2025-03-31-accounts

Autistica funds research, shapes policy and worl<s with autistic people to make more of a difference Annual Report and Accounts for the year ended 31 Mareh 2025 Company no. 05184164 autistica Dame Stephanie Shirley CH 1933-2025

Contents 03 Honorary roles and charity management statement from the Chair 04 05 Statement from the CEO 06 Objectives and activities Our vision, mission, values and goals 07 08 2024-25 Charitable activities spend 11 Progress towards our Goals 12 Our research 15 Driving public policy 16 Communicating to empower and create change Dame Stephanie shirley CH 1933-2025 18 Funding and support 19 Looking ahead Our incredible founder Dame Stephanie Shirley sadly died in August this year. We knew her as'steve,, the nickname she used in order to be taken seriously in the masculine world of technology where she made her fortune, Motivated by the needs of her autistic son, Giles, steve Set up three autism charities., Piiors Court - 8 school, and Autism al Kingwood supported living for adults, Realising the need for evidence to drive change, she founded Autistica in 2004. She remained deeply engaged with our work until her death. Everyone at Autistica is immensely proud to have Steve as our founder. Her values and beliefs are embedded in our charity and drive our commitment to innovative problem solvingt acting with urgency and embracing difference. She leaves behind an incredible legacy lor autistic people and their families that will continue to ch8nge lives for generations to come. We have published 8 full tribute to her life and philanthropic work on our website. 20 Public benefit and impact 22 Structure, governance and management 24 Statement of trustees, responsibilities Independent auditor's report to members Statement of financial activities 28 30 Balance sheet 31 Statement of cash flows 32 Notes to financial ststements 42 Committees and advisory committees 43 Thanks Autlsllcè Annual Report and Accounls 2025

Honorary roles and charity management Our trustees, honorary supporters and leaders help make our vision a reality by overseeing and managing all of the CharIt￿S life-saving and life-changing work. Honorary roles Charity management President Dame Stephanie Shirley CH Chief Executive Ofli¢er Dr James Cusack Trustees Dlyector of External Affairs (On maternity leave June 2024 - April 20251 Rebecca Sterry Chair Stephen Boyle Interim Director of External Affaivs (June 2024 - April 2025) Analiese Jackson Honorary Treasurer james Feeney Matthew Harris (retired as Treasurer in November 20241 Dlre¢tor of In¢ome Generation Jennie Chambers Caroline Copley Matthew Davies lietired May 20241 Peter Dilnot Dlre¢tor of Research Dr Amanda Roestorf Professor Jonathan Green Ireliied November 2024) Katharine Harle Direclor ol Finance (On maternity leave November 2024- presentl Joanne Merchant Lynn Hawkins Katherine Hudson Interim Dlrector ot Flnan¢e (November 2024 - present) Alexandra Haxton Professor Will Mandy (appointed September 20241 Professor Anna Remington (appointed September 2024) Auditors Azets Audit Services, First Floor, River House, 1 Maidslone Road, Sidcup, Kent DA14 5RH Bankers Metro Bank, One Souihampton Row, London WC18 SHA Registered office Suite B, 6 Honduras Street, London EC1Y OTH Charity registration no. 1107350 Company registration no. 05184164 Aulistic8 Annual RepoTI 8nd A¢¢oun15 2025

Statement Irom the Chair The charity celebrated its 20th anniversary this year. This is an amazing milestone, and one that helps us to look at the progress we have made, and the growth we have seen in that time. To have transformed from a small research funder into one of the top 4% of charities in the UK is a major feat given the challenges faced by the sector in recent years. As a major player, we now have the ability to drive funding and infiuence policy more than ever before. All the Aulistica board and team were deeply saddened by the recent loss of Dame Stephanie Shirley, our inspirational founder, long-lerm supporter and biggest cheerleader. Steve lived an amazing life as a refugee, entrepreneur and philanthropist, and I highly recommend reading her eye-opening 2012 memoir Let It Go for the details, Trustee Matt Davies retired from the Board in May 2024 aftei six years supporting us with our campaigning and communications work. His experience and netwoyks have been invaluable in growing our brand and public awareness, Fin811y, we also welcomed our new treasuTer James Feeney, who has been taking over from Matthew On a personal note, I remain very grateful for Ihe Harris since early 2024, Matthew has been an support and advice she gave me when I became chair excellent treasurer, and steered us through some and, like the rest of the team, forthe memories and ch811enging financial times, including the pandemic, good wishes many of our supporters have shared leaving us in a strong position going forward. since her death, She remains an inspiralion to us, and we will continue Ihe WOTk she started with pride. "We needto hold the course andfocus on whatworks. That means By contrast, the Aulistica team is settled, and is making excellent progress towards delivering our The last yearsaw some changes on the board, as contribution to the 2030 Goals. These G081s are several longstanding trustees reached the end of now well-established and the path to solving the their terms of office, but l am extremely proud of challenges they pose is clear. So too are our values the calibre of the new trustees who have joined us, as an organisation. We want 811 autistic people lo reflecting Autistica's ever-stronger reputation and have the same chances in life 8S their neurolypic81 the impact of the team's work on the 2030 Goals. Bul friends and families. I have never felt more confident one thing has not changed.. the trustees and I remain in Autistica s ability to lind good solutions for all committed lo supporting the team as it develops autistic people, and I remain hugely proud of the scientilically-backed solutions to make life better for progress we are making, all autistic people in the UK, evidence-backed solutions, not easy short-terni answers." Stephen Boyle But as we enter the second half of the decade amidst political change here in the UK and elsewhere, as 8 society we need to hold the course and focus on what works. That means trusting in evidence-backed solutions, nol easy shorl-term answers. And it means e8ch of us playing our part to implement those solutions, It's not enough to know what to do., we need io do it, We welcomed two highly respected autism 8C8demics as t¥ustees,' Professor Will Mandy and Professor Anna Remington. They have taken over from Professor Jonathan Green who retired in November, I'd like to thank Jonathan foy his dedication to the Board, and for helping to drive forward our scientific ambitions over many years, Increasing the scientific skillset on the Board will piovide us with Ihe skills and experiences that we need in order to support James and Ihe team in delivering the 2030 goals. Stephen Boyle Chair of Trustees Autistica AnnuHI Report and Accounts 2026

Statement from the CEO Seeing our Goal plans come to life this year is very exciting. Over one hundred companies across the UI< are now malang changes to their employment practices following their participation in the Neurodiversity Employers Index (NDEI.). And thousands of autistic people, families and professionals are using the Autistica Tips Hub to learn more about autism, themselves and their loved ones. Our team has been crucial to these successes, as has the shared culture that we have established over recent years. We embrace diverse expertise, we challenge to find solutions and we act with urgency. We will continue to lead by example as a neuroinclusive employer. We continue to be grateful to the trusts 8nd foundations Ihal support our work, often over multiple years which allows us to plan, design and launch projects with real impact. I'd also like to thank the loyal donors who enable our work to happen through regular gifts or as members of ihe 2030 Club, This year we also received a record level of pro-bono support thanks to our relationships with creative agencies, advertising companies, and consultancy firms. This external expertise is invaluable as a small charity for ensuring best practice and growing our public profile. We have also played a vitsl role in 818rge number of external projects this year, lending our expertise to help research projects to have a grealer imp8Ct, or to ensure research is at the heart of non-academic endeavors, such as collaborations with olher autism charities. You can read more about these in the Research section of this report. 'It has felt necessary to have a stiong voice this year on a number of issues that affect the lives of autistic people." As we head into 2026, our Msion of a happy, healthy, long life for autisti¢ people is looking more tangible than ever before, But these are challenging times, and we need to continue to bang the drum for evidence to ensure that this progress actually benefits autistic people. It has felt necessary to have a strong voice this year on 8 number of issues that affect the lives of autistic people. The dangerous narratives around 'overdiagnosis' of autism that we have heard from the US government, and certain members of our own administration have made headlines this year and lack a real understanding of the facts. There are over 200,000 people on the wailing list for a diagnosis in the UK, and we want to help the government to find a way to address the backlog, 8nd most importantly to provide evidence-based support to those who desperately need it. This will be a focus for us over the next year, Dr James Cusack Chief Executive Officer Dr james Cusack Aulistica Annual Report and Ac¢oJnl$ 2025

Objectives and activities At Autistica, research is at the heart of everything that we do. We l<now that it has the potential to transform everyday lives by mal<ing sure that treatments, support and services worl< for autistic people. Because right now autistic people face far too Research and the development of evidence-based many inequalities. Most autistic children and adulls solutions is at the core of each of these goals, but so too wail years for a diagnosis, and when they linally is working in partnership and campaigning for change, receive one, there is little, if anyi appropriate support. Autislica works in partnership not only to achieve 8 Step They experience avoidable challenges throughout change in the amount of resource focused on autism education and face low rates of employment. They research, but also to ensure that research funding is are more likely to have poor mental health and directed to the areas of greatest need. We act as the physical health throughout their lives. And negative biidge between autistic people, the research attitudes and inaccessible environments can leave community and other funders of aulism science. many feeling like they just don't fit into this world. We also work with key partners in positions of influence over policy and execulion to make sure that the evidence gener8ted by the research we support is put into action. Because research without implementalion can never result in impact, But it doesn't have to be this way. We have six Goals for 2030 that set out oui vision of a different world,. one where autistic people can access the right support, live in an inclusive and accepting world, and find fulfilling and sustainable work. These goals are nol only visionary and ambitious,, they ale also achievable, Our unique approach is driven by and developed with autistic people and families. It can and will make more of a difference for autistic people in both the short and long term. Aulistica Annual Repoil an counts 2Q25

