Youth Sport Trust Annual Report and Financial Statements Year Ended 31 March 2025 Company Limited by Guarantee Registration Number 4180163 IEngland and Wales} CharSty Regislralion Number 1086915 CONTENTS Reports Reference and administrative information Trustees, annual report Statement of trustees, responsibilities Independent auditor's report 25 26 Financial statements Consolidated statement of financial activities 30 Balance sheets 31 Consolidated statement of cash flows 32 Principal accounting policies Notes to the financial statements 33 37 Youth Sport Trust REFERENCE AND ADMINISTRATIVE INFORMATION 31 March 2025 President Sir John Beckwith CBE Trustees Richard Davidson (Chair) Simon Ascroft (J'oined 16 July 2025) Claire Boakes Joanna Coates (resigned 12 Feb 2025) Valerie Copenhagen William Downie (resigned 16 July 2025) Paula Franklin (resigned 16 July 2025) John Gilligan Katherine Grainger Tim Hunt ts"oined 16 July 2025) Fatou Jeng Elyse Jenkins (J'oined 16 July 2025) Ben Levinson ts"oined 16 July 2025) Abigail-Anne Misselbrook-Lovejoy (resigned 25 Feb 2025> Shweta Sharma Abhishna Yogarajan Company Secretary Peter Ellis Chief Executive Alison Oliver Registered address Sport Park 3 Oakwood Drive Loughborough Leicestershire LE113QF Company registration number 4180163 Charity registration number 1086915 Auditor Buzzacott Audit LLP 130 Wood Street London EC2V 6DL Youth Sport Trust 1 REFERENCE AND ADMINISTRATIVE INFORMATION 31 March 2025 Bankers National Westminster Bank plc Market Place Loughborough Leicestershire LE113NZ Santander 2 Triton Square Regents Place London NW13AN Solicitors Winckworth Sherwood LLP Arbor 255 Blackfriars Road London SE19AX Hamlins LLP 1 Kingsway London WC2B 6AN Youth Sport Trust 2 TRUSTEES. ANNUAL REPORT 31 March 2025 The trustees present their report together with the financial statements of the Group for the year ended 31 March 2025. This report has been prepared in accordance with the Statement of Recommended Practice.. Accounting and Reporting by Charities {FRS102). the Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS102), the Charities Act 2011 and the Companies Act 2006. 1.0 CHAIR'S INTRODUCTION Welcome to the Youth Sport Trust's {YST) Annual Report for 2024125. We are proud to be the UK'S leading children's charity for improving young people's health and wellbeing through sport and play. 2024125 marked the third and final year of the first phase of ¢)ur 2022 - 2035 Inspiring Changemakers and Building Belonging strategy. This strategy set out to tackle what we call 'long lockdown,, meaning the legacy of lockdown on children's physical, social, emotional and cognitive development, while also dedicating ourselves to helping young people balance the demands of the digital age through the human connection of play and sport. The first three years of the strategy have seen us build the foundations of our starting locally and building momentum principle. This year we have deepened our engagement in 20 'Growih Areas, (identified based on both need and readiness), where we are intensifying our effort and investment by equipping more educators and empowering young people to harness the immense power of sport to build brighter futures, from health and happiness in life, to attendance and achievement in school. This has meant all our funded programmes are strategically tsrgeted in these areas, from Set for Success (funded by the Wimbledon Foundation) to Girls Active (funded by Sport England). Our regional developmentteam have been focussed on collaboration and the development of new strategic partnerships in these areas. The key Youth Sport Trust programmes we delivered in 2024125 were: Healthy Movers (early years) Girls Active Boys Move Active in mind (mental health) Young Ambassadors {youth sport leadership) This year we have worked with schools and influential vol￿S in children's wellbeing to refresh our Well School framework. Well Schools were an important anchor in the first phase of our strategy and solid progress has been made - there are now 1,528 schools in this influential movement for change. and 85 Well School Trusts. Over the past 12 months we have designed and piloted a Well School ￿ell check, which will serve as a free, online self-review and action planning tool to help all schools review and enhance their culture, ethos and provision. and the charity has piloted a Well School Accreditation which will be available to the first cohort of schools from September 2025. In addition, we have launched the consultation process into reward and recognition which has been planned as a priority for development in the second phase of the strategy. The School Games (developed on behalf of the Department for Digital, Culture, Media, and Sport (DCMS) and delivered with support from Sport England) continues to play an important role in the delivery of enrichment opportunities for hundreds of thousands of children and throughout 2024125 we focussed the work of the School Games Organiser ne￿Ork even more intensely on those most underseNed young people, tackling the inequalities faced by them. We continue to partner with The FcK)tball Association on the provision of equal access to football in schools by young women and girls and achieved the target for 2024125 of 770/0 girls having access lo the national game while at school {target'. 750/0). The charity also enabled 50 National Governing Bodies of sport to connect more effectively with schools increasing access to their programmes and club networks. Youth Sport Trust 3 TRUSTEES, ANNUAL REPORT 31 March 2025 National School Sports Week, powered by Sports Direct was a huge success in 2024 reaching record numbers of children. Through alignment with Sports Direct's Monster Kick-About the campaign engaged 789,660 children. Engagement with the new government was a priority in 2024125 and the charity has invested considerable time in building relationships with new Ministers. Our National School Sport Champion, Sir Mo Farrah, personally delivered a letter to No.10 Downing Street on World Children's Day calling for a new national strategy prioritising activity which enables all children to achieve the Chief Medical Officers, recommendation of 60 minutes daily of moderate to vigorous activity. This led to a meeting with the Prime Minister's advisory team and special advisors across Department for Education (DfE) and DCMS. The charity, through its membership of the National Sector Partners Group. engaged in a broad range of Parliamentary activity and published its second, annual Physical Education (PE) and Sport Report providing an update on the latest data. research and insights into PE and School Sport across the UK. The charity staged a range of national and local events over the last 12 months, from our National Conference and Annual Awards through to local networking events for our member schools. The Youth Sport Trust Young Changemaker Awards took place for the second year in November 2024 and this year we re-launched the Young Ambassador movement in England which saw us deliver five regional conferences for the first time since 2012, alongside the strong and embedded programmes in Scotland and Wales. The Youth Sport Trust's Youth Board has had its busiest year yet with members representing the charity and young people at a range of local. national and international workshops. conferences and consultation events. We refreshed our team of Athlete Mentors who work alongside our Trainers and Development Coaches within the Youth Sport Trust's Learning Academy and continued to work collaboratively with our ne￿Ork of Headteacher Ambassadors, PE CatalYSTs and the Multi Academy Trust Advisory Board to position the Charity's mission within schools and Trusts. In the last year, 9.000 practitioners were trained to provide high quality inclusive PE and school sport and nearly 194,000 young people took part in activities made possible by the Youth Sport Trust. including more than 10,000 young people trained to be leaders to their peers. STRATEGIC REPORT 2.0 STRUCTURE, GOVERNANCE AND MANAGEMENT 2.1 Governing document Youth Sport Trust is a charitable company limited by guarantee, incorporated on 15 March 2001, and registered as a charity on 5 June 2001. It SuC￿eded an unincorporated charitable trust established in 1994. The company was established under a Memorandum of Associab'on which established the objects and powers of the charitable company. The Company is now governed under its Articles of Association (revised 25 June 2019), which now incorporate the objects and powers. In the event of the company being wound up, members are required to contribute an amount not exceeding £1. 2.2 Appointment of trustees The Youth Sport Trust Board is composed of a maximum of 12 independent trustees who are the directors of the charitable company. Specific roles on the Board include a Chair, Senior Independent Director, Welfare & Safety Lead and Equality, Diversity & Inclusion Lead. The charity also has a Youth {advisory) Board. the chair of which has a ringfenced seat on the main Board. As set out in our Articles of Association and the Youth Sport Trust Board Terms of Referen￿, all trustees are appointed for a term of three years and shall be eligible for reappointment for a further two terms, at Youth Sport Trust 4 TRUSTEES, ANNUAL REPORT 31 March 2025 which point they must retire from office. However, any trustee who is appointed as Chair may serve an additional term. In exceptional circumstances, and where the trustees consider that it would be in the best interests of the charity, a Chair who has served the maximum four consecutive terms or a trustee who has served a maximum of three consecutive terms may continue to serve for an additional one-year period. The focus of the charity is maximising the positive impact of play and sport on young peoples. education and development. Youth Sport Trust undertakes a skills-based recruitment process, with a focus on competency, experience and suitability, to ensure that the Board is comprised of trustees from multi- disciplined backgrounds such as the world of sport, education, health and business. In addition to this, significant consideration is given to equality and diversity and lived experience when selecting suitable candidates to ensure we benefit from a wide range of experience in our decision making. The recruitment process is carried out by the Nominations, Governance and Remuneration ('NGR") sub-committee of the Board, through an open and publicly advertised recruitment process. All Board vacancies are advertised on the Youth Sport Trust website. our partners, websites (including UK Sport, Sport & Recreation Alliance and Sporting Equals), the national press and social media to attract people from various backgrounds. The Board is currently (March 2025) comprised of 7 women and 3 men, including representation of trustees from ethnic minority groups, and one trustee with a disability. Our trustees and patrons give their time freely but can claim expenses associated with meetings, induction and training. £816 was paid to 6 (2024.. 7) trustees for the reimbursement of their expenses during the year (2023124: £1,690). The charity has trustee indemnity insurance (cover of £5m) in place at a cost of£5.792 (2023124: £5,612). In addition to our trustees. Youth Sport Trust utilises volunteers in varying capacities from individuals helping at sporting events and fundraisers, through to Ambassadors and our Youth Board, which sits at the pinnacle of a national movement of young sports leaders who are either currently engaged in. or alumni of, our programmes. The work of our volunteers is detailed in note 10 of the accounts (Employees). 2.3 Trustee Induction and training New trustees undergo an orientation day to brief them on their legal obligations under charity and company law, the content of the Articles of Association, the Board and decision-making processes, the strategic plan and the recent financial performance of the charity. During the induction day they meet key employees and other trustees whenever possible. 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 facilitate the undertaking of their role and enhance their understanding of the charity's remit. In addition, a trustees, induction pack provides information on both the charity and the context within which it operates. The pack draws information from the Charity Commission's publication 'The Essential Trustee, and the Code for Sports Governance (Sport England and UK Sport), as well as documents produced by the charity itself. These include the strategic plan, the organisation's structure, the latest annual impact report, key policies and annual financial statements. Trustees are 'buddied" up with members of the executive team to ensure engagement between Board meetings. 2.4 Key Management The trustees and the executive team comprise the key management personnel of the charity in charge of directing and controlling, running and operaling the charity. Youth Sport Trust 5 TRUSTEES, ANNUAL REPORT 31 March 2025 A Chief Executive ("CEO") is appointed by the trustees to manage the day-to-day operations of the charity. The current CEO is Alison Oliver MBE. To facilitate effective operations. the CEO has delegated authority for operational matters within terms of delegation approved by the trustees, including finance, employment, and performance related activity. Key leadership personnel include a Chief Operating Officer, a Chief Brand Officer, a Chief Revenue Officer and 4 Directors (Finance & Governance, National Programmes. Networks and Corporate Coach). In accordance with our remuneration policy, each year the executive team recommend to the Board (via the NGR Committee) a sum to be included in the salaries budget to fund an annual pay increase. Allocation of this sum is 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 the executive team. and The CEO, in consultation with the executive team, will recommend to the Board (via the NGR Committee) any pay award for staff. This year the Board approved a 30/0 Cost of living increase to staff salaries. The NGR Committee are also involved in approving any recommendations arising from &yearly, independent Pay & Benefits benchmarking exercises, led by the Assistant Director for Human Resources. 