OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator. This document is also available as Markdown.

← Y Care International

2025-03-31-accounts

Y Care International

2024-25 Annual Report

Trustees Report and Financial Statements

Period Ended 31 March 2025

Y Care International is a charitable company registered in England and Wales Reg. No. 1109789, Company Reg. No. 3997006.

Contents

Introduction to the accounts p. 3
Message from the Incoming Chair of Trustees p. 4
Message from the Chief Executive p. 5
Report of the Trustees for the period ended 31 March 2025 p. 6
Independent Examiner’s Report to the Trustees of Y Care International p. 17
Statement of Financial Activities for the period ended 31 March 2025 p. 19
Balance Sheet as at 31 March 2025 p. 20
Cash Flow Statement for the period ended 31 March 2025 p. 21
Notes to the accounts for the period ended 31 March 2025 p. 22

Page 2 of 35

Introduction to the Accounts

These accounts have been produced to cover the period September 2024 to March 2025. They reflect the final phase of the collaboration with All We Can. In April 2025 Y Care transitioned to become an independent charity led by trustees from the YMCA national councils of England & Wales, Scotland and Ireland .

The narrative from the Chief Executive and the trustees therefore represents the leadership of Y Care International for this period and the dedication of the All We Can team in delivering Y Care’s mission and goals.

The transition is one fully supported by both All We Can and YMCA as it builds on the strong strategic alignment between Y Care and YMCA, and best supports sustainability in an ever-changing funding environment. In the spirit of this mutual agreement and shared commitment to Y Care, an introductory message from the incoming Chair has been prepared alongside the Chief Executive’s message and trustees report from the period up to March 2025.

Page 3 of 35

Message from the Incoming Chair of Trustees

I am delighted to have been appointed as Chair of the Board of Trustees to lead and support Y Care International as it moves forward in the next phase of its journey. Having joined the Board in 2023, I have been fully involved in considerations of how best to secure a sustainable future for Y Care and in this light have overseen the move of Y Care closer to its original home back with the YMCA movement. This move, we hope, will best enable the charity to achieve its mission of supporting communities across the globe.

As a Board we have a deep-rooted understanding of the YMCA Movement and of the future role that Y Care can play. In this regard we are committed to ensuring that Y Care is able to adapt to the changing context with resilience and drive, to operate efficiently and deliver maximum benefit to the international YMCA community.

To support us in this mission we have appointed YMCA England & Wales to manage the operational running of Y Care, working closely with World YMCA utilising the available skills and resources of each. The partnership with World YMCA will provide valuable insights into global agendas and the areas and alliances where there is greatest need. It will facilitate close collaboration to deliver the capacity building support to local YMCAs to increase the impact and scale of their work.

We are excited about the future of Y Care and will work to ensure it builds on its legacy of tackling the growing crisis of youth unemployment and global citizenship to deliver lasting change.

Colin MacFarlane

Chair of the Trustees (as of April 2025)

19 December 2025

Page 4 of 35

Message from the Chief Executive (for the period ended 31 March 2025) Dear Friends and Supporters, As we reflect on the period from September 2024 to March 2025, I am proud to share the story of a significant and positive transition for Y Care International. After three and a half years of close partnership, All We Can has supported Y Care International in returning operationally to its original home within the YMCA movement, now under the stewardship of YMCA England & Wales, with the invaluable support of YMCA Scotland and YMCA Ireland. This transition marks the culmination of a journey that began in 2021, when All We Can and Y Care International came together, united by a shared vision rooted in Christian faith and a commitment to empowering communities and young people across the globe. Over the years, our team has brought together the best of both charities to establish long-term partnerships with YMCAs worldwide, fostering sustainable development and providing essential support to some of the world’s most marginalised young people. N The decision that Y Care International should return to the YMCA family comes at a time of change in the fundraising landscape and reflects the evolving needs of both organisations. The commitment to enabling young people to ‘fulfil their potential’ remains at the heart of the Y Care International, and this can be best achieved with its homecoming to the YMCA movement.

During this period, All We Can has continued to provide management, fundraising, and infrastructure support, ensuring a smooth and effective transition. Our focus has been on strengthening organisational resilience, supporting local leadership, and modelling a healthy organisational culture in which people thrive and live out our shared values of love, integrity, and collaboration. We have worked to rationalise costs, adapt operations, and build a foundation for future growth and impact.

As Y Care International looks to the future, I am confident that it is well-placed to continue its vital work, now as part of the wider YMCA movement. The operational running of Y Care International by YMCA England & Wales, with support from YMCA Scotland and YMCA Ireland, brings the charity closer to its core base of funders and supporters, and opens new opportunities for collaboration and impact. Y Care International will also play a pivotal role in supporting World YMCA’s mission of empowering young people to lead the change they want to see in the world.

On behalf of everyone at All We Can, I want to express my gratitude for the dedication and passion of the Y Care International team, our partners, and supporters. This homecoming marks the start of a new chapter for the charity, and we will continue to support our friends at YMCA as they embrace this new opportunity.

Thank you for your continued support and commitment to seeing every young person’s potential fulfilled

With gratitude and hope,

David Thomson

19 December 2025

Page 5 of 35

Report of the Trustees for the period ended 31 March 2025

Legal Statement

We present the annual report and financial statements of the charitable company for the period ended 31 March 2025. The financial statements have been prepared in accordance with the accounting policies set out in the notes to the financial statements, and comply with the charitable company’s governing document, the Companies Act 2006, the Charities Act 2011 and the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

In shaping our objectives for the period and planning our activities, the Trustees have considered the Charity Commission’s guidance on public benefit, including the guidance ‘Public Benefit: Running a Charity (PB2)’.

Our approach, strategy and objectives

Y Care International works through local YMCA partners alongside our global neighbours most impacted by disasters, poverty and injustice to enable flourishing and resilient communities. Our organisation goals are:

Achievements and performance

During the period, Y Care International continued to embed its relational and locally led approach in partnerships with national and area alliance YMCAs, as well as through wider engagement with the global YMCA family. Our commitment to working relationally—guided by our values of love, collaboration, and integrity—remained central to all our activities.

A key focus this period was on deepening partnerships through organisational development. Y Care International supported four national and regional YMCA partners to develop or refine their Strategic Plans, and provided technical assistance in establishing monitoring, evaluation, and learning frameworks. These frameworks are designed to help partners evidence their impact and foster a culture of continuous learning in the years ahead. In addition, Y Care International awarded grants

Page 6 of 35

totalling £65,978 to support programme delivery and organisational strengthening across Liberia, Ethiopia, Sierra Leone, and Zimbabwe.

Throughout these engagements, we have prioritised open dialogue with partners, using each conversation as an opportunity to reflect on our own practices and identify areas for improvement. This ongoing process of learning and adaptation is helping us to better support the organisational resilience of YMCA partners, particularly in a period marked by significant external challenges such as high inflation, political uncertainty, and the need for greater financial sustainability.