Our vision, mission, values and goals Our vFslon Our misslon 11 ur values is a world where every autistic person lives a happy, healthy, long life. is to create breakthroughs that enable all autistic people to live happier, healthier, longer lives. We do this by funding research,. shaping policy and working with autistic people to make more of a difference. e embrace divers ertise Our team are diverse and we support them to be th best they can be, We collaborate as a team and with a wide range of stakeholders, always including autistic people. We believe that diversity thought and experience is the only way we can mak real and lasting change, ' e challenge to d solutions We speak up when evidence suggests a need, We find solutions, however big or complex the problem. We influence change because we're trusted. Our Goals By2030: e act with urgenc Research can take time, but that doesn't stop us from taking action now. We work hard, but efficiently, We are not afraid of taking risks and failure, we learn from it and move on quickly. We're driven by a shared aim of improving the world for autistic people. all autistic people will have proven support from day one the employment rate for autistic people will double autistic people will have proven treatments for anxiety public spaces will be more accessible for neurodivexgent people every autistic adult will be offered ayearly, tailored health check attitudes to autistic people will change Auli51ic3 Annual Report and Accounls 2025

2024-25 Charitable activities spend £694,698 Changing attitudes about autism £304,589 Suppoil from day one £150,407 Overheads and support £148,081 Proven treatments for anxiety £103,277 Doubling employment £1,868,069 £92,970 Total spend Governance £91,246 Accessible public spaces £83,018 Tailored annu81 health checks £81.674 Research growth £80,149 Public affairs & campaigns £37,960 Embracing Complexily Aulislica Annual Report and Accounts 2025

r4 Aul¥tIC4￿..￿UalAlpo1troOd Accounts 2025

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Progress towards our Goals Our 2030 Goals drive everything we do from research through to policy, campaigning and partnerships. Here is an overview of the progress we have made this year in these areas. Meaningful, sustained employment Making public spaces more accessible The Neurodiversity Employers Index {the NDEI'I survey launched publicly in the summer of 2024 with 118 partlClP8ting organisalions of all sizes, spanning 10 different sectors, The findings which were published in Ihe NDEI. Market report in December were widely publicised. The report revealed a number of insights including the proportion of companies that have a neuroinclusion slrategyi reports of discrimination and ihe experiences ol employees who request 8¢commodations. We have been working on a project with 650 autistic people and family members to understand the barriers to using public transport. A report of recommendations was released in May 2025 with significant engagement from transport companies across the UK. Yearly, tailored health checks We are reaching the end of the trial of an annual GP health check for autistic people, co-lundèd by NHS England and led by Newcastle University, The results are due in late 2025, Support from day one Proven treatments for anxiety We saw the successful launch ofa research funding from the National Inslilule for Health Research INIHRI which came out of the priority setting exercise we carried out in 2016 where anxiety w8s a top ten priority for autism research. This research aims to develop research into adapted Cognitive Behavioural Therapy for autistic adults. As part of the Aulistica Tips Hub we have created a range of Mental Health and Wellbeing resources, for autistic people, their families and the professionals who support them, Our anxiety app Molehill Mountain remains a popular resource, supporting 8Utistic people to learn about and manage their anxiety. In December 2024, we launched the AulistlC8 Tips Hub, a free app to help people find reliable aulism tips and evidence-based resources. The community told us that searching for reliable information about autism online w88 often overwhelming. The Autistica Tips Hub features Everyday Tips, Professional Tips, and Mental Health and Wellbeing Tips. In the first three months the app had 2000 downloads. Changing attitudes to autism Ourcampaign, see us as individuals, notstereolypes, ran during World Autism Acceptance week across digital billboards, and on social media with an amusing look at common myths, We worked with aulislic people to devÈlop messaging that would have cut-through with a non- autistic audience, focusing on stereotypes including empathyi sense of humour and small talk, In October 2024 Autistica ran the report, Nota Priority which revealed a poslcode lottery in autism diagnosis, with waiting lists reaching five and a half years in some areas, The process ol requesting this information also highlighted a lack of information in many areas. We brought on board three celebrity ambassadors this year to support our work lo change public attitudes. This is in addition to a number of online influencers who help to amplify our messaging. Au￿StiCa Annu81 Report and Accounts 2025 11

Our research "Being involved in research has hada significantly positive impact on my mental health and my self-worth. It is so empowering, and I would recommend it to anybody!) losh who took part in a di8gnosis research project at the University of Birmingham How we make a dlfference {our chayltable actlvlty) We shape research, projects, services, society, and policy We fund research, and projects We deliver research, products, and insights We disseminate research information to key audiences NDEI. survey and Market Report Following the successful early access trial in October 2023 to April 2024, we completed the first annual dat8 collection of the NDEI. in summer 2024. Our NDEI. Market Report 2024 highlighted key findings from the employers and employees who participated, across 118 UK Organisations. The organisations featured in that report employ between 5 and 30tJOO people and span 10 different sectors, From the 2024 data, we identified several differences between the experiences of neurodivergent employees compared to their neurotypical colleagues. Critically, it was revealed that.. Only 30¥0 of participating organisations have a clear neuroinclusion goal and strategy in place, Almost one in three (290kn) participating neurodivergent employees have experienced discrimination in the workplace related to their neurodivergence, Neurodivergent employees are less likely to feel comfortable requesting accommodations than their neurotypical colleagues, Accommodations can make a crucial difference in a neurodivergent individual's chances of success in a role. Autistica's 2030 Goals set out ambitious progY8mmes of work to make a difference lo the everyday lives, wellbeing, and life outcomes of aulistic people and their families. The methods underpinning our mission aim to shape research, services, society, and policy to improve the lives of autislic people and their families, We fund and deliver high_quality research and projects, develop innovative products and insights, and ensure that research findings reach the audiences who can use them to drive change. Our work is guided by our 2030 Goals to create breakthroughs in areas that matter most lo the autistic community. These goals require a combination of innovalive solutions, and research-led approaches, and government investment to services and systems that support long-term change that delivers support for autistic people and families. To meet them, we continue to evolve our ways of working to be more agile, proactive, and collaborative, There is a strong desire from employees to take part in neurodiversity specific training, so that they can better support their colleagues, Our research strategy is grounded in a clear theory of The reception to the NDEI. Market Report 2024 change and driven by our mission to enable autistic was overwhelmingly positive, with extensive online coverage. You can read more about this in the section people lo live happy, healthy, long lives. We achieve this "Communicaling to empower and create change" through strategic partnerships, independent research governed by strong ethical standards, and a locus on policy impact. We fund work that is community- prioritised, unique, and excellent, delivered by our in-house team, through partnerships, and via gr8nt funding of academic and clinical research innovations. Launch of Autlstica Tips Hub In December 2024, we18unched the Aulislica Tips Hub for autistic people, families, and professionals. The rips Hub is a free app designed with and for aulisti¢ people and professionals, designed to help people find reliable Research Fundlng and development autism tips and evidence-based resources.The app was created to address a Priority need of the neurodivergent Over the past year, Autistica made significant progress community, that it s often overwhelming to find reliable across our 2030 Goals, reinforcing our commitment to information online, such as for understanding autislic ethical, high-quality, and community-driven research, As a charity, we raised £1,85m to deliver our 2030 strengths and challenges, finding post-diagnosis Goals projects. This funding helped to support our knowledge 8nd support, understanding mental health commitments to research grants and delivering and finding emdence-based lools tr) support everyday life. high quality research in-house through our expert The Tips Hub was designed with, and for, autistic researeh team. In 2024, we made more of a difference people, their families and professionals who work to support autistic people and families by addressing with autistic people. What really sets this app apart creating best practice guidance for diagnostic from other resources is that it was co-designed with assessment palhwaysi providing evidence-based autistic people and families and focused on providing tools and resources for support from day one, creating high-quality evidence-based information on priority neuroinclusive employment and workplaces, designing topics identified by autistic people 8nd families. The framework for neuroinclusive mental health services, inform8tion is not just for the eommunily, bul also for identifying barriers to public transport, and supporting professionals to improve knowledge, understanding research on tailored health checks for autistic adults. end acceptance of autistic people and, uliimalelyi These are some hi9hlights from key areas of our work. improve access to services and support. 12 Auti$licè Annual Report and Accounts 2025

