2025-03-31-accounts

Company Registered number: 04538433 England & Wales Charity Registered number: 1094677 HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

HOPE FOR TOMORROW (A company limited by guarantee) CONTENTS Page Charity Reference and Administrative Details Welcome from the Chair Trustees, Annual Report 3-23 Independent Auditor's Report 24-27 Statement of Financial Activities 28 Balance Sheet 29 Statement of Cash Flows 30 Notes to the Financial Statements 31-45

HOPE FOR TOMORROW (A company limited by guarantee) REFERENCE DETAILS OF THE CHARITY AND THE KEY PARTICIPANTS FOR THE YEAR ENDED 31 MARCH 2025 Trustees and Members Dr Sean Elyan Graham Ramsay- Vice Chair Andrew Good311 Paul Tuck Peter Sharpe (appointed 27 January 2025) Paul Hooper- Chair Giles Skevington-Pink (resigned 27 January 20251 Claire Maddox Michael Crawford (appointed 4 November 20241 Chief Executive Officer Tina Seymour Senior Management Team (SMT) CEO, Head of Operations, Head of Fundraising and Marketing and Head of Finance Principal and Registered Office 101 The Waterfront, First Floor, Stonehouse Park, Sperry Way, Stonehouse, Gloucestershire, GLIO 3UT Auditor Crowe U.K. LLP, 4th Floor, St James House, St James, Square, Cheltenham, Gloucestershire, GL50 3PR Bank The Co-operative Bank plc, l Balloon Street, Manchester, M60 4EP Sol icitors HCR Legal LLP, Ellenborough House, Wellington Street, Cheltenham, Gloucestershire, GL50 IYD

HOPE FOR TOMORROW (A company limited by guarantee) WELCOME FROM THE CHAIR FOR THE YEAR ENDED 31 MARCH 2025 It gives us great pleasure to presentthe Trustees, Annual Report and Financial Statements for the year ended 31 March 2025. The Charity launched its Growth Strategy in April 2024, and it sets out the aims and objectives for Hope forTomorrow for the next 5 years. As a charity we have worked hard on updating our fleet to ensure it is fit for purpose and sustainable. In August 2024 our move into Lung Cancer Checks has been successful and through this unit's work we have been able to assist some of the hardest to reach people in deprived communities. The financial climate has continued to be challenging, but despite this we were able to fully fund the largest of its type of Lung Cancer Screening Programme Unit fully and raise the funds to rebuild the Gloucestershire Mobile Cancer Care Unit, which was delivered in December 2024 and was publicly launched in April 2025. These units can now treat and assess people in the latest model of units in convenient locations. This all reducing the stress, cost and effort that so many people must make to receive diagnosis and treatment. Grants and Trusts income, together with the legacies we received, are the backbone of our income generation. We want to thank all of those who have supported us. As we get no statutory funding, our corporate partners have again been astounding. This year to add to the wing-walks, raffles, bake sales and golf days,. a bunch of brave supporters trekked the Sahara to raise vital funds. Corporate partners have also sponsored our events and introduced us to their network allow us to tell more people about our work and the impact it has on patients. This is so important for a small charity. Our work would not be possible without our supporters and volunteer fundraisers, so we must extend a very special thank you to each and every one of you. The new and creative ways you found to raise funds has been inspiring. Every hard-earned pound that you donate to our work ensures that we can help as many NHS Trusts as possible - we are Incredibly grateful to everyone who has chosen to support us and proud of what we have achieved together thls year, Our patrons and ambassadors continued to support us in so many ways. Your time is precious so thank you for sparing some of it to help raise awareness of the Charity and the impact it makes. We are delighted to say that our group of ambassadors continues to grow, we thank all of you for all your efforts in assisting us to raise our profile. And finally, we want to personally extend our thanks to all the Staff of the Charity who worked so hard in many ways, Paul Hooper Chair

HOPE FOR TOMORROW (A company limited by Euarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 The Trustees are delighted to present their annual report together with the financial statements for Hope for Tomorrow (the Charity) for the year ended 31 March 2025. The Trustees confirm that the annual report and financial statements of the Charity comply with the current statutory requirements of the Charity's governlng document and the provisions of the Statement of Recommended Practice ISORP), applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable to the UK and Republic of Ireland {FRS 1021 leffective I January 20191. The Trustees, report satisfies the requirement for a directorfs report under company law. Under section 383 of the Companies Act 2006 the Charity is defined as a small company and therefore is exempt from preparing the strategic requirements of medium and large companies. However, the trustees have adopted best practice disclosure within this report. Hope for Tomorrow Hope for Tomorrow is a national charity which designed the world's first mobile cancer care unit, which was launched in Gloucestershire in February 2007. Finding out that you have cancer is devastating. With treatment often being traumatic, time consuming and stressful and with the associated practical and financial Issues experienced by many patients and their families, it can be life changing. Since 2007 we have been dedicated to bringing cancertreatment into the heart of communities and therefore reducing long traveling times, decreasing waiting times for treatments and avoiding the stresses and strains of busy oncology centres. Patients can have their care closer to their homes or work, allowing them to have more control of their lives whilst living with cancer. We now are offering other mobile solutions to help ensure that people are diagnosed and get further cancer services within their communities. Strategy In April 2024 we launched our new 5-year growth strategy. This is an ambitious plan which highlights how we want to widen our offering and change the cancer pathway to reach more patients. We have already met some of the milestones that we set out in the strategy including launching a Lung Cancer Screening Programme unit in Manchester. This is already assessing patients at volume and is resulting in early d iagnosis happening. Our Vision The reality we have set out to achieve: Continuously improving the cancer pathway for more patients in more convenient locations. Our Purpose The belief that drives us: Helping every community to have equal access to cancer services.

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Our Mission What we're doing to achieve the vision: Creating new spaces for increasing the delivery of patient-centric NHS cancer services within communities. Our Objectives To ensure more of the cancer patient pathway can be accessed and delivered on board our mobile units. To grow our offering to ensure that cancer services are available to more people. Increase awareness of our services and the work we do and become the provider of choice for mobile cancer care solutions. To be as responsible and sustainable as posslble. We will be as efficient as possible, using our resources wisely. STRATEGIC REPORT How our activities deliver public benefit We have a duty to report on the public benefit we deliver under section four of the Charities Act 2011. Taking the Charity Commission's guidance into consideration, the Board is satisfied that our public benefit requirements have been met. Our units, main activities include the treatment of cancer patients with oncology drugs but also includes supplementary care such as PICC line cleaning, blood testing and the collection of oral medication. This is done on board our units which are taken into communities and where our NHS partners judge they will maximise impact. Working closely with NHS Trusts across the country we help as many people as possible to access convenient cancer care. Onboard our units, patients receive the same exceptional care, just as they would in a hospital setting. The big difference that they comment on is there are many more smiles and it's a more relaxing and comfortable environment. I n fact, because of the less clinical, stress free environment on board the unit, the specialist nurses on the unit say that many patients can tolerate their treatments better. The units a re easily accessible and have patient lifts for those with mobility issues. They are stationed in convenient, large spaces such as supermarket or community hospital car parks. Some patients tell us that initially they are worried that they may be cramped inside and ask if treatment will be different, but as soon as they arrive, they see there is nothing to worry about. The standard model of unit accommodates four comfortable treatment chairs with ease, and the nurses on board administer the same medication that a cancer patient would receive in hospital. Our units combine friendliness and comfort that patients want, with the standard of treatment they need.

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 The units offer many benefits and in summary these are: Reduce patients, travelling time. Take the pressure off cancer treatment waiting lists. Enable patients with more complex needs to be seen quicker in the oncology centre. Building capacity at oncology centres by treating patients offsite in their communities. Make the treatment experience less stressful. Allow patients to gain some independence, ensuring their treatment doesn't dictate their lives. Save on the little things too, like having to pay for car parking and public transportation fees. Longer-term goals- We are constantly listening to our NHS partners, their needs and whether we as a charity can assist in improving services for patients. In 2023 we developed a partnership with Cobalt Health and have developed a mobile Lung Cancer Screening programme unit which will work alongside their CT scanners. This was built and delivered for operational duties in August 2024 as a part of the NHS Lung Cancer Screening Programme in the Greater Manchester area. Due to the successes of this we will look to support others in providing this service. We are currently working with partners on a pilot programme for Paediatric cancer care and supplying a unit to The North West Children's Cancer Operational Delivery Network on an exciting project to take care into communities. External Factors The ongoing challenging financial climate continues to Impact fundraising across the charity sector. It is much harder to raise funds in the traditional way and there are less sponsorship and partnership opportunities. This, combined with high inflation and other costs being incurred, has put pressure on the charity finances. Who has used and benefited from our services? We have units in the following areas: Gloucestershire Hospital NHS Foundations Trust Salisbury NHS Foundation Trust East Kent Hospital University NHS Foundation Trust United Lincolnshire Hospitals NHS Foundation Trust West Suffolk NHS Foundation Trust East Suffolk and North Essex NHS Foundation Trust Airedale NHS Foundation Trust- operating two units The James Paget NHS Foundation Trust Norfolk and Nonmich University Hospital NHS Foundation Trust Manchester University NHS Foundation Trust There are presently three reserve units in the fleet which are used to ensure continuity in service whilst the deployed units undergo their maintenance regimes.