Over the following pages, you will see how Y Care International has embodied its partnership approach in all aspects of its work during the past year, and how we are building on the lessons learnt to strengthen our impact and accountability in the future.

Working relationally with YMCAs

YMCA Liberia

In 2025, with continued support from Y Care International, YMCA Liberia has focused on strengthening its income-generating capacity and expanding sustainable community initiatives. This period, the organisation prioritised the development of agriculture-based enterprises, including the cultivation of fast-growing vegetables, cocoa, and oil palm, as well as local chicken production. These activities are designed to boost local food supply, create sustainable income streams, and empower both youth and community members with practical skills.

To further enhance impact, YMCA Liberia invested in value-added processing—such as crop packaging and product differentiation, enabling farmers and youth groups to access new markets and increase profitability. Capacity-building programmes in entrepreneurship, business management, and financial literacy were delivered to staff and young people, equipping them to lead community enterprises and drive local economic growth.

Despite challenges posed by inflation, climate-related disruptions, and staff transitions, YMCA Liberia adapted by implementing climate-smart agricultural practices, strengthening community engagement, and introducing flexible budgeting and resource-sharing measures. The organisation also expanded its monitoring and evaluation framework, ensuring transparent tracking of outcomes and continuous learning.

Through these strategic actions, YMCA Liberia is laying the foundation for long-term self-sufficiency and resilience, aiming to increase local income by 30% by 2027 and improve the well-being of the communities it serves.

Page 7 of 35

YMCA Ethiopia

In 2025, with support from Y Care International, YMCA Ethiopia is focusing on empowering disadvantaged and unemployed youth, particularly young women, through its Tailoring and Design training programme in Addis Ababa. This initiative aims to address youth unemployment by equipping 45 young people with technical skills in tailoring and fashion design, delivered in three rounds of intensive training. Alongside practical instruction, participants receive support to develop business plans, with the most promising graduates awarded seed funding to launch their own enterprises in the fashion sector.

Despite ongoing internal conflict and high inflation, which have challenged operational effectiveness and strained resources, YMCA Ethiopia is adapting by prioritising essential services, upgrading its internal systems, and maintaining a strong focus on organisational development. The transition to a digitalised financial and programme management system is expected to enhance efficiency and transparency in the coming year.

The annual plan also includes regular monitoring and evaluation, baseline and endline surveys, and an annual reflection and planning workshop to ensure continuous learning and improvement. By the end of the year, the programme aims for at least 80% of trainees to establish sustainable employment or businesses, directly benefitting 45 young people and indirectly supporting over 200 family members.

Through these targeted actions, YMCA Ethiopia is creating pathways to employment and entrepreneurship, fostering resilience, and supporting the economic well-being of young people and their communities.

YMCA Zimbabwe

In 2024–2025, with support from Y Care International, the Zimbabwe National Council of YMCAs focused on strengthening organisational sustainability and staff motivation. The grant enabled the payment of monthly salaries and bonuses for nine staff members across six branches, helping to retain skilled personnel and maintain continuity in programme delivery. This support is particularly vital as the organisation faces challenges such as staff turnover, economic instability, and the lingering effects of the recent election period, which disrupted programme implementation and delayed community engagement.

A key infrastructure project this year was the extension of clear-view fencing at the Harare headquarters. This investment not only improves security for staff and visitors but also enhances the premises’ appeal for potential facility hire, contributing to the YMCA’s income-generating efforts.

Despite a challenging funding environment and changes in the external context, Zimbabwe YMCA secured additional resources from several partners, increasing its visibility and impact in the communities it serves. The organisation continues to address pressing issues affecting young people, including drug and substance abuse, child marriages, HIV/AIDS, unemployment, and mental health challenges. Through its network of branches and activity groups, Zimbabwe YMCA remains committed to supporting underprivileged and marginalised groups, fostering unity, peace, and

Page 8 of 35

personal development.

YMCA Sierra Leone

In 2025, with support from Y Care International, YMCA Sierra Leone is prioritising organisational capacity development to ensure long-term resilience and effectiveness. The grant is enabling comprehensive training for staff and volunteers in both data management and financial management, equipping the team with advanced skills to improve reporting accuracy, operational efficiency, and financial accountability. These capacity-building initiatives are complemented by the procurement of new data management software, which will enhance the organisation’s ability to store, analyse, and utilise information for evidence-based decision-making.

This period’s operational plan also focuses on streamlining administrative procedures and maintaining timely salary payments, supporting staff morale and retention. These efforts are particularly important in the context of ongoing political uncertainty, high inflation, and the impacts of climate change, all of which have posed significant challenges to programme delivery and financial stability. Despite these external pressures, YMCA Sierra Leone has continued to invest in staff development, governance, and internal systems, laying the groundwork for more effective service delivery in the future.

While limited funding has meant a focus on internal development rather than direct community interventions, the organisation remains committed to supporting vulnerable youth and communities through its broader portfolio of donor-funded projects. By strengthening its internal capacity in 2025, YMCA Sierra Leone is positioning itself to deliver greater impact in the future.

Safeguarding

Y Care remains committed to safeguarding and ensuring that those with whom we partner with are equipped with the knowledge, skills and tools needed to reach the highest safeguarding standards. By promoting and continually ensuring that there is a strong organisational consciousness and culture of safeguarding within Y Care and within all of our partner organisations, we aim to ensure that every individual that is impacted by our work together remains free from harm, abuse, neglect and exploitation.

Y Care has been engaging in a number of initiatives together with our partners and the communities that we work with to promote safer cultures within their organisations and to increase their safeguarding knowledge and practices. Including hosting a networking session to facilitate learning and sharing among all partners.

All partners were also written to with the opportunity and encouragement to report on any previously unreported incidents involving inappropriate behaviour or actions from any Y Care Staff member or in relation to the work we have done together. They were also asked if any of their own staff have been involved in safeguarding incidents, whether employed by Y Care International or not.

Page 9 of 35

No incidents were reported within our partner organisations, and all partners stated they had not been aware of or subjected to any incident involving a Y Care staff member or a staff member of their own. All partners indicated their commitment to safeguarding and their desire to continue to improve their own policies and practices, as well as to promote safer cultures within their organisation.

Y Care also provides accredited safeguarding training to all trustees, staff, and volunteers as well as its international partners. Training updates are carried out periodically and at a minimum every 3 years.

Y Care remains a member of the Inter-Agency Misconduct Disclosure Scheme – a scheme initiated to prevent and address the consequences of sexual harassment and sexual exploitation and abuse in the humanitarian and development sector by sharing misconduct data with recruiting organisations and previous employers. Safeguarding remains a permanent agenda item in all Board and senior leadership meetings and Y Care regularly promotes safer culture and best practice at our team gatherings.