The Tips Hub is the convergence of three smaller hubs into one convenient app. The conlenl found in the Tips Hub has been created with three distinct audiences in mind.. we supported quality assurance evaluation and monitoring of the Autism Central Peer Educator Programme for Parents, Carers and Personal Assistants. The programme, in its third year of seivice delivery in 2024, has provided 1-2-1 and group sessions for over 10,000 families across the countiy, 'I was diagnosed latei in life and if I had this app when I'd been diagnosed I probably wouldn't have felt so alone and overwhelmed at the dia%nosis," Tips Hub user Everyday Tips, which have been created specifically for autistic people and their families and are focused on the topics that autistic people have told us matter most to them. Everyday Tips covèr everything Irom diagnostic and post- diagnostic support, through to financial well-being and resilience, gaming, and resources that assist with activities that someone may face day-to-day. Professional Tips, which have been specifically created for Professionals who support autistic people and their families. These tips are designed to help professionals to be more inclusive in their work and services and cover a lange of topics to better understand autism. Autistica network and insight group Our research is powered by the insights, voices, experiences, and expertise of autislie and neurodivergent people, their families, and a wide range of professionals. This year, we've been inspired by Ihe generosity and enthusiasm of those who have helped shape our work- whether by sharing lived experience, offering professional insight, or co-producing research with us. We're especially giateful to our co-production partners, who played a vital role in shaping research Mental Health and Wellbeing Tips, for autistic design, delivery, and dissemination. Their input people, their families and the professionals who ensures our work remains glounded in rÈ81-world support them. These tips are devised for people needs and priorities, Hundreds of autistic people and to better understand the complex challenges families took part in studies, shared feedback, and related to mental health and autism, This section helped us build tools and iesources that reflect includes proven tools and resources that can offer what matters most to them. Together, this support or self-advocacy. community continues to drive our mission forward, ensuring that everything we do is informed, inclusive, and impacrful, Partnerships - collaboration and commls$lonlng lundlng Our research partnerships remained strong, with 18 compleled projects, 18 active ones, and over 30 grant applications submitted - leveraging a total valu& of £2.35m in research funding. Here are some of the key successes from our partnerships. Research governance - our sclentlllc review and expert review panels To achieve our 2030 Goals, we know that how we work is just as important as what we work on. Thats why we've continued to evolve our research approach by embracing agile. proactive, and We advised London School of Economics {LSEI, in innovalive ways of working that allow us to respond collaboration with the Autism Alliance, to co-¢reate 8 to emerging needs and opportunities. review of the economic costs of autism and publish report on mitigations and interventions to better support health and wellbeing outcomes of autistic people and families, This year, we embedded new governance structures across both our in-house and externally funded research to ensure ¢onsistencyi rigour, and alignment wilh our values. These frameworks are designed to uphold the highest standards of ethical practice, scientific excellence, and Teal-world relevance. We conducted a rapid systematic review of 8Utism diagnostic s¢reÈning and Iriage tools and created a guidance report, for NHSE, on the effective use and risks of these tools in autism assessment palhways, Our research is guided by a robust framework that Based on our 2017 James Lind Alliance research includes independent expert advisors* governance prioritisation, we saw the successful launch of a research Steering groups, and lived experience involvement funding call from the National Institute for Health panels, These groups provide critical oversight and Reseaich INIHRI Health Technology Assessment {HTA) insight at every stage - from research design and Programme. The funding aims lo develop research lo delivery to dissemination ensuring that our work is address'clinical and cosl-effectiveness of a NICE- not only methodologically sound but also meaningful recommended high intensity cognilive-behavioural to the autistic community. Their role as independent therapy ICBTI protocol which has been adapted for peer reviewers has been instrumental in shaping autistic adults compared to the un-adapted equivalent,: our research, driving continuous improvement, and ensuring that evely project we fund or deliver offers value for money, measurable impaet, and a clear contribution to our long-term goals. In partnership with the National Autistic Society, Autism Alliance, and Ambitious about Autism, Aulisti¢a Annual Report and Accounls 2025 13

"I'm beyond proud that mywife and 12re now official Ambassadors for Autistica, the UI<'s leading autism research and campaigning charity. Hopefu y together we can Fy and change things t make sure the pro ess becomes easier, f milies get the sup ort they n'eed, a lads can be mfor ble being the ople t evtruly are." Ji. George Lewis, Autistica Ambassador autistica 14 Aullsdca Annu61 Rbport8n oupl 25

Driving public policy We continue to worl< with government and NHS bodies to drive forward our 2030 Goals, and ensure they follow through on historic commitments that affect autistic people and families. Driving public pollcy This year, our original plan for engaging with the Government was completely turned on its head with the announcement of a snap election. The six-week timeframe between the start of the election campaigning period and election day itself meant that we needed to be reactive and ready to work with the incoming Government far faster than initially anticipated, The key findings from the FOI request demonstrated very clearly that.. "In my view, it's the leading chai.ity for assisting autistic people through research. Autistica helps develop better government policies, and enables truly important research that brings about change and support for autistic people." Sir Christopher Ball, Autistica donor 1. Both children and adults face a postcode lottery, with waiting lists reaching five to five and a half years in some areas. 2. The most frequently reported waiting time foi an assessment outcome for children is 1-1.5 years. For adults, this rises to 2-2,5 years, With the announcement of the newly elected Labour government bringing new opportunities to the table, Autistica proactively worked with The Autism Alliance UK, National Autistic Society, and Ambitious about Autism to create a joint submission to the 2024 Budget process led by the Treasury. This Proposal called for the Government to prioritise autism in policy, reflecting the scale and significance of aulism within the UK population, the unacceptable inequalities autistic people face, and Ihe importance of positioning autistic people's experiences as Ihe litmus lesl of public services. It also placed a great emphasis on the need for investment in 'what works, research led by the voices of autistic people. 3. There is significant variation in conversion rates across the country for both children and adults, ranging from almost 100% down to the high teens 4, Support after diagnosis is often significantly lacking and often ielies heavily on signposting nd basic information resouices. 5. Around l in 5 children's assessment providers and 1 in 3 adult assessment providers offer no additional support after a diagnosis compared to the support already available with no diagnosis, These findings formed the basis for a special report that highlights ihe assessment and di8gnostic crisis currenily facing the UK. Not A Priority.. The crisis in autism assessment 8nd support was subsequently picked up by a number of media oullets and was crucially highlighted in an article in The Guardian. Not A Priorily: The crisis in autism assessment and support In early 2024, Autistica made requests under the Freedom of Information Act to 81142 NHS Integrated Care Boards in England and 120 providers of NHS autism services, Th8 findings included in the report were 81$0 crucial in informing the decision to create a joint lettei from the Chief Executives of the National Autistic Society, Autism Alliance, Aulistica, Ambitious about Autism and the Autism Centre of Excellence at Cambridge to Stephen Kinnock in October, following a report by the Children's Commissioner Dame Rachel De Souza, which described how long waits are 'robbing' children and young people of their childhood and potential. This process revealed that many areas do not hold clear, retrievable information about aulism assessment waiting times, or conversion rale to diagnosis,, a problem exacerbated by increased commissioning of privately-run companies out of scope of the Act. Aulistica Annual Report and Accoun15 2025 15

Communicating to empower and create change We share the latest research and expert opinion in an accessible and engaging way on our website, and through our webinars, email news and social media content. This year we created 2 film to articulate the aims of our 2030 goals and launched a major attitude-change campaign. We also brought on board some high-profile ambassadors to share our messages with new audiences. 'Ifelt empowerment 2nd I was so excited to be using the app. I don't l<now if evei.yone would feel the same levels of excitement but for me I tiuly did. I felt like each time I went into it I'd find soinetliing new Tips Hub user Our World 2030: an award-winnlng film This year, we were proud to bring to our community and supporters an award-winning short film that articulated our mission, vision and 2030 Goals.. Our World, 2030. The Out of Home billboards featured four common stereotypes ihat we wanted lo subvert. These were displayed over the course of two weeks in London, Birmingham, Dundee, Newcastle, Leeds, Birmingham, Newcastle and Soulhamplon, courtesy of support from media company Ocean Outdoors. Created with production company Neck of the Woods, the two-minute short film has been created to highlight the challenges faced by autistic and neurodivergent people and demonstrate the ways in which Aulistica's groundbreaking research and ambitious 2030 Goals are enabling autistic people to live happier, healthier, longer lives. The film was directed by BAFTA-winning and Emmy-nominated filmmaker Sindha Agha, through the production company The Corner Shop. Of her involvement, Sindha said. Our project was created by autistic creatives and their non-autistic collaborators who listened with open, curious minds. I'm really proud of the result." Our World. 2030 was brought to life with a cast of neurodivergent actors who are pèssionate about Autistica s groundbreaking research. The cast included the new Autislica Ambassador Bradley Riches. Our World 2030 won the £1-£2.5million calegory at the 2025 Smiley Charity Film Awards. The film was judged based on cinematography, The campaign was received positively by the community and external audiences alike, It was chosen as Ad of the Day by UK media news website, The Drum, and was also curated as an Ads of the World Editors Choice for 2025. Éi script, acting, emotional response and concept Launch of Autistica Ambassadors programme and the judges said that Our World 2030 "explains In May, we were thrilled to announce 8radley Riches humanely 8nd respectfully what il's like to be 8$ our first celebrity Aulistica ambassador. Bradley neurodivergent" 8nd that it successfully'breaks is best known for his role as James McEwan in the down the cliches of charity films,: We have profiled Nerflix drama seriès He8rtstopper. He was also a the real-life stories of five of the actors featured in Our contestant on Celebrity Big Brother 2024. Bradley World 2030, which speak to their lived experiences has since been a massive champion of Aulistica and and the realities they face when accessing public has talked about his experience working with us on spaces, healthcare, and employment. You can find several television chat shows such as Lorraine and their stories on our website. Jeremy Vine, He also featured as a main protagonist in Our World2030. World Autl$m Acceptance Month For World Autism Acceptance Month 2025, we 18LJnchÈd a ¢ampaign in conjunction with creative agency House 337 that used humour to t8¢kle outdated autism stereotypes head-on, Despite growing 8wareness, outdated assumptions and myths still shape how society sees autistic people, Our campaign, see us as individuals, not stereotypes, was a category-breaking push to get people laughing and, most importantlyi seeing autistic people as individuals, not stereotypes. In December, stand-up comedian, 8¢tor, writer and presenter George Lewis and education consultant Harriet Brettall were announced as Autistica's two newest Amb8ssadors. George and Harriet are parents of three Children, two of whom are autistic, and they know first-hand how challenging it is to navigate the UK autism assessment and diagnostic process. We are so excited to work with George and Harriett to advocate for better diagnostic and educational outcomes for autistic children. 16 Au115tica Annual Report and Accounts 2025