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Our Impact We are the largest charity provider of mobile cancer care in England. Our units take a mobile ward on wheels with NHS staff into the heart of communities. This allows more convenient care for those patients whose treatments is suitable for the mobile setting and freeing up oncology centres to treat those who need to be there. By enabling people to get their treatment, care, and support in a convenient location, this allows patients living wlth cancer to have more time to do the thingsthey want to prioritise. With more people being diagnosed with cancer than ever before, allowing patients to have care in this way has a positive impact on them, their families, their finances, and their employers. We monitor the utilisation of our units on a weekly and quarterly basis. This information enables us to understand how the units are being used and how we can improve our seniices across the fleet. This information includes the number of patient visits, types of treatment and cancer groups treated. Onboard there is the facility for patients to provide feedbackand for us to capture qualitative data again which allows us to understand and improve in different ways. Below are some statlstics from the past financial year on the positive Impact we made on patients: Average time saved per treatment- 2.6 hours. Money saved on fuel and parking costs- 54.1% of patients saved over £6 per treatment, 20.9% saved over £11 per treatment. Average miles saved per treatment- 16.7 miles. How frequently patients are treated- 23.5% of patients are treated weekly with 85.3% of patients being treated at least once per month. Expected length of treatment- 82.4% six months and over and 49.1% 12 months and beyond. 51.5% of patients said that they can tolerate their treatment better on a mobile cancer care unit. 81.8% of patients said that they are more likely to complete their treatment if receiving it on a mobile cancer care unit. 97% of patients found it more convenient to have theirtreatment on the mobile unit. 67.1% of patients were able to get to their appointment without depending on friends and family. An extra 8.5% of patients now walk or cycle to their appointments when having treatment on the unit rather than at the hospital. 99,1% of patients gave their experience being treated on the unit at 4 or above. 82.6% of patients are aware that the mobile unit is provide by Hope for Tomorrow which has risen by 8,2% from the previous year and 26.3% increase since 21122 53.2% patients who completed the survey wanted further information on the Charity, either fundraising, volunteering, local events and leaving a gift in a will 33.9°A patients live in the most deprived areas with 6.1% living in the Core 20 {200A most deprived areas)

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Here are a few patients, comments from this yearfs survey which demonstrates the qualitative impact our mobile units have on patients: I can walk from home to the mobile unit, enjoying fresh air and exercise. Psychologically it is not as intimidating as a hospital attendance. As well as saving me time and reducing dependency on friends & family, the team on the bus couldn't be more caring, efficient and fun. Convenient location, less chance of picking up an infection as fewer patients, personalised care with friendly staff who know me, saves me time so I can focus on working and self-care rather than long hospital appointments I have been attending the unit for more than 5 years and have received excellent treatment & Care in this vehicle that is f itted with top rate equipment. Lengthy and unreliable public transport to hospital knowing you will feel terrible on the return journey. So easy to get to local Tesco and be home after treatment in minutes rather than hours. I have a stoma and sometimes it has a bad reaction after the drugs, it is a massive relief not to have to worry about that, It's more convenient to use the mobile unit because I can drive to it in 10 minutes rather than booking time off work and losing pay or using holiday. In h05Pital, waiting tlmes are always long, even when attendlng for scheduled treatments. And treatments take much longer due to continual delays putting up infusions and dealing with flushes etc due to limited staff capacity and too many patients. On the mobile unit, the staff are constantly busy but have sufficient time to usually keep up with dealing with the patients at the time when they are booked in for appointments. l am happier to travel there by motorbike than do the journey to hospital by public transport- 4 bus trips & I hour walking, round tripl If l use the bus, I know that I will be in and out within 30 minutes. If I go to the hospital, I could be there for up to 4 hours, that's without travel, which depending on the traffic could add another 2 to 3 hours on my dav Helps patients fell less like a patient, familiar, smaller surroundings, fewer patients, longer term relatlonshi ps with familiar staff. Feels less like hospital- more individualised. Patients feel like they are seen, they are a person, known not a number, much more relaxed & containing experience for patients who may often feel anxious. Below is Richard's story on having received treatment on board our unit: Juggling school drop off and pick up for two young children in between chemotherapy appointments at hospital was quite a logistical challenge for the Neal family until the opportunity arose to use the mobile cancer care unit. After a successful operation for bowel cancer, Richard Neal needed a course of chemotherapy at Cheltenham Hospital, around 11 miles away from his home in Stroud, Gloucestershire. 'The problem was th3t I wasn't allowed to drive after my chemo sessions,, he says. "I could get there by train with a bit of 3 walk at the other end but after chemo the effects kick in fairly quickly and all you really want to do is Eet home as soon as you can and get comfortable on the sofa. Travelling just becomes the biggest chore.

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 "My wife works, and the children are at primary school so arranging for me to be collected after chemo was tricky to say the least and it's not something you really need to be worrying about on top of your treatment. When Richard was given the chance to have his chemo on the mobile unit at parked at Stroud Hospital, a few minutes from home he says family life was transformed. "I could just call my wife when the treatment was finished and she would pop out and get me in around five minutes," he says. 'It's a brilliant service. The staff at the hospital were fantastic but on the mobile unit there is a lot less waiting time. 'You turn up and are seen almost immediately. IVS so relaxed and there's always a cup of tea on offer. "It's a great atmosphere. The small space encourages a real sense of camaraderie. "I found I was always either chatting with a patient or a nurse. It makes the time go by very qulckly." Even though Richard's visits to his GP had been frequent, cancer was not something he had considered. "I was expecting them to tell me I had 3 bit of stomach acid or haemorrhoids, something really banal, so it was a shock," he says. "You immediately worry about your mortality and your familv." Fortunately, a CT scan showed that the cancer hadn't spread so Richard was booked in for keyhole surgery to remove the tumour. "When I got the call to say the cancer hadn't spread, l immediately felt the dark clouds lifting,, he says. He was due to have keyhole surgery, but it was discovered that the tumour was quite large, and the cancer was also in some nodes and connective tissue, so he had to have full open surgery. "I got some great support from an old friend who helped to get me into a good place mentally and physically,, says Richard. "Also, the pre-habilitation team put me in really good stead. "I was told it would take 5-8 days to recover but I was out of hospital in 5 days with full open surgery." He laughs: "Now it looks like I have tried to draw a six-pack on my abdominal muscles!1 Richard was only 44 when he was diagnosed and in less than a year, he now has no evidence of disease. He is easing himself back into work as a contractor with the help of his supportive clients. He says: "I feel very lucky to be here and to have had access to the most amazing treatment and services available."

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Our Performance We have completed a year of our new five-year strategy and although Covid seems a distant memory, the NHS continue to manage resource due to staff fatigue and early retirement. The NHS landscape has changed significantly post Covid and our NHS partners have had to adapt their operational plans to manage the increase in cancer patients, with more patients being identified, patients living longer with the advancement in cancer treatments and the roll out of community screening to identify cancers earlier and achieve their target of 75% of cases diagnosed at stage l or 2 by 2028 to improve patient outcomes. Our fleet has increased with the new unit build of Gloucestershire H05Pltal NHS Foundations Trust, which was delivered in September 2024 and the addition of our first lung health assessment unit to support Manchester's lung cancer screenlng programme which was delivered in August 2024. Our units have enabled the NHS to admlnister 41,863 treatments and assessments within patients, communities which is an increase of 56,4% compared to 26,760 in 2024. Patient Treatment and Assessment Numbers Year on Year ds,0 56% AO,000 35,OIK) 12% 30,000 32% 25,000 20,OIK) 1496 41.8 15,000 24,332 26.447 21,667 26.780 10,OIXI 118.430 5,000 2.971 4.784 2018 2019 2020 2021 2022 2023 2024 2025 The weekly unit utilisation has increased by 12.5% from 1,761 location visits in 2024 to 1,981 location visits in 2025. 17.50A of the unit locations are in the most deprived areas which supports the NH5 to target specific populations to achieve its Core20 objective {https'.//www.england.nhs.uk/about/equality/equality-hub/national-healthcare- inequalities-improvement-programme/core20plus5/1. The charity expects these numbers to increase in 2026 as Manchesterfs lung check screening programme embeds and more of our NHS partners review their operating hours and/or days against patient data and determine any new potential community locations to help meet demand and increase capacity across the oncology departments.

