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

The Makaton Charity Annual Report

==> picture [587 x 601] intentionally omitted <==

----- Start of picture text -----
a 4S Pam, ~~ We 7 . ¥
ee “ = = x een riioe
|
7 — ~ 4 < aa
| \ 7 “3 | be ” 7 ~AS
:
. Biz) ae
ae wt F j it / F A 7 ig o 4 J re
“ i , 4 ff ; N J
a “ Bsws fF] yy y - \\ . ~
\ ere \
- i Z y 4 Ig 4 t
f ao; / P
a i ' mo be Se im \, \
bn 7 <a Foar \
tes, "
----- End of picture text -----

iM; ik

There are currently over 2.5 million people in the UK with speech or language difficulties, and 14 million people who have had communication difficulties at some point in their lives.

Over the past 50 years, more than one million people have taken part in Makaton training — a testament to the programme’s enduring value and widespread impact.

==> picture [196 x 201] intentionally omitted <==

----- Start of picture text -----
|||| |---|---|---| |Chair & CEO’s Report|4| |Our Guiding Framework|6| |Impact|7| |Our Values|8| |Guiding Principles & Objectives|10| |Digital-First|12| |Case Study:|Story Craft Theatre|14| |Online Reach|16| |Free Resources|18| |Case Study:|Empowering| |Communication in Early Years|20|

----- End of picture text -----

==> picture [193 x 180] intentionally omitted <==

----- Start of picture text -----
||| |---|---| |Partnerships|22| |Our Community|24| |Case Study:|John Mason| |International Movers|26| |Tutor Support & Development|28| |Workplace Training|32| |Senior Tutors & Ambassadors|34| |Trustees’ Report|36| |Auditors Report|44| |Finance|48|

----- End of picture text -----

Annual Report • Chair and CEO’s Report

Chair and CEO’s Report

==> picture [115 x 24] intentionally omitted <==

----- Start of picture text -----
Rob Douglas CBE DL
Chair of Trustees
----- End of picture text -----

Stephen Hall Chief Executive

Looking Back on the Year

2024/25 has been a year of real progress for The Makaton Charity. More people are learning and using Makaton than ever before, and we have continued to invest in new tools and resources to make communication easier and more inclusive.

This year we introduced Makaton Places – a simple way for organisations and communities to demonstrate that they are Makaton accessible. We also piloted a new training workshop, Makaton for… providing sectorspecific training tailored

to different industries and workplaces. In addition, we launched the Digital Learning Kit (DLK), giving learners a modern and flexible way to access their training materials.

We also took time to refresh our vision and strategic intent. Our vision is now: “a world where

everyone can be understood and included, wherever they are, whoever they are.” Our strategic intent is clear: “to make Makaton part of everyday life by reaching more people, embracing digital tools, and building an inclusive community for all.”

More people than ever are engaging with us – membership and participation grew by over 20% this year. We have deepened our work in schools, early years, health, and care settings, and our social media reach is stronger than ever. Growth does bring challenges. We have seen unqualified people misusing Makaton content. To protect the brand and ensure families and learners are not given inaccurate information or inappropriate support, we have strengthened our licences and terms, while reminding people that only trained Makaton Tutors can provide reliable guidance on the Makaton Communication Programme.

Our Community

The strength of Makaton comes from its people. Our 1,200 accredited Tutors and Trainers are at the heart of everything we do. This year, we launched a new Tutor Support Team, giving Tutors a single point of contact. We also began having more regular conversations with Tutors to gain a deeper understanding of their needs. Next year, we will expand CPD opportunities by offering more online sessions, upskilling and refresher training, and new support tools, all with greater flexibility to reflect the growing professionalism of our Tutor network.

Our central team has remained at 26 staff, now supported by over 100 Tutor consultants. We are grateful to everyone for their hard work, and give our thanks and best wishes to those staff who have moved on this year. We send our thanks and good wishes.

Our Trustees and Patrons are an often forgotten and hard-working team, without whom the Charity could not exist and prosper. We want to place a particular thank you to our Patrons Suzanne Miell-Ingram and Tracy Upton, who have worked with the team to produce a range of new and exciting materials, but also supported numerous membership events. We also welcomed Phil Dabrowski to the Board, bringing valuable expertise in digital and communications.

Looking Ahead

The year ahead will be just as exciting. The MakaTots Franchise will fully launch this year to support families and children in developing early communication and language skills. We plan a wider rollout of our ‘Makaton for…’ workshops, including a Trainer pathway helping organisations embed Makaton more deeply in their workplace.

We are preparing to launch our new Makaton App, giving members easy access to signs, symbols, and community spaces on the go. We are relaunching our partnership with Widget to make Makaton symbols more widely available, and we are excited to confirm that, after an extended period, work is underway to bring back the Special iApps functionality, with a new Special Word App being developed, with functionality to import historical wordlists. This much-requested tool will be launched as part of the Makaton membership offer later in 2026. We are also exploring a Digital First approach, gradually moving from printed to digital resources where possible. This will save costs, reduce our environmental impact, and create a more flexible learning journey for users.

During the year ahead, our focus on measuring impact and inclusion will also grow. Building on the Impact 100 Pilot in northern England, we will develop a national Impact and Inclusion Survey and a clear Theory of Change, showing the difference Makaton makes. With support from the National Lottery, we will also pilot the Makaton Bursary Scheme, offering targeted support for families and linking this back into our Tutor network.

With Thanks

None of this would be possible without the dedication of our members, Tutors, families, staff, Trustees, Patrons, and partners. Your commitment helps us ensure that more people, in more places, can be understood and included.

Together, we look forward to another year of growth, innovation, and impact.

==> picture [100 x 101] intentionally omitted <==

Annual Report • Our Guiding Framework

==> picture [31 x 31] intentionally omitted <==

==> picture [219 x 100] intentionally omitted <==

Our Guiding Framework: Mission, Vision and Strategic Intent

The Makaton Charity exists to ensure that everyone living with learning or communication difficulties has the tools and resources they need to understand and be understood.

The Charity aims to ensure that as many people as possible have access to Makaton, to achieve our goal of a truly inclusive society. Our community needs Makaton and we work to ensure we can support society’s needs and encourage the learning of Makaton, to achieve our vision.

Mission and vision statements are vital in guiding who we are, what we do, and the difference we want to

==> picture [110 x 109] intentionally omitted <==

make. They provide direction, keep us focused on our purpose, and help others understand the impact we aim to achieve. Reviewing these statements regularly ensures they remain meaningful and reflect both our current work and our future ambitions.

This year we have added a strategic intent statement to explain the specific direction and priorities we will focus on to turn the mission and vision into reality.

Following our review, we are proud to share our refreshed statements.

Our Vision: A world where everyone can be understood and included, wherever they are, whoever they are.

Our Mission: To improve lives by enabling everyone to communicate successfully by using solutions that are effective and appropriate for them.

Strategic Intent Statement: We’re working to make Makaton part of everyday life, by reaching more people, embracing digital tools, and continuing to build an inclusive community for all.

These statements capture both our long-term aspirations and our everyday commitment to improving lives through inclusion and communication.

The Makaton Charity uses a blend of innovative approaches to reach our Users. Building upon our traditional licence model, we are also providing a growing membership facility where families and Users can find the signs, symbols and resources they need. This sustainable approach ensures the maximum number of people can benefit from using Makaton.

We work towards this through our activities:

providing training to families, carers, and professionals
developing and producing printed and electronic resources
working with others to make their information accessible
providing advice and support for families and professionals
working in partnership to influence society and empower people
providing a membership which offers 24/7 access to signs, symbols and video tutorials
we have 1200 Tutors working within the community

Impact: Highlights of the Year

A Retail First for Makaton:

In partnership with Coca-Cola Europacific Partners, the Coop, and Special Olympics GB, Makaton featured for the first time in a national supermarket campaign, ‘Meals That Matter’.

Seen in 360+ Co-op stores, with staff training and resources to support inclusion, the campaign brought unprecedented visibility and recognition— proving that everyone wins when you choose to include.

Digital Learning Kit:

Digital Learning Kit (DLK): Learners now receive cloudbased digital manuals enriched with features like embedded sign videos and fast search tools. Accessible anytime, anywhere, on any device, the DLK makes learning more flexible and engaging. Hosted on a trusted, secure platform, it empowers learners with retention, convenience, and confidence.

Expanding Our National Training Impact:

Our network of qualified and licensed Tutors and Trainers, trained over 40,000 participants — a powerful reflection of the dedication, reach, and impact of Makaton training nationwide.

MakaTots:

We introduced MakaTots, our first franchise, helping young children build communication skills in a fun, interactive way. Trials proved valuable, preparing for a full launch in 2026.

Makaton For...:

Introduced seven new, industry-tailored workshops designed to build professional vocabulary. Created alongside leading experts, these sessions help participants develop the most beneficial and high-impact communication skills used in their sector, strengthening confidence and effectiveness at work.

Annual Report • Our Values

Our Values

Our values define who we are as an organisation. They are more than simply words, they are driving principles we all strive to uphold.

Respect

We give everyone a voice

We value each other’s contributions

We behave respectfully towards each other and encourage a sense of belonging

Excellence

We strive to improve lives

We put the Makaton Family at the heart of everything

We deliver outstanding service

Collaboration

We work collaboratively to build effective solutions

We engage with others to share ideas and approaches

We create strong and successful working relationships

Integrity

is possible

We are fair and transparent in all that we do We are responsible and accountable for our actions We work with people who share our values

Annual Report • Guiding Principles & Objectives

==> picture [31 x 31] intentionally omitted <==

==> picture [331 x 140] intentionally omitted <==

Guiding Principles and Objectives: The Path Ahead

At the heart of

everything we do is our mission to

ensure no one is left without a voice.

Makaton helps people connect, learn, and thrive, and our role as a charity is to keep evolving so that individuals, families, schools, and organisations can benefit from communication that works for everyone.

To achieve this, we are guided by a long-term vision for sustainable growth and meaningful impact. Our principles are simple:

Innovation – finding new ways to make Makaton easier to use and more widely available.

• Intelligent Operations – running the charity in a smart and efficient way, using resources wisely and diversifying income so we can keep supporting our community.

Impact – listening carefully to our users so we meet real needs.
Inclusion – ensuring everyone in the Makaton community can take part.
International reach – sharing the benefits of Makaton with the wider world.

