2024-08-31-accounts

catch 22 CATCH 22 CHARITY IMITED Trustees, Report and Financial Statements FOR THEYEAR ENDED 31 AUGUST 2024 Company number.. 06577534 Registered charity number.. 1124127

CONTENTS P4- INTRODUCTION FROM CHAIR,TERRY DUDDY P7- INTRODUCTION FROM CEO, NAOMI HULSTON P8- HIGHLIGHTSOFTHEYEAR P58- FINANCIAL HIGHLIGHTS P68- STRUCTURE, GOVERNANCEAND MANAGEMENT P78- AUDITORS REPORT P82- LUNSOLIL)Al kL) blAI &MkN I OP PINANLIAL ACTIVITIES FOR THEYEAR ENDED 31 AUGUST 2024 P83- CONSOLIDATED BALANCE SHEET ASAT31 AUGUST 2024 P84- CHARITY BAL4NCE SHEET ASAT31 AUGUST 2024 P85- CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 AUGUST2024 P86- NOTESTO THE FINANCIALSTATEMENT FOR THE YEAR ENDED 31 AUGUST2024 P113- CATCH22 PEOPLE

"While the success stories of the people we've supported are remarkable, it is sobering to realise just how badlythe services we, and others working in similar spaces, are needed." Welcome to Catch22's latest Social Impact Review- a showcase of both the breadth and depth of ouractivity over the last 12 months. We have supported hundreds of young people who are victims of exploitation, helping them get their lives back on track. We've helped thousands of ex-offenders rebuild thei r networks and rega i n control of their finances. We've raised awareness amongst Newham residents about the importance of health screening, and we've given hundreds of people furthest from thejob market secure sustainable employment. We have strengthened our network of local authority leavingcare teams to improve outcomes ofcare experienced young people, enhancing with an cxpandcd cmployability programme in the North West solely focussed on care leavers. Our schools and colleges continue to flourish, with all our provision now being rated 'good' by our regulators. And we are continuing to support innovation

with our Good Tech Ventures programme opening up opportunities for new busi ness support for ef fective delivery of public services. While the success stories of the people we've supported are remarkable, il is sobering to realise just how badly the services we, and others working in similar spaces, are needed. exploitation, we're looking forward to buildingon and deliveringeven more impactful work in this space. I hopeyou enjoy readingthis review as much as I did. Thank you to all the colleagues who make Catch22 the compassionate, collaborative, empowering and curious organisation that is it. I look forward to seeingwhat the next year has in store. In particular, there appears no let up in the numbers of young people affecled byviolenee. Indeed this year, we welcomed the charily Redthread into the Catch22 family through a merger. Redthread do brilliant work, supportingyoungvictims ofviolence in hospital settings- including Emergency Departments and Major Trauma Centres. While mergers are never straightforward, we're grateful to thc Rodthrcad Board, Icadcr-hip and staffwho have been so proactive in wanting the merger to work in order to ensure the future of Redthread seNices. With their areas ofdelivery complementing the work already done byCatch22 in the sphere ofchild Terry Duddyy Chair

"None of this would be possible without our excellent colleagues and our broad network of partners." from ourfrontline deliveryand the experience of practitioners and the people we work with, to drive meaningful policychange has to be at the heart of any public service agenda.There are examples in this Review of how we're starting to see this cut through with politicians, in particular the renewed focus on tacklingyouth violence and reformingJob Centre Plus. But above all, Catch 22 i s delivery organisation. High qualitydelivery is at the heart ofwhal we do.You'll read in this Review that in the lastyear, many of our service and programmes have won awards, been recognised and accredited as industry-leading and have been rated h ighly by regu lators. This is testamentto the hard work of Catch22 colleagues and partners, alongside our constant desire to improve. I hope after reading this Reviewyou feel inspired and enthused about what we do. None of this would be possi ble without our excellent colleagues and our broad network of partners.Thank you to you all. I wrote at the start of last year's Review, that the need fororganisations like ours lo demonstrate the impact and value for moneyofwhat we do has never been more important. I'm proud to saythatwe are making great slrides in this respect,. our Evidence and Insight team is now fully embedded across the organisation, and we are Eetting better at demonstrating how all of our models and approaches are delivering incredible outcomes For niir.*p.rvir.p. Iisp.r.s. We are also gaining traction with policymakers. Catch22 s Public Service Reform agenda is deeply embedded in our history and is central to our mission moving forward. It remains a keyareas offocus.. taking the learning Naomi Hul8ton, CEO

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Catch22 Manifesto sets out challenge to policymakers Reimagining public services.. 22 ways to build resilience andaspiration is a set of 22 policy asks that we want anv new governmentto adopt in order to improve the lives of the people we work with. Based on the insights and experience of Catch22 colleagues,the policy asks cover five key areas.. Renew focus on adolescents. Ensurejob opportunities are open to all. Invest in the skills of the future. Place rehabilitation and victims, rights at the heart of the criminal justice system. Introduce a national offer for young people leaving care to end the postcode lottery. Over the coming months, we will be working with other organisations to ensure out policy asks are read by the right people.

TikTok Creative Academy inspires thousands of young creatives Our groundbreakingTikTok Creative Academy employability programme supports young people furthest from thejob market into opportunities in the cultural and creative industries. This year we established a series of successful events which inspired over a 1000 young people to receive support from successful creatives as well as network with organisations such as The V&A Museum, UNESCO and BBC. The programme has seen coverage in various news outlets, national newspapers, and regional press sources. Notably, several MPS and Metro Mayors have directly acknowledged the impact of TikTok Creative Academy and we've shared program insights with policymakers across a range of forums. CP TikTok Iz

13 GoodTech Ventures launches Catch22 has a rich history of supporting ventures and start-ups access the right support to give them the best chance of success. This year, through funding from the Greater London Authority and Ufl VocTech Trust, we're helping impact-led founders and leaders at early-stage tech ventures to design, build and deploy game- changingdigital technologies into social and public service delivery. GGoodTechVentures

Energise employability programme launches to kickstart sustainable careers More than 1,000 people with barriers to work will benefit from a pilot pre-employment programme delivered by Catch22 which supports people aged 18+ into energy transition careers. The programme, funded by Shell UK, will initially run in London, Liverpool, Manchester and Norfolk. All participants receive.. One-to-one support for a dedicated Catch22 career coach Access to trainingfunds for specific energy transition roles Access to employers with energytransition job opportunities In-work support Energise forms part of a growing portfolio of programmes to support those furthest from the job market into'green'jobs, including.. Green Spark:funded by the City & Guilds Foundation, this bursary programme helps people facing barriers to work develop the skills, confidence and knowledge to find jobs in the green energy industry. Grid for Good.. funded by National Grid. 4ENERGISE Poweringbusloinoble CLireers

John Lewis partners with Catch22 to support care experienced young people in Manchester into work Career Hive, a three-year programmed delivered by Catch22, will support local care experience young people to access training and education opportunities, employment guidance and wrap-around wellbeing support. The programme is built around the core mission of building strong and trusted relationships with each young person. Crucially, the programme will coordinate and advocate for all their support needs with key stakeholders involved in their lives- most notably their Local Authority Personal Advisor and their employer. "TheJohn Lewis Foundation is proud to be funding Career Hive, Catch22's project supporting care experienced young people in Manchester to move into longterm sustainable employment. "Our long-term ambition is to become the employer of choice for people who are care experienced. Through our Building Happier Futures programme, we're focused on amplifying their voices, changingpublic perceptions, donating both time and moneyy and crucially- improving access to jobs and education." Nicola Waller, John Lewis Foundation Trustee.

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17 Include Norfolk's Cloud 22 wins Digital Innovation Award at CYP Now Awards Developed during the Covid-19 pandemic, Cloud 22 is a fully online and remote school for students aged 14-1 b years old. It was created to deliver a complete and comprehensive curriculum, comprising live lessons and pastoral support, to those hard-to-reach learners who are persistent non-attenders and simply cannot engage in an on- site environment. 24 students are now benefiting from it- and the innovation was recognised through a prestigious CYP Now Award. The National leaving Care Benchmarking Forum was also shortlisted for its Cost of Living campaign work and LGE for the Youth Justice Award.

Hundreds of Catch22 colleagues gather for annual Townhall events More than 350 Catch22 colleagues came together in Manchester, London and Bristol to take part in workshops on topics including employee experience, social value, quality and impact and sustainability.There were Q&A sessions with our Chief Officers Group and a chance to meet colleagues from across different services. "The day offered o great opportunity to see colleagues as well as engage with services that are outside of 'everyday' working life. I felt that the event reaffirmed the need for joined-up cross collaborative thinking which I will toke back to my role."

19 Herts Beacon scoops Outstanding Third Sector Initiative award Our Hertfordshire Beacon Victim Care service for winning the Tackling Economic Crime Awards {TECAs) for OutstandingThird Sector Initiativel The award was in recognition of the great work done by our Romance Fraud Peer Support Group. which provides a safe space for victims of romance fraud to come together and collectively cope and heal from the profound impact of this crime. Tackllng Economl Crime Awards TECAS

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21 Royal visit for thriving Include London school Our Patron, HRkl Princess Anne,toured our Include London school- speaking to staff and pupils and congratulating them on their achievements. She was presented by a painting created by one of our students and unveiled a plaque marking the visit. The schools received a monitoring visit from Ofsted a month earlier, resulting in all Independent School Standards being met.

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23 New Path to Progress tool launches, capturing impact of employability support Recognisingthe rise in people facing challenges with their mental health and wellbeing, we've developed our employability programmes to not only help people secure jobs, but also boost confidence, motivation and improve mental health and wellbeing. Our in-house tool, Path to Progress, sees participants assess their progress across several key areas- and the results are striking.. 43.1• said they had the skills and experience to confidently enter the job market before working with us, compared to 71Y/• after 4T/• said they had the abilityto identify appropriate jobs before workingwith us, compared to 81Y/• after 69.1• said they were motivated to enterthe job market before working with us, compared to go /• after 3T/• said they were confident they'd be successful in a job interview before working with us, compared to 711• after. Only IT/• said they were facing challenges with their mental health and wellbeing after working with us- compared to 20.10 before.

24 Catch22 students contribute to vaping policy debate Catch22 is committed to our Public Service Reform agenda; takingthe insights from our delivery and the experience of our service users to drive policy change. Students from our Links Media College created an anti- vaping campaign in partnership with Newham Council and Change, Grow, Live, which they presented MPS Lyn Brown and Stephen Timms.The key calls from the campaign- including noting the impact on mental health of vaping- were woven into Lyn's speech as part of the debate on the Tobacco and Vaping Bill in Parliament. Students were also invited to Parliament to see the debate in action. "It fullystops children from vaping, then I think it's good because it will reduce health issues and it will overall make the up-and- cominggeneration better.'more healthy and more disciplined." Links Media College Student,January 2024

25 Breaking down barriers for young men accessing mental health support The Hive is Catch22's Camden-based mental health drop-in service, providing a wealth of support for young people in the Borough in a youth hub setting. According to a recent report, latest figures for prevalence of mental health disorders in Camden for 17-19-year- olds was 23 % an estimated 2110 young people. This month at the Nive we launched the Link Up Project, which aimed to increase the number of young men accessingthe service. The project has achieved remarkable success, contributing to a 320 /0 increase in the number of men accessingThe Hive's services. Over 150 young men aged 16 to 24 have participated in the Link Up project, engaging in 75 group work sessions focused on critical topics such as masculinity, identity, and healthy relationships.

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27 Range of support for ex- offenders gains royal seal of approval Our Patron, Princess Anne, visited Community Links this month, to hear the range of support services for people leaving prison that we deliver from the Hub. Catch22 delivers Community Rehabilitative Services across London, London, West Mercia, Avon and Somerset, Dorset, Thamesvalley, Hampshire and Isle of Wight, Devon and Cornwall, Vliltshire and Gloucestershire HRH spoke to colleagues from our Personal Wellbeing. Finance Benefit and Debt and Dependency and Recovery services about how our interventions are changing lives and heard from service users about the challenges they face.

28 Care experienced young people drive policy change Givingyoung people a voice in shaping policy development was high on the agenda again this month, as ouryoung People Benchmarking Forum member, Reece, spoke at the All Party Parliamentary Group for care experienced children and young people. Reece brought the views of 56 care experienced young people and really drove the conversation around the need for clarity around where the responsibility for corporate parenting lies and the need for public bodies to be held accountable. Reece's contribution was informed by our annual'ln Their Own Words,, which saw 290 people, including Department for Education officials, hear from our young care experienced members on their key priorities for action. "The event was an amazing opportunity to take the views ofyoungpeople and what theysaid regarding corporate parenting to a group of MPS" Treece,YPBMF member Catch22 supports care experienced young people across our services, from providing direct support through Lighthouse, our employability programmes Clllc (supported by Barclays) and Career Hive (supported by John Lewis), to supporting llocal Authorities through the National Leaving Care Benchmarking Forum and ensuring our schools, colleges and emotional wellbeing services have dedicated care experience pathways.

31 Partnering for Social Impact Working with partners is at the heart of our approach to delivering impactful programmes and services. Whether it's about social iinpact, social value or philanthropy, we've got a strong track record of workingwith corporate partners to deliver impactful programmes. Image previewThis month, we brought together more than 60 guests from business, the third sector and the public sector in an action-packed afternoon at Microsoft's Regent Street Store, exploring how partnerships can deliver meaningful social change and how that change can be measured effectively. Guest speakers included Claire Dove CBE, Crown Flepresentative VCSE at the Cabinet Office, Charles Eales from Microsoft UK, Catch22 ChairTerry Duddy and our colleagues from partners Salesforce, Shell UK, Deloitte and National Grid participated in our discussion panels and led workshops.The highlight was a superb panel of our programme participants, who spoke about the positive impact our programmes and services have had on their lives. Throughoutthe year, Catch22 colleagues took part in a number of social impact and social value panels and discussions, including the launch of the Institute of Social Value. We've been about to share our experience and insight into the link between social business, social impact and social value.

32 Chief Social Worker praises our'inspiring, children's home Isabelle Trowler, the Chief Social Worker for Children and Families, visited Lighthouse PedagogyTrust'sTreehouse children's home this month. Speakingto staff and children, she praised the home as 'inspiring' and heard from colleagues about the reforms needed in the children's social care sector. We are excited about our future plans with Lighthouse, with home two in development and home three planned to follow, we are broadening our experience and insight, while addressing system-wide issues such as talent attraction and management.

33 PioneeringTraphouse resource brings County Lines risks to life Latch22 delivers the National Lounty Lines Support and Rescue Service, supporting hundred of children and young people a year who fall victim to criminal exploitation. Developed by our Greater Manchester County Lines team, in partnership with Programme Challenger and the Greater Manchester Fire brigade, Traphouse is an educational resource to create awareness about exploitation and the dangers of county lines.The team uses a real life street building to recreate a trap house and paint a true picture of county line exploitation. The team has presented the scenario to over 600 children from local schools and it's been nominated for'Project of theyear, by the fire brigade.

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35 Awards success for Catch22 Employability Naomi Nulston, Catch22 CEO and Christina Hicks, Assistant Director for Employability at Catch22 accept award for Partner of theYearCatch22's employability hub won Partner of the Year and Innovator of theyear (with Salesforcel for our Digital Leap Programme at this year's Nlovement to Work awards. We're also delighted that our partnership with Salesforce was extended this year. Our new 2 year programme- The Digital Skills Academy- will work predominately with schools and colleges to support young people facingdisadvantage and those unable to attend mainstream education, equippingthem with digital skills for work. More than 60,000 people in the UK are currently in Al-related roles, with many more Al focused jobs extending across various other industries.Through the Digital Skills Academy, we're making sure those at risk of falling behind with Al skills are well equipped for the future job market.

36 Huge uptake in colleagues choosing flexible working Employee experience is incredibly important at Catch22, which is why we're committed to promotingflexible working wherever possible. We currently have 151 different working patterns across the business, with nearly a third of our workforce choosingto work less than full time.

