2025-03-31-accounts

STREET LEAGUE ANNUAL24 REPORT 25

"I was scared as I had nowhereto go bLrt I knew I could do it and Street League helped me get there."

CONTENTS O I EXECUTIVE SUMMARY 0 3 2024-25 IMPACT Chairman's Welcome 01 2024-25 Impact Numbers 15 CEO Report 04 Fundraising and Partnerships 17 0 2 OVERVIEW OF WORK Our Services 26 Vision & Mission 10 Our People 34 Our Values & Brand 11 Industry Recognition 37 Where We Work 12 04 FINANCIAL REPORT The Need 13 Financial Performance 39 Trustee Report Accreditations 43 51 Auditor's Report 53 Financial Statements 59 Reference Statements 79 i¥ srREEr LEAGUE

f.1 l# CHAIRMAN'S WELCOME "l am proud of the record breaking progress Str&t League has made in the last12 months, the highest ever social impact and the highest ever revenue, which are both fantastic metrics to achieve in the first year of our'Fit For FLrture' strategy."

Dear all, It is with great pleasure that I welcome you to our 2024/25 Annual Report. The year has given us much to celebrate and be positive about. Our services are dedicated to the young people we work for delivering high quality sport, education and employability programmes. As Chairman, l am proud of the record-breaking progress Street League has made in the last 12 months, the highest ever social impact and the highest ever revenue, which are both fantastic metrics to achieve in the first year of our 'Fit For Future, strategy. Since our inception, Street League has worked tirelessly to provide young people with the tools and resources they need to succeed and to overcome societal and environmental barriers. From fitness and sport, to skills training and career development, to work placement and full-time work opportunities, we have been committed to giving young people the best opportunity to change their lives for the better. We couldn't be prouder of the recent news that young people who start one of our programmes are around 8% more likely to be employed 12 months later. At Street League, we know the impact we make, and this news, released by DWP Employment Data Lab, is welcome confirmation that the work we do, alongside our amazing partners, is making a life<hanging difference in our communities across the UK. You can read the full report here: Officialstatistics Employment Data Lab Analysis: street League: Academy, Street Sports and Schools programmes EXECUTIVE SUMMARY

As we reflect on the past twelve months, we are reminded of the countless success stories and achievements of the young individuals who have benefited from our programmes, from landing their first job, making it into college or achieving their first qualification. Many of these achievements are earned within very difficult circumstances. I would encourage you to take time to read the impact stories to gain insight into the tremendous accomplishments our young people have achieved. The Media Trust created a Street League young person's journey on film, you can watch the award nominated production here: ieshortestnowstDosslbletthnNAihx LItAGIJI None of our achievements would have been possible without the steadfast effort of our dedicated staff. Their passion and commitment has been instrumental in our success, and I am grateful for their continued faith in our mission. I would like to thank all of our volunteers, partners, and donors who either through personal Involvement, professional facilitation or direct financial support have enabled another impactful year at Street League. Finally, I would like to take a moment to mention both Andy Ransom and Stuart Beaver respectively who collectively gave Street League 19 years of leadership and guidance at Trustee level, all of us at Street League give our deepest thanks and wish them well for the future. l invite you to explore this annual report and learn more about the impact we have had on the lives of young people over the last year. Working together, we can continue to make a difference. Thank you for your continued support and belief in our work. John Coleman Chairman EXECUTIVE SUMMARY

support and who face significant personal and environmental barriers to entering work and progressing with their lives. This past year 51 % or 1,570 participants came from the top 20% IMD/SIMD postcodes, which increases to 65% or 2001 participants when we include the top 30% of IMD/SIMD postcodes. Young people from low socio-economic backgrounds with low qualifications are less likely to be in education, training, or employment (NEET). Making the move into adulthood and into employment is not easy and our young people can face extra and complex challenges including housing insecurity, poor mental health, incredibly low confidence, low or no academic attainment, care responsibilities for infirm parents or younger siblings, no support network or access to money or welfare. Our staff act as the change agent to give young people 'a leg up,, to make decisions and changes in order to realise their potential. CEO REPORT It remains a privilege to lead Street League and I'm delighted to present the CEO Report for 24/25. Year one of our Strategy 2024/25 has been extraordinary. breaking records and achieving remarkable milestones. Across the UK. 3,079 young people started one of our employability programmes. 1,765 young individuals transitioned into worl education, or vocational training. an all-time high for us. Notably, this includes 1.016 successful employment outcomes. marking the first time we have reached the incredible milestone of securing 1,000 jobs within a single financial year. Moreover, a record-breaking 520 young people entered further education. Furthermore, 989 young people, or 63%, have sustained their destinations at the 6- month marl once again. a record for us and one which further illustrates the results shared by the Department of Work and Pensions Data Labs independent research, confirming our long term impact on the employment status of young people. Street League is an incredibly special organisation. which achieves a significant, life-changing, positive impact on the lives of the young people that we sepie. This is down to the talent and commitment of our staff. Our services continue to work communities with young people who need in DOUGIE STEVENSON EXECUTIVE SUMMARY

OUR TEAM Our staff are incredible, this has been a record-breaking year for us. Thank you to everyone for your enduring dedication throughout the past year. No matter which job role you are in, front line or back office, key worker or hidden hero, you all play a part in the Street League system that results in every single positive progression and employment outcome that a young person achieves. We accomplish this social impact together and therefore celebrate it collectively. Thank you also to our Trustees, who are an exemplary group of custodians. Working together with us, you enable the executive team to lead and drive forward Street League's Mission. "Street League is an incredibty special organisation, and we achieve significant and life changing posrtive impact in the lives of the young p￿pIe that we seNe. For many young people our intervention can have a positive enduring effect on the future course of their life" EXECUTIVE SUMMARY

OUR MODEL The number of young people who are unemployed or economically inactive has been slowly increasing since 2020. According to the Office for National Statistics (ONS 2025), currently, 987,000 young people aged 16-24 are estimated to be neither in education, employment, nor training (so- called NEET). Around 600,000 are out of work or learning for more than 12 months and around 300,000 for more than 2 years (Joseph Rowntree Foundation 2025). This is a systemic issue with that figure remaining roughly static over the last two decades (ONS 2022). A high proportion of those young people are from communities and postcodes which rank highly on the Index of Multiple Deprivation (IMD/SIMD), respectively. It is those communities which Street League prioritise to reach. Our model is mission focused and directly works against these factors by attempting to lift a young person out of their challenging circumstances and set them on a new path with more options, choices and opportunities for a better life. Sport Y¢>ung p•opl•'s w•llb•lng The incredible mix of sport, learning and employability is a powerful offer to help reset and rebuild a young person's life. Unemployment, low or no qualifications and poor physical and mental health all have a very significant bearing on the life chances and life expectancy of our young people. learnlni Ernployablltty Our USP is the combination of sport, learnlng and employability within our service offers. EXECITfivE SUMMARY

A SUSTAINABLE FINANCIAL FUTURE The executive team and l are delighted to report that we continue to strengthen our financial position for a further consecutive year. Revenues totalled £7.4M against expenditure of £7.1 M, resulting in an actual surplus of £240,000. Generating year on year surplus income has enabled us to significantly improve our resepie position, create a cash flow buffer and moreover facilitate longer term financial planning and investment in our workforce and services. As noted In a summary of our finances and reserves policy, we have proactively increased our unrestricted reserves level and at 31 March 2025 we achieved 5.8 months, cover or £3.4M by value. YA Finance team wit sain Bo , EXECUTIVESUMMARY

OUR STRATEGY Street League's strategy over the next three years is to reach Our strategic goals more young people, increase our outcomes for young people and introduce a female only service offer. This is backed up for the next three with plans for ambitious financial growth and increased years areset out efficiency on digital and data initiatives. here: At the end of the first year of the strategy, we have already made significant progress. 1. IMPROVE IMPACT Increase annual hard outcomes by 55% Total starts, (young people on programmes), reached 3,069 surpassing the target of 2,700. Furthermore, staff working with young people on services achieved 1,765 hard outcomes O'obs, education and training outcomes) against a year one target of 1,504. This sets us well on our way for next years target of 1,800. . IMPROVE EACH ncrease annual engagement by 25% We launched our female only Acadmey offer in both London and Liverpool respectively, with plans for further expansion next year. Our fundraising teams have had strong years, with increased year on year revenue on both private, corporate and commissioned public sector funds. Total revenue reached £7.4M respectively against a target of £7.1 M. PROPOSITION Launch a female only service offer in each region On efficiency, our Finance and HR departments have successfully implemented new HRIM and accounting systems. Our Contract and Quality team have made significant strides on data collection, management and reporting, with new live digital dashboards and a comprehensive month end participant reporting suite. 4. IMPROVE FUNDING ase enue by 25% The realty of yOLrth unemployment is stark. Did you knowthat being unemployed for longerthan 6 months can redu￿ your life expectancy by fr¢e years? ,4. IMPROVE EFFICIENCY Grow an our data and digttal capabilities eve EXECUTIVE SUMMARY

THANKS TO OUR STRATEGIC PARTNERS Underpinning Street League's services, innovation and growth, are two special strategic relationships, with both Inspiring Scotland and People's Postcode Lottery respectively. Over the last 16 years, Street League has benefited from unrestricted funding from Inspiring Scotland's 14-19 fund and more recently the Our Future Now fund. Both funds are a mix of Scottish Government and private philanthropic investment. In addition to this, the incredible team at the People's Postcode Lottery have supported Street League over the last 9 years with unrestricted funding via the Postcode Active Trust. 9poitcdbytyJ￿tbgl PEOPLE'S INSPIRING POSTCODE ACTIVE LOTTERY SCOTLAND Both relationships are absolutely essential to Street League. The nature of the funding allows Street League to innovate and change services, including both programme content and location, based on the demands of young people. It also allows Street League to match fund investment from private corporate partners or local authorities, which brings significant added-value for all stakeholders by ensuring consistency of service levels in the communities we serve, permanent contracts and job security for Street League staff and continuity of key worker support for young people. EXECUTIVE SUMMARY

OUR MISSION • USING SPORT AND EDUCATION, WE HELP YOUNG PEOPLE INTO WORK. OUR VISION -ASOCIETY IN WHICH ALL YOUNG PEOPLE HAVE THE OPPORTUNITY OF SECURE EMPLOYMENT AND A BRIGHTER FUTURE. OVERVIEW OFWORK 10

OUR BRAND &VALUES Our values are what unite our workforce and guide our actions as a charity. They represent the core principles and beliefs that shape our culture and define how we operate in the world. Each of these values carries deep meaning and significance for us: OUR SHIELD Synonymous with sport and being part of a community, while also symbolising strength, protection and guarding our young people. OUR VALUES PASSIONATE ABoufspoRT AND EMPOWERING YOUNG PEOPLE INCLUSIVE WEWORKASA TEAMWITH COMPASSION ANDTO PROMOTE DIVERSITY. COMMITTED FUN WEWORK IIARD. WE ARE BRAVE, LOYAL, AND RESILIENT. SUPPORTS OUR WELLBEING AND HELPS US MOTIVATE PEOPLE. TRUSTWORTHY WEARE RESPONSIBLE, HONEST. AND SELF. AWARE OUR TAGLINE Youth-led. Our young people talked about "Own It. as a phrase they use in life for taking responsibility, being brave and resilient. Your Future" talks to how young people can control their lives. OWN YOUR FUTURE 11 OVERVIEWOFWORK

OUR REGIONS Ayrshire

t Ayrshire) East Scotland st& Wp£t LnthiAn. Midlnthianl Greater Glasgow I Inbartonshire, North Lanarkshire) Greater Manchester twythenshawe, Ardwick, Fallowfield & London Iivestminster Southwark & Barnet, Greenwich) Merseyside "?wsley, 8irkenhead) South Yorkshire . ham) Tayside Idee City, Perth and Klnross) West Mldlands ey) West of Scotland (Inverclyde, Renf rewshire. East Renf rewshire. ire, Argyll & Butel West Yorkshire (Leeds City & Ivakefield) WHERE, WE WORK In 2024125, 67% of Street League participants were from the top three deciles on the Index of Multiple Deprivation (IMD/SIMD). In areas of need and deprivation, young people often encounter various obstacles that hinder their personal and professional development. The top three barriers they face living in such areas include, Income, Employment and Health Deprivation, rneaning it is harder for these young people to access financial support, employment and training opportunities and adequate health care. Recognising these barriers. Street League are dedicated to making a difference in the most disadvantaged communities across the United Kingdom. We aim to address the unique needs of young people living in such areas and provide them with the tools. resources. and support necessary to succeed. OVERVIEW OFWORK 12