Principal Risks and Uncertainties

Y Care works with local YMCA partners in some of the most underserved and remote areas globally, which brings inherent risks. These are managed through defined mitigation plans and reviewed regularly by Board committees, with the Risk Management Policy approved annually. Day-to-day risks are overseen by the senior management team.

Key Risks and Mitigations

1. Financial Sustainability

Risk: Income vulnerability due to economic conditions and sector competition. Mitigation: Diversified fundraising, cost monitoring, reserves policy, KPI tracking, and Finance & Audit Committee oversight.

2. Human Resources

Risk: Dependence on key staff and need for effective leadership. Mitigation: Robust recruitment, performance management, wellbeing initiatives, contingency planning, and People policies.

3. Regulatory Compliance

Risk: Legal, financial, and reputational damage from non-compliance. Mitigation: Dedicated compliance roles, Board committee oversight, external HR support, and adherence to safeguarding and data regulations.

4. Working with Partners

Risk: Misuse of funds, lack of accountability, and programme delivery challenges. Mitigation: Partnership management, capacity-building plans, audits, and Programmes &

Page 10 of 35

Partnerships Committee review.

5. Reputational Risk

Risk: Damage affecting income, partnerships, and staff morale.

Mitigation: Strategic alignment, rigorous monitoring, clear communication, compliance with policies, and proactive engagement with stakeholders.

Trustees

The trustees consider the Board of Trustees, the Chief Executive, and the Core Leadership Team as comprising the key management personnel of the charity, in charge of directing and controlling, running and operating the charity on a day-to-day basis. All trustees give their time freely and no trustee remuneration was paid in the period to 31 March 2025. Details of trustee expenses are disclosed in Note 11 to the financial statements.

Trustees are required to disclose all relevant interests and register them with the Executive Head of Finance, and in accordance with the charity’s policy, to withdraw from decisions where a conflict of interest arises. Y Care continues to comply with the Charity Governance Code, using it to continuously learn and improve.

Page 11 of 35

Administrative Details

Y Care International is governed by its Memorandum and Articles of Association, amended by Special Resolution dated 31 March 2025.

The charitable company is governed by a Board of Trustees, which meets four times each year. The Trustees collectively oversee the work of the charitable company, setting its strategic direction, setting and reviewing policies, agreeing annual plans and resource allocation, and monitoring progress through regular reporting by the management team.

As part of the Collaboration Agreement with All We Can, entered into on 1 September 2021, all of the charitable company’s staff transferred to All We Can under TUPE arrangements and Y Care has employed no direct staff since. Every staff member of All We Can held dual responsibilities for providing services to both All We Can and Y Care, with the services provided to Y Care being recharged in accordance with the Collaboration Agreement.

The staff structure for both organisations is identical with all staff providing services to Y Care, whilst formally employed by All We Can.

The Chief Executive is responsible to Y Care International’s Board for the charitable company’s operational leadership. To facilitate effective operations, the Chief Executive has delegated authority, within terms of delegation approved by the Trustees, for all operational matters.

Under the terms of the agreement with All We Can, every trustee of All We Can shall ex-officio be a trustee of Y Care International. In addition, each YMCA National Council shall appoint one person to be a Trustee. Appointments are for a period of 4 years initially and may be extended for one further period of 4 years at the discretion of the Board.

All new trustees undergo induction to familiarise themselves with the aims and work of the charitable company, and to ensure they fully understand their responsibilities as Board members and the organisational expectations in terms of their commitment. As part of the induction programme, trustees are provided with constitutional, governance, financial and organisational documentation. Trustees also receive regular updates and are made aware of relevant events and training opportunities when they arise.

Charitable company name: Y Care International Charity registration no: 1109789 England and Wales

Company Number: 3997006

Principal office: YMCA England & Wales, 10-11 Charterhouse Square, London, EC1M 6EH Website: www.ycareinternational.org

Page 12 of 35

Trustees: Chris Sutton 1 (Chair) resigned 31/03/25 Jennifer Evans 4 resigned 31/03/25 Hanna Ferguson 2 resigned 31/03/25 Richard Griffiths 1 resigned 31/03/25 Denise Hatton 3 (nominated by YMCA England & Wales) Anne Mpendo 4 resigned 31/03/25 Brian Murtagh 3 (nominated by YMCA Ireland) Natalie Newton 3 resigned 31/03/25 Geoffrey Park 1 resigned 31/03/25 Robert Varley 4 resigned 31/03/25 Holly Wilkinson 1 resigned 31/03/25 Jongi Zihle 2 resigned 31/03/25 Colin MacFarlane 2 (nominated by YMCA Scotland) appointed 01/02/23

1 Finance & Audit Committee 2 Programmes & Partnerships Committee 3 Public Engagement Committee 4 People, Governance & Policy Committee

Core Leadership: David Thomson – Chief Executive Vince Jobson – Executive Head of Operations & Resources Jayna Gandhi - Executive Head of Finance Jaipreet Kaur - Executive Head of Public Engagement & Philanthropy Veronica Fletcher - Executive Head of Programmes & Partnerships

Company Secretary Vince Jobson Independent Examiner: Adam Halsey FCA HaysMac LLP 10 Queen Street Place, London EC2R 1AG Bankers: Barclays Bank plc 81 Churchill Place, London E14 5HP

The following board committees are in place, each of which has Terms of Reference:

Page 13 of 35

Connected Charities

On 1 September 2021, All We Can took control of Y Care International. All We Can is a charity registered in England and Wales with charity number 291791. On the same date, Y Care International entered into a Collaboration Agreement with All We Can for All We Can to conduct fundraising activities on its behalf, to support programmes and projects that are in furtherance of its objects, and to work together to share resources in order to achieve cost savings. The shared resources include the time and expertise of the staff of All We Can, programme management and support, finance services, HR services, legal services, and office management.

Y Care International is not consolidated into All We Can as the intermediate parent company rather consolidation is carried out by the ultimate parent company, The Methodist Church in Great Britain (MCB), who consolidates the financial statement of all its subsidiaries, both those which are owned directly or indirectly. Therefore, the accounts of both All We Can and Y Care International are included in the consolidated accounts of MCB.

Full details of transactions with The Methodist Church in Great Britain and with All We Can, together with any outstanding balances at the period-end, are provided in Note 19 to the financial statements.

Page 14 of 35

Financial Review

On 1 September 2021, Y Care International was acquired by All We Can and entered into a Collaboration Agreement, under which All We Can acted as the parent entity, conducting fundraising activities, supporting programmes, and sharing resources to achieve cost savings. These shared resources included the time and expertise of All We Can’s staff, programme management and support, finance, HR, legal services, and office management. As a result, Y Care International continued to employ no staff directly during the period.

