2023-03-31-accounts

Youth Sport Trust Annual Report and Financial Statements Year Ended 31 Mar¢h 2023 Company Lnlt•J by (knrant•8 R$tratyon Number 4180163 IEngland and Wa￿) C*• Rs¥ffjtrJb￿ Numb•r 1086915

CONTENTS R•port• Reference and administrative infomialion Trustees. annual report Stsiemenl of trustees. responsibilib'es Independent auditor's report 21 22 Flnanclal slatements Sor￿ated statement of financ￿1 activities 26 Balance sheets 27 Consolidated Slatement of ¢ash flows 28 Principal accounting policies Notes to Ihe financial statements 29 33 Youth Sport Trust

REFERENCE AND ADMINISTRATIVE INFORMATION 31 March 2023 Sir Jthn Bthith C8E Rthard DavKlsoTr (Chair) Ben Stimson (resigned 7 July 2022) Mdanie Honn Paula Franklin William Dtyvnie Katherine Grainger Bdinda Rthards Iresign8d 17 November 20221 Valerie Copenhagen Joanna Coates Lipa Ne5sa Claire Boakes lappoinled 7 July 20221 Shweta Sharma (appointed 7 July 2022) Sajid Gulzar {appoinled 7 July 20221 John Gill￿an (appointed 17 November 2022) Company Socretary Peter Ellis Chl•f Ex•cutlv• Alis￿ Oliver R•gl¥t•r•d addr•s8 Sport Pafk 3 Oakwood Drive LoughtMYOUgh Leicestershire LE11 3QF Company rngljtratlon numb•r 4180163 Charlty r•gl8tratlon numb•r 108691 S Audftor Buzza0￿ LLP 1￿1 Wood Street London EC2V 6DL Bankers National Westminster Bank plc Market Place Loughbofough Leicestershire LE113NZ Santander 2 Trilon Square Regents Place Lond( NW13AN Youth Sport Trust 1

REFERENCE AND ADMINISTRATIVE INFORMATION 31 March 2023 Solkltora Minerva House 5 Monb3ue Close London SE19BB Wilson Gunn 5th Floor, Blackfriars House The Parsonage Manchester M3 2JA Youth Sport Trust 2

TRUSTEES. ANNUAL REPORT 31 March 2023 The trustees present their rep(wt l(wJether with the finarKial statements of the Grc￿p for the year ended 31 March 2023. This report has been prepar&1 in 8ccLYdarbce with the Statement of Recommended Practice.. A¢￿u￿ting and Reporting by Charities {FRS1021, the Financial Re￿￿ng Standard ap￿￿ble in the UK and Republi¢ of Ireland {FRS102} and the Companies Act 2006. 1.0 CHAIR'S INTRODUCTION Welcome lo the Ycxrth Sport Tru$l'$ Annual Report for 2022123. We are proud to be the UK'S leading children's charity fo¢used on the imp￿￿nCe of play and skxyt vthhin the edUCat￿n and development of young people. This report grves an insight into activities during the past year and we hope you find il informative. Our work is driven by a recognition of the scale of the crisis that young people fa¢e Ic4ay. Whether il 15 recovering from the CovKI-19 pandemic. dealing with the effects of the cost￿￿1VIng crisis or the evidenced declines in physical. sctial and emots.onal wdlbeing, there is no doubl that thi5 generation of young people are grthving up in lurbulenl limes. The Youth Sport Trust I'ysri bdiev¢s Physical EducatK)n IPEI, play and sport are a key component of the response to these Challenges. By empowering ywng people to be physically acb've we can Unlock Iheir potential, providing them wlh Irf￿hanging experiences and skills vthich will hdp thom to live happier and healthier lives, now and in the fvlure. During the past year. we launched our'lnspiring Changemakers, Building Belonging. strategy. This is bold and ambitious, recognising there 1$ no easy sdulion to Ihe challenges children and young people face. There is, however. a need f¢y Iransfomlational chang8. and our strategy sets oul our ￿mmitMent lo fighting for urgent action now, whilst also pursuing the generational shrfi and sC￿letaI change needed by 2035. Our activities during 2022123 have been infrmed by these ambitions and Include advocary. uslng our reach and influence lo push for ¢hange on behalf of young people and families, schcols and teachers. Our research helps raise awareness of the drffeTrnt barrws that can prevent chIld￿n and young people from being acltve, whilst our engagement wrth 9)vwnmenl and partners provides u$ with a platform lo pul forward policy proFK)sals. underpinn&J by a delerminats'on to empowef Y{￿n9 pwle to re￿h their full potential. Our long-lerm vision includes the need lo create sustainable structures lo help embed opportunities and secure transformational change. The scale and breadth of our drfferenl partners and networks enables us lo innovate and embed programmes and iniliatives Ihal are designed in response to the needs of young people al drfferent stages of their INes. Our work to equip educators means thal mtye young people can enjoy the lrfe-changing benefits of play and sport. We continue to provide training and leaming Opportunit￿ to teachers. coaches and praclilioners, providing them with the skills and confider￿e needed lo deliver high-qualty opp(Ktunilies f ¢hildren and young people. We are iesolulely committed to empowen'ng Y(￿ng people. harnessing the extraordinary power of sport and play lo change lives. We kr￿ that young people who participale in activities made possible by OUT work report a positive impact on their communication. resilien￿ and confidence. Our goal is to widen ac¢ess lo these Opp￿tuD￿les. Finally. we understand the pw of wr work to challenge the ireoualitie5 existing in ￿￿iety. As a result. we are proud to deliver targeted intervent￿5 which tackle gender inequality, dose gaps created by Youth Sport Twst 3

TRUSTEES, ANNUAL REPORT 31 March 2023 disadvantage. arKI build (J)mmunity cohesion. In this way we can use the PQ4ver of physical activity as a way lo bring peo[￿e IWher and inspire societal chan98. Thi$ is just the tip of the iceberg arxl this rep￿ provides a mLYe comprehensive overvie•V of our aclivilies, our governance and finances. We are pr(MJd of all we have &hieved in the past year and grateful for the support of the partners and fundefs whose supm and shared passion for our cause enables our work. Whilst we have taken signrfKanl strides, we are conscious there is still much to do to achieve the Iransformalion81 change young people want lo see. We look forward lo building on our progress in the years ahead and delivering on our ambition to mak8 every chIldh(￿j an active one. STRATEGIC REPORT 2.0 STRUCTURE, GOVERNANCE AND MANAGEMENT 2.1 Govornlng documont YST is a charitable company limited ty guarantee, incwaled on 15 March 2001, and registered as a charity on 5 June 2001. 11 succeeded an unincorporated charitsble Injsl eslablishe(l in 1994. The company was established under a Memorandum of AssociatK)n which established Ihe objects and powers of the charitable company. The company is rKW governed under its Articles of Ass￿13b0n (revised 25 June 20191, which now incorporate the objects and p(ywers. In Ihe event of ￿ company being wound up, members are required lo contribute an amount nol exceedirvJ £1. 2.2 Appolntm•nt ol trust￿$ The YST Board 1$ composed of a maximum of 12 independenl trustees who are the directors of the charitsble company. Specific rdes on the Board indude a Chair, Senior Independent Director, Welfare & Safely Lead and Equality, Diversity & IncluS￿n Lead. The chanty also has a Ycyjlh ladvisoryl Board, the ¢hair of which has a ringfenced seal on the main Board. As set out in the Articles of Association and the YST Board Temis of Reference, all Iruslees are appointed for a lemi of three years and shall be eligible for reapp(xnlment for a further hvo lerms, at which poir¢l they musl retire from office. However, any trustee who is appTrnted as Chair may serv8 an additional term. In exceptional circumstances, and where the Irustees consKler that rt would be in the b851 interests of the charity, a Chair who has serve(l the maximum four C￿*SeCut￿e terms or a trustee who has served a maximum of three consecutive terms may continue lo serve for an additional one-year p8ric¥J. The focus of the charity is maximising the positNe impact of play and sptyl on young peoples, education and development. YST undertakes a skills-based recrurtmenl process. wilh a focus on competency, experien¢e anej suitability. to ensure Ihal the Board ts comprised of trustees from multi4isciplined backgrounds such as the world of spryt, edUCat￿n. health and business. In addition lo thi$, significant consideration is given lo equality and diversity and lived expenence when selecting suitsble candidates to ensure we benefit from a wide range of experience in decisK>n making. The recruitment process is carried out by the Nominations, Governance aThY Remuneration INGRI sub-committee of the Board, through an open and publicly advertised recruitment prcws. All Board vacancies are advertised on the YST website, our partners, websrtes (including UK SpM)rt. Sport & Recreation Alliance and Sporting Equals), the national press and s¢xial medkq to attract people from various backgrounds. The Board is currently (March 2023) comprised of 8 women, 4 men, including representalw)n of trustees from ethnic minority groups and one disabled trustee. Our trustees and patrons give their time freely bul can claim expenses ass(K￿led wlh meetings, induction and training. £714 was paid fcK the reimbursement of thwr expenses during the year12022. £3471. The charity has trustee indemnrty insurance {eov& of £5ml in place at a ￿$t of £5.38912022.. £4,812}. Youth Sport Trust 4

TRUSTEES, ANNUAL REPORT 31 March 2023 In addition lo our trustees, YST utilises vc4unteers in varying capacities from individuals helping at Sp￿ting events and fundraisers, thr(wgh to Ambassadors and our Youth Board, wh￿h sits at the pinnade of national movement of young sports leaders who are either currently engaged in. or alumni of, our prografflmes. The wcKk of our vdunleers is detail￿ in note 10 of the acctyJnl$ {Employees). 2.3 Trustee Induction and training New Iruslees undergo an or1enlat￿n day to brief them on their Wl obligations under charity and company law. the content of the Artides of Asscciation. the Board and deciS￿n-makin9 processes, the slralegic plan and the recent financial performance of the charity. During the induction day they meet key employees and other trustees whenever p)ssible. The induction day is jointly led by the Chair of the Board and the Chief Executive of the charity. Trustees are also encouraged to attend external events where these will facili12te the vr￿ertakIng of their role and enhance their understanding of the charity's remit. In addition, a Iruslees, induction pack provide5 information on both the charity and the context within which it operates. The pack draws inf￿mab0n from the Charity Commission's publication 'The Essential Trustee. and the CcJe for Sports Governance (Sport England and UK Sport), as wdl as documents produced by the charty itself. These include the strategic plan. the ￿ganiSatIon.S structure, the latest annual impact report. key policies and annual financial statements. Trustees are 'buddied" up wrth meml)ers of the executive team to ensure ervJagemenl between Board meetings. 2.4 Key Management The Iruslees and the executive team comprise the key management personnel of the charity in char9e of dir¢¢ling and contrdling, running and operating the ¢harrty. A Chief Executive I"CEO') is appointed by the Iruslees lo manage Ihe day-to-day operations of the charity. The current CEO is Alison OINer MBE. To facilttale effective operations. the CEO has delegated authority for operational matters within lerni8 of delegats.on approved by the trustees. in¢luding finance, employment, and perfNmance related activity. Key leadership personnel include a Chief Operating Offi¢er, a Chief Brand Officer and 5 Directors (Finance & Govemance, Commercial & Fundraising, National Programmes, School Nthorks and Innovation & Developmenll. In accordance with our remunwalion policy, each year the executive team recommend lo the Board (via the NGR Committee) a sum to b8 induded in the salaries budget to fund an annual pay in¢rea5e. Allocation of this Sum 1$ then managed in three ways.. The Board (via the NGR Committee) will Consider and determine any pay award for the CEO., The CEO will recommend to the Board (via the NGR Committee) any pay award for Ihe executive team". and The CEO, in consultslion wilh the executive team. will r¢¢ommend lo the Board {via the NGR Committee) any pay award $laff. This year the Board approved a 5% cost of living Contribut￿ to staff salaries. The NGR Committee are also invdved in apwoving any recommendations arising from 3-yearly, independent Pay & Benefits ber￿hMalkIn9 exercises. led by the Assistant Direclorfor Human Resources. 2.5 Annual Governance Statement 2022123 Commitment and Com liance As an organis8tion whth receives public funding through SFJt England (SEI, we are required lo comply with the Code for S s Governance Ilhe"CcrfJe'l and in July 2018, YST received confirmation from SE that we are in compliance vthh the highest [￿e1 of the Cc#Je- Tier 3. Youth Sport Trust 5

TRUSTEES, ANNUAL REPORT 31 March 2023 A revlsed Code was published on 7 December 2021 and this statement includes an update on prog￿$ against the requirements. This year. we also completed a finance and governance submission for one of our funders, Sport Wales, againsl their 'Capability Framew(wk', in advance of being audited in February 2023. No improvement actions were identified through this external audit. This annual govemance statement is prepar￿1 to provide a regular update for our stakeholders. YSTS Governa The YST Board is responsible for administering the charity.11 has Iwo established sub-committees.. Audit and Risk Committee- chaired by one of the trustees. with al least two other trustees as members. The Committee is responsible for overseeing all financial and audit aspects of the YST, including risk management and internal contrd systems, and for repcKts'ng back lo the main tKJard. Nominations. Govern8ntÈ and Remuneration INGRI Committee - chaired by the Chair of the YST Board, with al least Iwo other trustees as membws. The Committee is responsible for.. leading the re¢ruilmenl process of the Chair, CEO and truslee$.' overseeing and monttoring YST'S governan framework and Board membership: and advising on remunerats'on in a¢cordan¢e with our remuneration pdicy. The Terms of Reference for these comm￿¢e5. along those of the main Board. can be found on our website. The Fund Development Committee. which was established a tefflpC￿ary period in 2021 to piovide support and expertise. was disbanded in 2022, fdli)wing surnssful r￿UItMent of a nthv Chief Brand Offi¢er, lo strengthen c￿r internal expertise in this area. The Board mel five limes in 2022.. 1 February If8C&tfrface), 21 April {virtual), 7 July Iface-to-face, including AGMI and 20 September (virtual). plus an ovefnKJhl Board Retreal and meeting held on 16117 November. In 2023, they mel on 1 February (face-ll￿faCe) and 26 April (virtuall, and will also meet on 6 July (fac lTrface, including AGMI and 28 September Ivirtuall, wrth an overnwhl Board Retreat aThJ meeting lo be held on 28129 November. ern In October 2022, we undertcok annual, internal evaluation of Board performance, using an online survey which was completed by trustees. Questions were grouped into 10 Categor￿.. Objectives, Strategy and Remrt,. Board Conduct., The Chair,. Board Membership and Executive Atten(lance,' Performance Management,. Risk Management.. S￿kehddef Relationships," Chair and CEO Relationship,. sU￿cOmmiltees', and Diversity and InclusK)n. The results were, or￿e again, extremely positive, with an average score for each category of be￿een 4.64 - 4.94 out of 5. The trustees met, in November, to discuss the findings and, as a resulL a refresher session on ojr trading company, Youth Sport Trust Enterprises Ltd was held. The Board evaluation survey also included an opportunity for trustees to rale their indiv￿ual knowledge and understanding across a range of areas. The results from this seif-assessment feed into the Learning and Development plan for trustees. We develop a Board ImFYovement and Governance Action Plan on an annual basis. prcrfJress agalnsl which is monitored by the Board. thr￿gh the NGR Committee. This plan is developed from the findings from the Board Evaluation and internal assessment of ¢J)mpliance Ythh both the C¢￿￿e and the Charity Govemance Code. Our key g0vema￿e work this year has included the foll¢M1￿. Youth Sport Trust 6