THE NEED MORE YOUNG PEOPLE WERE NOT IN WORK, EDUCATION OR TRAINING AT THE END OF 2024 THAN AT ANY POINT IN THE PAST11 YEARS 987,000 CURRENTLY, 987,000 YOUNG PEOPLE AGED 16-24 ARE ESTIMATED TO BE NEITHER IN EDUCATION, EMPLOYMENT, OR TRAINING (NEET) (ONS, February 2025) YOUTH UNEMPLOYMENT IS THREE TIMES THE NATIONAL AVERAGE (ONS, Aprll 2025) 14.3% Youth Unemployme 445,000 YOUNG WOMEN ARE CURRENTLY OUT OF WORK, EDUCATION AND TRAINING IN THE UK (ONS, February 2025) THE EMPLOYMENT GAP: YOUNG PEOPLE FROM DISADVANTAGED BACKGROUNDS ARE TWICE AS LIKELY TO BE NOT IN EDUCATION, EMPLOYMENT OR TRAINING (NEETJ THAN THEIR BETTER-OFF PEERS 445,000 LOW QUALIFICATIONS ARE THE STRONGEST DRIVER OF BECOMING NEET, REGARDLESS OF GENDER, DISABILITY OR DISADVANTAGE (Youth Jobs Gap report) 2X NATIONAL LANDSCAPE Young people are facing systemic issues across the UK, with those living in the most deprived areas facing a staggeringly lower life expectancy than their peers in the least deprived areas. While overall life expectancy has increased, healthy life expectancy has not kept pace, leading to a significant gap between the total years lived and the number of years lived in good health. In England, the healthy life expectsncy (HLE) at birth in the most deprived areas was 19 years less than in the least deprived areas (in 2018 to 2020). In Scotland (in 2019-2021), HLE at birth was 26 years lower than those living in the least deprived areas. (ONS/SCOT GOV) 13 OVERVIEW OFWORK

"I never thought I'd get ajob never mind wothing wtth cars, I love tt tt also means I can s& a fLrture for myself, Street League changed everything for me." Mark. 16, came to Street League with no CV, work experience, and low confidence. Living in Ferguslie Park, one of Scotland's most deprived areas. he wanted a career but struggled with routine and social situations. Starting with Street Sports, Mark progressed to the Street League Academy programme, attending four days a week over three months to build skills like CV writing, mock interviews, and teamwork. Mark sustained an injury whilst at Street League however he remained on crutches. committed to his future. We arranged a placement at Reid's Car Garage, where Mark impressed enough to earn a full-time apprenticeship. Now working as a trainee mechanic. he is developing a career in a field he loves. STREEI Le￿GUE I real￿ enjoyed mytime wtth Street League, Saul and Callum were very helpful. I loved the sports sessions and Callum helped me so much, espeCial￿w[th wrtting Cvs and Confiden￿ in employment srtuations." Oliver, 18. left school without Maths or English qualifications and was unsure of his goals. Passionate about sport but anxious, he lacked a CV and any interview experience. In the Street League Academy programme, Oliver built confidence, wrote his CV, completed a Level 3 First Aid qualification and developed strong interview skills. With support, he enrolled in college courses for Maths and English and began working part-time at a primary school. Living with his family in Bemiondsey, he is now set to start an apprenticeship as a teaching assistant, with the aim of becoming a PE teacher.

3,079 unemployed young people engaged in pro8rarnmes. 2024- 2025 IMPACT NUMBERS 2,850 93% of young people we engaged reported barriers. TOP BARRIERS Has no prlor work experience11,519) Claimine benefits (1,236) Learning challengeslphyslcally dlsabled (571) Insuff icient or no qualifications (457) Comes f rom a workless household (370) Mental health challenges1368) Care experlencedlmaln Carer (342) LiteracylNuffleracy diff iculties1228) SUPPORTING REFERRAL ROUTES SCHOOL LEAVERS UNEMPLOYED ThIRD SECTOR TrAININGAND SKILLS ORGS OVERCOMING BARRIERS 16.30 CONFIDENCE BUILDING SOCIAL MEDIA SELFREFERRAL 11 LOCAL COMMUNITIES IMPROVED WELLBEING JOB CENTRES SCHOOLS 15 24.25 IMPACT

1,765 1,594 783 employment, apprenticeship. education or training outcomes achieved. started a 10-week Academy 25% of participants programme. were female. 1,016°. were jobs! 1,165 821 accredited qualifications achieved. 27% of participants were Global Majority. 417 989 14% of our young people disengaged from services. 63% of participants in sustained employment for 6 months. 39,278 Individual attendances. OUR SERVICES PROGRESSIONS LONG-TERM SUSTAINED EMPLOYMENT OUTCOMES EMPLOYMENT ACADEMY STREEfspoRTS EDUCATIOM AFfERCARESERVICES STREET LEAGUE HEW OR HIGHER LEV OUALIFICATIONS TrAINING JOB CLUB IMPROVED HEALTh AKD WEIIBEING APPRENTICESHIPS 24-25 IMPACT 16

FUNDRAISING & PARTNERSHIPS On behalf of the entire Street League team, we would like to extend our sincere gratitude and appreciation to all our remarkable partners. Your support, through funding, staff engagement, or sharing your expertise with our young people, has been instrumental in furthering our mission. So, whether you are an individual donor, trust, corporate partner, or local authority, please know that each and every one of you plays a vital role in changing the lives of young people. This last year we are celebrating our most successful year ever as we have supported over 1,700 young people into worK training or education and we couldn't have done any of this without you. Thank youl The fundralslng envlronment contlnues to be a challenge as we experience so much economic and political change both within the UK and across the globe. This is why we so appreciate the support you give us, year in year out, that allows us the stability to plan for the future and meet the increasing needs of young people every year. COMMERCIAL FUNDRAISING We would like to celebrate the collective efforts of trusts, foundations, individuals, and companies that have joined forces with us over the last year to make a lasting impact. Through their invaluable contributions, these partners have become instrumental in our mission to transform lives and create opportunities for the young people we work with. 'Your support means everything to us. WtthoLrt doubt, your contribLrtion allows Street League to change young lives every day of the year- THANK You!" NIGEL MANSFIELD COMMERCIAL DIRECTOR 17 24-25 IMPACT

MAJOR DONORS, TRUSTS & FOUNDATIONS .-Ii<() Foundation Co￿ON GOAL f4 ASTRA EDWAKD DOKOTIIY ri)lJ.N(IAI-IQP CADBUR Y TkUSY FONDATION ERIC WRIGHT EVESON PETERS ¢plcleundalion The Gannochy Trust INSPIRING SCOTLANO Garfidd Weston FOUNDATIOPI Ki Ipatrick Fraser Charitable Trust THE I:J,,.. MERCERS, kusuma L•aupeus I COMPANY Middlesex Sports Foundation Patrick Roland Foundation Peter Kershaw Trust •PEOPLE'SI1 POSTCODE ACYIVE L0￿ERY8 TRLFr Rl¢hard Cadbury Charliabl• Trust SPORT ENGLAND Cha￿table Thè Scottlsh Govérnmnt SWIRE CHARITABLE TRUST Wade's youth .Iction fund Charity Westminster Foundation Wotsdroffe Bertion FObK'DilnO.¥' 24-25 IMPACT 18

CORPORATE PARTNERS abrdn In partnershlpwith * BARCL4YS Li.ii)W BREAKING BARRIERS cvc DHL Uk FOUNDATIQN CHANEL Ivlacquarie Gr¢JUP Foundation Futuremakers Santonder 5tondatd Chart•i•d FOVNDATION THE BARRATT FOUNDATION SOCIETE GENERALE Rentokil Initial starlizard Integrlty servlces Mercedes-Benz new balanc8 FOUNDATION THISTAl•lleXS ¢•PPII<OMPANY TESCO GREENE KING Y 5T EOMUNDS Jj); FOUNDATION bNenty3 CMS law.tax.future . PRE MATCH ENERGY? 19 24-25 IMPACT

STANDARD CHARTERED SPECIAL MENTIONS Since 2019. Street League has partnered with Standard Chartered Bank. In 2024, the programme evolved into Goal Accelerator, backed by The Standard Chartered Foundation with funding secured through to 2027. This innovative 10-week programme will support over 200 young women and non-binary people (ages 18-30) from underserved communities in London and Liverpool, using the power of sport and education that builds skills and opportunities for meaningful employment. Futuremakers BARRA￿ REDROW Street League proudly partnered with Barratt Redrow to host the inaugural Barratt Redrow Games for Good - a fun and engaging day of team-building, friendly competition, and unforgettable moments. Held simultaneously in Leeds and London, the event brought together 300 Barratt Redrow colleagues who took part in a fun, team building day inspired by Olympic Style games and challenges. Barratt Redrow CEO David Thomas kicked off the day, that raised over £85,000 from employee fundraising and a donation match from Barratt Redrow. The Barratt Foundation has committed to support Street League with £750,000 commitment over the next three years, this partnership and the impact it has on the lives of young people - means so much to us, and we couldn't be more grateful. THE BARRATT FOUNOATlQt4 EPIC FOUNDATION Since 2016, Street League has been a proud member of the global Epic Foundation family. Committed to supporting highly impactful charities working to empower and protect children, young people and the planet, Epic Foundation mobilises their unique network of individual and corporate partners to make tangible and lasting change through unrestricted long-term support. Epic Foundation is a true partner to Street League. having leveraged over £1 M for our work. As Epic Foundation celebrates a decade of impact in 2025, we wanted to take this opportunity to thank them and their incredible network of donors for everything they've done - and continue to do - for Street League. epic IA 24-25 IMPACT 20

"Before Street League I wasnl in a good place, Sophie and Alison were always there for any questions and help I needed. They got me an opportunty for an apprenticeship. I'd recommend Street League notjust forthejobs bLrt for meeting and engaging wtth new people." Michaela. 17, from Possil in Glasgow, faced trauma and loss after losing both parents young and being in care. Before Street League she struggled with poor routine. low motivation and uncertainty. Though hesitant at first, Michaela committed to the Academy programme and quickly bonded with her group, gaining confidence and becoming a supportive peer. Over 12 weeks, she earned qualifications in customer service and money management. Michaela secured an apprenticeship with Wheatley Housing and is proud of having turned her life around. 'Thankyou, Street League, you proper helped me get thisjob and all myqualifications." Lee, 19, from Harehllls, one of Leeds, most deprived areas, has family caring responsibilities for his younger brother. He joined Street League in 2023 without Maths or English qualifications and no clear career path. Street League helped with bus fares for a 40 minute commute and supported him through two Academy programmes, where he gained Maths and English Level 2 qualifications and improved his fitness and football skills. Lee also benefited from CV workshops and mock interviews, and help with essentials like setting up a bank account. Lee also gained a Personal Protective Equipment certificate which enabled him to start a work placement in construction. He now works full-time, insulating new homes and contributing financially to his family, while building a brighter future. LL

COMMISSIONED FUNDRAISING As we end 24125, we would like to recognise the vital partnerships we have established with both local and combined authorities who have entrusted us to deliver Street League services, addressing the needs of young people in local communities. Through these partnerships, we have been able to leverage both our resources and expertise to create Impactful initiatives that drive positive social change. This year we have worked hard with both commercial and operations services to support a 'mlxed economy, approach to our funding, allowing us to expand our commissioned portfolio across the UK, particularly within English services. ANNA CAMPBELL DIRECTOR OF CONTRACTS AND QUALITY We operate with 11 Regional teams across the UK which include six of the Mayoral devolved areas in England: Greater London; West Midlands; Greater Manchester; Liverpool City Region; West Yorkshire and South Yorkshire. In Scotland, our services operate across: West Scotland; East Scotland,. Greater Glasgow,, Ayrshire and Tayside. "Ourpublic sectorpartnerships remain a comerstone for our Fit for Future, strategy. In Year one our newpartnerships include Perth and Kinross Council, Binningham Cty Council Dudley Council and ManchesterAduh Education Services respectivefy. We are also privileged to subcontract with both Groundworks in West Yorkshire and the Worters Education Association (WE4) in Manchester delivering essential sen/ices to young people." Employability and Skills funding remains decentralised across the UK with Local Enterprise Partnerships (LEP) or Mayoral Combined Authorities (MCA) overseeing funding allocations. With increased devolution, we continue to work hard with local partners and commissioners to look for opportunities where Street League can make an impact. Together, we are working towards a shared vision of a society in which all young people have the opportunity of secure employment and a brighter future. 24-25 IMPACT 22

Dundee enable works East Dunbartonshlre Countll East Lothian Council Inverclyde Eas£AyTshSreCwncl EtL¢ Renfrewshire Renfrewshlre Cothdl cwal lasgo NORTH LANARKSHI COUN West Dullbartot)shir¢ COUNCIL WestLothian Council PERTH& KINROSS OrthA￿￿1￿Cw%I OVNCIL I'&'LL West Yorkshire Comblned Authorlty no one Adult Lgorning Wlthlft Re4ch left behind CHANGINGPL4Cts CTrIINGINGUVIS ANCHESTER fjqMT ANcwEmA COMWNEQ AurNoHIvY W•#t MidlandB mbined Authority LEVELLING up E&tttithi & Ski Funo¥ngAoerKy As we enter year two of our three-year strategy, we continue to grow, striving to secure employability and skills contracts across all 11 regions. In the year ahead we are privileged to deliver on renewed commissions across the majority of our Scottish portfolio and continuation of UK Shared Prosperity and Adult Skills contracts in England. In total, during the 24/25 financial year we have secured and delivered 24 public sector contracts. These contracts carry a consolidated value of £1.7M which is an increase of £320,000 on last year or 23%. This presents very good progress against our strategic aim revenues to £2M in value by March 2027. to grow commissioned Our portfolio includes both direct and sub-contracted delivery arrangements. across 20 local authorities, and are a mixture of payment by results and grant schemes. Funding sources include but are not limited to, Adult Skills, UKSPF and No One Left Behind commissioning frameworks. £2,000,000 £1,500,000 £1,000,000 £500,000 £0 £1,674,708 £1.353,473 2023124 2024125 COMMISSIONED INCOME- YEAR ON YEAR COMPARISON 23 24-25 IMPACT

