2025-07-31-accounts

CPC Annual Report

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2024/25
We Give Back to the Education Sector
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Front cover photos, from left to right:

• CPC Supplier Excellence Awards 2024

• CPC staff members at the Schools & Academies Show 2024

• • CPC staff volunteering day at Ladybarn Park in Withington

• • Queen Elizabeth Sixth Form College ‘Giving Back’ donation

• • Hopwood Hall College ‘Giving Back’ project • CPC Inclusion Cup 2025 • CPC staff members at the Education People Show 2024

Contents

4 Chair of Charity report

8 Who are CPC

About Crescent Purchasing Consortium (CPC) Vision, Mission and Values Report of the Trustees

10

• 12

• 14

Governance and Leadership

20

Meet our Group Leadership Team Meet our Board of Trustees

24 26

Department Reviews

28

• Regional Procurement Advisors (RPA) Frameworks

• 30

• 34

Crescent Consultancy & On Demand Services Communications & Engagement Finance & People Crescent Services Limited (CSL)

• 38

• 40

• 42

• 50

52 Conclusion

• Managing Director Closing Comments

• 54

Chair of Charity report

Dear Members and Stakeholders,

The year has been marked by significant achievements and progress, reflecting our unwavering commitment to our mission and values. The dedicated team at Crescent Purchasing Consortium have worked tirelessly to navigate any challenges and seize opportunities, ensuring that we continue to make a positive impact within the education sector.

We have seen continued growth in membership figures, our service offering, learning and development resources and our income, thanks to the support and collaboration of our members, suppliers, partners, and volunteer trustees. Together, we have made strides in advancing our goals and setting new benchmarks for success. This report highlights our key accomplishments, financial health, and strategic priorities for the coming year.

I extend my heartfelt gratitude to all who have contributed to the charity’s work. Your dedication and support have been instrumental in our success, and I look forward to continuing our work together to achieve even greater milestones.

Thank you for your ongoing commitment and trust.

Sincerely,

Andy Comyn

CHAIR OF TRUSTEES

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The charity is extremely + proud of the £2 million designated for reinvestment into the education sector.

Andy Comyn Chair of Trustees

Who are CPC

About Crescent Purchasing Consortium (CPC)

We help educational institutions to buy products and services whilst making time and cost savings!

Crescent Purchasing Consortium (CPC) provide purchasing frameworks, dynamic purchasing systems (DPS) and procurement consultancy services for schools, academies, colleges, universities and other educational organisations.

being generated via a small percentage value of • Technical enquiries across our portfolio of 80+ frameworks sales resulting from suppliers providing goods and services for CPC members utilising frameworks and • Consultancy services offering support on consultancy services. tenders, remote and onsite support

• 1 to 1 support and guidance via our Regional CPC is a registered charity and each year our Board Procurement Advisors by region CPC frameworks/DPS of Trustees review the level of reserves our charity • Crescent Services Limited (CSL) a CPC subsidiary has and any surpluses are reinvested into the who provide frameworks and procurement Our purchasing agreements make procurement education sector. We have designated £2 million+ consultancy services for the wider public sector quicker, easier and safer as the lengthy tender for a range of projects in the education sector process has already been done for you in through our ‘Giving Back’ initiative which provides Collaboration compliance with the UK procurement law. You funding for grants for student events and activities, can get quotes from the fully-vetted suppliers CPD accredited procurement training and so much CPC works in collaboration with the Department

• Crescent Services Limited (CSL) a CPC subsidiary who provide frameworks and procurement consultancy services for the wider public sector

Our purchasing agreements make procurement quicker, easier and safer as the lengthy tender process has already been done for you in compliance with the UK procurement law. You can get quotes from the fully-vetted suppliers by using our online quote tools and many of our frameworks are recommended by the Department for Education.

CPC works in collaboration with the Department for Education (DfE) and United Kingdom University Purchasing Consortia (UKUPC).

more.

You can rely on CPC suppliers

Constitution

Each of our 1100+ framework suppliers has been

CPC procurement consultancy

fully vetted and has been through a full CPC tender

Crescent Purchasing Ltd is a company limited by guarantee and a registered charity governed by its memorandum and articles of association. The registered charity number is 1130461 and the company number is 06774578.

If you need help running a tender or require a managed procurement service try our expert education sector procurement consultancy. Our dedicated team provide onsite and offsite procurement services.

process to gain a place on our frameworks.

Our people are here to help

We offer specialist advice on spending practices and provide support to help our educational institution members get the best value for money.

