2025-06-30-accounts

Annual report 2024-25

With you, we save lives

Registered Charity Number 1119279

Annual report 2024-25 | Magpas Air Ambulance

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Contents

4 Welcome 6 Our year in numbers 8 Our purpose and culture 8 Statement of public benefit 8 Our vision, mission and values 9 Our history 10 Our strategic goals 2024-29 12 Reflecting on our 2024-25 achievements 13 Outstanding patient care 18 Advancing knowledge & skills 26 Nurturing positive partnerships 32 Sustainability & resilience

42 Reports, accounts and administrative details 43 Trustees’ responsibilities statement 46 Independent auditors’ report 50 Financial review and accounts 72 Reference and administrative details

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Welcome

The 2024-25 annual report and accounts provide us with an opportunity to reflect on the past year, and we are pleased to share some wonderful achievements and milestones Magpas Air Ambulance has celebrated over the past 12 months.

As the Magpas Air Ambulance medical team has continued to be there for patients in their ultimate time of need—saving lives and keeping families together across the region 24/7—we’ve focused on how we can improve this provision even more. This year we’ve seen the introduction of new, advanced pieces of equipment; held specialist training and workshops in our continued professional development days for our clinicians; and recruited another paramedic into our Advanced Paramedic service, which has now been running for three years.

We’ve also worked hard to be there for more patients than ever before with our growing aftercare service. From patient open evenings to our Patient Voices forum, Magpas Air Ambulance is striving to find new ways to not only engage with and support our service users, but also learn from them and have them shape our future.

Another notable development during this time was the introduction of an additional

rapid response vehicle to our fleet, and a new Magpas Air Ambulance helicopter. After an intensive period of procurement, the charity moved to an AW109SP airframe, which landed in September 2024.

These vehicles have allowed our advanced medical teams to continue to deliver the best possible pre-hospital emergency care to patients in their ultimate moment of need. Our doctors and paramedics travelled across 10 counties in 2024-25, at all times of the day and night, responding to 1,796 emergencies in the past year.

Since moving into our new headquarters in late 2023, Magpas Air Ambulance has made a conscious effort to give back to the community that continues to support us.

As part of our commitment to making the new base a true community hub, this year we’ve opened our doors to supporters, local residents and potential donors; offering a unique opportunity to go behind the scenes of our lifesaving work.

These open days have welcomed hundreds of visitors, helping to build stronger connections, raise awareness of our service and inspire continued support of our charity.

In 2025-26 we will need to raise £6.5million to provide our air ambulance service 24/7, and we can only achieve this with your continued support.

As well as building relationships with our community and individual supporters, we’ve also worked closely with neighbouring services this year, established new partnerships and grown existing relationships, working with organisations such as the Defence Medical Service (DMS), police, fire, the NHS ambulance services and hospitals.

Magpas Air Ambulance is a charity powered by people, for people; our renowned clinicians, award-winning staff members, valued former patients and volunteers, and incredible supporters make the lifesaving work we do every day possible.

We are proud of the service we provide and the culture we’ve created, the strength of our values and the incredible support from the communities we serve. Every role here makes a real difference, and every day brings the chance to change someone’s future.

Thank you for being a part of the Magpas Air Ambulance family.

Daryl Brown DipHE BA MA MBE DL Chief Executive Officer

John Bridge Dr Simon Lewis OBE DL FRCEM FIMC Chair of the Executive Medical Board of Trustees Director

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Our year in numbers 2024-25 financial year statistics

From lifesaving missions to the incredible generosity of our supporters, these figures demonstrate the vital impact of our work across the East of England in 2024-25.

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Our purpose and culture

Statement of public benefit

Magpas Air Ambulance trustees have given careful consideration to the Charity Commission’s guidance on the Public Benefit Requirement under the Charities Act 2011; setting the charity’s objectives, activities and services with this in mind.

As Magpas Air Ambulance benefits the public by providing anybody in the East of England and beyond with potentially lifesaving pre-hospital emergency medicine—whenever they need it, wherever they need it, and at no cost—the trustees consider that the charity meets the important principles of the public benefit requirement.

Our history saving lives since 1971

In 1971, two local GPs, Dr Neville Silverston MBE and Dr Derek Cracknell MBE, could see people needlessly dying in road traffic collisions and vowed to do something about it.

What started out as voluntary GPs responding via pagers and attending road traffic collisions in their own cars, is now the most advanced doctors and critical care paramedics providing specialist pre-hospital emergency medical care to patients across the East of England and beyond, 24/7.

Over 50 years on from Derek and Neville’s brainchild, Magpas Air Ambulance has made huge advances in the world of Pre-Hospital Emergency Medicine and treated over 70,000 patients:

saving lives and keeping families together for generations.

To honour their contributions to the charity and the world of PHEM, both founders were honoured at the Magpas Air Ambulance base last year. An English green oak and three silver birch trees were planted at the front of Magpas Air Ambulance Headquarters in memory of Dr Derek Cracknell MBE, and the building’s patient and family room, now known as The Silverston Family Room, was named after Dr Neville Silverston MBE in his honour.

Our vision Deliver the best pre-hospital emergency care to our patients.

Our mission

To save lives and limit disability by taking enhanced emergency care to patients in their moment of need.

Our values We are caring, pioneering, dedicated and proud.

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Our strategic goals
2024-29
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Our goal

Magpas Air Ambulance produces a comprehensive five-year strategic plan, accompanied by detailed annual objectives. Every year, the achievement of these objectives is reviewed alongside the progress made against the five-year plan.

We will provide outstanding clinical care to all our patients by investing in training our clinicians, providing cutting edge equipment, advancing what is currently possible, with a strong underpinning clinical governance to ensure we improve outcomes for our patients.

Our challenge

We are challenged by access to clinical and patient data and dedicated time for our clinicians away from patient care, to support professional activities that enhance clinical care.

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Our goal

We will establish strong relationships, partnerships and a reputation that makes us the top choice for collaboration, enabling us to accomplish our charitable aims and mission to the highest standard.

Our challenge

We recognise that working collaboratively and through partnerships is more effective, but we need to develop the skills, capacity and confidence of our people to be able to build and nurture strong relationships.

Our goal

We will ensure the highest standards of quality and outcomes across the organisation through the continual development and growth of training and knowledge for staff, partners and communities in which we serve.

Our challenge

We recognise the power of our people and data; however, we are challenged by having the skills, systems and technology to effectively develop performance and knowledge.

Our goal

We will create a strong, resilient and caring organisation by investing in diverse and sustainable income streams, minimising our environmental impact and developing the wellbeing and resilience of our people.

Our challenge

The organisation has been used to reacting to immediate need and capabilities; we need to take a longerterm view, planning investment in sustainable income streams and reducing our carbon emissions.

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Reflecting on our 2024-25 achievements

Read on to learn more about how we’ve performed against our strategic goals in 2024-25.

Outstanding patient care

Between the charity’s primary and advanced paramedic services, Magpas Air Ambulance responded to 1,796 emergencies, across 10 counties in and around the East of England in the past financial year (2024-25).

emergency call-outs combined. We’re pleased to report that 71% of the 335 cardiac arrest patients we treated had already received bystander CPR before emergency services arrived, which greatly increases a patient’s chance of survival. This encouraging figure reflects the growing impact of our Community CPR training programme—a key initiative aimed at equipping members of the public with the confidence and skills to save lives. You can learn more about this work on page 25.

Thanks to the medical team’s advanced training and the specialist equipment they can bring to the scene, our critical care doctors and paramedics are able to bring the equivalent of a hospital emergency department to patients, wherever their incident occurs.

Magpas Air Ambulance has continued to advance our clinical services, from taking part in new clinical trials to introducing potentially lifesaving new pieces of equipment such as arterial lines, blood analysis machines (to give us accurate results on the spot) and routinely carrying blood products on every shift.

The Care Quality Commission

Responding around the clock, it’s clear our service is still desperately needed by patients at all times of the day. The charity continued to be called out throughout the night in 2024-25, with 39% of all Magpas Air Ambulance’s activations occurring between 7 pm and 7 am.

Following the same patterns as recent years, life-threatening medical emergencies such as cardiac arrests remained the number one reason for activation, followed by patients injured in road traffic collisions, accounting for 65% of the service’s

Magpas Air Ambulance, and our care, leadership and responsiveness, is currently rated ‘outstanding’ by the Care Quality Commission (CQC). As a charity, we work around the clock to ensure our service will always remain outstanding.

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Aftercare for our patients and loved ones

In 2024-25, we’ve made significant investments to strengthen our patient and family aftercare services.

In addition to expanding our team capacity, we hosted two patient and family open evenings at our headquarters; welcoming individuals who had received our care or been impacted by our service as family or friends of our patients. These events offered a meaningful opportunity to learn more about the charity and the wideranging support available to them.

