## **Teens Unite Fighting Cancer Annual Report and Financial Statements** For year ending 31st March 2025
Registered Charity Number: 1118361 Company Registration Number: 06111574 (England and Wales)
## **Legal and Administrative Information**
## **Trustees**
P Maslen
J Marchant
N Collins Dr A Sadler
S Parmar Julia Reynolds (Resigned 4th September 2024)
## **Chair of Trustees**
Dr Rebecca Godfrey
## **Chief Executive:**
Roxanne Lawrance
## **Co-Founders:**
Debbie Pezzani BEM Karen Millen OBE
## **Charity Number: 1118361 Company Number: 06111574**
## **Registered office:**
Teens Unite, Home Farm, White Stubbs Lane, Broxbourne, Hertfordshire, EN10 7PZ
## **Accountants:**
HB Accountants, Plumpton House, Plumpton Road, Hoddesdon, EN11 0LB
## **Bankers**
Barclays Bank Plc, Upper Marlborough Road, St Albans, Hertfordshire, AL1 3AL
The trustees present their annual report and financial statements for the year ended 31 March 2025.
The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the Charity's Trust Deed, the Companies Act 2006 and the Statement of Recommended Practice, "Accounting and Reporting by Charities", issued in March 2005.
The Trustees confirm that they have complied with the duty in Section 4 of the Charities Act 2006 to have due regard to the Charity Commission's general guidance on public benefit, 'Charities and Public Benefit'. That guidance addresses the need for all charities' aims to be, demonstrably, for the public benefit.
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66 **Although Alyssa is now in remission, for teenagers and other young adults life does not just suddenly go back to 'normal' after treatment.**
**It’s something that affects the rest of their lives, physically, socially and mentally. The ongoing support from Teens Unite recognises this.**
**Kiona, mum to Alyssa, diagnosed with Acute Lymphoblastic Leukaemia and Lymphoma aged 10**
## **Contents**
|**Contents**||
|---|---|
||Page|
|A message from CEO and Chair Trustee|
5|
|An introduction:||
|The need for our support|
7|
|What makes us different?|
8|
|Our impact|
9|
|Our current strategy|
11|
|Our performance:||
|Attracting and engaging|
13|
|Developing the organisation for success|
17|
|Driving brand awareness|
20|
|Significantly grow income|
23|
|Building for the future|
27|
|Risk and safeguarding|
31|
|Looking ahead to 2025/26|33|
|Structure, governance, and maintenance|34|
|Independent auditors report|35|
|Statement of financial activities|38|
|Balance sheet|40|
|Notes to the financial statements|41|
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## **An introduction from our Chief Executive and Chair Trustee**
**In a challenging climate for charities, Teens Unite is proud to report a year that has brought growth, new opportunities, and real momentum towards our vision of opening the first retreat in England for young people diagnosed with cancer.**
According to the latest CAF UK Giving Report, fewer people than ever are giving to charity. In 2024, just 50% of the UK population donated - 4 million fewer people than in 2019.
them overcome the lasting mental, emotional and physical impacts of their diagnosis remains our utmost priority.
This year, we took a vital step forward in bridging the current care gap in providing this support, with the purchase of a site for the retreat in April 2024. We have since finalised development plans and completed Phase 1 of the project by relocating our Head Office to the site.
The cost-of-living crisis continues to have an impact, and at a time when household budgets are stretched, sustaining charitable giving has become harder, while the demand for the essential services provided by the third sector has never been greater.
Against this backdrop, it fills us with pride to report that 2024/25 has been a breakthrough year for Teens Unite.
The charity has surpassed £1 million in annual income - an 27% increase on the previous year.
Through nurturing existing corporate partnerships - and prioritising this as a key area of growth - our new offices were fully renovated pro bono, ensuring the £1.4 million already secured for the retreat’s construction remains fully protected.
In the year ahead, Teens Unite will push even further, striving to double our income and move closer to our £4.35 million fundraising target to complete the build and open the doors to the first facility of its kind in England.
This achievement reflects the success of new initiatives, greater awareness, bold strategic decisions, and a continued focus on minimising costs wherever possible, with many services delivered pro bono.
While projections had anticipated maintaining rather than expanding service delivery during this financial year, as focus shifted to the development of the retreat, our strengthened position has enabled us to do both. We have continued to grow our support offering while progressing our long-term vision.
**Roxanne Lawrance, Dr Rebecca Godfrey, Chief Executive Chair Trustee**
Providing young people living with, and beyond, cancer with inclusive and accessible support to help
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**Teens Unite, and the activities I have participated in such as rock climbing, and skateboarding - have not only connected me with people like me but also given me the chance to try things I otherwise wouldn’t have been able to.**
**It's so nice to talk to people who understand. George, diagnosed with a brain tumour, aged 20**
## **Objectives and activities**
## **Why our support is needed**
## **Every young person deserves to thrive in life, and cancer shouldn’t get in the way.**
Cancer brings a specific set of challenges to teenagers and young adults. It impacts their mental and physical health, friendships, education, and aspirations for the future.
It’s an isolating and lonely experience, that doesn’t just take away their ‘normal’, but deprives them of opportunities which shape who they are and what they can achieve.
**Every two minutes, someone in the UK is diagnosed with cancer, with the fastestgrowing incidence among those aged 20-24. * Since Teens Unite was founded, there have been over 45,000 new cases in the UK, and these young people are now living with the lasting effects of their treatment.**
Without the right support, cancer doesn’t just affect their key developmental years, it changes the rest of their lives.
Teens Unite ensures that life with, and beyond cancer is still full of possibility. Teenagers and young adults can live life to the full, and reach their potential, without cancer holding them back.
## **The impact of cancer for teenagers and young adults, and their families**:**
**96% 87% 95%** struggle with their mental health lose contact with their friends experience reduced physical ability **77% 96% *** 77% ***** have difficulty finding work after of parents felt lonely or isolated of siblings experience at least one treatment following their child’s diagnosis symptom of PTSD
***** Cancer Research UK - www.cancerresearchuk.org
****** Statistics gathered internally by Teens Unite
******* CCLG - www.cclg.org.uk
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## **How we change young lives**
**We’re empowering young people to embrace life with cancer, and thrive beyond it.**
We take action from the start. From the moment a young person hears the words ‘you have cancer’, they can start accessing our support.
Unlike other organisations, we’re here for them throughout it all - treatment, recovery and remission - and as they navigate the years that follow.
Our tailored activities, residential stays, and skills-based programmes, unite teenagers and young adults with a shared experience of cancer.
**84% of young people are now surviving their cancer diagnosis for at least five years*.**
**But, they need ongoing support to overcome the long-term impact on their mental, emotional and physical health.**
- [Cancer Research UK -] www.cancerresearchuk.org
Supported by Teens Unite, and encouraged by each other, they find friendship, learn new skills, challenge themselves, and enjoy new experiences, which enable them to live positively during and after cancer.
## **What makes us different?**
**We are the only charity in the UK dedicated to providing ongoing support for 13-24-year-olds to overcome the mental, physical, and emotional challenges that follow a cancer diagnosis.**
Often ringing the end of treatment bell is an alarm signal for a new set of struggles these young people are about to face.
