Ridgelinee L) Trust — East Reading6 Horticultural® Therapy and Community-e Based Traininge @ Ltd
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Foreword
Ridgeline’s horticultural therapy sessions directly improve the health, wellbeing, and confidence of participants, many of whom are living with long-term conditions, learning disabilities, or mental health challenges. Through structured gardening activities, they gain skills, independence, and social connections, reducing isolation. School partnerships and community events extend these benefits to young people and the wider Reading community, ensuring our charitable purposes are delivered in a tangible and measurable way.
In the year ending 31-March-2025, we grew our services by adding additional school sessions and a new session for adults on Monday mornings. We helped approximately 100 people benefit from horticultural therapy, an increase of 25 on the previous year.
We are grateful to local charities for supporting our social prescribing sessions, as well as to other sources of funding which have helped with garden developments benefiting our client gardeners. Our now established fundraisers — Daffodil Day, the Spring Plant Sale and Autumn Harvest Féte, each raised record amounts to be reinvested into delivering our objectives. We are, as always, grateful for the enthusiasm and time generously given by staff, volunteers, and supporters that make these events successful.
Due to the success of our fundraising activities, the addition of new sessions, award of grants and prudent management of expenditure, we finished the year with a surplus of £10,581. Unrestricted reserve funds at the end ofMarch 2025 were just under £45,998. This level exceeds the minimum level the Trustees determined to be appropriate and provides resilience against fluctuations in grant funding and enables planned investments in the garden and development of our services. .
The Trustees consider the charity to be a going concern, based on current funding commitments, healthy free reserves, prudent financial planning and compliance with all required regulations.
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Overview
What we do
Ridgeline Trust offers social and therapeutic horticulture to people with mental or physical disabilities and other special needs. Our professionally trained horticultural therapists offer safe gardening activities all year round in our beautiful garden near Reading town centre. With our support, beneficiaries recover and develop their skills, confidence, and self-esteem and enjoy the opportunities provided for social communication in a calm, restorative environment.
We foster evidence-led approaches in the provision of social and therapeutic horticulture, delivered with a firm commitment to collaboration, inclusion and professional practice. All our activities are undertaken to further our charitable purposes for the public benefit.
Main activities during the year 1 April 2024 to 31 March 2025
In August 2024, the Trustees completed a review of Ridgeline’s strategy by assessing internal and external challenges. This was captured in a new 2024-2027 strategy document, which was finalized in August 2024 and is published on the charity’s website egy). The strategy comprises three strategic objectives each with an action plan, and progress during the year against these is described below. These objectives guide our activities and focus during the current financial year.
Strategic Objective 1: Enhance financial sustainability while retaining the focus on client gardeners who will benefit from professionally led horticultural therapy
Action plan I: To keep ourfinancial position under review, optimise expenditure and increase opportunities for income
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e We demonstrated strong financial governance during the year, by controlling expenditure while increasing income. Unrestricted reserve funds increased compared to the previous year.
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e As part of our financial planning, we introduced proportionate annual price increases for our services and made considered increases to staff salaries, based on inflation and market rates.
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@ We opened and actively managed a savings account to take advantage of interest rates on our bank reserves. This earned £627 in the financial year.
Action Plan 2: To obtain funds from grants and other activities
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e A total of almost £8300 including £1000 from Aurum Funds was raised at the Spring Plant Sale (19th May), Harvest Féte (15th September) and Daffodil Day (23rd March) events held at the garden.
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e For the second year running we participated in the Big Give Kind2Mind fundraising campaign which matched funds raised between 14th and 28th May 2024, coinciding with the Plant Sale — this resulted in a grant of £2500 which was used to fund our new Monday morning session.
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e We worked closely with Social Prescribing contacts to discuss approaches to fund client gardeners they referred. Social Prescribers at Reading University Medical Centre secured funds of £11,000 from Berkshire Nurses to support Monday attendees.
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e Our Treasurer and Trustee Karine Ferreira’s workplace, IBM, participates in a scheme where they contributed to Ridgeline for hours that Karine volunteered, this totalled £1000 in the, year 2024-2025.
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e@ We hosted three other local groups who made donations to use the garden for their events.
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Action Plan 3: To gain new client gardeners through active engagement with local providers and the regional networkfor social care.