These principles give us the framework to grow responsibly

while keeping our focus firmly on the community we serve.

The Challenges We Face

Like many charities, we operate in a rapidly changing environment. The needs of our community are complex and growing, while resources must be used carefully to maximise value. Our goal is to create a sustainable surplus that funds new services and provision, and, through partner funders, opens access where cost is a barrier

This year, the main challenges we face include:

• Supporting our network of Tutors and Trainers – our

community of skilled practitioners is central to the spread of Makaton, but we need to strengthen their opportunities to make an even bigger impact.

Expanding workplace training

– organisations want to use Makaton but need solutions that fit how they work.

• Improving digital access – users need signs and symbols at their fingertips, whenever and wherever they need them.

Speeding up product

development – our resources are sometimes too slow to develop or don’t fully reflect user needs.

• Balancing revenue and mission – we must develop income streams that allow us to deliver free and subsidised access to those who need it most.

• Reaching new audiences – parents of young children may not know that Makaton can boost early communication, even where there is no diagnosed need.

• Building internal capacity – our systems and processes need upgrading to ensure we can work more efficiently as demand grows.

• Future-proofing – we must balance today’s delivery with laying strong foundations for the next decade of growth.

Objectives to Overcome Them

To respond to these challenges, we have set out a clear series of objectives for 2025/26:

Strengthen our Tutor and Trainer network by providing new tools, resources, and recognition.
Adapt our workplace training so organisations can integrate Makaton seamlessly into everyday settings.
Digitise membership and resources to give instant access to Makaton signs and symbols through apps and online tools.

Accelerate product development so resources are faster to create, easier to use, and deliver clear value.
Develop the Foundation offer that allows us to generate revenue while ensuring no one is left behind.
Create new market offers for parents of young children to highlight the role of Makaton in early language learning.
Upgrade our systems and processes to allow staff to focus on impact rather than administration.
Prioritise long-term resilience by investing in projects that secure the future mission of the charity.

Focus for 2025/26

We know that impact comes from having a clear focus. That is why the year ahead will be about building on what we have achieved while targeting the areas that will make the biggest difference.

New Initiatives

Updating the charity’s structure with a new subsidiary company.
Rolling out our new Digital First Strategy
Launching the Impact 1,000 Survey to expand our evidence base.
Piloting a Foundation Bursary Scheme to widen access.
Developing a Donor Membership Scheme to grow community fundraising.

Scaling Existing Projects

Expanding access to the Makaton App for all users.
Growing the MakaTots franchise to reach more families.
Rolling out our sector-specific training offer for professionals.
Building on the Makaton Places programme, aiming for 5,000 locations.
Extending our data dashboards to improve decision-making.
Continuing to grow matchedfunding partnerships.
Embedding agile ways of working across teams.
Re-establishing our Diversity, Equity and Inclusion baseline, leading to a full DEI strategy.

Adjusting Priorities

Shifting marketing strategy toward greater stakeholder engagement.
Developing gamified apps to strengthen learning.
Delaying some non-urgent system upgrades to focus on immediate priorities.
Continuing to scope international partnerships carefully before expansion.

Things We Will Stop

Removing duplication in processes.
Streamlining governance to avoid unnecessary reporting.
Reducing barriers to innovation by empowering teams with more freedom to deliver.

Looking Ahead

The Makaton Charity enters 2025/26 with renewed energy and a clear roadmap. By facing challenges directly, setting achievable objectives, and focusing on the priorities that matter most, we are confident that we can expand our reach, improve the lives of our community, and prepare the organisation for long-term sustainability.

Our work is not just about signs and symbols; it is about connection, inclusion, and opportunity. With the continued support of our partners, funders, Tutors, Trainers, and members, we will make sure that Makaton remains a vital tool for communication for everyone who needs it— today and in the years ahead.

==> picture [99 x 99] intentionally omitted <==

Annual Report • Digital-First

Digital-First

Makaton is Moving to a Digital-First Learning Approach

At the heart of The Makaton Charity’s mission is a commitment to accessibility, inclusion, and continuous improvement. That’s why we’re proud to be transitioning to a Digital-First learning model, a move that not only enhances the learner experience but also supports our long-term organisational goals.

Why The Change

Our current reliance on printed manuals presents several growing challenges:

Rising Costs: The cost of printing, packing, posting, and storing paper manuals continues to climb. These overheads make it harder to keep our courses affordable and accessible.
Limited Flexibility: Physical materials require courses to close two weeks early to allow for shipping. This reduces enrolment time, limits opportunities to fill places, and increases last-minute pressure on both tutors and learners.
Underused Resources:
Once training is completed, printed manuals are often set aside and rarely revisited — despite the effort, cost, and environmental footprint involved in producing them.
Low Training Progression: We believe that a digital approach will help keep learners engaged and better supported on their journey to progress their use of Makaton.
Environmental Impact: Each year we print over 3 million pages — the equivalent of 375 trees and around 330 metric tons of CO₂. By moving towards digital solutions, we can significantly cut paper use and reduce our environmental footprint

Supporting Our Long-Term Goals

This shift to digital is not just about saving paper — it’s a strategic move aligned with our broader vision. Going digital helps us:

Future-proof our organisation and stay relevant in an increasingly digital world.
Act responsibly, reducing our environmental impact and aligning with our social values.
Support tutors, making it quicker and easier for them to distribute high-quality learning materials to participants.
Keep content current, making it easier to update concepts and resources as vocabulary evolves.

What Does DigitalFirst Actually Mean?

Adopting a digital-first approach means reimagining how we deliver learning materials:

Digital Manuals: Learners receive digital copies of course materials instead of printed ones. We will be extending our number of digital manuals over the coming months.
Enriched Content: Manuals will feature add-ons such as embedded sign videos, making learning more dynamic and interactive.
Manuals that last: enjoy lifetime access with our ‘Use it, Don’t Lose it’ approach to digital manuals.
Anywhere Access: Learners can view materials on phones, tablets, or laptops — wherever and whenever they need them.

What Do

Participants Get?

The Digital Learning Kit (DLK) is more than a digital replacement — it’s a step forward in learner empowerment:

Access Anytime, Anywhere: DLKs are cloud-based, working seamlessly across devices.

• Better Learning Retention: Learners can revisit key content whenever needed — no more misplaced or forgotten manuals.

• Fast Search Functionality: Instantly locate signs, symbols, and key information with built-in search features.

Trusted Technology: The DLK is hosted on a robust platform used by leading universities — mobilefriendly, intuitive, and secure.

Looking Ahead

This digital-first approach marks a meaningful evolution in how we deliver training. It enhances accessibility, reduces costs and waste, and provides a richer experience for all learners.

Most importantly, it reflects our values — innovation, collaboration, and our focus on sustainability — ensuring that our work remains impactful, relevant, and responsible in the years to come.

This modern approach ensures a more flexible, accessible, and engaging experience for both learners and tutors.

Annual Report • Case Study

==> picture [31 x 31] intentionally omitted <==

==> picture [61 x 60] intentionally omitted <==

Case Study: Story Craft Theatre

Impact

Story Craft Theatre was cofounded in 2018 by Janet-Emily Cosgriff and her friend and fellow actor, Cassie Vallance. Based in York, the company offers joyful, interactive theatre and storytelling experiences for young children and their families.

Story Craft Theatre blends the founders’ professional backgrounds in theatre with a deep love for early years education and has become the first theatre company in York to be officially recognised as Makaton Friendly.

Co-founder Janet-Emily Cosgriff shares how everything changed for her in 2020, when her youngest child was born with Down syndrome — and how this shaped the future direction of the theatre company.

Challenge

In 2020, everything changed for me when my youngest child was

born with Down syndrome. Very quickly, we were introduced to Makaton and discovered that it not only supported my child’s communication, but also their confidence, emotional wellbeing, and ability to build relationships with others.

I was fortunate to meet Emma Thompson, a local Makaton Tutor at Handmade Voices, and took part in her Level 1 training. The impact was immediate. Makaton gave my child a voice and helped reduce frustration.

Solution

For me, it was a true lightbulb moment — not just as a parent, but as a theatre-maker. I suddenly saw how powerful Makaton could be, not only in our family life but in our creative work as well.

Cassie and I were both inspired to continue our Makaton learning with Emma, weaving signs into our stories and performances. Over time, it

became a natural, joyful part of what we do. Whether we’re in small storytelling sessions or performing on stage in larger productions, Makaton is now part of who we are — making sure everyone feels welcome, seen, and included.

Results

Today, we tour our Makatonsupported shows across the country, with recent performances at venues such as York Theatre Royal, Burnley Mechanics, and Chichester Festival Theatre.

We’re incredibly proud to be the first theatre company in York to be officially recognised as Makaton Friendly. For us, it’s about more than a badge; it reflects our belief that every child deserves to express themselves, to be understood, and to feel included.

==> picture [114 x 113] intentionally omitted <==

Y 4 am

—— ———_ ope ;= well 4 a PE — Sal Y ; | Pam | : : . poe 74 f Col mM STORY CRAIT im QS 2 a Sey ows

Ih . . \ "a he, i

}

' .

Annual Report • Online Reach

Online Reach

Website

Over the past year, our website attracted more than 650,000 users, marking an 8% increase compared to the previous year. A major focus has been improving our site’s visibility through Search Engine Optimisation (SEO), with over 50% of our traffic now coming from organic (non-paid) Google searches. This success highlights the effectiveness of our SEO strategy. Additionally, as a charity, we benefit from up to $10,000 per month in Google Ad Grants, allowing us to run targeted advertising. Our Google Remarketing campaigns brought in 55,000 visits this year, driving users to key areas such as Training, Shop, and Membership.

Search Engine Optimisation

Our dedication to SEO has positioned us as leaders in the field, with our website consistently ranking at the top of Google for key Makatonrelated search terms. Through ongoing optimisation and close collaboration with expert SEO consultants, we ensure our website stays aligned with search engine algorithms. This work is reflected in the fact that over half of our website traffic comes from organic Google searches. We use Google Analytics to monitor performance and make data-driven improvements, keeping our SEO strategies relevant and effective.