The focus on survival shifts to adapting to how life has changed, and coming to terms with the mental, emotional, and physical impact cancer is having on their lives, and the relationships around them.
That’s why our support is available to young people for as long as they need it, no matter how much time has passed since their diagnosis.
We recognise that every individual’s journey is unique. At a time when so many decisions are taken out of their hands, we strive to empower young people with choice. There are no limits to how often they can access our support, how many activities they can join, or how long the conversation can continue.
Our role is finished when they feel confident, motivated, and ready to take independent steps toward a brighter future.
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## **Our impact**
**Without Teens Unite, cancer would be a lonely and isolating experience, leaving many young people feeling disconnected, and unable to rebuild their lives.**
We are filling a void in the support needed for their overall wellbeing and recovery, that medical professionals are unable to provide, and other charities are not specialising in.
This can be seen with the 96% of young people experiencing a negative impact on their mental health, yet almost half of them do not have access to NHS support for the mental health impacts of their diagnosis.**
**An additional 2,500 new cases of cancer in teenagers and young adults will be diagnosed this year alone.**
**We need to ensure they are supported with their physical, mental, and emotional health.**
In addition, we’re making a difference to family members too.
**www.younglivesvscancer.org.uk
We understand that cancer doesn’t just impact the person diagnosed, but those closest to them, and they also need a community around them that understands; which we create through our specialised activities and events.
## **Following our support***:**
|**100%**
**feel better**
**connected**|**91%**
**feel an improvement**
**on their mental**
**health**|**84%**
**experience an**
**improvement on**
**their physical ability**|**81%**
**feel less anxious**
**about life with and**
**beyond cancer**|
|---|---|---|---|
*******[Statistics gathered internally by Teens Unite as a result of extensive research and analysis of the information provided by beneficiaries ]
> **Our mission:** To improve the lives of teenagers and young adults living with, and beyond cancer
> **Our vision:** To ensure every teenager and young adult has the opportunity to thrive, not just survive, following a cancer diagnosis
> **Our ambition:** To change the lives of 30,000 young people aged 13-24, who have experienced cancer, over the next 10 years
> **Our big goal:** To open the first retreat in England for teenagers and young adults whose lives have been impacted by cancer
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66 **My world fell apart. Cancer affected everything. It put my education and career aspirations on hold, as my health became my** yy **top priority.** wi **I lost a lot of friends, but I’ve made so many great new friends through Teens Unite, who I always see regularly and am super** ‘fi **close with. The activities I’ve taken part in have given me confidence in my own abilities, making me want to strive further and try new things each day.** 55 **Zaki, diagnosed with a brain tumour, aged 19**
## **Our current strategy**
## **April 2024 to March 2025 marked the fourth year of our five-year strategic plan, ‘Ambition Twenty Twenty-Six’.**
Centred around five key pillars of our charity’s operation, this strategy guides our objectives to ensure we are making the greatest possible impact when it comes to improving the lives of teenagers and young adults living with, and beyond, cancer.
## **Attracting & Engaging**
Engage with even more young people with cancer by increasing the reach of services and growing the presence of Teens Unite in hospitals, amongst social workers we work alongside and across social platforms.
## **Developing the organisation for success**
Create a culture of excellence, recruiting, retaining, and upskilling an engaged team, and exceeding in all of these areas.
## **Driving brand awareness**
Develop a clear and impactful strategy that effectively communicates our identity, the critical need for our support, and the transformative impact of our work to both new and existing supporters.
## **Significantly grow income**
Deliver against a flexible funding strategy to ensure the Charity is sustainable and has the most efficient range of fundraising activities to treble income and service provision over the next three years.
## **Building for the future**
Expand our service offering to support more young people across the UK, through the delivery of the first dedicated retreat in England for teenagers and young adults overcoming the impact of cancer.
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3 PS NER re 1 a eee ee Sys eh **Mila, diagnosed with** ; . } EAN ae **Hodgkins Lymphoma,** ne . : * :
**Achievements & Performance Here’s how we’ve delivered against each of our core objectives**
## **Attracting & Engaging**
**An overview of how we’ve engaged and supported more young people living with, and beyond a cancer diagnosis.**
**40%**
**increase in opportunities to attend our activities**
## **244**
**new young people registered for our support**
(In addition to the young people we’re already supporting)
**Working in partnership with:**
**hospitals 60** (A 9% increase)
## **8x**
**the number of family support events, compared to the previous year**
**charities 50** (A 19% increase)
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## **Attracting & Engaging**
## **What we planned for:**
- Engage 30% more young people with cancer annually
- Establish new partnerships with other charities and hospital teams
- Host at least 15 national meet-ups annually
- Improve accessibility and inclusivity of support through a minimum of four digital sessions each month
- Ensure more families have access to our support
## **How we performed:**
## **Provided greater opportunities to access our support**
In the last financial year, we provided nearly 1,500 opportunities for young people to access our support through activities, programmes, and residential stays.
This represents a 40% increase on the previous year, enabling more young people to benefit from our support, more often – both in person and online.
We’re proud to be the only charity in the UK providing ongoing support to teenagers and young adults overcoming cancer. This increase in opportunities means more young people can regularly engage with our activities, helping them to build connections, regain confidence, and know they don’t have to face what they’re going through alone.
## **Increased the support available to families**
Cancer doesn’t just affect the person diagnosed, but the whole family. According to research from CCLG, 75% of parents said their family unit had been impacted by emotional and mental health issues during their child or siblings cancer journey.
That’s why we made a commitment to ensure more families can access our support – giving them valuable time together away from the stresses and strains that cancer brings, while connecting with others who truly understand.
In the last financial year, we hosted seven more family events than the previous year, including our inaugural Big Family Bake Off in collaboration with local bakers and stars from The Great British Bake Off. The event saw families come together to perfect their bakes in a friendly competition, where they reconnected, and made memories to cherish.
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We also introduced The Parent Space – a new series of monthly digital sessions designed especially for parents. These provide a safe, supportive environment where they can share their thoughts and feelings without judgement, feel listened to, and find comfort in knowing they’re not alone.
Alongside this, our ‘Parents: Let’s Talk Cancer’ event, held at Samsung KX and hosted by two young people previously supported by Teens Unite, brought 40 parents together in person to hear from a panel of medical professionals, parents, and social workers. It offered a unique opportunity to listen, learn, and ask the questions they’ve never had the chance to before.
## **Partnered with more hospitals and social workers**
We recognise the importance of working closely with hospitals and social workers to ensure our support is known to young people from the moment they’re diagnosed, so we can continue to support them every step of the way, through treatment, recovery, remission and beyond.
This year, we partnered with five new hospitals across the UK, including Addenbrooke’s; a major cancer centre in the East of England, with a dedicated teenage cancer ward.
These partnerships have enabled us to deliver 27 ‘Workshops on the Ward’ in hospitals across the UK, giving young people a chance to connect and escape the intensity of treatment.
We’ve also formed new partnerships with eight additional charities in the youth cancer sector, ensuring young people can access the specialist support they need from a range of organisations working together for their wellbeing.
We’ve also strengthened our existing relationships, hosting our first collaborative event with Young Lives vs Cancer as part of our formal partnership. This provided an opportunity to expand our reach and connect with even more young people.