SPECIAL PARTNERSHIPS WORKERS EDUCATION ASSOCIATION (WEA) Adult Leornitt9 Wlthin Reach As we enter into our second year of partnership with Workers Education Association, across Greater Manchester. We are privileged to deliver services as part of their UK Shared Prosperity Fund portfolio, with Greater Manchester Combined Authority, delivering vital services to adults unemployed and economically inactive. The partnership across two years provides £153,000 of government funding, enabling Street League to support over 110 unemployed residents in Greater Manchester's hardest to reach communities and support them to gain the skills and experience they need in order to progress towards sustainable employment. BIRMINGHAM CITY COUNCIL P• Birmingham City Council We enter our second year of working in partnership with Birmingham City Council for the delivery of a UK Shared Prosperity Grant Funded Employment and Skills Project across central Birmingham. This partnership provides vital funds for Street League to support over 90 economically inactive and unemployed young people aged between 16-29 across the City, to develop the essential and employability skills to progress towards and into employment. ENABLE WORKS enable works This year we celebrate our fourth year of partnership working with our colleagues at Enable. We are privileged to deliver services as part of both their employability portfolios in both Glasgow and Dundee respectively. Services in Dundee this year took on an extra dimension with the delivery of a parental employment support fund also. With the end of National training programmes and European funding, third sector portfolio partnerships are key in ensuring service levels are maintained in the most disadvantaged communities. We commend Enable's leadership in this area and look forward to working with them in the year ahead. 24-25 IMPACT 24

LILd/S Sport had always been a passion, but Lewis lacked the self-belief to pursue it. That's when he found Street League. At first. even stepping into the programme was a challenge, but with the support of the Street League team in Livingston, Lewis gradually rediscovered his love for football. That passion reignited his drive, helping him build motivation, resilience, and the confidence to take the next step. Through Street League, Lewis gained essential qualifications and employability skills. His biggest breakthrough? Securing a job with Next - his first step into the working world. This experience opened new doors and proved to him that he was capable of so much more. With continued guidance, Lewis took his ambitions further, enrolling in college to study fitness. health, and exercise. His hard work paid off, and he earned his HNC and HND qualifications, paving the way for his dream career. Today. Lewis, 23, is a fully qualified personal trainer at Pure Gym, where he helps others achieve their fitness goals. But he hasn't stopped there. he's also studying for a degree in Sport and Exercise Science to further develop his expertise. His journey is proof that with the right support and mindset, anything is possible. "I didn't even wantto leavethe house... now I'm a fulty qualified personal trainer."

'The impact achieved has transformed the lives of countless young people for the better. Employment is aboLrt morethan eaming a salary, tt contribLrtes to longer life expectancy, improved qualty of life, and enhanced physical and mental welpbeing for young people acrossthe UK" ji Il KIRSTY STEVEN DIRECTOR OF OPERATIONS OUR SERVICES Operations seNices at Street League continue to make a dlfference to young people in some of the most socially challenged communities across the UK. This year, we reached our highest ever impact in 20 years, with our teams collectively supporting 1,765 young people into Employment, Education and Training. An increase of 448 on last year (2023/24: 1312). Of these, 1,016 (58%) secured jobs and 63% achieved six month sustainment. Our highest ever achieved in one year. Further to this, we launched our Female only Academy in London and Liverpool, and we launched our North England Youth Board. Both are strategic initiatives which are immediately creating value for young people at Street League. TOTAL OUTCOMES q) JOBS 2000 1765 1500 1397 1241 1345 1375 1284 1317 1016 ',i-i.i.i-I i-l, 500 680 2018119 2019120 2020121 2021122 2022123 2023124 2024125 TOTAL YEARLY OUTCOMES 24-25 IMPACT 26

SUPPORTING YOUNG PEOPLE We engaged a total of 3,079 unemployed young people this year. This is an increase of 529 young people or 20% from last year when we engaged 2,550 young people. This collectively resulted in 39,278 individual attendances on our services, an increase of 5,357 or 15% from last year. 1,594 of those individuals commenced a l O- 14 week Academy programme, this is an increase of 397 young people on the previous year (1197.2023124). 1,249 young people engaged via our job clubs, staggering increase on last year of 660 young people (589: 2023/24). 363 joined via our street sports service which is a significant decrease of 261 on last year (624.2023/24). We were successful in delivering 1,165 accredited qualifications this year which was an increase of 342 or 4190 on last year's achievements. 999 young people achieved a qualification, an increase of 328 on the year before (671: 2023124). A total of 417 or 14% of young people disengaged from our programmes this year. an increase on last yearfs disengagement levels (2023124: 236 or 99.). At year end 926 young people remained in Street League services or with direct support from staff. 27 24-25 IMPACT

Female participation stands at 25% overall or 783 in total, a 3% reduction on last year however an increase of 78 young people in real terms year on year. In 24125 we saw 821 young people from Global Majority communities on our programmes or 27% overall a 2Y. increase in real terms and an increase of 178 young people year on year. FEMALE PARTICIPATION: 5 YEAR REVIEW GLOBAL MAJORITY PARTICIPATION: 5 YEAR REVIEW • Female • BAME 2020121 583: 29% 2020121 514: 26% 202L122 923: 33% 2021122 698: 25% Z022123 746: 27% 2022123 704: 26% 2023124 705: 28% 2023124 643: 25% 2024125 783: 25% 2024125 200 400 600 800 1000 200 400 600 800 1000 INDEX OF MULTIPLE DEPRIVATION: PARTICIPATION 2024125. BARRIERS FACED BY PARTICIPANTS 2024125 1050 Has no prlorworkexperlente 1519 iooo Clalmlnl Benefits 1236 800 iearnln8challen8eslphyslcallydlsabled 571 600 582 Insufflclent or noquallfltatlDns 457 Comes from aworkless household 400 Mental heatth challenges 368 200 191 | 127 131 104 Careexperlencedl Main Carer 342 75 Lttpracyl Flumeracy dlfflcultle5 228 510 iooo 1500 *59 young people with no known address 24.25 IMPACT 28

YOUTh BOARD To ensure that we provide the most relevant and effective support to young people, at Street League we believe it essential to consult 'youth voice, in key business decisions. In 2022, we introduced our first Youth Board in Scotland, followed by the launch of our English Youth Board in 2024. Both boards consist of former Street League participants who are dedicated to offering feedback, ideas, and suggestions towards our strategic decision making. Our Youth Boards are consulted on key initiatives and strategic decisions which will affect the support and experience young people receive at Street League. So far, we have been able to use our Youth Board to develop sessions on safeguarding, social media and our carbon footprint. We have also been able to develop the Participant Induction Pack, so that it's more participant friendly to read and understand. The induction is a key part of a Street League participants journey, so it's important that everyone joining feels relaxed and confident about starting at Street League. "Being part of theYoLth Board is real￿ important to me and something that Street League actually do useto benefrt everyone wtthin the organisation. It allows us to shape the fLrture of Street League by wotktng with current and past participants to ensure that the WO￿ we do is delivered to the highest standard, whilst being engaging and relevant to cu￿ent topics that are ongoing in the world. Young people are always changing and developing in their own unique way, so tys key that we use their ideas to shape the future of Street League moving forward." Ill STAEET LEAGUE HARRY DOMAN OPERATIONS MANAGER WEST YORKSHIRE AND NORTH ENGLAND YOUTH BOARD LEAD 29 24-25 IMPACT

"FYS a privilege to lead the Scottish YoLrth Board at Str&t League, bringing togetheryoung people from across the county, from various backgrounds, gatheringtheirthoughts and f*lings to help shape our organisation's fLrture. This is something I f￿1 is vrtal important, and the contribLrtions our Youth Board Members bring, are both relevant and reflective of the young people we support on a da1￿ basis." yr ROSS GILMOUR OPERATIONS MANAGER AYRSHIRE AND "l joined the YoLrth Board when I was a kid and there wasn't realty much OLrt there. I believe I can help Str&t League to get the name outthere for people who don't know what Street League is. It is important to have a Youth Board, as tt helps the company find OLrt what the younger generation are looking for and to givethem advi￿ and guidan￿. I think you should never stop believing in what you can do as one day tt might come true." Logan Scottish Youth Boardmember ENGLISH YOUTH BOARD SCOTTISH YOUTH BOARD 24-25 IMPACT 30

EMPLOYER CASE STUDIES THESTARJlUtLs tOFFEEeOMMMY Starbucks has been partnering with Street League for a year. providing our candidates with "world of work. days, inviting them to their venues, and offering Barista training opportunities. This partnership has evolved, with some stores recruiting from our Academies and employing candidates across the UK. We are excited to see how the partnership grows alongside our strategy. Street League has maintained a partnership with Costa, for several years. COSTA w e support young people into jobs for both part-time and full-time positions across their UK venues, the duration of the partnership is particularly rewarding, as we have seen many of our young people achieve promotions and grow within their roles at Costa. Street League has worked with Hampton by Hilton for a number of years, supporting our young people into roles. Over the past year alone, Hampton by Hilton has employed three candidates from Street League, all of whom are demonstrating excellent progress. Calum, Costa Bruno, Hampton Arif, Starbucks 31 24-25 IMPACT

EMPLOYER CASE STUDIES We have partnered with McTaggart Construction for a number of years. McTaggart Construction offers site visits and work experience opportunities for our academy candidates. Many of our candidates have secured employment with McTaggart's subcontractors. with some even enrolling in construction apprenticeships. McTaggart QNS T AU C T ION Premier Inn has been actively engaged with Street League over the past year. They have visited Academies to share insights with our candidates about working at Premier Inn. Recently, they have also participated in our all-female programmes in London and Liverpool. Additionally, Premier Inn has hired several of our candidates at various locations across the UK. Premierlnn Street League has greatly benefited from our partnership with BKUK. Initially launched in Scotland, the BKUK teams actively participated in our Academies, engaged with our participants, invited them to restaurant visits, and offered numerous employment opportunities. This successful collaboration has now expanded to our English regions, with BKUK teams engaging with all our venues and continuing to provide job opportunities for our young people. BURGER KING Compass Group, the UK'S largest food and services provider and Street League celebrated their 6 month partnership in June 2025. Since launch, 46 young people have secured roles. On the back of this success, Street League will now be utilising Xcelerate with Edgbaston in Birmingham to deliver a rolling eight-week Academy Programme. COMPASS Mason. McTaggarts Millie, Compass Reece, BKUK 24-25 IMPACT 32

Hayleigh, 18, joined Street League as a shy individual with low confidence after struggling in college. Living in an employment4eprived area of West Dunbartonshire. she had some literacy and numeracy issues that hindered her progress. During the Street League Academy programme, she embraced new challenges and worked toward an SCQF Level 4 in Customer Service. Hayleigh made new friends and gradually built her confidence, aspiring to work in childcare due to her passion for supporting young children. With limited work experience. she attended Carousel Training after an employer talk. A local nursery placement received positive feedback-she was outstanding with the children and described as kind and thoughtful. However, her social skills with adults led to her missing a job opportunity. To address this, we arranged a volunteering position at the British Heart Foundation to help her improve her social skills and gain work experience. Outside volunteering, Hayleigh supports Rangers Football Club. We have a partner managing stadium recruitment. When an upcoming event arose, we helped Hayleigh prepare for an interview at Ibrox, ensuring she could highlight her skills. She needed assistance finding suitable interview clothing, so we connected her with Smart Works. which helped her dress for success. Hayleigh was excited about her outfit, boosting her confidence. As a result, she secured a job at Ibrox, working with a team she loves. She continues volunteering with the British Heart Foundation and aims to progress into employment in child or adult care once she gains more experience. "l enjoyed being at Str￿t League, rt was great fun everyday. I made new friends who I still follow on Facebook"

OUR PEOPLE EMPLOYEE ENGAGEMENT During the 2024/25 financial year. the HR team has been working closely with the Senior Management team to improve our Employee Value Proposition. In August 2024, we launched "Street Life: Your I Passion, Our Purpose". At Street League, we understand that our strength lies in the well- being, support, and development of our Incredible teams. The Street Life booklet, both hard copy and digital versions, serves as a compass, navigating the various aspects of the employee benefits we offer. We cover information on health, financial support, family life and personal development, but it's not just about the perks; it's about creating a thriving community where each employee feels valued, supported, and inspired to achieve their best. LAURA BENTLEY DIRECTOR OF HUMAN RESOURCES As a result of the EVP, combined with collaboration on recruitment and training, we have achieved the lowest employee turnover at Street League in four years. In addition to the above, for the third consecutive year, we have honoured performance increments to ensure our people are adequately remunerated and have a clear pathway to success. This has not only ensured stability in our teams but also in the delivery of our mission and the support we offer to our young people. 'At str￿tLeague we want to be an employer of choice and were working hard to achieve that." 60% 50% 40% 30% 20% io% 0% 58% 42% 34% 26% 202V22 2022123 2023124 2024125 STREET LEAGUE TURNOVER 2021-2025 24-25 IMPACT 34