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THEYEAR ENDED 31 MARCH 2025 Year on Year Number of patient unit visits for treatment and assessments 41,863 26,760 29,667 26,447 Number of community treatment and assessment units including 3 reserve treatment units 14 Number of community treatment and assessment location visits 2025 1,981 1,761 1,956 1,799 2024 12 2023 14 2022 13 es of cancers treated on mobile treatment units i Urology Pancreatic L , Skin 13% Prostaie ' 7% , Breast 26% | Lung ! 9% OiheT I HaematoloEi¢Jl 22% Gastrointestinal 15% Manchester Lung Cancer Screening The purpose of the lung health checks is to identify lung cancer earlier at a more treatable stage as evidence shows that lung cancer survival rates are much higher the earlier a lung cancer is found. Before the screening pilotwas introduced over 40% of patients were identified with stage 4 lung cancer, over 20% with stage 5, just under IO% with stage two and just under 20% stage one. Manchester University NHS Foundation Trust started their lung health check pilot in 2016 to 2018 covering three areas of Manchester. The NHS contacted people aged 55 to 74 in 14 participating GPS. In total 2,541 people were invited to attend with an equal number were men and women, a third were smokers and most were from very deprived areas. io-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 From this initial pilot Manchester gained important findings regarding cardiovascular disease risk, smoking behaviour and early detection of COPD. l in 3 attendees were at high risk but were not receiving primary prevention l in 10 smokers stopped smoking, with no sign to smoke agaln l in 5 attendees had no history of COPD but had airflow obstruction. Hope forTomorrow were approached bycobalt Health, another local charityto work in partnership to support Greater Manchester lung Health check programme. In August 2024 Hope for Tomorrow delivered the new state-of-the-art mobile space designed to integrate with a mobile CT scan and consisting of six consulting rooms, a reception area, a kitchen and WC facilities for patients and NHS staff. Since August 2024 to the end of March 2025 the Lung Cancer Screening Programme unit performed 14,739 assessments. The following summary reflects further confirmed screening data to 26 March 2025: Number of baseline scans performed Number of cancers diagnosed 7,070 36 48% We expect circa 2.2% of all patients having a baseline scan to eventually be diagnosed with a lung cancer, be it from baseline or follow-up scans As this figure will include diagnoses from follow-up scans including surveillance and incidence scans, many of these scans have not happened yet. Expected number of cancers diagnosed when all data collated 150 Number of referrals for 3-month review scan Number of referrals for 12-month review scan Num ber of patients currently referred into hospital secondary care 989 61 51 It is expected 70% of those under hospital care will end up with a lung cancer diagnosis 'Any patients who are not under 3- or 12-month referral (lung nodule follow-ups} will be on 24-month recall or they may be awaiting the outcome of their scan results before allocating onward management. As well as identifying lung cancer earlier the screening has also identified other health issues which are described as incidental findings. li-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 The following Incidental findings summary is based on confirmed data up to 28 November 2024: Num ber of participants with incidental findings Num ber of participants with incidental findings - Aortic value ca Icification Num ber of participants with incidental findings - Coronary calcification Number of participants with incidental findings- Emphysema Sum of all other incidental findings (not including Coronary calcification, Aortic valve calciflcation, Emphysema or other cancers). 2,901 104 151 991 92 Since the Manchester programme started over 600 people have been diagnosed with cancer. 80% of those diagnoses are at stage l. Almost 65 out of 100 people (almost 65%) with stage I lung cancer will survlve their cancer for 5 years or more after they're diagnosed. FUNDRAISING OVERVIEW The UK environment continues to be ch311enging and continuing from 2023/24 due to the economic sltuation donations were generally fewer than pre-pandemic. However, we are starting to capture more donor data and improve our data management to provide more accurate donor information which in turn has helped to maintain the number of online donations received. We continue to monitor the current external landscape and anticipate future trends. With the Increasing value of being digitally mature, we are using more Al and able to drive income growth through new ways of working, including improved use of social media platforms forcampaigns and appeals as well as managing our stewardship and support to our stakeholders. We continue to be transparent about ourfundrai5ing practices and processes and ensure that all aspects of fundraising and marketing are carried out in a safe, legal and appropriate manner. We pay attention to strict GDPR guidelines and adherence to them,. we maintain our membership to the Institute of Fundraising for regular updates and guidance as well as following the code of conduct as required by the fundraising regulator. We can confirm that we have not received any complaints from supporters this year and we have the approprlate systems and processes in place to record, investigate, report on and address the complaint in an appropriate manner. We have a strong database system which ensures that supporters are connected to the Charity in the way in which they wish to be connected via various methods of communication, which is regularly reviewed, cleansed and updated accordinglv. Protecting Vulnerable People Being respectful and mindful of vulnerable people is at the heart of our activities and is embedded within our fundraising ethos. We identify and monitor our vulnerable supporters through our fundraising database and manage our engagement with them appropriately. This may include a period of "cooling off" where we are aware of a bereavement, for example. 12-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 We endeavor to ensure that the Charity does not accept donations from people who lack the capacity to make an informed decision about donating. Our fundraising proposition seeks to provide multiple opportunities for people to engage with us in a way which is fair and appropriate, according to their needs. Volunteers who fundraise on our behalf are briefed on our policies and procedures before undertaking any fundraising activities. They are prohibited from: Pressurising individuals into donating Making false claims about the Charity's work Handling cash donations unless authorised and trained All funds raised by volunteers must be promptly transferred to the Charity in a secure and accountable manner. Community programmes and participation We have continued to work with local community organisations and individuals in the areas where we provide our services. Various individuals have undertaken activities to fundraise for us and these activities have included participation in our national campaigns, their own imaginative Halloween and Christmas lights spectaculars, plant sales and well-being events, to name but a few. Local groups and counclls have also supported us in their local communities through sales, raffles and events on a local basis, from dog shows to festivals. We remain committed to our local communities and thankful for their support. Corporate & Company support Sponsorship and regular donatlons including Charity of the Year opportunities remain vital to our successful fundraising and we have been extremely grateful to those who have supported us through our national campaigns such as Cuppa for Cancer Care to local volunteering, leaflet dropping and Pay for a Day- where corporates pay £212 the cost to run one of our units for the day. Last year we were also grateful to those companies who came along to events, organised events on our behalf and sponsored tables at gala dinners. We also appreciate the amount of pro- bono support we received and gifts in-kind, such as laptops and other equipment which have been donated thi5 year. Challenge Events In November 2024, we held our very first overseas adventure in the Sahara Desert, A combination of individual donors and corporate donors were sponsored to endure a week of exciting but grueling treks across the desert, surviving in tents with limited access to facilities and food but great camaraderie. What an amazing feat for all who participated and succeeded in raising an amazing amount of sponsorship for the Charitv. Earlier in the year we also had adventurous wing-walkers raise thousands of pounds for us by taking a spin at Rendcomb airfield attached to the wing of a plane. As well as these adventures we have individuals running 5k, running marathons, cycling and sky diving. We thank them all. Our 5km Walk of Hope ensured 40 Gloucestershire supporters with their families and four legged friends joined us to raise money for Hope forTomorrow and enjoyed the sights of Gloucester city with a Friday evening ending at the pub for a well-earned drink. 13-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Regular giving donors and individual donors We continued to increase the number of donors by optimising our database and training best practice for most effective usage of the database for our new employees and volunteers. We also encouraged individual and corporate donors to support our Pay for a Day campaign asking corporates to donate £212 (to support a unit's daily costl or £18 per month to pay for the daily cost of £212 over 12 months. Third Party Events We received some super support from Veloce, and we were elected in June to be one of three reclplents of funds from their glorious day in Goodwood. We were also beneficiaries of the Superstars auction on the day, which further supported a very successful event. The Gala dinner, which was held in Cheltenham, In November had an Alice in Wonderland" theme. This was a highly successful in raising thousands of pounds but also heightened awareness of the Charity and the work we do within the Gloucestershire community. Hope for Tomorrow hosted events In May we hosted a black-tie dinner at the Banking Hall in the city of London, which celebrated Brawn Racing. This was a highly successful event with many attendees wishing to support us for a longer-term basis. At the dinner, attendees also participated in an auction which added to the fundraising total. We are thankful to our ambassadors, including Amanda Stretton for her fabulous interviews on the night and to Thomas Forrester, our favourite auctioneer, for their support at this evening. Campaigns Cuppa for Cancer Care Once again this was held in February, for the third year. The focus of the campaign was World Cancer Day on 4 February 2025. The campaign is one which has in the past relied on local groups and corporates for participation, but as the increase in working from home continues, the campaign has become more synonymous with friends meeting up and hosting gatherings with a cuppa and cake for relaxation and well-being. th There are plans to boost the campaign for 2026 with exciting support from high profile participants and partnerships, alongside brunches and afternoon teas. We are very grateful to the Theo Paphitis Group, MB Partners and a special thanks to all cancer patients and staff from our mobile units who supported this campaign. -14-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Pay