted funds are available for use at the discretion of the trustees to further any of the charity's purposes. General information The charity is a private company limited by guarantee, registered in England and Wales and a registered charity in England and Wales. The address of the registered office is 2nd Floor 89- 93 High Street, London. NW10 4NX Designated funds are unrestricted funds that represent fixed assets or are earmarked by the trustees for particular future project or commitment. Statement of compliance Restricted funds are subjected to restrictions on their expenditure declared by the donor or through the terms ol an appeal, and fall into one ol two sub-classes.. restricted income funds or endowment funds. These financial statements have been prepared in compliance with FRS 102, 'The Financial Reporting Standard applicable in the UK and the Republic of Ireland.. the Statement ol Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic or Ireland IFRS1021 Icharities SORP IFRS 10211 and the Charities Act 2011. Incoming resources All incoming resources are included in the statement ol financial activities when entitlement has passed to the charity, and it is probable that the economic benefits associated with the transaction will flow to the charity and the amount cali be reliably measured. Accounting policies Basis of preparation The following specific policies are applied to particular categories ol income.. The financial statements have been prepared on the historical cost basis, as modified by the revaluation of certain financial assets and liabilities and investment properties measured at fair value through income or expenditure. The financial statements are prepared in sterling. which is the functional currency of the entity. income from donations or grants is recognised when there is evidence of entitlement to the gift, receipt is probable and its amount can be measured reliably. legacy income is recognised when receipt is probable and entitlement is established. Going concern There are no material uncertainties about the charity's ability to continue. 30

Notes to the Accounts Accounting Policies income from donated goods is measured at the fair value of the goods unless this is impractical to measure reliably, in which case the value is derived from the cost to the donor or the estimated resale value. Donated facilities and services are recognised in the accounts when received if the value can be reliably measured. No amounts are included for the contribution of general volunteers. income from contracts for the supply ol 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. An increase in the carrying amount of an asset as a result of a revaluation, is recognised in other recognised gains and losses, unless it reverses a charge for impairment that has previously been recognised as expenditure within the statement ol financial activities. A decrease in the carrying amount of an asset as a result ol revaluation. is recognised in other recognised gains and losses, except to which it ollsets any previous revaluation gain. in which case the loss is shown within other recognised gains and losses on the statement of financial activities. Depreciation Depreciation is calculated so as to write off the cost or valuation of an asset, less its residual value, over the useful economic life ol that asset as follows.. Plant & NAachinery- 25% Reducing balance Office Equipment - 25Vo Reducing balance Furniture 10% straight line Resources expended Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered. Expenditure has been analysed using a natural and functional classification. Cost are charged to projects Ilunctional classilicationl when it can be clearly identified that a project is using those resources. Impairment of fixed assels A review for indicators ol impairment is carried out at each reporting date, with the recoverable amount being estimated where such indicators exist. Where the carrying value exceeds the recoverable aniount, the asset is impaired accordingly. Prior impairments are also reviewed lor possible reversal at each reporting date. Tangible assets Tangible assets are initially recorded at cost, and subsequently stated at cost less any accumulated depreciation and impairment losses. Any tangible assets carried at revalued amounts are recorded at the lair value al tlie date ol revaluation less any subsequent accumulated depreciation and subsequent accumulated impairment losses. For the purposes of impairment testing. when it is not possible to estimate the recoverable amounl of an individual asset, an estimate is made of the recoverable amount of the cash-generating unit to which the asset belongs. 31

Notes to the Accounts Accounting Policies Limited by guarantee The cash-generating unit is the smallest identifiable group ol assets that includes the asset and generates cash inflows that largely independent of the cash inflows from other assets or groups of assets. For impairment testing ol goodwill. the goodwill acquired in a business combination is. from the acquisition date, allocated to each of the cash-generating units that are expected to benefit from the synergies of the combination, irrespective ol whether other assets or liabilities of the charity are assigned to those units. Every member of the association undertakes lo conlribLJle lo the assets ol the association, in the eveiil of the same being wound up while he is a member. or within one year aller he ceases to be a member. lor the payment ol the debts and liabilities ol the association contracted before he ceases to be a member. and the costs. charges and expenses ol winding LIP, and lor the adjustment ol the rights ol the rights ol the conlributories among themselves. such amount as may be required not exceeding £1. Slocks The organisation has no stocks. Financial instruments A financial asset or a financial liability is recognised only when the charity becomes a party to the contractual provisions of the instrument. Basic financial instruments are initially recognised at the amount receivable or payable including any related transaction costs. Current assets and current liabilities are subsequently measured at the cash or other consideration expected to be paid or received and not discounted. Debt instruments are subsequently measured al amortised cost. Financial assets that are nieasured at cost or amortised cost are reviewed for objective evidence ol impairment at the end of each reporting date. If there is objective evidence of impairment, an impairment loss is recognised under the appropriate heading in the statement of financial activities in which the initial gain was recognised. Any reversals of impairment are recognised immediately, to the extent that the reversal does not result in a carrying amount of the financial asset that exceeds what the carrying amount would have been had the impairment not previously been recognised. 32