TRUSTEES, ANNUAL REPORT 31 March 2023 Reviffiv and update of all our 9)veMa￿e framew(xk dowmental￿. Development of a Diversity arKI Indusion ACknC￿ Plan (soon to be published),. Complete refresh of our Business ￿tr"nuty Plan arKI inc(KkYntion of our Succession Plans and new Data Recovery Plan,. Complete refresh of our Stakeholder Engagement Mapping; Development of a People Plan.. and Development of a new Environmental and Sustainability Policy, InC￿aling our Carbon Reduction Plan. Four rbew trusle8s have ioined ¢JJr Board thi$ year and we have Comp￿hen$4YelY tjpdated our Trustee Ir￿uctIon Plan. We have also started to puljish summary minutes of our Board meetings in the governance section of our website. Our staff cornpleted the annual, Best CoMpan￿$.￿Hear(l, suryey in OctoberNovember 2022. The results were an improvement on the previous year and we are now rated as a 2-st8r. outstanding company to work for. We have achieved a position on the folli)wing three lists.. Best Charities to work for nat￿nallY - 5th: 8esl East Midlands Compantes towcrtk for- 111h: and Best Mid-stted Companies lo work for nationally Informed by the survey results, we have adopted a &tiered approach to the ideniifulion of priority focus areas, and the development and implemental￿n of i)ur Efflployee Engagement AclM)n Plan. The priority areas Mlenlrfied are.. Fair deal,. ¢orporale learning & devdopment pfanning.. and th8 function arKI engagement of middle leaders- areas led by the executive team. Syslem improvement and operational eff￿￿nc￿,. work programming and Kyioritisalion,. and hybrid working - areas led by YST'S Employee Forum. Each team has also assessed Ihar own a9￿ale(l respcmses ond ident1f￿ team-specrfic actions. All of our key govemance docaJmentalion can be f(MJnd on website along wrth our Annual Impact Report, Strategy and key policies. 3.0 OBJECTIVES AND ACTIVITIES 3.1 Charitable Objects The charity was founded on a belief that high qualrty and positive experience$ in Swt can change lives. When used slralegically and intentionally sport can improve physical, social and emotional wellbeing, il can foster belonging and promote inclusive attitudes and can develop skill¥ for life and sp(wt. These are essential ingre(lienls for children lo fulfil their potential in schcol. Our theory of change details the oulcornes we seek and the changemakers we will w(￿k wlh lo achieve our aims. As well as working directly with young people and ycMJng leaders, we wll involve educators, partner or9an1sal￿nS and families, to ensure that we can make the soc¢etal shrfts needed for sustainable ehange. The charity's objects {"Obiects') for the public benefrt and in partKular for the benefft of young people under the age of 25 bolh in the United Kingdom and intemationally {"Young People'l are.. Youth Sport Trust 7

TRUSTEES. ANNUAL REPORT 31 March 2023 To supwt, enable and encourage Young People. iThespectNe of ats'lity. to participate in sp(Yt and physical activity, whether in schools. other &Juca¢ional establishments or the wider eommunrty. by providing advice and assistan￿ and organising pr¢yJrammes of physical, educational and other activities lo hdp Young People to develop their skills. capacities and capabilities to enable them to participate in society as independent. mature and responsible individuals. advancing their mentsl and physical heamh and education. To provide advice and assistance to parents. carers and families lo enable and encourage them lo supwrt Young People. irrespective of age or ability, lo participate in sport and physical activity. To improve and increase the provision of sport and physical activity opportunities available for Young People by building The￿rks, delivering training and seeking co-ordinalKJn, collaboration and cc operation amongst proV￿erS of spcKi, physical actNity. and physical educalion, and beNveen sport, education and health providers. To promote the benefits of sport and physrcal adivity lin general and in particularl and the physical and mental health of y￿ng People by undertaking and disseminating re$ear¢h into sport, phy$i¢al activity. the impact of sport on academic achievement and into the physical and ment81 health of Young People. To se81( to irffluence policy makers al local. national and intemalional levels about the Imp￿￿nce of sport and physical xtivity and ils benefts lo YourvJ People Ivthhoul engaging ID any party-politscal activity). To advance such other charilable pur[￿ as the directors may from lime-to-time think fit. 3.2 M1851on and vlsion The vision of YST 1$, a future where every child enjoys the lrftrthanging b8nefts that come from play and Our mi¥$ion 1$ lo eouip educators and empthvef Y￿n9 people to build brighter futures. Together we reale opportunities f¢y everyone to belong and achieve. 3.3 Strategy May 2022 saw the charity laurth its new 13 year (2022 - 2035) Strategy 'ln$piring Changemakers. Building Belonging,. The aim of the stralegy is to effect Char￿ so Ihal a child starting school in 2022 wll leave the education system in 2035 haviThJ been able lo access Ihe lrfe-changing benefits of play and sport in order lo achieve their fvll potential. The n•v strategy responds lo the impact of Covid-19 on young people over the last hvo years and aim$ to fctus inib'ally on those who have bttn most negativdy impacted and the deepening $o¢ial inequalilw. Through this strategy we are also committed lo un¢Jerslanding the implication3 of the digital age on children and young people and help balance the demands of its impacl on their Iwes. The strategy recognises Ihal in order lo achieve both ol these ambitions we need lo galvani2e m¢Ne advocales. influeneers and supporters. and we need lo shrft public percèpb'on and political thinkirKJ on the national crisis of children's W￿lIb￿.r￿J. This strategy has three high level Strateg￿ objectives.. Urgent actlon- Build back healthier. happier arKI m¢xe resilient y(xJng people and level the playing field for those most disadvantaged: G8nerational Shift- To balance the demands of the dKJital age IhrrNJgh the human connection of physical play and SpC￿t,. aThJ Societal chango - Transfomi society's perceptions and attitudes towards the importaTKe of physical literacy. play and sport in the ￿£ve2t￿)n and devdopment of young people. Youth Sport Trust

TRUSTEES, ANNUAL REPORT 31 March 2023 To deliver this strategy we have identsfied six key grwps of changem2ker5 who are best placed to help take ur9enl action and tNJild belonging. These six key changemaker audiences each align to one of our six core tactics which we have identffied as key in tNder to achieve our objecb"ves. Tactlc 1: Equip e(lucators to rebuild wEllbeing and level up Irfe chances of the young people most affected by Covid-19. and tts)se suffering from the effect of inequalities. Tactic 2: Emwer young people by unleashing a nationwide community of young leaders who harness the positive power of [￿aY and sp(yt to improve wellbeing, build friend$hip5. and f051eT underslanding. TactSc 3.. Unite a movemenl of rAganisations lo reclaim ￿9Y and sp￿1 at the heart of every school and make il fun fcK everyone. Tactlc 4: Mobilise irffluencers in all areas of public lrfe lo make the decline of physical activity levels and human Connection in a digilal age. matters of national concern. Tactlc 5: Help families understand and thampK)n their children's phy$i¢al literacy and ils mportance lo a healthy and happy childhc*)d. Tadlc 6: Change from wrthin by Ir￿reasIng our impact on, ￿n￿tIOn with, and rdevance lo, a changing wortd. The wcwk of the charty extends from inifuwong [￿IcY and building netsvcvks whKh support long term sustainable change. lo innovating ne•V ways lo harness the W4ver of play and spryt within the education and development of young people. We also implement wogrammes and seNi¢es. and improve practice by celebrats'ng and disseminatsng effective wactice. We work most closely Nwlh schools and Multi Academy Trusts IMATs}. We cdlaborale and partner with several organisalions al a national levd ifteluding Teaching Unions, Academy Chains, Home Country Sport5 Councils, National Govemin9 of Sport. equity organisalions, other youth fa¢ing ¢harilies and non-governmental organisalM)ns. We also wryk ¥￿th regional and local partneryJ such as Local Authorities, Active Partnerships and 8 range of small, community-based charities, enabling us lo ddiver holistic programmes which operate within and beyond the schod gales. A number of our projects and programmes are supprKted through business and corporate partnerships. We are not a grant giving organisation, however Ihere are o¢¢asions vthere we wll seed fund a pro1￿1 or Inillative as part of a pilot programme that is later inlegraled into our mainstream projramme ddivery. 3.4 Publlc Bonefft In setting objectives and planning activilies, the trustees have given careful consideration lo the Charity Commission's general guidance on public b8nefil and confirm that they have complied with their duty in Section 17 of the Charrties Act 2011. The work of YST cuts across a number of key polity affjas. induding y(xrth. health, education. 5POrt and community development. Our wcvk to broaden and develop play, physical education and sport opportunities for young people nol only makes them fitter and heallhw. bul also improves their confidence and 5elf-esleem, enhances their achievement a¢r05s Ihe curriculum, supports their wider engagement in the community and allows them to build the foundation for an active, healthy lrfestyle. The work we do lo develop young people as leaders has benefits beyond sport - the skills that are developed in this area can slay with young people for lrfe. A large number of young people trained in le8dership skills by the YST go on to volunteer in the ILUI community, bringing signtficant SOCI81 benefit. In particular, YSTS work has a deep and impactful fccus on equal opprytunities for all young people through increasing access to physical education and SFMXt. We deliver programmes which (argel under- Youlh Swt Trust 9

TRUSTEES, ANNUAL REPORT 31 March 2023 represented groups Such a$ Y￿ng women and girls. ywng people wilh S￿101 Educabonal Needs arKI Disability {SENDI. young people from drverse ethntc and cultural baCkgrc￿rnds and Y￿ng people from Socio-econom￿alfy disadvantag&l backwnds. Finally, Supporting and aiding each young pefson to achieve their personal be$t in sp￿t demonstrates the ability of every young person to succeed and to achieve. Through allowing talent in sport lo emerge as an athlete. leader or coach - we help lo create positsve role models and future leaders. 4.0 ACHIEVEMENTS AND PERFORMANCE 4.1 P•rfomianc• Indicators During 2022123 we have been able to evaluate the overall impact of our previous strategy and build on those most successful elements, while also pivoting our focus into ne•V priorities as defined by the new strategy outlined above. We apply a Monitoring and Evaluation (M&E) FramffiviKk. which aims to bring about greater consistency in the way we collect evKience of our impact. The framewoth is used to guhle all aspects of our work, including design, delivery and evaluation. Our suite of outcome indicalLYs is set out tk>w'. Increased resilience, sccial wdlbeing and c0nfKjer￿e to lake part in SE￿ and physical activity,. Increased physical health and mental wdlbeing". and Percentage of young p• involved in programmes wtr￿ face disadvantage arMdlc* have lower levels of activity. Adult im Increased ¢onfiden¢e, Competence and motivation In thw"r roie.. and Implementation of improvements to their ddivery. Whole School & Wider Sctielal Im Improved perceptions I prioritisation of PE and Schoc4 sp￿1. 4.2 Reach In the academic year ending in August 2022. we saw-. 237,981 ehildren participaling in a YST prcgramme.. 86,897 young people trained by the YST.. and 13,203 adults trained by the YST. Our reach is understated as it does not include indirect reach through rnedia articles, download of free to access resources, new pieces of YST Research published ort our website. engagements through social media and secondary ￿ch of partners that we work WTth. We provided innovalNe content and wodddass training. we helped unite the spcyt sector in collaborative action and worked alongside the W￿er s[￿￿1 and active leisure sector to raise awareness of the most imtM)rtant issues. 4.3 Influencing and advocacy Throughout the year we campaigned on behalf of Y￿n9 people. scl)(M)1s 2nd the school sport delivery ne￿rk. We worked to raise awareness of the need lo tackle the decline in children's activity levels, united with partners and championed the importance of investing in PE and school sport lo government. Youth Sport TrL¢sI 10