==> picture [274 x 200] intentionally omitted <==

----- Start of picture text -----
Analysis of Total Income for period ended
31 March 2025
0%
4%
Individual giving and
0% Event Income
0%
2% 14% SHE (Start Her
Enterprise)
0%
Legacies
80%
Trusts, foundations
and companies
----- End of picture text -----

During the 7 months to 31 March 2025, Y Care International focused on ensuring financial sustainability and adapting to a changing operating environment. This period marked the conclusion of the collaboration agreement with All We Can and the transition to a new partnership with YMCA England & Wales from 1 April 2025. The reduced scale of operations during this period was reflected in a significant reduction in the recharge from All We Can, with fundraising, marketing, and communication costs accounted for directly in Y Care International’s accounts.

Total income for the period was £111,866 (2024: £466,915), with the majority coming from individual giving, legacies, and trusts. Expenditure totalled £192,746 (2024: £731,756), including £65,978 in grants awarded to four YMCA partners to support programme delivery and organisational development. The net movement in funds for the period was a deficit of £80,880 (2024: £147,634 deficit), resulting in total funds carried forward of £456,687 at 31 March 2025.

==> picture [237 x 235] intentionally omitted <==

----- Start of picture text -----
Analysis of Total Expenditure for period
ended 31 March 2025)
Grants to
institutions
23%
Foreign exchange
34%
(gain)/loss on
grants
Partner
development
2%0%
Share of support
40%
costs
----- End of picture text -----

Throughout the 7 months, Y Care International continued to implement robust financial management practices, closely monitoring expenditure and maintaining a prudent reserves policy. The organisation also invested in strengthening relationships with supporters and partners, and in building the capacity of the YMCAs it collaborates with. These efforts have positioned Y Care International for stability and adaptability as it enters a new phase of collaboration, ensuring it remains able to make a meaningful difference in the communities it serves.

Page 15 of 35

Going Concern Statement for 2024-25

To ensure future financial sustainability, Y Care International’s planning processes have been further enhanced to include long-term (2 years) financial projections and scenario planning. This includes assessing the charity’s income, expenditure, and reserves levels, considering high inflation, the prolonged cost of living crisis, and their potential impact on various sources of income and planned expenditure.

Following three and a half years of formal partnership, Y Care International will return to being an independent charity with support from the three national councils, and management services being provided by YMCA England & Wales.

The collaboration with All We Can, which began in 2021, was groundbreaking for both charities, operating a model of administration where both brand identities were maintained by a single staff team. The Trustees of All We Can and Y Care International, along with the Trustees of YMCA England & Wales, agreed to end the strategic collaboration with All We Can and start a new strategic collaboration.

Y Care International will continue to run its operations as a separate legal entity.

The three national councils of the YMCA have no intention to close the operations of Y Care International. Therefore, these financial statements have been prepared on the basis that the charity is a going concern, which assumes that Y Care International will continue in operational existence for the foreseeable future (deemed to be a period of 12 months from signing of the financial statements).

Page 16 of 35

Statement of Trustees’ Responsibilities

The Trustees are responsible for preparing the Trustees’ Report and Financial Statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England and Wales requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity, and of the incoming resources and application of resources of the charity during that period. In preparing those financial statements, the trustees are required to:

The Trustees are responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Applicable Charities (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

This report has been prepared in accordance with the special provisions relating to small companies within Part 15 of the Companies Act 2006.

These financial statements were approved and authorised for issue by the Trustees and were signed on its behalf by:

Colin MacFarlane

Chair of the Y Care International Board of Trustees

19 December 2025

Page 17 of 35

Independent Examiner’s Report to the Trustees of Y Care International

I report to the Trustees on my examination of the accounts of Y Care International for the period ended 31 March 2025 which are set out on pages 20 to 24.

Respective responsibilities of trustees and examiner

The trustees (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (“the 2006 Act”). The trustees are satisfied that an audit is not required for this period under section 144(2) of the Charities Act 2011 (the 2011 Act) and have chosen instead to have an independent examination.

Having satisfied myself that the accounts of the charitable company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the charitable company’s accounts as carried out under section 44 (1) (c) of the 2005 Act and section 145 of the 2011 Act. In carrying out my examination I have followed the requirements of the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner’s statement

Since the charity has prepared its accounts on an accruals basis and is also registered in Scotland your examiner must be a member of a body listed in the 2011 Act. I can confirm that I am qualified to undertake the examination because I am a registered member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view which is not a matter considered as part of an independent examination; or

  4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

Page 18 of 35

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

This report is made solely to the Company's Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. My work has been undertaken so that I might state to the Company's Trustees those matters I am required to state to them in an Independent Examiner's Report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Company and the Company's Trustees as a body, for my work or for this report.

Adam Halsey For and on behalf of HaysMac LLP Institute of Chartered Accountants in England and Wales 10 Queen Street Place London EC4R 1AG

Date: 24 December 2025

Page 19 of 35

Financial Statements

Y Care International

Statement of Financial Activities From 1 September 2024- 31 March 2025

Note
Income from:
Donations and legacies
2
Other Income
3
Total income
Expenditure on:
Raising funds
5.1
Charitable activities
5.1
Total expenditure
Net income/(expenditure)
Transfers between funds
15-16
Other recognised gains/(losses):
Actuarial gains/losses on the YMCA Pension Scheme
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
Restricted
31 March
2025 Total
£
£
£
96,671
10,632
107,303
4,563
0
4,563
101,234
10,632
111,866
74,534
0
74,534
65,154
53,058
118,212
139,688
53,058
192,746
(38,454)
(42,426)
(80,880)
0
0
0
0
0
(38,454)
(42,426)
(80,880)
494,509
43,058
537,567
456,055
632
456,687		 Unrestricted
Restricted
31 August 2024
Total
£
£
£
357,437
94,844
452,281
14,634
0
14,634
372,071
94,844
466,915
107,045
0
107,045
528,557
96,154
624,711
635,602
96,154
731,756
(263,531)
(1,310)
(264,841)
0
0
0
117,207
0
117,207
(146,324)
(1,310)
(147,634)
640,833
44,368
685,201
494,509
43,058
537,567

The Statement of Financial Activities includes all gains and losses recognised in the year.

The notes on pages 23-35 form part of these financial statements.

Page 20 of 35

The Company was entitled to exemption from audit under section 477 of the Companies Act 2006.

The members have not required the company to obtain an audit for the year in question in accordance with section 476 of Companies Act 2006.

The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.

The financial statements have been prepared in accordance with the provisions applicable to entities subject to the small companies regime.