Magpas Air Ambulance also hosted its first full year of its Patient Voices forum, made up of people who have experienced Magpas Air Ambulance’s service firsthand. The forum was established to learn from patient views and experience, and involve them in the developments of the organisation. This year, members have provided their opinion on critical charity updates, including our five-year strategic objectives which they reviewed and fed back on in detail, ensuring patients’ voices remain at the heart of what we do.

These Patient Voices forum members have also been invaluable at the patient open days, offering unique support to people with shared experience.

Diane’s story

“I woke up face down on the floor, with no feeling below my neck, and could only wonder how long it would take for someone to find me.”

This was Diane’s terrifying experience after her horse stumbled and she was propelled headfirst onto a farm track just a mile from home.

Diane endured 45 minutes on her own, unable to move an inch, until someone found her. She recalls, “When a stranger finally appeared I was nervous and begged him not to move me, but I’m so grateful for him. He called 999 and got hold of my husband, Philip.”

Philip, the emergency services and Magpas Air Ambulance arrived shortly after to get

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Diane the critical care she desperately needed. Philip describes, “After extensive assessment and treating her pain, the doctor told me they were going to airlift Diane to hospital. He was worried about her neck and didn’t think it would be safe to go by land.

“Knowing what I know now, if they hadn’t been there, the alternative could have been catastrophic.”

The hospital confirmed that Diane was paralysed. Philip continues, “I remember massaging her lifeless fingers as we waited for whatever was to come next.” Despite breaking her neck in two places and irreparably damaging her spinal cord, Diane can now live at home with Philip and even walk short distances with a frame.

He sums up, “It’s thanks to Magpas Air Ambulance’s expertise that’s allowed Diane to get to where she is today. Her recovery is a tribute to the medics that dealt with her. It’s comforting to know we have this terrific service available.”

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Carrying blood on board

We have carried blood products for several years, which are used for some of the most seriously injured and ill patients we attend.

Magpas Air Ambulance has always been keen to explore the most appropriate use of this limited and precious resource, and during 2024-25 we participated in the SWIFT trial with NHS Blood & Transplant (NHSBT). This looked at the use of a new blood product (whole blood) that is not available in the NHS. The study will review the outcomes of patients who received whole blood from Magpas Air Ambulance and is due to report on its findings later this year.

Penthrox training for police

Working with our partners in Bedfordshire, Cambridgeshire and Hertfordshire Police, Magpas Air Ambulance has developed an avenue to support them in delivering care to those in need, even before our medical team arrives.

In the last year we have trained over 200 officers from the road policing and armed policing units in the use of Penthrox—a quick acting, strong pain relief delivered via an inhaler. With the first aid skills that they already have, they started using this on patients from August 2025 with our support, including dedicated webpages of advice, information and refresher training.

Whilst waiting for the evidence from this trial, we have partnered with NHSBT Cambridge to provide immediate transfusions of red blood cells and plasma on-scene, transfusing over 40 units of blood to patients this year—a 244% increase on the previous financial year.

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Advancing knowledge & skills

Training the next generation of lifesavers

As one of the oldest emergency medical charities of its kind, and the largest and most experienced PreHospital Emergency Medicine (PHEM) training provider in the UK, Magpas Air Ambulance is proud to train advanced clinicians from all over the country—and the world—in this lifesaving sub-specialty of medicine.

As well as the initial two-week training course that teaches and prepares medics on how to provide care on scene that is usually only available in a hospital emergency department, Magpas Air Ambulance also provides continuous learning opportunities for all team members.

Last year, Magpas Air Ambulance trained five new doctors in PHEM and welcomed a new advanced paramedic to the team. One of our new trainees travelled all the way from Australia to work with our service.

“I have been fortunate to travel from Australia to work with Magpas Air Ambulance in the UK, where PHEM is a recognised subspecialty. The Magpas Air Ambulance team are extremely welcoming, and it has been an honour to learn and work alongside a cohort of excellent and experienced clinicians, enhancing my pre-hospital skills and receiving formal training in this niche area of emergency medicine. The PHEM training course provided invaluable learning and ensured we were ready to respond as part of the clinical team.”

• Ammara Doolabh, Doctor

We invest in the professional development of both clinical and non-clinical staff through specialist training, CPD days, casebased learning and opportunities to get involved in innovative audit and research

projects and committees.

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A reputation worth traveling for

Established as an industry leader, Magpas Air Ambulance attracts doctors, paramedics and aviation crew members from far and wide.

Within the past year, team members have travelled from as far as Devon and Scotland for regular shifts, and we have even had doctors move from the Netherlands and Australia to work with us.

Paramedic recruitment

In the spring we underwent the process of recruiting a new HEMS paramedic, who will begin working with Magpas Air Ambulance later in 2025.

47 candidates applied for the role, 15 were selected for a day of clinical examinations, 5 went on to undergo observer shifts and, after robust formal interviews and skills tests, 1 person was selected.

It was exciting to see that the successful candidate was no stranger to Magpas Air Ambulance, having volunteered to help at many of our clinical training courses for over 10 years, starting as a student paramedic. Once again showcasing the impact our training courses have on not just the current intake of medics, but also the next generation of lifesavers.

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Developing our major incident response

Magpas Air Ambulance can be called to attend a major incident at any moment, supporting with the management of these often chaotic incident scenes, and in the past year we have worked to improve our capabilities of this service provision.

One example includes streamlining our clinical and operational processes to integrate and align better with the ambulance service: updating our equipment

and creating new resources, such as window report cards, to be used specifically for large-scale, high-pressure emergencies.

Additionally, Magpas Air Ambulance has been improving its education and training on the subject, including delivering new triage training to the charity’s medical team and East of England Ambulance Service staff.

Our major incident lead also attended a specialist exercise with the East Midlands Ambulance Service as a charity representative, and we are looking at software in the aircraft which could increase multi-agency situational awareness in the event of a major incident, too.

Business continuity training

Magpas Air Ambulance is committed to developing the skills of its entire workforce, including our non-clinical teams. This year, senior charity staff took part in dedicated business continuity training, designed to strengthen our organisational resilience.

The programme combined theoretical learning with practical tabletop exercises, equipping participants with the tools to effectively

manage a crisis. By harnessing the diverse expertise across our team, we are ensuring that Magpas Air Ambulance can continue delivering its lifesaving mission... Even in the face of unexpected challenges.

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Community CPR

In 2024-25, Magpas Air Ambulance trained over 6,000 people in the lifesaving skills of CPR and how to use a defibrillator via the charity’s Community CPR programme.

With an almost even split between adults and children trained, the charity is equipping a new generation of CPR providers and refreshing skills. We’re proud to have maintained another year of 100% of participants saying they came away feeling confident they could provide CPR, would be able to use a defibrillator and would be willing to help in the event of a cardiac arrest.

After research showed women are less likely to receive bystander CPR than men in the event of an out-of-hospital cardiac arrest, Magpas Air Ambulance has been determined to make CPR education accessible and inclusive; ensuring people

feel confident to act in an emergency, regardless of the patient’s gender.

This year, the charity forged a partnership with local Football Associations and has already taught more than 100 female youth football players in Bedfordshire, and coaches of women’s and girl’s teams in Cambridgeshire, with more training in the pipeline. We also trained various women’s groups, raised awareness of the disparity in the media and secured funding to invest in female training manikins.

With a new corporate lead in post, this year has also seen the CPR training provision for businesses increase significantly. Mutually beneficial partnerships are being created that not only enhance workplace safety and foster a community of preparedness, but also secure sustained support for Magpas Air Ambulance’s lifesaving service.

“I cannot stop thinking about your training and how brilliant it was. I was telling my daughter how to do CPR and how easy it was to do but only once you are shown. You explained it so well, I told her she must come to one of your training sessions. It honestly hasn’t left me, I really enjoyed it, thank you very much.”

• Community CPR training participant

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Nurturing positive relationships

“I’ve seen first-hand how much the NHS has learnt from military medicine, especially during times of conflict. Being able to give something back through this collaboration means a great deal to me. It’s about sharing experience, building mutual respect and ultimately doing everything we can to improve care for those injured in the most challenging environments, including on the battlefield.”

• Andy Smith, Magpas Air Ambulance’s Clinical Operations Manager and veteran DMS Paramedic (Sqn Ldr rtd)

Supporting the armed forces in innovative ways

Magpas Air Ambulance has always had a deep-rooted connection with the armed forces, with many of our doctors, paramedics and staff having served.

Now, as well as signing the Armed Forces Covenant and becoming the first air ambulance charity in the UK to earn the Gold Award in the Defence Employer Recognition Scheme for our outstanding support of current and former armed forces personnel, Magpas Air Ambulance has launched a new initiative with Defence Medical Services (DMS).

This summer, through close partnership working between Magpas Air Ambulance and the military, the charity facilitated a placement for a DMS army paramedic to shadow our advanced medical team for three weeks.

This placement has proven invaluable to help prepare them for deployment.

Magpas Air Ambulance’s medics work in environments that mirror the high-pressure, high-risk conditions familiar to military medics, including kit management, working in small teams around an airframe, and treating patients in time-critical and difficult conditions.