TRUSTEES. ANNUAL REPORT 31 March 2023 Our adv¢xacy work included our CEO. Ali Olrver. giving evidence to the H¢JJse of Lords Select Committee on a National Plan for sp￿ and Recreation, which was fdlLThved by the Committee's final report wh￿h included several of our r&ommendab"ons. We also worked wlh sector partners and government officials lo inform a new national Strat￿ for sport arKI the updating of the new Schcd Spcrft and AclNity Action Plan. Additionally. we uniled over 50 organisatio￿S from across the sector in a School Sptyl and A¢tivity Forum. National School Sport Week {NSSW) is Our annual eampaigning week. In June 2022 the week focused on building belonging Ihr(MJgh sp(Kt and the imprytsnce of a place for every child in sport. Over 655,000 young people attended a schcd that registered lo take part. Sports days were held up and down the county, with schools, families and communib.es en¢wraged lo W invc4ved. In 2022 we delivered- 1,351 media artides covering our mission., 9,274 downloads of our free lo a￿$ reswr¢es'. 13 new pieces of YST Research pU￿1shed on oJr web$ile.' and 104,084 engagements by followers on %xial med￿. For more inf(Kmation on influencing and advocacy. please see our Im act Rè 4.3 Bulldlng 8U8tainable structurns At YST we believe transfomialional change can only be achieved through the formula of embedding innovalive content. through wcwld class delivery, into sustsinable structures. In 2022 we supported the following YST nelworks.. 2,724 member s¢hcds; 1,524 Well Schools., 450 S¢hod Games Organisers,. 190 school partnerships.. 117 PE CatalYSTs,' 108 mulli•academy trusts engaging direcuy wth YST: 95 Headteacher Ambassad¢Ns.' and 51 organisalions within the Scho)I Sport and Activity Se¢lc* Partnership. For m￿e information on us buildiThJ sustsinable slruclures, please see our Im act Re 4.4 Equipplng educators As a charity, we use a very successful cascade model for training. wh￿h builds capacity, capability and sustainability in the structures we work wth. The role of (yJr Learning Academy of 124 lulors, trainers, coaches and Athlete Mentors is to equip educat(￿ bMth the skills and resources lo hdp young people enjoy the lrfe-changing benefrts of ￿aY and sport. In the 2021122 acadern￿ year, 13,203 teachers. coaches and wath'tioners were trained to delNer physical education. sport and play to support the development of Y￿ng people. As a result of attending training Trmth YST.. 97% of praclilioners felt more cx)mpetent in their rrAe", y￿th Sport Trust 11

TRUSTEES, ANNUAL REPORT 31 March 2023 96°A felt more confident". 97% lelt more motivated.. and 94Vo reported that they were likely to change they undertake their ro￿. Following participating in a YST programme.. 83% of teachers said they had made lmpr0veft￿nts lo their delrvery. 4.5 Empowerlng young people By building their lea¢Yership skills and impYoving th￿r confidence, competence, motivation, knowledge and understanding. we emp(Y•ver young people to hamess the extraordinary pmr of SFrt)rt and play lo change lives. In the 2021122 academic year. 237.981 young people participaleAI in an actwity made possible through th& work of YST. As a w$ult of taking part in our wol￿ts and Fwammes.. 71 % of ycNJng people reFMJrted improvements in their conffiden¢e in taking part in phy$i¢al a¢tivity,' 71% reported improvements in their communication skills., 85% believed their leadwship skills had imrmed.. 72.kn fell that their resilience had improved.. 76% reported improvements in their team working skills.. arnl 71 Yo reported their 58ff-bd￿ had improved. In addition, 86.897 young p￿p1fr were trained through YST to become y(NJng leaders lo their peers. Young people participaled or were trained through our pr￿raMMe$. of whkh some are detailed under section 4.6. 4.8 Nallonal Prograrnme8 Below are some highlights from a range of our prngrammes. 4.6.1 School Gam Supported by Sport EnglaThJ and the National Lottwy and (18livered on behalf of the Department for Digital. Culture. Media and Sp￿1 IDCMS). the SchocA Games aims to.. Make a drfference by putting phYs￿al aclivty and swrt al the heart of ￿hc￿5. providing opportunitses for young people to compete and achwe their pers￿81 best,. Provide every child with a positive experience in an environment where the young person's motivation. competence and confidence are al the ¢entre of the compelilion,. and Tackle inequalil¢es that eX￿l and larget new and drfferenl ycNJng people to have a positive impact on their lives. In the 2021122 academic year.. 25.000 School Games events V*ve hosled thr¢NJgh a netvth of delivery partners,. There were 2.2 million competilFve pathipation Opp￿un$tieS young people.. 1,929 School Games events were hdd as part of the Commonwealth Games legacy and fvnding, providin9 Opportunities to 211,411 young peO￿e.. and Youth Sport Trust 12

TRUSTEES, ANNUAL REPORT 31 March 2023 7,981 Schools summitted an application for the Schod Games Mark which rewards schools for their commttmenl to the development of competition across their schod and into the community. You can read more about the SchL￿￿ Gaffles hve.. www. i)urschcxJl mes.comlabouVwho-we-are. 4.6.2 School Games Natlonal Finals Athletes from across the UK made friend5 fry lrfe and found a sense of belonging al the 2022 Schwl Games National Finals. the UK'S biggest mults'_spcxt event for tslenled young athletes, which was held In September. The fwr day evenL at Loughlxwwgh University, was delivered in partnership with National Governing Bodies of Swt thanks to fvrKling frcmn SiyNt Engfand thr(wh the Nation81 Lottery. $ports¢otland and Spwi Wales. Over 1,000 aspiring athletes competed across ten sports. four of which induded disability disciplines, and numerous track recLvd$ were broken. AJong$￿e the competition, a full pr¢)Jamme of alhlete education was ddivered. 4.6.3 Barclay8 Glrls, Football School Partn•rshlp8 by England Foolball The Football As$c¢ialion's IFA'S) vision Is lo ensure thal every girt has equal access lo football in school and clubs by 2024. with the goal of 90% of $¢hcd5 nationally offerirvJ girfs equal access lo regular extra- curricular football and 75% cl schwls natwally offwing gids equal access lo football in PE lessons. Dnving The FA'S viS￿n is Bardays Girts. Fo)Iball S¢hcd Partnerships by England Football, a nats'onwide scheme lo mainstream football in schcd fcK gifls. YST pmvhdes Ihe day-to-day coaching and support of the nehvork of Icul strategic leads and equips them with programmes, such as Disney inspired Shooting Stars by England Football and Barclays Game On part of England Football, alongside training for girls and their teachers. In 2022.. 65.109 gid$ participated in Girls, Football School Partnerships., 1,695 gids were trained thr(wh Gids, Football S¢hod Partner5hips.' 67% of $¢hools achieved eoual access lo fcrfjtball in PE lessons for girfs,. 3,390 primary schools n(h¥ have teachers trained: 46% of schools %hieved equal access lo eXtra￿rrI1￿jlar football for gids: and QA of schools were offerirKJ girls extra•cuffi¢ular foolball. 4.6.4 BE Football In partnership vthh the F￿tt>all Asswal￿ of Wales. BE Fcotball aims lo develop girts, self-esleem, confidence and skllls through football aCtiVrt￿$. ¢urriculum learning with trained PE staff, and extra- curricular clubs Fed by trained football infiuencws. Across 38 schools, 48 teachers and 82 infiuencws were trained. with 99% of the fwtball influencers feeling that they had improved their team workirwJ skills. 4.6.5 InGluslon 2024 Designed lo increase the Op￿unitieS for children with special educab.onal needs lo engage in PE and school sport, Inclusion 2024, funded by the Department for Education. is a ccAlaboralM)n be￿en pupils, schools, practitioners and partners. In the 2021122 academic year, 1,398 schwls received specialised advK*. training and guidance, and 4.050 school staff were trained through a nehvork of lead schc(sls. Youth Sport Trust 13

TRUSTEES, ANNUAL REPORT 31 March 2023 4.6.6 Young Ambauadors A decade on froffl bw'ng estsblished as a LorKlon 2012 acy prryJramme, the Young Ambassadors movement continues to be al the heart of spcxts participation programmes, thanks lo partnerships between YST. Sport Wales and sp(xiscoUand. With over 2.500 Young Ambassadors active across Wales, last year saw Sport Wales comm￿s￿n a review of the ne￿k, ten years on from its inception, whi¢h has reignit￿ Ycvng knbassadors ￿th a vision fty 2023 arvj bey￿d. The Young Ambassador prcgamme continues lo thrive in Seotland. Driven by sprxtscotland, YST Irained 27 young people who fomi the Conference Ddrvery Team. In September 2022. the team trained 619 Y(yJng Ambassadors from 308 schools. 4.7 Targeted Interventions Below are some highlights from a range of our twgeled interventions. 4.7.1 Phy¥l¢al Lttorncy In tho Early Y8ars-'Hoalthy Movorn, Designed lo support the physical lileracy. wellbeirvJ arKI sch¢yJ readiness of 2-5 year c4ds, Healthy Movers delivers reswrces and training ts early years. yxtilioners. which families can continue to use al home. In the 2021122 &a¢Jemt yoar. 70 earty years setb'ngs tC)k part in Healthy Movers and 143 praclilioners were trained. Across C(Knwall. tkrtset. 8￿meM(￿J1h. Chrislchurch and Poole. 1.657 ¢hildren l¢)ok part in Healthy Movers. Praclrtioners re￿ed that the prwamme had a number of positNe impacts on the children.. 98% had more confidence to be aclive,. 98% had mow enjoyment of physi¢81 a¢lrvity.' 98•A had improved listening skills- and 84% had improve<1 speaking Skills. 4.7.2 M•ntal H•alth & Emotlonal W•llb•lng- 'A¢tlv• In Mlnd, By harnessing the posilNe impact of mentoring, A¢live in Mind (fvnded by Sport England and Sport Wale$} phystsl a¢tivty lo improve mentsl health. wnfidence and wellbeing of young people. This ye8r saw 117 schocAs taking part from England, Wales and Ntythem IrelarKI. wilh ea¢h $¢h¢)ol selecting up to 30 student menlcKs. 88% of mentors felt their leadership skills had inC￿8$ed as a result of the programme and 85% of teachers believe the programme had a positive effect. 4.7.3 Mental Health and Emotlonal Wellbelng- 'Lldl Sport for Good, The Lidl Sport for Good programme promotes kX)Sitive mental health by focusing on the rde of physical activity in improving menLIl and sccial wellbeing, thr￿gh the use of peer mentors. Our partnership with Lidl saw 5,217 young people lake part and the uealion of 662 student mentors. 87Vo of teachers have ma¢Ye some or lots of improvements lo their delivery as a result of the programme. 4.7.4 Tackling gender inequality- 'Girfs Adive, Using a delivery model of collaboration with IcKal partners. and with a fccus on tackling inequality, the Gi￿S Active prrMJramme helps schrKJls to understand what motivales girls lo take part in PE and sport, and works y￿h them to make the rEcessary changes to provision. An exciting partnership with The Sweaty 8etty F￿ndab"On tsrgeted the least active girls in schools in London, Leeds and Glasgow. using boxing. ye4Ja. dance and musical theatre {all delivered by Sweaty Betty instructors) to engage the girls. Youth Sport Trust 14

TRUSTEES, ANNUAL REPORT 31 March 2023 4.7.5 Closing the gaps creatod by disadvantag•- 'Set for Success. Funded by the Wimbrp)j￿ Foundabon, the charitable ami of the All England Lawn Tennis Club and The Championships, Set for Success is a youth leadership initk21ive that gives young people from disadvantsged backgrwnds the op￿tunity lo develop lrfe and leadership skills thr￿gh menl(King sessions delivered by inspirational athletes. In the 2021122 a¢ademi¢ year: 133 young w)ple from 10 schods look part.. 79.￿ said il had improved their teamw(wk skills,. aTrJ 61% reported rt had improved thetr progress at scho(4. 4.7.6 Bulldlng communlty coh•#ion -'BFrnilngham Connoct, The Birmingham Conrbecl programme used the excitement of the Birmingham 2022 Commonwealth Games to promote sctial integration amongst 12-14 year dds from very different communities within the city. Young 'Conne¢l¢xs' used the power of sptyl to ￿'ThJ people together. Funded by the Commonwealth Spcrft F￿￿JatiOn via Bimiingham 2022 and S￿t England, 12 schools participated in the programme. with 83 cOnn￿tt¥s trained and 1.581 students taking part. The impact on the young people was c4e8r'. 94% of Connectors agreed they had a gcKMJ understanding ol drfferenl ¢ullures: and 66% of Y￿n9 people Sa￿ Ihal Iheir feeling abwt belonging to their school had increased. 4.7.7 Communlty Coh•slon-'Brnaklng Boundarl••' Funded by Spirit of 2012 and delivered in partnership with Sporting Equals and a consortium of partners, the Breaking Boundaries pr¢)gramme brings y￿ng people, their families and communib'es from drfferenl ethnicilles and culturn$ together. Ihrwgh ¢rKket and Multi-sF￿ aclivili8s. Working with community grc￿pS and city cohesion teams. prqect engaged over 5,000 participants, with outcomes including improvements in partnership wryking. wellbeing. community participation and social connectedness. 4.7.8 Global awaren•s8 & und•rntandlng-'Commonwoalth Conn•ctlons' The Commonwealth Connections programme c￿ted a sense of belonging by tsvinning 60 schools from the Wesl Midlands with $¢hools from ten Commonwealth nations. YST Alhlele Mentors helped young people to learn about each other's ¢ultures and develop leadership skills, delivering sports clubs and festivals linked to the ccNJnty they had been twinned wilh. 4.8 Securing Funding for the Charlty As a registered charity, we rely on income frryn fundraising to delNer our charitable objeclNes. YST is committed lo ensuring that by undertaking fundraising activities we uphdd any legal, stalulory and regulatory requirements, and maintain our reputation and adherence to our organisational value5. Our Fundraisin Polic sets out how fundraising al YST is managed lo ensure that we maintain these standards, and provide reassurance and transparency to our donors, funders, supporters and partners. We are registered with the Fundraising Rewlator and are committed lo complying with the Fundraising Regulator's 'CLKle of Fundraising Practi￿. and 'The Fundraising Promise., along with all applicable guidance from the Charity Commission. No complaints have been recetved abwl tyjr fundraising aclwily during the year {2022= none}. Youth Sport Trust 15