'I was first diagnosed with autism when I was nine years old. I didn't use my voice as a form of communication. I was confused as to why I reacted and did certain things in different ways from everybody I Icnew. I felt like an alien,.,When I started performing andjoined mylocal performing arts group, I slowlybegan to build confidence and understand that I was autistic." Bradley Riches, Aulistica Ambassador (Pictured right} Ilk NDEl•coverage and media influence The first Neurodiversity Employers Index- NDEI Market Report illustrates key insights and trends from the org8nisations that participated in this gold- standard evidence-based framework. This report in conjunction with last year's Department for Work and Pensions-backed Buckland Review of Autism Employment has subsequently led to Autistica starting to position itself as Ihoughi leaders in neuroinclusive employment practices and had been referenced by The market report garnered significant interest multiple media outlels approaching the organisation from media outlets across the UK, with 71 individual for comment. Additionallyi the report has introduced pieces of coverage acioss several public81ions, our new in-house training and consultancy offerings including Ihe Financial Times, the Yahool Syndicate to a broad corporate audience. and the Microsoft News Netwoik. Aulistica Annual Report and Accounls 2025 17

Funding and support The fundraising climate continues to be hard, with a record decline in donations in the UI< in 2024. Despite this, we have had some wonderfill financialwins this year, and continue to worl< hard in delivering exceptional stewardship to our current partners as well as securing new partnerships. £478,537 Trusts & Foundatlons We saw a decline in our gifts from Trusts & Foundations this year in contrast to our amazing financial results last year. That said, we secuied a new multi-year gift from The National Lottery Community Foundation. We have delivered a key partnership with Motability Foundation to support research into the barriers autistic people face when accessing public transport with the report being publicised in June 2025. Corporate We're delighted to continue our work with the Aviva Foundation, The focus ol our Ihree-year partnership is on ernpowering autistic people to develop financial wellbeing and resilience, while SUPPOTting professionals to understand how to make financial products and serwces more inclusive to autistic people. We continued to work closely wilh companies on our employment 2030 goal and are proud to continue working with London Stock Exchange Foundation on employability skills for autistic people. Community & Challenge Events We have continued to benefit from supporters participating in our challenge events, with the London Marathon continuing lo be our most popular. With this in mind, we have invested in more London Marathon places for 2028 so we can grow on this year's financial success. Indivlduals & Legacles Our individual supporters who make regular gifts continue to provide incredible unrestricted and sustainable support to the charity. Regular and unrestricted income is so important to us and we thank our supporters foi their contributions, We also received our second legacy gift in Autistica's history, a hugely important gift, enabling us to plan for the future. Corporate £405,852 Gifts in kind £386,290 Major donor and special events £303,305 Trusts £93,391 Other income £63,897 Challenge events With the support of our Autistica Play Ambassadors, we continued to work closely with the Games industry. We are especially grateful to our long- standing partner GamesAid, whose continued support is so cruci81 in helping us deliver our 2030 Goals. In December 2024, we once again took part in the Jingle J8m, uniting the world's best games, crealors and iheir communities lo make the world better for children and young people. In only two weeks, together we raised over £285,000. £1,845,400 £53,203 Total income Investments £30,985 Legacy £29,940 Major Donors We held a Gala event at The Guildhall, London, in November to celebrate Aulistica's 20th Anniversaryi raising over £120k as well as opening up doors to new relationships. The event was a very special one, celebrating everything we have achieved so far, as well as our aspirations for the future, This year we have continued lo work h8rd on widening our supporter networks which has also led to some wonderful new major donor relationships, Individuals 18 Autistica Annual Aerx)rt and Accounts 2025

Looking ahead Inline with our 2030 Goals, these willbe the core areas of focus for the charity over the coming year. "My son Fred was diagnosed in 2010 when he was two and a half. We were given a pamphlet, a list of local special education needs schools and the number of an autism charity. That was it. Reseaich is important so that you have proven support people can tiirii Lo. Flndlng solutlons for diagnosls & suppovt The topic of diagnosis is dominating ihe media and political debate. This feels like a cnjcial time to find sustainable ways to tackle the long waiting lists for diagnosis and ciucially provide evidence based support to those who need it. We also plan to take a joined up approach to campaigning on this topic wilh other leading autism charities, Growing the Autistica Tips Hub We see the Tips Hub as a vital source of trusted information for the community that we serve. Ovei the next 12 months we want to add more resources and bring more people into the app, encouraging them to not just consume information, but also contribute. Building on the su¢¢es$ of the NDEI• Following ils18un¢h we want to see new and returning companies from a range of sectors taking part in the NDEI". We want to reline the commercial offer to these companies, which involves training and consultancy as an add-on to the Index. And we want to see a year-on-year improvement in neuioinclusion with the companies that we work with. Gyowlng income Given the current financial pressures facing families, we will conlinue to focus on major donor and trust and foundation income. We'll also grow our income from Challenge events, with more places in the 2026 London Marathon than ever before, Jefl S8uI, a star fundraiser who completed his 12th m8ralhon for Autistica this year Changlng attitudes We will continue our work to understand public attitudes and how to change them with public polling in May 2025, Using these findings, we will leverage our relationship with advertising agencies, PR lirms, celebrities, influencers to run a major public campaign that helps to shift perceptions. A¢¢eleratlng our work on anxlety We want to scope ways to make progress in the prevention of anxiety given the significant research we have undertaken or funded in this area, We also want to obtain funding to redevelop the already popular Autistica Molehill Mountain app. Strong governance Over the last three years we have radically evolved to ensure that we can do higher quality work, at a lower cost while impacting our beneficiaries more rapidly and increasing our ability lo fundraise, It is now critical that we have the processes in place to undertake research independently, and sustainably. This includes embedding robust ways of working, through agile programme management, and high- quality in-house research expertise, underpinned by strong research governance, compliance and ethical practice, and transparent financial management, Aulislica Annual Report and Accounts 2025 19

Public benefit and impact The trustees have referred to the Charity Commission's guidance onpublic benefit in relation to the charitls aims and objectives. The trustees consider it important to demonstrate to supporters and others interested in our worl< that the research we have funded will support breakthroughs, create tangible progress, and enhance understanding. Autistic people and families are at Ihe heart of work, our nation81 research network and Èmbedded within our wider governance processes. By involving our community, we can create breakthroughs that enable all autistic people to live happier, healthier, longer lives. involve autistic people in studies, and reviewing research proposals to help make sure we support only the best quality research. We know how important it is that scarce resources are deployed on rese8rch that is not Aulistic people and family members play an active just important to families but is also of the highest role across our work. The Autistica Network provides quality, internationally competitive and does not autistic people with the OPPOTtunily to be involved inappropriately dltplicate investment made elsewhere, in research as participanls and advisers. It also gives researchers a valuable resource to recruit to their studies. As a member of the Association of Medical Research Charities we are committed to the highest possible standards of research governance, Independent peer review underscores all the research that we fund, deliver and collaborate on, Our Insight Group provide more specialised input to our and others, work, including co-designing research studies, providing advice on how to best Autistica is regulated by the Fundraising Regulalor. We are committed to best practice in fundraising and customer service. We promise to keep our supporters informed about oui work and to treat their information with respect. ¢&OLin

'This research highlights l<ey barriers to choosing public transport for a jowney, including uncertainty, inconsistency, and overwhelming sensory environments and presents recommendations for change. User iesearch like this is essential in shaping a more inclusive and accessible future for public transpoit." Chelsea Fleming, Innovation Manager at Motability who funded Ihe Neurodivergence and Public Transport project. 7Jl Aulistic8 Annual Report and Accounts 2025 21

Structurei governance and management "Molehill Mountain is like a safety valve foi" me. If I feel my panic rising, I can pull out myphone and it's there. I can put whatever I want into'it, and nobody's going to tell me that its a ridiculous thing to be woiried about." Margot, user of the Autisti¢a app, Molehill Mountain How we are governed Autistica was registered 8$ a charity in December 2004 and its governing document is its Memorandum and Articles of Associ81ion, which were adopted on 20 july 2004. Autistica is incorporated under the Companies Act 2006 as 8 company limited by guarantee having no share capital. For the purposes of this Acl, the chair and other trustees (none of whom receives any remuneration) are the directors of the company. A full list of trustees, together with other legal and administralive information, can be found at the front of this report. How we ore managed The chief executive is responsible to the board of trustees for the management of the charity. The diieetor of income generation, director of finance, director of external affairs and director of research report to the chief executive. Remuneration for senior staff is set at market rates and reviewed annually by the board. The offices of the charity are registered in Islington. Risk management The trustees formally consider the major risks faced by the charity as parl ol a risk management strategy that comprises.. The board of trustees meets foimally four times a year and additionally relies on sub-committees to provide further oversight of the work of the charity (see page 421. Each is chaired by a Iruslee. All key decisions, including the allocation of funds for research, are taken at full meetings of the trustee board, an annual review of the risks faced by the charity in delivering its plans the establishment of systems and procedures lo manage those risks identified in the review On 31 March 2025 there were 9 members of our trustee board. Trustees m8y serve for up to two terms of three years and are appointed in accordance with the Memor8ndum and Articles of Association, Matthew Davies retired from the board in May 2024, and Matthew Harris and Jonathan Green letired in November 2024, the implementation of procedures designed to minimise any potential negative impact on the charity should those risks materialise raising awareness, amongst staff and trustees, of the risk of fraud and the steps to mitigate that risk to the charity The following issues are addressed by the trustees during the year.. increasing team capacity to mitigate cyber fraud. seeking expert advice and raising awareness of iisks among staff developing and reviewing the organisational strategy The Charity has identified a number of key risks this year, including cybersecurity,. rising costs as a result of the high level of inflation, and,. income diversification and improving national and international collaboralions in autism research. Our loyal donor base and compelling external relationships put us in a strong position to maintain income and influence and continue supporting UK autism rese8Tch. We actively seek new partnerships within and beyond autism science and build pro bono support to increase capacity. reviewing progress against our business plan agreeing 8nd monitoring an annual business and financial plan the award of all grants for research the risks Ihe charity is facing in delivering its plans the impa¢t ofthe charity's work Each year the skills and expertise required within the trustee board are reviewed to help ihe charity deliver its objectives, If gaps are identified or a vacancy occuis, new trustees with the appropriate skills and experience are identified. All trustees are offered a full induction when they join, and trustee training is available to keep trustees up to date with the environment in which the charity operates. 22 Autistica Annual Report and Accounts 2025