Initiatives like this showcase the meaningful collaboration between military and civilian medical teams, which not only strengthens clinical capability, but also improves patient care across sectors.

Christopher Walkinshaw DL, Board member of the East Anglian Reserve Forces and Cadets Association and chair of the Regional Employer Engagement Group, praised the charity, stating: “Magpas Air Ambulance clearly demonstrates its strong commitment to supporting armed forces personnel, exemplifying the values of the Armed Forces Covenant. The Gold Award given to Magpas Air Ambulance underscores the charity’s ongoing dedication to ensuring that armed forces personnel and their families are treated fairly and supported—both within the charity and across the wider community.”

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Sharing for success

The fundraising and marketing teams from Magpas Air Ambulance and the region’s neighbouring air ambulance charities came together once again this year for their fifth annual ‘Sharing for Success’ event.

The day has grown year on year and provides attendees with an opportunity to learn from industry experts and share best practice, as well as making the most of discussion and breakout groups with colleagues and counterparts across the region.

We believe that through close collaboration we can work more effectively for the benefit of our patients. We know that our supporters appreciate seeing charities working together, and this year the event received sector recognition by being shortlisted for a national innovation award.

Attendance at a royal charity forum

For her 75th birthday, Her Royal Highness The Princess Royal—Magpas Air Ambulance’s royal patron—invited chairs and CEOs from a selection of charities which she supports to Buckingham Palace for a day of discussions and networking.

Magpas Air Ambulance CEO, Daryl Brown MBE DL, and Chair, John Bridge OBE DL, represented our charity at the event. They connected with other sector leaders and heard from a range of people and organisations on the panel, including the CEO of the Charity Commission and the Kings Fund. The event also had a spotlight on the advancement of digital and artificial intelligence; the opportunities and risks it presents to UK charities.

Creating Continued community with professional open days partnerships

We’re proud to continue developing professional relationships with organisations in our community. Local graphics and signage company Motive Graphics has kindly been supporting Magpas Air Ambulance for almost five years.

To help build connections with our local community, Magpas Air Ambulance opened its doors for several open days this financial year… Something the charity has not been able to facilitate before being in the new headquarters in Alconbury Weald.

We welcomed 347 people over 3 open days, who all had the unique opportunity to see behind the scenes of Magpas Air Ambulance, find out more about the charity and learn new skills, including CPR. These also provided fundraising opportunities, with donations being made and people showing interest in our charity challenges and volunteering opportunities.

Since moving into the new Magpas Air Ambulance Headquarters, the Motive Graphics team has been invaluable in bringing our brand to life throughout the building, including installing a number of largescale wallpapers and vinyl quotes in our public and meeting spaces. This year, they’ve taken their support a step further, making an additional donation of £4,000 to Magpas Air Ambulance and sharing their support online.

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Our workforce

Magpas Air Ambulance is driven by a dedicated team of some of the UK’s leading clinicians and award-winning professionals—all united by a shared commitment to delivering the charity’s lifesaving mission.

As well as supporting our team by cultivating an open, honest and encouraging environment, we also ensure mental health support is readily available for all and provide a calendar of wellbeing initiatives.

This year, the wellbeing committee has worked particularly hard on creating clubs that help build the Magpas Air Ambulance community; including breakfast club, craft club, film club and run club. The team of wellbeing champions, who are all qualified in Mental Health First Aid, also played a major role in creating and introducing the charity’s first reproductive health policy which was received extremely positively by staff.

Magpas Air Ambulance also saw various members of its workforce in receipt of awards in 2024-25 for a variety of achievements, including:

Sam Disney and Scott Todd who both won awards at the Air Ambulance Awards of Excellence this year. Volunteer Lead, Sam, won the Charity Staff Member of the Year award for transforming Magpas Air Ambulance’s volunteer programme and increasing our number of volunteers by an impressive 38%. And Scott won the Operations Support Staff of the Year award for consistently going above and beyond his duties to help the charity—both operationally and with fundraising and marketing.

Magpas Air Ambulance CEO, Daryl Brown MBE DL, won the Exceptional Excellence award at the British Quality Foundation UK Excellence Awards, held at Wembley Stadium. Daryl was presented with his award by HRH the Princess Royal and the president of BQF, Karen Leftley. The award is a testament to his leadership, commitment to excellence and passion for Magpas Air Ambulance.

Finally, our Medical Director, Dr Simon Lewis, was awarded the prestigious Faculty of Pre-Hospital Care medal by the Royal College of Surgeons of Edinburgh. The award recognises exceptional individuals who have gone above and beyond to deliver fundamental and developmental change within the faculty of pre-hospital care.

This year our workforce has continued to embody and display our organisational values of caring, pioneering, dedicated and proud, and as much as we can talk about our workplace culture, we think our staff feedback speaks for itself…

“Working at Magpas Air Ambulance is incredibly rewarding. As part of the clinical governance and aftercare teams, and a mental health first aider, I feel proud to support our clinical crew, the wider team and the patients and families we care for. It’s a privilege to work with such passionate people across the organisation, all contributing to bringing advanced, lifesaving care directly to those who need it.”

- Rachel Carter, charity staff member

“I’m one of a few members of staff who has worked at Magpas Air Ambulance for many years, and that’s testament to how much I love it here.

It’s been amazing to see the charity and team grow, and it’s really lovely now the whole family is under one roof: with clinical operations and charity staff all working out of our new base.

I’ll never tire of speaking with our patients, supporters and volunteers. 17 years on, I still don’t get the Sunday blues—I’m as proud as ever to work here!”

- Debbie Florence, charity staff member

“I completed a Clinical Fellowship with Magpas Air Ambulance, which was such an amazing experience. Initially it felt quite daunting to practise medicine outside the safe walls of a hospital. However, the excellent training course and supervised shifts provided by Magpas Air Ambulance prepared me very well for the job—and the team of highly experienced critical care paramedics guided me through the first months! I have never felt such a strong team bond at work as I experienced at Magpas Air Ambulance, with both clinical and non-clinical colleagues. I am very grateful that Magpas Air Ambulance offered me a chance to start my career in PHEM, and I can’t recommend working with the charity enough.”

- Rob Verheul, doctor

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Sustainability & resilience

Carbon offsetting

Magpas Air Ambulance has made significant strides in advancing our environmental sustainability efforts this year. Initiatives include the installation of 83 solar panels on our headquarters, the planting of 2,000 trees on-site, the introduction of electric support vehicles and 10 electric vehicle charging stations. While these developments mark important progress, our commitment to continuous improvement drives us to seek new and innovative ways to reduce our environmental impact.

commercial airlines will have to sign up to by 2027). This scheme calculates the cost to offset our carbon emissions through green initiatives, and the annual cost has been kindly donated by Cambridgeshire company, Dews Coaches. The business will also be contributing to an annual grant within Magpas Air Ambulance to help us develop more initiatives to reduce our carbon footprint.

From 1st October 2024-31st March 2025, this scheme has already offset 35 tonnes of carbon—the equivalent of planting 1,600 trees.

The Magpas Air Ambulance helicopter can be a vital lifeline for people in their darkest moments. As well as being able to airlift patients to hospital, it crucially brings the emergency department to the patient in hard-to-reach locations. However, it’s no secret that running a helicopter has an environmental impact, and the charity is doing all it can to help combat that.

In 2025, we secured grant funding to help us map out our carbon output and find ways to reduce our carbon footprint. With 80% of our carbon emissions annually coming from the helicopter, we are delighted to announce we have signed up to the CORSIA international carbon offset scheme this financial year (something all

Community planting

In National Tree Planting Week, five school children from our local Alconbury Weald Infants School visited the Magpas Air Ambulance base to plant some new hedgerow, in what will become a garden area in the grounds of our headquarters; a space for our clinicians, staff, volunteers and patients to take some time out and enjoy nature. The students were selected specially as they had all previously fundraised for Magpas Air Ambulance.

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Lifesaving fundraising

2024-25 was a very busy year for the fundraising and marketing teams at Magpas Air Ambulance. We continued our focus on developing sustainable, long-term income streams, combined with building strong and impactful partnerships and increasing brand awareness.

The team raised a total of £5.5million to fund the charity’s lifesaving services. A reduction on the previous year, mainly due to the huge difference in legacy income realised within the year (£1m in 202324, compared to £185k in 2024-25). The organisation relies heavily on the success of all its income streams, but legacy income can have a transformational impact. As such, the team has looked carefully at previous data to improve our ability to manage and forecast legacy income, as well as developing how we communicate about gifts in wills to our current and future supporters.

The Magpas Air Ambulance lottery and superdraw continued to be the charity’s biggest source of income, generating over £3.5million to fund our lifesaving service, whilst also producing one £5,000 and over fifty £1,000 winners throughout the year.

We also continued to invest in increasing the number of supporters giving a regular monthly donation, welcoming an additional 6,000 supporters to the Magpas Air Ambulance charity. Their monthly gifts enable the operations team to plan and develop services with confidence in the knowledge that this regular funding is available. In total, Magpas Air Ambulance received over £1.2million in donations throughout the year.