for a day We launched our Pay for a Day campaign with an E-shot and social media presence as well as business card size reminders of how corporates and individuals could support us for the future. We have received some support which will be extending into the next financial year, which is extremely valuable to assist with the everyday running costs. Payfor a day remains a popularwayto supportthe charity with those businesses, individuals and groups understanding clearly what they are paying for. The Big Give Christmas Challenge We were dellghted again to be able to gain support from our "All onboard" campaign which culminated in raising £19,879 in January 2025. Even more so, we were grateful for the match funding from Sharegift which allowed us to reach this target by championing our initial pledges from our wonderful donors. We were also thrilled with the fabulous response from our supporters to our Eshot and direct mail in December which meant we met our target and received our funding. A very special thanks goes to the face of our campaign. Ms. Jo Yorke, who has continued to contribute to fundraising throughout the year, as well as being a cancer patient on our unit in Gloucestershire. Huge thanks to her. Major Gifts One of our major gifts for the year was that of the gifts from the memorial fund and service of Sir Stirling Moss, our former patron. We are always thrilled when major philanthropists and donors choose to help us in our mission and the gifts from the memorial, attended by our CEO and Fundraising Manager were special to us, We thank everyone who attended the service and chose so generously to donate to us. Furthermore, we continue to be grateful to those major donors who support us on an ongoing basi5, whether it be to buy a piece of equipment, to fund a capital build or for our essential running costs, you continue to be there for us, for cancer patients and our partners and we thank you. Commemorative donations We have increased our commemorative donations significantly and by working with a third-party provider along with support from over 3,000 UK funeral directors we have received gifts following services from families and friends of those who have passed away. We will continue to work with this provider, and we are pleased with the response this has brought to the charity. Gifts are acknowledged and thanked individually either digitally or by post as requested by the donor and recorded in our database. Legacies Gifts in wills are an important part of the Charities fundraising overall, and we are honored to receive legacies from people who value our work. As this is a major source of income for the charity, it contributes to our long-term sustainability and is a way of funding our ongoing work. We have received special gifts from several legacies. We continue to include legacy messaging on our website and in appropriate communications across the charity. These legacies have helped us hugely with new unit builds, running costs to keep our units helping patients every day and introducing and improving our services to new cancer patients. 15-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Some of these legacies are left in Trust and are administered via the grants and trusts process below. Trusts and Foundations As we receive no government funding, Trusts and Foundations are part of "the lifeblood" of the charity and enable us to continue to build mobile cancer care units across the country. We asked last year more than ever for Trusts and Foundations to allow us to make the appropriate decisions of how we could use their monies and more and more we are gaining the trust from such bodies to allow us to do so. However, whether it be for local, regional or natlonal funding, we welcome the opportunity to request support from Trusts and Foundations across the country and have been proud to be asked to bid to selective trusts and foundations too. We respect and thank 311 those who have contributed to our Charity over the past years. Last year funding from this channel of activity enabled us to rebuild the Gloucestershire Unit, fund large parts of the Lung Cancer Screening Programme Unit and have capital available for next yearfs building schedule. Grants were received from many funders to name a few; we were supported by the Norfolk Community Foundation through the Saracen's Norfolk Fund, Astrazeneca, Astellas Pharma Ltd, Bernard Sunley and the Plnk Ribbon Foundation. Other Support Volunteers Volunteers continue to play an important role as stakeholders of our charity. We have continued to increase awareness of the Charity across the UK in a bid to raise interest in becoming a volunteer. Like with many charities, the number of volunteers during Covid increased and started to drop off again as and when people returned to work. We have continued to be impressed by the number of patients who volunteer for us as fundraisers for the charity and also the number of ambassadors, patrons and trustees who continue to volunteer their time. Plans for the future (short term): Officially launched the Gloucestershire Unit {April 251 Start the rebuild of the West Suffolk Unit- being replaced after 10 years of service Pilot a Children's unit in the late autumn- and review the success of the project, by the end of the financial year. To review the first year of the ManchesterTargeted Lung Cancer Checks and publish the impact of this. Continue our Euro 5 to 6 chassis replacement across the fleet, in line with our sustainability strategv. To maximise our volunteers to ensure that our resources are used wisely and keep the charity as lean as possible. Launch our new legacy giving strategy and webpages A refreshed fundraising proposition to better support the charity's future financial adaptability and decision- making flexibility. -16-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Objectives with the growth strategy for the next 5 years: 1. To ensure more of the cancer patient pathway can be accessed and delivered on board our mobile units. Offer facilities for screening and prevention services in a mobile setting. b. Look for new ways to bring cancer services closer to patients in their communities. Investlgate how we can offer more supportive, pre and post cancer clinics on board our units. d. Consult patients and health professionals to ensure we deliver the services they need and where they need them most. 2. To grow our offering to ensure that cancer services are available to more people. Maximise the delivery of services to ensure as many people benefit as possible. b. Expand our fleet where possible and in a sustainable manner. Continue to focus on maximising the use of the existing fleet of units. d. Aim to expand our services in both rural and urban communities across the UK. 3. Increase awareness of our services and the work we do and become the provider of choice for mobile cancer care solutions. Aim to be the provider of choice when health professionals are looking for a mobile cancer care solution, b. Extend our reach via traditional and social media. Increased recognition from policy makers and health professlonals for the work that we do. d. Assist others who want to use our expertise in areas where we do not or cannot operate. 4. To be as responsible and sustainable as possible. a. We will follow all legislation and guidance within the sector. b. We will ensure our charity is sustainable financiallv. Ensure that we dispose of our decommissioned units in a responsible way. d. Purchase the most sustainable vehicles that we can afford for our fleet. e. Help to reduce carbon emissions by bringing cancer care closer to patients, reducing the need for individual travel. Use data to understand the environmental impact of our services and seek advice for implementing measurements and setting goals. g. Maintain a high level of transparency in our operations. 5. We will be as efficient as possible, using our resources wisely. Use data to understand the impact of our services and identify areas of growth so we can make the biggest difference to the greatest number of people, whilst tackling health inequalities. b. I nvest in training and building capacity in our team. Use volunteers where possible to assist with the increased workload that comes With growth. FINANCIAL REVIEW The challenging financial environment continues to impact fundraising across the charity sector, with a noticeable reduction in individual giving and community fundraising. Additional energy costs have had to be absorbed and the changes to Employer's National Insurance Contributions from April 2025 will further put pressure on us and other charities, at a time when unrestricted funds are even more difficult to find. -17-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Total income for the year was £1,389,30712024.. £1,587,992). During the year we received £340,000 in a legacy towards the future build cost of two new units. Our income, excluding funding for future builds, was £1,049,307 against a 2024 equivalent of £987,992. Total funds held at 31 March 2025 were £3,065,849 (2024: £3,187.5701. These funds comprised.. Unrestricted revenue funds of £285,63912024: £344,971) Unrestricted funds invested in tangible fixed assets of £101,66612024: £71.4131 Restricted revenue funds of £844,45212024: £886,397) Restricted funds invested in tangible fixed assets of £1,834,092 (2024: £1,619,121) Deslgnated funds £Nil {2024: £265,668) The designated funds held at 31 March 2024 supported two new unit builds during the year, which is reflected in the increase in value in our restricted tangible fixed assets. With no new designations made by the trustees as we move into 2025-26, there were no designated funds remaining at 31 March 2025. Managing our reserves The ob}ectlve of our reserves policy is to ensure that the Charity maintalns sufficient cash and readlly available assets to enable it to withstand any shortfall in income or unforeseen expenditure while any necessary adjustments are made to the Charity's operations; and that the ongoing seriice delivery and development needs are supported, The Trustees reviewed our reserves policy during the year and agreed that the Charity should continue to hold sufficient free reserves (unrestricted revenue funds) to adequately cover at least six months of the Charity's essential operating costs. The Trustees have considered the potential additional costs of winding up the Charity but have declded not to increase the policy of maintaining a minimum of six months of free reserves. The Charity's free reserves target is calculated at the beginning of each year based on budgeted essential operating expenditure for the following year. Free reserves at the balance sheet date were £285,63912024: £344,971), which equates to approximately 3.712024: 4,2) months of our 2025-26 budgeted essential operating costs. The Trustees have approved a budget for 2025-26 which anticipates: A focus on the generation of unrestricted funds, or funds which are restricted but not to specific units or geographical locations A streamlined cost structure Active recruitment for key staff to ensure that the charity has the right resources in place The delivery of two new units during the year and an existing unit rebuild An increase in free reserves to more than six months of 2025-26 essential operating costs, through normal operating activity and without any special measures being actioned Since the announcements around NHS England being disbanded, many planned projects have been paused or cancelled due to funding changes. This may impact the delivery of our planned build projects this year, however this is not expected to be to the detriment of either our free or cash reserves. 