Social Media Growth

Our social media presence has seen steady growth across all platforms this year:

Facebook: Followers grew by 3% to reach over 88,200.
Instagram: A 10% increase brought our audience to more than 34,600.
X: Followers increased by 2%, now totalling 26,500.
TikTok: A significant 24% rise expanded our audience to 4,304.

This growth is the result of a consistent and engaging posting strategy, alongside popular campaigns such as Sign of the Week, Makaton Insights, and Countdown to Christmas. Collaborations and community engagement have also played a crucial role in expanding our reach and impact across these platforms.

==> picture [506 x 535] intentionally omitted <==

----- Start of picture text -----
26,500
88,200
X followers
Facebook followers
(+2% YOY)
(+3% YOY)
2.6m
34,600
page views Our network is growing
Instagram
substantially year on year followers
(+10% YOY)
(YOY). We are working hard
to spread the word about
Makaton through our online
community; our social media
and website presence. over
58k 500k
website users digital ad reach
via social on Google &
media Facebook
490k 4,304
website users via TikTok followers
Google searches (+24% YOY)
----- End of picture text -----

==> picture [100 x 101] intentionally omitted <==

Annual Report • Free Resources

oe

Free Resources

Each year we develop new free resources tailored to key awareness days and events. These resources offer users valuable tools to integrate Makaton into their daily lives, fostering increased engagement with Makaton in a variety of contexts.

Top Downloaded Free Resources

Our most popular free resources this year were:

Greetings – 12,191 views
My Name Is – 9,704 views
Old MacDonald – 9,180 views

Makaton Insights

We have revised and relaunched Makaton Insights in an engaging new video format, making the content even more accessible and user-friendly. The campaign continues to deliver daily, themed Makaton content that supports learning, awareness, and communication for a wide audience. Since the relaunch, we have seen a clear increase in engagement: more people are visiting our website, downloading resources from the Makaton Library, and signing up for free accounts. This demonstrates that Makaton Insights is not

only reaching a wider audience but also encouraging deeper interaction with our resources and community.

Sign of the Week

The Sign of the Week initiative remains a key part of our community’s learning journey. Each week, a new sign and symbol is introduced, accompanied by video tutorials and educational resources. This initiative has enriched the Makaton vocabulary and made learning more interactive and fun. Over the past year, Sign of the Week videos gained over 350,000 views, with downloads consistently ranking among the most popular content in the Makaton Library.

Makaton Magazine

The Makaton Magazine continues to be a source of inspiration and information, now reaching over 17,350 subscribers. Each issue is themed around various aspects of the charity’s work, featuring articles, news, and success stories from the Makaton community. Each edition also offers exclusive free Makaton games and activities, enhancing the reader’s learning experience and deepening their engagement with Makaton.

Member Events

This year, our exclusive member events continued to serve as invaluable opportunities for learning, networking, and sharing experiences. These events brought together a diverse community of Makaton users, experts, and learners, fostering collaboration and support.

We were proud to host six free events, each focusing on different aspects of the Makaton journey:

Starting the Makaton Journey in Adulthood: A Lived Experience
Embracing Makaton in the Early Years
Diary of a Makaton User - Part 3 + Live Q&A
Makaton Places: Building Inclusive Communities with Makaton Aware and Makaton Friendly Programmes
Makaton Support for Periods - Makaton Support for Periods: From Research to Publication
A Voice for Every Child: Parents Leading the way with Makaton

Annual Report • Case Study

Case Study: Empowering Communication in Early Years

Impact

Children entering a nursery setting bring with them a diverse range of communication abilities. Some may be confident communicators, while others may face challenges in expressing themselves.

Recognising this diversity, Jayde Conway decided to explore Makaton. She is now a qualified Makaton Tutor and Early Years SENCo (Special Educational Needs Coordinator) at The Sunflower Children’s Centre in Tameside. She shares how she is already seeing the positive impact Makaton is making in her early years setting.

Challenge

As an enthusiastic advocate for inclusive teaching practices, I embarked on a transformative journey to become a Makaton Tutor. This decision was fuelled by a desire to create an environment where every child, regardless of their communication abilities, feels heard and understood.

Through hands-on activities and real-life scenarios during my Makaton training, I gained the confidence to incorporate Makaton seamlessly into nursery routines, learning, and play.

The primary benefit of integrating Makaton into the nursery setting is enhanced communication between educators and children. For those who struggle with verbal communication, Makaton offers a visual and tactile way to express their thoughts, needs, and feelings.

Makaton fosters inclusivity by breaking down communication barriers. It creates a shared understanding that unites children of diverse communication abilities, promoting a strong sense of belonging within the nursery community.

Solution

As we continue to implement Makaton across our early years setting, I am seeing a positive ripple effect. Both staff and children are developing their communication skills and engaging more actively with Makaton.

We have introduced a ‘Sign of the Week’ board, which has proven to be a fantastic way to support staff and children in learning a new sign every week. Children are now more engaged, confident, and expressive in their communication. The nursery environment has become a space where every child’s unique voice is valued and heard.

Beyond communication, Makaton also supports the development of essential skills such as fine motor coordination, cognitive abilities, and social interaction. Engaging with signs and symbols stimulates various areas of a child’s brain, contributing to their overall development.

Results

Becoming a Makaton Tutor has not only enriched my teaching practice but also contributed to the development of an inclusive and empowering nursery environment. By embracing the power of Makaton as a team, we are helping children overcome communication barriers and laying the foundation for a future where every child has the tools they need to thrive.

In the colourful world of early childhood education, Makaton is a beacon of inclusivity — ensuring that no voice goes unheard. I am both proud and excited to finally become part of the Makaton family.

Annual Report • Partnerships

A Retail First for Makaton

This year marked a truly historic moment for Makaton: for the very first time, our symbols were placed at the heart of a customer-facing advertising campaign in UK supermarkets.

In partnership with CocaCola Europacific Partners, the Co-op, and Special Olympics GB, the campaign, ‘Meals That Matter’, carried the inclusive and uplifting tagline:

“Everyone wins when you choose to include.”

Running in over 360 Co-op stores nationwide, the campaign was built around a pizza meal deal promotion. But beyond the pizzas and Coca-Cola, this initiative broke new ground. Makaton was proudly displayed on posters, promotional stands, and point-of-sale areas throughout stores. For thousands of people, this was the first time they had ever seen Makaton represented in their everyday shopping environment.

A Landmark in Visibility

The significance of this campaign cannot be overstated: Makaton was front and centre in a national retailer. Shoppers queuing at the tills, and staff restocking shelves all saw Makaton symbols and messages promoting inclusion.

For Makaton users and their families, this was a moment of recognition and pride. To see their communication tool in such a public space validated the importance of communication accessibility. For the wider community, it opened a door to awareness, a small but powerful reminder that inclusion benefits everyone.

Supporting Staff, Supporting Inclusion

The campaign was not only about visibility. Makaton spent a day with the Coca-Cola team at the Co-op Head Office to bring the campaign to life for staff. Through this event colleagues were introduced to the tagline, simple signs, and the purpose of the campaign. This day sparked conversations about wider use of the message, including its adoption at a major Co-op conference, where the tagline will be signed live to the audience.

In stores, colleagues were supported with short video resources introducing simple signs and symbols they could use to greet and engage customers. These clips featured a Makaton user, ensuring an authentic voice and lived experience shaped the campaign.

From learning to sign “Hello” to practicing “How are you?”, these resources gave staff practical tools to create more welcoming and inclusive interactions. For customers, it meant the possibility of being seen, heard, and understood in the everyday act of doing the shopping.

A Partnership Built on Pride

Behind the scenes, this campaign involved a significant investment of time, creativity, and resources. From licensing our intellectual property to designing demonstration videos, the collaboration ensured Makaton was represented thoughtfully and respectfully.

The results spoke volumes. Coca-Cola and the Co-op were so inspired by the campaign and the tagline that they have committed to using it again in two further meal deal promotions in Autumn 2025. This ongoing commitment gives Makaton even greater visibility, ensuring

that inclusion continues to be celebrated in everyday spaces.

Lucy Sharp, our Operations Manager, summed it up perfectly after visiting the Lightwater Co-op in Surrey:

“We should all feel super proud of Makaton being showcased in a retailer – hopefully this is just the start of many more opportunities.”

This wasn’t just an advertising campaign, it was a statement that communication accessibility belongs everywhere, from classrooms and community halls to supermarkets and shop floors.

As Makaton continues to collaborate with national brands and retailers, the ripple effect of this visibility will grow. Every sign displayed, every staff member trained, every conversation started helps build a society where no one is left behind.

Looking Ahead

And that’s the heart of the message:

The success of Meals That Matter shows what is possible when inclusion is placed at the heart of mainstream partnerships.

“Everyone wins when you choose to include.”

Annual Report • Our Community

Celebrating Our Membership Community

580 new Members joined the Makaton Community during 2024/25

This year has been one of growth, connection, and creativity for the Makaton membership community. Our offer continues to provide members with access to high-quality resources, a supportive network, and exclusive opportunities to learn and share. Through events, interactive sessions, and our vibrant online community, we have worked hard to ensure members feel valued, inspired, and empowered to use Makaton in everyday life.

At the heart of our membership is a simple promise: to provide meaningful opportunities for people to connect, learn, and share. This year, we have continued to deliver on that promise by enhancing our events programme, improving access, and listening closely to what our members want.

Events and Learning Opportunities

Over the past year, members have enjoyed a rich and varied calendar of activities. We delivered 24 curated events, including 12 MakaChat LIVE: Use it, Don’t Lose it sessions — interactive, members-only

events led by our dedicated team of Ambassadors. These are designed to give members regular opportunities to practise their Makaton skills, exchange experiences, and enjoy the sense of community that makes our offer so unique.

Our monthly webinars also proved extremely popular. Guest speakers included Makaton Ambassadors, Tutors, staff, and members themselves, each sharing knowledge and insights from different perspectives. Topics ranged from professional applications in NHS and education settings to family-focused sessions with signed songs and stories, as well as vocabulary and the return of the highly requested Diary of a Makaton User series — with open, honest, real-life experiences from childhood to adulthood as a Makaton user.

Accessibility and inclusivity remained at the core of our programme. By increasing the number of free events, we opened the door to new audiences and showcased the value of membership. These events not only strengthened our community but also raised awareness of the many benefits available to members of the free community and beyond.