By continuing to build partnerships and connections, our expertise has become increasingly recognised among hospital teams and charities. Teens Unite was proud to have a presence at the CCLG CANUK (Cancer Aftercare Nurses UK) meeting, where we were invited to discuss the support needed for young people to return to education or employment following cancer.
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## **Diversified the support we provide**
To ensure our support continues to meet the needs and interests of young people at every stage of overcoming a cancer diagnosis, we diversified our programmes and activities.
- We introduced five key Pillars of Support, providing greater structure and focus to how we deliver our services: e Be Creative – to express themselves freely through creativity e Be Uplifted – to build confidence, self-esteem, and improve wellbeing
- Be Connected – to meet and share experiences with others in a similar situation
- Be Active – to rebuild fitness and physical ability after treatment
- Be Empowered – to feel confident in taking the next steps in life
These Pillars shape all our in-person and digital activities, helping us to provide a broad and varied programme while staying true to our purpose of creating opportunities that bring young people overcoming cancer together – where they can rebuild confidence, learn new skills, make friends, and live life to the full, without cancer holding them back.
## **Ensured our support is accessible across the UK**
To ensure our support remains inclusive and accessible, we have fulfilled our commitment to hosting a minimum of four digital sessions each month, and diversified the activities available. These sessions can be accessed by young people wherever they are, whether at home or in hospital, helping to remove barriers such as travel, mobility, and health limitations.
While the majority of our in-person events currently take place in London and the South East, over the last financial year we expanded our reach to the North of England, hosting two events in Leeds, and a hospital visit in Liverpool.
We also strengthened our presence across the East Midlands and East of England, where we have seen a 24% increase in registrations as a result.
Attendance at these events clearly demonstrates the demand for our services across the UK, and highlights the importance of national reach as a key consideration for our service delivery in 2025/26.
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## **Developing the organisation for success**
**An overview of how we’ve strengthened our team and enhanced performance.**
## **18 years**
**Teens Unite celebrates a special milestone**
**Recognition in the King’s Birthday Honours List**
**A special award for our co-founder - Debbie Pezzani BEM**
**5,500**
**3**
**Volunteer hours. That’s the equivalent of 3 full time employees**
**members of the team studying for a diploma qualification, in preparation for growth**
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## **Developing the organisation for success**
## **What we planned for:**
- Continue to create a supportive work environment where team members are empowered to grow alongside the charity’s development, and ensure training and development is in place for a period of growth
- Continue to build our volunteer base to incorporate additional skills, experience and resource into our team
- Begin to review, plan and prepare for our next five year strategy, due to commence in 2026
## **How we performed:**
## **Special recognition award for our Co-Founder**
Teens Unite’s Co-Founder, Debbie Pezzani was proudly awarded a British Empire Medal (BEM) on the occasion of the Celebration of His Majesty’s Birthday, in recognition of her services to teenagers and young adults with cancer. Her consistent contributions and dedication to Teens Unite, since she founded it alongside Karen Millen OBE in 2007.
## **th Birthday**
## **Celebrated our 18th Birthday**
A pivotal milestone for Teens Unite - celebrating our biggest achievements and looking ahead to our next exciting chapter. The celebration united our team, volunteers, Trustees, partners, and, most importantly, the young people and families we support today and have supported over the past 18 years.
## **Relocated our Head Office**
Following the purchase of our new site in April – soon to be transformed into a dedicated retreat for young people diagnosed with cancer – we relocated our offices there as the first phase of the project.
Remaining within the Borough of Broxbourne was important to us, allowing Teens Unite to maintain strong connections with local volunteers, businesses, and organisations.
One of the existing buildings has been renovated into a professional workspace, with services generously provided pro bono by our corporate partners, Kinovo, Genco and Tesco Plc.
Having our offices on-site reduces costs and supports our longterm vision of uniting operations and service delivery – enabling our team to work collaboratively and maximise our impact for young people overcoming cancer.
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## **Preparing for growth**
As Teens Unite looks ahead to a significant period of growth in the next financial year, we’ve begun preparing for the expansion and development of our team to deliver on the goals set out in our five-year strategy.
A key part of this preparation is our commitment to investing in the people behind the charity - ensuring our staff have opportunities to grow alongside the organisation by developing their skills, knowledge, and confidence to drive sustainable growth and greater impact for young people overcoming cancer.
Through our membership with the Cancer Charity Coalition, two members of our team have enrolled on Leadership and Management diploma programmes with Corndel, with a third member enrolling on a Fundraising diploma.
Additionally, with support from the Evie Dove Foundation, a member of our Beneficiary Team has completed the first year of an MSc in Child and Youth Studies - further enhancing our specialist understanding of the needs of the young people we support.
## **Expanded our resource through volunteer support**
The support of our volunteers has been vital to our growth over the past year, directly contributing to increased income and capacity across the charity.
Collectively, the hours gifted last year equated to three full-time members of staff - representing a 27% increase in our team capacity.
Our volunteers include dedicated individuals from the local community and teams from our corporate partners who support us through CSR days. From assisting in our retail outlet and providing office support to gardening, maintenance, and helping at fundraising events, their contribution has been invaluable.
We’re continuing to strengthen our plans to retain and grow this network, recognising that our volunteers are not only an extension of our team, but also valued advocates for the charity - championing our work and sharing our story within their communities.
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## **Driving brand awareness**
**An overview of how we’ve strengthened our brand, and raised awareness of the cause we stand for.**
**5m**
## **25%**
**views on TikTok**
**average increase in monthly website traffic since launching new website**
**43%**
**average open rate for supporter-based comms**
**57,000 followers across our social platforms**
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## **Driving brand awareness**
## **What we planned for:**
- **Design and launch a new website in Q4**
- **Increase social media engagement by 25% across all platforms**
- **Achieve a 30% annual increase in website traffic and 8% improvement in newsletter engagement**
- **Ensure comms are tailored, relevant and meaningful**
- **Plan and execute 3 awareness campaigns**
## **How we performed:**
## **Designed and launched a new website**
A key priority for Teens Unite this financial year was the development and launch of a new website - designed to enhance the user experience for both beneficiaries and supporters, improve functionality, strengthen our brand, and clearly showcase our impact.
Following a thorough tender process, we made the strategic decision to design and build the website entirely in-house - from concept to copy, allowing us to protect charity funds, maintain full creative control and eliminate a monthly maintenance fee.
In the first three months after launch, the website attracted almost 7,000 visitors - a 25% average increase in monthly traffic.
## **Strengthened our presence on social**
In the last financial year, we strengthened our social media strategy - identifying key opportunities to be at the forefront of conversations, from major awareness days to campaigns that give young people overcoming cancer a voice. We also explored digital collaborations with individuals, brands, and charities we work alongside, helping us reach new audiences and drive greater engagement.
As a result, we reached over 5 million social media users across our platforms and grew our combined following to 57,000.
Our ongoing partnership with TikTok has played a significant role in this success.
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## **Delivered our first major advertising campaign**
As a charity, we believe that funds raised should always be used for their intended purpose, which means we don’t allocate budget for large-scale marketing campaigns. However, thanks to the support of a new corporate partner, Teens Unite was able to run a national advertising campaign for the first time - entirely free of charge.