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39 Colleague achievements celebrated at

CelebratingourPeople

Awards and InspirEd Our annual InspirEd conference saw more than 500 staff take part in a combination of online and in- person workshops and sessions, sharing learning and collaborating across programmes and services. 99•11 of colleagues enjoyed the event to some extent, with 82.1• enjoying it'a lot" Colleagues commented on the passion and knowledge of their colleagues, and the waythat the events enabled them to connect with each other The week culminated in our Staff Awards where colleagues across the organisation were recognised for their incredible work positively changing the lives of others. A huge thankyou to our partners Barclays who hosted us in their 30th floor events space in Canary Wharfl

40 Mayor of Greater Manchester and HRH Princess Anne visit Great Manchester Victims, service We're growing our portfolio of services to support victims of crime, which includes a service in London for Young Londoners, as well as our Leicestershire and Hertfordshire services. In Great Manchester, our victims service works closely with Greater Manchester Combined Authority (GMCA) and Greater Manchester Police (GMP) to ensure support is available across a wide range of crime types, and that the most vulnerable victims are identified and receive an enhanced service. During her visit, HRH The Princess Royal met with stakeholders from GMCA and GMP, including the Mayor of Greater Manchester, Andy Burnham. GMCA and GMP shared their expertise, demonstrating the importance of collaboration and a close working partnership in delivering a holistic victim support service that meets the needs of all those across Greater Manchester. Usingthe insights from our service delivery, we worked to influence the Victims and Prisoners Bill (not Act), to strengthen its focus on the importance of the voice of victims and their care.

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43 New Family friendly policies prove popular This month, we introduced significant changes to our family arrangements, offering more favourable pay provisions and making the arrangements more extensive and inclusive. These enhancements were made in direct response to employee feedback, recognising the importance of supporting our people to be present for the key moments that matter in their home lives. 10 colleagues have utilised the carers, leave paid entitlement. We're also starting to see people access the new fertility entitlements, highlighting the importance of this support.

44 Norfolk student bags prestigious sailing award A student at our Include Norfolk secondary school won £1000 worth of sailing experiences, after being named his club's Top Sailer of the month, three months, and six months, all at oncel He completed a 7-dayvoyage with a group of other young people where he went from not knowing anything about boats to receiving his Competent Crew certificate. For a young person who struggles with self-confidence and anxiety this was an incredible achievement.

45 Finance Benefit and Debt service shortlisted for sector award Catch22's Fi fit t {FBD) service was shortlisted as one of the top seven for the Robin Corbett Awards, which celebrate organisations and pro£rammes that support re-inteRration and rehabilitation for people leaving prison into the community. Our Finance, Benefit and Debt provides support including.. budgeting and managing money day-to-day, support requestingdebt write-off, tacklingdigital poverty, gaining ID and birth certificates, and opening bank accounts. "Since I've got my benefits sorted, ljust want to focus on moving onto the next thing to sort my life out. I've not felt like contacting my old negative friends, who olwoys cause me trouble." Service user

47 Switching the narrative on online harms As part of our Public Service Reform agenda, we're committed to sharingthe learnings from our programmes to inform practice and improve outcomes for the people we work with. Our highly successful Social Switch Project, funded by London Violence Fleduction Unit, hosted its first Online Harms Forum this month. Featuring a talk by high profile online harms survivor Georgia Narrison, and discussions lod by tho MET police and The Breck Foundation, the event provide hugely popular. The Social Switch project has so far: Del ive red 900 Iralnlng se88lon8 for practitioners and caregivers Su pported 350 parllclpanls annually through digital bootcamps in coding and marketing llau nched a new Inlllatlve lor car oxperioncod young people seeki ng N HS careers

48 GoodTech Ventures unveils promising new talent in latest accelerator cohort Catch22 has a long history of support start-ups and new ventures who are looking to improve and accelerat6 more effective public service delivery. A further 10 ventures were selected this month for the second cohort to take part in the GoodTech Ventures Accelerator- an accelerator programme supporting impact-led start-ups. The programme is delivered by Catch22 in partnership with Social Tech Trust and Unity Ventures, with funding and support from Ufi VocTech Trust, Microsoft, and the UK government through the UK Shared Prosperity Fund. The new ventures include: Socialheads provides streamlined digital tools that allows social workers to engage with young people in their care. Voda is the LGBTQIA+ mental health app dedicated to providing culturally competent, affirming mental health support. Autsera builds smart gamified assessment and early interventional apps for neurodivergent children.

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51 Young people affected by violence a key priority as Redthread merges into Catch22 This month, Redthread a charity delivering transformative youth work in hospitals and health settings- merged into Catch22. We're confident that as a result of this partnership, we can achiove even greater impact for young people. Although we will work together as one organisation, Redthread will maintain its existing brand and identity with which medical professionals, stakeholders and service users have built so much familiarity and trust. You can read more about Redthread in the'Focus on.., section later in this Review. Redthread. GatGh 22

52 Employability programmes achieve Matrix accreditation This month our Employability Programmes were awarded the matrix Standard accredilation for their Information, advice and guidance services.This prestigious accreditation recognises our commitment to providing high-qualitysupport to individuals looking to improve their skills and find employment. "We're thrilled to have achieved Matrix accreditation as it demonstrates not only the quality of the IAG provision we offer at Catch22, but also the passion and dedication of the staff who offer employability support to those thot need it most." Christina Hicks, Director of Employability

53 Community Links, place-based support showcased The value of place-based support was the topic for discussion when DVJP Minister Stephen Timms, newly elected MP for West Ham and Beckton Jame Asser and GLA member Unmesh Desai, visited Community Links this month.They heard about the range of services delivered out of Community Links, including.. The County Lines support and rescue team Housing, benefit, and debt advice services Health advice service ocultural programmes Links Media College Our unique justice pilot in Newham supporting people transitioning from youth to adult services Our employability and ESOL (English for Speakers of Other Languages) services, including our Refugee Employability Programme

54 Redthread. In August this year, Redthread me our successfulyoung People, Fami Redthread is a multi award- winning charity with over 20 years experience of delivering pioneeringyouth work in hospitals and other health settings. Redthread currently works across 10 hospitals in London, and Birmingham with 11-25 year olds who are affected by grooming, sexual and criminal exploitation, violence, emotional and physical harm, mental health issues, domestic violence and modern slavery. Redthread also trains NHS staff so they are able to identify and better support children and young people affected by violence in health settings. Over the last year, Redthread has continued to raise the profile of its youth violence intervention workthrough policy and public affairs activity and media engagement.This includes.. Jess Philips MP visited the Redthread Youth Violence Intervention Programme (YVIP) embedded at the Heartlands Hospital A&E in Birmingham. Chaiiiiel 4 News put the spotlight on Redthread's groundbreakingyoung Women's Service. Embedded in four London A&Es, it is one of the very few services that provides long-term and tailored support to match the needs of girls and young women affected byviolence and exploitation. eith Fraser, Chair of the Youth Justice Board, visited the Redthread service at St George's Hospital in London. Theyouth Justice policy team of the Ministry of Justice visited the Fledthread service at University Hospital Lewisham in London.

ged with Catch22 to become part of lies and Communities Hub. Having shadowed our 'We￿e worked closely with embedded Fledthread Redthread for a long time youth work team at St Nlary's Nospital in llondon, and know how well respected The Observer published they are within the sector an excellent article on and howimpactful- and the importance of trusted much needed - their services relationships and holistic are. The number of young support to help young victi ms people affected by violence of violence and exploitation continues to rise and there find a positive way forward. are many who are reliant on the vital support that Redthread provides. "We're excited about Redthread becoming part of Catch22 and using our collective strength to support even more vulnerable children andyoung people. The motivation for merging is to make sure this vital work doesn't stop,. and it is that motivation that will ensure it s a success." Naomi Hulston, Catch22 CEO

56 GGoodTechVentures At GoodTech Ventures, we're helpi stage tech-for-good ventures scal We believe that digital technologies can accelerate the shift towards a stronger society where everyone has a good place to live, a purpose and good people around them. Highlights 3 accelerator programmes launched with 33 Tech-for- good ventures supported Community of over 900+ impact focused individuals (500 % increase from Jan 2024) That's why we're building a community of innovators, changemakers, and mission- driven organisations to support impact-led tech ventures. We help ventures design, build, and scale transformative digital solutions that improve public services and create a more inclusive, resilient society. From employment and trainingto social care and justice, we work alongside founders to embed tech where it matters most, solving big social challenges and shapingthe future of public service delivery. £83,000.00 in grants awarded to impact founders Supported diverse founders on our three cohorts: 63 % Women-led ventures, 370/0 BAME-led ventures, 270/0 Disabled-led ventures. Socialheads to develop first pilot with Catch22's'The Hive, aught by Humans collaborating with Catch22 to develop digital skills of the workforce Nominated for'Best New Community in the 2025 CMX Awards.

57 g founders and leaders of early- -up their impact. The introduction to major corporations have been exceptionally productive. These connections are paving the way for some exciting announcements in the near future. SuperFi Tom Barltrop, co founder of SuperFi Portleularly the 'Founder sales'_ so eye opening to know exectly what goes into getting customers over the line, andjust how much of it is an art vs science. o VOUCH SAFE Chloe Coleman, CEO of Vouch Safe Acquiring the knowledge and practi'cal training for different aspects of my business. The advisors, teum and cohort members have been so supportive and helpful. Ishan Jha, Founder of Travelhands Travelhands

58 FINANCIA HIGHLIGHTS

59 Catch22's financial position continues lo be strong with both Restricted and U n restrictpd Resprves increasing durin the financialyear. further Improving the overall strength i n the balance sheet. Although Income f rom Charitable Activities fell by £2.4m th is was due to an £7.4m fall in income from the MAT, as all academ ies were translerred to new tru.fjts by 1 April 2024. Income grew in Employabililyand Skills by £2.1m mainly due to two new program me.fj. a pilot pre- employment programme funded byshell UK Ihatsupports peopleaged 18 plus on thei r journey into energy transition careers,. and a U k( Govern ment funded Refugee Employability Program me. We also expanded Study Programme places in ou r college.£. Ju.£tice Income grew by£2.2m.due to the openingofa new Victi m8 Service i n Greater Manche.£ter and working with I ncreased num bers The clo8ure of the MAT has al.fjo led 10 in ourcommissioned Rehabilitative on ovcrall reducrion In incomc. bul wc Service8. Education I ncome, exelLJd I ng the are plea.%ed that thi8 has been partially MAT. grew by £1.Qm through increased offset by Rrowth In our Employability fijndingand deliveryof additional places and Skills.Ju8tice and other Education in ou r Four independent schools. We activities. We remain com mitted to continijp 10 have hig,h .%ucce88 rarps delivering Education bul will do.Eo acro8s our activi ly i n relain i ng contract. rh rough indpppndpnt.%chool.% operated when theyare recommi8.8ioned. in the parent charity. rather than through Trading income fell following the closure the academy 8iructu re. in the previous financial year of our event managempntand hire Iradingcompany. Commijnily Link8Trading Lid ila Link8 Even Is Solutions. wh Ich was not able to recovpr from the Im pact on the events indusiryof the Covid-19 pandemic. During the year ou r strategy to d ivest from the activities of the Catch 22 Mijlli Academips Trust IMATI was completed with all remainingacademies 8iJccesslully transferred to other trusts. Whilst this has led to a significant reduction In Restricted Fixed A.£8et Funds the natLJreof the restrictions on these a8set.£ mean8 that there ha.£ been no I mpact on the Ljnderlying fi nancial strength of the charitable group. Donations and Ipgacies i ncrea%ed over this period mainlydue to a donation from a private Individual toacquireour third children's home.with the first children'8 home operating.8LJccessfu Ily throughout theyear,we plan to complete the purcha.%e of OLJr.%econd home in Spring 2025. funded by loans From social Inve.Etor8,and will look to acquire the third home Funded by the donation in the next f I nancial year. Support costs have increased due to continLJed investment in OLJr corporate services In line with our business strategy to ensLJrp that we have a corporate function that eFficiently enables ou r operational hu bs to excel. We remain Grantsfell during theyear, partlydue conscious ol the balance between 10 Ihe cloqLJreof the MATand due to thp need for.%prvice8 to bp pffpctive the limingof funding From corporate whilst beingelficient lo ensure that we fLJnder.%. Wh Ilqt wp hAve.%een corporAte maxim Ise the iJ.%e of fund I ng from front- lunders beingslightly more cautious line delivery.we continue lo invest in in their approarh lo fiJndin4voliJntary technologyto help us achieve tho.%e aims. program mes. we have not seen an overall Job.%2 2. our joint ventu re with the Angus downward trend and have succe.£8fully kln Igh i Group, con IinLJes to perform well. renewed a high percentage ofthe existing and we received dividendsof almost arrangements.

60 £1.Om duringthe financialyear. In December 2024 we decided that It was the right time to èxit this vpnture and sold our remainingshares in Jobs22 to theAngiJ8 KnightGroup. which will allow us lo Invest the proceeds In Catch 22.8 activities. Redihread into Catch22and to build on their success, ensure ou r existi ng services deliver great qualiryand impact and grow them where possible and lookforother opportunities togrowand diversify incliJdin%throuzh mergers and acqiJi.%ilion%.Weconlinue lo believe thai d Iversified income streams and scale are key to continiJing.£ucces.£. and we will look to fLJrtherdevelop relation.£h i ps with corporate partners to help us deliver ou r pu blic sector reform objective.£ wh i18t helping thom to deliver 80cial valLJe. The value of ou r I nveslment portfolio increa.£ed 8ignificantlyduring the year,and we remain confident that the Investment strategies adopted by our investmen I managers will deliver the total retu rn8 target of the porrfolio over the medium to long term. At the end of thefinancialyear Cat¢h22 became the sole member of Rpdihroad Youth Limited. Redthread provide Iran.%lormaliveyouih work In hospilalsand other health servicesto children and youn% peoplpaffecied byviolence and pxploitalion.The mergerwillallow ijs to useour collpctive 8lrpngih lo .%u pporl even morevulnerablpchildren and yoijng ppople and we have already 8een some 8uccpss i n expand i n8 thi.% work buildingon Redthread's credibility in thiq area. SUMMARY OF FINANCIAL RESULTS The group's financiAI performAnce for theyear 10 31 Au8u812024 i8.%et out in Ihestalement oFFinancial Activi lie8. Movempni.% in the Re8iricted Pension Fund8 and Re.%tricted Fixed A.%set Fund8 relaip to the(Jperaiion8 of the Catch 22 Multi Academies Trust IMATI. The undprlyinR fi nancial performance of the grou p 1% therefore better repre.%ented by the movement. on Re%tricied Fund.£. i ncrea8e of £0.,3m1202,3'. decrease of £2.gml and U n restricted Funds. i ncrease of £1.0 m12023.' increase of £0.2ml. FUTURE PLANS Ou r current busi ness strategy ends in 2025,and weare committed to ending il on a high, with a focu8 on dplivering demon8trable valLJe and Impact,. continuingto be financially .etable and qLJ.%tainable', and being an organisaLion that is a great, safe place to work. Restricted Funds. mainly relate to grants received from corporate partners lo deliver specific project8 which by their natu re are.%u bject LuvdliciLiuii ygcll-uii-yedl,diid Llig dAy~to-day oppration8 of thp MAT. The operations ofr the MAT resulted in a decrease I n Restricted FiJnd.% of £0.2m during Iheyear12023.'£0.9ml. due to Increa.£ed funding pre.%8ure We are cijrrently developing our strategy for 2025-30. bu l ou r im mediate priorities are to com plete thesuccessful Integration of