2.5 Annual Governance Statement 2024125 Commitment and Com As an organisation which receives public funding through Sport England. the Youth Sport Trust is required to comply with A Code for S orts Governance (the °Code") and in 2024, the charity received confirmation from Sport England that we are compliant with all requirements of the Code, including requirements 2.1 2.3, related to diversity and inclusion. liance Youth S ort Trust's Governance Framework The Youth Sport Trust Board, which can have up to 12 trustees, administers the charity. It has two established sub-committees: Audit and Risk Committee - Chaired by one of the trustees, with at least two other trustees as members. The Committee is responsible for overseeing all financial and audit aspects of the Youth Sport Trust, including risk management and internal control systems, and for reporting back to the main board. Nominations Governance and Rernuneration Committee- Chaired by the Chair of the Youth Sport Trust Board. with at least two other trustees as members. The Committee is responsible for: leading the recruitment process of the Chair. CEO and trustees. overseeing and monitoring the Youth Sport Trust's governance framework and Board membership., determining the remuneration of executive team members and providing guidan￿ on annual increments for Youth Sport Trust staff. The Terms of Reference for these committees, along with those of the main Board, can be found on our website. The Board met four times in 2024.. 13 February {face-to-face), 1 May (virtual), 17 July (face-to-face) and 26 September (face-to-face, including AGM), plus an overnight Board Retreat and meeting held on 27128 November. Youth Sport Trust 6 TRUSTEES, ANNUAL REPORT 31 March 2025 In 2025, they met on 12 February (face-to-face) and 7 May (virtual) and will also meet on 16 July (face- to-face, including AGM) and 24 September {virtual), with an overnight Board Retreat and meeting to be held on 26127 November. Governance Actions In 2024 we commissioned Campbell Tickell to undertake an independent, external evaluation of our Board, as part of our 4-yearly cycle. The methodology comprised a governance document review, an online survey by trustees and executive team members, 1-2-1 meetings with key personnel including the Chair, CEO and a trustee, followed by observation of our September Board meeting. The findings were presented to, and discussed with, the trustees in November. In summary, the headline conclusion was that Youth Sport Trust has "a strong performing Board with excellent relationships and a positive culture, supported by effective governance d¢xuments and processes". We develop a Governance Action Plan on an annual basis, progress against which is monitored by the Board, through the NGR Committee. This plan is developed from internal and external assessments of compliance with the Code. S ort Wales, Ca abilit Framework and the Charit Governance Code, plus any recommendations arising from our Board Evaluation process. Our focus this year has been to maintain our g¢)od governance practices, highlights of which are included below.. Completing delivery of our Diversity & Inclusion Action Plan 2022-25 Producing and publicising our Diversit Profile Re ort- Janua 2025 Continuing to improve our sustainability. including: Producing an Annual Sustainability Statement Increasing our 'FuturePlus' (Environmental & Social Governance (ESG) impact measurement tool) score Measuring our Scope 1 and 2 emissions (baselined in 2022123) Measuring our most significant Scope 3 emissions (baselined in 2023124 (business travel and employee commuting) Measuring the environmental footprint of the 2024 School Games National Finals. Undertaking an independenl, external evaluation of our Board (details above). Two trustees stepped down from our Board in early 2025. Their replacements have already been recruited and will be formally appointed al the AGM in July 2025. We have implemented a new employee engagement survey this year, in pla￿ of the previous, annual, Best Companies 'b-Heard' survey. Shorter, "Pulse" surveys will now be undertaken by staff 3 times per year, which will enable us to be more agile in responding to and addressing any emerging issues related to employee satisfaction and wellbeing. The first survey was completed in JanuarylFebruary 2025. All of our key governance documentation can be found on our website along with our Annual Reports and Financial Statements, Annual Im act Re ort, Slrategy and key policies. Youth Sport Trust 7 TRUSTEES, ANNUAL REPORT 31 March 2025 3.0 OBJECTIVES AND ACTIVITIES 3.1 Charitable Objects The charity was founded on a belief that high quality and positive experiences in sport can change lives. When used strategically and intentionally sport can improve physical, social and emotional wellbeing, it can foster belonging and promote inclusive attitudes and can develop skills for lrfe and sport. These are essential ingredients for children to fulfil their potential in school. Our theory of change details the outcomes we seek and the changemakers we will work with to achieve our aims. As well as working directly with young people and young leaders, we will involve educators, partner organisations and families, to ensure that we can make the societal shifts needed for sustainable change. The charity's objects ("Objects") for the public benefit and in particular for the benefit of young people under the age of 25 both in the United Kingdom and internationally ('Young People.) are: To support, enable and encourage Young People. irrespective of ability, to participate in sport and physical 8Ctivity, whether in schools, other educational establishments or the wider community, by providing advice and assistance and organising programmes of physical, educational and other activities to help Young People to develop their skills, capacities and capabilities to enable them to participate in society as independent, malure and responsible individuals, advancing their mental and physical health and education. To provide advice and assistance to parents, carers and families to enable and encourage them to support Young People, irrespective of age or ability, to participate in sport and physical activity. To improve and increase the provision of sport and physical activity opportunities available for Young People by building networks, delivering training and seeking co-ordination, collaboration and co- operation amongst providers of sport, physical activity, and physical education, and between sport, education and health providers. To promote the benefits of sport and physical activity (in general and in particular) and the physical and mental health of Young People by underlaking and disseminating research into sport, physical activity, the impact of sport on academic achievement and into the physical and mental health of Young People. To seek to influence policy makers at local, national and international levels about the importance of sport and physical activity and its benefits to Young People (without engaging in any party-political activity). To advance such other charitable purposes as the directors may from time-to-time think fit. 3.2 Mission and vision The vision of the Youth Sport Trust is, a future where every child enjoys the life-changing benefits that come from play and sport. Our mission is to equip educators and empower young people to build brighter futures. Together we create opportunities for everyone to belong and achieve. 3.3 Strategy The work of the charity extends from influencing policy and building ne￿OrkS which support long term sustainable change, to innovating new ways to harness the power of play and sport within the education and development of young people. We also implement programmes and services and improve practice by celebrating and disseminating effective practice. We work most closely with schools and Multi Academy Trusts (MATS). We collaborate and partner with several organisations at a national level including Teaching Unions, Academy Chains, Home Country Sports Councils, National Governing Bodies of Sport. equality organisations, other youth facing charities Youth Sport Trust 8 TRUSTEES, ANNUAL REPORT 31 March 2025 and non-governmental organisations. We also work with regional and local partners such as Local Authorities. Active Partnerships and a range of small, community-based charities. enabling us to deliver holistic programmes which operate within and beyond the school gates. A number of our projects and programmes are supported through business and corporate partnerships. We are not a grant giving organisation, however there are occasions where we will seed fund a project or initiative as part of a pilot programme that is later integrated into our mainstream programme delivery. As referenced in section 1, 2024125 marked the final year of delivery against phase 1 of our 2022-2035 strategy 'lnspiring Changemakers, Building Belonging,. This strategy has 3 high level objectives which are detailed below. Urgent actlon- Build back healthier. happierand more resilient young people and level the playing field for those most disadvantaged. Generational Shift - Balance the demands of the digital age through the human connection of physical play and sport,. and Societal change Transform society's perceptions and attitudes lowards the importance of physical literacy, play and sport in the education and development of young people. In the last 12 months we have made significant progress against our strategy. While our delivery against the success measures can be found in Section 4 Achievements and Performance. the 'key moves, are listed under each objective with a summary of the progress made in the past 12 months shown in italics: URGENT ACTION - Key Moves Build a school movement in Well Schools. creating the conditions for the delivery of high quality Continuous Professional Development (CPD) and support for teachers, and support for families, targeting young people facing the impact of inequalities-.well Schools" is a movement of schools and trusts taking positive action to improve education outcomes by supporting the health and happiness of their staff and pupils. To date, over 2000 schools have signed up to be well schools and we have 25 'Beacon Schools, (schools which exemplify good practice and are committed to implementing the well schools ethos within and beyond their schools. 20 Growth Areas established and operational - we have mapped both need, through indices of multiple deprIvat￿n, and readiness, through our existing school data, to identity 20 Growth Areas. In 2024/25 over 150 school visits generated a growth area rept)rt which built an important picture of the challenges and opportunities in each growth area. This is now informing us of our strategic planning, fvndraising and delivery. 3 Place Based areas established and operational -our 3 placemaking areas are." Knowsley, Perry Barr and Tower Hamlets. In the last 12 months we have established the Placemaker, role - a local conneclor working at the interface of the school and community. using play and sport to build bridges and tackle local issues. Staff recruited. trained & supported to have the greatest impact on young people facing the impact of inequalities the implementation of the People Development Plan and Diversity & Inclusion Action Plan continue to guide this work, which includes activities such as the training of all those working within our Learning Academy in the impact of Trauma Informed approaches. Our targeted work is focused on reaching children with characteristics which are associated with inequalities linked to lower levels of physical activity. Youth Sport Trust 9 TRUSTEES, ANNUAL REPORT 31 March 2025 YOUNG PEOPLE YOUNG PEOPLE PARTICIPATED TRAINED TOTAL 193,385 10,782 Female Ethnically Diverse Communiti 41% 27% SEND 44% 32% Free School Meals 34% 31% GENERATIONAL SHIFT- Key Moves Relaunch the Young Ambassador Movement, delivered Young Ambassador conferences in 5 areas in the 2024 summer term. Create a new type of club environment for the next generation of sports volunteers -the beta phase ofthis project Gommenced in summer 2024 and from September 2024 to March 2025 we supported the establishment of 43 Glubs, bringing 80 young club leaders to a residential camp 8t Easter 2025. Publish and advocate a new youth leadership framework with belonging at its heart, embedded in all our work, ensuring we have a signrficant and unique impact on our targeted young people - all Youth Sport Trust youth leadership interventions are now developed using this framework and we disseminated it through our delivery networks in 2025. Young people's voice is heard andlor they are co-creating on all Youth Sport Trust development projects - our Inclusion Youth Voice foolkit was launched this year and this is now available to download through the Youth Sport Trust website. Partnerships in place with local and national organisations to increase the reach of this young people driven generational shift - Charnwood Borough Council and UK Shared Prosperity Fund (Generation Charnwood).. Lidl Ireland and Ladies Gaelic Football Association (Sport for Good and Serious Support),. The Julia Rausing Trust (Boys Move),. Lego Group (Girls Active),. and Wimbledon Foundation (Set for Success). SOCIETAL CHANGE- Key Moves Create the strongest arguments for the need for change for young people - we published the third PE & Sport Report in May 2024 and delivered the 2024 edition in National School Sports Week (NSSW) in June 2024. Create a compelling case in data and storytelling of the impact of our mission on young people - we hosted the second YST Young Changemaker Awards in January 2025 creating a suite of human-interest stories, films, and case studies. Target our work to prove the case in a number of areas nationally.. In Hartlepool and Thanet, early years was an identified challenge area, and we have used Healthy Movers to engage practitioners through face-to-face training and resources to support COnf￿enCe and competence on developing physical literacy and physical development for children in early years settings. In Stoke, there was a gap in connecting local partners to help upskill practitioners in schools and we collaborated with Active Partnership and StreetGames to unite and create an opportunity for local schools to connect. In Nottingham, girls, level of participation was an identified challenge area, and we used Girls Active as an engagement tool, delivered throug17 an inspiration day with use of Athlete Mentors, to create experiences to learn and be upskilled to be the change back at their school Youth Sport Trust 10 TRUSTEES, ANNUAL REPORT 31 March 2025 settings through leadership. This led to the Ioc81 Active Partnership collaborating through recruiting local role models to support girls in schools with lived experiences. Successfully deliver a series of impactful campaigns reaching families and wider society - this included National School Sports Week 2024. Secure partnerships to amplify our voice with families - including Mo's Mission, 8 campaign fronted by Sir Mo Farrah, the Youth Sport Trust National School Sport Champion to champion the importance of the Chief Medical Officers, Guidance of 60 minutes a day of moderate to vigorous physical activity for 5-16 year olds (120 minutes fcy children under 5, and 20 minutes for children with disabilities). During 2024125 the charity forged a number of new partnerships including with Kitround and David Lloyd, and Garfield Weston. 