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

iial Repoil and

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
info@aulistita.org.uk
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 info@autistica.org.uk if you share
our vision and want to work together.
Thank you.