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e We expanded the number of sessions offered and therefore the number of client gardeners who attended Ridgeline (previous year figures in brackets):
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We helped approximately 100 (76) people enjoy the benefits of horticultural therapy
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Weran 294 (196) horticultural therapy sessions horticultural therapy sessions
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We provided over 4500 (3500) hours of horticultural therapy
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e We increased the number of school students who benefitted from the garden during term time. Addington School increased the number of sessions they attended from two to three per week, while The Avenue School continued to attend one session in the Autumn and Summer terms. We were also pleased to welcome a new school, Brookfields, who sent students from their Sixth Form for one session per week in all three terms.
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e@ We trialled sessions for school students in the summer holidays and ran three successful sessions, receiving good feedback from attendees.
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e We introduced a new Monday morning session and proactively investigated how to fund and recruit for this. This started in Spring 2025 with clients referred by COMPASS and Social Prescribers and was funded by The Big Give donations. -
Strategic Objective 2: Maintain and develop the garden to support the mission and any diversification and expansion
Action Plan 1: To maintain the garden, pavilion, and all equipment
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e Over the winter, volunteers and Tuesday clients, led by Steven Dix, rebuilt and repainted the damaged raised beds.Steven also replaced damaged fence posts and repaired the Pavilion roof.
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e Our compost heaps, a fundamental part of the garden, were expanded by volunteers to improve access.
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e PAT testing in the pavilion was completed, and outside lighting was fixed. Emergency lightning and flooding lights were added.
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e We invested funds in new purchases to enhance the garden and its operations. These included new chairs for the Pavilion, a new router, three tier staging for the polytunnel, a new gazebo to be used at our events, and a new safety stepladder.
Action Plan 2: To implement projects that enhance the safety, attractiveness, and utility ofthe garden
- e In February, Beechwood Tree Surgeons donated a load of wood chips that were used to create paths through the vegetable and fruit beds.
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e In late summer 2025, a group of volunteers from Vodafone made four new nursery tables from pallets, as well as clearing and levelling the area behind the polytunnel.
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Action Plan 3, To continue to develop our planting plans to support sales at ourfundraising events
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e The HTs, supported by one of the trustees, Margaret Osborne, diligently maintained and developed the planting plan which contributed to the financial success of our plant sales.
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Strategic Objective 3: Commit to sound professional practice and good governance
Action Plan 1: To ensure that lean, robust policies and procedures are in place to ensure statutory compliance and efficiency ofoperations
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e Our management structure and our policies and procedures were reviewed throughout the year.
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e We revised the onboarding process for new clients with a revised welcome letter and strengthened process.
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e We improved our document retention system by introducing a standard repository structure in Google Drives and moving relevant documents from Box.
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e Our Financial procedures policy was updated, and we introduced the role of Lead Trustee for Finances to work with the Treasurer to enhance oversight and compliance.
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e The Safeguarding policy was reviewed and strengthened.
Action Plan 2: To regularly review risks to ensure Ridgeline can continue to deliver its mission and is prepared to manage any extenuating circumstances.
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e The monitoring of risks to the Charity was undertaken throughout the year in line with guidance from the Charity Commission, principally in terms of governance, external, regulatory and compliance, financial and operational risks.
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e The Trustees met as a group on 12 occasions during the year. During these meetings, risks are reviewed and actions taken to mitigate these are documented and actioned.
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e Health and Safety and Safeguarding issues are a standing agenda item at every Trustees’ meeting.
Action Plan 3: To provide leadership and guidance to staff, to regularly review and monitor their engagement and performance, to acknowledge good performance, to assess development needs, and to provide support and training. To solicit their feedback to develop their roles and the management ofour operations.
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e One of our trustees (Margaret) took on the role of Garden Coordinator. Margaret conducted regular reviews with the HTs to gain regular feedback and provide support and guidance as necessary.
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e Regular HT meetings took place to communicate updates, share progress, and identify improvements.
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e Existing employees were provided the opportunity to take on additional responsibilities as new positions and roles were opened.
Action Plan 4: To provide support and guidance to volunteers and provide them with necessary induction and training in the implementation ofnew policies and procedures. To show our appreciation for their commitment and efforts and to solicit their feedback to develop their roles and the charity.
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e We strengthened our volunteer oversight processes by appointing a Trustee, Jane Ruse, to take responsibility for this. Jane worked with others to develop and implement a more robust volunteer induction and management process.
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e In January 2025, we hosted a celebration for volunteers and for members of the team who had recently left Ridgeline (see below).
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e To further express our gratitude for our volunteers, we held a “Pimms and Scones” event for them in August.