Approved and authorised for issue by the Board of Trustees on 19 December 2025 and signed on their behalf by

Colin MacFarlane

Chair of the Board (as of April 2025)

The notes on pages 23-35 form an integral part of these financial Statements

Page 21 of 35

Y Care International

Cash Flow Statement for the period ended 31 March 2025

7 Months to 12 Months to
31 March 31 August
Note 2025 2024
£ £
Cash flows from operating activities
Net movement in funds (80,880) (147,634)
(per Statement of Financial Activities)
Adjustments for:
Depreciation charges 0 0
(Increase)/decrease in debtors 13 88,757 256,113
Increase/(decrease) in creditors 14 (226,387) (235,028)
Net cash generated by operating activities (218,510) (126,549)
Cash flows from investing activities
Proceeds from sale of fixed assets 0 0
Proceeds from sale of investments 0 0
Net cash provided by investing activities 0 0
Change in cash and cash equivalents in the period (218,510) (126,549)
Cash and cash equivalents at the beginning of the period 457,770 584,319
Cash and cash equivalents at the end of the period 239,260 457,770
Analysis of cash and cash equivalents £ £
Cash at bank and in hand 239,260 457,770
Total cash and cash equivalents 239,260 457,770

Page 22 of 35

Notes to the financial statements for the 7 months ended 31 March 2025

1. ACCOUNTING POLICIES

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

A) SCOPE AND BASIS OF THE PREPARATION OF THE FINANCIAL STATEMENTS

Y Care International (“the charity”) is a charitable company limited by guarantee and incorporated in England & Wales. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

Y Care International is owned 100% by All We Can and although it is a subsidiary of All We Can it is however not consolidated into All We Can as the intermediate parent company. Rather consolidation is carried out by the ultimate parent company, The Methodist Church in Great Britain (MCB) charity registration number 1132208, who consolidates the financial statement of all its subsidiaries, both those which are owned directly or indirectly. Therefore, the accounts of both All We Can and Y Care International are included in the consolidated accounts of MCB.

The charity is a public benefit entity for the purposes of FRS 102 and therefore the financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting(SORP) by Charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (‘the SORP’), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice as it applies from 1 January 2019. The accounts are prepared under the historical cost convention, with the exception of quoted investments which are stated at market value.

The preparation of the financial statements requires the trustees to make judgments, estimates and assumptions that affect the application of policies and reported amounts in the financial statements. There are no significant judgments, estimates or assumptions.

It should be noted that as part of the separation from All We Can and the move to a closer collaboration with YMCA, the financial year end has been changed to March. This accounts for the shortened period for these accounts which were prepared to cover the period 1 September 2024 to 31 March 2025.

B) GOING CONCERN

These financial statements have been prepared on the basis that the charity is a going concern. Additional information on going concern has been documented in the Trustee Report Going Concern

Page 23 of 35

Statement, which also includes a comprehensive review of the charity’s financial performance and general reserves position.

C) RECOGNITION OF INCOME

All income is accounted for when the charity has entitlement to the funds, the amount can be quantified and receipt of the funds is probable. Where income is received in advance of providing services, it is deferred until the charity becomes entitled to that income.

All income is reported gross. Any fee charged for fundraising by third parties and deducted from the amount collected before it is remitted to the charity is not offset against the fundraised income recognised in the financial statements but is reported as a fundraising expense.

No amounts are included in the financial statements for services donated by volunteers.

Donations

Donations are recognised when there is evidence of entitlement, receipt is probable and the amounts can be measured reliably. Where a donor has specified certain terms and conditions, the charity evaluates whether these conditions can be met before claiming entitlement. In any event, donations or gifts with conditions or terms which are outside of the charity’s stated purposes, or which are illegal, are rejected by the charity.

Goods donated for ongoing use by the charity in carrying out its activities are recognised as tangible fixed assets with the corresponding gain recognised as income from donations within the SOFA, subject to the capitalisation threshold of £10,000.

Legacies

Entitlement to a legacy is assumed when there is sufficient evidence that a gift has been left to the charity, usually through the notification of a will. Receipt of a legacy is deemed probable when there has been a grant of probate and it has been established that there are sufficient assets in the estate to pay the legacy and there are no conditions attached to the legacy that are outside the control of the charity, or uncertainty around the receipt of this gift. Income from pecuniary legacies is recognised upon notification or receipt if earlier.

Estimates are involved in determination of legal expenses and also property sale charges.

Where legacies have been notified to the charity or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Grants

Income from grants is recognised when there is evidence of entitlement to the grant, receipt is probable and its amount can be measured reliably.

Page 24 of 35

To this end, evidence of entitlement is assumed to exist when the formal offer of funding is communicated in writing to the charity. Where there is a performance condition attached to the grant, entitlement is only recognised when the conditions have been met.

D) RECOGNITION OF EXPENDITURE

All expenditure is accounted for on an accruals basis when an obligation that can be measured or reliably estimated exists at the reporting date and it is more than likely than not that payment will be made in settlement. There are two main categories of expenditure shown in the Statement of Financial Activities (‘SOFA’); expenditure on raising funds and on charitable activities.

Expenditure on raising funds includes all expenditure incurred to raise income to spend on charitable purposes.

Expenditure on charitable activities includes all costs incurred by the charity in undertaking activities that further its charitable aims for the benefit of its beneficiaries. This expenditure is further analysed into direct and support costs. Direct costs are those specifically related to producing the delivery of an activity or service and are further split between development activities, humanitarian activities and global education activities.

Support costs are those which provide indirect support to front-line services – for example financial services, facilities management, development and personnel, governance costs and management information services. Support costs not attributable to a single activity have been allocated on the basis of the weighted average of staff cost.

Grants to institutions

Grants awarded are provided for in the SOFA in the period in which the grant is formally approved and the offer is communicated to the recipient. Grants awarded but not paid are recorded as a liability within the balance sheet. Grants awarded subject to explicit conditions being met by the recipient before payments are made are not accrued until such conditions have been met. Such commitments are disclosed in the financial statements as contingent liabilities.

Any foreign exchange difference on grants that has arisen throughout the year is written off against grants to institutions cost within the SOFA.

Development grants: Y Care International does not implement projects directly but by providing support, capacity building and grants to local partners that are part of the international YMCA family. Partners must meet minimum standards in terms of financial controls, reporting capacity and governance standards and the charitable company provides funding and capacity building to such partners to undertake their own activities. Such activities are included within the partner’s annual operation plans and funded as part of development grants.

Humanitarian relief grants: Grants allocated for humanitarian aid and emergency relief will be provided to existing partners or specialist and credible humanitarian relief partner agencies.

Page 25 of 35

E) FUND ACCOUNTING

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general charitable objectives. Designated funds are a portion of the unrestricted funds that have been set aside for a particular purpose by the trustees. Restricted funds are donated for a particular purpose, the use of which is restricted for that purpose. The purposes of the main restricted and designated funds are set out in the notes to the financial statements.

The costs of raising and administering the restricted funds are charged against the specific fund.

F) PENSION COSTS

Y Care International participated in a multi-employer defined benefit pension plan for employees of YMCAs in England, Scotland and Wales, which was closed to new members and accruals on 30 April 2007. The plan’s actuary has advised that it is not possible to separately identify the assets and liabilities relating to Y Care International, therefore the scheme is accounted for as a defined contribution scheme. The assets of the scheme are held separately from those of the charity in independently administered funds and contributions to the scheme are charged to the Statement of Financial Activities (SOFA) when incurred.