TRUSTEES, ANNUAL REPORT 31 March 2023 4.9 Fundraising Income Colnmerciavcor￿rats partnernhlps: In swirKJ 2022, YST embarked on a new relationship with Frasers Group, involving their braThds Sp(xts Dwect and Sp￿s Direct(Ky. The three year partnership saw signffj￿n1 sponsorship deal signed with rights across National School Week {NSSWI 2023, in alignrnent with their Sports Slam campaign, and YST annual conference as supporting sponsor. The partnership officially18unched lo the public in March 2023 and will proV￿e YST with brand and NSSW campaign profile across over 450 Sports Direct SIC￿ in the UK and 28,000 schwls. In earty 2023, the Partnershlp was extended to covw SpcKts Direct Ireland, securin9 further income for an initial 12 month period. 2022123 was a successfvl year for corpcKale charity partnerships, with several corporate organisations signing agreements lo raise funds for YST through direct company donations and staff fundraising. Committed organisations include Lacoste UK, Kingswocmj, Limitless Krt {YST kil spons(Kl, NEXA PrOk￿rtIes, Corporate Games and F￿lerS Friendly Soci8ty amongst oth8rs. March 2023 saw the delivwy of a $L￿$s1U1 cthnmwGial exhibrtion and sponsorship programme, alongside the YST Annual Conference. A totsl of £73k was raised thrwgh unrestricted sponsorship agreements. with our sponsor portfolio also growing. and a further £72k was generated Ihrough Èxhibition stand sales. Ortus Energy committed as Headline Sponsor of the conference for the second year running and Sports Directory came on board as Exhibition Sponsor fry the first of three years. We also had four supporting sporysors from our YST Business ChaNJemaker group. Tru¥ts and Foundotlon•: Over the 2022123 financial year, inttme received through Trusts and Foundations irKluded grants from some of ￿r long-standing funders - The John Armilage Ch8rit8ble Trust, the Roden Farnily Foundation. Spirit of 2012 and Wimbledon FC￿ndati0n - as well as a new funder. Esmée Fairbaiffl Foundation. We also received imkxytsnl funding for a second year from Gath'eld Weston Foundalion and the Chance to Shine FoundalK￿. The funding generated has enabled us lo directly deliver key programmes and campaigns induding Breakirg B￿jn￿aries, Sel for Success, Team Up and Unified Action- Diversfying y￿th Governance. In addition, core grants have contributed lo the financial stability of the ¢harily and have enabled vital development work to take place. This includes." research lo establish geographical growth areas to SUPFrfJrt the delivery of our strategy in places which need the greatest support,. our digital transformation., and developing systems and processes lo deliver our mission efficiently and effectively. It has also ensured we can SUP[￿￿1 the ongoing development of a diverse, skilled and molivaled workforce through stsff development. training and leadership opportunities. Oonor Fundralslng.. Individuals and organisalions help suppryt the YST mission and help vs in improving young peoples, lives. We would like lo Ihank every one of the many individuals and organisalions that have helped us duriThJ the year. The work we do Simpty would not be possible without our generous supporters and pasS￿nate fvrKlraisets who every year take part in numerws challenges lo raise fvnd$ lo support our work. Individuals such as our supporter of the year. Patitk Trafv. who ￿mpleted a year4ong ¢hallenge called Project 52 during 2022. raising over £11.000. YST'S fundraising activity aims lo strike a balance betsveen funding the core of Ihe organisalion and aligning wtth priority caMpa￿n5 and activrts. for example National Schcd s[￿ Week. We are commrtied lo high slandards through(xJl our fvndraising activity: we are clear about who we are. what we do and how grfts are used. We respect the rvJhls. dignities and privacy of our supporters and beneficiaries an¢Y comply wrth relevant laws including those that apply lo data proleclion, health and safety, and the environment. YINJth Sport Trust 16

TRUSTEES, ANNUAL REPORT 31 March 2023 We also strive to be a globally responsible charity with 2 commitment to the 17 United Nations Sustainable Development Goals {SDGs). 5.0 FINANCIAL REVIEW 5.1 Overview Robust financi81 planning. Monit￿ng and control a￿ fundamental to the operation of the charity. The structured approach we take ensures synergy between our plans - our core strategic plan informs OLtr annual operational plan, detailing our key aims arml objeclvves for th8 year. which 1$ underpinned by our annual budget. The financial year 2022123 is the first year of a kwterm strategy {2022 to 20351 'lnspiring Changemakers, Building Belonging.. The first phase of the acb'vity runs from 2022 to 2025 where six core tactics have been identrfd as shown on page 9. The income that we lar￿1 and subsequendy receive has to fulfil our charitable obié¢ts as well as satisfying our str8tegi¢ aims. Total Group income reduced by 14% due lo restricted income redu¢ing by 150A and unreslri¢led income reducing by 4•h. Despite the drop in restricted income, aclivity on restncted charitable actrvibes has been maintained at a similar level to last year thrwgh utilising £1,023,102 ffjslricled funds. The reduction in restricted income has ¢ome from.. ￿e-off Fqect irwrne that was received last year Ifrom Sport England.. Aclive Recovtry Hub and Commonwealth Games projects) not being repealed this year., a reduction in income received from k¢al government bcrtj￿ due lo less money being available as result of the cost of living crisis., a de¢line in Trusts & Foundatsons inwme due lo more organisations applying for the same funding,. and a reduction in funding from The FA, as underspend from income received last year has been used to fund a¢tNity this year. In March 2022. SFrfYt ErwJland awarded YST a 'Syslem Partner. rde spanning five years, lo help SLtpport Sport England lo deliver sysIem-w￿e change lo level up access to sport arKI physical activity 8cros$ the county. In 2022123. YST received the first trarthe of this funding. Unrestricted income has reduced by 4%. Membership income has reduced Considerably due lo the late announcement by the wvernmenl of the School Sport Activity Plan funding and th& pressure schools have faced due to the cost of Iwing crisis. This reduction has been subsliluled by good progress being made on securing partnership and Spons￿ShIp agreements (some of whi¢h ha5 been received through the tradlng subsidiary), alongside improved interest irtome due lo rises in the Bank of England base rates. The trading sUbs￿lary income increased ty 36% from last year. As mentioned above, thi5 is primarily through secunng partnership and $Frf￿sIxShIp income. The Group returned an Un￿trICted deficit (rf £91,763 (2022 - surplus of £752.367) which includes a trading subsidiary profit of £119.947 (2022- profrt £75,136}. In the 2022 Annual Repcrt, YST earmarked £1.340,000 as des￿nat￿Y funds to support the fir$t phase 12022 to 20251 of the new 13 year strategy. At the same lime, designale(J funds were also set aside (£341,538) to support short-term, operational and innovation prc*Jrammes that were not completed by the er7d of the last financial year. The deswnalvj funds balar￿e is now £1.307,289, which is for projects relating to the new strategy. The unspent short-term, operational and innovation programmes residual balance of £152,485 has been transferred lo Genwal Funds lunrestrictedl - see designated funds note 15. Youth Sport Trust 17

TRUSTEES, ANNUAL REPORT 31 March 2023 The Group's unrestricted reserves n(YoV $tarKI at £6.764.28712022.' £6.856.050) and i￿luded within thi5 are designated reserves of £1.307.28912022: £1.681.5381. 5.2 Rèsèrves policy Our minimum reserves pdicy was revised in 2021 to reftect the costs of an ordedy wind up of the chartty. This includes redundancy and notice period costs lowher with the cost of retaining adminislralNe staff and facilities to sup￿￿ slaff directly ddivering programmes lo complete contractual agreements. The minimum reseNes have been calculated at £3,045k which is £2,945k for the orderty wind up of the Charity ￿u5 an allThvance of £100k for the impa¢t of adverse. unplanned events. The general free reserve5 on 31 Mar¢h 2023 wwe £5.4m12022.. £5.2m}. whi¢h 1$ more than the minimum reserves policy set by the trustees. Alth(￿gh we are now thr(yJgh the first year of the new, long-lerm strategy, there will be a need for further designal&Y funds to support the strategy's aim$. It is. therefore. likely that further inveslmenl into strategic projects may be required in lulure years. 5.3 Investment powers and pollcy Under our Articles of Ass￿latiOn, the charity has the to invest in arry way the trustees wish. The Iruslees, having regard to tho Iw4UKlity of the ¢xganlsa￿n and its ffj5ervos Fdicy, have operated policy of keeping funds available in interest bearing deposit arxcunts. in¢>)rporating long-term and short- term deposit facilits'es across banking institu￿n$. The invested fvnd$ by Ihe parent charrty ¢)n deposit achieved a 12-month avera￿ return of 1.6% against the average base rale for the year lo 31 March 2023 of 2.27%. 5.4 Risk management YST manages risks at three levets: strategy. ryganK%atwal and woiect. During the year, there has been a change lo the contents of what is induded in the strategy and organisat￿nal categories. The Risk Management procedure (part of our ISO ￿01.2015 accredrted Quality Management System) has been updated to refiecl these changes. ProJ•Gt l•v•l rl$k• are revi6**d monthly at a ¢ase ¢onferen¢e meeting led by ￿r Chief Operating OffKer Icooi Organlsatlonal lèv•1 risk eategories are managed by members of our executive learn and have been reviewed alld updated this year. The Organisational Risk Register is reviewed by the COO and any significant areas of risk (including those al Project levd) are raised at regular executive team Operational Meetings. The Organisalional Risk Register ts also shared ahead of each Audtt and Risk Committee meeting. There are eleven. key categories under which wr organisational level risks are giouped and assessed, with mitigation plans. These include." Weware and Safety ISafeguardin9}.' People., Diversity an Inclusion,. Dats and Systems.. Income Targ8ls,' Financial Environment,. Legal and Govemance,. Political", Repulalional and Brand. Prc#Jramme Ddivery,. and School Engagement. Strategy level rlsks that would prevent the charity from athieving its strategy success measures for 2035. are updated by Ihe executive team and presented to the Audtt and Risk Committee ahead of each Boar(J meeting. The three mosl significant risks that would prevent us from achwing each of our three objectives (see page 81 have been identified. These are.. Ur ent Action- build back healthier. happiw and more resilient young people and level the playing field for those most disadvantsged. Youth Sport Trust 18

TRUSTEES, ANNUAL REPORT 31 March 2023 Risk 1". YST is unable lo fflake this drfference to the L8rget groups of young people. Risk 2: YST fails to engage the I￿al partners required to make the impact we are aiming for. Risk 3". YST fails lo generate the evKdence base for impact in approach, limiting both impact and growth of this to more areas. The key lever for mitigation of these risks is lo pursue Ihe a¢livty and actions detailed in our internal tactic workplan 'Equip educators to rebuild wdlbeing and level up lrfe chances for young people most affected by Covid-19. and those suffering from the eff￿t of inequalits"es'. ional Shtft - to balan¢e the demands of the digital age through the human conr￿CtIOn of physical play and Sp￿t. Risk 1." YST does not generate a viable modd to suprM)rt Y￿n9 people lo balance the demands of the dwJital age throu9h the human connectM)n of physLql play aThJ sptyt. Risk 2.. YST fails to spark the imaginats'on and gain the commttment of Sufficient stakeholders lo create signrficant reach arKI impact. Risk 3.. YST fails to 9enerale th8 ev￿81￿ base for impact in c￿r approach, limiting both impact and of this lo m(Ye areas. The key lever for mrtigalwi of these risks is to pursue the a￿T￿lty arKI xlions detailed in our Internal tactic workplan"Empower young pe￿8 by unleashiThJ a natK)fwide community of yiwng leaders, who harne$5 the positive FM)wer of play and spryl to improve wellbeing, buisd friendships, and foster understanding". This will be done through cdlaborative partnerships 01 a local lo national scale. create opportunities for young people to lead their peers building belonging, developing lrfe skills and creating balance. transform s￿Iety'S perc￿¢1￿$ and attitudes tchvards the imptytsn¢e of physical literacy, play and sport in the education and development of young people. Risk 1.. YST fails to inspire othws to ¢ommission a larg&scale campaign. Risk 2.. YST inspire5 commissK)ning of a ¢ampawJn but is not drivin￿leading it. Risk 3.. YST inspires a campaign which fails lo impact attitudes & perceptions ty suffers another failu￿. The key lever in miligaling these risks is lo pursue the activtty and actrons detailed the intemal lactic wc*kplan "Mobili5e influencers in all areas of publK lrfe. lo make the decline in physical activity levels arKI human connection in a dwitsl age. matters of na￿￿al cor￿ern.. This will be done by Idenlrfying priortty audien￿$ whose minds need lo {and can) Change, the barriers lo change, and the influen¢ers lincluding brands) who &qch ol our priority audiences listen to. All workplans are being progressed aThJ updated wiodically to ensure activities and actrons are being undertaken to delNer the strategy. 6.0 PLANS FOR FUTURE PERIODS Looking ahead, we will be starting the rthv financial year a number of pri￿11185.. Youth Sport Trust 19

TRUSTEES, ANNUAL REPORT 31 March 2023 Maintaining engagement with the Department for Education (DfEI. Department for Digital Cultu Media and Sport (DCMSI and Department of Health and Sl￿la1 co￿ (DHSCI.. To infiuence and suppKvt the finalisalion of the UFMJated Schcol SpcKi & Acbvty Act￿ Plan.. Launching National Schoof sp￿ts Week 2023. whth Ihis year will fwus on raising awareness of the Chief Med￿1 Officer's guidance Ihat children aged &16 years should engage in mc#Yerale 10 vigorous physical activity fly at least 60 minutes 8 day. sp￿ts Direct will be launched as the new NSSW sponsor and through this partnership we wll be able to amplrfy important messages for parents and families a$ wdl as incentNi8e and reward schod engagement., Summarising the conclusK)n of the first year of the 2022- 2035 strategy and reffinin9 the key Success measures for the first phase of this strategy (to 20251,. Later in the summer the 2023 FIFA Women's W￿d Cup will provide a powerful h￿k lo extend the impact of our work in partnership wrth The FA to create equal atxess to football in $¢hcd5 for girls,. The start of the new 2023124 academ￿ year wll see us launch t￿th our 'placemaking' work in 3 local communities and our strategy for gr0￿h across 20 areas. Placemaking will be characlerised by understanding more deeply the local context and working at a systemic level lo co-create novel solutions which unlock children's access to ￿aY and spM. Gr¢￿th areas will see us deepen OLtr impact through the idenirficalion of loc priorities and cOr￿trate targeted YST interventions in these places to increase impacl- This year we will re4aunGh our Ywlh Leadership framerJrk. buAd on the SU￿$$ and rea¢h of our Well Schcd MovemenL and establish a ￿OneerIng Y￿th-1ed. after schcd $port ¢lub netsvcrfk. with a fo¢u$ on informal edU¢al￿ and pers<Thl devdopment through sport; With the general election looming, thr￿JghOut 2023124 we wll be establishing a sel of policy priorities, consulting widely and crowdsourcing thinking. These will form the basis of a new Manifeslo for Schcol Sport which we will launch in the House of Commons at the end of January 2024.. and The financial year will conclude with our 2￿ Annual Conferenr* and Exhibition. 7.0 AUDITOR Buzzacott LLP have indicated their willingness lo ¢￿tInUe in offtti subj￿1 to approval by the YST Board at the AGM. 8.0 STATEMENT AS TO DISCLOSURE OF INFORMATION TO AUDITOR The trustees who were in office on the ¢Jate of approval of these financ￿1 statements have confirmed, as far as they are aware, that Ihere is rto relevant audit infcxmalion of which the audilof is unaware. Each of the Iruslees have confirmed that they have taken all the step5 they ought to have taken as trustees lo make themselves aware of any rdevant audit inftymation aThJ lo est2￿1$h that it has been communicated to the audilty. The Trustees, Repyt. including the Strategic Reptyt, was approved on beh8W of the board. Mr Richard Davidson Chair of Iruslees Date.. 6th July 2023 YcMJlh Swrt Trust 20