18-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Going Concern The Trustees believe that the Charlty'5 financial resources and contingency planning is sufficient to ensure the ability of the Charity to continue as a going concern for the foreseeable future, being at least 12 months from the date of approval of these financial statements. There are no material uncertainties about the ability to continue and therefore the financial statements have been prepared on a going concern basis. STRUCTURE GOVERNANCE AND MANAGEMENT Decision Making All operational decisions are delegated to the CEO, to ensure the efficient and effective running of the charity. However, financial levels of responsibility are clearly set out in the Delegated Responsibilities Policy which is reviewed annua Ily by the Trustees. This sets out the split of decision-making responsibilities and the authorisation requirements for purchase order and invoice approval, acceptance of the terms and conditions of grants and major donations. Trustee approval is required for significant purchase commitments and grants in excess of £lOO,000. The Trustees are responsible for setting the strategic direction of the Charity and work with the CEO to develop a five- year strategic plan. They are also responsible for any decisions on overall Charity structure, Charity brand and have the final decision on the allocation of units to new NHS partners based on a business plan. Trustees are informed of all significant decisions made by the Senior Management Team (SMTI, giving them the opportunity for challenge and scrutiny but are also given the opportunity to give input via sub-committees and working groups on all substantial matters. Areas of Governance that are the responsibility of the Trustees include recommending changes to the Articles of Association to the Members, agreement of amendment to large funding arrangements, approval of all terms of reference for the sub committees and appointment of Trustees. Method of appointment of election of Trustees The management of the Charity is the responsibility of the Trustees who are elected under the terms of the Articles of Association atthe Annual General Meeting {AGM). Trustees who are appointed in between AGM5 retire and are eligible for re-appointment at the followingAGM. Following re-appointment, one third of Trusteesthen retire (and are eligible for re-appointment) on a rotational basis determined by seniority, the length of time since their appointment or re- appointment. We search for and select our Trustees by advertising on specialised third sector job boards and have a recruiter who can also assist with f inding suitable candidates for key roles. We provide a detailed recruitment package including job description and accompanying information detailing the responsibilities of a Trustee and the service time required to be effective within the role. Applicants are shortlisted based on their submitted CV, which is matched against the job description and person specification. An informal interview with the CEO / Trustee is held in the first instance followed by a formal interview with the Chair / Vice Chair of the Board and a Trustee in post. 19-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Policies adopted for the induction and training of Trustees We have a Trustee induction process with a supporting handbook, which includes a job description, key contacts, an organisation structure chart, and a code of conduct. A new complaints policy has recently been developed. As a part of the induction process for new Trustees, financial and key documents, minutes, and polices from the Charity are given to the new trustee to enable them to gain an understanding and overview of the Charity. Trustees are given the opportunity to visit a unit and meet with the team in their fortnightly meetings. As a part of the Trustee training and development programme, Trustees are provided with online training via the National Council for Voluntary Organisations. The Trustees are also encouraged to spend time at the head office to familiarise themselves with the work of the Charity and the processes and procedures in place. This year the Trustees have been included in anti-fraud tralning that staff have completed and the Charity's health and wellbeing updates. Remuneration Policy for key management personnel We have a policy that covers all personnel's remuneration which includes benchmarking annually with similar organisations within the South-west region. Our policy outlines how pay is awarded based on a fair and transparent approach with an element of scrutiny. Staff pay is reviewed annually by the CEO and approved by the Board of Trustees which is responsible for ensuring proper application of our policy. Reviews of roles and restructures also trigger a pay review which includes a benchmarking exercise and is completed by the SMT who make the recommendations to the Board of Trustees for approval. The pay for the CEO is recommended by the Chair and Vice Chair to the Board for approval. Pay rises are not automatically awarded on an annual basis. No salary is above £60,000. Charity Policies All Charity policies are reviewed on an annual basis,. this includes those in the staff handbook. All new policies are approved by the Board of Trustees. Policies are stored in a central policy drive available to all staff for easy referral. New policies are developed internally with the assistance of appropriate professionals. Governing document The Charity's activities are governed by the Articles of Association which have been updated and were signed and dated by the members on 5 May 2021. In 2023 the Trustees asked the Charity Commission for a minor change to the articles be considered, which would clearly show thatthe charity was within its remit for the new scanning / screening project, however the Charity Commission confirmed that they were satisfied that the current articles were sufficient to cover this activity. Constitution The Company, limited by guarantee, is constituted under a Memorandum of Association signed and dated by the members on 5 May 2021 and is a registered charity with number 1094677. -20-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Members Liability The Members of the Company guarantee to contribute an amount not exceeding £1 to the assets of the Charity in the event of winding up, As at 31 March 2025 the Company had eight members. Focus on governance The Trustees are committed to providing a regime that ensures the SMT is able to manage the Charity effectivelv. Over the year the Trustees have sat on two subcommittees: Finance, Audit and Risk Ilnternal committee) and the External Affairs commlttee. Where necessary specific focus groups are set up to target areas of importance as and when to support the charity. In the past year the Trustees have: Streamlined the reporting process for meetings. Reviewed the Trustee complaints process. Assisted in a staff skills audit and JD review. Protecting the charity from Fraud We take the prevention of fraud very seriously and it is a regular agenda item on SMT meetings and also, we notify the team of fraudulent activities that have happened in the sector so that we can all learn from them. Higher levels or local fraud is also shared with Trustees. We have a fraud risk assessment where we have been slowly addinE Potential areas of fraud risk and working on their mitigation. This keeps the charity focused on this important area. To minimise fraud taking place we have: Strong financial management including scrutiny of monthly management accounts by SMT and the Finance, Audit and Risk subcommittee. SMT have 3 Standing item of fraud on their agenda and any issues or actions are noted. Continuously review and improve our financial controls and procedures which the SMT and Trustees ensure are applied robustly. Good Eovernance including the development and improvement of policies and engagement from our Trustees. Ensure segregation of duties on financial processes. Employ specialist advisors in key areas such as HR, accounting and law. Ensured that key staff have support and training from their appropriate network and professional bodies to keep their knowledge and skills up to date. Further improved our IT controls and provided staff with cyber training, which is ongoing. Provided Trustees with cyber training and in their financial responsibilities including fraud prevention. Reviewed and updated the delegated powers, which ensures segregation of duties and at least two step authorisation. Introduced background checks and l or appropriate reference checks for staff in key roles. Signed up to the Preventing Charity Fraud pledge and used their online training for staff and Trustees. -21-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Risks The Trustees have a duty to identify and review risks that the Charity is exposed to and put in place the appropriate controls to provide for the prevention and detection of fraud or error. Strategic Risks sit alongside the strategy and as this has been recently reviewed the risk associated with the strategy have also been reviewed. They are overarching for the charity. Operational Risks are regularly monitored by the SMT. The operational risks are formed from the individual department business plans and are scored on a quarterly basis. The SMT use a scoring matrix to value the level of severity and likelihood, both up to a score of 5. Any risk with a score of 12 or more is added to the quarterly risk assessment report for Trustees to review. These risks are initially completed by the individual SMT member and then the document is reviewed by the whole of the SMT. Providing scrutiny and challenge. The risk assessment report is presented to the Finance, Audit and Risk subcommittee at every meeting. The report shows where the scores have risen or reduced and notes all mitigation actions and planned activities for the risk. Risk is presented to the Board of Trustees every six months as a minimum. Our principal strategic and business level risk and uncertainty together with the plan and strategy for managing it are: Risk/Uncertainty Risk management plans A shortage of oncology nurses With the delivery of services on our moblle cancer care units impacted by these within the NHS shortages and the growth of our services into new areas, we have continued to provide short term rentals where an NHS Trust is not ready to commit to a longer- term arrangement. We have also explored a new partnership with a private health provider with a view to a joint solution to support cancer patients. We hold bi- monthly calls and regular NHS Trust partner reviews to understand their specific needs, to gain long-term insights and to ensure we continue to evolve. Changes in NHS Currently there are some significant changes happening within the NHS. This includes, the closure of NHS England, merges within the Independent Care Boards and cost cutting / efficiency saving agendas. This has caused some significant challenges in working on new projects within this arena, including delays and even cancelling of projects. We continue to engage with NHS partners and remain agile to ensure that we can where possible offer solutions, both long and short term to support can￿r care within communities. Trustees, Responsibilities Statement The Trustees (who are also directors of the Charity for the purpose of the company lawl are responsible for preparing the Trustees, Annual 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. Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the 22-