Notes to the Accounts 2. Voluntary Income Unrèstrlcted Funds 2025 Restrlcted Funds Total Funds Total Funds 2024 2025 2025 The Henry Smith Charity 50.000 50.000 50,000 CVS Breni 6,155 6.155 6,155 19,03B 23,797 Tudor Trust 30,000 30,000 32.000 Arts Council England 19.038 The Progres5 Foundation 5.000 City Biidge Tiust 43,500 43,500 54.790 The Sheldon Trust 8.000 John Lyons Charity 50,000 50.000 2,500 London Marathon Foyndalion 6,650 6,650 6,650 8entley Foundaiion 500 soo Narionèl Lottery Communiry Fund 84.373 Sport England 9,000 9.000 Greaier London Authority 16,905 16.905 The Worshipful Com ol Acluaries 3.000 3,000 Brellt Council- BHM 9,900 9.900 Masonic Charitable Foundation 5.000 5,000 5,000 National Loriery Heritage Fund 33,507 33,507 CLA Charitable Tiust 2.310 2.310 Donation 1,412 1,412 2.071 lack Russell Music 9,000 9,000 6.912 322.310 329,222 296,666 Anton lurgens 3.500 3,500 8BC Childien In Need 36,000 36,000 The Worshipful Com tsl Gardeners 1,400 Paddington Development Trust 13,930 London Youih 3,000 33

Notes to the Accounts 3. Income Resources from Charitable Activities Unrestrlcted Funds Restrlcted Funds Total Funds Total Funds 2024 2025 B M&E Overhead contribution Riddim Up Activity Income Roundwood School & Communitycentre St Raphael's Familywellbeing Centre CVS Brent 7,994 974 7,994 974 8,342 22,532 15,000 1,200 Bank Interest 571 571 589 Total Incomlng Resources 9,539 9,539 47,663 34

Notes to the Accounts 4.Fundraising The (XBI ol Ljdwtib'ng Ille￿r ￿ £5,TIO I￿)24 £&5(K)I 5.Governance 2025 2024 AGM and Board Meetings Independent Examination Total 430 456 1,500 1,930 1.020 1,476 6.Ststement of Funds Brought Fonvard Incoming Resources Resources Carried Expended Forward Restricted Funds The Henry Smith Charity Tudor Trust 30.000 25,000 50.000 30,000 55.000 35,000 25.000 20,000 City Bridge Trust 14.500 43,500 58,000 John Lyons Charity 9,000 50,000 39,000 20,000 35 Greater London Authority 16,906 13,500 3.406

6.Statement of Funds Brought Forward In¢omlng Resources Resour¢es Carried Expended Forward Sport Eneland 9.000 2,500 6.500 The Worshipful Com ol Actuarie5 3.000 3,000 CLA Chaiit3bleTrusi 2,310 2,310 lack Russell Music 9,000 9.000 The Worshiplul Com of Gardeners SlicbtiDE Anion lurgens 1,400 1,400 3,500 3.500 Breni Council- BHM 9,900 38.000 5,000 21,000 4.900 15,000 BBC Children In Need CVS Brent 1,055 1.055 Arts Council England 22.117 19,038 41.155 The Progiess Foundatio s,000 5,000 The Sheldon Trust 8,000 8,000 London Maiaihon Foundation 2,000 6.650 8.650 National Lottery HeiilaEe Fund 33,507 26,059 Totals 118,072 322,311 319.518 120.865 Unrestrlcted Funds Donaiion 5.000 1.412 500 6.412 Beniiey Foundation 500 Masonic Charitable Fottndation 5.000 5,000 Conlractual Income Activities (See Note 31 58.096 9,539 10.425 57.210 36 Totals 63.096 16,451 15.925 63,622

1. fixed Assets Plant & Machlnery Ofllce Equlpment Ofllce Refurblshment
2. Creditors falling due within one year Total Cost 2025 2024 1st April 2024 99,478 13,697 182.049 295.224 Additions Independent Examination 1,500 1,020 Disp05als As at 31 March 2025 99,478 13,697 182.049 295,224 Creditors 595 DÈpreclatlon Taxation & N.1 1,914 1,872 1st April 2024 98.045 13.243 159.549 270.837 Pension 378 360 Disposals Charge for the year As at 31 March 2025 358 114 13,3S7 2,250 161,799 2.722 273.559 Total 3,792 3.847 98,403 Net Book Value As al 31 Mcirch 202d As at 31 March 202S 1,433 1.075 455 25.000 20.250 27.517 21,665 340

3. Debtors 2025 2024 Debtors 12,090 22,605 Prepayments 980 855 Total 13.070 23,460 37

4. Annual Commitments under Operating Leases

5. Analysis of Net Assets by Fund From 13 June 2017 the Charity has annual commitments under a renewable operating lease for the ollice and training space and a community radio station of £12,000 p.a. and service charge capped at £500 p.a. The Charity may cancel the lease al an annLJal anniversary by giving three months. notice. Unre5trirted Restrirted Total funds Funds Funds Fixed A55ets 21.665 21,665 Net Cvrrent Assets 41,957 120.864 162.821 63,622 120.864 184,486
6. Staff costs and numbers
7. Benefits in Kind 2025 2024 Waees & Contractors Taxation & NIC Pension 197.840 22.736 4.534 225,110 203,964 18,459 4,324 226,747 None Total
8. Independent examination No employee received emoluments ol more than £60.000. The average number ol employees during the year was 7 FTE in the previous year il was 5. The cost of the Independent Examination and accountancy services was £1,500.
9. Charitable Activities Cost 2025 2024 Staff cost 225.110 226,746 Project Activity cost 47,946 30,996 Overhead Cost 52.094 41,980 Project Equipment cost 2,593 2,232 38 Tolal 327,743 301,954