STATEMENT OF TRUSTEES, RESPONSIBILITIES 31 March 2023 Trustees, responsibilhies In the pr•para¢ion of the financlal sL*•monts The Iruslees (who are also directors of YST fty the purposes of o)mpany law) are responsible for preparing the Trustees, Re￿l and the incorporated Strategic RetKKt and the financial ststements in accordance with applicable law and United Kingdom ACC￿nting Slandards (United Kiwlom Generally Accepted Accounting Praclicel. Company law requires the trustees lo prepare financtal slalements for each financial year which give a true and fair view of the stale of affairs of the charilatr￿e company and the group and of the in￿rne and expenditure of the groJp for that period. Under Company Law the trustees musl not approve the financial Statements unless Ihey are satisfied they give a twe and fair view of the State of affairs of the charitable wmpany, the group and of the income and expendrture of the grcxFP for that P￿￿. In preparing these financial statements the trustees a￿ requir￿ lo: setecl suitable acccMJnting p¢1￿10$ arKI then apply them rth$k8tently.' obse￿¢ methods and principles in the Charities SORP: make judgements and estimates that are reasonable and pnJdenL $tsle whether appI￿able UK AcctyJnting Standards have been foll¢xed, subj8Ct to any material departures disclosed and explained in the financial statements.. and prepare the financial Statements on th8 g￿.r￿j ¢on¢em basis unlev3 it 15 inappropriate lo presume that the charitsble company will ￿nty'nue in bjsiness. The Irusle8s are responsible for keeping adequate aCC￿nting rwd$ that disc105e with reasonable accuracy at any time the financial position of the charitable eompany 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 takiro reasonable slep$ for the prevention and detection of fraud and other irregularities. Youth Sport Trust 21

INDEPENDENT AUDITOR'S REPORT 31 March 2023 INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF YOUTH SPORT TrUST Oplnlon We have audited the financial stslements of Ytyjth SFLYt Trust (the 'parent charrtable ￿panY'> and its subsidiary (the 'Group'l fLK the year ended 31 March 2023 which (￿MprISe the cOns￿ldated Statement of Financ￿1 Aclivilies. the Group and Charity Balarte Sheets, the Consolidated Statement of Cash Flows and notes lo the financial statements. indLFding significant accounting Fdicies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Ac¢ounting Standards, including FRS 102 'The Financrdl Repo￿.￿ Stsndard applicable in the UK arKI Republic of Ireland" {United Kingdom Generally Accepted ACC￿nting Pracknce). In our opinion, the financial ststements.. give a true arKI fair view of the stale of lknup's arKI parent tharilable company's affairs as at 31 March 2023 and of the Grwp's irtt>)me and expendllure for the year then ended,. • have been properly prepared in acC￿dance wtth Unil&J Kin9dom Generally Accepted Ac¢ounling Pracltce,. and have been prepared in accordance wth the rrfuiffjments of the Companies Act 2006. Ba¥ls ft>r oplnlon We conducted our audit in ￿￿a￿e with InternalK￿al Staryjards on Auditing IUKI (ISAS IUK}l and applicable law. Our f8sF￿lsIbilIties under those standards are fvrther described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the Group and parent charitsble company in aCC(ydar￿e with the ethical r￿UIrernents that are relevant lo our audit of the financial sialemenls in the UK. induding the FRC'S Ethical Standard and we have fulfilled our other ethical responsibilit￿ in accordance with these requirements. We believe that the audit evidence we have obtained is slrff￿ienI and appropriate to provide a ba$1$ for our opinion. Con¢lu$lons rglatlng to golng conc•m In auditing the financial statements, we have condu¢J8(l that the tru5te8s' use of the ￿)ing concern basis of accounts'ng in the preparation of th8 financial statements is appropriate. Based on the work we have F￿rflYmed. we have not Klentffj￿ any malerial un¢ertainlie$ relating lo events or conditions that. individually or ¢dlectively. may Cast signrfunt doubt on the Gmup's or parent charitable company ¥ ability lo continue a5 a going o)n¢ern for a pwd of al least tsvelve months from when the financial slalements are authcKised for i$$ue. Our responsibilities and the ￿SponSIbl1itieS of the trustees vthh respect to going concern are described in the relevant sections of this rep(Kt. Other inforniatlon The other irrformation comprises the informats.on induded in the Report and Financial Statements other than the financial stalemenls and crtjr audrtorfs reP￿t Ihereon. The trustees are reSp￿sIble for the other information contained within the Reptyt and Financial Stslements. Our opinion on the financial 51alemenls does not cover the other infOrMath￿ and. except lo the extent otherwise explicitly sL8ted in our report. we do not express any form of assuran(* c¥)ndusion thereon. Our responsibility is to read the other inf0m￿tiOn and, in d￿n9 so, cOns￿er whether the other Informal￿n is maleTially inconsistent with the financial slalemenls, ￿ our knovledge obtsined in the course of the audit or otherwise appears lo be materially misstaled. If we identify such material ir￿onsIstenC{eS or apparent material misstatements, we are required lo delerrnine whether this gives rise to a material misslalemenl in the financial statements or a material misstatement of the olhv information. ff, based on the work we have Youth SFN)rt Trust 22

INDEPENDENT AUDITOR'S REPORT 31 March 2023 perfomied, we condude that there is a material misstatement of this othw infomiation. we are required lo report that fact. We have nothing to repcwt in this regard. OplDlons on othor mattors pr•scribed by the Companles Act 2006 In our opinion, based on the work undertaken in the course of the audit.. • the infomiation given in the Tru5tees' Report, which I￿ludeS the Report and the Strategic Report prepared for the pu￿ of company law, for the financial year for wh￿h the financial Ststemenls are prepar&J is ¢on$i$lent with the financial slalements,. and • the Direct￿, Report and the strateg￿ Rep￿t induded within the Tru$lees' Report have been prepared in accordance with applica￿e legal requirements. Matt•rn on whlch we ar• requlred lo r•port by •xc•p¢ion In the light of the knO￿￿ge and understarNling of the Group and the parent charitable company and thelr environment obtained in the course of the audit, we have rnl idenirfied material misstslements in the DireGlors' Report or the strateg￿ Report included within the Trustees, Report. We have nothing to report in respect of the fofirym'ry matters in r￿a￿n to which the Companies Act 2006 requires us to report to you rf, in our opinion.. • adequate accounting records have not been kept by the parent ¢haritsble company, or returns adequate for our avdil have noi been received from branches not visited by us.. or • the parent ¢haritable company financial slalements are not in agreement with the accwnting records and returns,. or • certain disdosures of InJstees' remuneration SP￿thed by law are not made", or • we have not re￿Ived all Ihe inforniation and explanations we require for our audll. R•spon$lbllltl•s of tru$ttss As explained more fully in the Statement of Trustees. responsibilities set out on page 26. the trustees (who are also the directors of the chariiable company for the purposes of company lawl are responsible for the preparation of the financial statements and for being satisfied that they gNe a true and fair viw, and for such internal control as the trustees determine is necessary to enable the syeparalion of financial 5talemenls that are free from material m¢sstalemenL whether due lo fraud or error. In preparing the financial statements. the trustees are responsible for asse5sirrfJ the Group's arml parent charitable company s ability lo ¢ontsnue as a ￿ing concem, disclosing. as applicable. matters related to going con¢em and using the going concern basis of accounting unless the trustees either intend lo liquidate the Group or parent charitable company or to cease operations, or have rK> realistic allernalNe bul to do $0. Auditor's responslbllltles for the audlt of tho finan¢lal 8tst8ments Our objectives are to obtain reasonable assurance ab￿J1 w￿ther the financial slalements as a whole are free from material misstatement, whether due lo fraud or error, and to issue an auditor's report Ihal includes our opinion. Reasonable assurance is a hKJh level of assurance but is not a guarantee Ihal an audit conducted in accordance wtih ISAS IUKI will ahvays delecl a material misstatement when rt exists. Misstatements can arise from fraud or error arKt are cOnS￿ered material if. individually or in the aggregate. they could reasonably be expected lo infiuence the exor￿￿ decis￿￿ of users laken on the basis of these financial slalemenls. Youth Sport Trusl 23

INDEPENDENT AUDITOR'S REPORT 31 March 2023 Tho extent to whlch the audlt was consldered capablg of d•tecting irrngularitles. Includlng fraud Our apsxoach to identrfyin9 and assessirvJ the risks of material misstatement in respect of irregularities, including fraud and rnn-complkqnce wrth laws and regulations, was as frAIows'. • the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilrties and skills to Klentfy or rwnise rIon<￿P11an¢e with applicable laws and regulations., and • we obtained an understsnding of the legal and regulaw framthv(Kks that are applicable lo the charity and determined that the most signrfunl frameworks which are directly relevant lo specrfic assertions in the financial stslements are those that relate to the reporti'ng framework {Stslement of Recommended Practice.. ACc￿ntsng and ReFrf)rting ty Charf(ies preparing their accounts in accordance with the Financial Repcwting Standard applicable in the United Kingdom and ReFwblic of Ireiand IFRS 1021. the Companies Act 20C6 and the Charrties Act 20111 and those that relate lo data protection (General Dats PrOt￿ti￿ Rewlation), safeguarding legislat￿ and the Ccxle of Sports Governance. We assessed the susceptibility of the charity's financial statements to material misstaternenl, including obtaining arb understsnding of hiy•V fraud muht c¢¢ur. by.. making enquiries of management as to their knth￿8dg8 of actual, suspected and alleged fraud., and considering the intemal contrds in ￿ace to miligate risks of fraud and non-compliance with laws and regulations. To address the risk of fraud th￿gh management bias and overrth of ¢ontrd$. we.. • performed analyti¢al procedures lo ￿enIrty any unusual or unexpth relalion$hips'. tested journal entries to identfy unusual transactA)ns'. and • assessed whetherjudgemenl$ arKI assumptK)ns made in delem)inin9 the acc4)unting estimates were Indlcalive of potential bias. In response to the risk of irrewlarili8s and non-c4)Mplk4￿e wth laws and rewIal￿ns, we designed procedures which included, but were not limited to.. reading the minutes of meeting5 of those charged wth governance.. arAJ • enquiring of management as lo actual and Fthntial liti'gatK)n and claims. There are inherent limitalions in our audit wocwjures described above. Tr m(Ye removed that laws and regulations are from financial Iransaclions. the less likdy it is thal we would become aware of non- compliance. Auditing standards also limrt the audrt pr￿edureS required to identsfy non-compliance with laws and regulations to enquiry of the trustees aTrJ other management and the inspection of regulatory and legal correspondence, rf any. Material misstatements that arise due lo fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. A further description of tyJr responsibilities for the audit of the financial statements is provided on the Financial Reporting Council's website at h kja This description forms part of our audrtcff's ￿pOrt. Use of our report This report is made solely to the charitable company's members. as a lyxly. in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit w￿￿ has been vndertaken so that we might state lo the charitable company's members those matters we are required lo slate to them in an auditor's rekN)rt and Youth Sport TnJ5t 24

INDEPENDENT AUDITOR'S REPORT 31 March 2023 for no other purwse. To the fullest extenl permitted by law, we do not accept or assume responsibility lo anyone other than the charitable company and the charitable company's members as a tK￿y, for our audit work, for this rep￿t, or fcff the Opin￿￿nS we have fcffi)ed. Catherine Biscoe (Senior Statul¢yy Auditor) For and on behalf of Buzzacott LLP. statu￿ Auditor 130 Wocxl Street London EC2V 6DL Date: 2 October 2023 Youth Sport Trust 25

CONSOLIDATED STATEMENT OF FINANCIAL ACTNITIES 31 March 2023 2023 2022 Total fvnds fuThJs funds le5 Incom• from.. Donations and ca￿¢ Charitable acb¥ibe5 282.548 10.8e6 517.119 156.833 345.898 1.313.284 .Y8 322,991 9.017.128 9.028.014 10.662.235 $17,119 718,880 158,833 26.948 345.890 254.009 9,017.128 10.330.412 11.985.C63 Inve51ments Tol•l Exp•ndttur• on.. Raisng furxjs Charitsble 8ctsib85 27.736 28.373 227.174 8 1.183283 117,654 244,997 390.307 193.484 104.110 9.795,233 10,827,716 10.544,481 227,174 178,899 221.764 10.040.230 11,44S,277 10.U16.864 Total N•t Incom• l•xp•ndtw•l 130.W1 1221.7641 11.023.102) 11,114.8881 1.C68.199 Trnnsfer5 beM•n 15 152.485 1152.4851 N•t rno¥•rn•nt In fundB 282.4e6 {3742491 11.023.102) 11.1140851 1.W,199 R•¢on¢lll•tlon of lun¢t¥ Fund b8L8nc8s at 7 April 2022 Fund balanc•s It 31 M•rch 2023 5.174.512 5.456.998 1.681.S38 4.269,330 11.125.380 10,OS7.181 1.307.289 3.246.228 10.010.S15 11.125,380 The statement of financial activi1￿ also cornplies with the Trquirements for an income and exp8ndilure account under the Companies Act 2006. All of the charity's aclNilwJ dw'ved from continuing operauons during the current financial year. JI recognised gains or losses are included in the above statement of financial aclivib'es. Youth Sport Trust 26