HOPE FOR TOMORROW (A company limited by guarantee) TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these 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 {FRS 1021; Make judgements and accounting estimates that are reasonable and prudent; State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation. The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company's transactions and 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 Companies Act 2006 and the provisions of the charitW5 constitution. 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 and for the maintenance and integrity of the corporate and financial information included on the Charity's website. The report of the Trustees has been prepared in accordance with the special provisions relating to the small companies regime within part 15 of the Companies Act 2006. In so far as the trustees are aware: there is no relevant audit information of which the charitable company's auditor is unaware,. and the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. Independent Auditor Crowe U.K. LLP was reappointed 3s Hope for Tomorrow's independent auditor during the year. This report was approved by the Trustees and signed on their behalf by: Paul oper Chair Date: 18 August 2025 -23-

HOPE FOR TOMORROW (A company limited by Euarantee) INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF HOPE FOR TOMORROW Opinion We have audited the financial statements of Hope for Tomorrow for the year ended 31 March 2025 which comprise the Statement of Financial Activities, Balance Sheet, Cash Flow Statement, and notes to the financial statements, includi ng significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland {United Kingdom Generally Accepted Accounting Practice). In our opinion the f inancial statements: give a true and fair view of the state of the charitable companws affairs as at 31 March 2025 and of its income and expenditure, for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) IISAS {UK)) and applicable law. Our responsibilities under those standards are further described in the Auditorfs responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company In accordance with the ethical requirements that are relevant to our audit of the financial statements in the U K, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statements, we have concluded that the 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 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 responsi bilitie5 and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. Other information The trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor's report thereon. Our opinion on the financial statements does not coverthe other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. -24-