G) FOREIGN CURRENCIES

Monetary assets and liabilities denominated in foreign currencies are translated at the rate of exchange ruling at the balance sheet date. Transactions in foreign currencies are recorded at the rate ruling at the date of the transaction. All differences are taken to the SOFA.

H) TANGIBLE FIXED ASSETS

All tangible fixed assets costing more than £10,000 are capitalised and included at cost, including any incidental expenses of acquisition and irrecoverable VAT.

I) DEPRECIATION

The depreciation expense is charged or apportioned to the relevant SOFA heading reflecting the asset’s use on a straight-line basis as follows:

Computer equipment over 3 years

Furniture and fittings over 5 years

J) VALUE ADDED TAX (VAT)

Irrecoverable VAT is charged to the expenditure to which it relates within the SOFA.

K) CASH AND CASH EQUIVALENTS

Cash and cash equivalents include cash and cash held on deposit with the Central Finance Board of the Methodist Church, and are used for working capital purposes. Cash and cash on deposit are cash and cash equivalents for the purposes of the cash flow statement.

Page 26 of 35

L) FINANCIAL INSTRUMENTS

The charity has basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Creditors are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are normally recognised at their settlement amount after allowing for any trade discounts due.

M) CRITICAL ACCOUNTING JUDGEMENTS AND ESTIMATES

In the application of the Charity’s accounting policies described above, Y Care International Trustees are required to make judgements, estimates, assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors including expectations of future events that are believed to be reasonable under the circumstances. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period; or in the period of the revision and future periods if the revision affects the current and future periods.

In the view of the Trustees, no estimation uncertainty or assumptions concerning the future affecting assets and liabilities at the balance sheet date have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year. Accounting estimates that affect the amounts recognised in the financial statements are described in the accounting policies above and detailed in the relevant notes to the accounts:

a. grant and legacy income are detailed in Accounting Policy (C) and Note (2)

b. The allocation of support costs which requires a judgement on the most appropriate basis to apportion costs and are detailed in Accounting Policy (D) and Note (6)

c. Recharges are detailed in Note (4)

The principal accounting policies, as set out above, have all been applied consistently throughout the period and the preceding year.

Page 27 of 35

Notes to the finarKial ststements f<￿ the 7 M(xrths to 31 March 2025 (c(rtirx 2. Donations and legacie5 Unieslricled Re5tsicted Z025 UNestsbXed ReAricled 2024 T￿31 Total hdividual giving SHE Legxies Trusts, I0￿datIOnS cCffip￿les LocalYMCAs othw Giant Inccrfne Total n￿Melg￿CY Emergency ap￿al5 Total dcffiabons legacie5 .832 585 89.517 224.1C6 0 224.106 2.ClJ7 5.725 2.(￿7 15.725 101.341 13.0 1.134 17.8 357.437 84.108 185.449 .736 23.754 1.134 0 17.838 94.844 452.281 47 .671 1.632 lo7.￿3 %.671 1.632 lo7.￿3 357.437 94.844 452.281 3.Oihei incoffie Unieslricled Restiictod 2024 Total Urnèstr￿Iéd Resirictèd 2024 Total B￿k inleie51 Tolal Oihei income 4.563 4.563 4.563 4.563 14,634 14.634 14,634 14.634 4. Recharge lo Y Care International On1 septemb￿ 2021. ￿J1 We Canentered intoa Agree￿ Withy Carehernicnal to ocfftdLKt luTrJiaisng activities on its behalf, Io suppori picgiamrnes and ￿clect5 lh in lUrthw￿Ce c4 ils otiects. lo wcrfk Icgethr lo shwe resowce5 n order lo acFNeve c051 savings. This collaboialion came lo èn duiing FY 2024-25 31st March 2025. Fr¢NTh1￿ Ayil 2025, thwe was a r collab)1￿￿ ageemeN beiweeny Care International aTrJYMCA Engl￿d & Wale5. Due to ie&4ced Scale c4 ￿eral￿)n$ dwirwJ Ferh)d, iecharge from ￿ We Can toy Care Internati￿al duiiThJ the period up 10 31st Maroh 2025 was siwilcianily reduced Iiom pievious 2S/. ol shared re$￿CeS lo a vwy kniied lime and e>pert￿e c4 the M We Can s slall in admislralive aTr govèmance services. Fundiaising markir¥J costs xec￿￿ed Icrf dlèctly intoy Carè lNernl￿al ￿c0￿¢s. 2025 2024 The charge lor the p￿1￿ is anawed as Ic4ows'. Share ol slall costs 44.805 326.451 81,650

).708 35,558 45,417 519.784 Sharé ol admisirationcosis Shale ol colrffiun￿atsonS c051s Share ol l￿draIsing costs Share ol prograrnme supwi costs Tolal Shale of cos15 44.805 Page 28 of 35

Note5 to the financial st3ternents forthe 7 Months tD 31 March 2025 {continued) 5_1_ Analysis of tolal expenditure 2025 Raising lunds Charilable Activilies 2025 Tolal Grants to institL4tions (Note 9) Foreign exchange (gain)Iloss on grants (Note 8) Partner development Share OF supporr cosrs (Noie 6) Rgcharge From All We Can (Note 4) Total expenditL4re 65.378 65.978 4.526 4.526 23.524 77.437 17.784 44_805 118.212 192.746 47.513 27.021 74.534 5_2_ Analysis of total expenditure 2024 Raising lunds Chariiable UL4 Activities Tolal Grants to institL4tions (Note 9) Foreign exchange (gain)Iloss on granis (Noie 8) Partnor dovolopmont Share OF support costs (Nole 6) Recharge From All We Can (Note 4) Total expenditL4re 178.506 178.506 (2.113) (2.113) 11.700 11.700 19.233 23.885 417.331 519.784 624.711 731.756 4.652 102.393 107.045 2025 Total 2024 Total 6_ Analysis of support costs Staff costs Legal and professional Fees Gain on Foreign CL4rrency account closures Pension plan delicil iecoveiy payment Eiffico administr3tion 50.479 7.892 19_751 3.423 Premises costs Governance costs (Note 7) Total support costs 7.207 77.437 12.570 23.865 2025 SL4pport costs are allocated based on the weighted average of the stafl cost recharge. 2025 2024 7_ Analysis of governance costs Total Total Audit Fees (Note 121 Independent examination (Note 12) Legal & pioFessional lees Trustee meetings and expenses Total governance cosls 12.570 6.570 637 7.207 12.570 Page 29 of 35

