REGISTERED COMPANY NUMBER: 04809606 (England and Wales) REGISTERED CHARITY NUMBER.. 1102460 REPORT OF THE TRUSTEES INCLUDING STRATEGIC REPORT AND CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 FOR MYTIMEACTIVE MYfiME ACTIVE CONTENTS OF THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 Page Report of the Truslèe8, Includlng strateg1¢ report 1.12 Refèrence and admlnistrative detalls of the Charitable Company, Ils Trustees and advlsors Slructurei govèrnance and management Oblectlves and actlvltlès Strategi¢ report 3-12 . Achlevement and performance Flnanclal revlew 9-11 Plans for future periods 12 TNstees rèsponslbllltles 13 Report of the Independent audltors 1*16 Consolidated Stalèment of Flnanclal Activlties Ilncorporatlng an Income and Expènditure Account) 17 Consolidated Balance Sheet 18 Company Balance Sh66t 19 Consolldated Cash Flow Statement 20 Notès to the Con$olidatèd Cash Flow Statement 21 Notes to the Con$olidated Flnanclal Statements 22.41 MYfiME ACTIVE REPORT OF THE TRUSTEES INCLUDING STRATEGIC REPORT FOR THE YEAR ENDED 31 MARCH 2024 The Trustees, are also directors of the Charilabl8 Company for Ihe purposes of Ihè Companies Act 2006, present Iheir report, which includes their strategic report, vilh the consolidated financial slalements of the Charitable Company and thè Group lor the year ended 31 March 2024. The Trustees have adopted th8 provisions of the Slalemenl ol Recommended Practice ISORPI IFRS102} 'Accounling and Reporting by Charities, effective 1 January 2019. REFERENCE AND ADMINISTRATIVE DETAILS Règlsterèd Company number 04809606 (England and Walosl Reglstered Charlty number 1102460 Registered offlce High Elms Goll Course High Elms Road Downe Orpington BR6 7JL Place of Buslness l Head offlce Crofton Halls, York Rise Orpington BR6 8PR The Charitable Company and Group cairies out ils operations al multiple siles. For information on the siles where the Charitable Company and Group operates please visit the m￿lMe Active website al http'.Ilfft.mytimeaciive.co.uk. Tru$tee8 R J Evans l M Gowan (Chairl Aoag S Kirkland J King C Dougla5 C Kettle S Mulhere N Rabbou J Shakespere J Nickson C Briggs M Crichton Resigned 29 April 2024 Appointed 2 October 2024 Appoinled 2 October 2024 Chlèf Executlve J Stanton Company Secretary E Drzazga Audllors Mccabe Fofd Williams Building1063 Cornforth Drive Kent Sciènce Park Sittingbourne Kenl ME9 8PX Sollcltors Blake Moigan Apex Plaza. Forbury Road. Reading. RG11AX Cripps LLP, 23 Kings Hill Avenue, Kings Hill, Kent ME19 4UA Clarkson, Wright and Jakes, Valiant House, 12 Knoll Rise, Orpington, Kent, BR6 OPG Page1 MYTIME ACTIVE REPORT OF THE TRUSTEES INCLUDING STRATEGIC REPORT FOR THE YEAR ENDED 31 MARCH 2024 STRUCTURE, GOVERNANCE AND MANAGEMENT Governing document The organisalion is a Company limited by guarantee, incorporated on 24 June 2003 and registered as a Charily on 3 March 2004. The Charitable Company was established under a Memorandum of Association which establishèd the objects and powers of the Chantable Company and is governed under ils Articles of Association. Recruitment and appolntment of new trustees In exercising ils powers lo nominate, appoint, feappoinl, elect, re-eleGI, approve and dismiss Trustees, Ihe Trustees shall seek lo ensure that the Board comprises persons with a broad range ol skills who are likely lo wnlribule lo Ihe Charity's success. Subject lo the abov8, the London Borough of Bromley may nominate for consideration two Truslees for appoinlmenl. Inductlon and training of new trustees Trustees follow an induction and familiarisalion programme as reqltired and allend dèvelopment sessions lo ensure they hav8 the kno￿edge lo carry out their responsibilities. Organlsallonal structure The Board of Trustees ol up 1012 peoplè, who meet at least quarterly, have delegal8d th8 responsibility of administering (he Charity lo a management team. This management team up lo 31 March 2024 was made up as follows.. Jason Slanlon Nèil Whit6hand Nigel Court Steve May Rhona Mason Kelly Stead Chièf Executive Finance Director Operations Director {Resigned Augusl 20231 Operations Director {Appoinled May 20241 HR Director Commercial Direclor {Appoin18d April 20231 Remuneratlon of Key Management Personnel Thè main Board has established a romuneralion committee ￿lch meets annually lo review and approve the selling ol execuiive pay. Worklng Partnerships The Charilablè Company has a close relalionship w+lh all Ihe local auihorili9s, who contract the company lo operate leisure, goll and Heallh services across the couniry. Relaled partles The Charitable Company owns 1000/0 ol the ordinary issued share capital of