Finan¢lal Performance Total income for the year was £1,845,400 (2024.. £2,995,880) the year-on-year fall in fundraising income is primarily due to the £1 million received from Dame Stephanie Shirley in 2023124. the government Financial Services Compensation Scheme (currently up to £85,000), using the Insignis cash management plarform, The maximum 8mount per deposit account should not exceed £100,OOa These can be a mix of instant OY close to instant access and longer-term access accounts. The cost of raising funds was £641,521 {2024'. £476,955). We spent £1,868,069 (2024.. £1,423,098} on charitable activities including £615,67812024'. £699,626) on in-house Goals research and £1,252,393 {2024'. £723,472) on external research grants. A maximum of 50 % of total cash or £1,100,000, whichever is lower, can be held in regulated money market funds with an AAA rating from Fitch and/ or S&P Global, provided that the funds offer instant or close to instant access. The overall net expenditure on operating activities was £664,19012024'. net income £1,095,827), This A maximum of 25% oftot81 cash or £750,000, expenditure was planned following the net income in whichever is the lower, can be held in equities or other 2024 in order to deliver both our 2030 Goals and our funds in line wilh the asset inveslmenl policy. These overarching strategy. should be managed by a regulated asset manager. At present we have no investment funds which relate to this element of the policy due to liquidating these funds in 2022-23. Reserves The Trustees review the reserves policy annualty. The Trustees concluded that the charity should hold a level of free reserves sufficient to sustain operation$ The investment policy is reviewed annually at the during periods of reduced income and to ensure Finance Committee and any updates reviewed by the that liabilities associated with planned or unplannèd Board of Trustees, The distribution of the cash balance cessation of activities ¢an be discharged, This is a is reviewed by the finance committee, which meets Tefinement from prior years, when the reserve level four times a year, and is included in the quarterly was set as equivalent to six months of operating costs, finance updates to the full Board of Trustees. and in the view of the Trustees more closely aligns with the puipose for which reserves are required. Going concern statement The trustees have carefully consideied the level of funds held and the expected level of income and expenditure for 12 months from the approval ofthese finan¢ial statements, The trustees have concluded that the budgeted income and expenditure is sufficient with the level of reserves for Ihe charity lo be able lo continue as a going concern, Consequently, at the 31st March 2025, the Trustees regard the t8rget level of free reserves lo be in the range from £600,000 to £700A)00 (March 2024., £750￿001, This reflects a range of risks to projected income and 8n estimale of the level of liabilities in the event of a cessation. At 31 March 2025 the charity had free reserves Approval excluding designated funds of £632,68412023-24'. The report has been prepared in accordance with £1,089,441). Our designated funds were £448,678 the Charities Statement of Recommended Practice 12023-24,. £495,597). At 31 March 2025 the charity had ISORP) IFRS 102) and in 8ceordanee with the restricted reserves of £899,893 {2023-24'. £1,060,407). special provisions of Part 15 of the Companies Act 2006 relating to smaller entities, The Iruslees, report and financial statements were 8pproved by the board ol trustees on 25 September 2025. Investments Autistica follows a conservative policy in regard to the management of cash and investments. On beh81f of the Board The Charity should Aim to have a balance in the current account of no more than three times the FSCS compensation limit currently sel al £85,000. Recognising that balances can vary day to dayi the absolute maximum to be held in the current account is £500,000. Cash outside of the current account should be held in individual interest-bearing deposit accounts with authorised UK deposit takers which benefit from James Feeney Tieasurer 25 September 2025 Aulistica Annual Report and Accounts 2025 23

Statement of trustee's responsibilities Statemenl of dl$¢lo$ure to auditors The trustees are responsible for keeping adequate The trustees (who are also directors of Autistica for accounting records that disclose with reasonable the purposes of company law) are responsible for accuracy at any time the financial position of the preparing Ihe Irustees, annual report (including the charitable company and enable them to ensure that strategic report) and financial statements in the financial statements comply with the Companies accordance with applicable law and United Kingdom Act 2006. They are also responsible for safeguarding accounting standards (United Kingdom Gener811y the assets of the charitable company 8nd hence for Accepted Accounting Practice). taking reasonable steps for the prevention and detection of fraud and other irregularities, Company law iequires the trustees to prepare financial statements for each financial year that give a true and Insofar as the trustees are aware., fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expendilure, ofihe charitable company for that period. there is no relevant audit information of which the charitable company's auditor is unaware. In preparing these financial statements, the trustees are required to.. the trustees have taken all steps that they ought to have taken lo make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. select suitable accounting policies and then apply them consistently. observe the methods and principles in the Charities SORP IFRS 102). make judgements and estimales that are reasonable and prudent, Stephen Boyle Chair of Trustees 25 September 2025 state whether applicable UK accounting standards 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 charitable company will continue in operation. 24 Auti51ic8 Annual Reporf and Accounts 2025

"We learned a huge amount from participating in the NDEIO It was reassuring to know that we are doing some ieally good woll<. O high score confirmed that we were on the right traclc. Talcing part gave us the Light toolkit to biiild on our WOL'k. It gave us a roadmap for what's next and a sense of excitement For what W2.q p().s.qihlp.." Helen Mariner, deputy chief executive of A¢tive Oxfordshire (pictuied below) fll Aislin9 Auli$lic8 Annual Report and Aecounls 2025 25

Independent auditor's report to members Oplnion We have audited the financial statements of Autistica (the 'charilable company'l for the year ended 31 March 2025 which comprise the Statement of Financial Activitiès, the Balance Sheet, the Cash Flow Statement and the related notes. The financial reporting framework that has been applied in their preparalion is applicable law and United Kingdom Accounting Standards, including FRS 102 'The Fin8ncial Reporting Standard applicable in the UK and Republic of Ireland" (United Kingdom Generally Accepted Accounting Praclicel. In our opinion the financial slalements., misstated. If we identify such material inconsistencies or apparent matèrial misstatements, we are required to determine whether this gives rise to a material misslatemenl in the financial statements Ihemselves.11, based on the work we h8ve perfoimed, we conclude that there is a material misstatement of this other information, we are required to report that lact, We have nothing lo report in this regard. Oplnions on other matters prescribed bythe Companies A¢t 2006 In our opinion, based on the work undertaken in the course ol the audit,. give a true and fair view of Ihe state of the charitable company's affairs as at 31 Maich 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 Gener811y Accepted Accounting Practice,. and have been prepared in accordance with the requirements of the Companies Act 2006. Basis lor opinion We conducted our audit in accordance with Intemational Standards Matters on which we are requlred to report by exception on Auditing IUKI IISAS (UKII and applicable law. Our responsibilities In the light of the knowledge and underst8nding of Ihe charitable under those standards are further described in the Auditor s responsibilities for the audit of the financial statements section company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees, of our report. We are independent of the charttable company in accoidance with the ethical requirements that are ielevant Report and the incorporated Slrategic Report. to our audit of the financial slalements in the UK, including the We have nothing to report in respect of the following matters FRCS Ethical Standard, and we have fulfilled our other Èthical where the Companies Act 2006 requires us to report lo you if, in responsibilities in accordance with these requirements. We our opinion.. believe that the audit eviden¢e we have obtained is suflicient and appropriate to provide a basis for our opinion. Concluslons relating to going eoneern 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 perfonned, we have not identified any material uncertainties relating to events or conditions that, indimdually or colleclivelyi may cast significant doubt on the chaTltable companys ability to continue as a going concern for a period of at least twelve months from when the financial ststements are authorised for issue. Our responsibilities and the responsibilities of the Trustees with respect lo going concern are described in the relevant sections of this report. the information given in the Trustees, Report and the incorporated Sliategie Report prepared for the purpose of company law lor the linancial year for which the financial statements are prepared is consistent with the financial statements., and the Trustees, Report and the incorporated Strategic Report have been prepared in accordance with applicable legal requirements. adequate accounting records have not been kept, or returns 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 relurns,, or certain disclosures of Iruslee5' remuneration specified by law are not made,. or we have not received all the information and explanations we require for our audit. Responsibilitles of tYustee$ As explained more fully in the Statement of Trustees, responsibilities set out on page 24, the trustees (who are also the directors ol the charitable ¢ompany for the purposes of company law) are responsible lor the preparation of the financial statements and for being satisfied that they give a true and lair 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. Other inlormatlon The other inlormalion comprises the information included in the Trustees Annual Report, other than the lin8n¢ial statements and our 8udilor 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 slated in our report, we do not express any form of assurance conclusion Ihereon. Our responsibility is to read the other inform81ion and, in doing so, ¢onsider whèther the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appe8rs lo be materially In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis ol accounting unless the trustees either intend to liquidate the charitable company or to Cease ope18tions, or have no realistic alternative but to do so, 25 Aulisiica Annu41 Report 8nd Accoun15 2025