BALANCE SHEET 31 March 2023 Group 2023 Charity 2022 2023 2022 Flxed ￿8•ts Tangib￿ assets Investment in Subskllary 96,854 96,854 89,089 18 96,854 89,089 96,ess 89.09) Curr•nt as8•ts Stock DebtoTs Short tem tsposits Cash at bank in hand 23,198 15,402 12 1.263.539 1.399.585 1,047.808 1,437,307 ,509.363 9,107,750 9,509,363 9,107,750 81fj,899 1.611.774 811,157 1,328.425 11.612,999 12,134.511 11,108.328 11,873.482 Uabllltl• Creditors.. amwnts falliwwJ due wllhln one yoar 13 11.099,3381 11,098220) 11,540.9881 11.078,453 N•t ¢urr•nt 9,913.861 11.036.291 9,027.340 10.795.029 Toljl ￿••ts l•M curr•nt l5ablll￿•¥ 10.010.515 11,125,380 9,724,195 10.884,119 Incom• fund• Reslri¢l8d fvnd8 Unlestr￿ted funds.. Gènèral D85ignated 14 3,248.228 4.269.330 3,246.228 4.269.330 5.456,998 15 1,307.289 5.174,512 1,681,538 5.170,878 1,307,289 4,933.251 1,661,538 Total fund• 10.010,515 11,125.380 9,724,195 10.884,119 The pa￿Al Charrty's net movement in funds for the year was outgoing funds of £1,159,924 (2022.. incoming funds £1.045.3371. The finar￿la1 stslements on pag8s 26 10 46 were approved by the Board and aulhorised for ssue on ￿ July 2023 and signed on its behalf by.. Mr Richard Davidson Chair Company Registration No. 4180163 (England and Wakns) Youth sp￿ Trust 27

CONSOLIDATED STATEMENT OF CASH FLOWS 31 March 2023 2023 2022 Cash flrys from op•ratlng activiti•s Net cash (used inl prowding opefatw xtv¢bes A 1490.3411 181,99) Cash from In¥￿tIng xllvttl Inleresl from investments PU￿hase of proFety, tdant aThJ equiFrfMnt Pmce8ds from sale of fixed a&8èts Net cuh provld•d by {uMd In) IDV••tlng aftlvtt 1S8,833 159.9961 242 97,079 28,948 152,9501 126.0021 Ch8rvJe N) Cash and cash ￿u￿318n￿ in the period Cash and cash •qu￿￿entS at the btyinniTrJ ofthe rèporting periLyJ Cuh and cash •gulval•nts at th• •nd ofth• r•portlng p•rlod 8 {393,2021 155,988 10,719,524 10,563.536 10.326,262 10,719,524 A R•GonGlll•tlon of n•t oxp•ndhur• to n•¢ Gash Ilow from op•ratlng actlvltl•8 2023 2022 Net lexpendrturel for Ihe reFrfxb'rvJ period Adlust•d for.. Dopwat￿n charggs for amorbaolion and b$898 di8po8 Interest from investrnents t)e¢r&as& Ilncr8asel in dgblLY8 Increase in creditor¥ Ilncrèas81 in Stc￿S N•t cash provld•d by op•rallng Ktlvltl•• 11.114,805) 1,068,199 51.989 34.444 1150,B331 126,9481 138,046 11,023,358) 001.118 139,121 17,7961 19,468 1490,3411 181,99) B Analy•l8 of chang88 In cash and ¢ash •qylval•nts 2022 Cash blows 2023 Cash at bank Short lemi dèp Total rAsh and ca•h •qulv•l•nts 1.611,774 9,107.750 10.719.524 1794,8751 816,899 401,613 9,509,363 1393.2621 10,328,262 No $eparate rwbciliakn.on of net debl has been wepar&J as there is no drfference be￿n the nel cash (debt) of the charity and above cash and cash equivalents. Youth Sport Trust 28

PRINCIPAL ACCOUNTING POLICIES 31 March 2023 General Infornlatlon YST is a charitable company inc(KPLvated in EnglarKI and does not have share capital. The address ofthe charity's registered ofte is sP￿ark, 3 Oakw¢x#J Drive, LoUghb0￿gh. Leiceslershire, LE113QF. Basls of accountlng The financial statements have been prepared in accordan￿ with Accountsng and Reporting by Charities.. Statement of Recommended PraCt￿e applicable lo charitie5 preparing their accounts in accordance with the Financial Reporting Standard apPI￿able in the UK and Republic of IrdarKI IFRS 1021 {effective 1 January 20191- (Charities SORP (FRS 10211. the Financial Reporting Standard applicable in the UK arHI Republic of Irdand (FRS 1021 and the Companies A¢1 2006. YST meets the definit￿n of a public benefit entity under FRS 102. Assets and liabilities are initially recognised al historul eJ)sl c transaction value unless olheThvi$e Staled in the relevant accounting pcdicy. These acccMJnts are kyepared in sterling which is the fvnctional ¢urrerry of the charity and rounded lo the nearest p￿nd. The principal aCC￿ntIng wli¢ies adopted, judgements and key sources of estimation uncertainty in the weparalion of the financial statements aTr out below. Basls of consolldatlon The Grwp accounts consofidale the financial slatements of the charity and ils trading subsidiary, YSTe (company numb8r 03289889), on a line by line basis. Inlra-group transactions are eliminated on consdidalion. su￿use5 aTrJ deficits of organisations 6nlering or leaving the Group are induded from Ihe dale of acquisition or up lo the dale of disposal. The Charity has laken exemption frcrfn presenting its unconsolidaled SOFA under 8eclton 408 of Compani8s Act 20(￿. Incomo Income is rec(Jnised when the Group has enliuemenl lo the fund$. any performance COnd￿lOnS attached lo the items of income have been met, It 1$ probable that the income will be received, and the amount can be measured rdiably. Donat￿n$ and 5F￿*Sor5hip income- the incorne received from donations and sponsorship is acccMJnled for once the cOndr(￿nS for receipt have been mel and there is probability of receipt. Donated assets are accounted for as scon as they are received and are included in the finan¢ial ststements al a reasonable estimate of Iheir value. Any income arising from donated assets is accounted fcff on a receipts. basis. Govemmenl grants and contracts - the income ari$ing frryn these sources is accounted for when. and to the extent, that the Gr(NJp has the entsuement lo the consideration and receipt of funds is probable. Youth Sport Trust 29

PRINCIPAL ACCOUNTING POLICIES 31 March 2023 Income (continued) The rwnition of Ir￿orne fft)m govemmenl grants and contracts is dependent upon the donor Sp￿r￿S that the grant or donation must 0￿Y be used in future accountsng periods.. the donor has IM￿Sed coThlittons which must b8 met before the Group has Uncondit￿n81 entitlement. Fundraising event income is accounted f(Y on a roceivable ba$i$. Membership income is recognised in the year il is invoithj as Ihe majority benefits arxruing to members are ￿1ved in the same year. Investment in¢ome 1$ rwni*J on a receivable basis. Donat•d 8èr¥lMs and facllftlo8 Where services are provided lo the Group as a donation that would normally be purchas from suppliers, this contribut￿n is included in the financiai stsiemenis as an estimale based on the value of the contribution to the Group. Exyndltur• Expenditure is recc•3nised as soon as Ih8re is a legal or constructive obligats'on committing the Gr¢￿p to Ihe expenditure. Expendlturn Is reco3ni$ed when a liabilty is Incurred. Contractual arrangements and performance related granis are recognised as goods or Services are Supplied. Other grant payments are reccgnised when a conslruclive Obl￿atIon arises that results in the payment being Unavoida￿8. Raising funds are those costs incurred in attractsng irume, and those incurred in any trading activities that raise funds. Chaiilable activities indude expenditure associated with the provision and organisalion of $p(yts facilrties in ac¢ordance with the objects of the charity and include i￿th th8 direct costs and support costs relating lo these activities. Included within support costs are amounts for staff costs and governance costs Iwhich include those incurred in the governance of the Group and its assels, and are primarily associated with the eonsts"lutional and statutory requirements). This represents the allocatson of salary costs fty persons employed by the charty who aTr aelively involved in both dire¢1 charitable activrties in addrtion to adminislralwe dulie5. All support costs have been all￿ated to Group ￿te9￿e$ a basis cOns￿tent with the use of resources. Taxatlon YST is a registered charity and undertakes activits8s which. under present legislation. a not subject lo CrNp(Kalion Tax. Irrecoverable VAT All resour￿ exper￿ed are classrfied under activity headings that agg￿gate all costs related lo the category. Irrecoverable VAT is charged against the category of resources expended for which it was incurred. Youth Sport Trust 30

PRINCIPAL ACCOUNTING POLICIES 31 March 2023 Deblors Trade and other debt¢xs, which are receNable within one year, are initially recc4Jnised al the transaction Pr￿ and sub$equenUy measured at amortised cost, being the transaction price less any amounts settled arKI any Impalm￿nI losses. Cash and bank balances Cash and bank balances irtludes cash and sh(Ki-term, highly IiquKJ investments, with short maturty of six months ￿ less frcrfn the dale of acqurs1t￿n. Trade credltors and Ilabllltles Trade creditors payable within one year are initially measured al the transaction price and subsequenliy measured al am(¥tiS8d cosL being the transaclh)n price less any amoLtnts settled. Flnanclal Inslrum•nts The charity ha5 financk41 assets and financhql l￿bilItIeS of a kind that qualfy as basic financial instruments. Basic financial instruments are inilially recognis&J at transaction value and subseouenlly measured al Iheir setllement value. Tanglbl• flx•d ￿8•ts and d•prKlatlon Tangible assels wilh a useful lrfe of more than one year. and which cost in excess of £1,CN)O. are capitslised and included al cost. Depre¢ialion 15 provided on all langible assets, so a5 lo write off the cost of each tangible asset on a straighl-line basis over rts expected usefLtrI lrfe as follows: Fixtures. fitts'ngs and equipment 10 years Computer equipment 3 years Lu•lng and hlr• pur¢h•$• ¢ommltmenls Rentals payable undef operaling leases are charged to the Statement of Fin8n¢ial A¢tivilie$ on a straohl-line basis over the period of the lease. Ac¢umulat•d fund$ General fvnds are available for use al Ihe discretion of the trustees, in furtherance of the general objectives of the charty, and vthi¢h have not been designated for other purposes. Desrgnated fund$ are those that have been set aside by the trustees for spectfic purposes to support the pa￿nI charity's mission. Vlhere there is an underspend on a designated project, Ihe funds are transferred to unrestricted funds. Restricted funds are funds whth are to be used in acc(Ydance %Mth specific reslriclions imposed by doncys, or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specffic fund. Overhead costs are spread across the pr(4ects in proportion lo total payroll and ¢onsultancy costs. The aim and use of each restn.cled fvnd are set out in the note5 to the financial statements. Transfers between unrestricted and restricted funds represent the chanty's contribution t¢Y•vards the costs incurred in carryirKJ out wojects substantiallyfunded by external restricted funding. Youth Sport Trust 31

PRINCIPAL ACCOUNTING POLICIES 31 March 2023 Going conc•m The tsvo maj(ff fundvs of YST are Sp(wt England arKI The FA. and Combined they account for around 70% of this yearfs fvnding. In March 2022, Sport England have awarded YST a "system partnerf rt￿e which provides longer term (5 years from the financial year 20221231 upfronl certainty of fijnding. and The FA are finalising their agreement to Augus12024 at a similar level lo 2022123. A ftjrther devdopmenl in the year is that the Wimbledon Foundation has increased their funding lo £1 m for the acadern￿ year 2023124 and upwards of £1 m per year for the next 3 academic years. This provides us with Confid￿¢¢ Ihal we will maintain our current income levels for the foreseeable future. Taking the above inlo COns￿eration. the trustees cOns￿er that the Group has adequate fvnds to meet anticipated future objecb"¥e5. The financ￿ statements have been prepared on a going concern basis. Crftlcal accountlng ostlma¢es and areas of ludgemenl Estsmates and judgements are continually evaluated and are based on historical eXper￿nCe and olhw factors. induding expe¢tations of fvlure events that are believed lo be reasonable under the circumstances. The key estimates used are.. Estimating the useful economic lrfe of taryible f￿ed assets for the purposes of dotermining depre¢iation rates.. E$limaling the completton of fflullryear ryoJe¢ts. induding hthv much income lo defer or accrue., Th8 allocalion of staff arKJ supp(xt costs; Estimating future income and expendilufe for the purposes of the 90ing concern assessment and We have considered whether the restricted funds received by the charitable company aT8 performance rdated granlslcontracls or not. For those we have concluded meet the definition of perfcKman￿ rdal&J grantsl¢ontracts. we confirm that the expenditure incurred on each ￿anUc￿traCt is the most appropriate measufemenl to determine the levd of performance delNered. Y(yJlh SFrt)rt Trust 32

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 1 Comparatlve Infomiatlon - statem•nt of flnancial activities 2022 Totsl funds Unreslricted EswJnatÈd Restricted fvnds funds fund8 In¢om¢ from.. DOnats.¢￿S and cWal5varts Chant8t￿ aGtivrf￿8 her frading acl1w1￿8 Investrnnls Other Irathng actI￿lIeS Toe 322.991 41,283 718. 26.948 322,991 10.662,23S 718.88Q 26,948 251. 1t,985.OJJ 10.620.952 10.620,952 Rai&ng funds CharilèiAI8 ac11￿leS Olher trading a¢livilies Tot•1 16.265 4f4, 178.899 611.7 175.219 10,013,102 193,484 10.544481 178,899 fQ.9fO.804 f16.T99 116,799 10, 188,321 N•t in¢om• {•x￿nd11uTh) 752,367 (11& 799J 432,631 1.46•.199 Trnnslw8 tse1￿￿8n fuTrl8 15 11,038,451) 1.038.451 921,6$5 432,63f 1.008.199 RKonclll•tlon of lund¥ Fund balan¢e$ at l Apn"12021 Fund b•l•ne•s •t 31 AlKch 2022 759.883 3.836,699 10,OST,181 5. 174,512 1,681,538 4,269,330 11.125.380 2 Donatlon8 •nd l•gaGI•8 2023 Total fvnd• 2022 Tol81 fvnd8 unreSt￿8d Rostr￿19￿ funds Garfield Weston Foundation John Amiit8ge Charitable Tn￿t Sky Other grants and 50,000 50,000 15,072 167,476 282.54B 50,OCW) 100.000 51.810 121,181 322,991 15,072 167.476 282.548 Youth Sport Trust 33