INTERNAL COMMUNICATIONS impact stories are communicated to our people, so they can see how their contributions are valued and shared across regions. The Marketing and Communications team fall within the HR Directorate and have designed a new strategy to drive our brand over the coming years. The strategy covers both internal and external communications and will serve as a directive to deliver the following objectives: STAFF SURVEY We are delighted to see an increased net promoter score from 40 to 52. We have also seen a year-on-year increase across almost all areas of this survey, with our highest results since 2016. Analysing the results has shown that, as an organisation, our Goal Clarity has increased steadily over the last few years, ensuring that supporting our young people remains at the forefront of everything we do. Drlve internal and external engagement with our services and initiatives. Support our fundraising and contracts teams to increase revenue. Increase brand awareness UK-wide driving growth in brand equity across our regions. The team has been particularly focused on internal communications with employees, utilising our internal Street League TV channel to maximise employee engagement, cross-team communication, and knowledge transfer. Furthermore, employee profiles and This is our fourth year, Includlng a section on management in the annual Staff Survey. with results remaining high at 89%. Our managers are continuously working hard to support their staff to the best of their ability, and we are happy to see that this has had an impact on a large proportion of our workforce. 52 NET PROMOTER SCORE 2016117-2024125 10096 8096 70% 50% 40q6 3011 2046 io% 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 GDal Clgrity ly Performance i Teamwork 73ql 69% 72% 71Vtr 8116 74 6496 92% 3611 41 39% 47% 58% 53 48ry6 76% 81% 54 59% S8% 63% 70% 65 64% 941b Ny Learning ond Development Engagemtni Mymanager n ED&4 364J 48% 45% SQ 52% 73 78¥1 71 71% 65% 72 68% 65% 91 73 78q 90 95% 9616 35 24-25 IMPACT

EQUALITY. DIVERSITY AND INCLUSION We continue to engage with our Employee and ED&1 forums who assist in driving change for good. The forums are essential for a two-way communication platform between our Senior Management Team and our employees and with their input and feedback we have designed a code of practice to ensure members understand their role in the forums. Taking on board feedback from our forums, we developed a wider, and more Inclusive range of kit. We believe that our branded kit helps in creating a strong organisational culture, reinforcing professionalism, unity, and shared identity among employees. We were delighted to offer our new branded hijabs, sports bras. and base options and were keen to ensure the majority of items on offer now come in a women's version, providing a better fit for our female employees and participants. STRI LEAC Finally, going forward into the new year, the HR team in collaboration with our Senior Management and Trustees, will be completing an organisational wide ED&1 audit. The audit covers all areas of the business top to bottom in terms of recruitment. governance and policy, training, employer brand and organisational strategy. 24.25 IMPACT 36

INDUSTRY RECOGNITION We're proud to have been recognised this year in the sector, with several industry award nominations (and a win!), that shine a light on Street League, spreading the mission and acknowledging the hard work and contribution of our staff and partners. In April we were proud to win Best Newcomer Partner, at the Movement to Work Youth Employability Awards. MOVEMENT TO WORK 'T ant '• llll Ilk'LII, , , This year saw the 25th Anniversary of the historic Laureus World Sports Awards, the most prestigious honours in sport, where Street League were nominated in the Sport for Good category alongside some incredibly inspiring organisations. The nomination is a huge honour and testament to our incredible staff. Ljaureus Laureus invited eight-time Olympic Gold Medallist Usain Bolt and Manchester United and Danish international Christian Eriksen to our Moss Side Academy programme, where they spent some time with the young people. It was a truly memorable day in the Street League calendar. Finally, we were delighted that our short film, created in partnership with The Santander Foundation and Media Trust Films, made the shortlist at this year's Smiley Charity Film Awards. We are grateful to The Santander Foundation and Media Trust Films for helping to produce this film, which encapsulates the journey of a young person at Street League on film. FILM 37 24-25 IMPACT

'sin￿J01n1ngthe programme, mYconfiden￿ has grown everyday." For Matea. 23, being a full-time carer for her mum in Liverpool meant sidelining her ambitions. However, joining Street League's Female only Academy provided the support she needed to take her next step. Before joining, Matea felt overwhelmed by her family responsibilities. leaving little time for her own future. Joining the Academy was daunting, but she discovered a supportive community of women facing similar struggles. This helped her build confidence and develop new skills. Thanks to support from the Department for Work and Pensions, Matea could focus on her future. With renewed confidence, she secured a job at a pharmacy, gaining valuable experience in a field she loves. T311ri "I realty enjoyed Street League, tt helped me after leaving school and gave me Confiden￿ to find a job. I would recommend the courseto anyone." Aiden, 16, from Paisley, Renfrewshlre, joined our Street League Academy in July 2024. Initially lacking confidence and direction, he aimed to build structure in his week and gain qualifications. Attending four days a weel Aiden engaged enthusiastically in all activities. earning his SCQF Level 4 Customer Service Award. He attended employer talks and visits across various industries and learned essential skills, including interview techniques. With Street League's support, he obtained a new email address and National Insurance number. Aiden secured an interview with KFC and despite being nervous. he was successful. He started working at KFC in November 2024 and is currently enjoying his role.

FINANCIAL PERFORMANCE Street League's income increased by 9% year-on-year, rislng to £7.4M in 2024-25 (2023-24: £6.8M). Correspondingly, total expenditure grew by 12%, from £6.3M in 2023-24 to £7.IM in 2024-25. This increase in expenditure reflects the organisation's continued growth and strategic Investment. The expansion of delivery teams across the UK was necessary to fulfil new regional contracts and meet the evolving needs of our seplice users. In addition, Street League has prioritised strengthening its internal infrastructure, with targeted investment in data protection. policy development, and cyber security- ensuring our systems remain robust, compliant, and future-ready. SHILPA LI￿LEwooD DIRECTOR OF FINANCE 'The introduction of our new accounting software is a strategic investment in the organisation's financial agilty. By streamlining proTrsses and providing reaptime insights, we are strengthening our abiltyto make informed decisions quickly, supporting both day4trday operations and long term planning." INCOME OF £7.4M AND SURPLUS OF £240K With ongoing single-year grants from local authority commissioning and rising delivery costs linked to the cost of Ilving, Street League recognises the need for prudent financial and operational planning. To ensure the long-term sustainability of our employability services, we will continue to implement our hybrid funding model- leveraging a balanced mix of public and private sector income streams to maintain stability and adaptability in a challenging funding landscape. In addition, we remain committed to strengthening our financial resilience by increasing our reserves and strategically investing in low-risk, interest- bearing platforms to support future organisational growth. STREET LEAGUE RESERVES 5.8 MONTHS IN MARCH 2025 39 FINANCIAL REPORT

ENHANCING EFFICIENCY To strengthen our financial resilience, we are increasing our interest income by investing in FSCS protected platforms that offer competitive returns. During this financial year, we have invested £3.1M, achieving an average interest rate of 3.9%. The interest earned will be reinvested into our people, systems, and service delivery, supporting a more sustainable and future- ready Street League. In line with our commitment to continuous improvement. the Finance team has successfully implemented new accounting software system, an important milestone in the modernisation of our financial operations. This upgrade significantly enhances efficiency, reduces manual processes and delivers real-time, accurate financial data. FINANCIAL PERFORMANCE (2019 - 2025) Building on our existing automation of accounts payable, the new system strengthens our capacity to provide timely and reliable financial insights to both internal and external stakeholders. This increased agility supports more responsive, data-driven decision making across the organisation, aligning with our strategic priorities for growth and sustainability. The Financial Performance graph illustrates Street League's income, expenditure, and resulting surplus or deficit over the past six years. In 2024-25, we generated income of £7.4M against expenditure of £7.1M, resulting in a surplus of £240,000. Over the past six years. we have achieved a consolidated surplus of £3.3M, reflecting our continued financial stability and prudent management. INVESTING FOR THE FUTURE Investing in our future is essential to ensuring the continued delivery of our services and building resilience against unexpected challenges such as recent changes to National Insurance thresholds and contribution rates. • INCOME EXPENDITURE SURPLUSIDEFICIT 8,000,000 6,000,000 4,000,000 2,000.000 2019-20 2020-21 2021-22 2022-23 2023-24 2024.25 FINANCIAL PERFORMANCE (2019-20251 FINANCIAL REPORT 40

'The best part of mytime at Street League, was when we vistted DHL Hams Hall trade team, as this allowed meto have an insight into what ttwould be liketo work in the industry I was looking to get into. Now I'm working at DHL Starley Way doing import and export and getting a qualification as an intemational freight forwarder." QaL Owen, 26, from Birmingham joined Street League in November 2024, having left school and briefly gone to college which he decided wasn't for him. During his time with Street League Owen completed his L1 Taking Part in Sport and L1 Preparing for Employment. During his time he also attended work experience with Street League. Part of that experience helped Owen decide that he wanted to work in logistics and was supported by Street League to find an apprenticeship with DHL. Owen now works full time at DHL and is working towards his apprenticeship. PM24 GTY Adam, 18, from Garrowhill, in Glasgow's East End, left school in 2024 with no qualifications and little confidence. He had lost his mother to an overdose in 2022 and lives with his dad and his little brother. The pressure was on as his dad had asked him to leave the house if he couldn't secure a job before Christmas time (this was mid-october) so that he could contribute to the rent and food for the house. This would render Adam homeless. On the Street League Academy, he aimed to build teamwork skills and get help to secure full-time employment. The programme focused on boosting his confidence through team- building and workshops. With support from staff, Adam gained work experience at Burger King. With preparation, he successfully applied for a job at Jewson to work as a storeman. He was successful following a work trial and he remains employed full-time. Alongside work. he earned a Wellbeing Award and improved communication, confidence, and problem- solving skills. He still stays at home with his dad and his little brother. "I was scared as I had nowhere to go, bLrt I knew I could do tt and Street League helped me getthere."

SUSTAINABILITY I :Ill' We want to create a better future for young people and as an organisation we want to do that sustainably. Building and delivering a sustainability plan is one of the 12 key initiatives of our new three year strategy. Street League has begun to take steps to reduce it's carbon footprint including responsible procurement of sports kit and equipment, sourcing from responsible suppliers, reducing consumption of utilities and consumables, increasing off ice recycling and the introduction of 'slow' and responsible travel where possible. We will be reviewing our server data storage and we will also be considering Introducing carbon offsetting initiatives. We have started collecting and recording our scopes 1, 2 and 3 (where available) emissions for future reporting and we plan to do a further review at the end of 2025. STREET LEAGUE CARBON FOOTPRINT= 67.48 TONNES CO" Emissions Area tC02e Share of totsl Carbon Footprlnt 44.88% 38.23% Electricity (bought) ', Purchased Goods 30.19 25.8 Business Travel Electricity cf&D) Water 8.52 12.62'A) 2.49 3.68. 0.48 0.59/0 Breakdown of emisslons from each emlsslons area. The table above shows the baseline data for Street League in a 12 month period. In that year the organisation emitted 67.48 tC02e to atmosphere as a result of their corporate activities. To put these emissions into context, this 67,48 tC02e footprint is nearly half as heavy as the Statue of Liberty or driving (by car) the NC500 over 400 times. This is Street League's base line carbon footprint assessment. All emission factors have been taken from the UK Government's annual release of emission factors for company reporting. At the moment it is important to note that Street League's calculation does not cover supply chain, home working, waste emissions, staff commuting or hotel stays. Over the following years Street League will assess its carbon footprint against this base line while also expanding it's calculation to consider matters that are outside of the current scope. Street League's long term goal is to remain carbon light and if possible carbon neutral. Further assessment scheduled for next year FINANCIAL REPORT 42

TRUSTEE REPORT OUR TRUSTEES JOHN COLEMAN DEETOWNSEND Chairofihè Board of Twstees Chair of the Financ4 Audit and Risk Comrnittee HURBINDER MUDAN Trustee LESLEY GIDDINS JONAThAN RENNIE JACQUIE IRVINE Chalr of the HR and Remuneratlon Committee Trustee TDJstee The Trustees present their report and the audited financial statements for the year ended 31 March 2025. Included within the Trustees report is the Directors report as required by company law. Reference and administrative information set out on pages 79-81 forms part of this report. The financial statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102. The Trustees review the aims, objectives and activities of the charity each year. The Trustees have regard to the Charity Commission guidance on public benefit. This report looks at what the charity has achieved and the outcomes of its work in the reporting period. The Trustees report the success of each key activity and the benefits the charity has brought to those groups of people that it is set up to help. The review also helps the Trustees ensure the charity's aims, objectives, and activities remain focused on its stated charitable purpose. Street League does not actively participate in public fundraising by reaching out to find new supporters. Our fundraising is instead focused on corporate partnerships and philanthropic support from trusts, foundations and individuals. We therefore don't employ professional fundraisers or third-paty organisations to undertake public fundraising. As such. we have received no complaints in relation to our fundraising practices over the last year. Street League complies with the Fundraising Regulatorfs Code of Fundraising Practice and we take our responsibility to protect vulnerable people and other members of the public in the course of our fundraising activty seriously. 43 FINANCIAL REPORT

| STREET LEAGUE OUR GOVERNANCE STRUCTURE BOARD OF TRUSTEES BOARD MEETINGS ANNUAL GENERAL MEETING FINANCE. AUDIT & RISK COMMITTEE HR& REMUNERATION COMMITTEE NOMINATIONS cOMMI￿EE SENIOR MANAGEMENT TEAM SAFEGUARDING , & HEALTH & SAFETY COMMITfEE OPERATIONS I EQUALITY. PERFORMANCE DIVERSITY & MEETINGS INCLUSION (OPM) FORUM YOUTH I EMPLOYEE BOARDS FORUM MANAGEMENT I REVIEW MEETINGS OWNVOURFUTURE