Independent auditor's report to members continued Audltor's responsibilities for the audit of the tlnancial statements Our objectives are to obtain reasonable assurance about whethe¥ the finan¢i81 statements as 8 whole are free from material misstatement, whether due to Iraud or error, and to issue an auditor's report that includes our opinion. Reasonable assur8nce is a high level ol assurance, bul is not a guarantee th81 an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when il exists. Misstatements can arise Irom 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, Identify and assess the risks of materi31 misstatement of the financial statements. whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not dele¢ting a m81erial misstalement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant lo the audit in order to design audit procedures that are appropiiale in the circumstances, but not lor the purpose of expressing an opinion on the effectiveness of the charitable company's internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting eslimales and related disclosures made by the trustees. Conclude on the appropriateness of the tiuslees, use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material un¢eTtaiftty exists related to events or conditions that may cast significant doubt on the charitable company s 8bility to continue as a going concern. If we conclude that a material uncertainly exists, we are required to draw attention in our auditor's report to the related disclosures in the fin8nei81 statements or, if such disclosures are inadequate, to modily OUT opinion. Our conclusions are based on the audit evidence obtained up lo the date of our auditor's report. However. future events or ¢ondilions may cause the charitable company to cease to continue as a going concern. Evaluate the overall presentation, slructure and content ol the financial slatemenls, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fail presentation lie. gives a true and fair view), We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any signifieanl deficiencies in internal control that we identify during our audit. Extent to whl¢h the audit was considered capable ol detect- Ing irregularities, Sn¢ludlng Iraud Irregularities, including fraud, are instances of non-compliance with laws and regulations, We design procedurès in line with our responsibilities, outlined above and on the Financial Reporting Council's website, lo detect material misstatements in respect of irregularities, including fraud. Extent to whl¢h the audit was considered capable ol detect- ing irregularitles, In¢ludlng fraud (continued) We obtain and update our understanding ol the entity, ils activities, ils control environment, and likely future developments, including in rÈl8tion to the legal and regulatory framewoTk 8ppIic8ble and how the entity is complying with that framework. Based on this understanding, we identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. This includes consideration of the risk of acts by the entity that were contrary lo applicable laws and regulations, including fraud, In response to the risk of irregularities and non-compliance with laws and regulations, including Iraud, we designed procedures which included.. Enqui¥y of management and those charged wilh governance around actual and potential litigation and claims as well as actual, suspected and alleged fraud,. Reviewing minutes ol meetings of those charged with governance,. Assessing the extent of compliance with the laws and regulations considered to have a direct material effect on the financial statements or the operations of the company through enquiry and inspÈction,' Reviewing financial statement disclosures and testing to supporting documentation to assess complian¢e with applicable laws and regulations,. Performing 8udit work over the risk of management bias and override ol controls, including lesling of journal entries and other adjustments lor appropriateness. evaluating the business rationale ol significant transactions outside the normal Course of business and reviewing accounting estimates for indicators of potential bias, Use of our report This report is made solely to the charitable company's members, as a body, in accoTd8nce with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor s ieport and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed. Michelle Wilkes FCA Senior Stalulory Auditor, Chartered Accountants For 8nd on behalf of Azels Audit Services, First Floor, River House 1 Maidstone Road, Sidcup, Kent, DA14 5RH Date: 2 Ortober 2025 As pail ol an audit in accordance with ISAS {UKI, we exercise professional judgment and maintain professional sceplicism throughout the audit. We a150', Aulistica Annval Reporl and A¢counl$ 2025 27

Statement of Financial Activities. Including Income and Expenditure for the year ended 31 March 2025 Year ended Year ended 31 March 2025 31 March 2024 Income from Notes Unrestrlcted Restricted Total Funds Total Funds Donations Other trading activities - Fundraising event Investment Income Total income 1,134,862 75,800 53,203 1,263,865 581,535 1,716,397 75,800 53,203 1.845,400 2,955,079 40,801 2,995,880 581,535 Expenditure on Costs of raising funds Costs of generating donations Cost of events 566,149 75,372 641.521 566,149 75,372 641.521 455,859 21,096 476,955 Expendlture on charitable actlvltles Grants for Goals research Research expenditure 30,854 711,195 742,049 30,854 1,837,215 1,868,069 699,626 723,472 1.423,098 1,126,020 1,126,020 Total expenditure 1,767,541 742,049 2.509,590 1.900.053 Net movement Sn lunds (503,676) {160,514) (664,190) 1,095.827 Total funds brought forward 1,585,038 1,060,407 2,645,445 1,549,618 Total funds carried forward 1,081,362 899,893 1,981,255 2,645,445 The statement of linancial activities includes all gains and losses recognised in the year, All income and expenditure is derived from contintsing operations. 28 Aulislica Annval Report and Accounts 2025

Comparative Statement of Financial Activities, including Income and Expenditure for the year ended 31 March 2024 Year ended 31 March 2024 Income from Notes Unrestricted Restricted Total Fund$ Donations Investment Income Total Income 2,040,621 40,801 2,081,422 914,458 2,955,079 40,801 2,995,880 914,458 Expenditure on Costs ol r8lsln9 funds Costs of generating donations Cost of events 455,859 21,096 476,955 455,859 21,096 476,955 Expenditure on chayitable activltles In-house Goals research External research grants 323,927 536,941 860,868 375,699 186,531 562,230 699,626 723,472 1,423,098 Total expenditure 1,337,823 562,230 1,900.053 Net movement in tunds 743,599 352,228 1,095,827 Total lunds brought lorward 841,439 708,179 1,549,618 Total funds carried forward 1.585,038 1,060,407 2.645,445 The statement of financial activities includes all gains and losses recognised in the year, All income and expenditure is derived from continuing operations. AutlSli¢8 Annual Report and Account$ 2025 29

Balance Sheet as at 31 March 2025 2025 2024 Notes Fixed assets T8ngible assets Curient a$$ets Deblors - amounts falling due within one year Cash at bank 234,858 2,110,235 2,345,093 253,014 2,786,820 3,039,834 Creditors Creditors., amounts falling due within one year 10 (363,838) 1329,0371 Net current assets 1,981,255 2,710,797 Total assets less current liabilitles 1,981,255 2,710,797 Creditors Creditors., amounts falling due after one year {65,3521 Net assets 1,981,255 2.645,445 Reserves Unrestricted funds - general Designated funds Reslricled funds 632,684 448,678 899,893 1,089,441 495,597 1,060,407 12 13 Total funds 14 1,981,255 2.645,445 Approved by the board of trustees on 25 September 2025 and signed on behalf of the board James Feeney Honorary Treasurer Company Registration Number,. 05184164 30 Aulistica Annual Report 8nd Accounts 2025

Statement of Cash Flows for the year ended 31 March 2025 Noles 2025 2024 Net cash inflow l (outflow) from operatlng activities 15 1729,7881 1,145,447 Cash Ilow trom investing activities Bank interest Net ta$h from investing activities 53,203 53,203 40,801 40,801 Net Increase In cash and cash equivalents {676,5851 1,186,248 Cash and cash equivalents at beginning of year 2,786,820 1,600,572 Cash and cash equivalents at the end of the year 2,110,235 2,786,820 Aulislica Annual Report and Accounts 2025 31

Notes to financial statements for the year ended 31 March 2025 I. AccouNTING POLICIES It is categorised under the following headings.. a) Basis of pyeparation Aulislica is a company limited by guarantee in the United Kingdorn. In the event of the charity being wound Upi the liability in respect ofthe guarantee is limited to £1 per member of the charity. The address ol the registered office is given in the charity infom)alion on pagÈ 4 ofthese financial statements. The nature of the charity s operations and principal activities are sel out on page 6. Raising funds are those costs incurred in attracting voluntary income. Expenditure on charitable aclivities includes expenditure associaled with in-house goals research 8nd external research grants. Grants payable are accounted for at the point that either conditions for receipt have been Satisfied or the post being funded is filled. The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities.. Slatement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland IFRS 1021, the Charities Act 2011 and UK Generally Aeeepted Aeeounting Practice. d) Fund accounting Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes, Restricted funds are funds which are to be used in accordance with specific reslriclions imposed by donors or which have been raised by the charity foy particular purposes. The cost of raising and administering sijch funds are charged against the specific fund. The aim and use of e8ch restricted fund is set out in the notes to the financial statements. The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items al fair value, The financial statements are prepared in sterling which is the functional currency of the charity. Designated funds comprise unrestricted funds that have been set aside by the Trustees for particu18r purposes. The aim and use of each designated fund is set out in the notes to the financi81 stalements, The significant accounting policies applied in the preparation ol these financial slalements are set out below. These policies have been consistently applied to all years presented unless otherwise slated. e) Tanglble 1Sxed assets All assets Costing over £5,000 are eapit81ised. Tangible fixed assets are slated at cost less depreciation. Depreciation is provided at rates calculated to WTlte off the cost or valuation of fixed assets, less Iheir estimated residual value, over their expected useful lives as follows., b) Income All income is included in the Statement of Financial Activities (SOFA) when the charity is legally entitled to the income after any performance conditions have been met, the amounl can be measured reliably and il is probable that the income will be received. Computer equipment 330/0 straight line Other equipment and fittings 25% straight line Donalions and grants receivable are included in lull in the Stalement of Financial Activities when receivable. f ) Debtors and creditors receivable / payable wlthin one year Debtors and creditors with no stated interest ratè and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure, Investment income is accounted for when received. Tax recoverable on investment income is accounted lor on a receivable basis. Other income is included in full in the Statement of Financial Activities when receivable, g) Going concern The financial statements have been prepared on a going concern basis. The Trustees have carefully ¢onsidered the level of funds held and the expected level of income and expenditure for 12 months from the approval ol these financial statements. The Trustees have concluded that ihe budgeted income and expendilure is suflicienl with the level of reserves appropriate for the charityi in the Current circumstances, to be able to conlinue as a 90ing concern. Gifts in kind and donated services are included at the open market value of the goods or services provided, c) Expendlture All expenditure is accounted for on an accruals basis and has been classified under he8dings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount ol the obligation can be measured reliably. 32 Auli5tica Annual Reporl and Atceunts 2025