By the Numbers

Engagement this year was impressive:

2,162 unique attendees joined our webinars.
220 participants took part in MakaChat LIVE.
A total of 2,382 individuals engaged across all events.

Feedback has been overwhelmingly positive. As one member shared:

“Brilliant evening! Loved both the song and the vocabulary! Would love to know how I can raise more awareness and how I can take my Makaton further please. Thank you all again.”

Another told us:

“I have found all the events very useful. It’s fantastic to be able to keep practising and learning Makaton.”

These voices highlight the value of creating spaces for both learning and connection.

150 Makaton Aware Organisations

40 Makaton Friendly Organisations

MakaChat: Our Digital Community

Strengthening Communications

Our MakaChat platform remains central to the membership experience. Between August 2024 and August 2025, we saw:

We improved the way we connect with members by enhancing visibility on social media and streamlining internal collaboration. Working closely with communications colleagues, our membership team provided event highlights, fresh graphics, and — most importantly — real images of members themselves.

185 unique contributors
920 new posts across 225 days
787 replies, with 749 within discussion threads
384 recommendations shared

Email continues to be the most effective way of engaging members, particularly for events. We trialled a new onboarding journey for trial members, using a series of short videos and branded templates to help new joiners explore membership benefits. This approach will now be developed further to support retention and guide members through their first months

Popular discussions included resources for tutors, Christmas countdown activities, creative ideas such as Makaton in comics, and heartfelt threads for support from other members. Importantly, we saw a rise in contributions, including members’ original posts sharing their own experiences. This inspired a parent-led webinar that provided honest, open reflections on embracing Makaton to support their children’s communication — and, in doing so, helped shift attitudes in their local and wider communities.

==> picture [322 x 357] intentionally omitted <==

----- Start of picture text -----
30,800
free membership accounts
were created
4,800+
people trailed our
Premium Membership
New or updated
materials in our
Makaton Library
223 44 52
resources line drawings symbols
95 505
tutorial videos quizzes & games
----- End of picture text -----

18% growth in membership revenue

72% of members renewed their membership accounts with us.

Looking Ahead

The year ahead promises to be just as exciting. We are preparing to launch the new Makaton App, providing even more tools to support learning and communication. We are also working on a collaboration with Widgit to offer members access to Makaton Symbols in new ways. Alongside these developments, our ongoing member survey will continue to shape our understanding of the member journey — helping us ask not just what do members use? but also who are our members?

A Thriving Membership

This year has demonstrated the strength, creativity, and generosity of our Makaton community. Whether through webinars, MakaChat discussions, or members-only events, our offer continues to provide valuable opportunities to learn, share, and connect. With thousands of members engaged and more joining every month, we are proud to celebrate another year of growth — and to look ahead to an even brighter future together.

Annual Report • Case Study

==> picture [31 x 31] intentionally omitted <==

==> picture [61 x 60] intentionally omitted <==

Case Study: John Mason International Movers

Impact

John Mason International Movers has taken a significant step toward making its services more inclusive by learning Makaton. The team shares their experience, and the positive impact Makaton has had on their work so far.

At John Mason International Movers, we’ve always believed that moving should be a positive experience for everyone. However, we realised that for some of our customers—especially those with communication difficulties—the process could feel overwhelming. That’s why we decided to learn Makaton.

Challenge

Our journey with Makaton began when we started thinking about how we could better support all our customers. We knew that moving can be a stressful time, and we wanted to do everything we could to make it easier for those who might struggle to express their needs. Learning Makaton felt like a natural step.

Our team members—from front-line staff to our dedicated Move Managers—embraced the opportunity with enthusiasm. They recognised that by learning Makaton, they could break down barriers and deliver a more personalised service.

The training was both challenging and rewarding. We learned to use simple signs and symbols alongside speech, helping us better support people who have difficulty with verbal communication. It wasn’t just about acquiring a new skill—it was about building understanding and connecting with our customers in a more meaningful way.

Solution

The impact of our Makaton training has been profound. Not only has it improved our ability to communicate with customers who use Makaton, but it has also fostered a deeper sense of empathy and awareness across our team.

We’ve received positive feedback from customers who appreciate the effort

we’ve made to accommodate their needs. Our staff also feels more confident in their ability to provide an inclusive and compassionate service.

Results

We’re proud of the progress we’ve made, but we know there’s always more to learn. We’re committed to continuing our journey with Makaton and exploring new ways to make our services as accessible as possible.

We’ve learned that

communication is about much more than just words—it’s about connection, understanding, and making sure everyone feels heard. By sharing our experience, we hope to encourage others in our industry to think about how they can make their own services more inclusive.

==> picture [101 x 101] intentionally omitted <==

==> picture [595 x 773] intentionally omitted <==

----- Start of picture text -----
i onal Movers .
yy : Mi
-
y pide ra roy” 4
i “aw ies
JohnMaso®‘onal Mo >Ee. “Sm, .
Internatio
rover? A —O_, ns 4
eo fl SA
Es iif — ' 4, a the 5
: >| } : By f ‘ . = =
f ‘ae i) | i. i
/i 7)a ky- EA | i : j
=SS "4 — Joh Ni - r
Nea sees NIN |
— 4
SN “onal geo | @uores
27
----- End of picture text -----

Annual Report • Tutor Support & Development

Celebrating the Tutor Network

Alongside the milestones achieved as a network this year, individual Tutors and Ambassadors have made a remarkable

impact in their communities. Their work highlights the reach of Makaton and the difference it makes in everyday lives.

lovely day. All the Schools enjoyed it and the weather was great. I had lots of people inquiring about Makaton… I really did enjoy it and I am always available to help again.” Events like this highlight how Tutors help spread awareness of Makaton far beyond formal training.

Celebrating Learner Achievements

Community

Engagement in Action

Makaton Tutors Becky Ebsworth and Hellen Moore proudly represented The Makaton Charity at Romsey Dementia Action Group’s DEMFEST 2025. The event, which brought together innovation and inspiration around dementia, gave Becky and Hellen the chance to introduce Makaton and Watch My Needs to the public. Their enthusiasm and skill in signing created a welcoming space for families, carers, and professionals to explore how Makaton can support inclusion.

At the Carse of Stirling Rotary Club’s Kids Fun Day, Tutor Julie Halliday gave her time to represent the Charity, engaging with over 600 children and 250 carers. Julie not only showcased Makaton at the event but also shared how warmly it was received: “Kids Day Out was a

Through his organisation SignSimply, Tutor Grant Wetherall has been teaching Makaton across Northern Ireland for nearly three decades. In 2025 he marked four years of partnership with Armagh City, Banbridge & Craigavon Borough Council, having trained more than 200 participants. This partnership was celebrated in a special evening hosted by the Deputy Lord Mayor in the prestigious Portadown Town Hall, where learners received certificates recognising their achievements.

A hallmark of his courses is the Outstanding Achievement Award, recognising learners who have shown determination and progress. Grant shared the story of Holly, a 22-year-

Supporting the Next Generation of Tutors

/ ' Within the Tutor Training Journey, --_ , our Ambassadors and Senior Tutors continue to make a ~ . profound difference. Trainees frequently share how much the encouragement and support of experienced Tutors mean to them. |

One trainee described

Ambassador Kerry Halkett as helping them feel “at ease” during their consultation, giving constructive feedback and inspiring confidence to continue their journey.

old participant who received the award for being the “most improved signer.” Supported by her mother, she demonstrated that with determination and encouragement, learners can make life-changing progress.

Senior Tutor Mike Harris was praised for his calm, reassuring approach: “Mike went through my symbol work and gave me great constructive feedback and top tips… it has made me even more determined and excited to become a Makaton Tutor.”

Grant often highlights how even small steps can be transformative. He recalls one learner who, after months of practice, finally mastered the sign for “toilet” — a breakthrough that represented independence and dignity. His patient and creative approach ensures that learners leave not only with new communication skills but also with pride and confidence.

• A trainee also wrote movingly about Ambassador Holly Cannon-Taylor, whose support enabled them to complete training despite personal challenges: “Without Holly being so supportive and approachable there is a strong chance I wouldn’t have

completed the course… she really restored my faith that Makaton as a charity truly has communication at the core.”

These stories are a testament to the compassion, skill, and commitment within our Tutor Network.

Looking Ahead

As we move into the next year, we want to continue to shine a spotlight on the people at the heart of the network —Tutors, Ambassadors, and Senior Tutors whose efforts build inclusive communities and inspire the next generation. Their stories reflect not only achievements, but the values that drive The Makaton Charity forward.

==> picture [208 x 11] intentionally omitted <==

----- Start of picture text -----
Annual Report • Tutor Support & Development
----- End of picture text -----

==> picture [13 x 8] intentionally omitted <==

----- Start of picture text -----
30
----- End of picture text -----

Tutor Support & Development – Key Highlights

Onboarding & Training: Last year, the Tutor Support team welcomed 89 new Tutors through our training course. We also supported 38 existing Tutors with additional training, equipping them to deliver Safeguarding, Frontline, and Know & Grow (Christianity) workshops.
Improved Training Pathways: Our Tutor Training course was updated with clearer guidance materials, including a brochure and new web content. We also automated parts of the process, freeing up administration time to focus on personalised support and future planning.
Targeted Communication: We redesigned our communication strategy to ensure Tutors are fully aware of the additional training and workshops available. Tailored messaging means the right information reaches the right people, increasing uptake and impact.

• Network Engagement: We strengthened links with Tutor networks, contributing to discussions, reviewing meeting minutes, and feeding back to improve collaboration and communication between Tutors and the central team.

Feedback & Development: Through a key account trial and an annual survey, we gathered valuable insights from high-performing Tutors. Their feedback on recent initiatives and day-to-day challenges has shaped our support plans and informed the development of new courses, products, and communications.
Early Years & Language Acquisition: We are expanding our focus on early years learning and wider language acquisition. Building on trial activity in these areas, we are preparing for new workshop developments in 2025 and 2026 that will strengthen our offer for both Tutors and learners.

• Renewals & Policy

Improvements: Tutor licence renewals saw stronger engagement than in previous years, helped by a refreshed Terms & Conditions process. This placed greater emphasis on clarity, discussion, and support. Alongside 1:1 support, Q&A sessions, and video guidance, this approach fostered trust and engagement.
Protecting Quality & Brand: The updated Terms & Conditions also gave us a stronger footing in tackling intellectual property challenges. This ensures Tutors’ training is protected and helps safeguard the brand from unverified or poor-quality online content.