A charity which invests in the education sector

Crescent Purchasing Consortium (CPC) is the trading name of Crescent Purchasing Limited a not-for-profit charitable organisation. CPC is here to support the education sector with its income

The CPC team is made up of over 80 experienced and dedicated professionals. Our procurement experts can provide support and guidance via our: • Helpdesk for general enquiries

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10,500+ member 80+ compliant 19 frameworks Over £2m reinvested
community frameworks approved by the DfE into the education
sector
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£474m spend through £123.2m spend Achieved £6m of £10.3m savings for CPC’s frameworks income our Managed Service through outsourced catering service customers agreement

Online resources Launched CPC Supported members Delivered 13 webinars and templates via Inclusion Cup with with the launch of that benefitted 931 Crescent Learning Manchester United the Procurement Act members Foundation 2023

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Vision, Mission and Values

The Vision, Mission and Values of the Charity have been reviewed by the Trustees and Group Leadership Team (GLT) following consultation with all employees.

This was to ensure that these remain relevant to what the charity is aiming to achieve and how it currently operates.

These changes were approved by the Board of Trustees in July 2025 and will be reviewed again in 2027 for the launch of the new 5-year business plan.

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Report of the Trustees

CPL was established in 1999 as Crescent Further Education Limited by the University of Salford to facilitate collaborative purchasing in the Further Education sector.

Crescent Purchasing Limited (CPL) was established of each main Board meeting. Terms of reference as a charity in November 2009 following a buy CPC are in the process of recruiting two additional for the EFC have been created with the focus for out from the University of Salford, to enable the Trustees from the Further Education sector the committee being to scrutinise the financial Further Education sector to operate and develop which will bring the number of Trustees to 12, its statements and monthly management accounts CPL and to promote professional purchasing. maximum compliment. This will be ratified at the in greater depth, review and approve the annual CPL works to this end in collaboration with the AGM in December. Andy Comyn, the current Chair budget and review in detail all financial and Department for Education (DfE) and shares of Trustees will step down as a Trustee at the AGM employee related policies and procedures. frameworks with the United Kingdom University as he has fulfilled his 9-year maximum tenure. Steps Purchasing Consortia (UKUPC). will be taken to appoint a new chair at the AGM. The pay and remuneration of employees is agreed

The pay and remuneration of employees is agreed annually as part of the budget setting process. Each post is benchmarked against similar roles within similar sized organisations. The pay and remuneration of members of the GLT and the Managing Director is reviewed every three years by an external consultant under the guidance of the EFC.

CPL purchased Tenet Education Services (Tenet) Trustee vacancies are advertised via social media and its wholly owned subsidiary Tenet Procurement channels and charityjob.co.uk. There is a bespoke Services (TPS) in 2017 and are collectively known as induction pack and programme for all new Trustees. CPC. Trustees are not paid for their services.

On 1 August 2024 Tenet merged into its parent The Board meets three times a year to determine company, CPL. All trade, assets and liabilities strategy and to monitor progress. Day to day transferred into CPL after which Tenet ceased administration of CPC is delegated to the Managing trading and was dissolved on 13 May 2025. On 2 Director and his employees. The Group Leadership August 2024 TPS changed its name to Crescent Team (GLT) is made up of four senior managers plus Services Limited (CSL). the Managing Director.

On 31 July 2025 CPC had 10,677 members, an increase in the year of 579. Membership consists primarily of English colleges, schools, academies and academy trusts and there are also institutions from Scotland, Northern Ireland and Wales. The ambition set out in the current 5-year business plan is to reach 15,000 members by 2027.

The Board of Trustees consists of representatives of A new sub-committee, the Employment and members colleges, Multi-Academy Trusts and the Finance Committee (EFC) was created last year private sector. and met for the first time in October 2024. This committee comprises the Chair of Trustees plus two other Trustees with financial and employee Resignations relations expertise, the Managing Director and the Head of Finance and People. Voting rights are D Thornton resigned from the Board on 7th March reserved for the Trustees only. This committee 2025. meets three times a year, one month in advance

Although progress is currently behind schedule the completion of several planned initiatives should see significant member increase over the next two years.

Charitable objectives

The focus of the charity, both in its “Giving Back” initiative and the daily operational activities is on supporting our members in their quest to adequately help and support the following:

• Learners with Special Educational Needs and Disabilities (SEND)

• The physical and mental wellbeing of learners (with or without SEND)

• Absenteeism

The Board of Trustees, senior management and employees fully support this focus and the positive impact CPC, with their efforts will have on people’s lives.