2024125 marked the third year of the Youth Sport Trust's Sport England System Partner role supporting sport in schools including the School Games. In 2024125 the Youth Sport Trust continued to benefit from a number of l¢xally commissioned (including Plymouth. Dorset and Oxfordshire) work packages to deliver targeted interventions in early years through the Youth Sport Trust Healthy Movers Programme (see section 4.7.1) and interventions to support young people at risk of mental ill health through the Youth Sport Trust Active in Mind programme (see section 4.7.2). 3.4 Public Benefit In setting objectives and planning activities. the trustees have given careful consideration to the Charity Commission's general guidance on public benefit and confirm that they have complied with their duty in Section 17 of the Charities Act 2011. The work of the Youth Sport Trust cuts across a number of key policy areas. including youth, health, education, sport and community development. Our work lo broaden and develop play, physical education and sport opportunities for young people not only makes them fitter and healthier. but also improves their Confiden￿ and self*steem, enhances their achievement across the curriculum, supports their wider engagement in the community and allows them to build the foundation for an active, healthy lifestyle. The work we do to develop young people as leaders has benefits beyond sport - the skills that are developed in this area can stay with young people for lrfe. A large number of the young people trained in leadership skills by the Youth Sport Trust go on to volunteer in the local community. bringing signrficant social benefit. This work is becoming increasingly important in the development of employability skills. The Youth Sport Trust's work has a deep and impacfful focus on equal opportunities for all young people through increasing access to physical education and sport. We deliver programmes which target under- represented groups such as young women and girls, young people with Special Educational Needs 2nd Disability (SEND), young people from diverse ethnic and cultural backgrounds and young people from socio-economically disadvantaged backgrounds. Supporting and aiding each young person to achieve their personal best in sport demonstrates the ability of every young person to succeed and to achieve. Through allowing talent in sport to emerge - as an athlete, leader or coach - we help to create positive role models and future leaders. In addition, in 2024 we launched our 'beacon' Well Schools neI￿ork. These schools are beacons in their local community and are focussing on the potential and power of physical activity and sport in executing their civic duty. Youth Sport Trust 11 TRUSTEES, ANNUAL REPORT 31 March 2025 4.0 ACHIEVEMENTS AND PERFORMANCE NOTE: YST'S performance measurements (KPIS and metrics) are aligned to academic years (2023124) whereas the financial information in this report relates to the financial year ending 31 March 2025. 4.1 Performance Indicators During the academic year of 2023124 we continued to evaluate the impact of our work against our new strategy. We apply a Monitoring and Evaluation (M&E} Framework. which aims to bring about greater consistency in the way we collect evidence of our impact. The framework is used to guide all aspects of our work, including design. delivery and evaluation. Our suite of outcome indicators is set out below: Youn eo le outcomes Increased resilience, social connectedness. happiness- Increased enjoyment and confidence to take part in sport and physical activity.. Increased amount of overall physical activity., Increased amount of time being physically active with others. Increased leadership, communication and team working skills,. Increased self-belief. Improved sense of belonging to sport and physical activity,. and Percentage of young people involved in our programmes who face disadvantage andlor have lower levels of activity. Adult im act Increased confidence, competence and motivation in their role. Whole School & Wider Societal Im act Improved perceptions of PE and School Sport. and Improved partnership workinglcollaboration with other schools or organisations. 4.2 Reach In the 2023124 academic year, we provided innovative content and worldclass training, helped unite the school sport sector in collaborative action and worked alongside the wider sport and active leisure sector to raise awareness of the most important issues. In addition, we equipped educators and empowered young people to build brighter futures using the power of PE, sport and play. Specifically.. 193,358. young people participated in opportunities for sport, physical activity and play through Youth Sport Trust tsrgeted programmes and interventions" (2,495,522 young people were given the opportunity to participate in our national programmes including our national girls, fc)Otball programmes and School Games),. 10,782 young people were trained by the Youth Sport Trust through our targeted programmes and interventions., {47,788 Iraining opportunities were provided to young people, empowering them to lead and inspire their peers through our national programmes) and., 9,253 adults were trained by the Youth Sport Trust. (1,372 training opportunities were provided to teachers, coaches and practitioners through our national programmes). Youth Sport Trust 12 TRUSTEES, ANNUAL REPORT 31 March 2025 The reported reach of our work has increased significantly from the last academic year due to a combination of growth in our programme delivery and the fact that we are now extrapolating data to more accurately record our reach. 'This figure does nol include young people participating in the School Games and affiliated programmes (Change4Life and Leadership Academy). 4.3 Influencing and advocacy Throughout the year we continued lo campaign on behalf of young people, schools and the school sport delivery ne￿ork. We worked to raise awareness of the need to tackle the decline in children's activity levels, united with partners and championed the importance of investing in PE and school sport to government. Natlonal School Sport Week (NSSW) is our annual campaigning week. National School Sports Week 2024 saw another record year for registrations with over 4.250 schools signing up to participate across the week. This was a 138 % increase in the number of school registrations from NSSW 2023, with increased registrations from both primary and secondary schools. as well as SEND schools. The campaign reached an estimated 789.660 young people. The week coincided with the start of the European Football Championships 2024 and saw schools engaging young people to get active for 60 minutes a day by taking part in Monster Kickabout sessions and other sporting activities. We provided a range of Monster Kickabout and other resources for schools to use, which together were downloaded 40,000 times. There were 964 articles in the media, which translated to a potential audience of more than 259 million (a 680/0 increase on NSSW 2023)- In the 2023124 academic year we: Launched our manifesto in Parliament with our National School Sport Champion, Sir Mo Farah. ahead of the 2024 general election., Delivered visits and hosted meetings with high-profile voices across the political spectrum. including Bridget Phillipson, Lucy Frazer, Catherine McKinnell, Damian Hinds, Stephanie Peacock and Stuart Andrew" Responded to consultstions from government departments, Parliamentary select committees and All-Party Parliamentary Groups, and our Chief Executive gave evidence to the Culture, Media and Sport Committee. Informed new PE guidance from the Department for Education, including encouraging a focus on equal access and Youth Voice. and Delivered 5,872 media articles covering our mission (including 699 mentions on broadcast media, delivering an estimated 158 million opportunities to view). For more information on our influencing and advocacy, please see our Im act Re ort. In the 2023124 academic year we also: Delivered 35 new evaluations and 10 new pieces of published research., Continue(J to develop our sector-wide Knowled e Bank" Published our third PE and School S ort Re ort collating the latest eviden￿ and research into children's wellbeing, issues faced and the benefits of PE, play and sport, from a variety of sources. into one central repository- and Youth Sport Trust 13 TRUSTEES, ANNUAL REPORT 31 March 2025 Continued to facilitate regular research summits to facilitste cross sector learning and collaboration. The most recent event was attended by representatives from universities, NGBS, charities and government. 4.4 Building sustainable structures At the Youth Sport Trust we believe transformational change can only be achieved through the formula of embedding innovative content, through world class delivery, into sustainable structures. In 2023124 we supported the following Youth Sport Trusl networks.. 1.537 member schools,. 1,528 Well Schools.. 450 School Games Organisers,. 194 school partnerships within the Schools Active Movement; 110 PE CatalYSTs', 135 multi-academy trusts engaging directly with YST.. 99 Headteacher Ambassadors., and 109 organisations within the School Sport and Activity Sector Partnership. For more information on the Youth Sport Trust building sustainable structures, please see our Im Re 4.5 Equipping educators As a charity, we use a successful model for training which builds capacity. capability and sustainability in the structures we work with. The role of our Learning Academy of tutors, trainers, coaches and Athlete Mentors is to equip educators with the skills and resources to help young people enjoy the life-changing benefits of play and sport. In the 2023124 academic year, 10,782 teachers, coaches and practitioners were trained to deliver physical education. sport and play to support the development of young people. As a result of attending training with the Youth Sport Trust.. 97 % of practitioners felt more competent in their role. 960/0 felt more confident" and 96 % felt more motivated. For more information on the Youth Sport Trust equipping educators, please see our Im act Re ort. 4.6 Empowering young people By building their leadership skills and improving their confidence, competence, motivation, knowledge and understanding. we empower young people to harness the extraordinary power of sport and play to change lives. In the 2023124 academic year. 193,358 young people participated in an activity made possible through Youth Sport Trust targeted programmes and interventions. As a result of laking part in our projects and prograrnmes: 780/0 of young people reported improvements in their confidence in taking part in physical activity- 78,/0 of young people reported improvements in their enjoyment of taking part in physical activity. 69 /0 of young people reported improvements in the overall amount of physical activity., 68 /0 of young people reported improvements in time spent being physicAlly active with others., Youth Sport Trust 14 TRUSTEES, ANNUAL REPORT 31 March 2025 730/0 of young people reported improvements in their happiness overall. 72°/D of young people reported improvements in their social connectedness., 600/0 of young people reported a 'great' improvement in their sense of belonging. 870/0 reported improvements in their communication skills,. 890/0 believed their leadership skills had improved,. 77°/D felt that their resilience had improved,. 870/0 reported improvements in their team working skills; and 80,/0 rep¢Med their self-belief had improved. In addition, 10,782 young people were trained through the Youth Sport Trust to become young leaders to their peers. 2,495,522 young people were given the opportunity to participate in our national programmes {including School Games).See section 4.6. For more information on the Youth Sport Trust empowering young people. please see our Im act Re ort. 4.6 National Programmes Below are some highlights from a range of our programmes. 4.6.1 School Games The School Games is supported by Sport England and the National Lottery and is delivered on behalf of the DCMS. The School Games is a framework, delivered locally by a national ne￿Ork of 450 School Games Organisers, that puts physical activity and school sport at the heart of schools. providing young people with the opportunity to learn through physical activity and competition to achieve their personal best. School Games Organisers aspire to make a positive difference to the lives of young people through accessible, equitable, competition for all within school sport and physical activity. All Sch¢)ol Games Organisers have committed to the three pledges below through to 2025: Tackle inequalities to increase participation of schools from the most underserved communities,. Ensure physical literacy and positive experiences are created and promoted for children and young people.. and Embed youth engagement to enhance the principle of 'by young people. for young people,. In the 2023124 academic year.. 25,400 events were completed in the School Games network,. 