Action Plan 5: To build and maintain sufficient capability and capacity within the group of Trustees and Staff,
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e Due to the nature of the Charity, the Trustees have been required to support many operational activities, for example managing staff, premises, and volunteers. We therefore decided to delegate line management for our Horticultural Therapists (HTs) to one employee, with a subsequent increase in staff budget to account for this. We also committed to moving responsibility for regular and ongoing maintenance activities to a staff role.
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e One of our HTs, Julie Roberts, left Ridgeline in October 2024. Julie was an integral member of the team and had played a key role in setting up the new Monday afternoon group. She had additional responsibilities as Garden Coordinator and led management of the nursery and planting plans. We thank Julie for her enthusiasm and commitment to Ridgeline.
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e Katie Andrews joined as an HT, initially as a freelancer to cover The Avenue School sessions in Summer Term 2024, but following a recruitment process, she became an employee to
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. support Monday sessions from January 2025, replacing Julie. Katie previously set up and managed a school garden in the USA before returning to the UK and completing her Thrive diploma with distinction. Previously she was an HT with Root and Branch in Oxfordshire.
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e Sian Hooley resigned as Development Manager in October 2024. Sian had been part of Ridgeline for 6 years, and she was instrumental in developing the relationships with the Schools and the Social Prescribers. She also managed through the challenges of COVID-19 and restarting sessions post the pandemic. The Trustees thank Sian for all her invaluable contributions. Sian continues to support Ridgeline in a voluntary capacity.
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e With Sian’s departure, the Trustees took the opportunity to review the scope of the Garden Coordinator and Development Manager position and felt it was appropriate to combine responsibilities into a single role of Ridgeline Service Manager. This position was recruited for in December 2024.
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e Penny Walters joined us in the position of Services Manager in February 2025. Penny has significant experience of running gardens and managed the Jealott’s Hill Community Landshare in Warfield near Bracknell, where she has overseen the reopening of the area as a Community Interest Company and developed its outreach offer.
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e Gillian Charles left as Shadow Treasurer as Karine Ferriera took on the full Treasurer role, we thank Gillian for her support in making this transition seamless.
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e Ros Richards left her position as Trustee at the AGM in November 2024, we thank Ros for her contributions and diligence in handing over her responsibilities to other Trustees.
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e Karine Ferriera took on full responsibility as Treasurer and was also appointed Trustee in May 2024.
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e Matt James was appointed as a Trustee in May 2024.
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© Margaret Osbourne was reappointed as a Trustee at the AGM as per our Articles.
Finance
Accounts for 2024-2025
The accounts have been circulated before the AGM. All figures are subject to independent certification. Last year’s figures are shown in brackets for comparison.
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- © Income exceeded expenditure by £10,582 (£7,877).
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© Income was £64,383 (£54,773).
© £7,590 (£8,942) came from project grants, £15,362 (£13,224) from fundraising activities and donations and £41,430 (£32,609) from charges for our services. 6
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¢ Expenditure was £53,801 (£46,987)
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© £31,778 (£29,906) was spent on employment expenses (less staff costs attributed to the Social Prescribing Project).
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© £10,387 (£7,327) was spent on grant-funded projects, including the Social Prescribing Project with the University Health Centre, and on usage of our Special Circumstances Fund.
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¢ £9,513 (£7631) was spent on events and general operating expenses
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© Depreciation on the building was £2,123 (£2,123)
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© Total assets at 31 March 2024 were £82,866 (£72,305). The Pavilion building is a fixed asset, currently valued at £25,471 (£27,594) after depreciation. Net current assets are £57,414 (£44,710). Of these current funds, £11,417 (£2,102) were treated as restricted with the remaining £45,998 (£42,608) available in reserves for running costs, general garden development and contingencies.
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Grants from organizations during the financial year 2024-25
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|Reading|Dispensary|Trust|For|Social|Prescribing|client|gardeners|£510|
|Berkshire Nurses|Relief Fund|||For|Social Prescribing|client|gardeners|£2150|
|Ln:|Special|Circumstances Fund|for beneficiaries|
|with mental health needs|£4931|
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Friends of Ridgeline Scheme
This encourages regular donations, providing a degree of reliability in our income. £2,084 (£2,434 in 23/24) was contributed bya total of 18 Ridgeline Friends. We continue in our efforts to encourage more of our supporters to join this scheme.
A further £3753 (£3,271 in 23/24) was raised in one-off donations from generous supporters of Ridgeline Trust and through Gift Aid.