Mytime Entèrprises Limited. Myb'me Active has taken advantage of the exemption afforded under para9raph 33-1A ol FRS102 regarding disclosure ol Iransaclions and balances with ils wholly owned subsidiary, Mytime Enterprises Limited, when pièparing these financial slalemenls. Rlsk management The Trustees recognise risk management as one ol their key responsibilities, Risks are identified and recorded in the Charitable Company's risk regisler logeth6r with the controls and actions designed lo miligale them. Idèntified iisks are rewewed quarterly and appropriate action taken where necessary. Page 2 M￿lME ACTIVE REPORT OF THE TRUSTEES INCLUDING STRATEGIC REPORT FOR THE YEAR ENDED 31 MARCH 2024 Objèctlvès and alm$ The objects of thè Charitable Company are.. To provide or assist in Ihe provision of facilities and services lor the benefit ol the community for recreational, sporting or other leisure lime occupation in the interests ol social welfare, such facilities being provided lo the public al large save that special facilities may be provided lor persons who by reason of their youth, age, infirmity or disabilily. povety or social or economic circumstances may have need of special faGililies and services., andlor To promole and preserve good health, healthy livin9 and well-being., andlor To advance public education by thè encouragement ol culture and the arts. andlor To promote and advanGg the education of Ihe public al large in the advantages of heallhy and aclive lileslyles including the benefit ol a balanced diet; 8ndlor To provide support services relating to the above., andlor To provide consultancy, support services and advice lo public, sporting and chaiilable or9anisalions', andlor To carry out such olher charitable purposes beneficial lo the community consistent with the objects above as the Trustees shall in their absolute discretion determine. The Truslees confirm that they have complied wlh the duly in Seclion17151 ol the Charities Act 201110 have due regard lo the Charily Commission's general guidance on public benefil. The Trustees have referred lo the guidance in the Charity Commission's general guidance on public benefit when reviewing our aims and objectives and in planning our lulure aclivilies. In particular, the Tiuslees consider how planned aclivilies will contribute to the aims and objectiv8s they have sel, The benefit lo the public ol the company achieving ils aims is in contributing lo the recreation, leisure and Health Se￿iceS of the communily. STRATEGIC REPORT ACHIEVEMENT AND PERFORMANCE Chalr and CEO statemènt STRATEGY In 2023 w8 published our three.year strategy, Our Why, How and What to 2026 and Beyond, which we summarise below'.- Our Why?~ get morè out of Ilfel Our Stialegy is based on our simple core belief,. we want everyone lo Get More out of Ilfè and in turn improve thè wellbeing of the communilies in which w6 operate. For us that means being active, exercising and eating well, as well as feeling positive and being part of good social networks. All ol this conlribules lo a feeling ol wellbeing and lo us all living longe¥, heallhieT and happier lives. #Mlssionwellbeing Our HOW? - the integrated approach We will operate an inlegraled approach, thich will enable Ouf members lo access all our services al all poinls of contact, eithèr in person or digilally through our Wèllbeing Hubs. The Hub's purpose is lo provide support and guidance lo all our members by ensuring Ihey are signposted lo one of our programmes and services Ihal is most suited lo improving their physical and mental heallh. Our WHAT? - what we offer, Our Products, Servlces and Facllltles We will deliver programmes and products based on driving community wellbeing. Wherever possible our programmes are tailored to maximisg the impact they have on our members wellboing through our lour pathways.. being actlve, eatlng w811, thlnking positivèly and being together. Strategy update We havo now comp16ted the first year oflhe above strategy and can demonslrale how wè have implemented Ihe slralègy below Lgsing an example ol a children's s¥Mmmin9 lessons.. - Be Actlve.. Ihis is achièved through the acliwly ilsell Eat Well.. after the lesson. healthy opt¢ons are available lo help in making an informed choice Page 3 MYTIME ACTIVE REPORT OF THE TRUSTEES INCLUDING STRATEGIC REPORT FOR THE YEAR ENDED 31 MARCH 2024 STRATEGIC REPORT ACHIEVEMENT AND PERFORMANCE (contlnuedl Chalr and CEO statement Icontlnuedl Be Posltlve.. we seek lo celebrate publicly the child's achievemènt on the successlul completion ol each stage of the programme Be Together., the child has made friends during the progiamme, and we seek lo build on the social elemenl of the programme by inviting the wholè swmming lesson attendees lo regular social events. This reinlorces and aCkno￿edgeS the relationships Ihal have been built Ihrough the programmes We are pleased lo report we sel up a wèll bèing hub, One Bromley Health Hub in partnership wlh the NHS where services such as Ihe vital 5 health checks and slop smoking progiams are delivered. Further details are included latèr in the report. We have three major organisalional goals. 