61 in thp edu¢ation .%ector and additional costs incu rred on school I mprovement and costs relating to the transfer of the academies. Exclud i ng the operations of the MAT Restricted FiJnd8 increased by £0.5m12023'. decrease of £2.Oml. I n the prpviou.fj ypar the decrease related to expenditu re on projects where the fu nd ing wa8 received i n the previoij. year. For one project in particular, fu nd ing of £2.8m wa.£ received during theyearended 31 ALJgusl 2022,01 which over£1.2m wa.£ spent duringthe fi nancial year ended 31 August 2023. terms on new programme%'. we are seeing reduclions In the amounts corporate partner.% are prepared to pay In advance and public sector commissioners movingto quarterly in arrears payment terms. The group is not usinganyof Its overdraft orworking capital facilities. The groijp conti nue8 to take a 'balanced portfolio. approach across lis d Iversi fied income streams. with some 8ervices contributingagrealeramount to the cost of .£u pport service.£ than others. However,we conrinually review the financialviabililyofallour services, payinR particular atten lion to Ihoqe that consume a di.%proportionate amount of regQLJrce8 from our support 8ervices or reqiJirp.%ignificantaddilional.%upport to maintain or Improve quality.Where it is not Financiallyviablp for the group to ¢oniinue 10 deliver 8ervice.8, werontinue lo be proaclivp in taking mea.%u re8 to re8truciiJre them 10 en8ure their fu lure viabi Iity. or reluctantly close Ihem or Iran.%fpr Ihpm to other provider8 where nece.%8ary. The increa.£e in U n restricted Fund.£ is after exceptional expendilureol £0.1 m1202,3'. £0.1 ml. The exceptional expenditu re du ri n8 the year related to re.8truclurinR of the grou p's su pport services following the transfer of the MAT academies. The group's consolidated balance sheet remain8.%tronz,wiih Re8tricted Re8erve.% 01 £3.7m12023'.£,3.2ml and Unresiricied Re.%erve.% of £17.Q m12023'. £15.9 ml. These reserves con li nue lo provide a solid ba8e for the futu re of thp organi8alion and the tru.%tees have de.%ignaied .£ome OF Ihe.¢e re8erves for fu lu re projecis, the value of Designated Re8erve.E at the year-end wa8 £1.1 m 12023.. £1.3ml.The Irusiees continu6 to place I mportance on a 8trong balancesheel to protect the group from continued I nflationary pre8.%u re and ongoingeconomic uncertainly which will I nevitably lead to pre.%su re on pu blic fi nances,. wh i 1st driving I ncreased dpmand for OLJr.%ervicpq. The EfoLJP'q caqh po.%ition remai ns strongwiih cash at bankand In hand of£4.8m12023.' £7.7ml. The MAT accounted for £1.1 m of this decrease. some of the rest 18 due to payment

62 INCOME Total income for the year to 31 August 2024 was £51.1m compared with £53.5m for the previous year.

63 Donations, legacies, and grants fell slightly to 8 % of income excluding the'one off, amount of £0.9m relating to Redthread acquisition (2023.. Trading income fell to £193k 9 %). Included with Restricted (2023: £351 k) due to the Donations is £1.2m from a closure of Community Links private donor that will be used Trading during the previous to acquire ourthird children's financial year. home. £6.4m. but excludingthe MAT grew by £1.Om, from increased pupil numbers. Investments income was Income from charitable £383k (2023: £404k), broadly activities fell to £45.3m (2023: in line with the previous year. £47.8m). Across activities other than Education income grew by £3.9m due to new the expansion of existing programmes and new programmes in Employability and Skills and Justice. Education income fell by

64 GatGb EXPENDITURE Total expehditure forthe year the yearto 31 August 2024 was £85.5m, compared with £56.gm forthe previous financialyear, howeverthis includes an exceptional amount of£33.6m relating to a Ios3 on disp03al of long leasehold land and buildings because of the transfer of the MAT academies. Excludingthis one-off exceptional cost expenditure is £51.9m. Restricted expenditure can include expenditure on grants received in previous years, but otherwise expenditure broadly correlates with changes in income received to deliver services.

65 SUPPORTCOSTS for retu rns. The portfolios are d iversified both in terms of asset classe.% and Elobal market.% and are i nvested with a focus on .%ustai nability. Support costs Increased by 11 % during theyparto £6.Om12023.' £5.4ml. partly due to Inflationary pressure bul also %ome continued 8trengtheningof the support teams and technology i nfra8tructiJrp. Su pport costs are 12010 of income12023.' 1001,) and oijraim overthe medium term isforthem to be no more than 100/0 of income. INVESTMENTS All investments were acquired within the Trustees. powers. The portfolio Is held in general funds and is managed in accordance with an Inve8tment Policy, which sets out the objectives of thefund, con.£iders riskand liquidity requirementsand sets out how rhe fund should be managed includingthe Board's expectations aroLJnd ethical and .£U8tai nablp inve8lmen i. The objpclivp of the general ILJnd is ro provide a regu lar flowof income lo.£uoporl the daily activityof Catch22 and in addition. to achipve a level olrapilal growth which will preserve the real value ol the fu nd over lime and provide a capital fund for inve8tmen I In approved development projects within Catch22. Our bu.£ine8.% plan sets out thatoijr corporate functions have an important role to play a.£ an '1 ntpgrator, and that they will play a stronger role I n delivering ou r operational activities going forwa rd. During Iheyear we carried outa review, with some external professional su pport secured through oijr relalionshipwiih The £ocial Busine8.8 Tru8t.of the quality, capaci ly and .%rructu re of ou r corporate service8 and have In Iroducpd a new operating model And new IpchnoloRy enabled ways of working. which will requ i re 8ome on8oinR invp.%tmpnt in the next financialyear.our aim 18 lo enhance Ou r i nvestment portfolio 1.% managed ou r.%u pport lunciions to pn.%u re that thpy by li rm.% of profe.%8ional invesrmpnt efficipnllyenableCatch22'soperational managers. The Trusiees con.%ider the hu bs to excel. pprformance ol those managersand the inve8imen I portfolios they managg to be satisfactory and that our underlying investmen Is are sound. NETGAINS/LOSS ON INVESTMENT ASSETS The nel gain on Investments during the year wa8 £1.Om1202.3'. £0.3ml and at 31 ALJgiJ8t 2024, after withdrawals, the portfolio was valued at £11.8m1202.3'. £10.9ml, in addition, incomeearned from the portfolio was £0.2m12023'. £0.2ml. The trustees are satisfied with this investment performance,given the context of the performancp of global markets. Du ri ng th? year, half of the portfolio was put under manaKement byanotherfinancial in.%titiJtion, both to mitigate risk and maximise opportunities

66 RESERVES Free Reserves are those that are f reely avai lable at the trustees. discre:ion to help manage financial variabi Iity i_e.. Unrestricted Reserves exclud I ng fixed as.%ets and bank borrowi ng secu red against those fixed assets. The FinanceGrowth and ExternalAudit Com mittee, on behalf of the Tru8tees. conducts an annual review of the level of unre.%trictpd rp,%erve8 In the genpral fund by considering risks associated with the variou8 income 8tream.£. exppnditure plans and balance sheet items. At 31 Aijgust 2024 the grou p's total re.%erves amounted to £20.5m12023'. £52.8ml olwhich £3.6m was restricted 12Q23'. £37.Oml and £17.Om was unreslricted12023'. £15.9 ml. Of the ijnrestricted a moijnt tru8tee.£ have committed £1.1 m12023'.£1.3ml over the next 213 year.£ to .£u pport the delivery of the organ Isalion's buqiness strategy. Thes designated reserve8 will fund projpcls to support the Ljse of daiaand analyiics to evidence and improve impact., im provf> theenvironmenial8usiainabiliiyol Ihe organi8alion,'grow 118 reach to more participanl8,' develop and Capiure the socialvalue delivered by the organisation., ensu re the organ isation'8 8iJpport.%prvices are fit for pijrpose,. refurbi8h.%omp ol its delivery prem i8ps,' provide addiiional facilities in our education 8ile8',and allow innovation in delivery to increa.%e i mpact and deliver our public service reform objective8. The level of Free Reserves that shou Id be maintained by Iheorganisation Is dptprm i ned by balancing two competing objectives.on the one hand ensLJring we. have maximum and prompt u.£e of resoLJrces to deliver real im pact for service u.£er8 and reali8eour reform ambitions and,on the other hand,ensurin8we have adequate resource.£ to continu6 to deliver ou r 8ervices Ihrou8h period8 of fi nancial challenge and uncertainty, and can be here for our beneficiaries over the medium and long term. The Iruslee8asse.%8 the risks that the charity 1.% expo8pd toon a rpRiJlar ba.%i8 and determinea range for Free Reserves con.%ideringthese risks.The principal risk8 include.. an unexpected change in the levelof our Income., Of thp remaining u n restrirtpd reserves £10.Om12023.' £9.Oml is deemed 10 be Free Reserves. Th18 Is above the policy range IE3.7m to £5.9ml set by the trustees, bLJt theycontinLJe toconsider It prudent, given the current Inflationary pressure in the economy, the continLJing Impact of cost-of-living on our staff and service Ljsersand the Impactof CLJrrenteconomic uncertaintyon future publicspendingto hold frpe rp..%erveq morp. IhAn the cijrrent maximum amount setout under the reserves policy. whilst they explore fLJrther ways lo i nvest the reseroes to improve im pact, the organ i.%ation'.% i nf rastructure and linancialsuslainabilily. the need to mainlain.%ervice.£ over the short term if ILJnding.£lream.% redLJCe'. the likelihood of Ljnexpected expenditure., and working rapital requ I rp.ments. In determ I n I ng the Free Reqerve.% truqtee.% also consider future plans forCatch22and the need to protect VLJlnprablp, participants staff and volunteers in the unlikely event of unplan ned closijrp of some of its services. Whilstthi% prore.%g¢annotcome up with a precise figu re For Free Reserves. after taking Ihe8e factor% intocon.£ideration the trustees believe that the appropriate level for Free Re.%erve8 1.% between £3.7m and £5.9 m lor the group.

67 FINANCIAL RISKS Liquidity risk The group's objective is to maintain a balance be￿een cash balances and long-lerm investments. The group's policy on liquidity risk is lo ensure there are sufficient cash balances to meet the day-lo-day needs of the organisation while investing surplus balances in fixed asset investments. Market risk The group's exposure to market risk arises primarily from the group's fixed asset investments. The group's policy is to utilise the seryices of professional investment managers lo manage the fixed asset inveslmenls. Performance of these investments and therefore the investment managers is reviewed every month by tho sonior managomont toam. Tho Financo, Growth and Extornal Audit Committee have been appointed by the Board lo oversee the performance of our investment managers. Credit risk The group is mainly exposed lo credit risk in relation to money due from commissioners in relation lo ils delivery of services. The vast majority of these commissioners have proved lo be extremely credit worthy. Nevertheless, we operate a proactive credit control system designed to ensure payment is received quickly and that problems are identified as early as possible, and the appropriate action is taken. The maximum exposure to credit risk is represented by the carrying amount of each financial asset in the balance sheet. Foreign exchange risk The group does not have any significant exposure to foreign exchange risk. Other risks The impact of increasing inflation has been considered on the group's future plans and budgeting processes, and the potential impact of this coupled with restrictions on future government spending, will continue to be a risk into the year-ending 31 August 2025 and beyond.

68 STRUCTURE, GOVERNANCE AND MANAGEMENT Catch22 also owns 100 /0 of Include, a company limited by guarantee- dormant. Catch22 also owns 100.kn of Catch22 Multi Academies Trust Limited. a company limited by guarantee- advances education in the United Kingdom. This Is achieved through the operation ol alternative provision and specialist schools for those youne, people either excluded or at risk of exclu8ion From main8troam prnvi.8ion. Activitie8 wcro cgasod diiring tho finanpial ypar. FORMATION AND STRUCTURE OFTHE CHARITY Catch22 wa% incorporatod as a Company Limited by Gijarantoo on 2tl April 2008. It was rogistored as a charity on 19 May 2008. Catch22 also owns 100.kn of Community Links Trust Limited. a company limited by q,uarantee and a req,Isrered charity- charitable objectives inclLJde providing such Information. advice and assistance. as Is charitable, to g,roup.£ and individLJals. C,urrently delivers regulated advice services on behalf of rhe v,roup. Its objectives, as stated in its memorandum of asJvociation. are'.'to promote opportunities for the devolopment, edLJcation and support of young, people in need ro lead purposeful. srablp and fLJlfillod livos and to promote.£afer. crime free communities for the bpnefit ol the public., We hav? 2on£ider?d rhp Charity Commis£ion's gLJid8nce on pijblitr benefit. includini the eLJidAnce'l)ublic btrncfit.- running, 8 chArify (P￿2). In parririjlar, rho Iru£rvcs con£idvr how planncd 8crivitifr.% will eonrributo rts the airn.% and objortivo£ rhoy havo.%ol. takiny a¢¢oLJnl of tho availabltr yiJidan¢p nn pijblic bfrnvfir.. Catch22 also owns 1 OOVO of Community Link.E Trading Limited - ovont.£ manag,omonr.. prodiictinn services and sforap,? with any profits g?norafcd Hifted to Catch 22 Charity Limitpd. Coa%od trading In Fpbriiary 2023 and is winding up itsaflairs. Catch22 also nwns 100°/ts of Ripploz CIC.. company limit?d by e,uaranlc? dormant The tru%tpp.£ are sati%lied that Catrh22 ha.8 aims and nbjpotiV?£ lind carri?8 oiit activitios that are for tho piiblic bcnplit In that the Support providod to individijiil£. famili0% and communitios dircctly benplits cach of those groups and therefore the wider public. Catrh22 b?camo rhts 8010 member of Rodihr&ad Yniirh Limitod diiriny, tho financial yoar. a cnrnpany lirnirod by F,Iiarant?o and a r?Ei.%lorod charify- chariiablo nbjocr.Iv?8 aro11 I tho &dvancornÈnt of hoalth or.%avinE, ol live8 throiigh the pr?sorvation and prot?crion of tho hcalth and w?Ilb?Ing of young poople by providing and a%8isting In rho pr(Jvision of fariliries. coiin.£elling..£upport.£ervice% and trqiiipment not normally provid?d by rhe Statutory authorities. 121 th? advancemonr of ?diJcation of yoiing people through thp provi.£ion of Information and outrpaeh to improvo rhoir health and wellbping. Catrh22 1.% thp soltr triJ%too of The Royal |)hilanthropio £ocipty Incorporating th? Rainpr oundati(Jn and 1.1 thp %oltr m?mber of I he Crime 2,(Jnotrrn Iru.£t Lirnit?d. ￿0th ar? charirieq. I h6 Raintrr Foiindation ha% rplea.%cd Ir.% pormanpnt endnwment and 1.% now dormant. Crimo Concern is also now dormanr. Catch22 holds 1 QO % of the qhare Capital of Catch22 Social Lntcrprisè Limirtrd- dormant. Please see note 12 for disclosure of activities and performance of each subsidiary. Catch22 owns 100'h of Pupil Parent Partnership Limited. a company limited by guarantee- dormant. ,4at¢h22 81.%0 own.% I nii /n of Carrh22 8tsci81 Lntprpri.¢p 80lutiDnq Limitpd- doo.¢ not rrad but hold.149.49•/0 (Jf tho motnbor.%hip of l?Iiblic Sprvicft.% Liqb LLI). a partnpr8hip f(JciJq.%?d on doliv?ring, puhlir.8orvic• rolorm in r.ho Livorpnol City region.