PLANS FOR THE FUTURE STREET LEAGUE'S STRATEGY 2024. 2027'FIT FOR FUTURE, The strategy is grounded in the realities of today and responds to the voices and views of young people, frontline staff and partners. Despite the change around us. Street League remains steadfastly committed to delivering its mission and continuous improvement. To tackle deep-rooted social issues and deliver transformational social impact, an organisation must be resilient and able to adapt. We will achieve this with strong finances, investment in resources and infrastructure, continuous assessment and informed decision making. This creates conditions for our people to be their best selves and deliver on our ambitions for young people and their future. Over the next three years, our strategy will focus on growth into new communities, within the regions we already operate, increase our engagement levels reaching more young people, while delivering 2,000 employment, training and education outcomes per year by the end of year three. We will also be rolling out a female only service offer in each of our regions. PRINCIPAL RISKS AND UNCERTAINTIES The Trustees are satisfied that these arrangements, combined with the oversight of our Executive and continued improvements this year will ensure Street League's services are suitably resourced for the foreseeable future. Street League's Executives manage and review the risk register on an ongoing basis. It is a live document that is used to ensure the CharIt￿S resilience and sustainability, the safety of our young people and our staff. The Finance, Audit and Risk Committee review the whole risk register annually with risks split into several key areas: 1. Finances 2. People 3. Operations 4. Governance and systems The Finance, Audit and Risk Committee reviews Finance risks quarterly while the HR and Remuneration Committee reviews people risks semi-annually. Operational and Governance and systems risks are monitored by the Executive Team and Trustees through the agenda of quarterly Board meetings. We use a framework that enables us to effectively: Identify, Assess and Evaluate. Manage and Monitor these risks and the mitigating controls and actions we introduce. FINANCIAL REPORT

LIQUIDITY RISK The objective is to manage liquidity risk to ensure that the charity can meet its financial obligations as they fall due. Street League expects to be able to meet its financial obligations through tight control of cash flow. There are occasions where funding is not received within the expected timeline and if there is insufficient cash to meet these obligations, Street League has access to loan funding which acts as working capital to cover any short-term cash deficit. INCOME RISK A large proportion of Street League's income is through commissioned income (payment by results) contracts, which are granted by government, local authorities or sub-contracted through other training providers. Renewal of contracts can be uncertain. particularly those for which we sub-contract given the added volatility of the contractorfs financial position. Street League's objective is to ensure that we maximise the value of any contract awarded but also secure funding from a wide range of income streams (to include corporate, grants, events and venture philanthropy) to reduce reliance on any one stream of income and protect the charity from not being able to fulfil its charitable objectives. SAFEGUARDING RISK Street League's Trustees and Senior Management team continue to place particular emphasis and attention on how we safeguard the young people whom we support. We appointed a Senior Management tearn member as a safeguarding lead who, alongside NSPCC and Street League staff have a rolling consistent training programme that ensures staff have the correct knowledge and understanding to deal with, what are, complex and sometimes dangerous situations. Safeguarding is discussed at every board meeting with review of any incidents arising since last board. Lesley Giddins, Chair of the HR and Remuneration Committee, also remains on the quarterly safeguarding review group. HEALTH AND SAFETY RISK Like safeguarding, Street League appointed a Senlor Management team member to lead our efforts to ensure the safety of young people we work with and our staff. We have implemented policies to ensure that the regulations and guidelines for the welfare of young people and the safety of our staff are met. A staff working group, which also reviews safeguarding, meets regularly throughout the year with reports being submitted to the Finance and Audit Committee on a quarterly basis. GOING CONCERN The Trustees have considered the going concern of the charily for a period of 12 months from the approval of these financial statements based on regular forecasting and upcoming funding and confirm that there are no material uncertainties about the charitable company's ability to continue as a going concern. FINANCIAL REPORT 46

RESERVE POLICY The Board of Trustees reviews Street League's reserves policy annually. PURPOSE OF THE POLICY To secure Street League's future and to see an end to youth unemployment in the UK, we need to be able to provide reliable services over the longer term. We must be able to absorb setbacks and take advantage of change and opportunities as they arise. Street League aims to provide for this by putting aside, when we can afford it, some of our current unrestricted income as a reserve against future uncertainties. PURPOSE OF RESERVES Street League's funding is derived from a mix of public (prime contractor and subcontractor) and private sector income. Income is provided by numerous providers thus offering security but there is a level of risk that budgets will be reduced, and funding levels amended accordingly. In the event of Street League experiencing an unexpected termination of funding or contract, having reserves allows the day-to-day operations of the charity to continue in the short term and allows the organisation time to address the situation. This may include acting to reduce costs in line with available funding or covering costs whilst seeking replacement funding. The availability of reserves allows Street League to make decisions in relatlon to new opportunities that may require investment. Such a decision would be based on an assessment of the longer-term prospects from such an investment and the opportunity to secure sustainable future funding. CATEGORIES OF RESERVES There are two categories of reserves: General Fund (unrestrlcted) and Restricted Funds. General Fund: In considering the level of the General Fund that Street League should aim to hold, a range of factors need to be considered. The overall aim is to distribute funds quickly to our charitable activities, whilst maintaining a prudent level of reserves to ensure stability and flexibility. It is assumed that on occasion fluctuations will occur in both income and requirements for funding which cannot be fully anticipated in the planning process. The charity continues to identify and exploit opportunities to develop unrestricted funding, with an emphasis on aiming to diversify income streams further. Last quarter, our focus was on monitoring expenses and reducing the gap between deferred balances carried forward and brought forward. The aim is for Street League to increase the percentage of unrestricted income, which will allow us to increase the unrestricted reserves. FINANCIAL REPORT

Restricted Funds: Restricted funds are subject to specific conditions imposed by donors. Restricted funds fall outside the general definition of reserves, but the nature and amount of such funds may have an impact on a charitys reserve policy as they may reduce the need for reserves in other areas of the charitys work. We aim to minimise the levels of restricted funds held, but these might increase due to timing differences between receipt of the income and expenditure on the specified purpose. RECOMMENDATION This policy recommends the unrestricted reserve levels for Street League are at least 5.8 months of expenditure. In March 2025 we had reserves that covered 5.8 months of expenditure. Total funds at the period end are £3,426,108 {2024: £3,186,125). Restricted reserves stood at £0 (2024: £0) and net unrestricted reserves (after the deduction of fixed assets) were £3,418,381 (2024." £3,169.953). Reserves figures have been restated. Please refer to note 16 of the financlal statements on page 72 for further details. GOVERNANCE, STRUCTURE AND MANAGEMENT STREET LEAGUE IS COMMirtED TO WORKING TOWARD THE HIGHEST STANDARDS OF GOVERNANCE. We continued to operate our governance framework of quarterly Board meetings and Committee meetings. We standardlsed the terms of reference for our committees and formalised our Trustee inductions. The organisation is a charitable company limited by guarantee, Incorporated on 24 November 2003, and registered as a charity on 22 December 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. Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The total number of such guarantees at 31 March 2025 was six (2024: eight). The Trustees are members of the charity, but this entitles them only to voting rights. The Trustees have no beneficial interest in the charity. All Trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 11 to the accounts. Street League has strong leadership in place with Dougie Stevenson as the Chief Executive Officer followed by the Senior Management Team. They are collectively referred to as the SMT. The SMT will be the key decision-making forum as well as setting the tone, living the values, and role modelling behaviours we expect of everyone at Street League. This group, alongside the wider team, will ensure Street League delivers against its plans and achieves its objectives in line with the charitys purpose. FINANCIAL REPORT

STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES The Trustees (who are also Directors of Street League for the purposes of company law) 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 which give a true and fair view of the 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. Make judgements and estimates that are reasonable and prudent. State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements. Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the Trustees are aware: There is no relevant audit information of which the charitable company's auditors are unaware. 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 auditors are aware of that information. The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. The Trustees who acted during the year are set out on page 43. FINANCIAL REPORT

TRUSTEE RECRUITMENT AND INDUCTION Election, retirement, and r￿eleCtIon of Trustees are carried out according to the procedures set out in our Memorandum and Articles of Association, which is our governing document. At each Annual General Meeting, all Trustees must retire from office. Trustees may then be reappointed as a Trustee at any general meeting. This can be repeated for up to a maximum of six terms in office. At this point a Trustee can only be re-elected to the Board if all the trustees unanimously agree. This can be repeated for a maximum of four more terms. An indlvidual induction programme is agreed and implemented for each new Trustee, covering all aspects of the Trustee's role and the organisation. Trustees are able, where appropriate, to take independent professional advice at no personal expense. Street League has Trustees Liability insurance in place. REMUNERATION POLICY FOR KEY MANAGEMENT PERSONNEL An HR and Remuneration Committee meets twice a year. It is chaired by an elected Trustee, Lesley Giddins (with extensive experience in Equality, Diversity and Inclusion), and attended by the Board's Chair (John Coleman). The Chief Executive and Director of Human Resources attend on behalf of the Senior Management Team and other attendees are invited as required. The committee sets the pay levels for Senior Management and decides on annual pay awards for staff outside of the performance related increments within Street League's Remuneratlon Policy. The committee also advises on strategic HR issues such as the development of a People Strategy for Street League and wider Employee Relations matters. AUDITORS Beever & Struthers retired as the charitable companls auditor at the start of the year. Xeinadin were appointed as the charitable company's auditor during the year and have expressed their willingness to continue in that capacity. This report has been prepared in accordance with the provisions applicable to companies subject to the small companies, regime of the Companies Act 2006. The Trustees, Annual Report has been approved by the Trustees on page 43 and signed on their behalf by: JOHN COLEMAN DEE TOWNSEND Chair of the Board of Trustees Chair of the Finance, Audit and Risk Committee FINANCIAL REPORT 50

ACCREDITATIONS cira disability OG confident Reglstered wlth gov.scot FR FUNDRAISING REGULATOR EMPLOYER Wearea Living Iso 9001 2015 Youth Friendly Employer Employ 2757S2021 2023 fastforward Iso 2YOOI'. 20 AMBLING HARM AWARENESS CHARTER Proud lo ?e ali AF_I.P Mcniber ctrok411 Mo.425101024 ' matrix, 51 FINANCIAL REPORT

(Age19) "Before I came to Street League it had been a while since I'd done anything and I wasnl sure what I was going to do next. I was finding it challenging to get myself out and abouL and I was struggling to motivate myself. I came to a few sport sessions with Street League, before the Academy, so I felt prety comfortable when tl started. At Street League I leamed the different skills I needed to get a job and what I had to do with applications. I'm starting a construction course wtth Sheffield City Council. I've always wanted to work in construction so this is a good next step for me. Street League helped me achieve my goals by making me realise I had potential. despite a difficult past. l also gained my Maths and English qualifications, as well as developing some everyday skills needed in the workplace, such as being on time, self-belief, communication, teamwork and listening. I'd like to work in construction or something more outdoors and hands on, as I feel this will suit me better. Getting a job will impact me, as I will be able to save up to do my driving lessons and also have money to be able to do things with my friends and family. Before Street League I never thought I would have a successful future ahead of me. The turning point for me was how supportive the Street League staff were and it made me want to work even harder to better myself, as I wanted to do well not only for myself but for them, to show them that l appreciated all the help and support they've given me. Street League taught me to believe in myself and push myself to take different opportunities, even if they seem difficult at first. l joined Street League because they didnt force me to join and treated me like an adult." Ii,.

AUDIT REPORT INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF STREET LEAGUE -*: éi FINANCIAL REPORT

OPINION We have audited the financial statements of Street League (the 'charity) for the year ended 31 March 2025 which comprise the statement of financial activities, the charity balance sheet the statement of cash flows and notes to the financial statements. including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including 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 financial statements: give a true and fair view of the state of the Charitable Company's affairs as at 31 March 2025 and of its incoming resources and application of resources, including 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, the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006. BASIS FOR OPINION We conducted our audit In accordance with International Standards on Auditing (UK) (ISAS (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FR￿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. CONCLUSION RELATING TO 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 charitys ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report. FINANCIAL REPORT 54

OTHER INFORMATION The other information comprises the information included in the Annual Report other than the Financial Statements and our Auditor's Report thereon. The Trustees are responsible for the other information contained within the Annual Report. Our opinion on the Financial Statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the Financial Statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the Financial Statements 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 MAThERS PRESCRIBED BY THE COMPANIES ACT 2006 In our opinion, based on the work undertaken in the course of the audit: The information given in the Trustees, report for the financial year for which the Financial Statements are prepared, which includes the Directors, Report prepared for the purposes of company law, is consistent with the financial statements; and The Directors, report included within the Trustees, report has been prepared in accordance with applicable legal requirements. 55 FINANCIAL REPORT

mA￿ERs ON WHICH WEARE REQUIRED TO REPORT BY EXCEPTION In the light of the knowledge and understanding of the Charity 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 and the Charities Accounts (Scotland) Regulations 2006 require us to report to you if, in our opinion: adequate accounting records have not been kept, or retums adequate for our audit have not been received from branches not visited by us: 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 requlre for our audlt; or the Trustees were not entitled to prepare the Financial Statements in accordance wrth the small companies, regime and take advantage of the small companies, exemptions in preparing the Trustees, report and from the requirement to prepare a strategic report. RESPONSIBILITIES OF TrUSTEES As explained more fully in the statement of Trustees, responsibilities, the Trustees, who are also the Directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they glve 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. In preparing the financial statements, the Trustees are responsible for assessing the charity'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 operations, or have no realistic alternative but to do so. FINANCIAL REPORT 56