Notes to financial statements for the year ended 31 March 2025 h) Redundancy and Termlnation ¢osts Termination and redundancy costs are recognised immediately as an expense when ihe charity is demonstrably committed to terminale the employment of 8n employee or to provide termination benefits. i) Judgements and key sources of estimation un¢ertainly The following judgements (apart from those involving estimates) have been made in the p¥ocess of applying the above accounting policies that have had the most significant effect on amounts recognised in the financial statements: Bad debts DÈbiors are regularly reviewed for recoverability. Any debts which in the opinion of trustees are not recoverable ale provided for as a specific bad debt. The are no key assumptions concerning the future and other key sources ol estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the cariying amounts of assets and liabilities within the next financial year, 2. INCOME 2025 2024 Donated income Gifts in kind Challenge events Unrestricted income 665,113 405,852 63,897 1,134,862 1,741,323 238,057 61,241 2,040,621 Restricted donations 581,535 914,458 Total Donations 1,716,397 2,955,079 2025 2024 Glfts in klnd Charitable activities, administrative support costs Charitable activities, publicity support Charitable aclivilies, dissemin3ling information on autism and autism research Costs of activities for generating funds, challenge events 4.500 600 308,000 92,752 405,852 950 99,595 137,512 238,057 Event income, as shown in other trading activities on the Statement of Financial Activities, includes funds raised from the sale of tables at AutistlC8's 20th Anniversary Gala as well as winning bids from the auction held on the night. Donations received or pledged from the event are included in donations above. Autisli¢a Annual Reporl and Accounts 2025 33

Notes to the Financial Statements for the year ended 31 March 2025 3. COST OF RAISING FUNDS Costs of generating donation$ Website, database, literalure and PR costs Other fundraising expenses Allocation ol administrative support costs (note 6) Staff costs (note 71 2025 2024 11,448 100,406 54,238 400,057 566,149 19,249 23,118 73,151 340,347 455,859 Cost of Events Challenge events costs Other event costs Allocation of administrative support costs (note 6) 2025 2024 19,740 46,281 9,351 75,372 6,510 9,541 5,045 21,096 4. EXPENDITURE ON CHARITABLE ACTIVITIÉS Unrestricted Grantsfor G081s research SHAPe Call for Proposals ICOMRADI Embracing Complexity KTP NIHR Goldsmiths NIHR Bath NIHR s Research Programme foi Social Care SCDA Homelessness Committed grants from prior years- conditions not met or projects cancelled Governance costs (Note 51 Grant Administration costs (Note 61 Staff costs {Nole 71 Total Grant expenditure Re$liicted 2025 2024 82.500 82.500 19,913 {260) 65,352 65,167 53,560 10,254 2,387 152,9581 32,705 171,526 331,980 699,626 151,646) {51,646) 30,854 30,854 Extern81 research expenditure Govern8nce costs {Note 5) Administration costs {Note 6) Staff costs (note 71 Total Research expenditure 516,839 92,970 121.568 394,643 1,126,020 248.583 765,421 92,970 127,568 857,256 1,837,215 358,786 32,705 462,613 711,195 331,981 723,472 1,726,020 742,049 1,868,069 1,423,098 34 Aulisti¢a Annual Report and Accounts 2025

Notes to the Financial Statements for the year ended 31 March 2025 s. GOVERNANCE COSTS 2025 2024 External audit Trustees, liability insurance Consultancy & recruitment costs Other governance costs Allocation of administrative support costs (Note 6) Staff costs {Note 7) 15,490 3,530 15,523 3,274 500 426 2,522 43,165 65,410 1,870 72,080 92,970 No Trustees were paid during this period {2024.'nil). One Trustee received reimbursements for liavel expenses and meeting costs totalliJ)g £585 (2024 .' Two Trustees received reimbursements for travel expenses and meeting costs tolalling £1,156) Governance costs were allocated equally between activities in Charitable Activities INote 41. 6. ADMINLSTRATIVESUPPORT COSTS The following administrative support costs are allocated between other categories ol expenditure as detailed below. Costs are attributed directly where possible and the balance is allocated based on tiTne spent by trustees, staff and consultants. 2025 2024 Telephone IT Expenditure Stationery. copying. postage and other office expenses Staff recruitment and professional development Rent and rates Accountancy Other Staff costs Inole 71 Tolal support costs 2,423 34.201 5,875 25,269 55,718 550 14,904 48,087 187,027 30,631 5,356 35.706 77,351 45,202 14,716 43,282 252,244 These are divided.. Generating donations (Nole 31 Events (Note 3) Cha¥itable 8Ctivities (Note 41 Corporate goveinan¢e (Note 5) 54,238 9.351 121,568 1,870 187,027 73,151 5,045 171,526 2,522 252,244 Au1151ica Annual Reporl and Accounts 2025 35

Notes to the Financial Statements for the year ended 31 March 2025 7. STAFF COSTS 2025 2024 Salaries Social security costs Pension costs Redundancy Costs 1,211,038 133,667 32,776 947,748 104,817 26,095 12,089 1,090,749 1,377,481 These are allocated: Generating don8tion8 INote 31 Charitable activities Corporate governance (Note 51 Administration support costs (Note 6) 400,057 857,256 72,080 48,087 1,377480 340,341 663,961 43,165 43,282 1,090,749 The charity employed 20 full-time and 10 part-time staff members during the year to 31 March 202512024.. 16 full-time and 5 part-timel. Staff costs are allocated between the various aclivities according to lime spent. 2025 2024 The amounts disclosed above include the followlng number of hlghly pald employee$: £60,001- £70,000 £70,001- £80,000 £90,001- £100,000 no. no. The total amount of employee benefits received by key management personnel is £440,05017 employeesl12024 - £344,280 {5 employees)). The charity considers ils key management peisonnel to comprise those individuals listed on page 3. 8. TANGIBLE FTXED A5SET5 Computer equipmont Other equipment and fittings Total Cost As at l April 2024 and 31 March 2025 2,760 l285 4,045 Depreciation As at 1 April 2024 and 31 March 2025 Net book value at 31 March 2025 and 31 March 2024 2,760 1,285 4,045 36 Au1151ica Annual Report and Accounts 2025

Notes to the Financial Statements for the year ended 31 March 2025 9. DEBTORS 202S 2024 Trade Debtors other debtors Prepayments and accrued income 26,144 28,341 180,373 47,719 205,295 234,858 253,014 io. CREDITORS: AMOUNTS FALLING DUEWITHIN ONEYEAR 2025 2024 Trade creditOTS 131,194 13,158 185,658 33,828 363,838 40,566 Other creditors Grant commitments (see Note 11 below) Accruals and deferred income 8,315 246,427 33,729 329037 11. CIiEDITORS.. AMouNfs FALLING DUE AFTER MORETHAN ONE YEAR 2025 2024 Grant commitments {see table below) 65,352 Less than 1 yr More than 1 yr Total Al 1 April 2024 Grant Provision released (conditions not met) Commitments now due within one year Paid in year As at 31 March 2025 246,427 {7,8891 20,959 (73,839) 185,658 65,352 125,390) 120,959) (19,0031 311,779 {33,2791 192,842) 185,658 Au1151ica Annvèl Report and Accoun15 2025 37