Our point-of-sale marketing materials were displayed across 200 forecourts in England and Wales, as part of the partner’s commitment to raising more than £25,000 for Teens Unite. The campaign went on to exceed this target.
## **Participated in high profile events**
Following successful applications to ICAP and BGC, Teens Unite had a strong presence at their annual charity fundraising days, joined by celebrity supporters including Leigh Francis, Christine Lampard, and Paul Merson. These high-profile events generated national media coverage and social engagement, raising our profile and strengthening key relationships.
## **Implemented a targeted approach to communications**
By mapping our supporter audiences and segmenting our database by interest and supporter type, we developed a more strategic approach to our communications. This allowed us to plan when and how to engage each group, ensuring they received content that was relevant and meaningful to them.
As a result, engagement and open rates have increased - with our regular supporter newsletters achieving an average open rate of 43%, compared to the non-profit average of 29%.
## **Raised funds and awareness through campaigns**
Teens Unite ran three main campaigns this financial year: TYA Cancer Awareness Month, Mental Health Awareness Week, and The Big Give Christmas Challenge.
Each provided an opportunity to give young people a voice – highlighting the realities of overcoming cancer at this age, whilst raising vital funds to ensure more young people can access the support they need.
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## **Significantly grow income**
**An overview of how we’ve progressed towards trebling our income as part of our five year strategy.**
**£1.2m**
**649**
**generated in income**
**challenge participants**
**Over £100,000**
**net income raised through our annual Strictly Dancing Ball**
**£238,041 saved in Gift in Kind**
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## **Significantly grow income**
## **What we planned for:**
- **Continue to work towards trebling income as part of our five year strategic plan Secure new corporate partnerships and collaborations to account for 10% of income Diversify income through e-commerce sales, and growing our retail outlet Continue to drive income through fundraising challenges and events, equating for 50% of income**
## **How we performed: Generated over £1million income**
Teens Unite generated an income in excess of £1.2million - an 27% increase on the previous financial year and a significant achievement in the current challenging financial climate.
Through maintaining tight financial controls, and prudent management, we have successfully reduced both fundraising and trading expenditure, maximising the impact of every pound, ensuring that more resources are direct towards delivering services for young people.
## **Increased income through fundraising events and challenges**
Our goal was to maintain 50% of income through fundraising events and challenges; this target was exceeded, with 52% of total income generated through these activities.
An incredible 649 participants took on challenges for Teens Unite - from organised events to bespoke personal challenges – collectively raising over £302,000 - a 22% increase in challenge income.
Among them, 19 participants, including our founders Debbie Pezzani and Karen Millen OBE, took part in an overseas cycling challenge in India, covering 400km over nine days.
Our signature annual fundraising event, the Strictly Dancing Ball, entered its sixth year and continued its renowned success, welcoming over 500 guests and raising more than £100,000 profit.
## **Received funding for necessary resource**
A reduction in expenditure has been made possible through a multiyear grant from a charitable foundation to fund the salary of our Beneficiary Engagement Lead - a vital role focused on building and nurturing relationships with the young people and families we support, shaping and delivering our services, and extending our reach through hospitals and charities across the UK.
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## **Moved our retail outlet to a high-street location**
In March 2025, our retail outlet relocated to a prominent highstreet location in our home county, the Borough of Broxbourne, as part of our strategy to strengthen this as an income stream and drive brand awareness.
It continues to be run by our dedicated volunteers and stocked through generous donations from high-street retailers. It has become a valuable source of income, in addition to growing our presence in the local community.
## **Welcomed new corporate partners and strengthened existing partnerships**
Over the last financial year, we welcomed 16 new corporate partners, including Indu, Warner Bros and Eurovia, while continuing to strengthen relationships with our existing partners.
We adopted a more strategic approach, focusing on organisations based locally or with a local connection, and exploring how we can build meaningful, ongoing partnerships rather than one-off donations. By working collaboratively, we’ve increased the number of CSR days, with teams volunteering, taking on challenges and joining team-building activities - helping organisations and their employees better understand the need for Teens Unite and the impact of their support.
## **Secured pro bono support**
Our ambition for the past financial year was for corporate partnerships and collaborations to account for 10% of our annual income. While this target was not achieved through financial donations alone, the pro-bono support we received has carried equal value through the contribution of services, products, and expertise.
This was demonstrated most notably through the purchase of our new site and subsequent office move.
The first phase of development - transforming an existing barn into a safe, professional, and fully functional office space, was delivered entirely free of charge, thanks to the generosity of Tesco, Kinovo, and Genco, who carried out the renovation.
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The office move itself was also completed at zero cost to the charity, with corporate partners volunteering their time, vehicles, and services.
This invaluable support protected the funds secured for the wider site redevelopment, as we work towards opening the first retreat in England for young people diagnosed with cancer. As our plans progress, we are grateful for the continued pro-bono support of our architects, Saunders.
Pro-bono contributions across other areas of our operations and service delivery have not only reduced expenditure, such as through gifted IT support from Ricoh UK, but also enabled us to explore new initiatives. This includes our partnership with JP Morgan, who we will be working alongside to develop a new online platform for the young people we support.
We’re delighted these relationships will continue throughout 25/26.
Gifted products, services and facilities means that our gift in kind total for the last financial year was £238,041.
## **Product collaboration**
We worked alongside long-standing supporters, jewellery brand Estella Bartlett, to create a new bracelet, with all profits from each sale donated to Teens Unite.
The bracelet was designed by a young person supported by Teens Unite during a jewellery design workshop with Estella Bartlett.
Now available online and in-store through Estella Bartlett and John Lewis, the bracelet not only raises vital funds but also helps to increase awareness of Teens Unite and the support we provide.
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## **Building for the future**
**An overview of how we’ve been working towards transforming youth cancer support by opening the first retreat in England for teenagers and young adults living with, and beyond cancer.**
CGI images provided by our architect, Saunders
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## **Building for the future**
## **What we planned for:**
- **Complete the purchase of the site for the retreat Finalise architectural plans, ensuring the needs of beneficiaries are met Secure an income of over £1million to support the start of the capital appeal to reach our fundraising target**
**Build an advisory board to support the fundraising and delivery of the project**
## **How we performed:**
## **Purchased our new site**
In April 2024, Teens Unite purchased Home Farm - a private 1.6acre site in Broxbourne, Hertfordshire, where we will bring our vision of opening the first retreat in England for teenagers and young adults overcoming cancer to life.
Set in a tranquil and idyllic location, the site is an ideal setting for young people to focus on their mental and physical wellbeing, while remaining easily accessible with excellent transport links and close to leading cancer hospitals in London.
Its location also allows Teens Unite to stay rooted in the Borough of Broxbourne, near our volunteers, retail outlet, and many of our corporate partners.
## **Appointed an architect and progressed with our plans**
Since purchasing the site, we have appointed an architect for the project - Saunders, specialists in recreational and educational design. Through detailed research, analysis, and building surveys, we’ve explored how best to utilise the site’s existing assets and adapt them to meet the needs of the young people we support.
This comprehensive analysis, combined with in-depth building surveys (provided pro-bono by MRPP expert planning consultants), revealed that, regrettably, some of the existing structures are not fit for purpose.
We have now finalised plans to develop the retreat so it is fully inclusive, accessible, and designed to facilitate the support we provide, ready to submit for planning permission.