69 GOVERNANCE work. pri mari ly made u p of disclo%ures made by Ihevulnerableyoung people and adults thatwework with.Where appropriate these were escalated to the relevant safeguarding authority. Safeguarding Catch22 is a diverse and dispersed organisation ,fju pporting some very vulnerable service users and we recogn ise that.fjafeEuarding 18 the responsibi lily of everyone. We are committed to ensu ri ng that all staff areappropriately trained. inclijding all operational staff receivi ng NOCN endor8ed training.to ensijrp Ihpyare aware of the signs to look for. We also en8ure ou r manager8 receive .£afer recrLJilment and managing allegations training. Catch22 hasa dedicated Sale%LJard Ing team. respon.%i ble for ensuring policies and proceduresare in ploccnnd offoringryologijnrdin8odvicc and training to services.The Head of SalpgLJArdin8 report8 inio Ihesenior leader8hip team and rpF,ularly reports to the Board of TriJsiee8. The role 1.% focus.%ed on ronlinuous improvement of ou r.%afezuard i ng practice. We have an IT platform for safeguard I ng incident reportingand management to improvecommunicalion and reduce the bLJreaucratic bu rden. both at the point of reportingand in the admini.£tration of mon Itoring, FollowinF-LJP actions. and trend analy8i.£ .£0 that more resou rce. can be focussed on keepi ng our service users safe. Mod8rn Slavery Catch 22 has a zero-tolerancè approach to modern slavery, and we are committed toacliny,ethicallyand with integrity in all our bu.%ineq8dealin%8and relaiion8hip8 and lo implemenlingand enlorring efle¢iive 8y8iem8 and controls to endeavou r lo ensure that modern 8IRvery 1.% not raking place anywhere in oijr own business or in anyoFour.%upplychains. The tru8tees have appointed a tru.%tee with re8pon.%ibilily lorover.%ighiol the grou p's 8alpguard ing practice. Thi8 Iru.%lee,alonF,wiih the Head of gafeguardingand other operational leaders, 1.% a memberofourSaleEuarding Foru m who meet regLJlarly to di.Ecu.8s emer£ing trends. the eFfectiveness of ou r safeguard I ng practice and 10 8hare learn i ng across services. Weare alsocommitted to en8uring there 1.% Iran.%parpncy in ou r own business and In ourapproarh to tackling modern slavpry throuF,hoiJi oijr sijpply chain8, consistentwiih ourdisclosijre obligation% u nder the Modprn Slavery Act 2015. We expect the same h Igh standards from all of our contractors, supplier8and other bu81ness partner.%, and as part OF ou r contracting processes. we include specific prohibitions against the use of forced. compulsory or trafficked labou r, or Fjnyone held I n slaveryorseNitude.wheiheradulis or children.we also expecttharoLJr supplierswill hold theirown suppliersto thesame high qtandardq. Each Catch 22 service has a DSL (Designated Safeguarding Lead) and a Deputy DSL. These position.% have received additional trainingand. where appropriaie, rral ning f rom rheir LCSP (Local Ch i Id ren's Safeguard i ng Partnership) In order to fiJlfilthe.%e role.%. Over th 1% f i nancial year, there were various safeguard Ing inciden Is, as we would expectgiven the natureofour

70 TRUSTEE BOARD AND COMMirrEES we are eompassionate- we care about people, supporting them to move forward The board of tru8tees are aware of it.% dulyunder Section 172 of the Companies Act 2006 to act in a waytheyconsider, I n good fai th. wou Id be mostr likely, as an organi.%ation that exi.%ts to dplivpr pijblic benefit. ro promote the success of the charitable group to achieve its charitable pu rpo8e8. and i n doi ng 80 have regard (amongst other matters) to.. we empower others- we give peoplp thp knowLedze,.%ki Ils and opportunities to thrive we are collaborative- we do things with people, not lo them we are curious- we explore. innovate and challengeto improv6 whatwe do. al the Iikelyconsequences of any decision in the longterm. bl the Interests ofthecompany's employees. The trustees consider that they have fu Ifilled their obligations u nder Section 17 2. as evidenced th roughout th 18 report. cl the need lo foster rh company'8 bu.£1 ness rellqtionrhipp.wiih w•uppliers. cusiomers and others. An external governance review took place durin8 Ihe year and whi Isi Ihe review evidenced strong governance practice is In place,Ihe recommendation8 for further Improvement are currently being im plempnted and progres.% 18 ovpr.%een by the Cjovernance. Ri8k and Internal Aijdil e,ommitipe. dl the Impactof the company's operation.% on the¢ommunity and the envi ron ment. el the desirabililyofthecompany maintaininga reputation for h igh 8landard8 of business conducl.and GOVERNANCE STRUCTURE f I the need to act fairly between membersofthe company. The Trustee board meets six times a year and has e8tablished three commillee8 towhich certain functions are delegated. These are.. the Finance, Jrowth and External Aud Il Com mittee.. the Governance. Ri.%k and Internal ALJditCommittee',and the Peopleand Performa nce Comm i Itee. Onjoining the board of Irustees,a new trustee.8 will be briefed on their duties, wh ich are partly fu Ifilled th rough the governance structu re set out below, including the delegation of day-to-day decision makingto the Chief Officer Group. Trustees are also provided wi th the guidance i.%qued bythecharity Commission 'The essential trustee.. what you nééd to know. whAt you nééd to do, and The Charity Governance Code. Each committee meets at least four timesayparand reports back to the Trustee Board. Thecommittees monitor progre88 against £oal.% and target8 that f low f rom the strategic plan sel by the Trustee board. All trLJSteeq pmbrace OLJr vision to bu i Id a strong society, where everyone has good people around them, a pu rpo.%e. and a good place to Iiveand promoteour organisational values to en.£u re.. Catch 22 complies wi th 'Good CJovernance.' A Code for the Voluntary and Community Sector. issued by the

71 Governance Code Steering eJroiJp_ contaets. Applicants are asses.£ed against a trustee job description and .%hortlisted candidatesare interviewed bya panelofTrustees and appointed by the Tru.£tee Board. Trustees are normally appointed for threeyearsand may be reappoi ntpd for a furthpr thre,e ypar8 su bjecl to agreemen l of the Board. A further three-year period is available If it 1% con.£idered to be In the be8t interest of Board stabi Iity. The chair Is also appointed for3years. There Isa scheme of delegation in place which set8 out what matters are reserved for the trustee board and what 18 delpgated to the chief executive and senior management. Matters reserved For the board I nclude (among others).. Setting the charity's slralegy., Approval of the organ isational business plan and annual budget., New Trustees are provided with induction meeti ngs with key staff and are given a detai led governance pack. Arrangements are made tor Tru.£tee8 lo vi.fjit Catch2 2's projects and services. Trustees receive information newsletters. prefjentations on aqpects of Caich 22.8 work and on matters affecting the voluntary.%ector. Approvalof anychanges to the grou p structure., Appointment of the chief executive Matters delegated 10 the chief execurive i nclude (among others).. Catch 22 expects all those involved in its govprnance to make a reasonable comm i Iment to onF,oing, developmen I and Iraining.Thi8 may Involve away day.%. 8ervice vi8lt.%. presentations and other internal funciion8 a.% well as opportu n I lies lo attend relevan l external events %uch as sem i nars, course.% and conferences. Eslabli.%hingjointworking arrangements., Development of new services., Tenders for new contracts (with avalue ofup to £10ml', Appointment of the executive mana£ement team Catch 22 also circulates publications of general I ntpre81 and provide.8 access lo magazi nes. articles. newsletters, policy briefin2sand other documents of more specialist int6r&st. VALUING OUR TRUSTEES- RECRUITMENT, INDUCTION AND ONGOING TRAINING SETTING PAY AND REMUNERATION OFKEY MANAGEMENTPERSONNEL The People and Pprformance Committee oversees the recru itmen l of Trustees and en.Eu res Ihpre are provlsions I n place to supportwiih Irusteeskills and developmpnt. The committee u ndertakes a periodic skills audit of the Board which 8iJpport% in identifying Iraininll nppds as wellas Inlorming future succession planning. Application.£ for Tru.£lee8hip are SOLJghi th rough open advertisemen l. use of a specialist agencies and personal Setting Payand Remuneration of key mana8ement personnel Is the responsibilityofthe People and Performancecommiitee. In setiing payand remuneration. Iheyconsider performance mAnagempnt Information. the overall fi nancial performance o I the organi%ation and relevant benchmarks within the sector.

72 ENGAGEMENTWITH OUR PEOPLE interest groups to both seek and .%hare best practiceand collaborate on finding .%olutions to shared challenges. recogn ise that ou r people. both staff and volunteers. are key to the success of the organisation and to delivpringthe Wevalue alloursuppliersand look to Impactwe seek for our beneficiaries.we identify ou r key 8uppliprs and put multi- enzagp with our people th rough a variety year con tracts in place and adopt a of channels to keep them I nformed, seek partnershipapproach to the relationship thei r views. encou rage their involvement whpre any concern.% are worked th rough and develop common awarenes8. These together to fi nd mLJtually beneficial chan nels inclLJde. amongst others.. solutions. We al.fjo havp several small su bcon tractor organisa lions who deliver .£ervice.£ on our behalf. and we adopt a supportive approach lo contract management and help them to bijild their capacity. regular service visits by the Chief Off icer Groijp and trustees. a monthlyquestion &answer session with the Ch ief Of fice Group. an annualstaff conference which trustees attend. We have also Ljqed ou r plarform to Inru bale sevpral Iledgi ng social ¢ntcrprioQry Iocutsood on dclivorin8 bottcr .%ocialoutcome and reforming public .%ervicps. a monthly newsletier, su pported with information on ou r i ntranet, weeklyemail communication from the Ch ief Execijtive. ENVIRONMENT We recognise the importance of minimi%inRoiJr impact on the environment and that environmental i.%8ue.% are a.%ignificantconcern lor boih our people and Ihosewesupport. an annual staFfsurveyand regular pul.%e su rverys I n formation gathered by the.%enior leader8hip team Is fed back to trustees via reports su bmi lied 10 and discussions held at the Peopleand Performance Committpe. It has now been two years since we onboarded a newsuslainability Coordinator and launched our Sustai nability Cham pion8 working group todrive environmental initiatives in our organ18ation. Here are .8ome key Ljpdates ofwhat has been happening.. BUSINESS RELATIONSHIPS We recogn ise that relationsh i ps with buqiness.8takeholder8 are key lo ou r success and long- term sustai nabi Iity. Strong, collaborative relationsh I ps with ourcornmissionersand funders enabled iJ.% to work with thpm during thp pandem ic to fi nd new ways of su pporti ng our beneficiariesand 10 respond to their changing needs. These relationships are also key to .%ecuring ongoing fu nd ing. C02 Emissions & Carbon Plan Committed to achievi n2 Net Zero emissions by 2045 through our Carbon RedLJCtion Plan. Made progre8S Wlth our reporti ng system lo i mprove data quality to mpa8iJrp ou r C02 emi%.%ion.% more eflicientlyand therefore have a betterunder8landingof our Impact. We al%o.%epk to engage with the widpr sector through prole.%sional bod ies and

73 Purchased green Eleciricity with SSE for 15 opera:ional delivery sites. 2024. Changing our workforce culture Performed energyefficiencyaijdits for twoof our main buildings. Key finding% 8uggest LED lighti ng retrofit, Insralling boilingoplimisers and TRVS on radiator8. We plan to implement IheserhanEes in the upcomingyears which will result In C02 reduction and cost savings. Updated our environmental policyto improve cu Itu re amongst ou r staff and suppliers. Our Sustainabilitychampions working group conti nues to evolve. they have been actively engaging with new and existing staff lo raise awareness. They will also attend Carbon Li leracy Trai n Ing in 2024125 to Improve their knowledge and edLJcate others I n the lu lu re. Generating impactthrough our service delivery We have been supporlingthe UK Net Zero transition through our Energise Employability Programme, where we enable people agpd 18+ who face barriers lo work to get green jobs and apprenticeships. Su pported sustainable travel by installing7 Evcharging pointsat 4 operational siles. motivating ouremployees lo benefit from our Cycle to Work and low emi8.%ions Car Salary8acrifice 8cheme,and provid i nF, hybrid/flexi ble work arran&empnt.% 10 Avoid ijnnecessary slafl travel. 1.181 job.%epker.% attended the Energi.%e ProF,ramme. 387 01 Ihpm progres.%ed I n10 paid em ploympnt. The Energ,i.%e Programme won the ERSA (Em ployment Related Services Association) Skills for Work Award Our consumption and emissions for 2023124 were as follows: CONSUMPTION EMISSIONS 2024 2024 ENERGYTYPE EMISSIONS 2023 Gas 1,229,149 klwh 557,320 Kwh 867,683 m I les 225 tC02e 404 tC02e Electricity Tran.8port ' Total Emissions 115tC02e 155 tC02e 261 tC02e 224 tC02e 601 tC028 783 tC02e 11.8 tC028 14.6tC02e Intensity ratio per £m/turnover" 'Trusport inclLJdes employee mileage claims, carhires, log-term vehicles leases und owned vehicles . 2022/23 Intensity rutio 14.6 tC02e Ou r i ntensity ratio has decrea%ed by 19Yo. due to the cessation of activities i n the MAT.which was heavily relianton the useof buildings, butalso due to some ofthe initiatives we have i mplpmen led. for exam ple to .£witch lo green electricity. We remain confident that th18 ratio willconlinue lo reducea8 we launch and embed new Initia- tives in the fu lu re.

74 TRUSTEES, RESPONSIBILITIES In so far as the tru.%tees are aware.. The Tru8tee.% are respon.%i ble for preparing the an nual report and the financial statements i n accordance with applicable law and regulations. there is no relevant audit information of which thecharitable companysauditor Is unaware',and the trustees have taken all steps that they ought to have takp,n to make Ihemselvesawareolany relevantaudit information and to establish that the aijditor is aware of that information. Company law requ I res the TrLJStees to prepare f i nancial statements for each financial year. Underthat law the TrLJsrees have elected to prepare the financial .£tatements i n accordance with U n I led Ki ngdom Generally Accepted Accoijnting Practice. U nder company law the TrLJ.%rees must not approve the financial statements u n less they are satisfied that theygivea true and fair viewof the.£lale of affair8of the C)roup and chariiyand of the.%urplus or deficit of the Group lor that period. The TrLJStees are responsible for keeping adequate accounting record.£ that are SLJflicienl to show and explai n the Charity's transactions and di.%close with reaqonable accu racy al any time the financial po8ltion of the Charityand enable them toensure that the financial .%latemenls complywiih the Companies Act 2006. They are al.%0 re.%pon8ible lor safeguarding the a.%8ets of the Charity and hence for tAkinR rea.%onable 8tep8 for the prevention and detection ol fraud and other irregularitip.%. I n preparing these Fi nancial statements. the Tru8tees are requirpd to.. S81ect suitable accou n ling policies and then apply Ihem consi8tently makejudgementsand accounting esli males that are reasonable and prudent Financial statements are pu blished on the Charity'.% web8ite i n accordance with legi.%lalion In the ljnited k(ingdom governing rhe preparaiion and dis%em I nation of financial .%iatements, which may va ry from legislation in otherjurisdiclions.The maintenance and Intpgrityof the Charity8wpbsite Is the responsi bility of the Trustees. The Tru8tees' respon.%ibi Iity al80 extend8 to theongoing integrilyof the Financial .8tatements contained therein. state whether applicable LIK Accountingstandards have been followed..Eu bjecl lo any material departures d isclosed and explai ned in the f I nancial.8tatements prepare the financial Slatements on the going roncern ba.EIs LJnle.E.E It Is inappropriate to presume that the Charitywill continLJP in operation. observe th& methods and pri nciples in Ihe Chariiies SORP.

75 RISK MANAGEMENT The Tru8tee.% have i n place 8 robu%t risk management proce.%8, which i nclijde.fj thei r overall riskappeliteand their risk appetite specific lo different riskcategories.The proce.fjs identifie.fj the typesof risksthecharityface8. prioritises them in term8of Likelihood of occurrenceand potential impact. Identifies the meansof managing these risks and mon itors how they are manazed. Development and review of the risk managementarrangements are the responsibilityof the Governance, Riskand I nternal Aud it Com mittee who meet quarterly and review the risk register. The Chief Officer C)rou p are responsi ble for managing risk across the organ i.fjation and receive regular updates from the Head ofGovernance and Riskal their monthly meetings on key risks. and they en%ure that appropriate m itigati ng action 1% taken. The internalaudit programme isagreed annuallywith the C)overnance. Risk and InlernalAuditCommitree and focuses on the keyareasof risk within theorganisation. Aud it findings and progress on im plemenling actions is reported quarterly to the committee. The key risks identified byCatch22 at the end of 2023124,which are largely I I nr.hR nEgrl frnm thg rirpvini i.q ygar tnegthp.r with thft Ar.tinn.q takgn nr i n trgndftrl tn hA taken in response to these ri.%ks are as follows.. RISK MITIGATING ACTIONS Failure to keep our service users safè. E&iabii.%hed policie8 and proGediJie6 WILh Gieai train i ng and .%laff com pelenry expectations embed- ded throughout the organi.%ation. moniiored through regular su pervisions a nd internal audit. overseen by Hpad OF SaFeguardin8. Designated .%afeguard I ng leads appointed In all our services.SaleguardinE incident management sy8tem.% i n place across the organisation Risk Forum established toquickly identifyconcerns and trends and implemen I mitigating action and SaFe- guard i ng Forum i n place to share best practice. Loss of incom& due to public sector spending cuts b8¢ause of th& macro-economic climate, in addition to rising costs due to inflationary pr&ssur8, increases in the rate of èmployèr national Insurance and the need to support staff with the continuing impact of inflation. Continued focus of resou rces i n ou r business develop- mentand partner.%hips teams, maintainingour diver.81- fied income streams, keepi ng ou r quality high to secure repeat bLJSI ness and our costs com petitive to ensu re that ourcost basis Is sustainable over the longer-lerm. We alsocontinue to be focu.%8ed on bLJildingand main- iainingsrrongcommissionerand funder relaiionships. secu rin£ an in¢rea.%ed proportion of volLJntary grant i ncome and developing income streams from trad I ng activityalonzwith ensuringour 8upportteams are appropriately structured and deliver value for mon- ey. Financial pprformance, futu re foreca.%t% and our Income pipeline Is regularly monitored by the Finance. Growth and ExternalAudit Committ66.