2.3 million young people participated in School Games opportunities, of which 500/0 were girls, 30 % were from Ethnically Diverse Communities and 14 % had Special Educational Needs and Disabilities- 19,887 schools were registered in the School Games ne￿ork and are supporting our mission., and 9.024 schools submitted an applicalion for the School Games Mark. which rewards schools for their commitment to the development of competition across their school and into the community 1 ,829 schools were at platinum status. Also, during 202312024, 314 case studies into best practice were published on the School Games website. You can read more about the School Games here. Youth Sport Trust 15 TRUSTEES, ANNUAL REPORT 31 March 2025 4.6.2 8ar¢lays Girls, Football School Partnerships by England Football The Footbal5 Association's ('The FA.) vision is to ensure that every girl has equal access to football in school and clubs by 2024, with the goal of 90 % of schools, nationally, offering girls equal opportunity to access regular extra-curricular football and 75 % of schools, nationally. offering girls equal access to football in PE lessons. Driving The FA'S vision is Barclays Girls, Football School Partnerships by England Football, a nationwide scheme to mainstream football in school for girls. The Youth Sport Trust provides the daY-tr￿aY coaching and support of the network of local 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 2023124.. 199.383 girls participated in the programme, 35% of which were from ethnically diverse communities; A further 4.891 girls were trained to be leaders in football to their peers. 770/0 of schools in England are now providing equal access to football in the curriculum for girls- and 640/0 of schools are providing equal opportunities to extra-curricular girls, football. 4.6.3 BE Football In partnership with the Football Association of Wales {°FAW°), BE Football is a programme for secondary schools in Wales that focuses on the importance of teamwork and character development as part of the new Welsh Curriculum. It aims to develop.. Girls, character skills through football activity., Curriculum learning with trained PE staff; and Extra-curricular clubs led by trained Football Influencers. Across 18 schools. who began the programme in the 2023124 academic year. 144 girls were trained and supporting BE Football activities in school. Across 40 schools participating in the BE Football programme in the 2023124 academic year. over 3,413 girls participated in curriculum football activities and over 924 girls participated in extra-curricular football activities. 4.6.4 Inclusion 2024 Through the Youth Sport Trust Lead Inclusion School ne￿ork, the Inclusion 2024 programme, funded by the DfE, aims to improve inclusive practice, network links and adaptability in delivering PESSPA (PE. School Sport, and Physical Activity) to develop greater knowledge, competence, and confidence to provide meaningful and inclusive opportunities for young people with SEND. Over the course of the three academic years of Inclusion 2024. the programme has worked with over 5.000 schools to deliver 2,800 activities, involving 55,000 interactions with pupils, school staff and other participants. As a result of taking part in the programme. partner schools have reported.. More opportunities for pupils with SEND in PE and extra-curricular activities.. Improved social interaction belween pupils creating new friendships. Increased Confiden￿ and knowledge of staff. Greater access to opportunities for CPD and ne￿orkIng., and Youth Sport Trust 16 TRUSTEES, ANNUAL REPORT 31 March 2025 Positive relationship development in a collaborative environment which supports the sharing of ideas and best practices among staff and schools. 4.6.5 Young Ambassadors The Young Ambassadors movement continues to be at the heart of sports participation programmes. thanks to partnerships between the Youth Sport Trust, Sport Wales and sportscotland. The Young Ambassadors programme aims to ensure young people are heard, valued and have a plafform to influence and drive change in sport. In Wales, the Young Ambassador Programme was delivered by the Youth Sport Trust on behalf of Sport Wales. In Scotland the programme was led by sportscotland and supported by the Youth Sport Trust though Lottery Funding. In Wales, the objective of the programme is to facilitate activities, build belonging, tackle inequalities, and advocate for an active, healthier nation. The priority is to provide ongoing support for Young Ambassadors through enhancing their skills and confiden￿, empowering young people to inspire, infiuence, lead, and become a mentor within education and the community. In Wales, in the 2023124 academic year, 2,566 Young Ambassadors were trained, 713 schools delivered the programme, and 109,261 young people were engaged in the programme. Targeted interventions Below are some highlights from a range of our targeted interventions. 4.7.1 Physical Literacy in the Early Years - 'Healthy Movers, Designed to support the physical literacy, wellbeing and school readiness of 2-5-year-olds, Healthy Movers delivers resources and training for early years, practitioners, which families can continue to use at home. In the 2023124 academic year, we worked with local authority partners to train 846 practitioners to deliver the Healthy Movers programme and approach across 203 settings in Cornwall, Dorset, Bournemouth, Christchurch and Poole, Hartlepool. London. Milton Keynes. Wiltshire and Plymouth. Based on an average of 35 children per setting participating in Heathy Movers sessions. this equates to an estimated 7.105 additional children supported in these areas over the course of this academic year. Since the programme began in 2018. 1.361 practitioners have been trained across 468 settings, supporting at least 16.380 children. Based on data collected from Healthy Movers interventions so far, participating children have shown improvements in their object control, locomotion and stability, along with their confidence. engagement and motivation to take part in sport and physical activity. 4.7.2 Mantal Health & Emotional Wellbeing - 'Active In Mlnd, Active in Mind (Aim) is designed to prevent and improve mental health issues in adolescence. It uses the evidence of what works to address stress and anxiety in young people. helps them build personal strategies for resilience, and uses the power of peer mentoring through a trauma-informed approach. In the 2023124 academic year, 30 secondary schools took part in the programme, involving 824 young people. As a result of taking part in the programme, 690/0 of young people reported improved happiness, 660/0 reported improved resilience and 510/0 reported improved social connectedness. 4.7.3 Mental Health and Emotional Wellbelng - 'Lidl Sport for Good, The Lidl Community Works Sport for Good programme is funded by Lidl and delivered by the Youth Sport Trust. The programme promotes positive mental health by focusing on the role of physical activity in improving mental and social wellbeing, through the use of peer mentors. Youth Sport Trust 17 TRUSTEES, ANNUAL REPORT 31 March 2025 Our partnership with Lidl saw 20 schools engaged in the programme, over 1.297 young people part of the Peer-to-Peer groups and the creation of over 393 Student Mentors. Peer-to-Peer Group members were selected from young people experiencing a lack of self-esteem or confidence, mental health issues and a lack of resilience to cope with different aspects of school. An additional 3,147 young people were engaged in Athlete Mentor assemblies during schcx)I visits. Over two thirds of Peer-to-Peer Group members reported increases to their overall happiness and resilience, with over 600/0 reporting improved mental wellbeing and connectedness to others. Over 700/9 of teachers reported that the programme helped to improve their competence and confidence in their role, as well as agreeing to some extent that Lidl Sport for Good has positively impacted their Senior Leadership Team's and wider staffs perception of PE, physical activity and sport. 4.7.4 Understandlng motlvatlons and barrbers to particlpatlon - The National Girls Active Survey The Girls Active programme supports sch¢Jols to understand what motivates girls to take part in physical activity, PE, and sport, enabling teachers to work with girls, through consultation and leadership, and make the necessary Changes to their physical activity provision. Part of the Girls Active offer is the annual 'National Girls Active Survey,. This survey is completed by young people (all genders) from schools across England and supports schools to gain insight into understanding, young people's participation levels, attitudes. motivations and barriers to participation in PE, school sport and physical activity. In the 2023124 academic year, over 15,000 young people took part in the survey. The main findings were.. Nearly two thirds of girls (62°k) want to be more active in school but there are barriers that stop them taking part, such as not being confident, having their period and being watched by others., The number of girls enjoying PE drops notably throughout school lrfe.. 86 % of girls aged 7 to 8 enjoy PE, compared to 560/0 of girls aged 14 to 15., 460/0 of girls aged 14-15 report that a lack of confidence stops Ihem being more active at school. compared with 26 /0 of girls aged 7-8.. Since 2017, the proportion of girls reporting a lack of confidence stopping them doing more physical activity at school has risen by 110/0., Periods remain the biggest barrier to girls, participation at age 11-13 (47Q/o) and age 14-15 (520/0 Only 1 in 4 girls aged 11-13 feel confident in their PE kit, a drop from 650/0 aged 74., 58 % of girls want more PE kit options compared to just 29 % of boys", and. Having fun, being with friends and getting fit and healthy are the top three motivations for all girls to take part in sport. physical activity and PE at school regardless of agelyear group. You can read more about the findings of the survey and access the full results in the national re orts. Find out more about the barriers girls face in our Girls Active film. 4.7.5 Closing the gaps creatèd by disadvantage - 'Set for Success, Funded by the Wimbledon Foundation (the charitable arm of the All England Lawn Tennis Club and The Championships) and in partnership with Barclays, Set for Success was in its first of four years of extended funding in the academic year 2023124. Set for Success is a youth leadership initiative that has been designed to provide young people in underserved communities at risk of having more limited life chance5, the opportunity to develop valuable life and leadership skills through mentoring sessions delivered by inspirational athletes and the power of sport. Youth Sport Trust 18 TRUSTEES, ANNUAL REPORT 31 March 2025 In the 2023124 academic year, 51 schools across 10 locab'ons completed Set for Success delivery. 41 of these schools were in their first year of delivering Set for Success and, overall. engaged 529 young people. Of these. 51 0/0 were in receipt of Free School Meals (FSM), 35 /0 had additional support needs and 34 % were from ethnically diverse communities including Asian, Black and Minority Ethnic Groups. 87 % of the young people engaged now know more about how their skills can help them in the future and 840/0 have more confidence that they will do well in life. Set for Success is continuing lo be delivered for a further three academic years beyond 2023124. 4.8 Securing Funding for the Charity As a registered charity, we rely on income from fundraising to deliver our charitable objectives. The Youth Sport Trust is committed to ensuring that by undertaking fundraising activities we uphold any legal, statutory and regulatory requirements, and maintain our reputation and adherence to our organisational values. Our Fundraisin Polic sets out how fundraising at the Youth Sport Trust is managed to ensure that we maintain these standards. and provide reassuran￿ and transparency to our donors. funders, supporters and partners. We are registered with the Fundraising Regulator and are committed to complying with the Fundraising Regulator's 'Code of Fundraising Practice, and 'The Fundraising Promise,, along with all applicable guidance from the Charity Commission. No complaints have been received about our fundraising activity during the year (2024: none). 4.9 Fundraising Income 4.9.1 Commerciavcorporate partnerships We successfully completed the second year of our partnership with Sports Direct in 2024, delivering National School Sport Week (NSSW) in alignment with their Monster Kickabout campaign. Building on the momentum and shared impact of the partnership to date, we are now actively planning for the 2025 campaign, which will be delsvered under the new theme of 'Always Active,. The Youth Sport Trust, in partnership with Allianz Insurance PLC, concluded the delivery of 20 inclusive sport festivals leading into the Paris 2024 Olympic and Paralympic Games. Lidl Ireland and the Youth Sport Trust's 'Sport for Good, and 'Serious Support. programmes continued successfully throughout 2024125 (see also 4.7.3). Further to this, we supported the Ladies Gaelic Football Association in Ireland to work in partnership on their community programme. After a successful first year. our partnership with the LEGO Group concluded following a shift in their global marketing strategy. We are proud of what was achieved together and remain open to future opportunities should strategic priorities align again. Our partnership with Kingswood has concluded following their entry into administration. The collaboration, funds raised, and impact delivered together over the course of the partnership has been highly valued and we are now exploring new opportunities to continue this work with other partners in the sector. In 2024125, the Youth Sport Trust were supported by several corporate charity partnerships, providing both income and value in kind for the charity. This included the continuation of existing charity partnerships with Citron Hygiene, Limitless, Meet for Good and Foresters Friendly Society. New partnerships included David Lloyd Clubs and Kitround, which saw the Youth Sport Trust receive £8,000 donation following their De-clutter and Do Good campaign, and ESR Europe raising over £6,000 for the Youth Sport Trust. Youth Sport Trust 19 TRUSTEES. ANNUAL REPORT 31 March 2025 March 2025 saw the delivery of a successful commercial exhibition and sponsorship programme. alongside the Youth Sport Trust's Annual Conference. Over £100,000 was raised through commercial stsnd sales and sponsorship. This included Sports Directory and the LEGO Group (referenced above) as Headline Sponsors. Our Business Changemaker Partners (Complete PE and Enrich Education) were again Supporting Sponsors of the event. 