This year we were proud to be the beneficiary charity of the historic Chariots of Fire relay race through Cambridge’s historic city centre. Almost 300 teams took part, including a Magpas Air Ambulance team consisting of doctors, paramedics and aircrew running alongside one of our former patients. Despite torrential rain on the day, it was a fantastic event to be part of that raised in excess of £45,000 for the charity. We’re very grateful to HCR Hewitsons for their support.

We also finished the year as the chosen charity for the Kirtling Towers open garden event as our patrons, Lord and Lady Fairhaven, opened their beautiful private gardens to over 2,000 people in aid of Magpas Air Ambulance.

In 2024-25, we also welcomed a new corporate partnerships lead, dedicated to building strong, long-term relationships with companies who share our vision. These partnerships go beyond financial support; creating opportunities to work together strategically, raising awareness, inspiring staff and helping to save lives.

The generosity of our corporate supporters has made a real and lasting difference this year. We are especially grateful to partners such as Cooper Barnes, Juddmonte, Parker Motor Services and Godolphin Management Company, whose contributions have been truly significant. A particular highlight was long-term supporter, The One Group, reaching a remarkable milestone as the recruitment company became our first corporate partner to raise more than £150,000 for our lifesaving cause.

We are also proud to continue building strong relationships with organisations including Skanska, National Highways, Paragraf, AM Fresh, MM Flowers and Bennetts, whose ongoing commitment helps ensure we can be there for those who need us most.

People from all walks of life took on a wide range of challenge events to raise vital funds for Magpas Air Ambulance,

too. From running the Cambridge Half Marathon or trekking up mountains to adrenaline-pumping wing walks and skydives, and everything in between. Among them was former patient Scott, who took on an epic wheelchair push that you can read more about on page 37.

Gifts in kind are a really important way of supporting the charity and mean that even more of our fundraised income can be spent where it is needed the most. This year, we received gifts in kind such as £28,000 towards the livery of our helicopter and fleet of rapid response vehicles, as well as services provided free of charge to support our marketing and facilities objectives.

Volunteering at Magpas Air Ambulance also went from strength to strength throughout the year, with volunteers donating a total of 4,283 hours of time to support the lifesaving charity in 2024-25. This equates to more than two full-time members of staff, or the cost of being able to cover an additional 24 lifesaving missions. Volunteer numbers increased for the second year running by nearly 40%, and we were able to present 40 volunteers with awards through our new recognition scheme that was launched at the beginning of the year. These huge successes were also recognised nationally at the Air Ambulance Awards of Excellence in December.

Magpas Air Ambulance received 0 (zero) fundraising complaints in the financial year of this report, (0 ‘zero’ in 2023-24).

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Grants & trusts

Support from grants and trusts continued to be a key income source for Magpas Air Ambulance in 2024-25, as £246,844 was raised via this income stream in the past financial year.

Support from these organisations is incredibly important as we continue to invest in state-of-the-art equipment, deliver projects and ultimately save lives and keep families together across the region.

Acknowledgements

While we formally acknowledge all our funders’ generous contributions, our special thanks go to the following for making a notable contribution to our work during the last financial year:

The HELP Appeal

The James Tudor Foundation The Payne-Gallwey Charitable Trust Wixamtree Trust The Rowney Trust The Grace Trust The Valiant Charitable Trust Frank Litchfield Charitable Trust Castle Air

Scott’s story

Scott was restoring a third-storey house window when his ladder collapsed under his feet in September 2022.

He plummeted to the ground, his legs snapping in the rungs of the ladder on impact. Scott explains, “I was left suffering with a fractured spine, pilon fractures and breaks to both of my legs and ankles, a broken shoulder in three places and a head injury.”

“My phone was in the kitchen, and I quickly realised no one would be back for hours… I knew I had to drag myself inside to call 999.”

Miraculously, Scott managed this agonising feat and an ambulance crew and the Magpas Air Ambulance team were dispatched to the scene. Scott continues, “I still remember hearing the helicopter and feeling so relieved when the Magpas Air Ambulance team arrived, as I knew I was in safe hands.”

Magpas Air Ambulance Doctor Jon Townsend and Critical Care Paramedic Shaunna Truskinger sedated him at the scene—a procedure they can only provide outside of a hospital thanks to their advanced training and equipment—before

stabilising his injuries. They pulled his legs into place, treated his head wound and placed him on a spinal board, before working with an extrication team to manoeuvre him out of the property.

For Scott, it’s still a long road to recovery, however his admirable resilience has already seen him push himself beyond expectations from doctors. Scott explains, “I knew of the vital service air ambulances provide, but I never knew I would be relying on them one day! Simply put, I owe the Magpas Air Ambulance team my life”.

This year, despite still needing ongoing surgery to help with his rehabilitation and his leg currently encased in an external cage, Scott went the extra mile to show his gratitude and tackled the gruelling challenge of completing 100 miles in his wheelchair in May; raising over £5,000 for the charity which saved his life.

Scott says, “I am only here because of Magpas Air Ambulance, and I’ve seen the effort their fundraising team puts in year-round to keep the charity going. I’ve now upped my challenge to 300 miles by September and am committed to giving back and raising £10,000 for this service.”

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A new lifesaving fleet has landed

2024-25 saw the introduction of the new Magpas Air Ambulance helicopter and three new rapid response vehicles (RRVs), increasing the emergency cars the charity has available to four.

The new AW109SP helicopter replaced our previous aircraft and was carefully fitted to allow our doctors and critical care paramedics to bring what is effectively

an A&E department to their patients’ side, wherever their incident occurs.

Due to its compact size and shape, it is quicker to start up and nimbler in the air— flying at speeds of 170–200 mph. It also allows the Magpas Air Ambulance team to land in smaller spaces, increasing the landing sites available and decreasing the response time in some cases.

Up to four people can fit in the cabin— including a patient on a stretcher—and it is flown by a Magpas Air Ambulance pilot

and technical crew member, who sit in the cockpit.

Our RRVs carry exactly the same kit bags as the air ambulance, meaning our team has access to the same level of equipment and drugs they do on board the helicopter.

The new vehicles are an emergency services specification version of the Volvo XC90 SUV, with benefits over a standard road car such as an advanced braking system and larger fuel tank. Additionally, they’re all fitted with the latest emergency

light and safety systems, including handsfree communication devices and a sat nav system that is activated by the NHS critical care desks.

Understanding the need for these cars and the care they can help bring to patients, the HELP Appeal generously donated £88,177 to help purchase two of the charity’s new vehicles.

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Financial strategy

Magpas Air Ambulance raised £5,565,822 (2023-24 as restated: £6,566,886) through fundraising activities in the 12 months ending 30 June 2025.

While overall income was lower than the previous year, this was primarily due to a significant reduction in legacy income.

Total expenditure during the year was £5,981,247 (2023-24 as restated: £5,217,796), reflecting increased investment in delivering and sustaining our frontline service, and at the year-end, there were total funds of £4,889,443 (2023-24 as restated: £5,304,868).

While the charity aims to maintain three months’ worth (£1.1m) of operating capital as unrestricted reserves, it currently has £655,305 (2023-24 as restated £1,880,303). The 2024-25 financial year resulted in a deficit of £415,425 (2023-24 as restated £1,349,090 surplus). The deficit was planned by the trustees and was due to a number of factors, the primary reason being that trustees decided to repay £750,000 of borrowing to SIB relating to the base build earlier than planned. This was done to significantly reduce monthly

interest payments. Secondly, there was an additional government pay settlement for doctors nationally, which was also applied to Magpas Air Ambulance, and the East of England Ambulance Service NHS Trust levied significant additional charges for paramedic staffing for the year.

The charity has also invested in plans to grow income and bolster our reserves in future years to support planned development in clinical activity.

Magpas Air Ambulance could not operate without the generosity of its supporters. We remain deeply grateful for the continued backing we receive from the public, community groups, corporate partners and grant funders, whose commitment makes our lifesaving work possible.

These figures highlight both the

generosity of our supporters and our commitment to directing funds where they make the greatest difference to patient care.

Helicopter lease

At the start of the financial year, Magpas Air Ambulance secured a new helicopter on a four-year arrangement, representing a significant investment in our frontline capability.

This commitment ensures that we can continue to provide a rapid, reliable service for our patients while managing costs in a planned and sustainable way. The helicopter will be in

operation until 2028,

giving us stability in our fleet planning and allowing us to focus on delivering the highest standards of care.

Importantly, the environmental impact of operating the aircraft is fully balanced through our carbon offsetting scheme, ensuring that our vital service remains sustainable for the future as well as lifesaving in the present.

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Reports, accounts and administrative details

Read on for our trustees’ responsibilities statement; independent auditors’ report; financial review and accounts; and reference and administrative details.

Statement of Trustees’ responsibilities

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 30 June 2025. The trustees have adopted the provisions of 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) (effective 1 January 2019).