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 3 Charitable activiti8s 2023 Tot1 fundg 2022 Total fund8 lun(ts ftjnds Departsnent for Edltstion Sport ErMJland Sport Wales Eportscotland The Fc￿tbaIr AS￿lati( The FcL)Iball As50cth￿ of Wales Lawn Tennis AS￿latiOn ma1￿ LewJue B85eb811 Europe Ltsl S￿rit of 2012 Wimbledon Foundation Esmee Fairbaim Foundatic Chanc6 to Shine Foundation Commonweamh Sport Foundation- BirmtThJh8m Org8ni8irwJ Committee for 2022. 8upa F￿nd81 Sweaty Betty FwThJalKJn cC￿0p Foundation Sir John Beckwith Chathable TN Som8Tr81 Ccwjnty Counc Dofset Ccwnty Cour Haringey Counc41 Activ& Parlnership$ Acbve Comwall Bimiir¥Jham E(kKalon Pa￿r$hip Lidl Nike Sky UK Limited CSM Sport & Entertair￿onI LLP Loughborough University HMRC Kickstsrt Scheme HMRC Coronavirus Job Retsnti Scheme ot1￿1 CharItsb￿ activii 297.036 5.871.275 152,500 135.916 1.468.864 72,522 28,116 82,475 207.649 165,768 66,OC 11,021 297.030 5,871,275 152,500 135,916 1,468.884 72,522 28,116 82.475 207,649 185,708 86,000 11.021 296,458 6.521,273 236.0(X) 27,131 1.719,508 42,514 50.O¢XJ 82,514 280,950 254,570 76,269 122,8631 122,8631 75.000 80,0 86,305 31,695 26.850 16,840 100,CK)O 5,434 12.029 5,434 12.029 63,347 63,347 9,060 18.327 128,285 19,569 86,178 52,351 75.000 18.702 36,2(N) 61,737 16,327 128.285 19.569 g0,SOO 10.886 10,886 2,250 39,033 235,￿18 136,298 136,298 10.886 9,017,128 9,028.014 10,662,235 .£22,863 was refunded to COmm(Th￿l1h SF)CKt Foundation due to an under$pend on the project. 4 Olh•r tradlng aCtlvlti•s 2023 Totsl fund$ 2022 Totsl funds Unrerthd R¥stricte(1 fund$ funds Confe￿nceS1￿eMbersh•P & olher 517.119 517.119 718.880 y(￿th Swrt Trust 34

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 5 Investment Income 2023 Total fvnd• 2022 Total funds funds lund$ Bank inte￿s1- YST Bank in￿￿$t- sLrbSid￿ry 155.610 1.223 156,833 155.810 1,223 156,833 26.922 26 26,948 6 Other tradlng activities 2023 Total lund• 2022 Total funds Unrestricted ReStr￿ted fvnds funds Youth SF•Ni Tnjst Ente￿nSeS Inccffle.. 18alg$ from tra(kr¥J aclivibes 345,898 254.009 Expenditure.. Nel expendituro on tr8d' 227,174 227.174 178.899 7 Expendlture Chorilable actNitw'. 2023 Total funds 2022 Total funds Diwl ¢osls sal￿ o)sts Support ActlvSty Transf0rn7iThJ PE RemovitwJ Banfjgrs Unl¢xkiThJ Poten￿al Empowerfn9 ktivi$m StrerrfJthening Fovnd8tK Educaloffs Young Peopl8 Organisations InfluencerB in public lrfe Famili&s Oursefves 493,551 6,212.234 2,379,968 947,249 511.479 1.584.784 1.130204 1.361,942 1.097.085 2.391,296 738.288 187,552 35.355 5.112 108,240 273,769 5.669.169 3,252.758 662.186 3,377,174 642.781 3.101.808 432,563 3,582.147 4,863 200,715 2.995 43,462 160.401 542,410 1.￿5,789 10.827,716 10.544,481 Direct costs arKi direct salary costs are on an as irKurred basis. Support costs are allocated lo charitsble acIN1t￿ in proportion to direct salary costs. The Youth SrM)rt Trust launched ils new strategy 'lnspiring Changemakers. Building Belonging. in May 2022 {see page 8). As this is a new strategy it has not been possible to align pricK year expendrture to the xts"vilJ"es of t1￿ rbv4V strategy. Youth Sport Trust 35

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 7 Expenditure {conlinued) Support costs consist of: 2023 Total funds 2022 Totsl lunds Salariès (manag￿ent & *JministraliC￿I. consullants and assooatgd costs Staff rrtruitmenl. traN)iTrJ 8nd vlelfa Travel and subsidence Office and IT costs Rent, rntes and soThke chwge In￿rance Depreciation Loss on disposal of 058ots Govemance costs Costs aMbUta0￿ lo lh& trwjlrg $ubsKllary 1,1SS,019 1.075.379 70.181 48,447 263,327 94,609 19,670 34.444 125,660 355,020 127,944 21.488 47,983 4,026 91,308 1132.800 1,905,789 89,936 1158,300 1,535,693 The ¢offlparats'ves for Salarres (management & adminr5tration). ¢onsultsnl$ and as$o¢iated costs have been changed lo refiect the salanes of manag8ment & administration staff only, whereas pr6¥K￿$1y direct salaries were also included. Comparats'ves for staff recruitrnenL training and welfare have been reduced by £10.794 and added onlo Off￿ and IT costs as th￿ costs (HR softsvare) relate lo IT 8nd not staff recruitment. 8 Total expendllure Tol21 expenditure in¢ludes.' 2023 Total lund8 2022 Toial fvnds Stsff costs (not8 10) Audilorfs fymuneralth).. . Audrt- curTent year . Other- tax $6N OperatiThJ lease Tentals- Lgnd and Lxjikjir Depr8ciation- ovm8d assets Loss on sale ol fixed assets 4,416.747 4,233,063 28,850 5,$43 44,419 47,963 4.026 25,290 1,250 41,253 34,444 9 Trustws and key management personnel None of the trustees (or any persons connected with them) received any remuneration during the year. Payments toLg11ing £71412022.. £3471 were made lo 3 {2022.. 31 trustee$ lo rwmburse expenses. The charity has trustee indemnity insurance (cover of £5ml in place at a cost of £5,389 {2022.. £4.8121. The tot21 compensation. includiNJ employer national insurance and pension contributions, payable lo key management personnel of ihe Group was £663,26612022.' £542.2161. Youth Spryt Trust 36

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 10 Employoos The average monthty number of empbyees during the year was.. 2023 No. 2022 No. Pfogramme delNery'. Oirecl delivery Programme support Man￿e￿￿nt aThJ admin*trath)n 23 23 103 22 24 104 The average numbw of fijll-time equNalent employees during the year was". 2023 2022 Programm6 delivery.. 'rect delivery Programme SUFPOrt Managemttnl and admini8lratK)n 23 20 97 20 22 97 2023 2022 Employm8nl ¢0818 Wages and sal8ri&8 Social 88curity cost8 Othef ￿nsiOn costs Apprenticeship18 3,847.378 3.691,404 384,042 346,847 107.229 163,944 18,098 17.330 4,416,747 4.219,525 13,538 4,233,063 Redundancy costs 4.416,747 Pension costs are all(Thled lo actNits'es in Prop￿lOn to employee time spent. The number of employees whose annual emoluments were £60,001 or more weffj.. 2023 No. 2022 No. £60.001 - £70, £80.IJOI . £90,000 £￿,001 . £100,000 £120,001 - £130,cKrt) The ernployer pensK)n contritMJlions in respecl of the above employees were £29,46012022.' £21,645). Youth Sport Trust 37

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 Volunleers Ajongside our Trustees and Palrons, in 2022123 ￿ YST benefited from vrjunteers in the fdl(hving ways.. Schwl Games National Finals SGNF For the 2022 SGNF we had 361 volunteers. made up of a variety of role5 including.. venue managers.. venue support.. sport specrfic supporL Nats"onal Goveming Body INGB) offi¢ials.' and leam managers. Our Youth Board (maximum 12 members) aim$ to give a voice to Y￿ng pwple from every corn6Y of society and has 3 main areas of responsibility.. Infcrfm.. Infiuence., and Engage. The Youth Board have monthty, virtual meetirKJs. with the ag8rMla set by the Chair, who is also a Iruslee of the YST. H￿hlIghts of their contribution and representation in 2022123 have been.. Sending a leller to the Prime Minister highlighting the importance of youth voice in the current cost of living crisis and asking him to protect every young person'$ right to play and sport.. Attending an All-Party Padiamenlary Group for S￿t meeting at Weslmin$ter, in celebration of International Women's Day 2023,. Attending the SGNF as volunleer leaders, the YST Annual CorrfefenGe in Malch 2023, and a YST Board meeling", Attending a 24 hwr residential to shape and share prioritie5 for Youih Board action8 in the year ahead., Hosting a conversation with YST stsff on inequali￿5 in 5￿t as part of the Inclusive Cultures series., and Attending an Inclusion Summit in Manchester and taking part in a BBC consultation workslw to give feedback on ideas on future swl documentaries. The Youth Board is aclively recruttsng, as 4 longer-serving members have stood down this year, with the aim of having between 10 an(112 members in place by September 2023. In addition. the Youlh Board is currently seeking a new Chair. All deparb'ng members have )srtively aCkn￿edged the role the Youth Board has played in developing them as young people and have expressed their commitment to continuing to be ¢hangemakers and ambassadors fry the fvlure work of the YST. More information regarding the wtyk of Ihe Y¢JJlh Board can be found here.. s..lIv￿￿. Ihs sl. al)wU ur- (yjth-b Team Leade 17 Team Leaders have recaved both Iwil￿h1 and weekend training and have provi¢Jed support al a variety of events, induding.. SGNF. BE Football,. and Welsh National Leadetship AcadeM￿S. Ambassad￿ Steerin This steering group supports the devdopment of the YwrMJ Ambassad￿ I'YA'I movement across Wales. In 2022123. 6 members of the steering group helped to plan, organise and deliver our National YA c(thrence in November 2022, wh￿h took place at the swansea.com stadiurn. Around 80 Gold YoJng AMbasSad￿S and 40 support stsff attended the corrferen￿, which consisled of a series of YA-led workshops Idelrvered by the steering group members) to help inlluence, lead and inspffe the next generation of Gc4d Ycwng AmbassadcKs. Youth Sport Trust 38

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 Youn Ambassadors ScoUarKt Through a partnership programme WTih sp￿colland, this movement aims to allow Yas lo influence decision making arKJ engage in driving change in their schcM)fs for more young P￿)le to access PE. play arKI sp(Yt in a way that best suits them. In 2022123.. 22 Yas recruiled lo bethe YA Conference Delivery Team for 2022. who then attended a training residential.. and 6 YA Conferences delivered in Septemtw 2022. National Y(xJth S This forum is a collaborative. ccrfreative group of 16-25 year olds from organlsations across the sport seclor. The forum will infiuence the direction and policy of School Sport and Physical Activity and contrityJte to the actions inspired by the School Sport Activity Action Plan ISSAAPI. bringing ywth voKe to the heart of our wryk. voung people were involved In the forum in 2022123 with 3 new members joln4n8 the group In February 2023. They have been invow in.. Attending forum virtual meetings across the year." Representing youth YO￿ on a panel at a face to face sector forum event., and Providing feedback and a ￿th perspective on YST initiatives where appropriate. Fil f￿ Girls Volunt Youn Tutors Scotland A partnership programme with sportscolland to empower gids to give gids a volce and b8 rde modds to other addescent 9irfs. In 2022123.. 17 Fit for Gids ywng tul(Ks re¢rUrt￿ be￿n the ages of 18- 24 years of age. who then attended 2 residentsal training and I￿U¢t￿1n camps,. and 8 workshops ddivered. 11. Tanglbl• ffjx•d 4•80ts- Group and Charlty Flxturg$. Computer fittiThJs and equipmw furni￿re 2023 Total At 1 April 2022 Additkjns Disposals At 31 March 2tr23 474.765 24,807 115.5161 484.056 242,890 35,189 140.6061 237.473 717,655 59,990 156,122 721,$29 D•pr•clatl* Al 1 April 2022 Charged in the year D4sposal$ At 31 March 2023 403.766 41.053 113,0391 431,780 224,800 6,910 138,8151 192.895 628,560 47,963 {51,8541 624.675 N•t book ¥alu• At 31 March 2023 At 31 M8r¢h 2LY22 52,276 70,999 44,578 18,09) 96,854 89.089 Youth Sport Trust 39

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 12. Debtors Group 2023 Charity 2023 2022 2022 Trade debtor5 Prepayments and accrued irwme VAT repaym￿1 Amounts oed by group underta￿￿j$ 1.081,117 182N22 1.212.633 164.219 22.733 833.712 182,422 1.167,865 164,019 48,488 56,935 1.437,307 31.674 1,047,808 1.203.539 1,399,585 13. Crodltors: amounts falllng du• wlthln on• y•ar Group 2023 Charity 2023 2022 2022 Trndè uè(Jitors Accruals and d8feThed income Other tsx and ￿la1 se¢urlty Amounts o*d to group ￿KIertakIrIJs 861,971 770.082 267.285 531.992 465.227 101,tX)1 654,532 638,446 241.681 6,329 1,540,988 506,691 426.435 101.001 44,326 1.078,453 1,699,338 1,098.220 All financi81 instruments are measured at amwtised cost. 2023 2022 Nel movement ar￿ def6rre11 iw)me: Balance at 1 Apn'l 2022 Uts'lised during the year Addrt#)n81 iw)me doferyed Balanco al 31 March 2023 •.990 19,9961 277.495 277,495 9,996 9,996 Deferred ir¢ome relates to proie¢ts that had nol complet￿ al year end. where final deliverables are still to be made. y￿th Sport Trust 40