4.9.2 Trusts and Foundations Over the 2024125 financial year. income received through Trusts and Foundations included grants from some of our long-standing funders such as The John Armitage Charitable Trust, Wimbledon Foundation and The Mercers Charitable Foundation. Following a successful Boys Move pilot in Birmingham with funding from The Julia and Hans Rausing Trust, funding for the project across Birmingham, Brent (London) and Redruth (Cornwall) has been confirmed for a further three years. We also secured a two- year funding grant from Garfield Weston Foundation which will support us to deliver the vision of establishing Beacon Well Schwls across 20 geographical growth areas identified by the charity and subsequently develop, champion and grow our Well Schools movement. In addition. unrestricted grant funding has contributed to the financial stability of the charity and has enabled vital development work to take place. This includes implementation of our 20 geographical growth areas, our continued digital transformation, and our campaigning and policy influencing, including the launch of 'Mo's Mission, with our Nalional School Sport Champion, Sir Mo Farah. Unrestricted grants have also ensured we can support the ongoing development of a diverse, skilled and motivated workforce through staff development, training and leadership opportunities. 4.9.3 Donor Fundraising: Individuals and organisations also help support theyouth Sport Trust mission to improve young peoples, lives. We would like to thank every one of the many individuals and organisations that have helped us during the year. The work we do simply would not be possible without our generous supporters and passionate fundraisers who every year take part in numerous challenges to raise funds to support our vital work. In 2024125. the Youth Sport Trust received a significant legacy gift of over £24,000 and more than £25,000 was raised by 14 participants in the 2024 London Marathon. In addition, the Foresters Friendly Society Charity Appeal, which concluded in July 2024, generated over £45,000. building on the £30,000 raised by their appeal in the previous financial year. 5.0 FINANCIAL REVIEW 5.1 Overview Robust financial planning, monitoring and control are fundamental to the operation of the charity. The structured approach we take ensures synergy be￿een our plans - our Core strategic plan informs our annual operational plan, detailing our key aims and objectives for the year, which is uriderpinned by our annual budget. Total Group income has increased by 21 % (£2,131,303). This is due to an increase in restricted funding for the charity of 240/0, an increase in unrestricted funding of 3 % including 3 5 % increase for the trading arm. The main reason for the increase in the restricted and trading arm funding has been due to the funding received from Sport England for the School Games National Finals that are held biennially. The Group returned an unrestricted deficit of £119,815 (2024 - deficit of £164,638) which includes a trading subsidiary profit of £211,309 (2024- profit £268.901). Youth Sport Trust 20 TRUSTEES, ANNUAL REPORT 31 March 2025 In the 2022 Annual Report, the Youth Sport Trust earmarked £1 ,340,000 as designated funds to support the first phase (2022 to 2025) of the 13-year strategy. Although this year is the final year of the first phase, there is a remaining balance of £466.226 on designated reserves as not all the strategy projects have been completed as of 31 March 2025. Work will continue to be carried out on these projects during the financial period 2025126. The Group's unrestricted reserves now stand at £5.638.771 (2024: £6.318.044) including designated reserves of £466,226 (2024.. £1.025,684}. 5.2 Reserves policy Our minimum reserves policy was revised in 2021 to reflect the costs of an orderly wind up of the charity- This includes redundancy and notice period costs together with the cost of retaining administrative staff and facilities to support stsff directly delivering programmes to complete contractual agreements. For the year ending 31 March 2025, the minimum reserves have been calculated at £3.2rn. The general free reserves (excluding designated) on 31 March 2025 were £5.2m (2024.. £5.3m). which is more than the minimum reserves policy set by the trustees. YST is now in the second phase (2025 to 2028) of its long-term strategy to 2035 which will require further investment to progress objectives. The £2m headroom will help support any investment that may be needed. 5.3 Investment powers and policy Under our Articles of Association, the charity has the power to invest in any way the trustees wish. The trustees, having regard to the liquidity of the organisation and its reserves policy, have operated a policy of keeping funds available in interest bearing deposit accounts. incorporating long-term and short- term deposit facilities across two banking institutions. The invested funds held by the parent charity on deposit achieved a 12-month average return of 4.12 % against the average base rate for the year to 31 March 2025 of 4.96 % . 5.4 Risk management Our risk management pro￿5$eS are detailed in our Risk Management procedure (part of our ISO 9001'.2015 accredited Quality Management System). YST manages risks at three levels.. strategy. organisational and project. During the year, there are adjustments to our organisational and project risks as a result of regular reviews. Strategy risks are, by their nature, set for the strategy period (phase 1 to August 2025) but changes would be made in response to the identification of any significant new risks. No changes were made during the year. Project level risks are reviewed monthly at a case conference meeting led by our Head of Business Support. Organisational level risk categories are managed by members of our executive team. with input from the Operational Leadership Team (senior managers at YST), and have been reviewed and updated this year. The Organisational Risk Register is reviewed by the COO and any significant areas of risk (including those at project level) are raised at regular meetings of the Operational Leadership Team. The Organisational Risk Register is also shared at each Audit and Risk Committee meeting and every other full trustee meeting. There are eleven key categories under which our organisational level risks are grouped and assessed, with mitigation plans. These are.. Welfare and Safety (Safeguarding),. People., Diversity and Inclusion- Data and Systems,. Income Targets,- Financial Environment,. Legal and Governance.. Political. Repuiational and Brand", Programme Delivery.. and School Engagement. Youth Sport Trust 21 TRUSTEES, ANNUAL REPORT 31 March 2025 Strategy level risks that would prevent the charity from achieving its strategy success measures for 2035, are updated by the executive team and presented to each Audit and Risk Committee meeting and every other full trustee meeting. The three most significant risks that would prevent us from achieving each of our three objectives (see page 8) have been identffied. In mitigation of these risks, we have established a series of goals to achieve by 2025. As outlined earlier in this report, we are assured that these mitigations have been eff￿tIVe for phase 1. These will be refreshed when phase 2 of the strategy is finalised in August 2025. The three objectives and their risks and mitigations are as follows: ent Action - build back healthier, happier and more resilient young people and level the playing field for those most disadvantaged. Risk 1 .. YST is unable to make this difference to the target groups of young people. Risk 2.. YST fails to engage the local partners required to make the impact we are aiming for. Risk 3.. YST fails to generate the evidence base for impact in our approach, limiting both impact and growih of this to more areas. Mitigations: Build a school movement in Well Schools, creating the conditions for the delivery of high quality CPD and support for teachers, and support for families targeting young people facing the impact of inequalities. 0 20 Growih Areas established and operational. 3 Place Based Areas established and operational. Staff recruited, trained & supported to have the greatest impact on young people facing the impact of inequalities. Increased sum and proportion of our income focused on young people facing the impact of inequalities. Generational Shift - to balance the demands of the digital age through the human connection of physical play and sport. Risk 1 .. YST does not generate a viable model to support young people to balance the demands of the digital age through the human Connection of physical play and sport. Risk 2.. YST fails to spark the imagination and gain the commitment of sufficienl stakeholders to create significant reach and impact. Risk 3.. YST fails to generate the evidence base for impact in our approach, limiting both impact and growth of this to more areas. Mitigations: Relaunch the Young Ambassador Movement, supporting Young People nationwide to advocate for change with a powerful and united voice. Create a new type of club environment for the next generation of sports volunteers. Publish and advocate a new youth leadership framework with belonging at its heart, embedded in all our work, ensuring we have a significant and unique impact on our targeted young people. Young people's voice is heard andlor they are C¢>creating on all YST development projects. Partnerships in place with local and national organisations to increase the reach of this young people driven generational shift. Societal Chan e - transform society's perceptions and attitudes towards the importance of physical literacy, play and sport in the education and development of young people. Risk 1.. YST fails to inspire others to commission a large-scale campaign. Risk 2.. YST inspires commissioning of a campaign but is not drivinglleading it. Youth Sport Trust 22 TRUSTEES, ANNUAL REPORT 31 March 2025 Risk 3: YST inspires a campaign which fails to impact attitudes & perceptions or suffers another failure. Mitigations: Created the strongest arguments for the need for change for young people. Created a compelling case in data and storyielling of the impact of our mission on young people. Targeted our work to prove the case in a number of areas nationally. Successfully delivered a series of impactful campaigns reaching families and wider society (e.g. NSSW). Secured partnerships to amplfy our voice with families. All workplans are updated periodically to ensure activities and actions are being undertaken to deliver the strategy. 6.0 PLANS FOR FUTURE PERIODS 2025 marks the 30th anniversary of the charity and we have used this milestone to refresh once again our Class of 2035 report (first published in 2015 with a second edition in 2020) which has generated fresh insights and updated scenarios which influence and direct much of our work. This report gives an insight into our activities during the past year, and we hope you find it informative. Looking ahead, we will be starting the new financial year with a number of priorities.. Maintaining momentum in our political advocacy and influencing as we move into a Spending Review in the summer and the budget in the autumn. The charity has been active in lobbying and advising government around a range of policy and strategy changes ahead, these include the DCMS commissioned review of the School Games Organiser network, the future of the PE and School Sport Premium, the Curriculum & Assessment Review, the Childrens Wellbeing and Schools Bill, the DCMS Youth Strategy and the Chief Medical Officers inactivity strategy and obesity strategy. September 2025 marks the launch of Phase 2 of our current 2022 - 2035 strategy. This phase will extend from 2025 - 2028. We have multiple ambitions under each of our strategy objective and have elevated our tactic around 'Change from Within, to a 4th objective- this will bring added weight and value to our organisational development in enabling us to meet the three externally facing objectives - 1) Urgent Action 2) Generational Shift and 3) Societal Change. Key Moves for the period 2025 - 2028 include the following exciting pieces of work: URGENT ACTION - implement the Well Check and Well Accreditation as well as growing the Well School Movement. Continue to deepen and track our impact in the 20 'Growth Areas, establishing a beacon school in each one, while strengthening our place-base work ensuring schools are ￿ntral to local system change. Diversify our Advocacy Networks (Headteacher Ambassadors, PE CatalYSTs) and continue to evolve our core YST programmes to meet the changing needs of young people e.g. adolescent young boys through Boys Move and teenage girls through Girls Active. GENERATIONAL SHIFT - develop and launch a Young Leaders reward and recognition scheme and roll out the relaunch of the Young Ambassador movement in England. Advocate for multi-sport provision through enrichment and youth sport, and raise the funds needed to implement more multi-sport Youth Clubs in Growth Areas. Empower more young leaders with SEND to inspire their peers and further challenge the representation youth voice locally and nationally in school and youth sport. Youth Sport Trust 23 TRUSTEES. ANNUAL REPORT 31 March 2025 SOCIETAL CHANGE- by proving and amplifying the positive impact of movement. play and sport on childrens education and development, influence government through new policy strategy and investment decision to priorities young people's access. Campaign to raise awareness of 60 active minutes for every school child {120 mins for U5's and 20 mins for children with SEND). Work towards equal access for girls and equal play for children with additional needs and SEND. CHANGE FROM WITHIN - formalise our partnership with delivery networks and introdu licencing of some of the charity's intellectual propety and deliver an improved play form to offer access to YST Iraining and resources. Grow income and funding partners to ensure a balanced budget, while reducing our carbon footprint and improve the charity's environmental sustainability. Improve YST business systems and processes to improve integration, efficiency, cost and user experience and focus on the identification. development and retention of a diverse and high performing team. 7.0 AUDITOR Buzzacott Audit LLP have indicated their willingness to continue in office subject to approval by the YST Board at the AGM in July 2025. 