Annual Report • Workplace Training

Workplace Training: A Year of Growth and Consolidation

Overview

The Workplace Training division at The Makaton Charity has navigated a challenging but positive year. While growth has not reached the levels anticipated, performance remains aligned with the broader trajectory of the charity. Income increased modestly, rising from £263,289 in 2023/24 to £271,492 in 2024/25, an uplift of just over 3%. This steady increase highlights resilience in a year when market conditions and organisational capacity required careful consolidation.

Training Delivery

In 2024/25, we delivered 286 workshops to an estimated 2,809 learners. The Level 1 Workshop continued to be the most popular offer, engaging 1,306 learners (53%), followed by 84 Taster Workshops with 1,260 participants (29%). Other higher-level courses, including Levels 3–4, had less traction this year and reached smaller but strategically significant groups of professionals, reflecting our focus on deepening skills as well as broadening reach.

This year also marked the rebrand of the Frontline

Workshop to Makaton For… a tailored programme designed to serve industry-specific needs. We delivered 15 sessions to 105 learners, representing 5% of total training activity. The rebrand has provided a clearer value proposition and demonstrated the potential for expansion into new professional sectors.

Expanding Sector Reach

Our training continued to serve a wide cross-section of organisations. Social Care led with 42% of total training, highlighting our strong relationship with this sector. Education (nursery and primary) followed at 30%, while councils (14%), the NHS (9%), and higher education (2%) also made up important parts of the training portfolio. This broad engagement reflects the relevance of Makaton across multiple public-facing and professional services.

Delivery was made possible by our network of 57 Tutor Consultants, who ensured that high-quality, standardised workshops were accessible across the year.

New Developments and Special Projects

To enhance learner experience, we began bundling Makaton products with training, increasing integration and engagement for participants. This initiative not only strengthens the connection between training and practical application but also supports learners in embedding Makaton into their daily practice.

Alongside training delivery, 29 organisations signed up to Makaton Aware, publicly demonstrating their commitment to communication accessibility. This initiative generated £1,700 of additional income, while also deepening the impact of training through long-term organisational change.

In addition, special projects with three organisations enabled the delivery of 10 bespoke workshops and tasters. While income for these projects is tracked separately by the Development and Operations team, they represent important innovation work that extends the reach and influence of Makaton.

Financial Performance

Although overall income was slightly below target (£271,492 vs. £320,000), the year closed at 84.8% of the set goal. Strong performances in September (109%), October (100%), and January (112%) balanced out weaker summer months, when demand was significantly lower. This seasonal trend aligns with previous years and remains a key consideration for forward planning.

Looking Ahead

The year has been one of consolidation, steady performance, and investment in future growth. With stable income and new initiatives such as Makaton For…, bundled products, and enhanced digital learner data ke Sd Mth gy) resources, the foundations are in place for further expansion. The challenge for 2025/26 will be to translate these building blocks into sustainable growth, ensuring that more organisations and professionals are able to access high-quality Makaton training.

Annual Report • Senior Tutors & Ambassadors

Senior Tutors and Ambassadors

Senior Tutors are highly experienced Makaton Tutors who play a crucial role in maintaining the high quality of The Makaton Communication Programme. These dedicated individuals undergo up to two years of additional training, assessment, and skill development in signing, symbol use, and translation. They also work on specialised projects to further enhance their expertise and achieve this prestigious title.

Our Senior Tutors

Mike Harris

Tracy Clark

Julie Hawkins Shelina Mitha Sarah Norman Zanna Finnerty

Their commitment ensures the consistent delivery of high-quality Makaton training across the community.

Ambassadors are Makaton Tutors with specialised skillsets and a proven dedication to the Makaton community. They play a key role in promoting Makaton awareness, advocacy, and the development of new vocabulary. Ambassadors actively support Senior Tutors by helping to train Trainee Tutors, facilitating network Revision Sessions, and providing expert advice within the online MakaChat community.

Our Ambassadors

Helen Hayhoe Catriona Chisholm Pixie Norris-Royle Nicola Hall Nic Pike Linda Bates Helen Whaling Aileen Bannatyne Amanda Glennon Julie Tarn Clare Standing Alex Jordan Kerry Halkett Tracey Fillan Karen Baxter Leanne Hipkiss-Walker Richard Fish Mike Carlin Nikki Harrison Hannah Anderson Becky George Saskia Dady Sarah Arthur Jemma Sagar Gareth Smith Jess McQueen Prit Chouhan Debby Auvache Sam Stephen Helene Elia Robb Cummings Samantha Harper

Senior Tutors and Ambassadors are essential to the growth and success of Makaton.

The Makaton Charity extends its heartfelt gratitude to these individuals for their dedication, commitment, and the invaluable support they continue to provide to the Makaton community.

Annual Report • Trustees’ Report

Trustees’ Report

Financial Review

The trustees present their report and the audited financial statements for the year ended 30th June 2025. Reference and administrative information set out on pages [33-38] form part of this report. The financial statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102. This trustees’ annual report includes a directors’ report as required by company law.

Surplus

We report a Surplus for the year of £53,762 (2024: Surplus of £108,706 ). Of that Surplus there was a small change in the level of restricted funds held for purposes prescribed by the donors.

Incoming resources

Incoming resources from unrestricted funds decreased by 1.37% this year, totalling £2,036,435 (2024: £2,064,730 ). The income was derived from the delivery of charitable activities and particularly in the delivery of fees for courses, together with membership subscriptions and income from the sale of workshop manuals. The Charity experienced a decrease in revenue from the sales of manuals, but experienced an increase in all direct training, membership and project activity.

While the Charity’s income and trading environment continue

to be impacted by the ongoing economic conditions, the strategy of broadening the base of the Charity’s income has largely mitigated these barriers and enabled the Charity to achieve a growth in user activity, while this reflects a static overall income position for the year.

Expenditure

Total expenditure during the year increased to £1,982,673 (2024: £1,954,905 ) or 1.36%, representing the Charity’s tight operating environment. While the overall value has remained broadly stable, the mix of expenditure has changed to reflect the greater development of Training and resource materials. The Charity continues to develop its digital and resource base, to enable users to remotely access the full catalogue of 40,000 assets. The broadening of the Charity’s income streams does

mean that there is a continuing change in the allocation of our charitable costs when compared to previous years’ allocation.

Reserves

Each year the Trustees review the purpose of any reserves the Charity holds and determine the level they consider necessary to fulfil its legal and commercial obligations and in setting aside any funds earmarked for investment in specific projects. The Trustees determined that a minimum level of £320,000 should be held to ensure the Charity can meet its contractual obligations. Additionally, the Trustees designate an amount of the general fund equal to the value of fixed assets to provide for their replacement. At the end of the year the balance on the Unrestricted Funds was £975,231 (2024: £928,928 ), some £655k above the minimum requirement.

During the year, the Trustees reviewed and agreed on a strategic plan and operational objectives for the Charity with a view to ensuring that any reserves held are justified for the delivery of the charitable objectives. At the end of the year the Charity had restricted reserves of £7.4k (2024: £Nil).

to respond to any enquiries made under the General Data Protection Regulation and to deal with any personal data created or received in a manner consistent with the spirit of those regulations.

Fundraising Activities

During the year, the Trustees and Senior Management reviewed fundraising practices to ensure that best practice is followed. The Charity continues to be registered with the Fundraising Regulator and ensures that it complies with the Code of Fundraising Practice. The Charity does not work with external agencies to carry out fundraising activities nor do we share any sensitive personal data with other organisations. We provide guidance for any people voluntarily undertaking fundraising activities for the Charity’s benefit, including a responsible approach to protecting the interests of vulnerable people.

We have not received any complaints during the year either directly or from the Fundraising Regulator but would take any such reports extremely seriously. We have put in place systems

Annual Report • Trustees’ Report

==> picture [31 x 31] intentionally omitted <==

Risk Management

The Trustees hold the responsibility for overseeing the management of risks within the Charity. This duty has been delegated to the CEO, who actively manages this process. A risk matrix approach is utilised to address risks, where each risk is assessed and graded based on its likelihood and potential impact on the Charity. Each identified risk is attributed to a designated senior manager, and regular reports and updates are provided to the Trustees. The Trustees are confident that the primary risks have been identified, and appropriate measures have been put in place to address them. The following are the key risks that the Trustees have identified for the Charity:

1. Enhancing the Charity’s Sustainable Growth

The fiscal year 2024/25 continues to see broad-based growth in the Charity’s new trading activities, with increases in membership, training and general project-based sales; however, this year has seen a slight decline in the level of general network activity. This decline reflects an operational movement within a limited number of high-value accounts. The Charity continues to operate as a Social Enterprise and has seen a particular expansion in the level of non-charitable trading

activities, which, while providing a useful stream of income, potentially creates longer-term challenges for the charity in its SORP compliance and taxation. In response to our mitigation of these growth risks, the Charity has introduced a new key account approach to gain better visibility on change, together with building the pipeline of high-value contributor accounts. Together with further investment in additional operational capacity, it has enhanced its operational risk tracking and is investigating the deployment of structural changes that would enable it to maximise its revenue generation while minimising compliance and taxation liability.

2. Sustaining Momentum in a Complex Operating Landscape

The Charity continues to operate within a multi-sector environment, working through our Tutor Network to help and support an expanding community of over 500,000 Makaton Users, their families, and the professionals who support them. Ensuring a clear cross-team goal-based focus remains a key challenge for the organisation as we are growing operationally. Our mitigation has been to review and adopt a new five-year strategic plan based on the areas of Inclusion, Impact, International, Innovation and Intelligent operations. These areas are then reflected within our OKR (Objective and

Key Results approach) and developed further within a combined bottom-up and topdown agile planning approach.

3. Developing an Efficient Decision-Making and Implementation Model

With our growth comes expanding ideas and features, strengthened by our innovation and commitment to making a meaningful impact on our Users. The allocation of resources to deliver these initiatives requires careful consideration from the entire team. Determining which elements to implement, the timing, sequence, and ensuring that all ideas are centred around the needs of the Makaton User present a tangible and evolving challenge. Our mitigations will involve embracing the practice of piloting ideas, adopting more Agile-based project management methodologies, and incorporating new decisionmaking tools that promote cross-team visibility will be instrumental in our future success.