Company law 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 charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charity SORP;

• make judgements and estimates that are reasonable and prudent;

• state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

• there is no relevant audit information of which the charitable company’s auditors are unaware; and

• the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

Auditors

The auditors, GH Audit Limited, will be proposed for re-appointment at the forthcoming Annual General Meeting.

Report of the trustees, incorporating a strategic report, approved by order of the board of trustees, as the company directors, on 20 October 2025 and signed on the board’s behalf by:

John Bridge OBE DL Chairman, Board of Trustees Date: 20 October 2025

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Structure, management and governance

Governing document

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

Constitution

The company is registered as a charitable company limited by guarantee and was set up by a Trust Deed. The charitable company is constituted under a Trust deed and is a registered charity number 1119279. The company was incorporated on 22/02/2007 and commenced trading on that date.

Method of appointment or election of trustees

The management of the charitable company is the responsibility of the Trustees who are elected and co-opted under the terms of the Memorandum and Articles of Association/ Charity Constitution. As an Incorporated Charity, Magpas Air Ambulance operates under its Memorandum and Articles of Association/Constitution which were updated and approved by special resolution during the Extra Ordinary General Meeting held on the 18th of December 2019.

The articles set out the formal structure and organisation of the Charity, how it manages its affairs and how it will comply with Charity law and the requirements of the Companies Act 2006 as a Company limited by guarantee.

The Magpas constitutional documents set out details of the formal membership. Full membership of the charity shall be open to:

Directors and former Directors of the charity, current clinically active members of the team, past clinically active medical practitioners, who have provided a service to the charity up to the period beginning not more than three years prior to an Annual General Meeting

As members of the Charity, there could be a financial obligation towards any liabilities incurred, but this is limited to a maximum of £10 for any individual.

Under the rules laid out members will annually elect (with exceptions as noted) an Executive Committee of Directors, who are also Trustees, to serve as the administering body of the Charity. This Executive Committee comprises all Trustees of Magpas. Trustees are appointed for a fixed term, up to 1/3rd will retire according to longevity of service, but they may offer themselves up for re-election.

decision-making processes, the business plan and recent financial performance of the charity. Trustees are encouraged to attend appropriate external and internal training events where these will facilitate the undertaking of their role.

Trustees complete an annual Directors Declaration and sign acceptance of the Magpas Charity Directors Policy and code of conduct.

The Trustees’ main role is the formulation of strategic long-term policy for the Charity (5-year strategic business plan) as well as monitoring performance and retaining a general oversight on the provision and management of the Charity resources and clinical service.

The executive team and committees

The Chief Executive Officer is responsible for more detailed, on-going activities of the Charity and is principally responsible for the management of staff and volunteers, provision of service and day to day finances of the Charity.

The Clinical Governance Committee, which is led by the Charity’s Medical Director, concentrates on the management and direction of the Charity’s clinical activities. The Committee manages all processes to ensure quality and safety within the Charity’s clinical services. The Clinical Governance Committee along with the Care Quality Commission Lead and Registered Manager are responsible for the Charity’s on-going Care Quality Commission registration. The Clinical Governance Committee produces monthly Governance Reports which detail and monitor clinical and operational activity for a given month. These reports are shared with all NHS partners.

The Executive Leadership Team, which is led by the Charity’s Chief Executive Officer, concentrates on the day-to-day management of the Charity, its finances and regulation via the Gambling Commission, Fundraising Standards Authority, Association of Air Ambulances and Charity Commission. Two appointed Trustees and the Clinical Directorate are invited to attend the monthly meetings. The Committee produces a monthly report which is submitted to the Trustees of the Charity for scrutiny. Remuneration of the Executive team is agreed annually by the Board of Trustees and benchmarked against others in the sector.

Public benefit

The Trustees have had due regard for the Charity Commission’s guidance on public benefit as detailed within the Trustees’ Report.

Fundraising standards

MAGPAS has adopted principals of GDPR legislation and also has safeguarding policies to protect the data of vulnerable people and other members of the public from:

• Unreasonable intrusion on a person’s privacy;

Policies adopted for the induction and training of trustees

Trustees undergo an orientation session to brief them on their legal obligations under charity and company law, the Charity Commission guidance on public benefit, and inform them of the content of the Memorandum and Articles of Association, the committee and

• Unreasonable persistent approaches for the purpose of soliciting or otherwise procuring money or other property on behalf of the charity;

• Placing undue pressure on a person to give money or other property.

For full details of our fundraising activities please refer to the front section of the Trustees’ Report.

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Report of the independent auditors to the members of Magpas Air Ambulance

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

Opinion

We have audited the financial statements of Magpas (the ‘charitable company’) for the year ended 30 June 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and 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 by law and United Kingdom Accounting Standards (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 30 June 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, 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 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.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

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 Auditors’ responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company 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 charitable company’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.

• the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the Report of the Trustees has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

As explained more fully in the Statement of Trustees’ Responsibilities, the trustees (who are also the directors of the charitable company for the purposes 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

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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 charitable company’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.

Our responsibilities for the audit of the financial statements

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 a Report of the Independent Auditors 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 how it operates and considered the risk of the Charity not complying with the applicable laws and regulations including fraud in particular those that could have a material impact on the financial statements. This included those regulations directly related to the financial statements. In relation to the Charity this included employment law, financial reporting and health & safety.

• We have enquired of management about any actual or potential litigation claims, and any known instances of non-compliance - none were identified as a result of our enquiries.

We assessed the appropriateness of the competence and capabilities of the engagement team, including the teams knowledge of the industry and the appropriateness of their practical experience through training and participation with audit engagements of a similar nature.

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 for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditors’ 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 charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

The risks were discussed with the audit team, and we remained vigilant to any indications of noncompliance throughout the audit. We carried out specific procedures to address the risks identified these included the following:

• We reviewed systems and procedures to identify potential areas of management override risk. In particular, we completed testing of manual journals, specifically those relating to large or unusual entries or entries relating to management estimates.

• We tested the assumptions and judgements made by management in its significant accounting estimates including reviewing historical data to assess the appropriateness of previous assessments.

• We reviewed minutes of Trustee Board meetings for indication of error of fraud occurrence.

Emma Wilsher FCA (Senior Statutory Auditor) for and on behalf of GH Audit Limited Unit 1b

Focus 4 Fourth Avenue Letchworth Hertfordshire SG6 2TU

Date: 20 October 2025

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Statement of financial activities for the year ended 30 June 2025

					2025	2024
		Unrestricted	Designated	Restricted	Restricted Total	Total
		fund	funds	funds	funds	funds
						as restated
	Notes	Notes £	£	£	£	£
INCOME AND
ENDOWMENTS FROM
Donations and legacies	2	860,405	-	113,967	974,372	2,062,321
Other trading activities:
Fundraising	3	4,512,434	-	-	4,512,434	4,424,474
Trading activities	4	33,892	-	-	33,892	36,111
Investment income	5	8,749	-	-	8,749	2,988
Other Income	6	36,375	-	-	36,375	40,992
Total		5,451,855	-	113,967	5,565,822	6,566,886
EXPENDITURE ON
Raising funds		2,077,393	-	-	2,077,393	1,652,522
Immediate medical care costs	Immediate medical care costs	3,635,372	231,669	36,813	3,903,854	3,565,274
Total	Total7	5,712,765	231,669	36,813	5,981,247	5,217,796
NET
INCOME/(EXPENDITURE)		(260,910)	(231,669)	77,154	(415,425)	1,349,090
Transfers between funds	24	(964,088)	1,111,980	(147,892)	-	-
Net movement in funds	(1,224,998)		880,311	(70,738)	(415,425)	1,349,090
RECONCILIATION OF
FUNDS
Total funds brought forward		1,880,303	3,350,360	74,205	5,304,868	3,955,778
TOTAL FUNDS CARRIED
FORWARD		655,305	4,230,671	3,467	4,889,443	5,304,868

Balance sheet 30 June 2025

		2025	2024
			as restated
	Notes	£	£
FIXED ASSETS
Intangible assets	15	23,358	27,605
Tangible assets	16	7,134,804	7,185,416
Investments	17	35,604	24,448
		7,193,766	7,237,469
CURRENT ASSETS
Debtors	18	979,955	1,301,052
Cash at bank		685,145	1,472,314
		1,665,100	2,773,366
CREDITORS
Amounts falling due within one year	19	(1,212,464)	(1,131,195)
NET CURRENT ASSETS		452,636	1,642,171
TOTAL ASSETS LESS CURRENT
LIABILITIES		7,646,402	8,879,640
CREDITORS
Amounts falling due after more than one year 20	Amounts falling due after more than one year 20	(2,756,959)	(3,574,772)
NET ASSETS		4,889,443	5,304,868
FUNDS	24
Unrestricted funds:
Unrestricted Funds		655,305	1,880,303
Designated fixed asset funds (net of loans)	Designated fixed asset funds (net of loans)	4,230,671	3,350,360
		4,885,976	5,230,663
Restricted funds TOTAL FUNDS		3,467 74,205 4,889,443 5,304,868 ~~—~~

The financial statements were approved by the Board of Trustees and authorised for issue on 20 October 2025 and were signed on its behalf by: John Bridge OBE DL Chairman, Board of Trustees Date: 20 October 2025 .