8.0 STATEMENT AS TO DISCLOSURE OF INFORMATION TO AUDITOR The trustees who were in office on the date of approval of these financial statements have confirmed. as far as they are aware, that there is no relevant audit information of which the auditor is unaware. Each of the trustees have confirmed that they have taken all the steps they ought to have taken as trustees to make themselves aware of any relevant audit information and to establish that it has been communicated to the auditor. The Trustees, Report, induding the Strategic Report, was approved on behalf of the board. Mr Richard Davidson Chair of trustees Date: ,1ts.7. Youth Sport Trust 24 STATEMENT OF TRUSTEES, RESPONSIBILITIES 31 March 2025 Trustees, responsibilities in the preparation of the financlal statements The trustees (who are also directors of the Youth Sport Trust for the purposes of company law) are responsible for preparing the Trustees. Report and the incorporated Strategic Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of the income and expenditure of the group forthat period. Under Company Law the trustees must not approve the financial statements unless they are satisfied they give a true and fair view of the state of affairs of the charitable company, the group and of the income and expenditure of the group for that period. In preparing these financial statements the trustees are required to.. select suitable accounting policies and then apply them consistently.. observe the methods and principles in the Charities SORP. make judgements and estimates that are reasonable and prudent. state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements,. and prepare the financial statements on the going con￿rn basis unless it is inappropriate to presume that the charitable company will continue in business. The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Youth Sport Trust 25 INDEPENDENT AUDITOR'S REPORT 31 March 2025 INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF YOUTH SPORT TRUST Opinion We have audited the financial statements of the Youth Sport Trust (the 'parent charitable company.) and its subsidiary (the 'Group') for the year ended 31 March 2025 which comprise the Consolidated Statement of Financial Activities, the Group and Charity Balance Sheets, the Consolidated Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland" (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements: + give a true and fair view of the state of the Group's and the parent charitable company's affairs as at 31 March 2025 and of the Group's income and expenditure for the year then ended., • have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice,. and + have been prepared in accordance with the requirements of the Companies Act 2006. Basis for oplnlon We conducted our audit in accordance with International Standards on Auditing (UK) (ISAS (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the Group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relatlng to golng concern In auditing the financial statements, we have concluded that the trustees, use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed. we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Group's or parent charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. Other Infomiation The other information comprises the information included in the Report and Financial Statements other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the Report and Financial Statements. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and. in doing so. consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have Youth Sport Trust 26 INDEPENDENT AUDITOR'S REPORT 31 March 2025 performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Oplnlons on other matters prescribed by the Companies Act 2006 In our opinion. based on the work undertaken in the course of the audit: • the information given in the Trustees, Report, which is also the Directors, Report for the purpose of company law and includes the Strategic Report for the financial year for which the financial statements are prepared is consistent with the financial statements., and • the trustees, report, which is also the directors, report for the purposes of company law and includes the strategic report, has been prepared in accordance with applicable legal requirements.. Matters on whlch we are required to report by exception In the light of the knowledge and understanding of the Group and the parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the Trustees, Report including the Strategic Report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us., or + the parent charitable company financial statements are not in agreement with the acLounting records and returns. or certain disclosures of trustees, remuneralion specified by law are not made" or we have not received all the information and explanations we require for our audit. Responslblliti8s of trustees As explained more fully in the Statement of Trustees. responsibilities set out on page 25, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misststement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the Group's and parent charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the Group or parent charitable company or to cease operations, or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financlal statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Youth Sport Trust 27 INDEPENDENT AUDITOR'S REPORT 31 March 2025 The extent to which the audit was considered capable of datecting irregularities, including fraud Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows: • the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non00mplian￿ with applicable laws and regulations,. and • we obtained an understanding of the legal and regulatory frameworks that are applicable to the charity and determined that the most significant frameworks which are directly relevant to specific assertions in the financial statements are those that relate to the reporting framework (Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Companies Act 2006 and the Charities Act 2011) and those that relate to data protection (General Data Protection Regulation), safeguarding legislation and the Code for Sports Governance. We assessed the susceptibility of the charity's financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by.. making enquiries of management as to their knowledge of actual, suspected and alleged fraud., and considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations. To address the risk of fraud through management bias and override of controls, we: + performed analytical procedures to identify any unusual or unexpected relationships., • tested journal entries to identify unusual transactions- and assessed whetherjudgements and assumptions made in determining the accounting estimates were indicative of potential bias. In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to: reading the minutes of meetings of those charged with governance" and enquiring of management as to actual and potential litigation and claims. There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non- compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, rf any. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. A further description of our responsibilities for the audit of the financial statements is provided on the Financial Reporting Council's website at htt ..Ilwww.frc.or .uklauditorsres onsibilities. This description forms part of our auditor's report. Youth Sport Trust 28 INDEPENDENT AUDITOR'S REPORT 31 March 2025 Use of our report This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitsble company's members those matters we are required to state to them in an auditor's report and for no olher purpose. To the fullest extent permitted by law, we do nol accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed. Catherine Biscoe (Senior Statutory Auditor) For and on behalf of Buzzacott Audit LLP, Statutory Auditor 130 Wood Street London EC2V 6DL Date: 21 July 2025 Youth Sport Trust 29 CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES 31 March 2025 Unrestricted funds 2025 Total funds 2024 Total funds General Designated funds funds Reslricled funds Notes In¢om¢ from: Donations and capital grants Charitsble actiwlies Oiher Charity Iradtng activities Investments Other trading aclivities Total 367,957 307,957 267,579 10,684,864 10,684,864 8.559.277 382,645 464.463 322,699 356,485 464.273 443.331 10,684,864 12.222,438 10,091,135 382,645 322,699 464,273 1,537,574 Expenditure on: Raising funds Charitsble activities Other trading activities Totsl 41,176 7 1,356,497 259,716 8 1,657,389 192,049 319,360 552.585 538,522 367.409 10,990.436 12.714,342 10,235,518 259.716 179,802 559.458 11,309,796 13,526.643 10,953,842 N•t exponditure 1119,8151 1559,4581 1624.9321 {1,304,2051 {862,707) Not movèmènt In funds 1119,8151 1559,4581 1624.9321 (1.304,2051 {862.707} Ro¢on¢iliation of funds Fund balances al 1 April 2024 Fund balancos at 31 March 2025 5,292,360 5,172.545 1,025.684 466,226 2,829,764 9.147,808 10,010,515 2,204.832 7,843,603 9,147,808 The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006. All of the charity's activities derived from continuing operations during the current financial year. All recognised gains or losses are included in the above statement of financial activities. Youth Sport Trust 30 BALANCE SHEET 31 March 2025 Group 2025 Charity 2024 2025 2024 Notes Fixed assets Tangible assets Investment in Subsidiary 11 18 66.976 70,413 66,976 70,413 66.976 70.413 66,977 70,414 Currenl assets Stock Debtors Short tem) deposits Cash at bank - 31 day notice Cash at bank and in hand 12.693 9,013 12 1,001,297 1.232.108 783,220 4,678,515 4,837,050 4,678,515 3,050,636 3,600.000 3,050,636 1,169,632 765.365 872,710 9,912,773 10,443,536 9,385,081 1,014,775 4,837,050 3,600,000 422,305 9,874,130 Llabllltles Creditors: amounts falling due wtthin one year 13 (2,136.146) (1,366,141) {1,987,275) {1,232,2141 Net current assets 7,776,627 9.077,395 7,397,806 8,641,916 Totsl assets less current liabilitiès 7,843,603 9,147,808 7.464,783 8.712.330 Income funds Restricted funds Unrestricted funds: General Designated 14 2,204,832 2,829,764 2,204,832 2,829,764 5,172,545 466,226 5,292,360 1,025,684 4,793,725 466,226 4,856,882 1,025.684 15 Total funds 7,843,603 9,147,808 7.464,783 8.712,330 The parent charily's net movement in funds for the year was outgoing funds of £1,247,547 (2024= outgoing funds £1.011,866). The financial statements on pages 30 to 48 were approved by the Board and authorised for issue on 16 July 2025 and signed on its behalf by.. Mr Richard Davidson Chair Company Registration No. 4180163 (England and Walès) Youth Sport Trust 31 CONSOLIDATED STATEMENT OF CASH FLOWS 31 March 2025 2025 2024 Note Cash fiows from operatlng actlvltles Net cash used in providing operating activities A {585,057) 11,463,163) Cash flows from Invesllng activities 439,960 {4,497,734) Change in cash and cash equlvalents In Ihe year (145,097) {5,960,897) Cash and cash equivalents at the beginning of the reporting period Cash and cash equlvalents al the end of the reporting period 4,365,365 10,326,262 C 4,220,268 4,365,365 A Reconciliation of net expenditure to net cash flow from operating activities 2025 2024 Net (expenditure) for the reporting period Adjusted for: Depreciation charges for amortisation and losses on disposals Interest from investments Decrease in debtors Increase l {Decrease) in creditors (Increase) l Decrease in stocks Net cash used in by operating activities (1,304,205) (862,7071 44,711 43,610 {322,699) (356,4851 230,811 31,431 770.005 (333,197) {3,680) 14,185 {585,057) (1,463,163) B Cash flows from investing activities 2025 2024 Purchase of Equipment Bank Interest Purchase of short temi deposits Withdrawal of short temi deposits Total ￿$h provlded by l (used Inl InvestSng activltles (41,274) {17,169) 276,609 129,435 {4,200,000) 15,610,000) 4.404,625 1,000,000 439,960 14,497,734) C Analysis of changes Sn cash and cash equivalents 2024 Cash flows 2025 Cash at bank Cash at bank- 31 day notice Total cash and cash equlvalents 765,365 3,600.000 4,365.365 404,267 1.169.632 1549,364} 3,050,636 1145,097} 4,220,268 No separate reconciliation of net debt has been prepared as there is no differen￿ between the net cash (debt) of the charity and the above cash and cash equivalents. Youth Sport Trust 32 PRINCIPAL ACCOUNTING POLICIES 31 March 2025 General Infonnation Youth Sport Trust is a charitsble company incorporated in England and does not have share capital. The address of the charity's registered office is SportPark, 3 Oakwood Drive, Loughborough. LeI￿sterShire. LE11 3QF. Basis of accounting The financial statements have been prepared in accordan￿ with Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Stsndard applicable in the UK and Republic of Ireland {FRS 102) (effective 1 January 2019)- (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS 102) and the Companies Act 2006. Youth Sport Trust meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost Of transaction value unless otherwise ststed in the relevant accounting policy. These accounts are prepared in sterling which is the functional currency of the charity and rounded to the nearest pound. The principal accounting policies adopted. judgements and key sources of estimation uncertainty in the preparation of the financial statements are set out below. Basis of consolidation The Group accounts consolidate the financial statements of the charity and its trading subsidiary, Youth Sport Trust Enterprises Limited ('YSTe") (company number 03289889), on a line by line basis. Intra-group transactions are eliminated on consolidation. Surpluses and deficits of organisations entering or leaving the Group are included from the date of acquisition or up to the date of disposal. The Charity has taken exemption from presenting its unconsolidated SOFA under section 408 of Companies Act 2006. Income Income is recognised when the Group has entitlement to the funds, any performance conditions attached to Ihe items of income have been met, it is probable that the income will be received, and the amount can be measured reliably. Donations and sponsorship income - the income received from donations and sponsorship is accounted for once the conditions for receipt have been met and there is probability of receipt. Donated assets are accounted for as soon as they are received and are included in