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 14. RestriGtod funds The incC￿e ￿ndS of the charity include restricted fvnds comprising the following unexpended balan￿ of donations and grants held on trust for sp￿IfiC purposes: K4)vemvml in fuThls 8alance I Aw"12022 8alance 31 IT￿￿8 Expenditure Tran5fer5 March 2023 ChafStsbl• actlvltl•¥ Sport England ISy3lem Partrer & ddiv•ryl 4.042.853 13.211.861) 846,336 1.883.313 12.635.550) 830.992 195.S97 101.496 88rdays Glrfs Fwlw S(ool PartnÉrship8 ty Th8 FA Scc¢4 SwVEdw4bon & D&¥wy Inejusion 2024 gltal Olsadvanlrye Teacher Trainlng Sport & Lthsur• R￿0￿ry on lor Swrt in WaK88 Connecting Cornmurwbos Thr Cricket- Breaking BourkJari8S 1,422, 489.737 12.W6 54.234 1,469,864 11.539,8641 1288.2701 1101.4961 1299.0361 154.2341 1180.9491 1.351.389 99.971 10.900 297.036 165.469 49,100 113.wl 152.X 1216.5011 49.900 61.415 232.761 129.043 30.802 52.592 64.951 207.649 1271,1141 165.768 1192,8491 122.8631 1106.1801 13,9131 1107.0931 128,4941 150 205.080 Inteor8tad CommLmlles Fundamental l)vemwl Skil Soriou$ Supwrt Dorset Heallhy Movws Oth¥ InthWu•l prowmffl￿<£Ir inc￿ Total 20.809 54.501 JO.457 .173 W2.038 IW.3221 4.269.330 9.017.128 110.040.2301 387.889 3.246.228 In March 2022. YST was awaftled a 5 year contract lo support'syslem Partner" and schwl sport delivery roles. Swt England have embarked on their 10-year strategy to level up access to SF￿ and physical actNty across the county. The main focus is lo tackle inequalities and supFh)rt everyone in ETr3land to access the profound physical. mentsl and ¢omrnunity benefits of 5Ptyt and physical activity. During the 5 years. wcrfk on school sport delivery will dimmish and the System Partner role will increase. am8 School Games ¢ovw$ 3 main areas of work.. Working with primary, secondary and special schools that are active in the national School Games prc#Jramme by supporknThJ a network of School Games Organi5ers ISGOsl- (see Sect￿ 4.6.1} Hosting of the 2022 Schcd Games National Finals at Loughborough University. Funded by SpcKt England, Home Countries and National Goveming Bodies, this event contributes lo the overall tslent system by providing support to the development of aspiring athletes in a multi-sm envir(mment (see Sect￿ 4.6.21. As part of the Wmler Commonwealth Games legacy. additional values were added to the School Games netw(wk by providing training, resources and ne￿OrkIng opportunrties inspired by activit￿S locally. B8rcla s Gits Foolball Schcol Partnershi b E land Foolball The FA Ycmjlh Sport Trust 41

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 YST are wryknng wth The FcAball AsscKiation lo and devdop girfs. football in schcols in England. gwing every gid equal access to fcrtxball in schcd by 2024 (see section 4.6.3). School S Educatrt￿ and Del. The delivery 15 focused around addressing four key issues.. gender gap in participation., lack of diversity in leadership arKI volunteering,. young peO￿e facing mental health challenges,. and activity levels of those from lower socwconoM￿ group ILSEGI communities. The final year of this speCrf￿ programme saw a hewJhlened focus on identfying targeted locations and cascading the learning and res(wrces more widely than those accessing the inlefventions directly. Inclusm 2024 The main outcomes In¢lu$v)n 2024 are to t#)th increase and improve opportunities for young people with special educational needs and disabilitie5 (SEND) in engaging with PE and SChts￿ Sport. This requires examining and improving provision and training through high quality resources. innovab.ng through pla¢&based projects and increasing the quantity and quality of training for practitioners (see Sect￿ 4.6.5). ilal Disadvanta Sir John Beck￿.lh 8 Su The purpose of this project is lo support Y￿ng people aff￿1&y by digital di$advanlag¢ through the provision of iPads. to drive educational outcome5 and physical activity habits. ers Oc r Traini Building on the Secondary Teacher Training naticrf)al r￿l￿t. this project enables $¢hools lo plan and implement work that aims lo devdop and redefine ph￿l¢al edu¢ats'on lo make il more engaging and appealing to all pupils. Each project involves working wrth a group of secondary schools. which is led by a proiecl lead. Each of the leads have had a previous involvement in this project and are now working to build on their previous work. & Leisure Reco is1￿ lor S in Wal8S Wales We have continued to work dosely with Sport Wales, through our longstanding partnership lo empower young people lo ffja¢h Iheir full potents.al through Sport and Physical Activity. Pr&Jominanlly f(￿USed in iwo areas, equipping educatcrfs through delivery of Active in Mind and Girts Active Watch Her Go mainly thr￿gh the development of resour¢e and netsv(Kking of praclilioners and empowering young people Ihrough the implementation of Young Ambassad￿. We have worked alongsKle Sport Wales following the review of the Young AmbassadcKS to rewrite a new strategy lo be launched in September 2023. This revi•v has induded vKking with Ic¢al avlhtrrty Sr•Xt Developmenl Stsff and partner organisations. In addrtion. a serie5 of Young Ambassador Events direct to young people Ihrough the National Leadership Academy and National Young Ambassador Conference have taken place (See sections 4.6.6 and 4.7.2}. Connecti c0mrnunit￿s T h Cricket- akin Boundaries S iril 2012 Breaking Boundaries aims lo socially connect young people, their families, and communitie5 together, through regular cricket and multi-sF#yt engagement, fostering mutual respect and friendships by playing. Sp￿￿tIng and volunteenng (see section 4.7.71. Sel For Success Gmbledon Foundation Sel for Success is a youth leadership intervention that in has been ddivered since February 2020 and continues to t* ddNwed in 2022123. The pilot, which lasls three academic years Y(wJlh Spcwt Trust 42

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 in total. has been derwer￿ across 4 areas of the cwntry, Nottingham, Portsmouth, KnowsleylLNerpocd and CardifflNe•ipcvt {see sectiw 4.7.51. Inte Birmi ham alth mes Youth This project aims to encthjrage sctial integration uslng the power of sport and the Commonwealth Games 2022 as a catalyst f￿ young people and Iheir families across Bimiingham, tsvining schcx)Is w￿> are very drfferent lo each other (see seclion 4.7.61. Fund8ment81 Movement SkNI Nik8 YST and Nike have created a movement s￿1 playthil tea¢hers and coaches whic provides fourteen fun and prcN3ressivdy challenging activities for children aged 8-12 years to ensure that children develop a full range of movemenl skills. in terms of their stsbility, IcKomolion and object ¢ontrd. 11 helps teachers and coaches a$$e$$ the mov&menl pallerns of children and lo then use this infomialion to create an environmenl that engages children thrwgh fun a¢tivrties, which th8n d8velop movement patterns that will develop their confidence and competen¢• in a¢cessiThJ and participats'ry in physical activity. erious Su Supported by LKII, in partnership wth the Ladies Gaelic FcK)tball Association, this programme aim$ lo increase and mainlain the numbw of gids playing sport and Gaelic football, as well as reduce th8 drctroff rate in spcvt participation amongst girls aged 11-14 years. ubl¢ H atth Dorsel Dorsel Council The D(￿1 Healthy Movers programme aims lo devdop physical lilera¢y in children aged 2-5 and improve their schcd readiness and Social mobility. It provides them with the opportunty to achwe a gocrfl level of physKal devdopment linked to their language and lrteracy skills. In doiThJ so. rt will inuease the children's self4sleem and wellbeing, develop agility. balance. and ccpord1natK￿, which all help children gain a better start lo their lrfe, improve school readine$$ and. in time, s(Kial mobility15ee se¢tion 4.7.11. 15. Deslgnat•d fund8 The income funds of Il* Grwp and charity include the folltrwing designated fvnds which have been set aside out of unrestricted fvnds by the trustees for spectfic purposes: Balance •t 31 March 2023 B81an¢e at 1 April 2022 Uts'lisedl alised Transfer operati￿al and Innovation pToje￿5 Investment plan- De¥ekwYg Systems & processes 341.538 1189,0531 1152,4851 1,340.LTh 1.681.$38 132.7111 1221,7641 1152,4851 1.307.289 1.307,289 Operational and Innovaflon proig¢ts These funds had been designated in the wevhjus acc(MJnting period lo complete various innovatson and development proJ￿ts that were slarted la$t year. The unspent amount as at the end of this accounting pwirAI has been transferred lo General Funds. Youth Sport Trust 43

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 Investmentplan Designated funds of £1,340.C(10 were set ashje al the end of the last accounting period lo help Supp￿ the new 5trategy"Inspinng Changemakers, Building Belonging". This will fund pilol projects fcK after schcol activities and making an impact IC￿lly. Furthemore, there are projects arojnd improving our storytelling. understsrmjing the audience, campaigning, improving (￿r environmental Sustsinabilty and inveslirwJ in d￿lta1 technology. During the year. £32.711 was 5penl on environmental sustainability arKI sltyelling. 16. Analy$l8 of net assets botwwn fund• General LknswJnaled nds tunds Restricted funds Total 2023 Grovp Fund balances 8t 31 Marth 2023 818 rep￿Sented by.. Tangible fixed assets Current ass8ts Creditorn.. affwyjnls falliry due WTthin one year •6.854 3,246228 11.612,999 7.059.482 1.307289 11.699,338) 5.456.998 11.099,3381 3.246,228 10.010,515 1,307.289 Gengr De$lgnated fvnds lunLIs Re$tri¢ied funds Tot81 2022 Group Fund balances at 31 Math 21r22 are represontod by.. Tangibl¥ fixe11888ets Current assets Cret1itors'. amounts faMirKJ ithin one year 183,643 1,681,538 4,269,330 12,734,511 11,098,220) 5, 174,512 1,098,220 4,269,330 11, 125,380 1,681.538 G8neTal DeswJn8ted funds Re5trKted nds Totol 2023 Cha Fund balances at 31 March 2023 are represented by.. Tangible fixed assets Inveslment in subsidiary Current a&sets Creditor5: amounls fallirg due V￿1n cne year 96.854 98,8S4 6.614.811 1,307289 3.246.228 11.1e8,328 1.540,9881 5.170.678 11,$40,9881 9,724,195 1.307.289 3.246228 Youth Sport Trust 44

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 Gener* Dewgnaled fvrMYs lunds Restrrted fvnds Tot81 2022 Charity Fund balances at 31 2022 represented by.. Tangible fixed Current assets Cr8diltys.' gnh)unts due ￿thin tyre 5,922.615 1.681,538 4,269.330 11,873,4 (1,078.453J 4,933,251 (1,078,453) 4.269.330 10.884, 119 1.681,&38 17. Commttmonts undor operallng lus•s The total. future. minimum lease payments undw nOn￿a￿lIable, operating leases are as follows." Group and Charfty LarKI and buildiThJs 2023 2022 Amounts due: Within ono year Be￿en and fve years In over fNg years 44,419 177,876 055,180 77,275 38,566 154,262 607,408 800,236 18. Subsldlary undertaklngs The chafilable company owns the entire issued sha￿ ¢apltal of YSTe, a company incorporated in England and Wales Iregistere(I number 03289889). YSTe's registered address is the same as the parent charity, as shchvn on page 1. The principal activities of YSTe are the design and developmenl of innovative fesources and managing the suppty chain. They market and sell specialist sports equipment, sources and olher products (via an online St￿e) thal are sourced from suppllers in the UK and overseas. YSTe activities underpin the work of YST. The result for year ended 31 March 2023wa$ a profit of £119,947 (2022.. £75,136 profil). At 31 March 2023. YSTe had assets of £482,67412022.' £388,044}, liabilities of £196.353 {2022'. £146,783) arKI Share￿IderS. funds of £286,321 (2022.. £241.2611. Youth Sport Trust 45

NOTES TO THE FINANCIAL STATEMENTS 31 March 2023 19. Relatod party transactions Two of the three members of the ￿panY (Sir J L BeCky￿1h and Viscwnl Mackintosh of H8lrfax} are the trustees ofyouth SF#Yt Trust Intemational {YSTI). an Uninc￿oraIed charity. Ysri YSTe 2023 2022 2023 2022 Sak ofgoods in year Grants and dmalims recefved from related part Purchase of5￿0d3 in year 23,926 13.814 132,81XI 158.300 37.240 181,590 315.426 Amounts due Irom related p81ti08 Amounts due to related parties 15.210 8,487 31.074 6,329 56,935 44,326 During the year the folltyiing rdated paty transactions look place.. fees totalling £5.02412022'. £1,997) have been charged by Winckworth Sherwocmfj LLP in relab.on to legal services. One of the partners of Winckworth Shernvood LLP is the spouse of B Richards, a trustee. 8 Rrchards resigned on 17 November 2022. fees lotalling £25.825 12022.. £14.586) have been paid to Jam37 in relation to ¢on$ultsn¢y sefvrces PfOVKled. The thvner of Jam37. Joanna Coates. 1$ also a trustee. fees tolalling £8.46512022.. £nil) have been charged by The PA Community Trust In relation to an event. The CEO of The PA Community Trust, Sajid Gulzar, is also a Iruslee. fees totalling £2,10012022.' £nil) have been charged by Thread and Fable in relation to consultancy services provided. The owner of Thread and Fable is the spouse of Will Roberts who is an employee and part of Ihe Key Management {execulivel Team. income lotalling £14,117 (2022.. £76,269} has been received from ChaTrce to Shine in relation lo the Chance to Shine pro9ramme. The CEO of YST is also a Iruslee of Chance lo Shir￿. None of the above transacts'￿$ or balancos with related partie5 are secur&J. Youth Sport Trust 46