28
## **Developed a case for support**
We have developed a comprehensive Case for Support for the retreat, outlining the need for the project, how it will be used, and providing a detailed analysis of timelines, occupancy forecasts, sustainability plans, and funding requirements.
The Case for Support also sets out a phased approach to development:
- Phase 1: Renovation of the existing granary barn into our new offices – completed this financial year.
- Phase 2: Conversion of an additional barn into a purposebuilt activity centre – the focus for next year.
- Phase 3: Construction of a new residential building to create accessible accommodation for young people attending the retreat.
## **Project team**
As progress continues, a dedicated project team has been established to ensure that every aspect of the retreat’s development is managed properly and with due diligence.
The team brings together individuals with the expertise required to guide the project, ensuring that decisions are well-informed, resources are used wisely, and work progresses in a structured and accountable way.
Led by our Chief Executive, the team includes our Treasurer, a Planning Consultant, Project Manager, Property Developer, and Maintenance and Services COO – all volunteering their time and professional insight.
Their combined experience ensures the project advances efficiently and responsibly, reducing the risk of delays or errors and maintaining the highest standards throughout this long-term development.
29
**One of my young people felt very alone, isolated, depressed, and feeling like a burden. After linking her with Teens Unite, she would tell me about meeting up with her new friends found through the charity. She started feeling a lot more positive and hopeful about her future - a real transformation. Hana, Senior Social Worker - Momentum**
**Preventing and managing risk**
## **Managing and preventing overall risk**
While not all risks are avoidable, Teens Unite has a robust risk management process in place to mitigate potential risks as effectively as possible. This process is reviewed monthly by the Chief Executive and Treasurer, with the Board of Trustees conducting a comprehensive assessment of major operational and financial risks during their quarterly meetings. All meeting discussions, actions, and activities are formally recorded for accountability.
Key aspects of our risk management include:
- Risk Register: All major risks are documented, categorised, and evaluated for likelihood and severity, with each assigned a dedicated owner.
- Project and Event Risk Assessments: Every project and event undergoes thorough risk assessment at the planning stage; determining whether the event or project should go ahead
- Monitoring External Factors: External influences (financial, political, or cultural) and their potential impact on the organisation are carefully monitored, with precuations implemented where necessary
The Board of Trustees and Senior Management Team are confident that the systems, policies, and measures in place effectively reduce exposure to risk, ensuring the continued success and resilience of the charity.
## **Financial risk and our reserves policy**
During the year, the Trustees reviewed our long-standing policy of holding three months of operational reserves, considering both the organisation’s ambitions for growth and our commitment to ensuring continuity of support for young people living with and beyond cancer. As a result of this review, we have set a strategic target to build reserves equivalent to six months of operating expenditure over the next two years.
Through careful and prudent financial management during 2024/25, we have already taken a significant step towards this goal. We will enter the 2025/26 financial year with operational reserves equivalent to four months, strengthening our resilience and ensuring we can continue to deliver, and grow, our vital services with confidence and stability.
## **Designated funds**
At the start of the 2024/25 financial year, the Charity held designated funds of £1.4m, set aside for the sole purpose of purchasing and developing the Home of Teens Unite. During the year, these funds were used in line with their designation to acquire Home Farm, which now serves as the Charity’s Head Office and will be developed into the first purpose-built retreat in England for teenagers and young adults living with and beyond cancer.
The remaining designated funds were replenished, and we will enter the 2025/26 financial year with £600k set aside to support the next phase of this exciting development, ensuring that our vision for a dedicated, safe, and inspiring space for young people continues to progress.
31
## **Safeguarding and wellbeing**
At Teens Unite, safeguarding and promoting the wellbeing of everyone involved in our charity - young people, their families, and our employees - are core to our values. We recognise the immense responsibility entrusted to us as we support young people living with, and beyond cancer, and we are commitment to creating a safe, inclusive, and encouraging environment for all.
We are mindful that for the young people we support, safeguarding is more than a policy; it is embedded in every aspect of our services. We ensure that all our activities, whether in person or online, adhere to strict safeguarding standards. Our dedicated team is trained to identify and address potential risks, while fostering an atmosphere of trust and respect.
The safeguarding policies and procedures we abide by are as follows:
- Safe recruitment policies including DBS (Disclosure and Barring Service) checks are obtained for all staff members, and any voluntary members of the team who interact with our beneficiaries
- All staff, Trustees, and voluntary members where necessary undertake annual safeguarding training, provided by an approved CPD supplier, in line with NSPCC guidelines
- All staff, Trustees, and voluntary members where necessary, are reminded annually of the safeguarding policies and procedures in place; and the process of managing safeguarding concerns
- Risk and safeguarding assessments are conducted prior to all beneficiary activity to protect the safety and wellbeing of the teenagers and young adults, staff and volunteers
Our safeguarding practice, policies, and procedures are overseen by our Safeguarding Lead on the Trustee Board, alongside the Chief Executive and Beneficiary Team. It is their overall responsibility to ensure the safety and protection of the teenagers and young adults we support.
Alongside safeguarding, we place significant emphasis on the wellbeing of everyone within the organisation, not just those we support. We encourage openness, prioritise mental health as much as physical health, and provide opportunities to professionally develop.
Our dedication to safeguarding and wellbeing is at the heart of everything we do. It reflects our unwavering commitment to creating an environment where everyone involved with Teens Unite can feel safe, valued, and inspired to achieve their potential.
32
## **Looking ahead to 2025/26**
## **Risk Management**
**Following the success of the financial year 2024/25, we look ahead to building on this momentum by expanding our reach, enhancing our delivery, and working towards achieving our ambitious goals for the year ahead.**
**We will continue to focus on achieving the objectives within the five-pillars of our five year strategy:**
## **Attracting & Engaging**
We will ensure accessible and inclusive support is available to young people across the UK, at all stages of their cancer journey, enabling them to overcome the long-term mental, emotional and physical impacts of their diagnosis.
## **Developing the organisation for success**
We will continue to build a culture of excellence and continuous improvement across the organisation – developing our people, strengthening our Trustee and Youth Ambassador Boards, and creating an environment where everyone is valued and supported to reach their full potential.
## **Driving brand awareness**
We will position Teens Unite as the trusted and recognised leader in teenage and young adult cancer support - the organisation young people turn to as they live with, and beyond cancer, and one that supporters are proud to champion.
## **Significantly grow income**
We will deliver a flexible, diverse funding strategy that keeps Teens Unite financially strong and able to meet growing demand, strengthening existing income streams while developing new and innovative approaches to fundraising, partnerships, and earned income.
## **Building for the future**
We will expand our service offering to reach more young people across the UK and create lasting, tangible impact through the development of new spaces, opportunities, and programmes.
## **If you’re one of our existing funders or partners, or if you’re an organisation looking to show your support, please contact us for our detailed strategy on how we’re working towards achieving these goals.**
## **E: info@teensunite.org**
33
**Structure, governance, and maintenance**
The Charity is a company limited by guarantee and was set up by a trust deed on 16 February 2007.