76 RISK MITIGATING ACTIONS Loss of control of personal or sensitive data Miiigaipd by robusidaia proieciion and Inlorinaiion secu rily policies, in line with the General Data Pro- tection Rp,Eulation ICJDPRI,.£u pported by staff brief- ings and compulsory training.we review the risk ofa breach of ou r IT platforms on an ongoing basis and take appropriate mitigatingaclion lo keep them secure.we hold Cyber Essen lials Plus certification and18027001'. I nformation Secu rity tv1anagement certif ication for ou r core central processes and I n Frastructu re. along with ourJustice probation contracts.The wholeorganisa- lion works lo the principles of thesame Information Security Management Sy.£tem and over time we intend lo expand the scope of our IS027001 certification. Failur& to ensure the wellbeing and safety of staffi particularly those working with vuln&rabl& benfrfi¢iarie$. Our People team continuingto developourwellbeing offer and ou r policy on staff supervision meetings i ncludes the requ i rement to di.%cus8 staff welfare. Increa8ed focu80n mental health supportvrfiihin the organisation. We have a professional health and safety ream in po.%[ wilh embedded health and safely policies and procedu res. undprpinned by compul.%ory training for manager8 and regular hpallh and .%afety in8pec- lionswith follow-upofaclions. Incident management system in place acro.%s thporgani8aiion lo enable us lo react more quickly lo i ncidents. learn les.%ons and identify Irend8.which is reviewed by the Ri8k Forum. An enhanced Employee ￿£.818tance Of fer ha.8 also been rolled out to.%upportany member.% ofsialfwho have been af lecled by seriou.% Incidents. Appropriate policies and procedu re are in place to mitigate the risk of a serioiJ8 Incident occurring.Critical Incident policy in place and crisis management training provided to key staff. Reactive com mLJnication strategy prepared. Serious incident result8 in adverse publicity leading to roputational damage. Lack of organisational capacity due to chal- lenges in recruiting and retaining staff. Catch 22's employee value proposition, futu re of work approach, and new pay and grad Ing structLJre all in place. Developing progression pathways and succes- sion planning.Staff engagement plan in place and being monitored by pulse surveys. New continuous performance managpment approach on place based on quality conversations. Focus on reduci ng early staff tu rnovpr by a working group of senior leader8.

77 RISK MITIGATING ACTIONS Loss of commercially sensitive information through the mi$u$e of Artificial Intelligence {Al) technology. Caich 22 have creaied an Al working group, have updai- ed exisli ng policies and hand books lo advise of correct useof information, including issuingguidance around advocated systems to use - Copilot. Further information about Catch2, including our Annual Review can be found at: www. -22. Signed on behalf of the Board of Trustees on Terry Duddy Chair, Catch22 Charity Ltd 22nd May 2025

78 AUDITOR'S REPORT INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF CATCH22 CHARITY LIMITED Oplnlon We have aLKlited the finoncigl ststements of Catch 22 Charity Limited (the 'parent charitsble company l and ils subsidiaries Ilhe 'group I for year ended 31 August 2024 which comprise as the Cornsolidaled statement ol Financial Aclivilies. the Consolidaled and Parenl Ch&rilgble Cornpany Balance Sheets. Ihe Consolidaled Cash Flow Stat8m8nl and note8 to the finartial stal8mnts. including significanl accournling Jlicies. Th8 financial reporting fram8work that ha8 b8en applied in Ih8ir pr8paration is applicable law and Unrted KlThgJom Accounliw sto￿ardS. InelLKling Flnaneial Reporting Standard 102 The Financial Reportlng Standard applir2bl8 in th8 UK and Republlc of Ireland Iunlted Kirodom Generally Acc8Pt8d Accounting Prgcllcel. In our opinlon the Ylnanclgl statements,. give a tru8 and fair view of the slate of the group s and par8nl charllable company s aflairs as at 31 August 2024 and of the group's Incomlng resources and application of resources. Including Its Incom aThd exp8Thdlture. for thè year ihen énded., have been propérfy prepared in a(tordancÉ with Urbliéd Kinodom Generally Act8ptsd Accounliw Pracllce.. and have been pr8p8red In aw)rdance wllh lh8 requlrements of Comp8nle$ Act 2W6. B8s1s lor oplnlon Wé tonducl&d our $￿111 In accordance wilh Interna￿orIal sta￿lar￿$ on Audltiry IUKI IISASIUKII and appllcable law. Our responsibilllies under those slandards are further descrlbed in Ihe Audllor's Responsibllllies for the al￿11 of Ihe Ilnancl81 stsments sedion of our report. We are Independent of the charllable company in accordance wllh the ethlcal r4ulrements th81 ar8 r81ev8nt lo our a￿111 of th& flnancial statements in the UK, Incl￿1￿ the FRC'S Elhical Standard, a￿1 we have fulfllled our olh&r elhic81 responsibllits.es In accordance wlth these requirem&nts. W8 b&li8ve th81 the 8udit evldence we have oblalned is sufficlerni and approprie io provlde a basls lor our opinion. Conclu6lon8 relatlng to golng concern In audillng the Ilnanclal st8tements, we have concluded that truslees. use ol the golng COr￿ern basls of counting in the prep8r811orn of Ihe flnancl81 staternnts Is approprl81e. Based on the workwe have perfomed, we hèvè noi idenlifled any Ma￿rI$l ur￿￿81n(1eS ￿lS(lng 10 events or conditions IhaL Indlvidually or collecllvely. may cast signillcant dcjubl on the groups and parent chaiilable companls abililylo continue as a going ccnttern for8 perlod ofai1è8St twelve monihsfrcmwhen ihe flnanclal stalemenls are aLrthorised for issue. Our responsibllllies and the responslbllitles of the trustee5wlth re5peei to going concem are described iThthe relevant seciions of this report. Other Informatlon The other inforrnalion comprises Ihe informalion included In the annual report. other IhaTr the financial staleffnts and ourauditor's rewrtthereon. rhe trusleesare reswinsible forlhe Ot￿r infomialion contained inthe annual report. Our opinion on Ihefinancial slalernents does nolcovertheolher iTrformalion and. except to the èxlent othemse explicitly stated in our report we do not express any form of assurance conclusion theraon. Our responsiblllly Ss to read the other Infomiation aNJ, ITh dolng so. (y)nsiderwhelherihe Olher informallon Is materially incor6istent ￿th Ihe financial statements or our krK)wledge obtained in Ihe ￿Urse of the aLKlit or Olherwlse appears io be maierfally tnlsslale(J. If we Idenllty such maierfal Ir￿0[bS1SIeTr￿eS or apparent malerial misstatements, we are required lo determine whether Ihere is a malerial misslalemenl in the financial Stslemenls themselves. Ir, based on the work we have performed, we cowludtr Ihat there Is a malerial misslatemenl of this ot￿r Informats"on. we are required lo report Ihal lacl. We h8ve noihing 10 report In this ￿gard.

79 AUDITOR'S REPORT Icontinuedl Oplnlons on other matters pre8crlbed by the Companle8 Act 2006 ITr our opinion. b8sed on Ihe work undertaken in the course of Ihe audit.. the informalion given in the strategic report and the trustees. annu81 report for the financial year for which the financial stal8m8nts are prepared is ￿r￿lStent vAlh th8 financlal state￿￿nts., arKI the strategic report and th8 trust8es' annual report have been pr8par8d in accordance wlth applicable legal requirements. Matt•rs on whleh w• ar• Nqulmd to r•port by •xeéptltsn ITr the light of the knowledge and understsnding of the group and pgrent charitsble company and its envIron￿￿nI oblained in tours8 of audit, W8 have mt Id8ntlfled material misstalem8nts In t strateglc report or IrLJ8te8s' annLJal r8POrt. W8 hav8 nothing lo rerK)rt in re￿SCI ol Ih8 fdlowlng matt8rswherè the Companies Act 2006 r8qulr8S US to reportto you if. In our opinion-. the parent charitable company has not k8pI ad8quat8 and suffici8nt accounting record8, or returns gdequale for our gudil have not been reeeiveij from branches not vislted by us.. or the par8nl charltable (x)mpany's flnanclal slal8m8nls ar8 not in agr8em8ntwilh th8 accounli records aNJ returns., or cert8in disclosures of Irusleos, remurer8llon 8pe¢iflo(I by18w not m8de,' or we have not recelved all Ihe Inlonnauon and explanatlons we requlre for our audlt. Re8pon81bllltle6 of twsts•6 As explaintrd ￿r￿re fully In ihe Iwslees. responslbllllles 8t8teThTht sel out on page 76, the trustees (who a also the dlreclors of the ch8rilable company for the purposes of company lawl are responslble for th8 preparation of the flnancl81 stafrmenls and lor belThg solisfled Ihot they glve a irue and fair vlew, and forsuch internal control as the trustees delermlrva Is rv8cessary lo enable the preparatlon of flnancial stslements that a￿ free from materiol mlsstatement, whether due lo fro￿ or error, lrn preparlng Ihe Ilnanclal 6tatem8nts, the trusiees are responsible for assesyry tha group and parent charitable companys abillty 10 contlnue as a going cOn￿rn. dls¢loslry, as applicable, moiiers rtlaied lo goirwJ concern and using the going concern basis of accountlw unless the trustees ellher in18nd lo liquidate the group er pareni chariiable company orto cease operallons, or have no wlisllc alternative but 10 do so, Audltor'• r••pon•lbllltl•• for th• •udh of th• flnan¢l•l 8t4tsm•nts Our obl8Ctlves ar8 lo obtain reasonable assurance 8boul whether Ih8 fln8ric181 State￿￿ntS a8 a whol8 are free from malerigl rnisstgtement. whether due to fraud orerror. and to Issue an gudltor's report Ihgt includes our opinion. R8asonabl8 assurance is a hlgh 18vel of assuranc8. bui is nol a guarani88 Ihal an a￿11 cOnd￿ted in accordarKe wilh ISAS IUKI will always delecl a material misslalement when 11 exists. Misslalements can 8rise from fr8ud or error and are considered rnaterial if, irKlividually or in aggregate, Ihey could reasombly be expected to influence If ecommlc decislons of users taken on the basls of Ifse flnancial slalements. As part of an aLKJil in accordance with ISAS IUKI we exercise professlonal judgement and malntsln professiornal scepliclsm throughout audlt. We also". Identify assess risks of material mlsstalerr*nt or the flnanclal state￿rItS, whether due lo fraud or error. design and perforrn audit procedures resp)nsiYe to Ihose risks. and obtain audit evidence Ihal is sufficlent and appropriate to providÈ a basls for OLJr tspinlon. Th8 risk of not detecling a material misstatement resulliry from fraud is higher than for one règutting from érror. ag fraud may involvè collugion. for￿ry. Intentionol omiggiong. misrepresen1￿1ons, or Ihe overrlde of Internal eonirol.

80 AUDITOR'S REPORT Icontinuedl AudRor's r•sponsIbll￿10S forthe aut11t of the flnanclal statsments Icontlnuedl Obtain an U￿erStanding of Inlemal cx)ntrol relevant to audit In order to design 8￿Jrt pro￿dUreS that are gppropri8le in the circurnslances. bul not for the purwse5 of expressing an opinion on Ihe effectiveness of Ihe group and parent charitable company's inlernal control. Evalugle the appropriateness of accounbrvJ policies used and the reasonableness of accounting estimates and related disclosures made bythe tnjstees. Conclude on the appropiialeness of the Iruslees. use of the wSng cor￿rn bays of aco)unting ard. based on the a￿lt eviden￿ obtained. whether a material uncertainty exists related to events or condilion5 Ihat may cast significant doubt on Ihe group an¢J parent charitable company s abillty lo continue as a going eorttrn. If w8 conclude that a materlal uncrtalnty exists. we are required to draw altenlion in our auditor's report to the related clisclosures in the nartlal stat8m8nls or, If such dlsclosur8s are inadequate, lo modify our oplnlon. Our coTrclusions are based on Ihg aLKlil eviden￿ obtsined up lo the dale of our aLvJilor's report. How8V8r, filture 8venls or torKlilion8 may caus8 group or parent charitable company to cease lo conllnue as a golw COr￿rn. Evdlual8 th& overall pr8sentatlon, slrudure and conlenl of th8 financlal slal8m8nÉ, Including the disclosures. and whether the flnawlal stalements ￿present If underlylng transactions 8nd events In a manner that 8chleYes fair presenlallon. Obtaln sufflcienl appropria audli evldance regardlng the financlal Informatlon of Ihe erblllles or business aclivilies wilhln the group lo express an opinlon on Ihe consolldaled financlal slattrmrbts. We aré résponsiblé for ihtr dirécllon, suptrrvislon perlorman¢è of Ihe uroup AiwIII Wp. rAmFbln solply rftspt)nslhlp for 01 Ir Aiidll rp.r)nrf We ¢ommunic81tr wilh those char￿d with pv&rn8n¢e regardlng, armw olher mgttérs, the planned s¢ope and Ilmlw of Ihe audit and signillcanl audll flndlngs. ir￿lUdIng any slgnilicanl deliciencles In internal conlrol th￿ we Idenllty durlThg our a￿1[1, Explanatlon a• to what •xl•nt th• audlt was consld•r•d capabl• of d•1•￿Ing Irr•qularlll•8, Includlng Iraud Irregularllies, Incl￿1￿ Iraud, are Instaw of Min-compllance wllh laws and regulallons. We deslgn procedures in Ilne wllh our responslbilllies, ouillned above. to d81ect material mi88tstem8nls in resp8cI of irregularilies, includlng fraud. The exieni io whleh our procedures are Capable ol deieeiing irregularllies, i￿luding fr8ud Is d8ts11ed b810w. The objectives ol our audit in respect of Irgud. are., to identlfy atKI assess 1he rlsks of materlal mlsstatement of lh8 flnanclal slat8m8nts due lo fra￿., lo oblaln sufflclenl approprlal8 audll evldenc8 regarding thè assessed rlsks of material mlsslalemenl due lo fraud. IhroLuh deggnlrwJ and implementing appropriate responses to those assessed risks,. and to respond appropriately to Instar￿S ol fraud or suspected fraud idenlifie(I durlng the audit. However, the primary responsibility for the prevenlion and delecllon of fraud r8Sts with both management and Ih08e charged wllh governance of charltabl8 company. Our apprO￿h was as follows.. We obtained an und&rst8ndlng of the legal and regu18tory requirewnts 8ppllcable to charitable company and considered Ihai the most signiflcanl are the Companies Act 2LKA. the Charllles Acl 2011, the Charlty SORP, and UK financial re￿rtIng stsnd8rds as issued by Ihe Financi81 Reporbng Councll We obtained an undètstsndlng ol howlhe d)arilable company complieswilh these requirements by discussions wlh management and those charged wlh pvernance. rnaterial misstatement dLE lo fraud and how il might occur, by holding discussions with rnanagernernt gnd 1hose ¢h8rged wlth governance. We Inqulred of Mana￿ment 8n(J Ihtjse charged with governan¢e as to any Known irEt8nce8 of non- compliance or suspeLled rK)n-CoMpllan￿ Nvilh laws arvj regulalions.