4. Scanning the Horizon for Future Opportunities

As the organisation adapts and responds to market drivers, there’s an inherent tendency for leadership to concentrate on operational matters. However, preserving time and space for horizon scanning— exploring new markets, forging partnerships, and generating

innovative ideas—will be pivotal for Makaton’s prosperity.

We continue to explore cuttingedge capabilities, such as further developing our range of Apps, digital learning materials and gamification, together with the deployment of operational Artificial Intelligence (AI) to improve data assessment and user requirements, operated through an AI Governance Framework agreed with Trustees.

The emerging technological landscape is fast-moving, and it is crucial for Makaton to maintain a pioneering position to avoid being left behind. Advancements in technology are bridging distances, rendering the world more interconnected and unveiling unprecedented opportunities for international collaborations and partnerships. The fast-changing landscape will require an agile approach to mitigations, with a focus on developing our longer-term PESTLE and strategic risk matrix, providing both Trustees and the management team with enhanced visibility to ensure we are ready to seize opportunities and effectively mitigate operational risks.

Annual Report • Trustees’ Report

Trustees’ Report

Structure, Governance and Management

public benefit when reviewing the Charity’s aims and objectives and in planning its future activities. The Trustees consider planned activities will contribute to the aims and objectives that have been set.

The organisation is a charitable company limited by guarantee, incorporated on 14 June 2007, and registered as a Charity on 25 June 2007. At the date of reporting, it has no subsidiaries, nor did it have any transactions with any related parties during the year.

The Board

The Board meets quarterly and in addition aims to hold a range of ‘Deep Dive’ sessions where it can interrogate strategic areas in more detail, together with an annual strategic planning day, which feeds into the annual Business Planning and OKR (Objective and Key Results) setting process. Detailed oversight of performance in specific areas of the Charity’s work is undertaken in sub-committees of the Board who report back in summary to the full Board, where any significant decisions are made in accordance with the Articles of Association.

Trustees’ role

The Charity’s Memorandum and Articles of Association set out the objects and powers of the Charity and govern its administration. The Trustees are responsible for overall governance and direction of the Charity. A minimum of three trustees are required, with a maximum permitted of 11. On June 30, 2025, there were Nine Trustees. The Trustees delegate operational responsibility to the Chief Executive Officer to achieve the objectives set by the Board, who is in turn supported by the Senior Management Team (SMT) and staff.

The Board through its People & Governance sub-committee annually reviews the Charity’s structure and governance model, feeding back recommendations to the main Trustee Board. The Charity has three standing subcommittees made up of Finance & Digital, Quality & Standards and People & Governance, where

The Trustees review the aims, objectives and activities of the Charity each year to ensure public benefit. Trustees refer to the guidance contained in the Charity Commission general guidance on

each Committee meets a minimum of three times during the year.

The appointment and remuneration of senior staff (SMT) is discussed with the Chair of the Board, Treasurer, and the People & Governance Committee (which reviews salary benchmarks). In some cases, the full Board will be involved in such decisions. The Charity adopts and maintains a policy of equal opportunities for all in organisational policies, as well as ensuring that products and services are presented in a positive and sensitive way for people of all faiths, cultures, disabilities, genders, and sexual orientations. The Charity is currently reviewing its Impact and Equality, Diversity, and Inclusion (EDI) strategy, with a dual focus on both its community and its employees, workers, and volunteers. It remains committed to upholding the highest standards of compliance and is developing an enhanced strategic approach to strengthen this commitment.

Impact of environmental factors

During the year, the Board supported by the Senior Management Team, continued to review, and develop the Charity’s

==> picture [596 x 207] intentionally omitted <==

business model, both in relation to its significant operational growth and the wider operational environment. Trustees have supported the team in their progress of both digital and wider business transformation, which has seen the Charity significantly grow its new business income and engagement levels, which overall has produced a stable operational income base for the Charity. The current trading conditions continue to be unstable, with individuals and organisations adapting to the unfamiliar environment. Initial results from the first 3 months of trading in 2025/26 are broadly stronger and encouraging, with income around 5% up on the previous year.

The Charity’s Membership, Tutor Training and Workplace Training continue to perform strongly, with the Trainer packages to support professionals within the NHS, Emergency services and community space continuing to gain traction. The year will also see the continued rollout of our MakaTots Franchise; together with the deployment of the Charity’s new Makaton App, the Digital Learning Kit and the deployment

of a new Special Word App which provides a new gamification offer for Makaton users.

Trustees’ commitment

All Trustees give their time voluntarily and receive no benefits from the Charity. Any expenses reclaimed from the Charity are set out in note 5 to the accounts. The Charity provides induction and training to new Trustees and training of Trustees is supported by regular presentations by the Senior Management Team. Trustees also attend external training and networking events. Trustees will serve in office for a period of three years but thereafter may be reappointed for a further term provided three-quarters of the Trustees consent to such reappointment. We have had the pleasure of welcoming one new Trustee to the Board, Phil Dabrowski, and he brings with him a diverse array of experience and knowledge.

Going concern

The Trustees have carefully examined the charity’s financial stability and are confident that there are no significant uncertainties about its ability to sustain operations. The last twelve months have marked a period of capacity building for the charity, leading to a further increase in sales within new areas of direct training, membership and projects. The results and management accounts after the year-end indicate sustained demand and consistent cost management. The Trustees are optimistic that the strategies in place will foster a stable and growing foundation for the charity’s operations.

Currently, the charity’s trading situation seems stable, with significant prospects for future growth. There are no additional key decisions made by the Charity that significantly affect the financial statements. Additionally, the Trustees are not aware of any uncertainties at the time of reporting that pose a significant risk of causing material changes to the values of assets and liabilities in the upcoming reporting period.

Annual Report • Trustees’ Report

Trustees’ Report

Trustee Responsibilities

The Trustees (who are also Directors of The Makaton Charity for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

All trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 5 to the accounts.

The Trustees understand and recognise their duties under section 172 (1) (a)-(f) of the Companies Act 2006, and confirm that individually and collectively, they have acted in good faith, promoted the success of the company for the benefit of its members as a whole, and in doing so have regard (amongst other matters) to:

the likely consequences of any decision in the long term,
the interests of the company’s employees,
the need to foster the company’s business relationships with suppliers, customers and others,
the impact of the company’s operations on the community and the environment,
the desirability of the company to maintain a reputation for high standards of business conduct and the need to act fairly between members of the company.

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. The Trustees are required to:

Select suitable accounting policies and then apply them consistently.
Observe the methods and principles in the Charity’s SORP.
Make judgements and estimates that are reasonable and prudent.
State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements.
Prepare the financial statements on a going concern basis unless it is inappropriate to presume that the Charity will continue in operation.

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the 36 charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. Trustees are responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps to prevent and detect fraud and other irregularities.

In so far as the Trustees are aware:

There is no relevant audit information of which the charitable company’s auditor is unaware.
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 auditor is aware of that information.

of such guarantees on the 30th June 2025 was 9 (guarantees in 2024 were 9). The trustees are members of the charity, but this entitles them only to voting rights. The trustees have no beneficial interest in the charity. The trustees’ annual report has been prepared in accordance with the provisions applicable

to companies subject to the small companies regime. The Trustees Report has been approved by the Trustees on Tuesday 4th December 2025 and signed on their behalf by the Chair, Robert Douglas.

Chair, Rob Douglas CBE DL.

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

Members of the Charity guarantee to contribute an amount not exceeding £1 to the assets of the Charity in the event of winding up. The total number

Annual Report • Auditor’s Report

Auditor’s Report

Opinion

We have audited the financial statements of The Makaton Charity (the ‘charitable company’) for the year ended 30 June 2025 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Give a true and fair view of the state of the charitable company’s affairs as at 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
Have been prepared in accordance with the requirements of the Companies Act 2006

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the 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 Makaton Charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

Other Information

The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements,

we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

The information given in the trustees’ annual report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
The trustees’ annual report 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 trustees’ annual report. We have nothing to report in respect of the following matters in relation to which 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; or
The directors were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the

trustees’ annual report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, 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 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.

Annual Report • Auditor’s Report

Auditor’s Report

Auditor’s

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 an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below.

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

We enquired of management, which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to:
Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;
Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;
The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.
We inspected the minutes of meetings of those charged with governance.
We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience.
We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of non-compliance throughout the audit.
We reviewed any reports made to regulators.
We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.
We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.
In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed

whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.

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 noncompliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.

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 auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the 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.

Jonathan Orchard

(Senior statutory auditor)

Date: 10th December 2025

for and on behalf of Sayer Vincent LLP, Statutory Auditor, 110 Golden Lane, London, EC1Y 0TG

Annual Report • Statement of Financial Activities & Balance Sheet

==> picture [31 x 31] intentionally omitted <==

Statement of Financial Activities

(incorporating an income and expenditure account)

For the year ended 30 June 2025

	Note	Unrestricted	Restricted	2025	Unrestricted	Restricted	2024
		Funds	Funds	Total	Funds	Funds	Total
Income from:		£	£	£	£	£	£
Grants and donations	2	3,607	7,459	11,006	4,165	-	4,165
Charitable activities
Fees for workshops and courses		570,981	-	570,981	567,882	-	567,882
Sale of workshop manuals		706,950	-	706,950	755,816	-	755,816
Tutor Licences and memberships schemes		406,504	-	406,504	389,264	-	389,264
Sales of publications and other resources		114,306	-	114,306	148,787	-	148,787
Royalties for the use of Makaton worldwide		52,662	-	52,662	57,195	-	57,195
Worldwide promotion of Makaton		13,065	-	13,065	8,370	-	8,370
Translation services		119,924	-	119,924	89,993	-	89,993
Investments		16,000	-	16,000	22,575	-	22,575
Other		24,977	-	24,977	20,683	-	20,683
Total Income		2,028,976	7,459	2,036,435	2,064,730	-	2,064,730
Expenditure on:
Raising funds		19,467	-	19,467	14,882	-	14,882
Charitable activities							-
Provision of workshop and courses		923,243	-	923,243	777,107	-	777,107
Printing and production of workshop manuals		155,557	-	155,557	143,800	-	143,800
Tutor licence and memberships schemes		451,588	-	451,588	451,171	-	451,171
Other training projects and services		21,518	-	21,518	-	-	-
Publications and other resources		300,256	-	300,256	398,852	1,119	399,971
Worldwide promotion of Makaton		28,460	-	28,460	52,727	-	52,727
Translation services		82,584	-	82,584	116,366	-	116,366
Total expenditure	3	1,982,673	-	1,982,673	1,954,905	1,119	1,956,024
Net income (expenditure) for the year	4	46,303	7,459	53,762	109,825	(1,119)	108,706
and net movement in funds
Transfers between funds		-	-	-	2,769	(2,769)	-
Net movement in funds		46,303	7,459	53,762	112,594	(3,888)	108,706
Reconciliation of funds:
Total funds brought forward		928,928	-	928,928	816,334	3,888	820,222
Total funds carried forward		975,231	7,459	982,690	928,928	-	928,928

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above.