HOPE FOR TOMORROW (A company limited by guarantee) INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF HOPE FOR TOMORROW Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated, If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion based on the work undertaken in the course of our audit.. the information given in the trustees, report, which includes the directors, report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and the directors, report included within the trustees, report have been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception In the light of the knowledge and understanding of the charitable company and Its environment obtained In the course of the audit, we have not identified material misstatements in the directors, report included within the trustees, report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: adequate accounting records have not been kept; or the financial statements are not in agreement with the accounting records and returns; or certain disclosures of trustees, remuneration specified by law are not made. or we have not received all the information and explanations we require for our audit; or the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies, exemptions in preparing the trustees, dlrectors, report and from the requirement to prepare a strategic report. Responsibilities of trustees As explained more fully in the trustees, responsibilities statement set out on pages 22 and 23, the trustees (who are also the directors of the charitable company for the purposes of company lawl are resporlsible 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 misstatement, whether due to fraud or error. -25-

HOPE FOR TOMORROW (A company limited by guarantee} INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF HOPE FOR TOMORROW I n preparing the financial statements, the trustees are responsible for assessing the 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 charitable company or to cease operation5, or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditorfs report that includes our opinion. Reasonable assurance is a high level of assurance, but 15 not a guarantee that an audit conducted in accordance with ISAS IUKI 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. Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non- compliance with laws and regulations are set out below. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at.. www.frc.or ,uk auditorsres onsibilities. This description forms part of our auditor's report. Extent to which the audit was considered capable of detecting irregularities, including fraud Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud, The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below., We obtained an understanding of the legal and regulatory frameworks within which the charitable company operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, Charities Act 2011 together with the Charities SORP (FR510212019. We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items. In addition, we considered provisions of other law5 and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company's ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company for fraud. The laws and regulations we considered in this context for the UK operations were taxation and employment legislation. Auditing standards limit the required audit procedure5 to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any. -26-

HOPE FOR TOMORROW (A company limited by guarantee)

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF HOPE FOR TOMORROW

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of grant and legacy income, and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, and the Finance, Audit and Risk Committee about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, designing and performing audit procedures over grant and legacy income, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission and reading minutes of meetings of those charged with governance.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

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 charitable company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the 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.

Tara Westcott Senior Statutory Auditor For and on behalf of

Crowe U.I<. LLP 4th Floor St James House St James' Square Cheltenham Gloucestershire GLSO 3PR

Date: 20 August 2025

• 27

HOPE FOR TOtVlORROW {A company limited by guarantee) STATEMENT OF FINANCIAL ACTIVITIES (Incorporating an income and expenditure account) FOR THE YEAR ENDED 31 MARCH 2025 Unrestricted funds Restricted funds Total funds Total funds Note 2025 2025 2025 2024 INCOME FROM: Donations and legacies Other income: 440,988 594,890 1,035,878 1,443,076 Charitable activities 202,233 127,296 23,594 794,111 30 202,263 127,306 23,860 54,214 81,129 9,573 Other trading activities other 10 266 TOTAL INCOME 595,196 1,389,307 1,587,992 EXPENDITURE ON: Raising funds Cha ritable activities 631,250 469,298 631,252 879,776 549,162 821,776 1,370,938 410,478 TOTAL EXPENDITURE 1,100,548 410,480 1,511,028 NET IEXPENDITURE)/ INCOME BEFORE TRANSFERS (306,437) 184,716 1121,721) 217,054 Transfers between Funds 11,690 (11,690) NET INCOME AND NET MOVEMENT IN FUNDS (294,747) 173,026 (121,721) 217,054 Total funds brought forward 682,052 2,505,518 3,187,570 2,970,516 TOTAL FUNDS CARRIED FORWARD 387,305 2,678,544 3,065,849 3,187,570 The notes on pages 31 to 45 form part of these financial statements. -28-

HOPE FOR TOMORROW (A company limited by guarantee)

BALANCE SHEET AS AT 31 MARCH 2025

		2025	2025	2024	2024	2024
	Note	£	£	£		£
FIXED ASSETS
Tangible assets	5		1,935,758		1,690,534	1,690,534
CURRENT ASSETS
Debtors	6	74,929		106,647
Cash at bank and in hand		1,133,037		1,509,814
CREDITORS:amounts falling due		1,207,966		1,616,461
within one year	7	(77,875)		(119,425)
NET CURRENT ASSETS			1,130,091		1,497,036
NET ASSETS			3,065,849		3,187,570
CHARITY FUNDS
Restricted funds (revenue)	8	844,452		886,397
Restricted funds (capital)	8	1,834,092		1,619,121
Total restricted funds			2,678,544		2,505,518
General funds	8	387,305		416,384
Designated funds	8			265,668
Total unrestricted funds			387,305		682,052
TOTAL FUNDS			3,065,849		3,187,570

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime. The Directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.