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
J. Reynolds (resigned 4th September 2024) Dr. A. Sadler
J. Marchant N Collins
Dr. R. Godfrey (appointed as Chair in July 2024) S Parmar
P. Maslen
The Charity maintains a Board of Trustees, a minimum of three and a maximum of eight at any time. Trustees serve a term of three years on the Board and take a lead role in supporting the operation to deliver against the five-year strategy. This involves monitoring and taking prompt and decisive action to ensure that performance and impact is achieved. The Board, too, are the guardians of our fundamental values and ethos. The Board is supported by the Charities Co-Founders Debbie Pezzani BEM and Karen Millen OBE.
The Board of Trustees meets, formally, a minimum of four times a year and host an annual AGM to ensure the Charity has a clear vision, mission and strategic direction and is focused on achieving them.
The Board reviews and approves the Charity’s strategic and annual plans and is committed to its own strategic plan which ensures leadership, integrity, effectiveness, diversity, openness, and accountability and well as a strategic view of decision making and risk management in line with general guidance published by the Charity Commission.
The Trustees regularly review the membership of the Board to ensure that the necessary skills, experiences, and perspectives needed for effective governance are in place.
None of the Trustees of the charity receives any remuneration or other benefit from their work with the charity.
The Teens Unite Operational Team has responsibility for the day-to-day management of the Charity. This team comprises the Chief Executive Officer, supported by a team of nine employees responsible for Operational Management, Trust and Partnership Income, Fundraising and Event Management, Marketing and Communications and Beneficiary Delivery and Support.
Each of the Trustees has confirmed that, so far as they are aware, there is no relevant audit information of which the charity’s auditors are unaware. They have also done everything they should have done, as a Trustee, to make themselves aware of any relevant audit information and to ensure the charity’s auditors are aware of it.
The Trustees' report was approved by the Board of Trustees.
Trustee: Dr Rebecca Godfrey
Signature: Date: 19 December 2025
34
## **TEENS UNITE FIGHTING CANCER**
## **INDEPENDENT AUDITOR'S REPORT**
## **TO THE TRUSTEES OF TEENS UNITE FIGHTING CANCER**
## **Opinion**
We have audited the financial statements of Teens Unite Fighting Cancer (the ‘charity’) for the year ended 31 March 2025 which comprise the statement of financial activities, the balance sheet and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
- give a true and fair view of the state of the charitable company's affairs as at 31 March 2025 and of its incoming resources and application of resources, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Matters on which we are required to report by exception**
We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:
- the information given in the financial statements is inconsistent in any material respect with the trustees' report; or
- sufficient accounting records have not been kept; or
- the financial statements are not in agreement with the accounting records; or
- we have not received all the information and explanations we require for our audit.
- 35 -
## **TEENS UNITE FIGHTING CANCER**
## **INDEPENDENT AUDITOR'S REPORT (CONTINUED)**
## **TO THE TRUSTEES OF TEENS UNITE FIGHTING CANCER**
## **Responsibilities of trustees**
As explained more fully in the statement of trustees' responsibilities, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditor's responsibilities for the audit of the financial statements**
We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
We gained an understanding of the legal and regulatory framework applicable to the charity and the sector in which it operates and considered the risk of acts by the charity that were contrary to applicable laws and regulations, including fraud. We designed audit procedures to respond to the risk, recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion. We focussed on laws and regulations which could give rise to a material misstatement in the financial statements, including, but not limited to, the Charities Act 2011 and the Companies Act 2006.
## Our tests included:
- Evaluation of the design of management’s controls designed to prevent and detect irregularities.
- Testing unusual or unexpected journal entries, particularly those impacting revenue.
- Challenging assumptions and judgements made by management in respect of significant accounting estimates.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission, or misrepresentation.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https:// www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
## **Other matters**
The prior year's financial statements were not audited.
## **Use of our report**
This report is made solely to the charity’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
- 36 -
## **TEENS UNITE FIGHTING CANCER**
## **INDEPENDENT AUDITOR'S REPORT (CONTINUED)**
## **TO THE TRUSTEES OF TEENS UNITE FIGHTING CANCER**
## Keith Grover
Keith Grover (Dec 19, 2025 10:23:19 GMT)
## **Keith Grover (Senior Statutory Auditor)**
For and on behalf of HB Accountants, Statutory Auditor
Chartered Accountants 28 Plumpton House Plumpton Road Hoddesdon Hertfordshire EN11 0LB Date: ......................... 19/12/25
HB Accountants is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.
- 37 -
## **TEENS UNITE FIGHTING CANCER**
## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
|**Current financial year**
**Unrestricted Unrestricted**
**Restricted**
**funds**
**funds**
**funds**
**general**
**designated**
**2025**
**2025**
**2025**
**Notes**
**£**
**£**
**£**
**Income from:**
Voluntary income
**3**
501,881
-
65,515
Activities for generating funds
**4**
641,012
-
-
Investment income
**5**
18,160
-
-
**Total income**
1,161,053
-
65,515
**Expenditure on:**
Costs of raising funds
**6**
377,795
-
-
Charitable activities
**7**
587,421
-
40,120
**Total resources expended**
965,216
-
40,120
Net gains/(losses) on investments
1,480
-
-
**Net incoming resources before transfers**
197,317
-
25,395
Gross transfers between funds
800,000
(800,000)
-
**Net movement in funds**
997,317
(800,000)
25,395
Fund balances at 1 April 2024
269,833
1,400,000
7,500
**Fund balances at 31 March 2025**
1,267,150
600,000
32,895|**Total**
**2025**
**£**
567,396
641,012
18,160
1,226,568
377,795
627,541
1,005,336
1,480
222,712
-
222,712
1,677,333
1,900,045|Total
2024
**£**
344,223
596,571
25,658
966,452
344,169
418,616
762,785
7,606
211,273
-
211,273
1,466,060
1,677,333|
|---|---|---|
During the year, the Charity utilised a portion of its designated funds to support the acquisition of a residential property in — Hertfordshire, which will become The House of Teens Unite the first purpose-built retreat for teenagers and young adults diagnosed with cancer. Following this expenditure, the balance of designated funds stands at £600,000. These funds remain designated by the Board of Trustees exclusively for the continued development of the site and will be applied in accordance with the Charity’s Designated Funds and Reserves Policy.