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Cash flow statement for the year ended 30 June 2025

Notes Cash flows from operating activities Cash generated from operations 1 Net cash provided by operating activities Cash flows from investing activities Purchase of tangible fixed assets Sale of tangible fixed assets Interest received Investment revaluation Net cash used in investing activities Cash flows from financing activities New loans in year Loan repayments in year Capital repayments in year Net cash (used in)/provided by financing activities Change in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting period Cash and cash equivalents at the end of the reporting period	2025 £ 330,655 330,655 (176,027) (783) 8,749 (11,156) (179,217) - (919,678) (18,929) (938,607) (787,169) 1,472,314 685,145	2024 as restated £ 888,269 888,269 (538,928) 5,300 2,988 - (530,640) 771,187 (139,828) (24,271) 607,088 964,717 507,597 1,472,314

Notes to the cash flow statement for the year ended 30 June 2025

1. RECONCILIATION OF NET (EXPENDITURE)/INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES

Net (expenditure)/income for the reporting period (as per the Statement of Financial Activities) Adjustments for: Depreciation charges Profit on disposal of fixed assets Interest received Decrease/(increase) in debtors Increase/(decrease) in creditors Net cash provided by operations	2025 £ (415,425) 231,669 - (8,749) 321,097 202,063 330,655	2024 as restated £ 1,349,090 220,992 (5,300) (2,988) (50,697) (622,828) 888,269

2. ANALYSIS OF CHANGES IN NET DEBT

Net cash Cash at bank Debt Finance leases Debts falling due within 1 year Debts falling due after 1 year Total	At 1.7.24 £ 1,472,314 1,472,314 (70,986) (272,396) (3,522,716) (3,866,098) (2,393,784)	Cash flow £ (787,169) (787,169) 18,929 120,794 798,884 938,607 151,438	At 30.6.25 £ 685,145 685,145 (52,057) (151,602) (2,723,832) (2,927,491) (2,242,346)

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Notes to the financial statements for the year ended 30 June 2025

1. Accounting policies

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) ‘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) (effective 1 January 2019)’, Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ and the Companies Act 2006. The financial statements have been prepared under the historical cost convention, with the exception of investments which are included at market value, as modified by the revaluation of certain assets.

Donations are recognised when the Charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance before the Charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the Charity and it is probable that those conditions with be fulfilled in the reporting period.

Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

For legacies, entitlement is taken as the earlier of the date on which either: the Charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the Trust that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the Charity has been notified of the executor’s intention to make a distribution. 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.

Going concern

The financial statements are to be prepared on the going concern basis following a review of the organisation by the Board of Trustees, who have developed an appropriate operating plan and financial model which should reasonably expect to see the Charity to operate just above breakeven, in line with its charitable objectives.

To do this, they have considered whether there are any material uncertainties as to the Charity’s ability to continue as a going concern.

The Charity has prepared cash flow forecasts for a period of at least 12 months forward, which demonstrate that the cash reserves will continue to meet liabilities as they fall due.

The Charity is investing in fundraising activities to generate income and increase profile within its community. The return on this investment and the overall financial performance is continuously monitored by both the Executive Leadership Team and Board of Trustees. Cost reduction measures have been identified, should income be lower than anticipated.

Income

All income is recognised once the charity has entitlement to the income, it is probable that the income will be received, and the amount of income receivable can be measured reliably.

Income received from participants of the lottery is recognised on the date of the draw to which the participant is being entered.

Gifts in kind donated for distribution are included at valuation and recognised as income when they are distributed to the projects. Gifts donated for resale are included as income when they are sold.

Donated facilities are included at the value to the Charity where this can be quantified, and a third party is bearing the cost. No amounts are included in the financial statements for services donated by volunteers.

Donated services or facilities are recognised when the Charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use of the Charity of the item is probable and that economic benefit can be measured reliably.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the Charity, which is the amount the Charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

For the purposes of income recognition, transactions are considered material if they exceed £10,000.

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Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds (net of any cost of disposal) and the carrying value of the asset and is credited or charged to the P&L as a surplus or deficit.

Capitalisation of fixed assets

Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

Fundraising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities. Support costs are those costs incurred directly in support of expenditure on the objects of the Charity and include project management carried out at Headquarters. Governance costs are those incurred in connection with administration of the Charity and compliance with constitutional and statutory requirements.

Costs of raising funds are costs incurred in attracting voluntary income, and those incurred in trading activities that raise funds.

All expenditure is inclusive of irrecoverable VAT.

For the purposes of expense recognition, transactions are considered material if they exceed £10,000.

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 monthly to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

• Leasehold improvements: 20% Straight Line

• Fixtures and fittings: 20% Reducing Balance

Tangible fixed assets

It is agreed that any purchase with a value of less than £5,000 shall be deemed revenue expenditure, not capital and thus charged directly to the SoFA.

For the avoidance of doubt, items purchased as a package in order to be operational, for example a monitor and keyboard to accompany a PC, shall be treated as the acquisition of one item.

Impairment of fixed assets

At each reporting period end date, the Charity’s management shall review the carrying amounts of its tangible and intangible 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).

Where it is not possible to estimate the recoverable amount of an individual asset, the Charity estimates the recoverable amount of the cash-generating unit to which the asset belongs.

The recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.

If the recoverable amount of an asset (or cash-generating unit) is estimated to be less than the carrying amount, the carrying amount of the asset (or cash-generating unit) is reduced to its recoverable amount. An impairment loss is recognised immediately in the SoFA, unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.

• Motor Vehicles: 25% Reducing Balance

• IT and office equipment: 25% Reducing Balance

• Medical equipment: 25% Straight Line

• Fuel Tank: 5% Straight Line

• Software: 10% Straight Line

Taxation

The Charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore exempt from tax on charitable trading, capital gains, and investment income.

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Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes.

Operating Leases

Rentals under operating leases are charged to the Statement of Financial Activities on a straight line basis over the lease term.

Pension costs and other post-retirement benefits

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Charity for particular purposes. The aim and use of each restricted fund are fully disclosed in the notes to the Financial Statements.

The Charity operates a defined contribution pension scheme and the pension charge included in the SoFA represents the amounts payable by the Charity to the fund in respect of that accounting period.

Debtors

Designated funds represent unrestricted funds that have been ringfenced at the discretion of the Trustees for a specific purpose, such as future investment in operations or assets.

Foreign currencies

Transactions in currencies other than pounds sterling are recorded at the rates of exchange prevailing at the dates of the transactions. At each reporting end date, monetary assets and liabilities that are denominated in foreign currencies are retranslated at the rates prevailing on the reporting end date. Gains and losses arising on translation in the period are included in profit or loss.

Hire purchase and leasing commitments

Assets obtained under hire purchase contracts or finance leases are capitalised in the Balance Sheet. Those held under hire purchase contracts are depreciated over their estimated useful lives. Those held under finance leases are depreciated over their estimated useful lives or the lease term, whichever is shorter.

The interest element of these obligations is charged to the Statement of Financial Activities over the relevant period. The capital element of the future payments is treated as a liability.

Assets obtained under hire purchase contracts or finance leases are capitalised in the Balance Sheet. Those held under hire purchase contracts are depreciated over their estimated useful lives. Those held under finance leases are depreciated over their estimated useful lives or the lease term, whichever is shorter.

The interest element of these obligations is charged to the Statement of Financial Activities over the relevant period. The capital element of the future payments is treated as a liability.

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash at Bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the charitable company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation.

Financial instruments

The charitable company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of fixed assets which are valued at amortised cost and investments which are valued at fair value at the balance sheet date using the closing quoted market price which is considered to be the fair value.

Significant accounting estimates

In preparing these accounts there are no significant accounting policies or estimates used that would materially affect the results for the year (2024: none).

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2. DONATIONS AND LEGACIES

Donations Legacies Grants Donations in kind Individual giving	2025 £ 451,800 183,628 222,494 25,000 91,450 974,372	2024 as restated £ 366,311 1,091,639 214,318 211,034 179,019 2,062,321

Included within grants and donations above is £113,967 in relation to restricted funds (2024: £172,570). There were no government grants with unfulfilled conditions at the year end (2024: none).

3. FUNDRAISING INCOME

Lottery income Regular giving Raffle income Events and challenge income	2025 £ 3,578,462 747,725 - 186,247 4,512,434	2024 as restated £ 3,784,512 448,191 1,641 190,130 4,424,474

4. TRADING ACTIVITIES

Charity shop income Training income Merchandise income Rental income	2025 £ 531 6,750 16,488 10,123 33,892	2024 as restated £ 875 4,500 19,898 10,838 36,111

5. INVESTMENT INCOME

Bank interest received 6. OTHER INCOME Reimbursement of medical consumables Equipment sales proceeds PI Claim Other income	2025 £ 8,749 2025 £ 15,917 6,540 3,000 10,918 36,375	2024 as restated £ 2,988 2024 as restated £ 14,540 5,300 - 21,152 40,992

ANALYSIS OF EXPENDITURE PER TYPE

7.