Notes to the financ.ial statements for the 7 Months to 31 March 2025 (continue(ry 8. Grants payable 2025 2024 Granls payable brouJht forward Grants lo institutions (Note 9) Foreign exchange gairtlloss) Granl paymenls Grants payable carried forrmard (Note 141 114.490) 165.978) (86.838J [178.506J 2.119 248.735 (14.490J 64.311 (16.157) 9. 1 Grants to institutions - Developmenl 2025 2024 Liberia Kenya Madagascar Ethiopia Si erra Leone Zimbabwe Total Africa Li￿ria YMCA AFrica Alliance c YMCAS Madagascar Y￿A Ethiopia YMCA Sierra Leone YMCA 3mbabwe YMCMSHE-ZUBO (￿1 We C 12.735 19.169 17.378 22.068 12,000 35.157 37.576 143.348 22.750 13.342 17.090 65.978 exico Total Latln Amerlca YMCA LACA 17.171 17.171 Palestine Total Middle East East Jerusalem YMCA 289 289 Switzerland Total Europe European Alliance c YMCAS Total Grants to Institutions - Development 65.978 0.808 9.2 Grants to institulions - Fhjmanitarian 2025 2024 Kenya Total Africa Kenya YMCA Ukraine Total Europe European Alliance cf YMCAS 17.698 17.698 Total Grants to Institutions - Humanitarian 17.698 Total Grants to Institutions 65.978 178.506 Page 30 of 35

Note5 to the financia State￿￿ts for the 7 Months to 31 M¥ch 2025 (contrued) 10_ Stall costs The aveiage numbei of st4F employed ￿li￿j the perioJ was O (2024.. 01 As part ol th Collaboration Agromnt with Al We C￿. into on 1 Sptthr 2021. 41 ol tho ch4ritabk company'5 Staff If￿51￿ri￿d to All Wè Can Lmdèr TUPE aiian9emènts Y Cè knttinaibjft￿ trnr4)yèd thiou￿)ty￿ thè Every stalf member of All We Can held thjal responsi￿￿tIeS lor provithng seivices to both All We Can and Y Care Intemational. with t seivices piovided to Y Cèrè InieinatioThal bing iecharged in èccordance with ih Collaboration Agiemènr. Thè stall structure Iof both Ofganisations is ideniical YAih al stafl pioviding sèrvicès to Y Cèrè INemational. thilst lornally ernpbyèd by All Wo Can. Thr were ￿ ky managmeni pefsomel thJrirrfJ ihe pwiod. The to1￿ employèe benèlNs. IrKI￿11￿j pTrsion ¢ontrtJuth)ns. ol the key management personnel were £O12024= £01 No employees reoeived emolurnents. excludiThJ Pen%(￿ contrbSutb?ns. c4 rrtyye th￿ £60.00012024: £0). VolunQee15 Volunteers 9ive timè in the UK as spèakeis. coordinators. ollice adminisfratois. Iuhdraisèrs and many othèr activities. In addition thèrè ar othei voluntef houis given by the men and womTh working alongside our parinrs irb thè countries whwe we opwate. Th Boèrd believès li is Th)t possiblè io quaniily voluntèef hows and ihèii value is not le¢￿tS￿d in the accCd￿Is. Perbsion Schème The chaiity paili¢ipated ￿ a m￿11-e￿I0Yei dtlined benefit pensicffi F4an for employees pl YMCAS in ErWJ1￿d. S¢célaThd Wales. which was closèd io nèw mèrnbèrs crU￿$ on ￿ AprA 2007. Thè plan's aetuaiy has advisèd that it is Thoi possiblè to sèparately idThtily th assts and liabilities relaring io the charity ￿ColdInglY ihe pThsion dlicir itsll ts Th)r showTh on tho bal￿¢• shoet. Full details ol the scherne can be Found in the Annual RepJrt ￿ A¢¢￿tS ofr Ihe hjaiicffial Council of Young Men's Christi Associations Ichafiiy règistrath)Tr numbr 2128101. During 2023-24, thè ¢haiity was inlormd by Thé YMCA P￿$10￿ Plan Tiustè Ltd ihat thjè io improvèd peflofmance ol ihè YMCA Pension Plan. lutuie aggre9aled Pension DeFicir Reduotion Charges IDRCI will be iedu¢ed by 25/.. the 3/. annual upliFt to be removed koèping thè annual contribution Fixèd lor th nèxl thrèè yèais and that thè rèpayrnèTht pèriod will rèducè liom Apiil 2029 to April 2027. This meanr that rh ¢haiiry s ￿n￿al chèrge had dcfeasd From £31.915 ro £24.760.80 for FY 2023.24 wouhj rèmain th same I the next ihree years. M•T 25 Aug 24 Repayable.. Ith￿ one ye to two pais Two to live years Aliew live years Ali1 mole than one yèaf Tot4 24.761 24.761 2.063 24.761 24.761 16.507 26.824 51.585 41.268 66.029 Page 31 of 35

Notes to the financial statements for the 7 Month5 to 31 March 2025 (continl￿d) 11. EXp￿Se5 reirnbu￿ed to Trustees None of the trustee5 h35 been paid any remuneration or received any other benefits from an employment with the charity or3 related entity. 12. Auditor reMu[￿n 2025 2024 ststutory audit fee5 Independent examination fees ststutory audit fe￿ over/{underl accru31 Other servic Totsl 3uditor remuner3tion 11570 6.570 6,570 11570 13. Debtor5 2025 2024 Rvtricted project fundsdue GiftAid recavable Other debtors 10,(Kx) 1.690 7.581 Prepayments and accrued income EArow account (for pension scherne deficit recovery payrntsl Totsl 134,104 21x1.413 346,207 226.970 2CQ.413 434,964 14. Credito￿. ￿)Unts falling due within one y 2025 2024 Trade creditor5 4,559 261.374 Other creditors Accru315 56,479 16,157 13.274 Grants payable (Note 81 Other and social kcurity costs Pension paymentr. due within one year INote 10) Totsl 14.490 24.761 101,956 24.761 313.899 Page 32 of 35