The statement of financial activities includes all gains and losses recognised in the year.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
- 38 -
## **TEENS UNITE FIGHTING CANCER**
## **STATEMENT OF FINANCIAL ACTIVITIES (CONTINUED) INCLUDING INCOME AND EXPENDITURE ACCOUNT**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **Prior financial year**
|**Unrestricted Unrestricted**
**Restricted**
**funds**
**funds**
**funds**
**general**
**designated**
**2024**
**2024**
**2024**
**Notes**
**£**
**£**
**£**
**Income from:**
Voluntary income
**3**
253,110
-
91,113
Activities for generating funds
**4**
596,571
-
-
Investment income
**5**
25,658
-
-
**Total income**
875,339
-
91,113
**Expenditure on:**
Costs of raising funds
**6**
344,169
-
-
Charitable activities
**7**
324,103
-
94,513
**Total resources expended**
668,272
-
94,513
Net gains/(losses) on investments
7,606
-
-
**Net incoming resources before transfers**
214,673
-
(3,400)
Gross transfers between funds
(200,000)
200,000
-
**Net movement in funds**
14,673
200,000
(3,400)
Fund balances at 1 April 2023
255,160
1,200,000
10,900
**Fund balances at 31 March 2024**
269,833
1,400,000
7,500|**Total**
**2024**
**£**
344,223
596,571
25,658
966,452
344,169
418,616
762,785
7,606
211,273
-
211,273
1,466,060
1,677,333|
|---|---|
The statement of financial activities includes all gains and losses recognised in the year.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
- 39 -
## **TEENS UNITE FIGHTING CANCER**
## **BALANCE SHEET**
## _**AS AT 31 MARCH 2025**_
|**Notes**
**Fixed assets**
Tangible assets
**13**
**Current assets**
Debtors
**14**
Investments
**15**
Cash at bank and in hand
**Creditors: amounts falling due within one**
**year**
**16**
**Net current assets**
**Total assets less current liabilities**
**Creditors: amounts falling due after more**
**than one year**
**17**
**Net assets**
**The funds of the charity**
Restricted income funds
**19**
Unrestricted funds - general
Unrestricted funds - designated
**20**|**2025**
**£**
48,146
15,099
788,103
851,348
(41,118)|**£**
1,878,906
810,230
2,689,136
(789,091)
1,900,045
32,895
1,267,150
600,000
1,900,045|**2024**
**£**
257,870
20,888
1,426,131
1,704,889
(35,530)|**£**
7,974
1,669,359
1,677,333
-
1,677,333
7,500
269,833
1,400,000
1,677,333|
|---|---|---|---|---|
The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2025.
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.
The members have not required the company to obtain an audit of its financial statements under the requirements of the Companies Act 2006, for the year in question in accordance with section 476.
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.
19 December 2025
The financial statements were approved by the trustees on .........................
.............................. Dr. R. Godfrey **Chair of trustees**
Company registration number 06111574 (England and Wales)
- 40 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **1 Accounting policies**
## **Charity information**
Teens Unite Fighting Cancer is a private company limited by guarantee incorporated in England and Wales. The registered office is Home Farm, White Stubbs Lane, Broxbourne, EN10 7PZ.
## **1.1 Accounting convention**
The accounts have been prepared in accordance with the charity's trust deed, the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016). The charity is a Public Benefit Entity as defined by FRS 102.
The charity has taken advantage of the provisions in the SORP for charities applying FRS 102 Update Bulletin 1 not to prepare a Statement of Cash Flows.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
## **1.2 Going concern**
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
## **1.3 Charitable funds**
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
Endowment funds are subject to specific conditions by donors that the capital must be maintained by the charity.
## **1.4 Incoming resources**
Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.
Gifts and services in kind are included in the accounts at fair view. Income is included in donations and expenses included in the relevant expenditure category.
A grant that specifies performance conditions is recognised in income when the performance conditions are met. Where a grant does not specify performance conditions it is recognised in income when the proceeds are received or receivable. A grant received before the recognition criteria are satisfied is recognised as a liability.
Sales of donated goods are recognised only when these items are sold as it is considered to be impracticable to value these goods upon receipt . Stocks of undistributed donated goods are not valued for balance sheet purposes.
- 41 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **1 Accounting policies (continued)**
## **1.5 Resources expended**
All expenditure is accounted for on an accruals basis and is inclusive of irrecoverable VAT.
## **1.6 Tangible fixed assets**
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
Land and buildings 0% Fixtures, fittings & equipment 25% reducing balance Computer equipment 25% straight line Motor vehicles 25% reducing balance
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
## **1.7 Investments**
Current asset investments are stated at market value.
## **1.8 Impairment of fixed assets**
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
## **1.9 Cash and cash equivalents**
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
## **1.10 Financial instruments**
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
## _**Basic financial assets**_
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
- 42 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **1 Accounting policies (continued)**
## _**Basic financial liabilities**_
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
## _**Derecognition of financial liabilities**_
Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.
## **1.11 Employee benefits**
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
## **1.12 Retirement benefits**
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
## **1.13 Leases**
Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.
## **2 Critical accounting estimates and judgements**
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. 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 where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
- 43 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **3 Voluntary income**
|||**Unrestricted**|**Restricted**|**Total**|**Total**|
|---|---|---|---|---|---|
|||**general funds**|**funds**|**2025**|**2024**|
|||**£**|**£**|**£**|**£**|
||Grants, gifts and donations|263,840|65,515|329,355|295,136|
||Donated goods and services|238,041|-|238,041|49,087|
|||501,881|65,515|567,396|344,223|
||For the year ended 31 March 2024|253,110|91,113||344,223|
|**4**|**Activities for generating funds**|||||
|||||**Unrestricted**|Unrestricted|
|||||**funds**|funds|
|||||**general**|general|
|||||**2025**|2024|
|||||**£**|£|
||Fundraising events|||585,861|525,370|
||Charity Shop income|||55,151|71,201|
|||||641,012|596,571|
|**5**|**Investment income**|||||
|||||**Unrestricted**|Unrestricted|
|||||**funds**|funds|
|||||**general**|general|
|||||**2025**|2024|
|||||**£**|£|
||Income from listed investments|||6,919|6,651|
||Interest receivable|||11,241|19,007|
|||||18,160|25,658|
|**6**|**Costs of raising funds**|||||
|||||**2025**|**2024**|
|||||**£**|**£**|
||Staging fundraising events|||230,846|209,913|
||Charity Shop expenses|||10,832|13,325|
||Staff costs|||110,152|106,315|
||Share of support costs (see note 8)|||21,930|11,546|
||Share of governance costs (see note 8)|||4,035|3,070|
|||||377,795|344,169|
- 44 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **7 Expenditure on charitable activities**
|Staff costs
Teens events and activities
Legal and professional fees
Advertising and promotion
Bank loan interest and charges
Share of support costs (see note 8)
Share of governance costs (see note 8)
**Analysis by fund**
Unrestricted funds
Restricted funds|**2025**
**£**
307,807
144,019
5,508
4,523
61,827
87,719
16,138
627,541
587,421
40,120
627,541|**2024**
**£**
253,254
89,829
13,870
3,198
-
46,184
12,281
418,616
324,103
94,513
418,616|
|---|---|---|
- 45 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
|**8**
**Support and governance costs**
**Support costs**
**Governance**
**costs**
**£**
**£**
Staff costs
19,736
13,573
Depreciation
4,221
-
Premises
57,554
-
Motor and travel
1,240
-
Printing, postage, stationery
and telephone
17,209
-
Information technology
2,627
-
Bank, credit card and
justgiving charges
566
-
Staff expenses
4,542
-
Legal and professional fees
1,856
-
Other expenses
98
-
Audit fees
-
3,600
Accountancy fees
-
3,000
109,649
20,173
Analysed between
Fundraising
21,930
4,035
Charitable activities
87,719
16,138
109,649
20,173|**2025**
**£**
33,309
4,221
57,554
1,240
17,209
2,627
566
4,542
1,856
98
3,600
3,000
129,822
25,965
103,857
129,822|**2024 Basis of allocation**
**£**
25,391
2,658
27,925
1,862
2,628
1,801
599
5,142
1,440
815
-
2,820
73,081
14,616
58,465
73,081|
|---|---|---|
Support and governance costs are allocated between fundraising and charitable activities as decided by the trustees based on what they consider to be a reasonable measure of activity. This year and last year the ratio was 20:80.