81 AUDITOR'S REPORT Icontinuedl Based on this understsThYing. we designed specffic appropriate audrt procedures to identfy instances of non-complian￿ with laws and regulations. This included makirwJ enquiries of manag¢ment am1 ththse charged wth governawe and obtaining additional corroborative eviden as required. There are Inherent limltations In Ihe audit Pr￿edureS descrlbed 8bove. We bre less likely to t￿cOMe aware ol in51gnces of rY)n-compl1an￿ with laws regulglions that are rK>t closely related to events and transactions rèllécted in thé firka￿la1 statèmènts. Also, Ihé rlsk of Mt dètécting a matérlal Mlsstatémènt dué to fra￿ is higher than th8 risk of nol d8t8Cting on8 resulting from error. a5 fraud rnay Involve d81iberale conr£alment by. for example. forgery or intention81 mlsrepresentatlons. or through collLJ5iOTr. Use of our report This report is made solely to the eharitable company's membets. as a body. in accordan￿ wllh Chapter 3 of Part le of the CompanSes Acl 2(K16. Our audll work has been undertaken so that we mlghl slale to Ihe charitable (x)rnpany's rnernbers those mallers which we are required lo slate lo them in an auditors report and lor no other purpose. To Ihe fullest exlenl permltled bylaw. we do ￿1￿CeepI or assu￿ respornsibillly lo any party other Ihan charllable compaThy aThd charilable companws mmbers as a body. for our audit work, for ihls report or for the oplnlons we have lomied. Jamès Saurtdèts (Sènior StatLrtory Audltorl ftsr and on béhall of Mwr* Klngsion Smith LLP Staiuiory Auditor 3 June 2025 9 Appold Street LoThlon EC2A 2AP

82 CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT for the year ended 31 August 2024 R•slrfctrd Rebtrl¢ted Re51rfGted Vnre5trktsY Pe￿￿On xed F￿d Funth Fuvd¥ A55pts IMATI Fundy Yearto 31 Auw4t Yearto 31 A￿U￿t 2023 IMATI £'DD 'DUQ E'WD InpJTnpfro 975 &T94 Grants 2.273 4.469 33.328 327 47.774 IDcometromir￿In￿ R¢llvltiè$ In(￿￿01rD￿ lrw08kn￿18 193 363 Totsl InEome 16,092 35.ooe 51,0SB 53.4B9 ExpenL¥DJroon 376 C4rt104clvhle8 UrdlnJry 15.$2J 35,fj67 51,SBO JIOBB 33.J70 Tg1•l ¢Apgndlwg 316P2 16.626 88.168 8WJ 1,007 i.riJ7 Shoro drI￿LI1801 DMwBI Nel I•xp•DdNurnlllnGcrfn• rthèpthod 1318721 82• Tranth bolwcoDfvDd 12001 1316721 26Q 1.033 132,37n Othorrccolln15cd gaIn￿lI055¢s) Acknarlalll&n￿1o￿l on 1316721 1.035 12.3261 Re￿￿G￿l￿￿on of fu￿( T()￿1 ￿n￿#￿I￿o￿tforWard 31672 3.3D# $5.L2 To￿lIv￿￿E￿￿e￿ IDrword 3,56D 16,PSO 20,51P .896 notE(vw15Bd DlhurlhHn thoyB inthTrStamBntDf AthItiEs. AllincLYngand exF￿ndI￿red￿W￿fr(rn cm1￿Ul￿o T￿&sIa￿￿￿￿prOYId&s th&crA7￿mIdat￿l￿DI￿aI0n I￿th0 t￿￿at11￿COmPXry and TO1￿ In[￿￿￿￿1h0 cunpDnydmTrwas£45.35&kl20￿." £39.e02kI￿￿d ￿￿tInLY]￿Wa8£￿4Uk(2o￿". nDtDppvnd￿rCl£l,7e6klTr. Thènowthi to 112 ￿1￿1￿(1￿￿&7da

83 CONSOLIDATED BALANCE SHEET- 31 Aug￿51 2024 Company number.. 06577534 51 Augu?t20Z4 cooo 31 AugustZ023 £'ooo Not• £r¥)o rooo Flxod a6$01• I￿a￿1b1&aSSe 205 2D2 Tan9ibl8fix8dassots 39.168 IrhvesknEDts 18D)8 50.469 rrentJS￿ts Slock 82 53 lor 6.645 e.D41 CAth Al bdnk dnd in h￿d 7.875 12.769 ¢￿￿1￿r$. amounts dy• wiulin w• ye•r 14 B.765 N•t cuff•nl••wl• 2.779 2.9S8 20,787 Crèdilota.. amount8 l#lliw #fi•rmor• th#n y•4r 12 16511 N•t ￿t• 20.510 Ful￿. Rèstrictsd fiAèd aSS9ilL￿$ R•AtrI¢￿ fund GDvfvI fund 33.672 3,569 20,619 52.BP6 Tho fin)o8181btsmèDI$ 8rK)rovèd by B08rd ofTN810è8 lU￿ni* for itsuaon 22nd May 2025 Torry Duddy Chtlir pAio 112forM of

84 CHARITY BALANCE sHE￿- 31 August 2024 Company nurnber: 06577534 31 Au9u$I 2024 £'ooo 31 Augu$t 2023 Not• Flx•d IDtst¥Jiblg as￿LI 205 202 Tan9iblofix8d è£sèts 10 5,699 5,496 Inv8stsn8nts 10,8fi8 16.566 17,718 t>£bloT8 13 6.307 5,621 Cth at bankand in hand 6.221 10,241 11, ¢urr•ntllaWMQI•s LfoditorB- an￿￿ThiN W1￿1n on# y#4r 14 1.706 2,￿1 11424 1?,(￿7 Ctéditorw." IAlino duè mro Ihw y•¥ 15 1268) 11186 Fund R&%￿ti￿ fL￿d8 ts8n8rydl fuTh 16 17 2,893 1S,623 16,044 18.516 AK p8miitt8d by ￿08 01 th8 C(wllpartiè#Act s￿6. lh8 camp￿Y nol IL4 own %lal8m8nt DI linan￿￿ *ld in¢omè aCWunL Tho compèny's nèt Incomèin 2024 was£640k12W23. neLèxpenthiure1£1,78ekl} Th8 finHn￿￿j s14￿￿nts w8r8 Bryroved by Board Hndauthori&8d lor Mgu8 on 22nd May 2025 Tarry Dud(ty Ch& Company Rèp%tration No. 08sn534

85 CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 August 2024 YextC JI Augifvtzuz4 £'ooo £'ooo YeartC 31 Augu$tZQZ3 £￿00 £￿00 Not lexptrndrfur•Plncc¢n• forlho repor￿n4 pwlod Adjustbd (￿-. (2.9891 11,N71 (9811 18891 1309} SharèofprofiiÉ ofkÈUp￿ai¥ Falfvèl￿0fa%sel% 8fArJiTrdty) ac&￿&￿0n ofsubsithaty disposals Of￿￿1￿8 fLY￿AEs0t5Qn ECad￿Y 3.12 4,5,9 33.579 L￿8￿) di%PONAI orhingiblèfixod as6e DépTéuabon charg88 mLVbsati￿ch8l￿S Définéd bén8fitp8n8)n pLh8m@ co8tl•sE con￿bU￿Or& pByabl8 375 gj 22 IntsreB¢rèwvèbl¢ Inv88th8nl inc(Mn8 1￿￿￿￿lpaYab c￿1111 V4wlnre￿¥0d (In￿a88)ID￿C￿￿￿èIn sts)d¢ a88lllrKr&as&lin debt￿8 lThy•aA&IDècrèd8eiith IIAbiliti08 (2191 16 12YI 12,4391 287 N•1 u•h lu••d Inypr•¥ld•d by op•ratlry 14,3811 (2.3Z51 PurthXAè fix•d &aÈ•iè CwilAI WIINrèCivèd Proe•odA Irom &al4 olinwèknènii IniÉr•8lrècthvèd InvèAtshèni Incomè rtli 12841 55 ie2 224 Mlt eih ••h•r•l•d lrtv•btlrs ietlYMI•4 Rewymert 0fbtyro￿ry1 16 11rxii N•t Itl•c4••••llln¢rèo00 In cJ•h •nd c••h •qulY•hnt• Sn thov•portlng podtsd 7.07S 9.243 C4•h end ¢oh •qufv•l•nt• ot •nddy• Bank th)rt.twmd8w%L8 7675 Cajh and co•h •qufval•nt Anify•hof ¢hangM Irt n*td•bl At At Non￿gh 31 AuouBt CBBh 2023 £Tho É'ooo Cbsh 8ib&)k&)d inhthd Debithe wiulinonè ye 7.675 12,85BI 4817 79 7,57 Totyi 4738

86 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 1. Accounlng pollckn A swim8ry of th8 winupal &C￿ju￿￿ng pold8s 8dopi8d lhkh b8en appli8Q Con￿￿￿nt￿8￿G8p1WhEr& rot￿l.￿￿g￿Tr￿ts Basls of wns011dlltlon Th8 fiDanda st&ten1￿nlS ￿CO￿Or￿t 1h058 Dr Ca1th22 harity all il¥ IE¥pihw Ihw Df1hw Cgtch22Chgrlry Llfflytea o)mpany Ino 065115341. illod by 9uarun100. In En9￿ll￿ 1tyo109 4nd g15tsThd wth tho Ch4rity Ino 112442FI. Th• gistsrod df¢•i52F Pp4rTrw 81TrAT, EC1V JAG. On£￿￿1￿￿10n or￿b￿￿￿rl￿. ￿qLIs1￿￿ Allof rOCryd￿ &rthfiirfairvplv•% 4tth8l¢to. The ￿￿￿ClaI51a￿l￿n1s hav8 prepa[￿ in @G￿rd￿c￿￿￿ 1h8 FIn￿Gla1 R8poMlng S18nQatQ in UK and of Ir&lanQ IFRS 1021 Tf Compan￿ Is a wbllc b￿&fil cquIs￿IDn ar8 r￿nIS￿d kncom8in d18Stat￿l￿[ or r8SulMg s￿￿)￿S￿￿Or￿￿￿115tha1 arl58aft8r1n89￿￿h&s[IIn Ils stg14nwnls kn accorda￿0 wlm tho bg1wgoffl 9foup wnM)gnlosBto prtPArlrnD Ihbly a¢(x￿￿ta In thih Ihb FInaTh￿l STifidaid App1￿&bI& ￿ Ihb UK And Rèp￿￿11¢ ol Ilho FRS 102 Chwitig&8QRPI •nd th•CoTrwffliosALI 200fj, fAe[X￿￿￿ry.wh￿rts 10 lOs￿80f OaS8 to￿1 of F.45.125k 120¥J.. t41.89lkl, on VslniM% t1,￿1￿ 1202?-. Wgkl, r￿￿11￿5] th nèt in￿￿18• in luDds01£640k12023-.D81 deGrease It1.116kll. GUwamAAeèc￿4l￿ GrmAMAfioerA14A￿lr￿lud￿dWtth11 gupwrtets¢14Afid Th6GD51301g￿erBling fuDd3GDro15tofin¥851mEOtn￿￿4g￿Ont rees 1ho ws1s ofieL%lDo rwds.lDd￿I￿ ￿ aPPDlllDnmpntof And WAMAnacx)sl hAV Can%itl￿tIy. yn¢Analn1y.i$SW rlok-. d1￿cty 4ss0ci&loa￿lh pro￿dIng s•ricos4nd support ty1bgc￿rty •D apporNOnM￿l of cw•th•4d. supportlnd

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91 NOTES TO THE FINANCiAL STATEMENTS YEAR ENDED 31 August 2024 Net Income lorthe year Yearlo 31 Augu6t 2024 £'DOO Yéarlo 31 AiwGI 20Z2 £'ooo 250 275 LOStson￿Èp0J￿l ofLffOitA• rrtrt tsfW)dk￿ll ￿d￿￿)Ibl@ fixÉd aaL% S,579 07 93 Audiwb ru￿7￿17￿a￿vn 45 Audilféés forotsr sorvlc8B' -ts Chaniys pUTsu￿l￿? leglda 29 22 30 Charltablo actfvitk80 AtialyAls Of lThcom•lrom charftabl• act1v￿￿110r thA y•ar •ThdAd 31 Awust2024 Ro•trkl•d Fun Unr•Atrkl•rt Fundl Y•bi to 31 Augu•t 9024 f'ooo 2.108 5.905 Emr4oyAknlity ènd Èbilli E8Uca1￿Th 4.689 5.W5 6.007 Yourwd pèwè, lniliiè#r mmunlD 3.e95 Tot•1 33.321 45.327 Anatyjlsof lnc0melromcherltBb￿ adbvllkrys forlhe year ended 31 Augual 2023 ¥￿1 t4 31 AugU•t 2023 Fund• Funth £'o Emrioyityiiiw ana thiis 3.801 4.924 4.yk YaLJW tOMftiuThitièl other 4.037 7.467 11.S04 Tot•1 18.696 29.078 47.774 ArTralys1s of •xp&ndtturw LITr Gharltab1• &ctlvbtl•Bfur thByqar •nthd 31 AuBubt21124 YoRrl FLyadAs￿tI Fundv E'OOO Funth FunL¥ 31 20Z4 E'DOO 8.547 13,È4B 12.B51 £'ODD £'rpJD Emk4oy4Llty Dnd ￿111￿ dUttTr1￿ Q2 s.ojo Youw Iwnili8yar commuThitiè8 Othèr XCéPtion It￿￿ It49ebèlowl Tot•1 4.748 7.780 33.672 15.6 35.776 85.074

92 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 5. Charltsble 8Ctfvr£les Icontlnu8dl Analysls of expendltll￿ on Gharitable adNiti&s ts Iheyearended 31 August2023 Rp¥trklEd Perrylon F￿￿ rooo RES￿￿tEd ResMGted xpdA¥¥pts Fundx YparlD 31 AuyJ¥t FU￿ E'orpj £'ooo 4.443 13.444 E'L¥JO 5.035 rooo 9.478 22.229 11.400 EMI￿aYabl1Itya￿d kk￿18 Edvcai( 1.144 li.J40 p8(W. lamili88arMI 4.790 279 7.777 53 12.567 332 Othor ExL¥pbL￿￿ 23.088 31.837 56,206 I￿￿dEd lncLynPa￿ exper￿thre1￿ Emth4bl￿￿￿dSk1lSG￿Br￿￿Lqp￿￿m1￿￿lSIn￿(￿eDt£¥J3kl￿2s £21￿)Ir0￿￿ NCSTN51 5nrowlolthoQ￿ lo￿lpI￿r￿M￿￿hl￿0tsd gxpfftdlwB af£93X￿(2tr23. £21fkl.Thowdoctslthoddunro ￿￿Oar￿ld0d 31 Auowt2023. lnCLYnpa￿ exppnthkneln £￿Ik)h￿￿￿eLL￿ LeBde￿ipar￿dl￿le￿I&ts￿ FundwllhrdBd pwdNureDl£rnl FOZJ. £351kl ThpprLledsl￿ed￿vnry lhPyearend￿ 31 A￿St2021. exwdNurelnJu5llGei4th&LlpaLllsilpylilnr￿￿? Dt£kl202& £IOllromthe P￿l￿D￿d ftys(fvttnlywF8 yw fj1£4pkI￿ thlll tho 31 rwAt202 (d Co•t• woup c0s1xlncu￿ud d1￿￿￿ bydhLY thogrw, rolDllfflA oro Indudod throd coilyollhofjdNhy c￿N0d(￿rt otlhDID3td ￿￿ort￿or¥cO￿l¥￿￿1l￿0￿1fickidQ￿ln lhoc￿￿￿t￿O l￿dI￿1r0￿bN01pr￿￿ltt￿￿ byCmch22Chonly UfiiltodlolhDgroupls￿lQutbth￿ Coxly hB¥ob￿n to yowrtlLhlQt D￿￿￿10￿￿￿￿￿roIr￿rodOllIhll1oBI￿ty. YpirEndod 31 Au9UII 3024 cthm¢r¢lW MIOW¢O• l'o •nd¥tr1tfj9y £'DDO 7th•1 t'ootr RalnG Fund 10 207 298 300 136 196 198 257 370 373 1.10S 1.590 1.604 372 377 180 nd CoMnKYi￿68 179 3J7 145 25 23 43 22 187 732 1.3eo 596 724 &935 Ir•Llng 1A02 737 1.3PO 000 728 877 (30Voma￿P￿￿ts￿dUthdIn￿￿ E7Th1￿23. £7*1