Nces to na￿2 statements f to31Ma Y25 Eipendilu IMQeinal 8alaTr¢e ie TiaTrsFer 31.03.25 15.1 Re51ricted fTAnds 2025 IncoThe 01.119.24 O•velopfflTri EHT Ethiopia YMCA.. Suatw¢ plan dvdoprybni FFF Fit lor Iht Fuiur.. Global ¢eNie ol ¢x¢elltn¢ Jp Hope School KeThèma CiT Ccupied Pa￿tinian Territ￿$ Clive Tiee C Siair Her Enterprise SierTa LeonÉ YMCA Sieira Le0￿. Youth VctationaltwaYw¥J L￿eria YMCA Liberia.. Youth W￿l10nal trar Ethiopia YMCA Elhiopia.. Youth VcAtional trar 21r￿ab￿• YMCA 2wnbabwè Mexico LACA 47 47 SHE I10.0￿] 110.0001 120.0001 113.0581 14.5001 14.5001 14.0581 13.058 H.500 43.058 J.632 153.0561 632 Hufftawjiiaria ARO Erntr9ffrflts Fund EAE Easi Africa Emerge￿Ie$ PAK Pakist￿ Floods SYN Syria-Turkey Earthwake UK1 Ukraine Emergency Appeal Total fes¢iicid l￿d$ 43.058 10.632 (53.058)" 632 BalaKe •1.09.23 E¥peodii ie TiansF 15.2 ResQricled FtAnds 2024 kneorne 31.08.24 Developmenl EHT Ethp)pia YMCA.. Sriategc plan devdopment FFF Fit for Ihe Future.. Global ¢eTrlwe ol exceller Jp Hopè S¢hool Kneffla CiT (￿cUpI+d PalestiniaTh TrMCrf> Clive Ti C¥DP SHE Siait Her EThierpris¢ Siefra Le¢ YMCA Sieiia LeoDe- Vo¢1￿4 lia￿￿ Lkneria YMCA Lib￿13.. Yourh ¥c￿arIOnal ira Ethiopia YMCA Ethiopia.. Youth w￿l10nal ira￿￿ ZIr￿3bwe YMCA Zwnbabwe 5.733 15.7331 [12.9881 12891 17.6601 127.367) 110,7 4I7M 25236 14,5 14,5 14.058 112.8321 113.8391 (78.4561 12,832 Mexico LACA 26.670 94.844 43.058 Ftyjm￿arIaTh ARO Ern¢rgefi¢i•s Fund EAE Easi AFii¢• EmiyA¢is PAK Pakist￿ Floods SYN Syria-Turkty Earihwakt UK1 Ukraine Emer9ency Appe4 11.0191 ll7 13.351 117.6981 (17,6981 4,347 Total restricted FUTh 44.361 94.844 (%.154) 43.058 RestrKted knds rwesent donations aThl lewies Inc￿ re¢￿Ved 05￿￿Sed in iespect c4 deve1c%￿￿rt and hJnarilariaTr relel proiects. Page 33 of 35

Ncrtes to the fnarKial statements f￿ 7 MLmths to 31 Mar(h 2025 al Gain5 and Balanoe 16.1 Unreslwicted fwds 2025 01.09.24 Tr47n51ew losses 3I03.25 Oesignaied lunds pns￿n ff￿d ).0￿) .000 Ger)ewal lund5 Generalreserves PenshJnresEwes .055 3>1.￿ •m234 Its9. .055 Total un￿￿￿}￿ed 494.505 •JI234 [13?￿8] 456.055 . This Idaies ￿anad1Js1Men1rnJ4￿Tracc0UrrtStOre(￿theper￿￿nde1￿II&thy. er afWthr[evak4￿fftwde hcInThe￿pen￿Cffi￿ Trusiees Ltd Pk4asereI￿1ON￿e 101or Kwiherinfcrfmathjrn ww¥al Gains and Tr47nslew Balanoe 16.2 Unrestricled lurbds 2024 09.23 3IOB.24 D•signai•d lunds P¢nsbJnluid 2(M).(KfJ i￿.000] ).000 i)J.otMJ Genwal lunds Generalreserves PenshJnreseNes 440.833 3TUITI 1635.9)a i)J.CO) 1T1207 1.509 440.833 3710n ffjA.&)2) ))J.ot 1TI.207 354.509 Toial unTe5tsioled IwwJ5 640.833 372.071 I635￿02) ITI.207 434.503 Oesignaied pension lund This was ciealedinm￿u￿202li0 ¢￿￿pOle￿IdILAL¥e rKreaSesindekr￿cCf￿￿￿ tothe¥TrUPensionFla Gerbefal reserves Gerralreserves aetknseunresIr￿ed ￿a&￿Et1￿)seS ash4elcrfdeswwed w¥poses Tkwewasnochangetoiheieseives polcy duriw tkp•nod.wkichstsihatg•nwa a rnnIr￿Tr0f 2tr/. c4trbèlcwTrJy•ar s oxckrvJènwgorwdonaiw)ns. Undor thè cd1that￿ whYPIl￿En￿and&WaIOs.yC3lo￿￿Tr￿¥$l0I￿K(ffi￿￿￿￿1 I(t￿y￿al Èrm￿ 31Mach a)26tgQ.OtK)whth has emergency d(￿la￿VIT￿o￿e. siyng a￿nIn￿ Spne[￿[e5ety￿SffW￿￿ £43.EU. ge￿￿[eSe[Ves ar31 lrtatch20SQ1£331.055Tdudesas￿b￿S £347.455 whichwillbealbcatdioihechaity Sparinwgr¥4￿or9¥￿b￿ ￿M￿c￿er￿e¢0￿￿gyeal. Page 34 of 35

Notes to the f inanci315t3tements for the 7 Month5 to 31 MarL-h 2025 17. Rel￿ed pawiies and pafeN uThJertakThJ On 1Sewember 2021.&￿ cl)ywas awred￿ ￿ WeCa).thary 29 I W•Canworks thr￿1?￿tnerSPv akngsk4•4ob￿￿y￿￿XS rTr)AvrwedbJ(ksaStws.poverty￿r¥j￿￿Q to ena￿e IloLYisknJand rosilKbnt COrr￿4n11vas. Ycarelnteinationalis nclconsdidated Onl￿g0￿￿dS thatbth WeCanandyCarehtetn￿n￿ areLWnate￿C0NrOled￿The Metkndistchjichin Great an l"Mc￿.1. charitynurnb￿ 11322(E. andth￿ acc￿nts clE(th tIE¢￿￿O&4at￿d ￿C￿ll$01 MCB. Fbw@r. whan eTh4c4colL4boratb)n with I wecan￿315l Marth 2025. and￿￿jerIhene￿ cOlabor￿ ageement E¥eenY C￿e ￿er[￿￿)ndarvJYMCAE￿d & WalesfJom Isl Apii12025.Y Caie kntornationdxcoLThSLV to 3knMarch202517morthsl OAY ¥i16e nthe corsobaated accC￿S ol ￿￿B. TFTrust••s Report Firbancial &atom•Nsfor bcthy kn1•mat￿a1aTh4 [￿8 arfkndth￿ Charly Commi%siorL Ihewbjd IhediaritablecLry¥y.- - Totg reCI)ar￿¢0$1 duetoAIIWe c￿ was£44.￿61e¢harg?GoS15p•I ¥we t325.(0)12024.. e559.496k ￿b￿￿ed￿e ioAIWe al 31MaichJ)25 was £4.26412024.. £261.3741 -Re￿￿d r•chargod costs IrcrfnAIW•c￿Cl tO12024.. £OL hOM￿wCan at 31￿1￿Ch2o25 wasto (2024.. tol T￿￿e were nordated ptyrWans￿Kffls wiihThe MelF￿(￿StCh￿ChTrGrea1￿Iafft￿tr￿renI pwKdor precthjwi. TFMe wwe nocther rdated p*tr￿saC¢￿fflSWlthe cwrert or wecth￿￿ar. Page 35 of 35