## **9 Trustees**
None of the trustees (or any persons connected with them) received any remuneration during the year and were not reimbursed for any expenses.
- 46 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **10 Employees**
## **Number of employees**
The average monthly number of employees during the year was:
|||**2025**|**2024**|
|---|---|---|---|
|||**Number**|**Number**|
||.|12|10|
||**Employment costs**|**2025**|**2024**|
|||**£**|**£**|
||Wages and salaries|408,507|348,122|
||Social security costs|35,547|30,152|
||Other pension costs|7,214|6,686|
|||451,268|384,960|
||The number of employees whose annual remuneration was £60,000 or more were:|||
|||**2025**|**2024**|
|||**Number**|**Number**|
||£60,000 - £70,000|1|1|
|**11**|**Related party transactions**|||
||**Remuneration of key management personnel**|||
||The remuneration of key management personnel was as follows:|||
|||**2025**|**2024**|
|||**£**|**£**|
||Aggregate compensation|105,626|99,214|
The figure reported under ‘Aggregate Compensation’ represents the combined remuneration of the organisation’s senior leadership team. This aggregated disclosure is provided in accordance with reporting requirements and should not be interpreted as the salary of a single individual.
## **Transactions with related parties**
During the year the charity entered into the following transactions with related parties:
||**Purchase of goods**||
|---|---|---|
||**2025**|**2024**|
||**£**|**£**|
|Other related parties|-|280|
- 47 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **12 Taxation**
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
## **13 Tangible fixed assets**
|**Tangible fixed assets**||||
|---|---|---|---|
|**Cost**
At 1 April 2024
Additions
Disposals
At 31 March 2025
**Depreciation and impairment**
At 1 April 2024
Depreciation charged in the year
Eliminated in respect of disposals
At 31 March 2025
**Carrying amount**
At 31 March 2025
At 31 March 2024|**Land and**
**buildings**
**Fixtures, fittings**
**& equipment**
**£**
**£**
-
96,750
1,870,229
3,875
-
(59,315)
1,870,229
41,310
-
94,219
-
2,530
-
(59,315)
-
37,434
1,870,229
3,876
-
2,531|**Computer**
**equipment**
**Motor vehicles**
**£**
**£**
5,294
19,617
1,049
-
-
-
6,343
19,617
1,323
18,145
1,323
368
-
-
2,646
18,513
3,697
1,104
3,971
1,472|**Total**
**£**
121,661
1,875,153
(59,315)|
||||1,937,499|
||||113,687
4,221
(59,315)|
||||58,593|
||||1,878,906|
||||7,974|
The land and buildings relates to the Hertfordshire premises acquired by the charity, which is undergoing a multi-phase development. Phase 1 of the works was completed during the financial year.
## **14 Debtors**
|**Amounts falling due within one year:**
Other debtors
Prepayments and accrued income|**2025**
**£**
28,398
19,748
48,146|**2024**
**£**
214,295
43,575|
|---|---|---|
|||257,870|
## **15 Current asset investments**
|**Current asset investments**|||
|---|---|---|
||**2025**|**2024**|
||**£**|**£**|
|Listed investments|15,099|20,888|
- 48 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
|**16**
**Creditors: amounts falling due within one year**
**Notes**
Bank loans
**18**
Other taxation and social security
Accruals and deferred income
**17**
**Creditors: amounts falling due after more than one year**
**Notes**
Bank loans
**18**
**18**
**Loans and overdrafts**
Bank loans
Payable within one year
Payable after one year
Amounts included above which fall due after five years:
Payable by instalments|**2025**
**£**
10,909
-
30,209
41,118
**2025**
**£**
789,091
**2025**
**£**
800,000
10,909
789,091
731,949|**2024**
**£**
-
9,783
25,747|
|---|---|---|
|||35,530|
|||**2024**
**£**
-|
|||**2024**
**£**
-|
|||-
-|
|||-|
The bank loan is secured by a fixed charge over the freehold property.
## **19 Restricted funds**
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
||**At 1 April 2024**|**Incoming**|**Resources**|**At 31 March**|
|---|---|---|---|---|
|||**resources**|**expended**|**2025**|
||**£**|**£**|**£**|**£**|
|Teens activities|7,500|16,206|(10,581)|13,125|
|Salary costs|-|44,309|(29,539)|14,770|
|Other expenses|-|5,000|-|5,000|
||7,500|65,515|(40,120)|32,895|
- 49 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **19 Restricted funds (continued)**
|**Previous year:**
**At 1 April 2023**
**£**
Teens activities
10,900
Salary costs
-
10,900|**Incoming**
**resources**
**Resources**
**expended**
**At 31 March**
**2024**
**£**
**£**
**£**
17,640
(21,040)
7,500
73,473
(73,473)
-
91,113
(94,513)
7,500|
|---|---|
## **20 Designated funds**
These are unrestricted funds which are material to the charity's activities.
|**At 1 April 2024**
**£**
The House of Teens Unite
1,400,000
**Previous year:**
**At 1 April 2023**
**£**
The House of Teens Unite
1,200,000|**Transfers**
**At 31 March**
**2025**
**£**
**£**
(800,000)
600,000
**Transfers**
**At 31 March**
**2024**
**£**
**£**
200,000
1,400,000|
|---|---|
The Charity’s £600,000 designated funds reported at the end of the financial year were set aside to be used exclusively for the development of the House of Teens Unite site.
## **21 Analysis of net assets between funds**
|**Unrestricted**
**funds**
**Designated**
**funds**
**2025**
**2025**
**£**
**£**
Fund balances
at 31 March
2025 are
represented by:
Tangible assets
1,878,906
-
Current
assets/(liabilities)
177,335
600,000
Long term
liabilities
(789,091)
-
1,267,150
600,000|**Unrestricted**
**funds**
**Designated**
**funds**
**2025**
**2025**
**£**
**£**
Fund balances
at 31 March
2025 are
represented by:
Tangible assets
1,878,906
-
Current
assets/(liabilities)
177,335
600,000
Long term
liabilities
(789,091)
-
1,267,150
600,000|**Restricte**
**d funds**
**2025**
**£**
-
32,895
-
32,895|**Total Unrestricted**
**funds**
**Designated**
**funds**
**Restricted**
**funds**
**2025**
**2024**
**2024**
**2024**
**£**
**£**
**£**
**£**
1,878,906
7,974
-
-
810,230
261,859
1,400,000
7,500
(789,091)
-
-
-
1,900,045
269,833
1,400,000
7,500|**Total**
**2024**
**£**
7,974
1,669,359
-
1,677,333|
|---|---|---|---|---|
||600,000||||
- 50 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **22 Operating lease commitments**
## **Lessee**
At the reporting end date the charity had outstanding commitments for future minimum lease payments under noncancellable operating leases, which fall due as follows:
|Within one year
Between two and five years
In over five years|**2025**
**£**
12,000
36,000
12,000
60,000|**2024**
**£**
-
-
-
-|
|---|---|---|
- 51 -
**Every young person deserves the chance to thrive, and cancer shouldn’t get in the way.**
**Teens Unite ensures that life is still full of possibility for teenagers and young adults living with, and beyond a cancer diagnosis.**