1. Improve the Wèllbèlng In Our Corè Communltles {Members Personal Wellbeing Factor Is >5Qlo than Non.Member$l We know that improving the wellbeing in our core communities is a key measure of our success. Any claims we make musl be supported by evidencè. This will in turn provide consumers, cli8nls and commissioners confidence and supply valuable information for us so we can learn and improve, as well as making informed commercial decisions on inveslmenl. We have adoptèd the personal measur6 01 wellbeing used by the Office of National Slalislics, based on 4 self-reported questions. This benchmark rneasure allows us lo compar8 national, regional and local statistics alongside results from our members and our progiamm8s. For 23124 we achieved a score of 34, versus a bènchmark 0122. We intend lo undertake indèpèndent research lo underpin our achievements against this goal. In addition lo our members, we will also seek lo improvè the wellbeing ol our employees. We wll adopl and ulilise thè samè benchmarks. indicalors and process for that ol our members as lor our èmployees. 2. Employee Engagement Score (ln thè Upper Quartlle, with a score of 75) Our Wellbeing Mission is centred on our members, which is impossiblè to deliver wlhoul our leams being lully engaged and feelin9 Ihal they are playing an integral role in achieving our Mission. In a sector wlh generally low pay and high turnover, our Mission is lo attract and relain great employo6s who want lo be part ol our journey and are inspired by our Mission. We wll continue lo monilor employee engagement through regular independent anonymous surveys. For 23124 we achievèd an employee engagemenl score ol 20, versus a target of 50. 3. Dellver a Sustalnable EBITDA IBetween £1.2m to £1.5m) As a social enterprise and registered charity, we need lo ensure our finances are stron9 and suslainable. We see our challenge as being able to maintain our EBITDA al a sustainable level during a period of Ghallenge and consolidation. We remain focused on making the existing business secure, growing organically and piofilably, whilst managing the risks ol those conlracls or siles, which are scheduled lo expirè, close or be redeveloped. For 23124 we achieved an EBITDA of £1.9m. ACHIEVEMENTS and PERFORMANCE Social Value As part ol our mission lo improve the wellbeing of all the communities we serve, we conlinue lo work with a wide range of local, regional and national organisalions along charities lo increase our reach and ensure our facilitiès and programmes aro appropriate and accessible. To increase our impact on improving wellbeing we secured ovèr £351 k ol external funding lo support the delivery ol several proje¢ts, including the One Bromley Wellbeing Hub, NHS heallh checks, Changing Places and ArtsTrain. This included new partneeships wlh the local inlegraled health board. Details are highlighted below. We continue lo dèlivei a range of health piogrammes, including Heartsmart, Fresh Start and Escap& Pain for people who are inactive and who have a range of medical conditions, including hoart lailure, cancer and diabetes. Through these long standing, effective progiammes we ar8 seèn as a liusled and credible partnef lo the Soulheasl London Inlegfated Care Board. As a result, One Bromley, the Local Care Partnership invited us lo join a ￿rkIng group lo support the development of a One Bromley Wellbeing Hub in the Glades shopping centre in Bromley. The centre is a one slop shop for lifestyle advicè, wlh the aim of iackling the 5-leading courses ol poor health in Bromley- blood pressure, alcohol use, smoking, mental health, and nulrilion I healthy weight. The seN¢e is open and we offer free Vital 5 Lifestyles Advice and provide day-to-day management of the Hub. Page 4 MYfiME ACTIVE REPORT OF THE TRUSTEES INCLUDING STRATEGIC REPORT FOR THE YEAR ENDED 31 MARCH 2024 STRATEGIC REPORT ACHIEVEMENT AND PERFORMANCE {contlnuèd} Chalr and CEO statement (continued) Social Value (continued) We successfully bid lo deliver NHS Health Checks lo Bromley Council Staff and offered 425 NHS health checks between July to October 2023. Seven members ol Myiime