AUDITOR'S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with the Acts and relevant regulations made or having effect thereunder. Our objectives are to obtain reasonable assurance about whether the Financial Statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these Financial Statements. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below. Our approach to identifying and assessing the risks of material misstatement in respect of irregularities. including fraud and non-compliance with laws and regulations, was as follows: Enquiries of management and those charged with governance were held in order to identify any laws and regulations that could be expected to have a material impact on the Financial Statements. Throughout the audit, the team were updated with the outcomes of these enquiries including consideration as to where and how fraud may occur in the charitable company. No instances of materlal non<ompliance were identified, although the prospect of detecting irregularities, including fraud, is inherently difficult. This is due to; difficulty in detecting irregularities; limits imposed by the effectiveness of the entity's controls; and the nature, timing and extent of the audit procedures performed. Irregularities as a result of fraud are inherently more difficult to detect than those that resulting from error. Despite the audit being planned and performed in accordance with ISAS (UK), there is an unavoidable risk that material misstatements may not be detected. A further description of our responsibilities is available on the Financial Reporting Council's website here. This description forms part of our auditor's report. 57 FINANCIAL REPORT

USE OF 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, and to the charitable CoMpan￿S Trustees, as a body, in accordance with Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charitable companls members and Trustees those matters we are required to state to them in an auditorfs 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, the charitable company's members as a body and the charitable companls Trustees as a body, for our audit worK for this report, or for the opinions we have formed. Ikd J LEI Helen Furlong FCCA (Senior Statutory Auditor) For and on behalf of Xeinadin Audit Limited, Statutory Auditor Chartered Accountants 46 Hamilton Square Birkenhead Wirral Merseyside CH41 SAR ¢h Date: 17 July 2025 FINANCIAL REPORT 58

FINANCIAL STATEMENTS 59 FINANCIAL REPORT

Stre¢t Leawe Siatement of Flnanclal kthrltles (In¢ludlng In¢ome and Expendlture aCC￿NI) for the year en￿ 31 Mareh 21r2S Unrestricted l￿d$ Restricted funds Tolal lunds 2025 Total funds 2024 (Restat•d) Noie Incomefrom: Dollations 593,665 766.996 1360.661 1.930.25$ Chathable $dfvitlo8'. IS76,290 3.300.641 5076,931 4.741.746 Other trading actfvitle8 Investments 121181 122.181 80.1838 Totalln¢om• 3.292.136 4,067,637 7259.773 6,75Z639 Exp•ndltur•on: Raislng funds 533,020 533,020 46S095 Charitsble adivitie$'. 2,519.133 4,067.637 6.586.770 5.86S.863 Total•xp•ndltur• 3,052.1 S3 4,067,637 7.119.790 0.330.958 Net Income btlore nel goln81(lou•¥) gn Snve$lm•nts 239,983 239.983 421,687 Ntln¢om•for th• y•ar 239,983 239.983 423,081 Tr4n$ter bets¥een funds in the year N•lrnov•m•nllnfundsfor lh• ye•r 239.983 239.983 421,081 R•eonelllatlonof l￿d5 Total funds brought lo￿ard (Restatedl. 3.186.125 3,186,12S Z764.444 Tot•lfunds¢arrledforw•rd 3A26,IOB 3,426.108 3.786.125 Thg stalement of financial actwrtlos include5 all gains and losses r•cognised In ih• year. All Income and expendrture derive from continulnq actlvitles. The bfeakd¢wA of the statement of flnancial actiylties for 2024 is included under noie 24. • Pl¢•seceler io Mre 16￿￿9￿¢ 72 mthte lnl¢)miai￿ féo&rdiw réstatThni ol priar y•af ty)mpiiaiiY•s. FINANCIAL REPORT 60

Stred League Company no. 4974643 Balance Shoet as at 31 March 2025 Note 202S 2ff24 (Restatedr Flxed assets Tan9ibleasselS 14 7.727 7&172 T•lal flxed assels 7.727 74172 Currffitassets Debtors C￿h thtb8nk•nd In h4nd 15 592,798 4,023,459 1834553 Totsl eufrenlassels 4,616257 4294805 Uabllltl•¥ Creditors". amountsfall¥)g duewthlnoneyear 16 11.197.876) (7.124852) Neteurrent•ssets 3A18.381 47459953 Total assets le59 ¢urrentll4bllltles 3,426.108 47Ea72S Total n•t•suts 3,426.108 118&725 Thlund• ofthpchaflty: Restrteted incomefund Unrestrirted frJnd8 17 18 3.426.108 478&725 Totd ¢h•rltyfund8 3,426,108 ay84125 Theseaccountsareprepared in a¢¢oid•n¢withth• speelal piovlglonsolpart1 Sof the CompaniesAct2006 relatlng tc¥mall companies and ¢on$tilutethe 8nnual a¢¢¢untsr¢qulred bytheCompaniesAct2006. * Hea8e (eler to noi8 16 ￿p8ge72 IrA mrye knforrn•ilortifjg•rtlNJlh• le$￿ien*￿t ol pri¢y year Comparais￿. The notes on pages 63 to 78 fomi part of these accounts. Approved by thetrusteeson 17 July2025andsignedonlheirbehalf by.. John Coleman (Tiusle•) 77 July2025 Dee Townsertd (fnJst•e) 77July2025 FINANCIAL REPORT

Str¢gt L¢ague Statement of Cash Nows for the y•ar •ndlng 31 March 2025 NotÈ 2025 2024 (Reststed). 22 Cagh provlded byoperatlng a¢ll¥ltles 72.077 342.7SO Cash IlowJ from Investlnq aetlvltle$.' Dividends, interegl and rents from investment$ Purcha$e of tsngible fixed asset$ 122.181 {5.352) 49Q638 (ia374 Netci$h used In Inve$tlng •¢tlvttle 116,829 62.323 cash flow from flnaneinq activitl•J.' Repaymentofborrowing C4gh u¥ed In fln•n¢lnga¢tlvllle$ Increase In Cash ind Cash equlvalent$ In the year 188,906 404073 C4$h and ¢a$h equiv•lenl$ al the beginnlng olthe y••r 3,834,553 3,429,480 Cash and¢a$h qulv•len$•tth•end¢fthey•4r 4,023,459 3,834,553 * Please refer 10 noio 16onpw• 72 for more 1nlorn8ll￿ roqwdinyihe rq8lai•meni ol pTlc4 year cThiwr8iNe¥. FINANCIAL REPORT 62

Street League Notes to the ac¢ounls for the year ended 31 Mar¢h 2025 l Ac¢ounttngpollcl¢s The prlnclpal a¢¢ounllng policies adopted.judgement$ and key 8ource$ of estimation uncertainty in the wepaiation of the financlal statements are set out below. Basl$of preparatlon The fin8ftclal slatsments have been Prepared In accordance with Aceountlng 8nd Reportlng by Charltles.. Statement of R•¢ommended Praetlee appllcable to charities prepartng their accounts In accordance wlth ihe Finan¢lal Reporting Standard applieable In the UK and Republic of Ireland {FRS 102){effective l January 2019)- {Charttles SORP (FRS 102)). thèFinancial Reporting Standaid applicable inthe UKand Republicof Ireland (FRS 102) and th8 Companies Act 2006. The financEal ststemgnts are prepared irb St•dlng whlch Is the functional currerKy of the ¢harity. rounded to the nearest pound. Street League m4ats the d•finltlon of a public benefitentity underFRS 102. Assets and liabilitles are inltially r¢cognised at hlstori¢al ¢o$t or tran$a¢tion valu• unless otherwlse slated in the relevant a¢¢ountlng poll¢y note. b Judg•nwntsand k•ysourc•4ol•stlmaUonofun¢•rtalnty The pr•paratlon of th• financlal Statemenls requires managemént to mak• judgements. esttmates and assumptions that affect the amounts r¢ported. These esllmates and judgements are Continually revlewed and are based on experlence and other factor5 I￿lUdIng expectatlons of future events thal are belleved lo be rè8son8ble under the clreumstances. Example$ of these ludgemeftls. estlmat•s And assumptlons include depre¢latiory a¢¢ruals and prèpayments and Income recognition. ¢ Preparatlan oftheac¢ountsonagoTng¢one•m b•$l$ Thetrusts•s considerthatthere are no material uncertaintiès about th• charilable companls ability to continugls a golng concem. Th• accounts ar• th4r•fore prepared on Ihe going Concern basis. The trustees do nol consider that there ar8 any sources of estimation uncertainty at the reporting date that have 8 slgnilicanl rlsk of Causing a material adjustment to the carrying amount of assets and Ilabillties withln the 12 month$ of approvlng these financial statemen1$. d Ineom• Incom• is ro¢ognised when thecharity has entitlementto thefunds. any perfomiance conditions attached to th8 Item{s) of in￿)Me have been met. it Is probable that the income will be received and the amount can be measured reliabty. Income from govemment and other grants, whelher'capital, grants oi'revenue. grants, Is recognised when the char￿Y ha$ entitlement to thè funds, any performance conditions attached to thé grants have been mel it is probablethat the income will be roceivéd and the amountcan be measured roliably and is notdeferr8d. Income recelved In a)￿anCe of a provlslon of a splflèd gervleè Is deferred untll the crfterfa lor income re¢ognitlon are met. Gfftsln klnd Donale<l pfofesslonal seTvlces and donated facllities ale recognlsed as Income when the eharity has controlover the Item. any condltlons associated wih the donaled item have been met, the recelpt of econom1¢ benefkt from the use by the charity ofthe Item Is probable and that economiebenefrt can be measured reliably. In accordance with thè Charities SORP (FRS 1021. general vol¥Jnteer tirne 18 not recognised.. r+f•r to the trustees, annual report for more Info￿ation about their contributton. On recelpt, donaled professional sÈrvlcÈs and donated facllltles are recognised on the basis ¢f the value of the glft to the charity which is the amount the charlty WOLtld have been willing to pay to obtain services or facilities of equivalent economic benefrt on the open market a corresponding amount is theri recognised in expendrture In the period of receipt. 63 FINANCIAL REPORT

Street League Notes to th• accounts for the year ended 31 Malch 2025 (¢ontinued) Donatlons Donations and othèr receipts from fundralslng are reported gross and are accounted foron a receivable basis. Int•rest r¢celvabl• Interest on fund$ held on deposit is included whon rec•ivabl• and the amount cars be measured reliably bythe eharlty. thls Is nomially upon notlflcaticn of the Interest paid or payable by the Bank. f Funda¢¢ounllng Unrestrided funds are avallable to spend on acllvltles that furtherany of the PUfpo$es of the charrty. Designated funds are unrestrlcted funds of the charity which ihe trustees have decided at their discretlon to 88t aside to use for a specific purpo$•. Restricted fLtnd8 are funds subject to speciflc conditions imposed by thé donorwho has speclfied funds are to be solely used lorparti¢ular afeas of the ¢harSty's work or for specific projects being undertaken by the charlty, g Expendltureand IrrecoverableVAT Expendllure Is recognised once Ihere 1$ a legal or ¢onStr￿tIVe obllgatlon lo make a payment to a third party. It 1$ probable Ihat $ettlement wlll be requSred and the amount of the obllgallon ¢an b¢ measured rellably. Expendhurefjl dasslfled und¢r the followlng a¢tlvlty headlngs.. Expenditure on raising funds are those Costs incurr8d In attractlng voluntary Income, and tho$0 Incurréd In tradlng a¢tivltles that ralsè funds. ExpenditLtre on charitable activities Includes the costs directly relatod to Iho obj•¢t8 of the charity ènd In 8UPPOrting the operatlonal prole¢ts undertakén to further thè purpo8•s of the charhy and ihelr associated support costs. Other expendllure represents those Items noi falllng Into any other headlng. Irrecoverable VAT is charyed as a cost agalnst the actlvity for whlch the expendfture was incurred. h Allocatlonof$upport¢o$ts HQ expenditure represent$ the slaffing and assoc5ated costs that support the work Of Ihe ¢harity but do nol dlro¢tly undertake Sport charitable actlvlties. HQ supporteo$t$ In¢lude ihe staffing costs of monitoring and evaluatlon. quallty and performance, organlsatlonal develownenL flnance,personnel. payfoll and maikellng functlons whlch support the charity's programmes and activitiés. These and governance costs have been allocated and shown as expèndilure on charitable activities. The bas￿ on which support costs have been allocated are $8t out in notè 9. l Op•rallng l•a$•s Operating leases are l•as•s in whlch the li￿8 to the assets. and th•il$ks and rewards of ownership, remain with the lessor. Rental Charges are charged on a straight line basls overthe term of the lease. J Tanglble fix•d ass•ts Individual fixed assets costing £1,200 or more are capltalised al cost and are depreciated overtheir estimated useful economic lives on a straight line basis as follows.. Computer equlpment Short term leasehold improvements Furniture & frttings Office ¢qulpment IT assets 2 yeaT5 3 years 4 years 4 years 4 years FINANCIAL REPORT 64