The financial statements were approved by the Trustees and signed on their behalf b

Paul oper Paul Tuck Date: August 2025 Date: 18 August 2025

The notes on pages 35 to 49 form part of these financial statements. Company number: 04538433

• 29

HOPE FOR TOMORROW (A company limited by guarantee) CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 2025 2024 Note Cash flows from operating activities Net cash provided by operating activities Cash flows used in investing activitles Pu rchase of tangible fixed assets Proceeds from sale of tangible fixed assets 10 173,578 541,422 (550,355) {397,3481 45,383 Net cash used in investing activities 1550,355) 1351,965) Change in cash and cash equivalents in the year Cash and cash equivalents brought forward 1376,777) 1,509,814 189,457 1,320,357 Cash and cash equivalents carried forward 11 1,133,037 1,509,814 There is no movement in net debt in the year other than cash. -30-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 I ACCOUNTING POLICIES 1.1 Basis of preparation of financial statements The financial statements have been prepared in accordance with Accounting and Reporting by Charities Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 1021 (effective l January 2019} - (Charities SORP IFRS 1021, the Financial Reporting Standard applicable in the UK and Republic of Ireland l FRS 1021, the Companies Act 2006 and the Charities Act 2011. Hope for Tomorrow meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy. 1.2 Going Concern Despite the current difficult economic situation, including the cost-of-living crisis, the Trustees have approved a budget for 2025-26 which shows a net surplus after depreciation. Included in the budget was the delivery of two new u nits during the year and an existing unit rebuild. This capital spend results in a projected overall cash out flow for the year of circa £590,000. The cash balance at 31 March 2025 of £1,133,037, therefore provides sufficient headroom. Since the announcements around NHS England being disbanded, many planned projects have been paused or cancelled due to funding changes. This may impact the delivery of our planned build projects this year, however this would not be to the detriment of either our free or cash reserves. The Trustees believe that the Charitvs financial resources and contingency planning is sufficient to ensure the ability of the Charity to continue as a going concern for the foreseeable future, being at least 12 months from the date of approval of these financial statements. There are no material uncertainties about the ability to continue and therefore the financial statements have been prepared on a going concern basis. 1.3 Fund accounting General funds are unrestricted funds that 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 comprise unrestricted funds that have been set aside by the Trustees for a particular purpose. The aim and use of each designated fund is set out in the notes to the financial statements. Restricted funds are funds that are to be used in accordance with specific restrictions imposed by donors. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the note5 to the financial statements. 31-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 I ACCOUNTING POLICIES (continued) 1,4 Income All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received, and the amount of income receivable can be measured reliably. Income from legacie5 is recognised where evidence of entitlement exists, the value is measurable with sufficient reliability, and on the earlier of the date of receipt of finalised estate accounts or the date of payment. Charitable activity donations and grants from trusts and foundations are recognised when the Charity Is entitled to receipt. Receipts requiring the Charity to meet a funding application or reporting obligation are recognised as grant income. Gifts in kind donated for distribution are included at valuation and recognised as income when they are distributed to the projects. Gifts donated for resale are included as income when they are sold. In accordance with the Charities SORP IFRS 1021, no amounts are included in the financial statements for services donated by volunteers. Donated services or facilities are recognised when the Charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use of the item is probable and that economic benefit can be measured reliably. On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the Charity which is the amount the Charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market, a corresponding amount is then recognised in expenditure in the period of receipt. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation, 1.5 Expendlture Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party. It is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Costs of raising funds are costs incurred in attracting voluntary income and those incurred in trading activities that raise funds. Charitable activities are costs incurred on the Charit¢s operations, including support costs. The governance cost5 of the Charity are included within the support costs. Support costs are apportioned between the costs of charitable activities, and the costs of raising funds on the basis of staff costs. -32-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 I ACCOUNTING POLICIES (continued) 1.6 Tangible fixed assets and depreciation All assets costing more than £1,000 are capitalised. Tangible fixed assets are carried at cost, net of depreciation and any provision for impairment. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases: Short-term leasehold property Mobile cancer care units 5 years straight line Chassis - 10 years straight line Body- 10 years straight line Equipment- 4 years straight line 4 years straight line 3 years straight line Nurses support vehicles Office equipment and website Assets under the course of constructlon 1.7 Debtors Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. 1.8 Cash at bank and in hand Cash at bank in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. 1.9 Llabilities Liabilities are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the Charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. 1.10 Financlal instruments The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic f inancial instruments are initially recognised at transaction value and subsequently measured at their settlement value. 1.11 Pensions The Charity operates a defined contribution pension scheme, and the pension charge represents the amounts payable by the Charity to the fund in respect of the year. -33-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 I ACCOUNTING POLICIES (continued) 1.12 Critical Accounting and Judgements In the application of the Charity's accounting policies, the Directors are required to make judgements, estimates and assumption5 about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant (actual results may differ from these estimates). The estimates and underlying assumptions are reviewed on an ongoing basis. Reviews to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods. The depreciation of our units is based on our judgement of their useful life and residual value.. we have based these estimates on our historical experience of repair needs and recoverable value on the sale of old units in previous years, and from discussions with our coach builder who sees each unit every 12 weeks for servicing. Details of our depreciation rates are in note 1.6 above. An impairment review was conducted during the year, with a focus on re-assessment of residual values attributed to tangible fixed assets. Certain residual values were revised, with impairment losses being recognised accordingly. The decision to recognise income from a grant awarding body as either donation or grant income is based on the requirements of the donor. A judgement is made for each individual receipt. Where entitlement to grant income is subject to performance conditions income is recognised as the performance conditions are met. -34-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 2 INCOME Unrestricted funds 2025 Restricted funds 2025 Total funds Total funds 2025 2024 Donated services Donated assets Fundraising and donations Gift a id recovery Legacies Grant, Trust and Foundation income 8,292 1,400 268,783 40,098 51,361 71,054 8,292 1,400 318,208 40,385 401,361 266,232 11,147 1,500 414,971 26,332 662,365 326,761 49,425 287 350,000 195,178 Donatlons and legacies Events income Recharges Trading income Other income 440,988 202,233 23,405 127,296 189 594,890 30 266 io 1,035,878 202,263 23,671 127,306 189 1,443,076 54,214 9,573 81,129 794,111 595,196 1.389,307 1,587,992 In 2025 donated services comprised £8,292 {2024: £9,974) in respect of unit licenses, dues and subscrlption costs and £nil {2024: £1,173} in respect of pool car insurance costs. In 2024, £495,945 of income from donations and legacies was to unrestricted funds and £947,131 was to restricted funds. In 2024 all of the recharges income was to unrestricted funds. 3 EXPENDITURE This Is stated after charging: 2025 2024 Auditors, remuneration- audit Auditors, remuneration - other services Depreciation Impairment of fixed assets Loss on disposal of units 15,540 140 276,131 29,000 14,800 239,179 7,944 During the year no Trustees received reimbursements of expenses (2024: £nill and no Trustees received any remuneration (2024: £nil). -35-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 3 EXPENDITURE (continued) Raising Funds In 2025, total expenditure comprises £269,708 staff costs, £184,495 allocated support costs and £177,049 of promotional and event costs. In 2024 total expenditure comprises £271,742 staff costs, £121,386 allocated support costs and £156,034 of promotional and event costs. In 2024, £543,397 of the total expenditure was in relation to unrestricted funds and £5,765 was in relation to restricted funds. Charitable activities In 2025, of the total expenditure, £647,808 was spent on activities undertaken directly and £231,968 on support costs. Activities undertaken directly comprise £123,714 staff costs, £273,910 depreciation, £29,000 impairment of fixed assets and £221,184 vehicle operating costs. In 2024, of the total expenditure, £605,730 was spent on activities undertaken directly and £216,046 on support costs. Activities undertaken directly comprise £130,153 staff costs, £237,015 depreciation, £7,944 loss on disposal of units and £230,618 vehicle operating costs. In 2024, £346,576 of the total expenditure was in relation to unrestricted funds and £475,200 was in relation to restricted funds. Support costs In 2025, total expenditure comprises £215,394 staff costs, £58,973 property costs, £2,221 depreciation and £139,875 other costs. In 2024, total expenditure comprises £180,714 staff costs, £46,980 property costs, £2,704 depreciation and £107,034 other costs. 4 STAFF COSTS Staff costs were as follows: 2025 2024 Wages and salaries Social security costs Other pension costs 538,070 50,713 20,033 518,092 46,533 17,984 608,816 582,609 -36-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 4 STAFF COSTS (continued) The average monthly number of employees was 17 (2024: 16) and the average monthly number of employee5 expressed as full-time equivalents was as follows: 2025 Number 2024 Number Full-time equivalents 15.9 15,3 No employee recelved remuneration amounting to more than £60,000 in either year. The key management personnel of the Charity during the year comprised the CEO, Head of Operations, Head of Fundraising and Marketing and Head of Finance. The total employee benefits of the key management personnel of the Charity were £226,396 {2024.. £259,432). This includes pension contributions of £12,95412024.. £10,712). -37-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 5 TANGIBLE FIXED ASSETS Short- term leasehold property Units in the course of construction Units & nurse Off ice support equipment vehicles Total Cost At l April 2024 Additions Disposals Transfers between categories 7,050 196,852 547,418 2,737,048 1,537 1127,993) 744,270 22,972 1,400 (13,427) 2,963,922 550,355 (141,4201 (744,270) At 31 March 2025 7,050 3,354,862 10,945 3,372,857 Depreciation and impairments At l April 2024 Disposals Charge for the year Impairment 2,585 1,249,206 (127,993) 273,910 29,000 21,597 (13,427) 811 1,273,388 1141,420) 276,131 29,000 1,410 At 31 March 2025 3,995 1,424,123 8,981 1,437,099 Net book value At 31 March 2025 3,055 1,930,739 1,964 1,935,758 At 31 March 2024 4,465 196,852 1,487,842 1,375 1,690,534 Disposals during the year reflect adjustments to remove fully depreciated tangible fixed assets, no longer held, from the charit¢s fixed asset register. -38-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 6 DEBTORS 2025 2024 Trade debtors Prepayments and accrued income VAT recoverable Other debtors 18,424 42,275 12,808 1,422 24,577 73,174 5,429 3,467 74,929 106,647 7 CREDITORS: Amounts falling due within one year 2025 2024 Trade creditors Other taxation and social security Other creditors Accruals and deferred income 35,026 13,072 3,158 26,619 38,494 12,058 3,105 65,768 77,875 119,425 Deferred income movements reflect the timing of physical receipts in relation to the rental income and fundraising events. Deferred income at l April 2024 Resources deferred during the year Amounts released from previous years 41,444 6,751 (41,444) Deferred income at 31 March 2025 6.751 -39-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 8 STATEMENT OF FUNDS l April 2024 Income Expenditure Transfers in/lout) 31 March 2025 Unrestricted funds (capital) Unrestricted funds (revenue) 71,413 344,971 159,274) (1,041,274) 89,527 187,831 101,666 285,639 794,111 Total unrestricted funds Designated funds 416,384 265,668 794,111 (1,100,548) 277,358 {265,668) 387,305 Total general funds 682,052 794,111 (1,100,548) 11,690 387,305 Restricted funds (revenue) Restricted f unds (capital) 886,397 1,619,121 595,196 1164,623) (472,5181 (245,857) 460,828 844,452 1,834,092 Total restricted fund5 2,505,518 595,196 (410,480) (11,690) 2,678,544 Total funds 3,187,570 1,389,307 (1,511,028) 3,065,849 Purpose of funds held Unrestrictedfunds (capital) These funds reflect the movement in the carrying values of the Charity's self-funded tangible fixed assets during the year. Resources expended correspond with the depreciation of each asset as charged to the Statement of Financial Activities. Designatedfunds (revenue) The designated funds were held for future projects and the development of our fleet of units, in particular in new locations £nil {2024: £265,668). Transfers out occur when the funds are used for their designated purpose. During the year funds were released and contributed to the build of our new Gloucester and Manchester units. Restrictedfunds (revenue) Funds are restricted depending on the intentions of the donor at the time of the gift, donations and grants, for example to units operating in certain geographical locations or towards a specific project. -40-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 8 STATEMENT OF FUNDS (continued) The expenditure from the funds represents the operating costs of the units or nurse support vehicles in accordance with the wishes of the donor. Fleet operations staffing costs, where the donation allows, and a share of general overheads are also included as expenditure from these funds. Transfers in represent contributions from the Charity's Eeneral reserves to cover expenditure in excess of the funds available for a particular geographical location or project. Transfers out represent the release of funds for the purposes of capital spend during the year to the relevant restricted capital fund. Restrictedfunds (capitolj These funds reflect the movement in the asset carrying value of the Charity's donation funded units and nurse support vehicles during the year. Resources expended correspond with the depreciation of each asset, Transfers in represent the release of restricted revenue funds for the purposes of capital spend during the year. The comparative data for the year ended 31 March 2024 is as follows: l April 2023 Income Expenditure Transfers i n/lout) 31 March 2024 Unrestrlcted funds (capital) Unrestricted funds Irevenuel 91,941 449,075 122,028) {846,3451 1,500 101,380 71,413 344,971 640,861 Total unrestrlcted funds Designated funds 541,016 476,500 640,861 1868,3731 102,880 121,600) 1189,232) 416,384 265,668 Total general funds 1,017,516 640,861 (889,973) (86,352) 682,052 Restricted funds (revenue) Restricted funds (capital) 458,709 1,494,291 947,131 {209,947) (309,496) 1271,0181 395,848 886,397 1,619,121 Total restricted funds 1,953,000 947,131 1480,965) 86,352 2,505,518 Total funds 2,970,516 1,587,992 {1.370,9381 3,187,570 -41-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 9 ANALYSIS OF NET ASSETS BETWEEN FUNDS Unrestricted Restricted funds Restricted funds funds Irevenue) {capital) 2025 2025 2025 Total funds 2025 Tangible fixed assets Current assets Creditors due within one year 101,666 342,542 (56,903) 1,834,092 1,935,758 1,207,966 (77,875) 865,424 (20,972) 387,305 844,452 1,834,092 3,065,849 Unrestricted Restricted funds Restricted funds funds Irevenuel Icapitall 2024 2024 2024 Total funds 2024 Tangible fixed assets Current assets Creditors due within one year 71,413 704,935 194,296) 1,619,121 1,690,534 1,616,461 1119,4251 911,526 125,129) 682,052 886,397 1,619,121 3,187,570 -42-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 10 RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASH FLOW FROM OPERATING ACTIVITIES 2025 2024 Net (expenditure}lincome {as per Statement of Financial Activities) Adjustment for: Depreciation charges Impairment of fixed assets Loss on disposal of fixed assets Decrease in debtors {Decreasel/increase in creditors {121,721) 217,054 276,131 29,000 239,719 7,944 4,144 72,561 31,718 {41,550) 173,578 541,422 11 ANALYSIS OF CASH AND CASH EQUIVALENTS 2025 2024 Cash at bank and in hand 1,133,037 1,509,814 12 PENSION COMMITMENTS The Charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the Charity in an independently administered fund. The pension cost charge represents contributions payable by the Charity to the fund and amounted to £20,033 (2024: £17,984). Contributions payable to the fund as at the balance sheet date were £3,039 (2024: £2,986) and are included within other creditors. -43-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 13 OPERATING LEASE COMMITMENTS The total of the Charitws future minimum lease payments under non-cancellable operating leases was., 2025 2024 Amounts payable Ivehlcle leasing): Within one year Between one and five years 35,922 46,151 22,067 28,037 82,073 50,104 Amounts payable (property): Within one year Between one and five years 45,600 53,200 44,538 91,200 98,800 135,738 Amounts payable ICRM system): Within one year Between one and five years 6,356 6,712 6,021 13,068 13,068 19,089 During the year the Charity has expended £40,084 (2024.. £35,016) in vehicle leasing costs, £47,43412024: £42,426) in property rental and £5,34612024: £5.7051 in CRM costs. All amounts in this note are stated including VAT which is partially recoverable. 14 OTHER FINANCIAL COMMITMENTS At 31 March 2025 the Charity had £nil12024: £794,674) authorised but not contracted for financial commitments in relation to unit builds. -44-

HOPE FOR TOMORROW (A company limited by guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 15 RELATED PARTY TRANSACTIONS Total donations received from Trustees during the year, without conditions, were £48012024: £3,674) including donated services to the value of £nil12024: £nil). One12024: one) Trustee is a Director of a company who received £5,47812024.. £3,264} in respect of expenditure incurred during the year. SCG South West Limited, where Claire Maddox is a Dirertor, was paid £5,47812024: £3,264) for telephone and broadband services, At 31 March 2025 an amount of £433 (2024: £nil} was due from SCG South West Limited in relation to an overpayment made during the year. The Head of Finance, Jennifer Gerrard, is a Director of Gerrard Financial Consulting Limited who received £675 in respect of software expenditure incurred between 18 September 2024 (when the Head of Finance was appointed) and 31 March 2025. No balances were outstanding at 31 March 2025. -45-