Notes to the Financial Statements for the year ended 31 March 2025 12. DESIGNATED FUNDS New Deslgnations Balances blf designations released Current year Unfunded plojecls scheduled for 2025-2026 Balances clf 495.597 495,597 448.678 448,678 {495,597) (495,5971 448,678 448,678 Unfunded projects scheduled for 2025-2026 Amounts have been designated from geneial unrestricted reseTves at 31 March 2025 to cover unfunded expendiluie for planned and budgeted projects taking place in 2025_2028 New Designations Balances bil designations released Prior year Unfunded projects scheduled for 2024-2025 Balances cll 495,597 495,597 495,597 495,597 Unlunded projects scheduled for 2025-2028 Amounts have been designated from general unrestricted reserves at 31 March 2025 to cover unfunded expenditure for planned and budgeted projects taking place in 2024-2025 13. RESTRICTED FUNDS Current year Balances bll Income Expendlture Transfers Balances clf Support from dèy one Doubling employment Proven treatments for anxiety Accessible public spaces 288,196 196,169 {314,8431 {28,6031 1148.081) 191,2461 {13.284) 156,238 31,029 97,080 99,506 187,526 91,000 14,822 145,267 103,067 103,067 583 115,471 Tailored annual health checks 150,715 14,3451 13661 2,232 148,236 Changing attitudes about autism Embracing Complexity Research growth 9,999 9,999 130,705 40.208 1126.7541 44,159 159,170 58,356 132,1551 {4,3541 181,017 Total iestricted funds 1,060.407 581,535 (742,049) 899,893 Prior year Balan¢os bll Income Expenditure Transfer$ 8alance$ clf Support from day one Doubling employment Proven treatments lor anxiety Accessible public spaces Tailored annual health checks 355,034 264,246 {331,0841 288,196 43,250 20,000 (32,2211 31,029 202,772 115,2461 187,526 111.492 (8,4251 103.067 181,000 4,345 (34,6301 150,715 Changing 8ttitudes about autism Embracing Complexity Research growth Total restricted funds 9,999 9,999 118.896 57,642 (45.8331 130,705 253,961 194,7911 (562,230) 159,170 708,179 914,458 1,060,407 See explanatory notes on page 39 38 Aulislica Annual Report and Accounts 2025

Notes to the Financial Statements for the year ended 31 March 2025 Restricted fund5 are funds where the donor has specified the funds must be spent on a particular project as listed below. common health problems, Many autislic people find il difficult to communicate their needs and access healthcare. They may struggle with interoception the 8bilily lo identify and describe physical sensations, or have sensory sensitivities, and difficulties processing information and communicating their needs. If we can prevent health issues by spotting them earlier with an annual health check, we can stop the flow of tr8gic headlines and enable autistic people to live happier, heaiihier, longer lives. Support Irom day one Many autistic people and families fight for a diagnosis expecting it will unlock the support that they need, But most will receive no support al 811, This affects them for years to come. They are unable to reach their full potential in education, work, and relationships. They go on to faee avoidable challenges in ev&ryday life and their mental and physical health suffers. This is a practical plan to ensure every autistic person receives support Irom day one Changlng attitudes about autism How you are perceived and understood matters. It affects your ability to form friendships and ielalionships, get a job, get the support you need, and live the life you want to lead. Many autistic people feel the need to mask thei¥ differences and'8Ct' their way through life lo fit in and access things the rest of us take for granted. We want to build a society that respects and understands difference. and diversity. Our goal is to change attitudes toward autism and neurodiversity. Doubling employment Fewer than 3 in 10 autistic people have a job, one of the lowest employment rates of all disabled groups. Autistic people are also more likely to be in roles below their skill level or in unstable employment. Being unemployed excludes people from society.11 limits their means to support themselves or become financially resilient to live automously ond plan for the future, and severely negatively impacls their mental health and life outcomes. Embraclng Complexity Our vision is a world inclusive for neurodivergent people. Embracing Complexity brings together organisations working to facilitate evidence-based inclusion of neurodivergent people. Proven Ireatments for anxlety Nearly hall of all autisti¢ ehildren have an anxiety disorder and 7 in 10 autigtic adults have one or more mental health conditions across their lifetime. Wilhoul the right support early on, this anxiety can remain wilh them for life and lead to further mental health problems, The healthcare system is set up lo accept anxiety as part ol autism but we disagree. Tackling anxiety is one of the most important things we can do to change the life chances and life expectancy ol autistic people. Our goal is to fund and shape research that informs evidence-based Ireatments for anxiety that are specifically designed for autistic people. Our plan sets out our commitments to achieve this goal alongside the UK government, National Health Service {NHSI, and specialist services, We have set out practical steps to prevent anxiety and promote good mental health from the start, and better understand the experiences of autistic people in inpatient care to prevent crises, R?$ear¢h growth Research funding in the year enabled the creation of new roles within the Autistica team to facilitate knowledge sharing and develop skills and capacity building across the wider organisation to achieve our 2030 Goals in a sustainable way. The funding supports salary costs to facilitate 1 year of R&D wilh practical outcomes to achieve our 2030 Goals. These resources enable us to carry out key projects through in-house research and development activities to drive forwaid our goals with agile and accelerated development. A¢¢essible publlc spaces Too many neurodivergent people are overwhelmed by public spaces. That is because they experience differences in the way they process sensory information, such as sound and light. Environments can impact life chances if schools, workpl8¢es, and healthcare services are inaccessible. And autistic people can lack independence and become isolated if they cannot go shopping or enjoy sports and leisure facilities. But small adaptations Can go a long way in making an environment safe and accessible, even enjoyable and engaging, By 2030 we aim to have adapled existing public spaces so that they are more inclusive for neurodivergent people, We are also working with industry partners on new developments that are designed with neurodiversity in mind, Tallored annual health che¢k$ Autistic people experience poorer health than the rest of the population, and tragically many die early. The failure ol health and social care forces many to live diffi¢ult lives with health problems that can be prevented or treated. Autism is linked with many Autistica Annual Report and Accounts 2025 39

Notes to the Financial Statements for the year ended 31 March 2025 14. ANALYSIS OF NET FUNDS 2025 General Restricted Total Debtors Bank al cash and in hand Creditors .' Due within one year Creditors .' Due after one yeai 134,032 1,110,873 (163,5431 100,826 999,362 {200,2951 234,858 2,110,235 {363,8381 1,081,362 899,893 1,981,255 ANALYSIS OF NETFUNDS 2024 General Reslrl¢ted Total Debtors Bank at cash and in hand Credilois .' Due within one year Creditors .' Due after one year 141.429 1,526.220 {117,287) 34,676 1,585,038 111,585 1,260.600 (211,750) 1100,0281 1,060,407 253.014 2,786.820 (329,0371 165,3521 2,645,445 15. RECONCILIATION OF NRT EXPENDITURE TO NEf CASH FLOW FROM OPERATING ACTIVITEES 2025 2024 Net movement in funds Bank interest Decrease in debtors IDe¢reasel/increase in creditors Net cash flow from operating activities {664,7901 (53,2031 18,156 130,5511 (729,7881 1,095,827 {40,8011 16,357 74,064 1,745,447 16. RRLATED PARTY TRANSACTIONS An amount of £3,500 was received as donations from related parties during the year, There were no conditions attached to the donations. (2024.. None). 17. GUARANTEE Aulistica is a company limited by guarantee. The Mem018ndum of Association prohibits any income or pioperty of the company being paid or transferred to the members. Nhembers of the company underl8ke to contribute a maximum of £1 to covei its liabilities. 40 Autistic8 Annual Report and Attwnis 2025

Annual Report and Accoui)I 41

Committees and advisory committees Committees 2nd advisory committees Finance Commlttea james Feeney (Chairl Stephen Boyle Katherine Hudson Jeff Saul Expert advisory groups {in-house research) Dr lan Male Dr Louisa Thomas Dr Michael Absoud Kelly ScaTgill Bernie Ennis Teresa Kippax Chloe Redfern Lee Foster Nick Ollerenshaw Eric Heath Jenny Shorlhouse M8r¢ Goblot less Jones Nielson Michael Earl Sandy Bering Prof Terry Brugha Dr Anna Crabtree Dr Will F8rr Fay Hendry Prof Rosa Hoekstra Prof Patricia Howlin Sarah Jackson Prof Will Mandy Prof Mark Mon-williams Dr Raja Mukherjee Dr Heidi Phillips Prof Andrew Pickles Dr Venkat Reddy Dr Marion Rutherford Dr Louise Rutter Dr Sam Tromans Dr Lucy Waldren Ann Wilson Projects sub-committee Stephen Boyle Prof Jonathan Green (Chair) Caroline Copley Katherine Hudson Prof Anna Remington Prof Will Mandy Nomlnations Committee Lynn Hawkins (Chairl Stephen Boyle Katharine Harle Scientitic and Expert Review Panel Prof Emily Simonoff (Chair) Prof Sarah Parsons (Vice Chairl Prof Dermot Bowler Leneh Buckle Gyll Curtis-machin Prof Lucy Henry Prof Mark Brosnan Di Hannah Hobson Dr Catherine Jones Claudia Kl3ver Dr Ewelina Rydzewska 42 Autisticè Annuèl Report and Accounts 2025

Thanks Thankyou to the autism community and all the supporters who mal<e our work possible We were very grateful for significant support in 2024-25 from: Trusts & Foundations Caretech Foundation David and Ruth Lewis Family Charitable Trust Edith Murphy Charitable Trust The Grace Trust The Motabilily Foundation The National Lotte¥y Reaching Communities Fund The Souter Charitable Trust The Waterloo Foundation Corporate Aviva Foundation House 337 Mediaco Ocean Outdoor Shift post The Cornershop Time Based Arts Wave Studios Major donors 2030 Club Members Adrian Binks and Lisa Wood Philip Aslley- in memory of Janel Margaret Astley Dame Stephanie Shirley Our 20th anniversary gala committee and the generous suppoilers who made this event a success Games Autistica Play Ambassadors GamesAid Jingle Jam Ambassadors Bradley Riches George Lewis and Hairiet Brettall Auiislicè Annu81 Reptsrt and Accovnls 2025 43

Autlstlca 6 Honduras Sl, London ECIY OTH [e-mail] 8ulislicèA)fgAJk Registered in Englènd. Company No. 05184164 ChaTily No. 1107350 autistica Canyou help us with our mission? We can't achieve our 2030 Goals alone. We need to work in partnership with others who have the power to change laws, transform support and fund innovation. Contact [e-mail] if you share our vision and want to work together. Thank you.