Fundraising expenses Immediate medical care costs	Support Direct costs Costs (note 8) (note 9) £ £ 1,886,643 190,750 2,770,036 1,133,818 4,656,679 1,324,568	Totals £ 2,077,393 3,903,854 5,981,247

Included in the tables above is restricted expenditure of 36,813 (2024: £32,050)

8. DIRECT COSTS

Lottery Regular Giving Fundraising Raffle Wages and Salaries National insurance Pension cost Other costs Doctor, paramedical and helicopter crew costs Helicopter costs Training Vehicle costs Medical supplies and equipment Repairs Depreciation	Fundraising Expenses £ 612,447 645,629 7,618 104 416,657 43,132 20,303 140,753 1,886,643	Immediate medical care costs £ 312,837 34,852 8,084 65,391 939,691 968,659 22,100 89,958 96,917 29,229 202,318 2,770,036	Total 2024 £ 612,447 645,629 7,618 104 729,494 77,984 28,387 206,144 939,691 968,659 22,100 89,958 96,917 29,229 202,318
			4,656,679

9. SUPPORT COSTS

Finance and legal Management HR IT Premises General office expenses Other Governance	Fundraising Expenses £ 6,865 - 61,253 18,415 56,752 22,976 24,489 - 190,750	Immediate medical care costs £ 338,522 50,273 433,827 34,506 111,432 72,333 74,969 17,956 1,133,818	Total 2024 £ 345,387 50,273 495,080 52,921 168,184 95,309 99,458 17,956
			1,324,568

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10. NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

Auditors' remuneration Accountancy Depreciation - owned assets Depreciation - assets on hire purchase contracts and finance leases Surplus on disposal of fixed assets Computer software amortisation	2025 2024 as restated £ £ 12,500 10,750 4,000 2,750 222,457 92,158 4,965 3,895 (6,540) (5,300) 4,247 4,247

11. TRUSTEES' REMUNERATION AND BENEFITS

No trustees received any remuneration for their roles as trustees (2024: none). All other trustees payments are disclosed in note 24.

Trustees' expenses

There were no trustees' expenses paid for the year ended 30 June 2025 nor for the year ended 30 June 2024.

12. STAFF COSTS

Wages and salaries Social security costs Other pension costs	2025 2024 as restated £ £ 729,494 660,971 77,984 67,244 28,387 24,974 835,865 753,189

13. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

INCOME AND ENDOWMENTS FROM Donations and legacies Other trading activities Investment income Other income Total EXPENDITURE ON Raising funds Charitable activities Fundraising expenses Immediate medical care costs Total NET INCOME/(EXPENDITURE) Transfers between funds Net movement in funds RECONCILIATION OF FUNDS Total funds brought forward TOTAL FUNDS CARRIED FORWARD	Unrestricted fund £ 1,889,751 4,460,585 2,988 40,992 6,394,316 1,466,739 185,783 3,319,917 4,972,439 1,421,877 185,290 1,607,167 273,136 1,880,303	Designated funds £ - - - - - - - 213,308 213,308 (213,308) (77,749) (291,057) 3,641,417 3,350,360	Restricted funds £ 172,570 - - - 172,570 - - 32,049 32,049 140,521 (107,541) 32,980 41,225 74,205	Total funds as restated £ 2,062,321 4,460,585 2,988 40,992
				6,566,886
				1,466,739 185,783 3,565,274
				5,217,796
				1,349,090 -
				1,349,090 3,955,778
				5,304,868

The average monthly number of employees during the year was as follows:

Operations - Charitable Activities Fundraising and public relations Administration Marcomms	2025 2024 as restated 40 51 13 12 14 12 4 3 71 78

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

£70,001 - £80,000 £90,001 - £100,000	2025 2024 as restated 3 3 1 1 4 4

The Charity considers that the key management personnel comprise the senior management team and trustees, who are the Chief Executive and 3 other key staff (2024: Chief executive and 3 other key staff). The total employee benefits of key management personnel of the charity were £348,705 (2024: £373,534). This includes employer national insurance contributions of £42,508 (2024: £37,026) and employer pension contributions of £21,850 (2024 £19,123).

14. PRIOR YEAR ADJUSTMENT

The prior year balances have been adjusted to include lottery income incorrectly deferred in previous periods.

15. INTANGIBLE FIXED ASSETS

	Computer
	software
	£
COST
At 1 July 2024 and 30 June 2025	35,391
AMORTISATION
At 1 July 2024	7,786
Charge for year	4,247
At 30 June 2025	12,033
NET BOOK VALUE
At 30 June 2025	23,358
At 30 June 2024	27,605

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16. TANGIBLE FIXED ASSETS

COST At 1 July 2024 Additions Disposals At 30 June 2025 DEPRECIATION At 1 July 2024 Charge for year Eliminated on disposal At 30 June 2025 NET BOOK VALUE At 30 June 2025 At 30 June 2024	Freehold property £ 7,040,526 - - 7,040,526 120,693 120,693 - 241,386 6,799,140 6,919,833	Improvements to Plant and property machinery £ £ 25,410 469,645 - 24,001 - (4,643) 25,410 489,003 25,410 378,561 - 48,810 - (5,426) 25,410 421,945 - 67,058 - 91,084

COST At 1 July 2024 Additions Disposals At 30 June 2025 DEPRECIATION At 1 July 2024 Charge for year Eliminated on disposal At 30 June 2025 NET BOOK VALUE At 30 June 2025 At 30 June 2024	Office equipment and other fix ed assets £ 146,025 27,134 - 173,159 85,016 25,104 - 110,120 63,039 61,009	Motor vehicles £ 58,624 124,892 - 183,516 40,532 27,850 - 68,382 115,134 18,092	Fuel tank £ 99,293 - - 99,293 3,895 4,965 - 8,860 90,433 95,398	Totals £ 7,839,523 176,027 (4,643) 8,010,907 654,107 227,422 (5,426) 876,103 7,134,804 7,185,416

17. FIXED ASSET INVESTMENTS

FIXED ASSET INVESTMENTS
	Listed
	investments
	£
MARKET VALUE
At 1 July 2024	24,448
Revaluations	11,156
At 30 June 2025	35,604
NET BOOK VALUE
At 30 June 2025	35,604
At 30 June 2024	24,448

There were no investment assets outside the UK.

All investments are carried at their fair value. Historical cost of the investments is £8,820 (2024: £8,820).

18. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Trade debtors VAT Prepayments and accrued income	2025 £ 117,589 1 862,365 979,955	2024 as restated £ 21,347 - 1,279,705 1,301,052

19. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Bank loans and overdrafts (see note 21) Hire purchase (see note 22) Trade creditors Social security and other taxes Accruals and deferred income	2025 £ 151,602 18,930 481,812 45,303 514,817 1,212,464	2024 as restated £ 272,396 18,930 186,158 30,801 622,910 1,131,195

Included in cost or valuation of land and buildings is freehold land of £1,005,853 (2024 - £1,005,853) which is not depreciated.

The net book value of tangible fixed assets includes £ 90,433 (2024 - £ 95,398 ) in respect of assets held under hire purchase contracts.

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20. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

Bank loans (see note 21) Hire purchase (see note 22)	2025 £ 2,723,832 33,127 2,756,959	2024 as restated £ 3,522,716 52,056 3,574,772

21. LOANS

22. LEASING AGREEMENTS

Minimum lease payments under hire purchase fall due as follows:

Net obligations repayable: Within one year Between one and five years	2025 2024 as restated £ £ 18,930 18,930 33,127 52,056 52,057 70,986

An analysis of the maturity of loans is given below:

Amounts falling due within one year on demand: Charity Bank SIB Loan Amounts falling between one and two years: Charity Bank - 1-2 years SIB Loan Amounts falling due between two and five years: Charity Bank - 2-5 years SIB Loan Amounts falling due in more than five years: Repayable by instalments: Bank loans more 5 yr by instal	2025 £ 46,518 105,084 151,602 48,980 113,693 162,673 172,977 175,491 348,468 2,212,691	2024 as restated £ 17,124 255,272 272,396 40,600 276,020 316,620 142,707 763,800 906,507 2,299,589

The interest rate on the Charity Bank loan is 2.8% above the Bank of England base rate.

The interest rate on the SIB loan is fixed as 7.9% per annum.

The loans are secured by a fixed legal charge over the property at Alconbury Weald and a fixed and floating charge over the assets and undertakings of the charity.

23. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Fixed assets Investments Current assets Current liabilities Long term liabilities	Unrestricted fund £ - 35,604 1,661,633 (1,041,932) - 655,305	Designated funds £ 7,158,162 - - (170,532) (2,756,959) 4,230,671	Restricted funds £ - - 3,467 - - 3,467	2025 Total funds £ 7,158,162 35,604 1,665,100 (1,212,464) (2,756,959) 4,889,443	2024 as restated Total funds £ 7,213,021 24,448 2,773,366 (1,131,195) (3,574,772) 5,304,868

24. MOVEMENT IN FUNDS

Unrestricted funds Unrestricted Funds Designated fixed asset funds (net of loans) Restricted funds Tempus Pro PPE/ Medical equipment Other funds __<£10,000 New AP Vehicle TOTAL FUNDS	At 1.7.24 £ 1,880,303 3,350,360 5,230,663 19,080 2,230 - 52,895 74,205 5,304,868	Net movement in funds £ (260,910) (231,669) (492,579) (19,080) 20,770 3,467 71,997 77,154 (415,425)	Transfers between funds £ (964,088) 1,111,980 147,892 - (23,000) - (124,892) (147,892) -	At 30.6.25 £ 655,305 4,230,671 4,885,976 - - 3,467 - 3,467 4,889,443

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25. MOVEMENT IN FUNDS - continued

Net movement in funds, included in the above are as follows:

Unrestricted funds Unrestricted Funds Designated fixed asset funds (net of loans) Restricted funds Tempus Pro PPE/ Medical equipment Other funds <£10,000 New AP Vehicle TOTAL FUNDS Comparatives for movement in funds Unrestricted funds Unrestricted Funds Designated fixed asset funds (net of loans) Restricted funds Tempus Pro Swift Blood trials PPE/ Medical equipment Other funds <£10,000 New Base Build New AP Vehicle TOTAL FUNDS	At 1.7.23 £ 273,136 3,641,417 3,914,553 19,080 10,000 7,229 4,916 - - 41,225 3,955,778	Incoming resources £ 5,451,855 - 5,451,855 (19,080) 23,000 21,870 88,177 113,967 5,565,822 Net movement in funds £ 1,421,877 (213,308) 1,208,569 - (10,000) (4,999) (2,415) 105,040 52,895 140,521 1,349,090	Resources expended £ (5,712,765) (231,669) (5,944,434) - (2,230) (18,403) (16,180) (36,813) (5,981,247) Transfers between funds £ 185,290 (77,749) 107,541 - - - (2,501) (105,040) - (107,541) -	Movement in funds £ (260,910) (231,669) (492,579) (19,080) 20,770 3,467 71,997 77,154 (415,425) At 30.6.24 £ 1,880,303 3,350,360 5,230,663 19,080 - 2,230 - - 52,895 74,205 5,304,868

MOVEMENT IN FUNDS - continued

26.

Comparative net movement in funds, included in the above are as follows:

Unrestricted funds Unrestricted Funds Designated fixed asset funds (net of loans) Restricted funds Swift Blood trials PPE/ Medical equipment Other funds __<£10,000 New Base Build New AP Vehicle TOTAL FUNDS	Incoming resources £ 6,394,316 - 6,394,316 - 8,635 6,000 105,040 52,895 172,570 6,566,886	Resources expended £ (4,972,439) (213,308) (5,185,747) (10,000) (13,634) (8,415) - - (32,049) (5,217,796)	Movement in funds £ 1,421,877 (213,308) 1,208,569 (10,000) (4,999) (2,415) 105,040 52,895 140,521 1,349,090

Restricted funds

These funds are provided for specific purposes as detailed in the descriptions above.

Fund Transfers

Fund transfers relate to the purchase of medical equipment from restricted funds and the new base build which have been capitalised and are included in fixed assets. Designated funds include the net book value of fixed assets less any outstanding loan finance.

EMPLOYEE BENEFIT OBLIGATIONS

27.

The charity operates a defined contribution scheme for its employees. Total contributions during the period totalled £59,807 (2024: £51,935) and are allocated to expenditure in line with application of resources across the activities of the charity. There were no contributions outstanding to the scheme at the year end (2024: none).

28. RELATED PARTY DISCLOSURES

During the year a donation of £24,350 (2024: £23,468) was received from Air Ambulance UK, an organisation that Daryl Brown is also a Trustee.

During the year one (2024: nil) charity trustee was reimbursed £nil (2024: £50) for their mileage expenses. There are no other related party transactions (2024: none).

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Detailed statement of financial activites for the year ended 30 June 2025

INCOME AND ENDOWMENTS Donations and legacies Donations Legacies Grants Donations in kind Individual giving Other trading activities Fundraising events Charity shop income Training income Merchandise income Rental income Investment income Bank interest received Other income Gain on sale of tangible fixed assets Reimbursement of medical consumables PI Claim Other income Total incoming resources EXPENDITURE Raising donations and legacies Wages Social security Pensions Lottery Regular giving Fundraising Raffle Other costs Charitable activities Wages Social security Carried forward	2025 £ 451,800 183,628 222,494 25,000 91,450 974,372 4,512,434 531 6,750 16,488 10,123 4,546,326 8,749 6,540 15,917 3,000 10,918 36,375 5,565,822 416,657 43,132 20,303 612,447 645,629 7,618 104 140,753 1,886,643 312,837 34,852 347,689	2024 as restated £ 366,311 1,091,639 214,318 211,034 179,019 2,062,321 4,424,474 875 4,500 19,898 10,838 4,460,585 2,988 5,300 14,540 - 21,152 40,992 6,566,886 367,327 36,621 18,091 479,138 417,329 20,424 306 127,503 1,466,739 293,644 30,623 324,267

2025 £ Charitable activities Brought forward 347,689 Pensions 8,084 Other costs 65,391 Doctor, paramedics and helicopter crew costs 939,691 Helicopter costs 968,659 Training 22,100 Vehicle costs 89,958 Medical supplies and equipment 96,917 Repairs 29,229 Freehold property 120,693 Improvements to property depreciation 4,965 Plant and machinery depreciation 48,810 Motor vehicles 27,850 2,770,036 Support costs Management Management 50,273 Finance Accountancy fees 3,815 Consultancy fees 25,875 Loan interest 264,890 Professional fees 43,942 Legal fees 2,668 Capital campaign - Online donation charges 4,197 345,387 Information technology IT 52,921 Human resources HR 495,080 Premises Premises 168,184 General office expenses General office expenses 95,309 Other Other 75,282 Plant and machinery - Fixtures and fittings 24,176 99,458 2025 £ Governance costs Auditors' remuneration 16,500 Postage 1,456 17,956 Total resources expended 5,981,247 Net (expenditure)/income (415,425)

2024 as restated £ 324,267 6,883 56,587 793,637 927,502 21,519 48,208 116,402 26,487 122,058 3,895 59,275 6,065 2,512,785 40,117 7,774 (20) 313,350 64,252 891 3,630 4,872 394,749 40,772 358,397 145,568 138,396 80,256 10,537 14,916 105,709 2024 as restated £ 13,500 1,064 14,564 5,217,796 1,349,090

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Reference and administrative details of the charitable company, its trustees and advisers (year ended 30 June 2025)

Trustees John Bridge OBE DL, Chair (elected June 2021) Mrs Ruth Derrett, Vice Chair (elected Oct 2023) Lt Col Mary Read, Trustee (elected February 2019) Dr Peter Holden, Trustee (elected September 2016) Dr Alec Ostler, Trustee (elected February 2021) Mr Chris Carey, Trustee (elected Oct 2023) Mr Graham Clark, Trustee (elected Oct 2023) Mrs Dawn Chester, Trustee (elected Oct 2023) Captain Mark Burby, Trustee (elected Oct 2023) Mr Mark Greenhalgh, Trustee (elected Oct 2023) Dr Susan Robinson, Trustee (elected Oct 2023) William Hughes CBE, Trustee (elected September 2022)

Company registered number

Charity registered number

Registered office

Chief executive officer

Executive Leadership Team

Independent auditors

Bankers

06062176 (England and Wales)

1119279

Magpas Air Ambulance, Barnwell Road, Enterprise Campus, Alconbury Weald, Huntingdon, PE28 4YF

Mr Daryl Brown MBE DL

Mr Daryl Brown MBE DL, Chief Executive Officer Mrs Natalie Church, Chief Operating Officer Mrs Lucy Chapman, Director of Income and Engagement Dr Simon Lewis, Executive Medical Director

GH Audit Limited, Unit 1b, Focus 4, Fourth Avenue, Letchworth, Hertfordshire SG6 2TU

Barclays Bank, Cherry Hinton Road, Cambridge, CB2 3PZ CAF Bank Ltd, 25 Kings Hill Avenue, West Malling, ME19 4JQ Metro Bank, One Southampton Row, London WC1B 5HA The Charity Bank Limited, 182 High Street, London, SE1 4YR Social Investment Business, 82 Tanner Street, London, SE1 3GN Allica Bank Ltd, 15 Worship Street, London, EC2A 2DT

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magpas.org.uk 01480 371060

Magpas Air Ambulance Barnwell Road, Enterprise Campus, Alconbury Weald, Huntingdon, Cambridgeshire PE28 4YF

Registered Charity Number 1119279

74 Magpas Air Ambulance