Street League Notes lo tho aeeounts for the year ended 31 March 2025 (continued) k Debtors Trade and other debtors are recoonised at the settlement amount du• after any trade discount offered. Pr4payments are volued at thè amount prepald nèt of any trade discounts due. I Ca$hatbaTrkand Inhand Cash at bank and cash In hand Includes cash and short lem hlghly Ilquld Inveslments wlth a short malurtty of thiee months or less from the dateof acqulsition oropening of the depositorsimila¥account. Instruments are held on a platform wlth maturitlesranglng from 3 to 12 months. m CredRorsand provlslt)ns Credltors and provlslons are recognlsed wherè th& ehirty has a pièsÉnt obligatlon rèsulting fiom a past evenl that wlll probably result In the transfer of funds lo a thlrd party and the amount due lo settle the obligatlon can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trado di$¢ounts due. n Pensl•n$ The charltable company contrfbut•s lo deflned contrObLrtlon pension schemes on behalf of Ils employees. The assets of these schemes are entirely separate to those of the charfty. The penslon cost shown represents Contylbu￿OnS payable bythe charity on behalf of the employees and it has no other liabilities to these schemes. There were contrlbutlons outstandlng atthebalance She￿ dateof £30.956{2024.'£21342). Flnanelal Instwments Th&charr(able company only has fIr￿nCIal assets and financial liabilities of a kind that qualify as basic flnancial Instrvmenls. 8aslc financial instruments are initially Tecognised at transactlon valu• and subs•qu8ntly m•asur8d at thelr s8ttlemént valué wlth th• 8XCéPtlon of bank loans whieh ar• subsequentty measured at 8mortised ¢ost uslng the effe¢live Interest method. 65 FINANCIAL REPORT

street League Notes to the accounts for the year ended 31 March 2025 (continued) Legal Stats￿ of th• charlty The ctr¢rity is a company limited ty guarantee registered in England aTrJ Wales and has no share capital. In the event of the Charity being wound up. the liabiliiy iii respect ol ilie guaraniee is lTrmiied io £1 per member of ihe thaJiiy. The regisiered office address is disclosed on Page 80. Ineom• from donatlong Unresiricted Resiricied Toial 2025 Total 2024 (Restated). Venlure Philanlhropy. Insprrsng &otland C￿nall0n$ C4)nated service5 756,645 10.351 756,645 578,516 25,500 879.759 7,095.996 74.500 568,165 25.X¢O T¢tsl 593,665 766.996 1.360.661 1.930.255 Totalbyfund37 March 2024 fR•stat8d)' 7.70929S 820,960 7.930,255 Ph•sèril•r io now 16 th)ow72 Ity mty• Inlt)mw¢iohi•o¥dlrK4lh• iwiai•nwni of y••r ¢omp•r•thv. In¢oM• Irom ¢hailtabl• a¢UvMI•s Unreslii¢led Reslricled Tola12025 Tot•1 2024 (R•$l4ted)' Contraeted Services.. Skills Developmenl Scotla￿J Commlssloned Coniraci Inco Grant and Performance Related Grant Agreemenis 66,291 1,287,572 1,648,708 1,648,708 2.576.290 1,6SI.933 4,228,223 3,387.883 Totsl 2.576.290 3.300.641 5,876,931 4,741,746 rotalbylund31 March2024 (Restated). 2.254.721 2,487.025 4.747.746 ' ple￿ reler 10 Mie 16 ¢np8ge72 morelnlolm￿lOTh¥eQ¥rdlNJtht 14$tsten*ni of y•¥1 ¢onwr•riY•s. FINANCIAL REPORT 66

street Leagu• Notes to the accounts for the year ended 31 Mareh 2025 (cthrtinued) Imiestmentlncome All ofthecharitys inveslmentincryne arises from money held in interest bearing deposit accounls. All investment incom8 is unrestrtcied. Co8tof ralslng funds 2025 stsff costs Eventeosts 432.865 100.155 381,123 81972 533.020 2025 unrestrict￿ eXP￿ditU[l 533,020 533,020 40&G95 Analysls of •xpendltur•¢ntharftalA• a¢1m￿•$ ToM12025 Tot•12024 Stall costs Direct AcademycostS Overheads Governance cosis (see iiore 8) Support costs (see note 81 4.374.012 973.405 1.126,751 50,280 62.322 4,018,911 764390 1.003,491 27.957 53.774 6.586,770 S,865,863 2025 2024 (R•$t•t•d)' Reslricled expendiiure Unrestricted expendilure 4.067,637 2,519,133 3.334.304 ZS31,559 6.586.770 S,86S,863 ' Please reler io rK)ie 16 on p•Je 72 lor m￿e in(¢ymaik)n reg¥diffjih¢ r•slaten￿l of pri¢y y*ar ¢Ompara￿ve6. 67 FINANCIAL REPORT

Street Leag Notes to the accounts for the year ended 31 March 2025 (continued) An•ty$lsofgoveman¢•ind8uppwlc•sts Bas(sof apporbonment Support Govonanee Tot4 2025 TO1￿2024 Staff ccsts Audrtfees ConsuttaThcy Legal￿d professknnal 3.777 3.777 11.400 54.545 42,880 1265 13,700 37.249 22.757 Go¥￿nanCe Oirectcosts Dlre¢tcosts 11.400 54.545 4.000 38.880 62.322 50.280 112.602 75,071 N•tln¢omef¢r theyear This is ststed aft￿charging/{creditW1g}. 2025 2024 Depreclallon Operating lease rentsLs: Property Other Auditorfs remunerat*Jn- audttfeès 13.797 21,7Q4 161.988 41.034 11,400 212432 2a664 787C 10 Stsfl¢osts Stsff ¢osts durfno the YearWe￿ as f¢lk)w$: 2025 2tr Wages and sal¥ies Social securtty costs Employerpensh)n contrfbutlons Redundancy ternination c051s In lieu payments Employeo benefitcosts 4.184,052 382,596 166,743 10.421 23,756 43.086 177Z109 374239 743,947 3&378 65073 9.773 4.810.654 4407.399 Allo¢ated as follows: Cost of raising funds 432.865 387. 723 Charitsble athiues: Supportcosts 4.374.012 3.777 4018911 7.365 4,810,654 4407,399 The average numberof staff employed during the periodwas124(2024-117). Theaveragefulltime equivalent numberof staff employed duringtheperiodwas121 (2024.113). Thekey management per$onneS ofthe charity comprises of the trustees and Senlor Management Team. The total employee benefitsofthekeymanagemenl personnel of ihe¢haritywere£629,392{2024'.£630.014). FINANCIAL REPORT 68

Street League Notes to the accounts for the year ended 31 March 2025 {c¢)ntinued) 10 stsllcosts(eanL) The numberof•mplLyees wknse eaming$ {gxcluding èmployer p•nsitin) féll into lh$ bands below weFe'. 2025 £70.001 .£80.000 £80.001-£9Q.QOQ £90.001- £100.000 £100.001- £110.000 £110.001- £120.000 £120,001 . £130.000 £130.001 . £140.000 £140.001-£150.000 11 Truste• remuneratlonandexpenses,and r•latedpartytr•nsa¢tl+)ns Trustges or any pwsons ¢¢nnected with them rK8lv•d r81mbur￿mOnt of expenses during the year Qf £1.759 12024: £1.059). Aggregatedon8tionsftomrolatedpartleswereNIII2024-Nil). There are no donallons from related partles whS¢h are txrtslde ihe nomial COUfSe of ￿SInesS and no restrlcled donations from related p8rt19s. Jonathan Rennle. a twstee of the ¢haFitable company Is 8 Partner with the flrm of soll¢llors TLT LLP who provided both pr¢>bono and discounted servicesto the charllable company In iheyear to 31 March 202S. Thevalue ofpr¢>bono seryt¢es 8nd tho benefit ol è redudlon In ams4enOh legal fees support has bq¢n considered in these financbal statemenls and Included In GlftslnKind4tavalueof£4,00012024=É3.SOO)- No other truslee or pgrson related to thè eh8rty had any perscfi81 Interest In any contract orlransactton ènterèd Into ty Ihe charlty, Including guarantee4 durin¥ the year (2024: NID. FINANCIAL REPORT

Slreet League Not8s to th• accounts for the year ended 31 March 2025 (continued) 12 Government9r￿ts The govemmentgrants recognlsed in the accounts wereas follows: 2025 Bim)ingham City Council Dudleycothidl Easl Ayrshire Council Eastounbartonshlie Councll EastLothian Council EastRenfiewshi16Council Enable Works- Dundee Enable W0￿S- Glasgow GlasgowCouncil-Towards BetterFutureGreater London Authority- European So¢lal Fund Greater Manchestar Combined ALrthority Inverctyde Councll Manchestercity Council North A￿shIreC0uncll North Lanarkshire Council PerthèndKlnrossCoLtncil Renfrewshlre Employablllty Grants Programme Sch¢)ols Skllls Development Seoll8nd - Modem Apprenticeshlps WestDunbartonshireCouncll Wést Lothlan Counell West Yorkshire Mayoral Combined Authority 71.004 41,666 62,364 89,980 66.645 70,828 253.740 206,480 9.226 54.668 86.308 46,1 S5 17,334 265.043 179.602 23.746 193.672 73.957 130.075 23.902 97.836 152.878 93.288 67.598 82.470 24.549 61,501 63,164 8.574 06,291 77.078 27,500 59.936 27,694 49.011 1.648.708 The unfulfllled condltl¢ns and conlingencles atta¢hlng to th grants weré acr+)88 fulfllllng the delfvery of Street L•agu• academles whlch spanned the year end. 13 CoTror•tlontax The charity is exempt from tax on incom8 and gains falling within Chapter3 ofPart 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the exteni that these are applied to its charitable objects. No lax charges have arisen in the charsty. FINANCIAL REPORT 70

Street League Notes to the acci)unts for ihe yur ended 31 March 2025 (continued) 14 H¥ed a88•ts: laThglbleassets Leasehold inproV4m￿ts FumtsJrE& fdtnys Cornputer equpm•ni IT Assets Tolal uipm•nt Cost Atl Apri121Y24 Addrttoni Di8po$als 22,274 1.680 9.571 1189 271747 1A83 26.042 38.8S0 369.484 5.352 At31 Mar¢h2025 23.954 11.760 274.230 26.042 3e.850 374.836 D•prKl•llon Atl Apri12024 Charge lorthe yeBr 22274 497 9.$71 319 257,737 12.321 24.880 660 38,850 353,312 13.797 At31 Mar¢h2025 22.771 9A90 270.058 25,540 38.850 367.709 M•lbo¢k¥•lu• At31 M•r¢h2025 1.183 IA70 A.172 502 7.727 At31 Mwclj 2024 74010 7.762 74772 15 D•bio 2025 2024 ri¥¢Jedebtors Othu debtors 4P5Jyrrnt$4fid accmwjincofflè 465,105 28.754 98.939 353,137 44.136 62,979 592.79b 4602S2 16 Cf•diior: Im¢unts hlUrydu•wlthln •n• y•4r 2025 2024 (Resiwedj Tiadeu4xlilOI& Oiher credhorsand accruals DefLYredlncome oil Iwn)¢0mp•isai￿ absences IholNlaypayl Taxaiion 8nd socialsecuiity cosi$ 86,705 83,135 87B.279 rf6.889 100.868 51,102 57,710 876.368 47,590 92,682 1,197.876 1.124.852 71 FINANCIAL REPORT

Slreet League Notes to the accounts ror the year ended 31 March 2025 l¢ontlnued) DurNig lheyearend￿ 31 Maich2025, IheConpFnyCh4ng￿ lsmeihcdDhgy for rerngThising incOmeieLii￿9 IDgranrsforconlracled ser¥Ke& Pltvw)u5￿, Ihi$ ii¢omeli•(Ebew recogni￿￿ Ihelnianryalsi•i¥Ywiswl)w ¢asliwo$ Fe¢erie(l. Undv Iheiw Inethodology IncomewiNbedervr￿ iolurulespw￿6l0{eneCI Iheuseol Ihef4Th1stsndw theSttv￿89reerneniW17yth mreaSgnswiih Iherequuemefttsol Ihechariiy SORP. Th¢¢haMgeh•sbewappledieiiospe¢twttyÈndtxmpor•tkefftlormaik)n Ioriheyeai endkng 2trL4andrtrervesbalÈnCtth8veb￿ rtr#llted. ItyL8 CT¢ongen•$inernp8cI 01 nue8Smgpits)r ye&r￿CoM￿OY Ll8Y.yiJiiomLb.blk.Ilts 10 Lts.I)l.bJY m¢refywgibe6urpty$tyyiiie8o￿efflOIjnt, Irom C281,768 10 £.121.681. Thi%th8nyehttS•￿ore￿ucEd IheiesetvesbbJan¢ebioughl Ii¢m2023by£l.016.201 fioin£3.780.72510 EZ764.444 and con5equenlty ltheresthtscariled lorwardkn 2024haveredu¢ed by£876,96Q Irom£4.062.493to 13.186,12S. OTrthebO￿nceghC¢¢.deI¥red wKoMeknue•se￿lrOM2elOo t676.368. Rocmclliatlon #lD•f•rw•d kncom• 2025 8r•whif•rw4rd•tl Wl 2024p•r2024dn•Trd•lm•i•m•ni• Br•ughthrvArd•¢ I W12024tr•M•Nd) IrKomelrom¢hthri4tyka¢ir4flV. T•tlbMught 1om•rd•t 1 •112024 87&368 876361 Mow¢mailW. D•l•Th•dlnoJrn•f•l•a••ddurfngy•4T Incomelrom¢hariiab4¢ir¥i Toi•ld•1•mdh￿i•1II￿￿ durtn9y••f 876,368 876J61 In¢•mlngr•4•w¢••d•lwf•ddurfwy••r Incointfiom¢4l•b￿s¢ir11trts T•tsi themd•l•rr•ddurfn9y•ir 87¢279 871279 D•lwr•d Inty>M•¢•ryl•d •131 M*r¢h2025 InGomel{om¢h4iitab￿Ictr41Ilts 87&279 To1￿¢￿￿•d1Or￿4rd•t31 2025 874279 FINANCIAL REPORT 72