Balance Sheet

As at 30 June 2025

As at 30 June 2025
Note Fixed assets: Intangible assets 9 Tangible assets 10 Current assets: Stock 11 Debtors 12 Cash at bank and in hand Liabilities: Creditors: amounts falling due within one year 13 Net current assets Total net assets The funds of the charity: 15 Restricted funds Unrestricted income funds: Designated funds General funds Total unrestricted funds Total charity funds	£ 60,971 413,451 794,504	2025 £	£ 64,801 442,089 865,565	2024 £ 53,792 231,749

		82,853
		326,052
		408,905		285,541 643,387




	1,268,926 (695,141)		1,372,455 (729,068)


	408,905 566,326		285,541 643,387
		573,785

		982,690		928,928
				- 928,928

		7,459




		975,231
		982,690		928,928

Approved by the trustees on 4 December 2025 and signed on their behalf by

Stephanie Kogels Treasurer

The Makaton Charity Registered Charity number: 1119819 Registered Company number: 06280108

Annual Report • Statement of Cashflows & Financial Notes

==> picture [31 x 31] intentionally omitted <==

Statement of Cash Flows

For the year ended 30 June 2025

For the year ended 30 June 2025
Note Cash fows from operating activities Net cash provided by / (used in) operating activities 17 Cash fows from investing activities: Interest from investments Purchase of fxed assets (tangible and intangible) Net cash provided by / (used in) investing activities Change in cash and cash equivalents in the year Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year	2025 £ 16,000 (207,388)	2025 £	2024 £ 22,575 (155,062)	2024 £ 120,025 (132,487)


		120,327





		(191,388)
				(12,462) 878,027

		(71,061)

		865,565
				865,565
		794,504

Financial Notes

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

1. Accounting policies

a) Statutory information

The Makaton Charity is a charitable company limited by guarantee and is incorporated in the United Kingdom. The registered office address is 66 Lincoln’s Inn Fields, London, WC2A 3LH and the principal place of business is Westmead House, Farnborough, Hampshire GU14 7LP.

b) Basis of preparation

The financial statements have been prepared in accordance with 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) - (Charities SORP FRS 102), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

c) Public benefit entity

The charitable company meets the definition of a public benefit entity under FRS 102.

d) Going concern

The Trustees have carefully examined the Charity’s financial stability and are confident that there are no significant uncertainties about its ability to sustain operations. The last twelve months have marked a notable growth phase for the Charity, leading to a substantial increase in reserves. The results and management accounts after the year-end indicate sustained demand and consistent cost management. The Trustees are optimistic that the strategies in place will foster a stable and growing foundation for the charity’s operations.

Currently, the Charity’s trading situation seems stable, with significant prospects for future growth. There are no additional key decisions made by the Charity that significantly affect the financial statements. Additionally, the Trustees are not aware of any uncertainties at the time of reporting that pose a significant risk of causing material changes to the values of assets and liabilities in the

e) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

All income arising from trading activities is permissible within the Charity’s objects and is stated net of value added tax. The Charity does not undertake any trading outside the scope of its objects.

Income arising from activities is deferred to the extent that the service or goods to which it relates have not been provided at the end of the financial year.

Annual Report • Financial Notes

==> picture [31 x 31] intentionally omitted <==

Financial Notes

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

f) Donations of gifts, services and facilities

On receipt, donated gifts, 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 or fixed assets as appropriate in the period of receipt.

g) Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

h) Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Designated funds are unrestricted funds earmarked by the Trustees for particular purposes.

i) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Costs of raising funds relate to the costs incurred by the charitable company in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose.
Expenditure on charitable activities includes the costs

of delivering products and services, developing and maintaining the Makaton vocabulary and associated resources, and other costs undertaken to further the purposes of the charity and their associated support costs. Expenditure also includes attributable VAT which cannot be recovered.

Other expenditure represents those items not falling into any other heading.

j) Allocation of support costs

Expenditure is allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity.

Support and governance costs are re-allocated to each of the activities being supported based on whether or not they are directly attributable or based on salaries. Goverance costs are re-allocated based on charitable activities income.

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

k) Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

l) Intangible fixed assets

Research costs are written off as incurred. Development costs are initially capitalised and allocated to a Resource for publication or the library of signs. These costs are then written off over their estimated useful life as follows:

• Signs and symbols 10% on cost p.a. from the month following publication

• General publications 10% on cost p.a. from the month following publication

Database resources

20% on cost p.a. from the month following publication

• Training courses 20% on costs p.a. from the month following completion of the course

The amortisation for that asset is charged to the general fund. In cases where there is little possibility of the value of development costs being realised, the development costs are written off.

m) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

Computers and related equipment 33% of cost
Website and online dictionary 20% of cost
Office furnishings 20% of cost

n) Stocks

Stocks are stated at the lower of cost and estimated selling price less costs to complete and sell. In general, cost is determined on a first in first out basis and includes transport and handling costs. Provision is made where necessary for obsolete, slow moving and defective stocks.

o) Debtors

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

p) Cash at bank and in hand

Cash at bank and cash 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.

q) Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation

Annual Report • Financial Notes

==> picture [31 x 31] intentionally omitted <==

Financial Notes

can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

r) Financial instruments

The charity 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.

s) Pensions

The scheme is a defined contribution scheme. The employer’s contributions to this scheme are charged to expenditure in the period to which they relate.

2. Income from grants and donations

Donations: Gift Aid & Other Income Grants: Gatehill Trust	Unrestricted £ Restricted £ 2025 Total £ Unrestricted £ Restricted £ 2024 Total £ 3,607 - 3,607 4,165 - 4,165 - 7,459 7,459 - - -
	3,607 7,459 11,066 4,165 - 4,165

==> picture [321 x 96] intentionally omitted <==

----- Start of picture text -----
2024 Total 1,031,105 402,511 49,027 17,223 26,238 331,733 63,514 34,673 1,956,024 - - 1,956,024
2025 Total 1,046,911 399,042 84,023 18,600 29,282 316,640 51,290 36,885 1,982,673 - - 1,982,673
----- End of picture text -----

	Support costs	409,638	137,253	24,294	-	10,072	108,910	42,108	36,885	769,160	(769,160)	-	-	-
	Governance costs	73,846	15,216	2,693	18,600	1,117	12,074	9,182	-	132,728	-	(132,728)	-	-
	Translations	27,928	9,586	1,697	-	703	7,607	-	-	47,521	29,903	5,160	82,584	116,366
	Worldwide promotion of Makaton	11,006	3,061	542	-	225	2,429	-	-	17,263	9,549	1,648	28,460	52,727
Charitable activities	Cost of raising funds Provision of workshops and courses Printing and production of workshop manuals Tutor Licences and membership schemes Other Training projects and services Publications and other resources	Staff costs (Note 5) 6,709 264,613 46,414 115,126 5,960 85,671	Other direct costs 2,238 115,517 17,331 59,012 2,729 37,099	Amortisation/depreciation 396 20,446 13,397 10,445 483 9,630	Audit - - - - - -	Irrecoverable VAT 164 8,477 1,272 4,330 200 2,722	Offce costs 1,776 91,663 13,752 46,826 2,165 29,438	Professional fees - - - - - -	Other costs - - - - - -	11,283 500,716 92,166 235,739 11,537 164,560	Support costs 6,980 360,345 54,062 184,083 8,512 115,726	Governance costs 1,204 62,182 9,329 31,766 1,469 19,970	Total expenditure 2025 19,467 923,243 155,557 451,588 21,518 300,256	Total expenditure 2024 14,882 777,107 143,800 451,171 - 399,971

Annual Report • Financial Notes

==> picture [31 x 31] intentionally omitted <==

Financial Notes

==> picture [295 x 86] intentionally omitted <==

----- Start of picture text -----
2024 Total 1,031,105 402,511 49,027 17,223 26,238 331,733 63,514 34,673 1,956,024 - - 1,956,024
Support costs 428,071 145,472 18,311 - 9,799 123,890 48,494 34,673 808,710 (808,710) - -
----- End of picture text -----

	Support costs	428,071	145,472	18,311	-	9,799	123,890	48,494	34,673	808,710	(808,710)	-	-
	Governance costs	68,579	14,510	1,826	17,223	978	12,357	15,020	-	130,493	-	(130,493)	-
	Translations	37,707	12,818	1,613	-	863	10,917	-	-	63,918	45,161	7,287	116,366
	Publications and other resources Worldwide promotion of Makaton	108,783 19,015	48,339 5,494	5,951 691	- -	3,185 370	40,264 4,679	- -	- -	206,522 30,249	166,571 19,355	26,878 3,123	399,971 52,727
Charitable activities	Cost of raising funds Provision of workshops and courses Printing and production of workshop manuals Tutor Licences and membership schemes Other Training projects and services	Staff costs (Note 5) 3,645 219,561 36,785 108,959 -	Other direct costs 1,831 90,856 27,425 55,766 -	Amortisation/depreciation 230 11,436 1,950 7,019 -	Audit - - - - -	Irrecoverable VAT 123 6,120 1,044 3,756 -	Offce costs 1,560 77,377 13,196 47,493 -	Professional fees - - - - -	Other costs - - - - -	7,389 405,350 80,400 222,993 -	Support costs 6,452 320,105 54,591 196,475 -	Governance costs 1,041 51,652 8,809 31,703 -	Total expenditure 2024 14,882 777,107 143,800 451,171 -

4. Net expenditure for the year

This is stated after charging:

Depreciation and amortisation Loss on disposal of fxed assets Operating lease rentals: Property Other Auditor's remuneration (excluding VAT) Audit	2025 £ 2024 £ 84,023 62,025 - - 53,575 47,439 - 2,293 15,600 14,900

5. Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel

Staff costs were as follows:

taff costs were as follows:
Salaries and wages Social security costs Employer’s contribution to defned contribution pension schemes Less: staff costs capitalised	2025 £ 2024 £ 960,588 934,086 109,036 95,874 35,729 29,885
	1,105,353 1,059,845 (58,442) (28,740)
	1,046,911 1,031,105

Annual Report • Financial Notes

==> picture [31 x 31] intentionally omitted <==

Financial Notes

The following number of employees received employee benefits in excess of £60,000 (excluding employer pension costs and employer national insurance) during the year between:

£60,000 - £69,999 £70,000 - £79,999 £80 000 - £89,999	2025 No. 2024 No. 1 3
	2 1
	1 -

The total employee benefits (including employer pension contributions and employer national insurance) of the key management personnel were £407 960 (2024: £395 497).