the financial statements at a reasonable estimate of their value. Any income arising from donated assets is accounted for on a receipts, basis. Government grants and contracts - the income arising from these sources is accounted for when, and to the extent. that the Group has the entitlement to the consideration and receipt of funds is probable. Youth Sport Trust 33 PRINCIPAL ACCOUNTING POLICIES 31 March 2025 Income {continued) The recognition of income from government grants and contracts is dependent upon whether.. the donor specifies that the grant or donation musl only be used in future accounting periods., or the donor has imposed conditions which must be met before the Group has unconditional entitlement. Fundraising event income is accounted for on a receivable basis. Membership income is recognised in the year it is invol￿d as the majority benefits accruing to members are received in the same year. Investment income is recognised on a re￿1vable basis. Donated services and facilities Where services are provided to the Group as a donation thal would normally be purchased from suppliers, this conlribution is included in the financial statements as an estimate based on the value of the contribution to the Group. Expenditure Expenditure is recognised as soon as there is a legal or constructive obligation committing the Group to the expenditure. Expenditure is recognised when a liability is incurred. Contractual arrangements and performance related grants are recognised as goods or services are supplied. Other grant payments are recognised when a constructive obligation arises that results in the payment being unavoidable. Raising funds are those costs incurred in attracting income, and those incurred in any trading activities that raise funds. Charitable activities include expenditure associated with the provision and organisation of sports facilities in accordance with the objects of the charity and nclude both the direct costs and support costs relating to these activities. Included within support costs are amounts for staff costs and governance costs (which include those incurred in the governance of the Group and its assets and are primarily associated with the constitutional and ststutory requirements). This represents the allocation of salary costs for persons employed by the charity who are actively involved in both direct charitable activities in addition to administrative duties. All support costs have been allocated to Group cost categories on a basis consistent with the use of resources. Taxatlon YST is a registered charity and undertakes activities which, under present legislation. are not subject to Corporation Tax. Irrecov6rable VAT All resources expended are classified under activity headings that aggregate all costs related to the category. Irrecoverable VAT is charged against the category of resources expended for which it was incurred. Youth Sport Trust 34 PRINCIPAL ACCOUNTING POLICIES 31 March 2025 Debtors Trade and other debtors, which are receivable within one year, are initially recognised at the transaction price and subsequently measured at amortised cost, being the transaction price less any amounts settled and any impairment losses. Cash and bank balances Includlng short term deposits Cash and bank balances includes cash and short-term, highly liquid investments, with a short maturity of three months or less from the date of acquisition. Short term deposits are defined as any deposit with a notice period of more than three months but not more than a year at the date of inception. Trade creditors and Ilabilities Trade creditors payable within one year are initially measured at the transaction price and subsequently measured at amortised cost, being the transaction price less any amounts settled. Financial instruments The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. Tangible fixed assets and depreciation Tangible assets with a useful life of more than one year, and which cost in excess of £1,000. are capitalised and included at cost. Depreciation is provided on all tangible assets, so as to write off the cost of each tangible asset on a straight-line basis over its expected useful life as follows= Fixtures, fittings and equipment 10 years Computer equipment 3 years Leasing and hlre purchas6 commitments Rentals payable under operating leases are charged to the Statement of Financial Activities on a straight-line basis over the period of the lease. Accumulated funds General funds are available for use at the discretion of the trustees, in furtherance of the general objectives of the charity, and which have not been designated for other purposes. Designated funds are those that have been set aside by the trustees for specific purposes to support the parent charity's mission. Where there is an underspend on a designated project, the funds are transferred to unrestricted funds. Restricted funds are funds which are to be used in accordance with specrfic restrictions imposed by donors. or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specrfic fund. Overhead costs are spread across the projects in proportion to total payroll and consultancy costs. The aim and use of each restricted fund are set out in the notes to the financial statements. Youth Sport Trust 35 PRINCIPAL ACCOUNTING POLICIES 31 March 2025 Transfers be￿een unrestricted and restricted funds represent the charity's contribution towards the costs incurred in carrying out projects substantially funded by external restricted funding. Going concern YST has secured "system partner" funding from Sport England up to March 2027 at just under £3m a year and has a contract with the Wimbledon Foundation for a further 2 years that is in excess of £1m a year. The current FA contract wns to August 2025 and negotiations are in place to secure a further £1 m that will go to August 2026. Currently 74 % of the budgeted income for the financial year 2025126 has already been confirmed. The charity as at the year end had £4.8m of unrestricted resefves (excluding designated of £0.5m and trading company of £0.4m) which is more than the minimum reserves requirement of £3.2m. Taking the above into consideration, the trustees consider that the Group has adequate funds to meet anticipated future objectives. The financial statements have been prepared on a going concern basis. Critlcal accounting estimates and areas of judgement Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The key estimates used are: Estimating the useful economic lrfe of tangible fixed assets for the purposes of determining depreciation rates,. Estimating the completion of multiyear projects, including how much income to defer or accrue,. The allocation of staff and support costs,. and Estimating future income and expenditure for the purposes of the going concern assessment. We have considered whether the restricted funds received by the charitable company are performan￿ related grantslcontracts or not. For those we have concluded meet the definition of performance related granlslcontracts, we confirm that the expenditure incurred on each granvcontract is the most appropriate measurement to determine the level of performance delivered. Youth Sport Trust 36 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 1 Comparative inforniation - statement of flnancial activities Unrestricted funds 2024 Total funds General Designated ReStr￿ted funds funds funds Notes Income from.. Donat￿￿$ and capital grants Charitable activilAes Other Gharity trading actiwt￿s Investments Other tr8ding actiwties Total 224.859 42,720 267,579 8.559.2T7 8,559,277 464,463 356,485 443.337 8,607,997 10,091, 135 464.463 356,485 443,331 1,489, 138 Expenditu￿ on.. Raising funds Charilable actiwtles Other trading actiwties Total 85,316 7 1,388,658 179,802 8 1,653,776 152,460 300.746 538.522 129. 145 8.777.715 10.235,518 179.802 281,605 9,018,461 10,953.842 Nel income (expenditure) {164,638J (281,605) {416,464J (862, 707) Tronsfers betsveen funds 15 Nel movement in funds 1764,638J (281,605) (416,464) (862,707) Reconciliation of fvnds Fund balances al l Apnl 2023 Fund balan￿S al 31 Ma￿h 2024 5,456,998 5,292,360 1.307,289 3.246.228 10.010,515 1,025,684 2,829,764 9, 141.808 2 Donations and legacies 2025 Total funds 2024 Total funds Unrestricted Restricted funds funds Garfield Weston Foundation John Armitage Charitable Trust Foresters Friendly Society Allianz SE {Germany} Other grants and donations 100,000 60,000 45,176 100,000 60.000 45,176 50,000 30,000 42,720 144,859 267.579 162,781 367,957 162.781 367,957 Donations and legacles comparatlve Infomiatlon 2024 Total funds Unrestricted funds Reslricled funds John Armilage Charitable Trust Foresters Friendly Society Allianz SE (Germany) Other grants and donations 50,000 30,000 50,000 30,000 42,720 144,859 267,579 42,720 144,859 224,859 42,720 Youth Sport Trust 37 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 3 Charitable activities 2025 Total funds 2024 Total funds Unrestricted Restricted funds funds Active Partnerships (funded by DFE) Department for Education Sport England Sportscotland Sport Wales Chamwood Borough Council Comwall Council Milton Keynes Council Dorset Council Oxfordshire County Council Plymouth City Council Wiltshire Council Active Ess8x Chance to Shin8 Foundation Wimbledon Foundation The Julia & Hans Rausing Trust The Laureus Sport for Good Foundation The Charity of Sir Richard Whittington - The Mercers. Company Loughborough University The Football Association The Football Association of Wales Ladies Gaelic Football Association Lawn Tennis Association Major League Baseball Europe Ltd BaseballSoftballUK Rugby Football Union Lego Lidl Nike Ortus Energy Ltd Allianz Management Services Limited Teach first Other charitable activities 90,657 299,865 6,215,473 100,983 149,267 256,971 9,234 9,531 26,036 16,743 10,107 14.645 12.970 11,102 1,264,713 25.000 90.657 299,865 6,215,473 100,983 149,267 256.971 9.234 9,531 26,036 16,743 10.107 14,645 12,970 11,102 1,264,713 25,000 77,571 295,069 4,369,120 49,595 165,500 297,443 63,450 42,340 57,870 27,224 895,262 20,000 3,993 50,668 108.000 1,076,531 34,680 39,902 74,648 37,492 50,668 108,000 1,076,531 34,680 39,902 74,648 37,492 80,661 1,442,864 66,719 9,681 58,400 63,101 34,289 96,250 205,000 102,416 159,005 205,000 102,416 159.005 145,310 7,848 25,000 84,500 32,236 47,981 8,559,277 75.000 75,000 100.000 100,000 9,290 9.290 98,935 98,935 10,684,864 10.684.864 AII 2024 income from charitable activities related to restricted funds 4 Other trading activities 2025 Total funds 2024 Total funds Unrestricted Restricted funds funds Conferenceslmembership & other 382,645 382,645 464.463 AII 2024 income from other Irading activities related to unrestricted funds Youth Sport Trust 38 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 5 Investment income 2025 Total funds 2024 Total funds Unrestricted Reslricted funds funds Bank interesl- YST Bank interest - Subsidiary 315,946 6,753 322,699 315,946 6,753 322.699 351,113 5,372 356.485 All 2024 investment income related to unrestricted funds 6 Other trading activities 2025 Total funds 2024 Total fvnds Unrestricted Reslricted funds funds Youth Sport Trust Enterprises Income: Net sales from trading activities 464.273 464,273 443,331 Expenditure.. Net expenditure on trading activities 259,716 259,716 179,802 AII 2024 income and expenditure from other trading activities related to unrestricted funds 7 Expendlture Charitable activities.. Tactic 1: Equip educalors to rebuild wellbeing and level up life chances of the young people most affected by Covid-19, and those suffering from the effect of inequalities. Tactic 2: Empower young people by unleashing a nationwide community of young leaders who harness the positive power of play and sport to improve wellbeing. build friendships, and foster understanding. Tactic 3: Unite a movement of organisations to reclaim play and sport at the heart of every school and make it fun for everyone. Tactic 4: Mobilise infiuencers in all areas of public lrfe to make the decline of physical activity levels and human connection in a digital age, matters of national concern. Tactic 5: Help families understand and champion their children's physical literacy and its importance to a healthy and happy childhood. Tactic 6: Change from within by increasing our impact on, connection with, and relevance to, a changing world. Youth Sport Trust 39 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 Expenditure (continued) 2025 Total funds 2024 Total funds Direct Direct costs Salary costs Support costs ActSvlty (Strateglc Tactics) Educators Young People Organisations Influencers in public lrfe Families Change from within 2,050,927 1,186,517 2,024,578 1,242,146 2,306,612 832.758 234.861 15,288 128,832 8,024 86,593 545,244 6,832,403 3,829,977 635,692 3,873,136 3,824,161 665,497 3,932,221 3,313,917 446,161 3,585,531 2,375,964 8,191 258,340 46,540 4.298 141,154 54,668 292,123 923,960 620.268 2,051,962 12,714.342 10,235.518 Direct costs and direct salary costs are on an as incurred basis. Support costs are allocated to charitable activities in proportion to direct salary costs. Comparative information for expenditure on charitable activities 2024 Total funds Direct Direct costs Salary costs Support costs Activity Educators Young People Organisalions Influencers in public life Families Change from within 1,826,074 1,312,287 1,360,676 1,282,833 1,264,713 729,838 39,813 4,418 37,977 10,962 59,210 368,487 4,588,463 3,708,825 685,800 3,824,161 670,408 3,313,917 381,413 2,375,964 2,309 46,540 5,729 54,668 192,571 620,268 1,938,230 10,235,518 Support c¢)sts consist of.. 2025 Tolal funds 2024 Total funds Salaries (management & administration), consultsnts and associated costs Slaff recruitment, training and welfare Travel and subsidence Office and IT costs Rent, rates and service charga Insurance Depreciation Govemance costs Costs attributable to the trading subsidiary 1,214,927 1,134.198 93,019 93.415 190,633 180,661 375,983 338,587 125,422 137.976 23,331 22,162 44,711 43,610 121,536 119,521 {137,600) (131,900} 2,051,962 1,938,230 Youth Sport Trust 40 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 8 Total expenditure Total expenditure includes- 2025 Total fvnds 2024 Total fvnds Staff costs (note 10) Auditorfs remuneration.. . Audit- currenl year . Other- tax services Operating lease rentals - land and buildings Depreciation - owned assets 5,102,398 4,934,528 31,769 5,869 44,890 44,711 30.039 5.102 44,89) 43,610 9 Trustees and key management personnel None of the trustees (or any persons connected with them) received any remuneration during the year. Payments totalling £816 (2024: £1.690) were made to 6 (2024.. 