street League Notes to the accounts for the year ended 31 March 2025 (¢ontinuedl 17 alyslsof moYomMtslnreotrf¢¢ed lund AS ei l Awil 2024 Asai31 March 2025 2026 Income EX￿￿ule TiansfMs Sport bi(kn eimllighamclly Council CHANEL Compo$8GIo Dudltycowcil EasiAyiohNeCovncl Easi DunbartonShtyeCo￿cal E8s1 Loihian CtyJnal East Renfrewshire Counca Emb￿￿orkS. Dundee En￿b￿Wo￿#. Gl8)g( FMldttyUK Fo￿n￿oI￿on Fondfjik￿ Pderts Gann¢xhy Tiu$i GoilkkJWestoD Gr¢oi£r man¢J￿¢[Cl￿Tr￿￿AUthOIIIY Goal￿ogra￿ Insp¥￿g Scothnd QFN YAF In¥erclydeCouncll Ku8umKts Tru$1 Lauieu$ SPL￿ lor GC¢JdFO￿d￿1[on MaciiuhiieGroup Foundailon Manehe#terAd￿l Edu¢atlonServlce New Bolance ' North AyT5hweC+xJnell Nonh LanarGhweCouncil Perth KlnroGB¢ounGil Rfrewshlre EmployabllliyCianisPiogiamme SanianderfoLmdélion St4Mish thr4W 1hech1￿￿[WyQW￿ PeoF44 FaM￿￿S Aduk LesTr￿n9Th￿d Secthr SrKIé￿Gé￿èrfjIe Si Jrn's Race SMrbLKks Suppon¢dbylhoChaiilyot Slr Rlchard Whlltlngton Wesi Dunbawl￿shI[eCQun¢￿l West LaIlu￿ West YrykthMeMw4cthnLiJ)e¢lAull￿itYw¢￿Mn￿éI F(xNthIiL Q¢fw RefjirwedlTrxn¥ E2QOOO 38.BSO 71.604 35.000 30,000 41.666 52.364 B9.980 fj6,645 70,828 253.740 206,479 29,964 44,870 22,000 . 25,000 73,957 153.6S7 138,8501 171,6D41 135,0001 130,OLXII 141,6661 162,3641 {B9,9801 166,6451 170,8281 I2￿.7￿0) 1106.4791 129,9641 144.9701 I22,0￿) 125.OfMI (73,9S7) 1IS3.6571 504.645 252.000 130,075 87.847 Sl.250 82.000 23.902 40,849 97,836 IS2.87B 93,28 67.590 25,000 1%14,645) 1252.OC#)I {130,075) 187.8471 151,250) 182,0001 123,902) 140.8491 197,8361 1752.8781 193,2881 167,5981 125,0001 564,47B 43.260 39,221 34.239 103,803 59.936 27.694 49.011 84.148 135.975 1564,4781 14J,2601 139.2211 134,2391 1103,8031 159,9361 127.6941 149,OTI1 {84.1481 113S.9751 Toi¥l rtsiricied lunds 4.067.637 {4.067.63n 73 FINANCIAL REPORT

Street League Notes to the accounts for the vear ended 31 March 2025 Icontlnued) 17 Nom•4lT•¥lrlJl1Pro￿￿￿lorl￿30y•0iObjsunty0yld. A on• ye4r pannwthlp from Auw 2024 10 Juty 2025 10 200 Yqthg 11 ManceK￿.L￿Up0olarA London. NoQTh•L•ft 8￿￿￿mp￿bItstylUppQrtf￿r1￿24YVT01lIyrt•TrPty NoOn•Lrft Bthki4qrnpibI￿Yl￿pwrttoi 1&24y•aroiUn￿p￿y•d N•Cn•Left B￿￿￿¥￿pt￿1O1￿1Upp￿rtI1r7tr21Yt•IDluryxP]ON•d. No¢niL¢ft 1&24y•arpW¥uwpby A Ihiewear partnerth¥ iunthg from Apil 2022 10 March 202$ wrth £165k kn I￿￿L 2024125 R451rkl￿10LondoTh,a1￿TrYha￿LHd￿41tleuLtrMw1. A21.￿)nth w•ni 10 $upport Y￿￿9 p¢pMii• thetr•tr¢by•bilty Ik￿# èrtd r¢•dineuf¢r Ntty Balance NgrthAyrShiri¢w￿1 NorthLanarkthMCounc F￿h4nd￿￿￿js¢oUTh ft•iliew¥hh EmpibWGrpnt¥Pt¢gt•m Foundai&)n 01113hGo¥erntwtlhr•ts¢hlhe¢hldten.YounoPe¢p F1rn￿￿1ndAdUftLe•lMifi•ThdSQM4rFvfid céGlnè• Throo¥ear p4nnor•hlp whh Ihe UK Foundatyon IrrrnAprfl 2022 t¢ M•ich2025 140k i y￿1 tLwaidsE411 LonthnQlDWburyYou1hC￿lrI). A Mstttitd 9rint Irom Starbuea US Foundt￿n and UK io pioqiimmtt St•tbv¢k# St.Jamr4'JPL4e• Albrotry•41wanliQJUPPUrt Sport•nd Empby4biN1yknad￿e5ln Leeds Al￿trydr qrani a 2th0o￿bal￿ prohl If• London 1¢ boost lhsW￿. wdtseng 4nd4iplrJfw¥olY•4r 1Q4nd 11 ¥tvdenl¥ •trl¥k oldi1￿9&9￿9 frorn¥rhDd pr￿￿¥1￿9 wnhoul posKi¥*ne#4•sfI￿I￿n, uttim11￿5VPFQrt1lFthI￿lO••yth Kh¢dOFffiov•￿IOwQrkJ1ra￿￿ll Jpportodbygh•eharrtyof&rAkhatdVlhrflln9 FINANCIAL REPORT 74

street League Notes to the accounts forthe year ended 31 March 2025 Icontlnuedl WeBtrhJnbartothTeC•un>l loOneLthB0hknd.emphyab￿rty￿p￿1¢or1fv?4Y•￿￿SUfjWrtPky•t1. WtytLoth&n C•tsncil PlrentilErnphyrn￿t&FP4VtFYn0f¢r 11th24yRaroldsunomp]oyed. UK Sb8r4d Piwertty Fund Wfgl&yatyLy Wpwt lor 1&30 year owa untynpkyed and WestYork¥htr¢MayoralCornbMJAuthorly W¢stmkn#t¢r Faundatth Alflnl iWitdtsJ¢verlw•yw$i•wwdii￿￿•aI#1n •ndopttitknn of• &rethLeIguèa￿• W￿m￿XIe1. V•tl¢v¥ ¥Nwllgr•Ai¥ •nd¢n•oll don41kn¥ rtt¢ri•J taward8sire Lugurf¥thiit4blw¥¢trrf whKh ahhou9h grouped nio cne ¢ai•Jury hor& r4 tr4¢knd ￿d￿d￿JaI￿ 4goln¥t 4ny specrf kr41￿nandI4rpr￿￿lwI[¢J￿IO1Urt￿. Olhor Rwtrknedlncome ¢£20.000 Tiallsfersrepreuniprqect managqrnemtharyq8rnad•thlhywln￿e￿￿h1UndW1V￿r￿1t 17 Comp•rntlY• •N1¥￿¥•I rnov•m•m•lni•Md¢l•d A$811A￿A 2023 A#ki31 Maich 2024 2024IRqs¢•ttdi' In¢orne Expendur T[a￿slera Spon abidn BNYMelon CHANEL ÉaAyishirtCound. NOL8 E)$1 DunbwionshweCaun¢il.NOLB Ea Loihknn Coun¢ll- NOLP RenfrewShireCwTr￿l- PESF £nab￿Work5- ￿jndee En￿b￿WO1kS- ￿li¢Jee- PESF Enab￿WOrkS. G￿59￿￿ fonda1￿￿ PdeTs CunnodiyTrust Olasgow Counol-TowardBB¢Lier Fuiure G041Programm2 51.800 3Q905 35.000 45.76ts 80268 46,1 $5 17,334 229.886 35,IS7 179.602 4&000 22.000 23.746 99.804 151.800) 130,gOSI 135,0001 {45.7681 86a68) 146,1551 {17J341 (229,8861 laS,157> 1179,6021 {45.0001 122.OQOI 123,7461 199.8041 OF YAF In¥er¢lydeCouDcll Kus￿m8 TfUSI Lèureussport forGood Foundaiion MacquaiieQioupFouMdallon New Balon¢e Ntsrth AYi￿NIeC￿n¢l1. NOLB Ntsnhlanarks￿IeC0UnC11. NOLB TheQuUter FcAmdbn Renlrew&hiFeEmployablliiy Granli Proyrtsmme. NOLB S•niandr F¢undgltory Sts)Iihknvnmwl Ilv¢yJoli IIKClthw.Y+xnwPe¢*. F￿￿e54nd ￿￿￿1{¢9mMg ThirdSÉ<torFthThJ Shtsrédlmptsci &xathéGén&ae Sl Jomo5'$11 SuppoiiedbyllieCh4riiyof Slr RICI￿rdwhlIiIngio Swite¢harit4NeTiu We$1 DunbaTionshiieCouii¢il-NOLB Wegi Lothkin crAj￿1.PESF wesirim¢rF¢yx￿i￿n OthErRtffik￿d lrtome4 r2QCO) 57737 242.487 82.476 21.862 so.ooo 8100Q ISY7,270 12d2.4871 IB2.4761 121,8621 Iso.0001 182.0001 24.549 61.501 36.558 63.164 60.000 124.5191 136,5581 163.1641 160,0001 408.114 60,000 42,0 32.130 101.322 30,0th) 77.078 27,500 82.978 180.860 {60,0001 {42,0001 ia2.1301 1127.647) 130.0001 (77.0781 127.5001 182.97BI 1180.8601 26,325 Toi•lregiil¢ied lttnds 26,325 3,307.96S 13.324.310) Translet5 iep¢é£•itpioie¢i m&nagein<midiaroesmadeni Iheyear h IniewKh IV￿e￿agieeff￿I 75 FINANCIAL REPORT

Slreet League Notes to thè accounts lor the year ended 31 March 2025 (continued) IB 202$ Balance at i As•i91 Muth202$ IR•litdl' ExP￿dI￿re Tr•nsfvs Unrq¥lilEi￿ lund# 3,184125 3,291136 13,Q511531 1421,108 3.181125 3,2Y1136 13.0$11$31 3,￿.108 2W(R•tsl•J) I￿nE• •1 I AyfjZW3 Incorm Expaidkure Transf•r4 Mi¢th2024 ihre￿￿t1dfth1d1 2,?31,12S 144691 (2,99&6S41 ,184125 2,731125 1444654 (2,99A6YI 3.18&125 Iknl•wki￿ fund• Frr#erM4fiOr￿tyW￿91•r4ld1l￿n41la￿Té1 19 20ZS G¥l Roxrtted d8 7,727 ),411Jel 7,727 3AI1,381 N•1 ¢UN•llA$F•i￿(r￿b￿Ia1 T0141 3.426.108 3.426,108 2024P•M•d •Aw•I lund lunds TM•l 14171 3,169.953 16,172 3,169,9S3 T4ttJ ?,184125 3,116,125 FINANCIAL REPORT 76

Street League Notes to the ac¢ounts for the year ended 31 March 2025 (¢ontinued> Op•rign91••8•tommttm•nts Th¢thiV$totslruiur¢n￿thjffl ka¥¢ptyNn¢sund¢r noKinc414bopeia￿n9 kn$t$ lollrrtu for eath 0lthelol￿Wl￿191rlQd9.' Pioperty EqU￿￿t&s011WlrtL￿ 2025 2￿4 202S 2024 Lttsihan oD•yt•r Qn¢t91￿•yo•r 119.546 86.178 17q991 15?,332 41.034 78,004 447 204n4 323,23J 119,038 6?.843 lftth•lth•r4••lThn•td•bt AtlWI 2024 C4sh Al 31 Mirch 2925 c••h•ndC41hfqUfv4hTht¥ 3M345$3 4.023.459 Total 3,834.553 4.QZ3.459 R•￿n￿lIatIO￿Qf￿•l￿￿•rn•ntIn1u￿tht0n•l￿lh￿Dw￿QrnoPAtknUl￿ll51I 202$ 2QZ4 Nrfknwn•lorth•y•4rl••p•rth•at•m•rf•f Adluthffltsl•r. 239,903 421,181 13,797 21,704 180.6381 DfvhJon<s.Inlqsrand ilnti tromknY•ii¢iitriit Log¥¢n ￿￿01¢l￿d•s$e1# Iin¢reaitlldeMei8tin deblO11 113IY61 73,024 748.94J 069,8411 N•t￿￿p￿￿•d byop•TrtlnwidlYhl4• 72,077 J4Z7S0 77 FINANCIAL REPORT

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