No charity trustees were paid or received any other benefits from employment with the charity in the year (2024: £nil). No charity trustee received payment for professional or other services supplied to the charity (2024: £nil).

Trustees’ expenses represents the payment or reimbursement of travel and subsistence costs totalling £18 (2024: £469) incurred by 1 (2024: 1) members relating to attendance at meetings of the trustees.

6. Staff numbers

The average number of employees (head count based on number of staff employed) during the year was as follows:

ollows:
Training (workshops, Manuals, memberships etc) Publications and other resources Support Governance	2025 No. 2024 No. 10 11 3 3 12 12 1 1
	26 27

7. Related party transactions

Other than those referred to in note 5 there are no related party transactions to disclose for 2025 (2024: none).

8. Taxation

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

9. Intangible fixed assets

9. Intangible fxed assets
Cost At the start of the year Additions in year Disposals in year/write offs At the end of the year Amortisation At the start of the year Charge for the year Eliminated on disposal/write off At the end of the year Net book value At the end of the year At the start of the year	Signs Library £ General Resources £ Database Resources £ Training Courses £ Total £ 49,153 663,025 132,475 138,683 983,336 - 14,261 - 28,193 42,454 - - - - -
	49,153 677,286 132,475 166,876 1,025,790
	49,153 659,187 132,475 88,729 929,544 - 3,064 - 10,329 13,393 - - - - -
	49,153 662,251 132,475 99,058 942,937
	- 15,035 - 67,818 82,853
	- 3,838 - 49,954 53,792

All of the above assets are used for charitable purposes.

Annual Report • Financial Notes

==> picture [31 x 31] intentionally omitted <==

Financial Notes

10. Tangible fixed assets

10. Tangible fxed assets
Cost At the start of the year Additions in year Disposals in year At the end of the year Depreciation At the start of the year Charge for the year Eliminated on disposal At the end of the year Net book value At the end of the year At the start of the year	Software £ Website and online dictionary £ Furniture & equipment £ Total £ 72,845 274,185 72,581 419,611 136,909 23,292 4,733 164,934 - - (20,911) (20,911)
	209,754 297,477 56,403 563,634
	31,052 113,933 42,877 187,862 6,451 53,695 10,485 70,631 - - (20,911) (20,911)
	37,503 167,628 32,451 237,582
	172,251 129,849 23,952 326,052
	41,793 160,252 29,704 231,749

11. Stocks

11. Stocks
Finished goods 12. Debtors Trade debtors Other debtors Prepayments	2025 £ 2024 £ 60,971 64,801
	60,971 64,801
	2025 £ 2024 £ 248,324 278,775 34,821 41,872 130,306 121,442
	413,451 442,089

12. Debtors

13. Creditors: amounts falling due within one year

13. Creditors: amounts falling due within one year
Trade creditors Taxation and social security Other creditors Accruals Deferred income (note 14)	2025 £ 2024 £ 91,927 166,674 52,554 26,353 368 3,114 92,087 117,678 458,205 415,249
	695,141 729,068

14. Deferred income

Deferred income comprises income for services such as training, memberships and licenses which are to be provided after the Balance Sheet date.

Balance at the beginning of the year Amount released to income in the year Amount deferred in the year Balance at the end of the year	Fees for workshops and courses £ Tutor Licences and Membership Schemes £ Worldwide promotion of Makaton £ 2025 Total £ 2024 Total £ 203,416 71,595 4,938 415,249 347,604 (203,416) (71,595) (4,938) (415,249) (347,604) 204,318 213,835 40,052 458,205 415,249
	204,318 213,835 40,052 458,205 415,249

Annual Report • Financial Notes

==> picture [31 x 31] intentionally omitted <==

Financial Notes

15a. Analysis of net assets between funds (current year)

Intangible fxed assets Tangible fxed assets Net current assets Net assets at the end of the year	Restricted £ Designated £ General unrestricted £ Total funds £ - 82,853 - 82,853 - 326,052 - 326,052 7,459 - 566,326 573,785
	7,459 408,905 566,326 982,690

15b. Analysis of net assets between funds (prior year)

Intangible fxed assets Tangible fxed assets Net current assets Net assets at the end of the year	Restricted £ Designated £ General unrestricted £ Total funds £ - 53,792 - 53,792 - 231,749 - 231,749 - - 643,387 643,387
	- 285,541 643,387 928,928

16a. Movements in funds (current year)

Restricted funds: Gatehill Trust Total restricted funds: Unrestricted funds: Designated funds: Intangible assets Tangible fxed assets Total designated funds General funds Total unrestricted funds: Total funds:	At 1 July 2024 £ Income & gains £ Expenditure & losses £ Transfers £ At 30 June 2025 £ - 7,459 - - 7,459
	- 7,459 - - 7,459
	53,792 - (13,393) 42,454 82,853 231,749 - (70,631) 164,934 326,052 285,541 - (84,024) 207,388 408,905 643,387 2,028,976 (1,898,649) (207,388) 566,326
	928,928 2,028,976 (1,982,673) - 975,231
	928,928 2,036,435 (1,982,673) - 982,690

Annual Report • Financial Notes

==> picture [31 x 31] intentionally omitted <==

Financial Notes

16b. Movements in funds (prior year)

Restricted funds: Makaton overseas fund Filming Fund Total restricted funds: Unrestricted funds: Designated funds: Intangible assets Tangible fxed assets Total designated funds General funds Total unrestricted funds: Total funds:	At 1 July 2023 £ Income & gains £ Expenditure & losses £ Transfers £ At 30 June 2024 £ 1,119 - (1,119) - - 2,769 - - (2,769) -
	3,888 - (1,119) (2,769) -
	57,507 - (12,990) 9,275 53,792 134,997 - (49,035) 145,787 231,749
	192,504 - (62,025) 155,062 285,541
	623,830 2,064,730 (1,892,880) (152,293) 643,387
	816,334 2,064,730 (1,954,905) 2,769 928,928
	820,222 2,064,730 (1,956,024) - 928,928

Gatehill Trust	These funds are for a Bible translation.
Makaton Overseas Fund	These funds relate to funds received from overseas Makaton organisations
	to be spent at their request in providing translations services, publications
	and training.
Filming Fund	Funds were donated to create a video flming room within The Makaton
	Charity’s offce, and to purchase flm and audio recording equipment to
	create online Makaton support content.
Kick Start Scheme	The Kickstart Scheme provided funding to create new jobs for 16 to 24
	year olds on Universal Credit who are at risk of long term unemployment
	programme to help.
Intangible assets	This represents the investment made by the Charity to develop the Resource
	Vocabularywhich will thengenerate future income.
Tangible fxed assets	The designated funds also include tangible fxed assets of the Charity not
	funded byrestricted funds.

Annual Report • Financial Notes

==> picture [31 x 31] intentionally omitted <==

Financial Notes

17. Reconciliation of net income to net cash flow from operating activities

Net income/(expenditure) for the reporting period (as per the statement of fnancial activities) Investment income Depreciation and amortisation charges Decrease / (increase) in stock Decrease / (increase) in debtors (Decrease) / increase in creditors Net cash provided by operating activities	2025 £ 2024 £ 53,762 108,706 (16,000) (22,575) 84,024 62,025 3,830 (34,902) 28,638 (166,941) (33,927) 173,712
	120,327 120,025

18. Operating lease commitments

The charity’s total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods:

ach of the following periods:
Less than one year One to fve years	Property Equipment 2025 £ 2024 £ 2025 £ 2024 £ 34,005 34,005 - 2,293
	102,015 136,020 - -
	136,020 170,025 - 2,293

19. Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.

==> picture [46 x 35] intentionally omitted <==

Contact Us

Head Office

The Makaton Charity 1st Floor, One Fleet Ancells Business Park Fleet, Hampshire GU51 2UN Telephone: 01276 606760 Email: help@makaton.org Website: makaton.org

Directors and Trustees

Rob Douglas CBD DL, Chair

Stephanie Kogels, Deputy Chair Richard Guy Maire Brady

Melissa Skinner Carol Riddington Rebecca Khanna Paul Moore Phil Dabrowski

Peter Kinsley (appointed October 2025)

Senior Management Team

Stephen Hall Chief Executive Officer

Vicki Partridge Director of Operations

Zanna Finnerty Director of the Makaton Communication Programme

Roque Da Silva Director of Finance and Services

Hannah Anderson Director of Membership and Partnerships

Patrons

Dave Benson-Phillips Children’s Entertainer

Justin Fletcher MBE Children’s TV Presenter

==> picture [196 x 193] intentionally omitted <==

Registered Office

66 Lincoln’s Inn Fields, London, WC2A 3LH

Solicitors

Farrer and Co, 66 Lincoln’s Inn Fields London, WC2A 3LH

Auditor

Sayer Vincent LLP, 110 Golden Lane, London, EC1Y 0TG

Bankers

Lloyds plc, PO Box 1000, BX1 1LT

HSBC plc, 2 Victoria Road, Farnborough, GU14 7HX

Country of registration England & Wales

Country of incorporation United Kingdom

Allan Johnston Children’s TV Producer

Tracy Upton MBE Singing Hands

Suzanne Miell-Ingram MBE Singing Hands

==> picture [199 x 60] intentionally omitted <==

==> picture [114 x 114] intentionally omitted <==