Reserves Policy
Our aim, in which we have succeeded in the year under report, is always to maintain a balance of sufficient funds in the bank to enable us to continue to meet our ongoing obligations and to operate for at least three months (and preferably six months) in the event of unforeseen contingencies or failure to attract sufficient income or grant funding for providing our core Horticultural Therapy services. These reserves are regarded by the Trustees as virtually “ring-fenced” in the charity’s management accounts. Three months’ funding at current levels is approximately £13,000.
Governance and Organization
Governing Document
The organization is a charitable company limited by guarantee, incorporated on 12 May 2003 and registered as a charity on 15 September 2003. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up, members are required to contribute an amount not exceeding £10.
The directors of the company are also charity trustees for the purposes of charity law, and under the company’s Articles are known as Trustees. Under the requirements of the Memorandum and Articles of Association, one third of the Trustees are required to retire each year by rotation in the order of the time since their appointment. Retiring Trustees may be re-elected at the Annual General Meeting.
Organization
The charity is managed through the efforts of an enthusiastic number of regular volunteers from the local community. A brief overview of the governance arrangements is as follows:
- e Members of the Charity (of whom there were 15 at 31/3/2025) who attend and are entitled to vote at all General Meetings of the Charity, are appointed by the Trustees.
e Trustees (currently six), appointed by the Members, The Trustees are grateful to our accountant Peter Tilbury for his assistance in certifying our accounts, providing payroll services and hosting our Registered Office.
List of Trustees of the Charity
All Trustees have been appointed at a General Meeting under the Articles of Association, originally adopted on 10 May 2003, and were Directors of the Company during the period:
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e Stuart Donald
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e Karine Ferreira
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e Matt James
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@ Margaret Osborne
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e Jane Ruse
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e Sara Uren
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Companies Act requirements
For the period 1 April 2024 to 31 March 2025 the Company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.
Directors’ responsibilities:
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e The Members have not required the company to obtain an audit of its accounts for the year in question, in accordance with section 476.
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e The Directors acknowledge their responsibilities to comply with the requirements of the Act with respect to accounting records and the preparation of accounts.
The accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.
Public Benefit Statement: The Trustees have complied with their duty to have regard to the guidance on public benefit published by the Charity Commission in exercising their powers and duties.
The above Directors’ Report is to be presented at the Annual General Meeting of the Charity on 13 November 2025
Board of Directors/Trustees
East Reading Horticultural Therapy and Community-Based Training Ltd (The Charity known as Ridgeline Trust) Company limited by guarantee — Company no. 4760734 — Registered Charity no. 1099441 Registered Office: 6 Windsor Square, Silver Street, Reading RGI 2TH ¢ @ridgelinetru w.ridgelinetrt j
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SRT EONS
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« Independent examiner's report on the accounts
. Section A Independent Examiner’s Report
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Report to the will . . .
trustees/directors/ | East Reading Horticultural Therapy and Community Based Training Limited
members of | (Known as Ridgeline Trust)
On accounts for the year | 31° March 2025
ended
Charity no.: 1099441 04760734
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| report to the charity trustees on my examination of the accounts of the Company for the year ended 31 / 03 / 2025.
Responsibilities and As the charity's trustees of the Company (who are also the directors of the basis of report company for the purposes of company law), you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (“the 2006 Act”).
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Having satisfied myself that the accounts of the Company are not required to be audited for this year under Part 16 of the 2006 Act and are eiigible for independent examination, | report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act”). In carrying out my examination, | have followed the Directions given by the Charity Commission (under section 145(5)(b) of the 2011 Act.
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Independent | have completed my examination. | confirm that no material matters have examiner's statement Come to my attention disclesed(ether than that belew*) which gives me cause to believe that: * accounting records were not kept in accordance with section 386 of the Companies Act 2006; or
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- the accounts do not accord with such records; or * the accounts do not comply with relevant accounting requirements under section 396 of the Companies Act 2006 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination; or
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*the accounts have not been prepared in accordance with the Charities SORP (FRS102).
IER
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October 2018
| have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
- Please delete the words in the brackets if they do not apply.
Signed:
Date: | 15" December 2025
Name: | Peter N Tilbury
Relevant professional | Fellow of the Association of International Accountants (FAIA) qualification(s) or body | (Membership Number 142181) (if any):
,
Address: | 6 Windsor Square, Silver Street,
Reading, Berkshire, RG1 2TH
Section B Disclosure
Only complete if the examiner needs to highlight material matters of concern (see CC32, Independent examination of charity accounts: directions and guidance for examiners).
Give here brief details of any items that the examiner wishes to disclose. ;
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NONE
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IER
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October 2018