93 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 % Charltsble actlvhles IcontlnuBdl SJppJrtrt Yèar En 31 AugL1￿￿3 BuJinDBS d•volorxn•nL ¢ompllan¢o ¢ommunKthv>n F•¢llhk•• Humjn 8 rr ¢ommtt¢l•l i••Our¢•• ro rooo Mna9¢m•nt end •tyat•gy m&n&g¢m•nt Ttstsi FUD 13B 325 541 2,rs Ed￿￿tiL JvstKp 3D6 155 1.184 Qtrer 075 B10 1.366 Tridkno iettvltt I,JB ,391 Exe•ptSon471 It•m4 IndUded￿thIn Co$iofchgDwbl• AcVvlll•• or• lh81￿l￿npOIc•P1lnn￿I Iknj. Ytlirto )1 Augu1 2024 Flx•d A••ot R••irlGtd t'ooo Y•wt• 31 Au9iwI 2024 Ro•irktsd £'ooo Yelrto Y•wt• 31 Augu•1 31 Ay9iwI 24 2024 Unrn•lrfGiod Toial £Tr)o £'ooo 31 Au9U•t 102) ¢￿00 eJJ of¥ppr•nW¢whlp d•llv•ry TrAnAlèr Outof Icadèmièglèaving MAT Ixoobthw B￿b￿clUrIng¢08LI Tot•1 33.679 33.S70 109 53.579 109 55.688 TraMf•r out of acad•ml•• l•avlngth• Catch22 Multl A¢ad•M&￿ Truit Ltd (MAT) Dwino wrthe hshwoDd hcÈdenty. AUs￿n hcèdemy. etyrl h£bdèmy, eurfonAr￿d8My. Coweè s￿)ng& A¢ed&my. Fen Rlv8r8 Ar￿•mY 0ndSpi￿ AcOd￿ytr￿IWed ofuw WT Th• bdow 8t8•18￿dIIabI11￿&$ irnn8f•rrèd with ￿￿Ou8 ￿ho￿a. 2024 Trthn•l•r￿t ofaud•ml•• l••vlng th• AT 2023 Trthn•ltr o ofxad•ml• MAT Tthn•lbl• th•••t• land builthngs 32.579 P•n•lo P8nEion a%58ts Perthion ￿h£m8 lia¥MIi￿èA 33,579

94 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 6. Staff eosts Y•arto 31 Au9USt 2024 ro Y•4rlo 31 Au9UBt 2023 £'ooo RedundanueE 1L 1.4É 34021 36.649 The H￿r￿rvjTr*woIomp￿Y&?BdUnnll wriod Bp51 d8ldlow&". 805 1.027 Tr￿in9 89 Toi41 1.120 Ourtnp P￿0￿ ptym8n￿ts 894rt1èèToriènN)or8rylts￿ h)£1,721k12022". £3,090k} ar• u￿￿la LVI0T1￿V￿ary V￿rIc1•8 bj mm1￿70￿4•￿1nOtd￿. ThB or¥nI￿O¥¥¥￿ lyhu￿ pqn￿b￿￿G￿￿bu￿0nEWOfP BBlullo4Yi". Y•r•io JI Au9u•I 2024 ZD23 £'ooo £60.001-£7D,O £70.001-£8D,O F.80.001-fg0.0 £90,001-E1W.W) 10 £110.WI4120. £120.(￿1￿14O.I￿1) EfflwlDy1￿l￿n￿aDcQ1ltrth10nll olt163.e24120X. È170.675lwerl Paid be￿[01￿￿￿¥8 utsll. Thè ￿￿￿￿0#b￿fiL￿OlthO Kèy Porth)￿1 wwè£B21.J07 (2O23..m3.￿>. Tho aVerap￿￿￿8rOfV0lunl0Ws Torth8y•¥th Jl August20241otdl8d 24 P023. 761. 2 inJuibc8. 19 wDrt8din Young

95 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDEO 31 August 2024 7. Inlanglble flxed a8sets-Con8011dated ¢ornpth¢r SoflwRrA Goodw511 Tot•1 £Tho Cogt 1 s8piotr￿w2ts23 483 51 Au•ult2Wa4 583 Amtytl•otV>n 1 S&piÈmbÉr2rt3 ch￿•10¢￿0￿￿r 2UI 31 Au•u•t2W14 378 Nei b(￿¥￿1U• Al 31 Auoull 2024 205 AI 31 ALVI 2023 202 8. Intsnolbl• fflx•d ••••ts-Charty only É'ocp) £'ooo eo 1 S•pthnw2023 483 4e3 JI Auquil2024 55J 1 Sopihn¢t 2023 97 51 Augu•t2W44 378 378 bookvlu• Al 31 Aullu•l 2024 205 205 AIJI AWI2023 2( 202

96 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDEO 31 August 2024 9. Tanglble flxed assets- Consolldated Long sh Frechold l￿d& LwllJD9y propvv QDD EWIp￿￿t £'lloo Totsl £'QOD Costor 1 SpoEth2￿3 45,31a 98 SÈ Qtyth￿dary SÈ Ol¥posd I40.￿} I40.￿) 31 AuyJst2024 4e47 T25 517 6,JBD Doy0al•￿¢ 1 so￿0￿￿2[￿9 7M6B 46 46 D1¥pOJ￿S-8c￿dgmy￿￿teVj Lhw9elDrthe￿Wr 17,WOI (Y.oJoi zso 2F J7 NDtboDkv&uv Al Sl Auwb12024 Al31 AJowt2fQ3 440J 38.188 lès 10. Tanglbl•flxed a8$#8-Chprlty only lomohdd Froohold lknds FurnltrJrn& t'ooo ¢o•tor 4,04T diinb 31 AUWItX4 4e47 72$ 450 DIsp￿￿￿ 53 31 AuyJst2024 IBI 57 OZ3 NDtboDkvau At3t Auwx12014 At31 46J Thè lèasth(ad at27 Pèal Strèèl LondMoff.3 &D ha8bew aNivèd £ion8 bbB* 01¥￿uati￿ t￿0d Qul 868131 ALW£1 2019 byJM t￿M￿rd￿l. ChartéTÉO SUrtyew%whD¥ènolc(￿￿cl9d Wcompany. Th& valualon was T&theWéd1n￿fflalIY1n

97 NOTES TO THE FINANCLAL STATEMENTS YEAR ENDED 31 August 2024 11. Invostment In 8ubsldlarles and assoclates- Consolldatsd InvtBtrn•nt InvHknont ABBfrEkth• SubBhJlary £.￿0 £'ooo Total t¥￿0 Co•t 1 Sept•rnber202J sh￿￿ ofn8tprofil 31 Auou$t 2024 IMpa￿M&￿t 1 S&ph3mbér2023 Chaige foi the 31 Au9UIt 2024 Not book valu 47S 726 27 27 276 475 753 475 47$ 47S 47 At 31 AuHuBt2024 At31 Aug￿12023 27B 251 11. Inv08tm•nt In ¥ub8ldSwrle8 and assoclat80- Chartty onty lrtvitrn•nt Invè•trl•nt Alirac￿tI• Tot•1 l'￿)0 £'ooo eobt 475 475 Shèm olnèiprofil 31 A￿9￿11 2024 Imp•kTmnt I S¢pt•mbr2023 Ch•ty fni ye 31 Au9U•t 2024 N•t book ¥aluo 475 475 475 475 475 475 At 31 Awu•t2024 At31 AugL4812022

98 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 11. Investments- Consolldated 31 Au9ityt 31 Au9u6t 2024 1023 £'ooo lnvé5trn￿lIna85￿￿￿ato- Jobs22 146 Inygskn￿lin￿Sw￿atsd LLP 105 105 IthV8strn8nts atm¥Ak8tvali 10. Investh￿L8￿matht Ythje 10,434 Cè6h heldbyinvestheni mdn4ern 92 282 1 S8ptsnw2023 ArAw1&￿On£ di eotl 10.695 .890 5,1 Inm￿{de<eA3oiln in ￿ pDthlvJ 8hanJ olassDug1• PTofil In m￿kot valu 27 lithot YilL tt 31 Au9u•t2024 JI A4ubt2024 1141k•tv4lu• JI A￿￿12023 Trk•l v41u• £4￿lY 6.708 2,754 92 72 6,960 3.409 429 23 2.751 3.243 Co 429 Ilhmmliv 242 2e3 266 Totsi A8&ocl8tas Al•¢¢￿t*d LLP Job•22 Totkl 1 Sèoi#mb£r2023 Shèrè olthei prfit viaènd re¢th¥ed 105 251 31 AuguBt2024 ios 173 278 tharityOWvn8 18% 0[￿ ￿llYsha￿ CaPiL4 ofJthsV ￿mIl8d ￿￿23..18%) Th8 addr8sE 0[￿ ragis￿d 0[J￿&22 Limiiedis289 Silbw B¢￿￿#¥￿￿. Wton Wn&ts, MKg 1NA.

99 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 11. Investments- Charky on 31 AugUBt 31 Augugt 2023 £'OOD Olhérinyéstrn8nts almk8tvalu 10.86B 1114 1U,434 I byiTrV¥b￿1￿1￿1￿llwro 92 429 1 Stspitsn4)w2022 A￿￿l￿ti￿8aI cost PTocwJ Inc￿￿￿10￿CToaSél Incath In fv porfdlo 10868 io.sth) 9.890 5.1 19.8FIJI Markotvilw at31 2024 10 868 )1 Au•u•t3024

1 A￿￿¥t2¢?) I￿￿1v• In41¢0•1 £'orp) É'ooo É'thjo Eq￿lY Fixèd incoma 8,708 2,764 92 T4 60 t.g00 J.409 429 23 3,243 29 30 242 0tr￿r- 10.807 12. 8ubildlarl&8 Ay4rog11 TumoY•r )lu•l Countryof Invo51 Ina<Yrf• ¢llG t'CDD rorth Omo oontrol 4DdluDdv Etho ThèRoialPhl*ilththc Ello￿n￿ Ra￿l￿rF￿ndOkn ChonTyNunthr 229132 Lknlkd Wrlo 0225W16 800135

100 NOTES TO THE FINANCLIL STATEMENTS YEAR ENDED 31 August 2023 12. Subskllarles Icontlnuedl JWV ovnt forlh ye•r Lythl InG(￿E r￿0 Coit rNo C?tthZ2 nd lfftd 16461 OG7667 Éngkirtrt￿ w￿e¥ Enl￿p￿¥s￿lIans QTgT73 rA1 Uml Engknd ￿￿e5 P4e7265Y DLWVJIrt W￿N Q24297UI Cliiimv NuiN]iY 08￿￿￿3 uml c￿nyW￿4r. UKIhI￿￿h IN1{wH￿￿ CLYThA￿1fy Ur•TDAI Engnd uuitywJrt¥iwJ ￿￿1￿1 02661182 CLknTffjwIty Ur&% gknnd EV￿t￿MOr￿Ulywt, knYAtrI 05737749 RIp￿Ol£l￿￿￿r￿ty Eng￿nd Wdg g￿nd￿d Proww41llnar r￿D￿tI￿n011nO￿0￿l $4• A.￿OW Um1kn1 wwlu& 1051280 Llyounu wrple 111 We.HIAhStrB&t. BraJEad. KentTTr1161JF 131 1o6ellr*￿lgftQad, Lorth, Els4￿0

101 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 12. Sub8ldlarl8s Icontlnu8dl {Al Rodthroad Youlh Calth 22 ￿arIlY LinMi@d ntrt)èr of￿￿￿ad Limitalon l2Au￿t202415 limitéd by9uaTalloè. company wmbor 03131121. ￿ régisiérod charily. rharily 10512801 ￿ aco)rthn9ly on ￿at dai@ RothhT@ad bécam SUb￿diary 01th8 9rwp. CuT8ntly R8dthr@adcon￿nU88 h) opétaié as a sépwat@ 8ntity. In1￿1￿ 18 thalyll its aCti1Th￿&S n8t as88ts b8t￿8￿￿TrOd lo Caich22 duffl￿ 2024125fihththa yèar A tsUn￿￿ary olReoihread8i¢wlts is Ghown Wow. 17rnonth¥ lo 31 Auqult Ineomo 4,466 15.2541 N8lmovwn8ntln knds 31 Auqult 2024 Fixèd dÈ8e UnT•atr¢bd 281 lotfil 1ynJ¢ TM fr w￿Uè #i Iwilition wlèdè￿￿lhWj its bi #131 Auguèt 2024. at OL￿ #bov•. 13. D•btor$: amounti du• wlthln on• y•ar 51 Attgu•l 31 Au9U•t 1024 2025 É'¢ts) L¥aThtondtrgdg 4,255 353 2.657 o￿Ord￿b￿# 2.037 2.S96 4645 6.041 d￿thIn 0lhwdth￿Zlll1dWth rnDr•thgn L￿&s￿r(20￿.£￿0kI eh4r1ty￿Y 4.149 O￿Ord￿b￿ 332 683 I￿tTne 1.702 2.389 307 d6d*hln u1hwdd)kn5￿￿nI1dU￿￿ L￿￿￿￿&r{2D￿."£￿Dk)

102 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 14. Credltors- amourts falllng dug wlthln one year 31 Auiusl 31 2023 Tradouthit(K 672 pdelp￿dIyre￿fWjl￿￿N￿in8dy￿￿ Q￿er￿xe5l￿dxi￿l sE￿￿ty 0￿£r(l£¢It￿K5 6,091 71# 1.337 &765 ioii A501nd￿[￿V￿hlffl DlhLYc￿rtowsi￿aI￿nfr0M￿ ll8sodalgdcorhwryofE2￿kl2o23. £72(l 11 lyt0puvthL￿ 4ndnoinlJrostr&c￿rg￿d. T￿L￿￿￿ble byplKqd rh&TNpoverlhpinvq4tsnpth%Dllhe(anty. It15w￿£d by HSBC ESoL￿ BDlLqoyDB￿k¥dIhlTht0rCBtChll￿￿d D13% DbDVo1k￿ bu￿￿￿.￿￿D￿l￿￿w￿thllI2￿3 £nlll ￿lY TrgdOu￿rtQls 5,936 1,279 &535 J94 dodkn Llthr¢Tothmar0outsl￿dnqpQi1jL￿ toE1212Dt3".£115kl. J￿InLI￿d￿￿￿1hlffl O1hw￿Korn1yBIMnfrDrn￿ 4U0d￿Dd(￿WThyot£23Ikf1o23. £Th1. 11 domllr ￿d￿01n￿[o￿￿ChllFqOd. lind 011 2S%DiI)volhliOthVl#tts. drm ia)23- ts111 I￿00d￿1￿.1h0C￿lhrfdYbU1#£ 5ocurodowNthfjttovalllLlotrm 3% thw1h0b￿orOkn. drOvfflEffll120￿.En1I Con8olld818d- dèfèr￿in(J￿mb movimèni BAIAnc4 Al I SIp￿M￿￿2023 Am¢LrfreièèEedin S.232 Am¢L￿￿10￿￿ in ￿0p￿0d Awirod an ￿￿191b0￿0(Iub￿d1￿V lQnC•4t31 Au•u•t IOZ3-alldu• wtthin•n• y• 4.gJ7 02> Chaw only- d8ferr8d IrhcsJm8mtsvÉmunl p*lan￿ at I sIp￿rnb￿202) AmOl￿relea8edln 4.947 in 4.937 Balanto4t31 AuquBt 2023-alldu• wtthlnèn• 4937

103 NOTES TO THE FINANCLAL STATEMENTS YEAR ENDED 31 August 2024 15. CfedStor5- amounts falllng after morethan one year 31 Au9Wt 2024 £'ooo 31 Augult Cn•olKl&i¢d Olhwk 0￿Er(ro￿l0r4 207 472 26B 551 207 472 551 hdud&d wiv￿￿ ouw lOèn8￿ aloon of21￿ rnCYedin Obxobw2021 ènd li rèpay0￿• OYdr84 mDnthè. T￿ &Th)thiouts￿diNa&t Jl Augw12024 £7S12023. £96kl -sh(￿￿ &8£61k (2023. £79klth in year3r￿£l8k12o23. £17klth• Inl8u ￿8￿ onby8ar. Thè loan i88bCL¥Odby d no&￿n0￿￿rgbOverule Cho￿1￿& d&8èL8. Int¥￿118 raiBiiedbt J%. 16. Ro8trfcied fund8 P••iV￿t1d Tot41 I￿nd• I￿nd• e'o £'ooo C•n•olklJi•d B#lants at 1 Sipièn•t2023 33.872 3É.181 11,092 16.092 ExDèrthiLrè 133.6721 14è.2•11 12061 3,6¢• ln¢v)tJ1 Au•u•l 2024 Ch4rty t￿lY B•lènce st 1 S•pi8ner2025 2.693 2.895 9,11• 19.6001 Tran%Twg bèiweènltWI# B￿lIn¢•￿t21 AiiguBI Z024 Th wricpurpo801 lorwhch arè tob••wli•d W•&BId￿WS'. R•trkknd flxod D•¥Otlund• In Calch22 ￿ad￿MisS Tntsl ?￿d n8lb(x ￿ndb￿lILl￿g olaEad8mr8 RèAtr￿ fund• ThÈÉe ￿se from thAtion8. grbnts £￿fa&stOfiffid a￿llrybo$0rE8Ne8E aÈ £peCIfi￿ bythOdts￿r. Incom& represè￿8 dOn￿On￿. 9ran& réèslrom ￿￿￿￿￿￿lbDdIosalldCQrP0rat8 and IruslthnDrB Exp8ndilur8 4its&fi¢Eervrces linknd io #vJ8Ke3trithd th)nall￿7￿. g¥enls ￿ 1003 R6trithd lundt al30 ￿10 olthe •b*tharyctxnpany ysi$ ofresfv¢ fwds a•louibelw'