Activ6 Exercise Referral trained staff completed specialist training lo support the delivery of the NHS health checks. This feedback from one ol the hèalth check recipients epilomised the positivé comments we received °Very relaxed bul professional health check. Very well oxplained and has molivaled me lo make changes and improve my overall hèallh & filnes5." We Worked closely with Bromlèy Coltncil lo in51all two Changing Places for people with complex needs and disabilities. Wilh external funding secured by Bromley Council, the changing places were installed al the Pavilion Leisure Centre and Biggin Hill Pool & Library. The lacililies are fully accessible during our opening hours seven days 8 week lor people wlh complex needs. We successfully applied to Arts Council England lor three years ol funding lo 2026,10 continue our National Porifolio organisalion dèlivery of ArtsTrain. Highlights of our lirsl year of delivery included: performances by our ArtsTrain Academy young people al the London Jazz Festival, Bromley Library Lales and High Streets for All events; ArtsTrain delivery lo several schools and ommunity groups across Bromley and Bexley, weeklyArtsTrain Academy sessions delivered al the Churchill Theatrè in Bfomley and the Exchange in Bexley. To impiove the governance ol ArtsTrain we successlully established an ArtsTrain Steering Group, with membeis from a range of organisations, including BroJnley Council and the Music Educations Hubs conlribuling lo the programme. We have worked lo ensure our Primetime offer for older people is accessible to p80ple ¥tho have limited mobility and l or are living wlh dementia. To do so we have increased the number of weekly chair based and sirengih and stability sessions we offei and have trained our Primelime instructors to be dementia friends. We arè a pro-active member of the Bromley Dementia Community Steering Group and in partnership organis8d a free AfteinoDn Tea Party al Crofton Halls for people living Imlh dementia and their carers. At the olher end ol the age spectrum, we continued lo ofler an exlènsive woekly swmming lesson programme lor babies and children. In addition, we continued our work in partnership wlh Bromley Children and Families Forum to offer weekly free- swimming lessons for young mums and their babies. The lessons have been promoted via the Family Nurse Partnership, thè Bromley Council Care Leavers team, and the Ghildren's cenlres. We continue lo deliver a weekly Myclub programme of aotivilies for young peoplg and alulls with disabilities. This year we succèssfully resourced and recruited a Myclub CoL>rdinalor lo oversee the programme and ensure il is a relevant and effective program. We delivered 8 sessions per week across three facilities, wlh activities including 10-pin b0￿illg. dance, mulli-sports, Zumba and goll. Feedback from customers and carers continues lo be exlremely positive. Over the financial year, Mytime Active were proud to support Team Bromley enter Ihe London Youth Gam&s. Dufing 9 months ol competition, 35 T8am Manag&rs gave their lime voluntarily lo support Toam Bromley entries across 25 ¢ompelilions in 15 different sports. We finished overall in 4th place on the Jubilee Trophy score board versus 32 other London Boroughs. We continue to support the delivery ol Bromley Councils Loneliness Strategy, Together Fund attending bi-monthly meetings and completing quarterly réports lo highlight the great work we are doing lo reduce the feelings ol loneliness and isolation that so many people across the Bromley struggle with. Page 5 M￿lME ACTIVE REPORT OF THE TRUSTEES INCLUDING STRATEGIC REPORT FOR THE YEAR ENDED 31 MARCH 2024 STRATEGIC REPORT ACHIEVEMENT AND PERFORMANCE Icontinuedl Chalr and CEO statement Icontlnuedl Social Value (continued) By using an industry recognised social value calculator, we are able lo highlight the monetary value that our activities make lo our IoGal communities from a social, physical and mental health perspective. leading lo savings in health and social care costs. The social value is independently calculated by 4 Global base(S upon a recognised model supplied by Sheffield Hallam Univèrsily We were able lo value our social value in 2023124 al an amazing £17m, an increase of £1 m on the previous year. Mytime Active Wg passlonaie Jb(bUt suppvrtlng our loc•1 comvnuvilty. Our •ocuF on ImprovivDy tsvernll wollbelng physScal ac*lvOty. hcalthlor tood cho•oes. bulldl*g ronfldence. ge•f•eSteem. formong *rlgnql¥hlps. £4 million CHARITABLE LEISURE TRUS In ￿￿cIal vtsluc wa- iut)ed tts thc rcductlon in crim rates young rnples the enh4)n¢emont of soclal c?piifil. gcnoratod for