7) trustees to reimburse expenses. The charity has trustee indemnity insurance (cover of £5m) in place at a cost of £5,792 (2024: £5,612). The total compensation, including employer national insurance and pension contributions. payable to key management personnel of the Group was £694.174 (2024.. £720,224). 10 Employees The average monthly number of employees during the year was.. 2025 No. 2024 Programme delivery: Direct delivery Programme support Management and administration 61 29 22 112 62 28 22 112 The average number of full-time equivalent employees during the year was: 2025 2024 No. Programme delivery: Direct delivery Programme support Management and administration 57 28 21 106 59 27 20 106 Youth Sport Trust 41 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 Employees (continued) 2025 2024 Employment costs Wages and salaries Social security costs Other pension costs Apprenticeship levy 4,440,030 429,701 207,642 20.825 5,098,198 4,200 5,102,398 4,306.634 412,718 194.947 20.229 4.934,528 Redundancy costs 4,934,528 Pension costs are allocated to activities in proportion to employee time spent. The number of employees whose annual emoluments were £60,001 or more were.. 2025 No. 2024 No. £60.001- £70.000 £70,001- £80.000 £80,001- £90,000 £90,001- £100,000 £120,001- £130.000 £130,001- £140,000 £140,001- £150,000 The employer pension contributions in respect of the above employees were £42,452 (2024.. £39,164). 11. Tanglble Flxed assets - Group Fixtures, fittings and fumiture Computer equipment 2025 Total Cost Al 1 April 2024 AdditFons Disposals Al 31 March 2025 164,699 41,274 237,473 402,172 41,274 205.973 237.473 443,446 Depreclatlon At 1 April 2024 Charged in the year Disposals At 31 March 2025 130,216 36.506 201,543 8.205 331,759 44,711 166,722 209,748 376,470 Net book value At 31 March 2025 At 31 March 2024 39,251 34,483 27,725 35,930 66.976 70,413 Youth Sport Trust 42 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 12. Debtors Group 2025 Charity 2025 2024 2024 Trade debtors Prepayments and accruad income VAT repayment Amounts owed by group undertakings 732,151 269,146 904.682 276,725 50,701 478,415 265,358 626,730 269,425 82,120 36,500 1,014,775 39.447 783,220 1,001,297 1,232,108 13. Credltors: amounts falling du• within one yèar Group 2025 Charity 2025 2024 2024 Trade creditors Accruals and deferred incoffle Other tax and social secursty Amounts owed to group undertakings 705,008 1,237,815 193,323 382,871 862,813 120,457 690,413 1,087,352 158,072 51,438 1,987,275 376,039 727,534 120,457 8.184 1,232,214 2,136,146 1,366.141 All financial instruments are measured at amortised cost. 2025 2024 Net movement and deferred income Balance at 1 April 2024 Utilise(J during the year Additional income deferred Balance at 31 March 2025 322,321 277,495 (340,854) (253.482} 298,796 298.308 280,263 322,321 Deferred income relales to projects that had not completed at year end, where final deliverables are still to be made. Youth Sport Trust 43 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 14. Restricted funds The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specth'c purposes: Movement in funds Balance 1 April 2024 Balance 31 Transfers March 2025 Income Expenditure Charltabl• activitios Sport England (System Partner & delivery) School Games Barclays Girfs Football School Partnerships by The FA Sthool SportJEducalion & Delivery Indusion 2024 457,558 237,500 3.845.432 2,581,588 4,238,373 2.687.783 64,617 131.305 1.199,200 10,219 1,076.531 1.375,765 10,219 298,001 37,799 900.566 299,865 Teacher Training Sport Wales - Sport & Leisure Recovery Packagel Vision. Connecting Communities Through Cricket- Breaking Boundaries Set For Suecess Fundamental Movement Skills Dorset Coundl - Healthy Movers Chamwood Borough Council - Generation Chamwood Other individual pr0grammes<£1￿k income Total 41,316 3.517 3,847 149.267 153,114 411,167 1,676 1.264.713 813.518 862,362 1.676 26.036 26.036 99,204 256,971 287.900 68.275 368,077 1.184.461 1.381,888 2,829.764 10,684,864 11.309,796 170.650 2.204,832 Pu oses of restricted funds En land S stem Partner & delive In March 2022, YST was awarded a 5-year contract to support "System Partner" and school sport delivery roles. Sport England have embarked on their 10-year strategy to level up access to sport and physical activity across the country. The focus is to tackle inequalities and support everyone in England to access the profound physical, mental and community benefits of sport and physical activity. During the 5 years, work on school sport delivery will dimmish and the System Partner role will increase. School Games land School Games covers 2 areas of work: Hosting of the 2024 School Games National Finals at Loughborough University. Funded by Sport England, Home Countries and National Governing Bodies, this event contributes to the overall talent system by providing support to the development of aspiring athletes in a multi-sport environment. School Games Mark - programme is to create rigour and consistency across School G8mes Mark through the appointment of a third party to undertake the external validation process. They will also be used to illustrate to the DfE the impaot of their equal opportunities, ambitions within PE and in the co-curricular space. Barcla s Girls Football School Partnershi land Football The FA YST are working with The Football Association to grow and develop girls, football in schools in England, giving every girl equal access to football in school by 2024 (see section 4.6.2)- Youth Sport Trust 44 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 School S ort/Education and Deliver This programffle is now complete. 18nd Inclusion 2024 DfE The main outcomes for Inclusion 2024 are to both increase and improve opportunities for young people with special educational needs and disabilities (SEND) in engaging with PE and School Sport. This requires examining and improving provision and training through high quality resources, innovating through place-based projects and increasing the quantity and quality of training for practitioners (see section 4.6.4). Teacher Trainin land Building on the Secondary Teacher Training (STh) national rollout, this project enables schools to plan and implement work thal aims to develop and redefine physical education to make it more engaging and appealing to all pupils. S ort & Leisure Recove P8cka e/Vision for S ort in Wales S ort Wales The partnership with Sport Wales has continued to empower more young people to reach their full potential through Sport and Physical Activity. This has been achieved through equipping educators, continuing to build and develop a strong ne￿ork of practitioners and empowering young people to develop essential life skills and become the leaders of physical activity through Young Ambassadors across Wales. Set For Success The Wimbledon FOundat￿n Set for Success is an intensive youth leadership initiative funded by the Wimbledon Foundation in partnership with Barclays and delivered by the Youth Sport Trust. Set for Success has been delivered since February 2020. The contract is in its second year of delivery since the renewal in 2023. It seeks to support young people at risk of not achieving their full potential through a series of active learning and sport sessions delivered by inspirational athlete mentors and teachers. Set for Success supports participants to improve their lrfe and employability skills. their engagement at school, as well as develop their confidence, aspirations and self-esteem. The programme, which has been scaled up in 2023124, was delivered in 15 areas of the UK this year to over 82 Set for Success schools. Delivery also includes a series of national and regional events, taking young people to inspirational venues such as the All-England Lawn Tennis Club (AELTC). Fundamental Movement Skill Nike YST and Nike have created a movement for sport play-kit for teachers and coaches which provides fourteen fun and progressively challenging activities for children aged 8-12 years to ensure that children develop a full range of movement skills, in terms of their stability, locomotion and object control. Public Health Dorset Dorset Council The Dorset Healthy Movers programme aims to develop physical literacy in children 2-5 years old and improve their school readiness and social mobility. It provides them with the opportunity to achieve a good level of physical development linked to their language and literacy skills. In doing so, it will increase the children's self-esteem and wellbeing, develop agility, balance, and co-ordination, which all help children gain a better start to their life, improve school readiness and, in time, social mobility. Charnwood Borou h Council- Generalion Charnwo(x Funded by Government through the UK Shared Prosperity Fund, this is a free-to-access programme for primary and secondary schools in the Leicestershire borough of Youth Sport Trust 45 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 Charnwood. It is aimed at supporting teachers to equip pupils with the relevant life skills, resilience, and improved wellbeing to help them be ready for the world of work in the future. The programme is delivered jointly by the Youth Sport Trust and Active Together. 15. Designated funds The income funds of the Group and charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.. Balance at 31 March 2025 Balance at 1 April 2024 utilisedl realised Transfer Investment plan - Developing Systems & processes 1,025.684 1,025,684 {559.458) (559,458) 466,226 466,226 Investment plan In the 2022 Annual Report, the Youth Sport Trust earmarked £1,340.000 as designated funds to support the first phase (2022 2025) of their 13-year strategy "Inspiring Changemakers, Building Belonging.. The remaining balance of funds will be used to complete pilot projects for 'after school activities. and "making an impact locally" Furthermore, there are projects around improving our storytelling, understanding our audience, campaigning, improving our environmental sustainability and investing in digital technology. 16. Analysis of net assets between funds General Designated funds funds Restricted funds Total 2025 Group Fund balances at 31 March 2025 are represented by.. Tangible fixed assets Current assets Creditors.. amounts falli￿ due within one year 66,976 7,241,715 66,976 2,204,832 9,912,773 466,226 (2,136,146) 5,172,545 (2.136.146) 7,843,603 466,226 2.204.832 General Designated funds funds Reslricled funds Total 2024 Group Fund balances at 31 March 2024 are represented by.. Tangible fixed assets Current assets Cr8ditors.' amounts falling due within one year 70,413 6, 588,088 70,413 2,829, 764 10.445,536 1,025,684 (1,366, 141) 5,292,360 (1,366, 141) 9,147,808 1,025,684 2,829, 764 Youth Sport Trust 46 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 General Designated fvnds funds Restricted funds Total 2025 Charity Fund balances at 31 March 2025 are represented by.. Tangible fixed assets Investment in subsidiary Current assets Creditors= amounts falling due within one year 66,976 66,976 6,714,023 466.226 2.204,832 9,385,081 (1,987,273) 4,793.727 (1.987,273) 7,464,785 466,226 2,204.832 General Designated funds funds Restricted funds Total 2024 Charity Fund balanGes al 31 March 2024 are represented by.. Tangible fixed assets Investment in subsidiary Current assets Creditors.. amounls falling due within one year 70,413 70,413 6,018,682 1,025,684 2,829,764 9.874. 130 (1,232,214) 4,856,882 (1,232,214) 8,712,330 1,025,684 2,829, 764 17. Commitments under operating leases The total, future, minimum lease payments under non-cancellable, oper8ting leases are as follows: Group and charity Land and buildings 2025 2024 Amounts due.. Within one year Be￿een two and five years In over five years 44,890 179,559 572,344 796,793 44,890 179,559 617.234 841,683 18. Subsidiary undertakings The charitable company owns the entire issued share capital of YSTe, a company ncorporated in England and Wales (registered number 03289889}. YSTe's registered address is the same as the parent charity. as shown on page 1. The principal activities of YSTe are the design and development of innovative resources and managing the supply chain. They market and sell specialist sports equipment, resources and other products (via an online store) that are sourced from suppliers in the UK and overseas. YSTe activities underpin the work of the Youlh Sport Trust. The result for the year ended 31 March 2025 was a profit of £211.309 (2024.. £268,901 profit). At 31 March 2025, YSTe had assets of £623,150 (2024.. £645,509), liabilities of £244.329 (2024.. £210.029) and shareholders, funds of £378,821 {2024: £435.480). Youth Sport Trust 47 NOTES TO THE FINANCIAL STATEMENTS 31 March 2025 19. Related party transactions Two of the three members of the company (Sir J L Beckwith and Viscount Mackintosh of Halifax) are the trustees of Youth Sport Trust International (YSTI), an unincorporated charity. YSTI YSTe 2025 2024 2025 2024 Sale of goods in year Grants and donations received from related parties Purchase of goods in year 12,407 22,177 137,600 162,317 35,792 95,180 139,972 Amounts due from relaled parties Amounts due lo related parties 20,993 1,352 5,665 39,447 51,438 36,500 8.184 During the year the following related party transactions took place.. fees totalling £0 {2024.. £146) have been paid to Jam37 in relation to consultancy services provided. The owner of Jam37, Joanna Coates, is also a trustee. fees totalling £4,000 (2024: £2,000} 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 was an employee until 31st May 2024 and part of the Key Management (executive) Team. income totalling £21,144 (2024: £27,632) has been invoiced to Chance to Shine in relation to the Chance to Shine programme, of this £10,572 is included in debtors as at 31 March 2025. The CEO of the Youth Sport Trust is also a trustee of Chance to Shine. fees totalling £6.500 (2024: £0) have been charged by Davidson and Gill Executive Coaching in relation to consultancy services provided. The owner of Davidson and Gill Executive Coaching is the spouse of the CEO of the Youth Sport Trust. None of the above transactions or balances with related parties are secured. Youth Sport Trust 48