104 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 16. Restrfcted funds Icontlnuedl TrnrAf￿ b•tt¥••n fund R•Blrlct•d fix•d aB••tfund•.' PJil (2023". £361- ￿m￿r&prO￿L￿pF￿Y0rty transfo￿8dtll T8thièd l￿d￿1n A¢ad8n￿8 Trtfjt R•siii¢t•d fu￿& 1£2n6kl12n21.1£1,017kll. Trè)sfw8 rola￿ty Cai¢h# Mulli knèjen￿8& trust, h%de6￿b8d ab) ¥￿)0untto P￿1 (2023."1£369kll. A [ur￿￿rIE206kI{202J..l£329k}r￿prO5￿nts n8t char98sf0rs8￿iCoS b&iw8&nth& ch￿tyand Ca￿hr2 ￿111 A¢ad8ni88 Trust. transtsffèd fromUtolw)8rd lufmts. A lurVrfnil If2023. 1£31ÉlIrda￿ts to lufmts th)a Con￿a¢1 ￿￿1 ￿0¢h￿tY¢ea￿ 10 OP¥ht• 68v8rhl yearsèw, whi¢h èft•rcar•ful ￿10￿. longgr¢or¢idèrtobè PrfOr￿ TL41 Rqstrfdpd funth pEmlon llxqd Miqt funth E'O fvnds ConBdld&l•d B&lanc•&t l S￿0Mbar 2022 In￿) 5261 33,897 6,169 21.795 Expèndili Tran%l8rs b8iwobn l￿d8 A￿l￿NN1 wnllloAAion d#finbd bI￿rItpaThIi0n •lh¢•4t 31 Au•u8l 2023 I￿0￿￿) 16481 33,672 36.981 only BJl•nc•Jl 18•piombw 2022 Int￿1• Exrndilirè 4,878 4.878 19.5491 10,349 BAIAnc•4t 51 Au9UBI 2025 T￿1 wifiewrpoeèj for Whlch t￿1 funda￿10 bo appllèd or8 08 follow8.' ba￿￿c 18oplthibor 2023 £.0￿1 1.730 Tran•f•i BI￿nc• Iwton 31 A￿9￿￿1 fun 2024 £'ooo 582 exp•ndMurt £'ooo Con•tslW•t•d by ¢h•rM•bh o¢tl¥lty £'ooo 3.103 5.905 92 6.452 540 £￿ation Y(u)p pèoplo. Idrili08 CMh8r 1.056 1760 3,309 14OY2 114626J Tran•f• 31 Auyu•t 2024 £'ooo 582 2023 E'o 1,no In¢¢)m• rooo 3.103 92 nA4 $40 Exy•ndrfurt £'ooo 14,2511 (921 fun C￿rtty ontybycharftabk•&ctlvtty Enyoyabilily ÈndsknIIè PèOPl#. ron￿11#A 1 fL4 14 1596 ?,A7A si (Yh8r T¢tsiv••lv5¢tèdfund• 2.895 9.819 &112

105 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 16. Restrfcted fvnds Icontlnuedl Prforyo4r 8alan¢o I Sgplpmbw 20ZZ QDD 3.467 Traislorn an belwEEll 31 August fund 2023 fD ExpEndMu 5ki118 2.7L 1126T 132 4.892 14.4431 113.wl 1.730 Ethc4llon y￿￿0 f4mlloyar CO￿￿Un￿O 1.273 1319) TDhlrpBIrfGtqdfvnd 6.169 21.245 I￿.088) PAoryp4r TrT￿lIe￿ belwypn 31 Au4UI1 funth 2023 to I Sqplcmbor 2022 tooo 3,467 Expqndmu C￿￿ty0￿lybyGhllrtt4W?llGU￿ty ￿￿1115 2.7L 14.M31 4.79T 248 1319) 138 4,a7e T.BSJ 2,893 17. Unr•slrl¢tsd fund• N•t BffA4nco 1 SqploMbDr 2023 £'ooo ondihaiool •od4to nqt 8414nc 21 AuguBI 2D24 bolwoon fun Inllom EypondlbJro E'OOO £'ooo CrAIBOld￿od ft(NQlUthL￿ 2.393 2,347 18641 650 444 ￿nd 35.0 1.988 701•1 3&0C48 206 1(950 C￿rtty 2.393 1.307 2.347 18641 35.21£ 1341211 6SO 650 or1r l tsnd 35.539 34539 12.604 1¢044 Tol•l 14623 U50Dldtha DDdonalW￿3tO1ThproycID￿Ctar￿ E17Tr12023" £6(4klovorlhBllOXtyvor ROthtinJTrttoanl￿￿n.%￿Nwlr0fftM￿l￿I ￿￿k{￿23.£1)IR1owIrf monpx1 2 y&d GriMfW th#tswdnlsallon ID rÉaLh nrÉalÉY Iwacl.. LISk12023. 1422kiowthèfflèxt I DovelopiDg co[AUmgtho8￿￿lvQlUC MIvLYedbythe ￿gO￿lS￿l￿n.. £6112023. FTSlo¥orlhe mAt2y￿1[8 ￿(￿S0￿d arofitbrwryxw, £3￿(20?3."£TsI)ov0rtho￿0k1 I RDlwb15hmonlOfdeliv￿￿￿Q5 findpruwlding adthlDm1fad￿llo￿In BdU￿110￿3￿e¥E38￿¢20z3".£￿lIWl￿nB￿ 3yoBrJ Inno￿l￿nIn lntttsawlm￿¢tÉndddlY￿lÉthl￿tl￿rII¥éjl1Sok¢2O22..£r￿l10VtrthènèXt2 y& GtsnÈrallund arènotrèslfftctéd ttdè4nakd1tt5p*iSttp￿c￿9S. GwÉralknndgarè&xp￿daW￿l￿dlst1￿tirffi ofth9

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107 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 18. Analysls of net a55ets behveen funds Icontlnuodl R¢611i¢tèd fix•d tsMèt fund• E'OOO 31 A￿￿t 2023 Totsl £'ooo Unr•trfet•d fundg £'o Con1￿Id￿t￿n Fwd bal￿￿@S8t 31 Auwst2023 by". rooo J3.072 201 3.3 13511 IS511 2.gS8 IwmliaiHlibo Totsl 33.672 3,30P 62,896 Charty Only FL￿d balw￿l8t 31 knW8t2O￿ rew08th￿d by". T?￿91￿￿ Iix8d a5g8Lq In&¥ibl& In¥e8bn£n 5.4 202 5.496 202 10,ee8 13921 10,868 Z.501 2,8Y3 Tot•1 n•t 2,893 18,6YJ 19. Comm￿m￿￿ und•r •p•r•tlr¢g I••M• Congolld8tlon 31 Au•u•l 2034 31 Au•u•t 2023 £'OOD LandandbulldSny'. lrtthèfirll yé* ¢I￿n9 filkn yoor onorfivo YOQTD 767 9D4 280 Ch•rlty only 31 Au9u•t 2024 t￿00 31 Au9U•I 2023 £'DOO Landandbulld5ngJ'. 752 Inth8g8cond lo fith yeAr exwng 8llbffi¥8 yèdr8 Z80

108 NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 August 2024 20. Penslon and Slmllar Obllgatlons Employ88sofTh8 Caich22 Acad@miosTtusllMAn b@long io fiv8prinupa ponsion sthom8s' th8 T8ach@rs' Pons1(￿ Schom8 En9land and Wal8slTPSII(Yacad@trricand r8lat8d staff". and (knotnM8nlP8￿ian sthom8lLGPS'II(Ynon-￿tlrn9 SLWN. Con￿st1￿90fth0 Hatrpshir C￿nlY COU[￿11 PEn￿on FU￿ which isnian4￿d by Hanwstr8 County Coun￿1 for AthwoodAcad@my. Th8cOpp￿8SprlWSAQ￿0mY and Th Aus￿rn Ar.ad8my %hii.ih8 N0rthamp￿rnfknIty p￿I￿rn F￿d whith i%manag9dbyNnth￿￿)lOnhirE)CO￿IyCO￿il 1nrihHsp￿ A¢adHmy %￿lf, the O•von Couniy CoLrtI Pensity) Fund 16 managJ by 08von Couniy CoLrtI fty the Burton Ar&kmy and erun4 A¢ad￿Y staff in T(wbay. N(rfdkCounty cou￿1 PEn￿on FU￿ which ISMana￿ by Norfolk CO￿ C￿￿￿1 for Riv&rSAc￿&￿Y staff lo￿lac￿)￿l VÈbJd￿tsn ofU TPSrdÈtèd ￿ Uperiodondèd31 2W20 endor￿¢ LGPS, to riod •)ded 31 MÈrch 2022. Te8chers' Panslon Schema Th8T8xh8r8' Pon￿on Sch8ffl18 ITPSI 1sastskn￿ry. canIn￿￿Ty. d￿rin￿lbO￿afil8ch0M89owEm8d byth8 T8ach8Tg' P8nsian Wulations 2014 Memb¥8hipi8 ÈuI(thè￿C lorlul1-￿m8 i￿h￿ inbrAdèmiè8. All ieÈcher8hÈYè wtits)to opt-￿1 ofiFTPS fdlowity enrolmeni Thg TPS 18 unfunded srjwie 10 which bo￿ m•Dber &)d èmploy¥ mÈke cortributionA. b8 d perc•)tsge ol ￿ory- ￿0$¢ Con￿lbU￿￿)ts cradl￿d toth8 EAch8qu8r R8tir8m8rt andoth8r pan81￿ b8n8fi18 ar8 paid by puNic lurwts ￿0vid￿d by Palall￿1. VoluQtlon olthfrT•o¢h•r•' P•n•bn g¢hfrmfr Thb ¢￿v￿￿￿nI Aclu￿. u8irwJ nomiFJ acluafflFJ ￿n￿p1&8. corthcts afomial acluarial ofth8 TPS In acc￿dEn￿o￿lIhth8 F￿blIc S8Thic P8n81(Wh8 IVFJuabon8 arwl EMI￿oY￿r Cost Capl Dir￿c￿On8 2014 ￿blIsh￿d by Tr8a8ury 4 ￿ar8 Th8 aiffli ol ts TO￿&w 18 to ¥theme COAIAbrèrècowAèd mAnèped 4pr0pnAl￿Y&)d Ihèfèvièw ￿(￿rI&& Ihè lèvel olluiLtsContriJu￿onB. Acthndlschomèvdlud￿OnA￿0d8p8rthni onbAwmptsonAbbouithe Yduooffulufo rthts. d#siwolborfilS dnd m&nyoth#rl#ctor8. Th# l&t•t ¥Wial olth• TPS w&8 carri•d out aA al 31 M￿Tch 2020 Th• yaluauon putrAi%h8d by Ihb DO￿th￿nIfOr E(knAbon on 27 wiul Ihè SCAPC rlo, Aotby I IMT, ty>plyin9 Inv￿￿￿nI on I.Tty￿ Abové Ihèttstè ofcpi Tho koy 01￿1•￿t￿ of valuOu￿ or•. iployw¢ontdbuVon ••lJt 2e.6N ofwnwonpW• poy [InduOng a 0.08% •m￿Oyr idryinl•irdiion lo￿1. Th1• iNJn inwjag of 5% in énipl0yprr.nniri￿w￿ cnAI rnAull1A%￿h nn chanp Innipmb8rb&nfifilAIA￿1rt￿d tOlAI thèmèiiPA)ilitslAIPthAonA ¢L¥rènuyin pAyn)ani A￿th• èAliniAiid ¢oAI Ollu￿r bènèlilNllor1￿eO 10 Ihèètroe￿YO d&tè ol 62.(W Million. Dnd Ivlur• ¢(4ibibvbon lov￿•r Wilhlho nobon¥ djiol of £222.2QQ Will1￿ glvlng fi rh)11(vl wlftrw¢• dftl¢ll of£39.eoo will1￿. Thb fèAI OIUMA ¥￿u￿￿on will bè implèmèntèd froni 1 April 2ff24. Thè nèxl vèlua￿th rèwlt ia 10 bé IM￿0Mntèd frthn 1 April 2028. A ¢4)y of r•pnri dnrpJmftntHW(47 lrt fivhlLsbl• nn W T•fidK•r' PftMI(4irtw¢beilft. Th&èmployèrwn&onco8￿p01dtO TPS In tho yèar omoL•lt8d to£360k12023'. £739kl. u￿•r dèrIts￿onM #èt Oul In FRS 102. thè TPS i x n￿1￿4￿p10￿Kn￿onIthèMa. Thè thXnlAUè i iilKJblè 10 Idènbiyilk thArè tsl l￿d￿rIyI￿A1AII￿ndlIH￿I1lbIoIIhep1fiTh. A¢ts)rthntly. Ih•rknniAhllw￿ffjkn hthifidvinwpol1￿ll•rnn￿0nIn FRS lo2￿h￿￿¢￿￿ffj1ed for its ￿￿trOU￿on￿ 10 8ch•mè 08 Iliiwtrè o d•fird Controu￿￿n 8th•m•, Th• ch¥rtoblè hèt 8•t Out obov• th• inf(thèbOn •vèilaW Local Gov•rnm•nt P•nslon 8¢h•m•• ILGP81 LGPS, ￿ll1)ded dèfinedbènefiiDenwon$dme8.wlhU88sei8Fldin 8£pbrbio Iru8tsè-bdmifM8ierèd fund& Tho lo1￿ cth)tnbubon mod for th8 y88r 31 2024 f230k12023. £578kl. ol which om1￿0y8r'N contrIbu￿on% totRll8d £17Tk12023. £445kl 8mpknyiii' Ctshthbu￿onN ￿￿lI￿Al £5Jk 12023. £133kl. Tho Lthltribution rAt•A for luiurl 11 21 8 ptt tsnt for Imr￿0Y￿ra. OMPIQyèè ratoi bAnd8daccordir¥J lo sal¥y. PBrliam8nt has aw8FAI. atth8 rO￿￿t0(￿￿ S￿r￿L￿ry olSLal8 for Ethation. Io A guarant88 that. In ￿88￿￿l0f￿c￿IomY dosur8. ￿t￿LIn￿n9 LOC￿ <￿v￿mm￿nl P8n81￿ Sch8m8 lia1￿11￿￿ would b8 m8t by D8parlm8nlfor Educa￿￿. Th8 warani88 cam8 In￿ lorc8 ￿ 18 July 2012 d￿21 J￿y2022. ￿@DO￿ar1￿￿nltr￿dUc3￿OnroaffirM8d ILqcommiknent￿th0W￿Mnts@. withapBrfiam8n*rrMnut8pU￿l9h8dOnGov U

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113 CATCH22 PEOPLE Patron R8glster811 Offlce HRH The Princess Royal 27 Pear Tree Street London EC1V3AG Boartl of Tru5to05 Bankers Terry Duddy, Chairrnan Caroline Arti5, Treasurer ison Aexander (resigned 11 Decembtrr 20241 Natasha Finlayson Matthew Ha151ead J8ff Jacobs Gita North Pria Rai Ir8signed 25 Seplember 20241 Harvey Redfjrave Benoit 8alaina Barclay5 L8vel 27, 1 Churchill Place London E14 5HP Sollcltora Slono King LLP Boundary Hou88 91 Charterhouse Street Clerkenwell London EC1M 6HR Ufuoma Irene Sobowale Cl8ire s￿￿-Allen Dr Em8r Sulh8rland lapwin18d 11 D8cemb8r 20241 Jonalh8n Thom88 Inv••tm•nl Manag•r• HSBC Private Bank IUKI Llmited 78 Sl James's Str881 London SW1A 1JB Chl•f ex•¢ullv• Barclays Privale Bank Lovel 27, 1 Churchill Plac London E145HP Naoml Hulslon Company S•¢r•tary Nigel Richards Audltor¥ Moore Kingston Smith LLP g Appold Slreet London EC2A 2AP

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