The Charity’s objects have been reviewed to reflect this new focus with an additional object added (see (b) below). This was passed at the AGM in December 2024. The Charity’s objects are stated below with progress made through the year covered:

a) to promote the efficiency and effectiveness of charities and the effective use of charitable resources for the benefit of the public by: (i). Providing services for further educaton, higher educaton, schools and other educatonal insttutonal bodies to promote good practce and

enhance and improve their procurement actvites.

• CPC frameworks continue to provide excellent Value • Training for the Procurement Act 2023 for Money for all members supported by a free • Training for all aspects of the procurement helpdesk facility and personal technical support process as applied to the sector from the field based Regional Procurement Advisor • Development of new templates for compliance team. with the new Procurement Act 2023 This is supported by consultancy teams providing a CPC has been building relationships with key procurement managed service which has recorded agencies, such as the Cabinet Office, Department £10.3M of savings this year on current contract for Education (DfE), Association of Colleges and terms across 43 customers and on-demand Institute of School Business Leaders to further

• tendering services. embed good practices within the sector.

In February 2025 the new Procurement Act CPC has also been supporting its suppliers to deliver came into force. All CPC procurement technical procurement-related advice to their customers employees completed the Cabinet Office Expert buying through CPC frameworks and supporting Practitioner training in preparation for the new Act suppliers with their transition to tendering under and several colleagues have completed the further the new Procurement Act. “deep-dive” sessions with peers from across the wider public sector. (ii). Advancing educaton and research in Advancing educaton and research in on and research in

wider public sector. (ii). Advancing educaton and research in Advancing educaton and research in on and research in procurement provided that all the useful results of This ensures that CPC are best placed to cascade such research are published. knowledge and support members through the legislative process and ensure their procurement Crescent Learning is the flagship under which the activities are compliant. charity fulfils its charitable objectives in relation

legislative process and ensure their procurement Crescent Learning is the flagship under which the activities are compliant. charity fulfils its charitable objectives in relation to advancing education and research activities in An increase in communications through procurement. newsletters, webinars and a dedicated Procurement The Charity continues to fulfil its commitment Act page on the CPC website has raised members’ through the funding of free procurement courses awareness of the change in law. CPC has also spent with 3rd party training providers and webinars a lot of time supporting Members and Clients with: for CPC member employees. This includes online

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webinars by CIPS and BIP Solutions and a wide range of webinars designed by CPC. These courses and webinars will ultimately be added into the Crescent Learning library. The ambition is to replicate this offer to framework suppliers by providing a resource area for their employees to advance their procurement knowledge.

funding during 2019/20 saw £259k awarded to 33 institutions, the second-round saw £288k awarded to 68 institutions which was paid during 2021/22 and in the third round during 2023/24 we paid £201k to 33 institutions.

(FEFMN). These groups provide an excellent forum for members to advance their education through the transfer of knowledge with peers from other educational establishments and provide feedback on CPC services.

CPC is currently replacing the Further Education Library of Procurement (FELP) which is a free to access online learning resource portal for all members. This will merge into Crescent Learning with the new portal going live on the CPC website in September 2025. This will contain learning and template resources required by members to meet the requirements of the Procurement Act 2023. The ambition is for CPC to obtain CPD accreditation for the learning content it produces through this channel.

During this financial year a fourth grant funding window was opened with £622k awarded to 96 institutions (several grants are yet to be paid as at 31st of July 2025). The grants awarded are supporting projects that are aligned with our charitable focus of supporting SEND, wellbeing and absenteeism.

During the year, 34 training courses were funded covering subjects such as writing a tender specification, ethical procurement and supply, evaluation techniques and developing and managing contracts. Many online webinars were attended covering advanced contract management, basic principles of contract law and an overview of the education sector. A total of 5,235 active engagements were recorded from member users gaining access to training development material to advance their knowledge in procurement.

This year CPC funded the ‘CPC Inclusion Cup’ in partnership with the Manchester United Foundation. The event involved the participation of several Greater Manchester college SEND learners, who came together for a football tournament at the iconic ‘The Cliff’ training ground, ending the day with a tour of the theatre of dreams - the Manchester United football ground. The team that won the tournament were treated to tickets for Manchester United’s final home game of the 2024/25 season against Aston Villa.

advance their knowledge in procurement. b) to promote the education of learners in further who came together for a football tournament at education, higher education, schools and other the iconic ‘The Cliff’ training ground, ending the In July 2024, to celebrate CPC reaching its 10,000th educational bodies, including in particular (but day with a tour of the theatre of dreams - the member landmark the Trustees approved £10,000 without limitation) assisting in the provision of Manchester United football ground. The team being designated from reserves to contribute facilities and the funding of projects for education that won the tournament were treated to tickets in those bodies. towards a procurement training related initiative for Manchester United’s final home game of the made available for CPC members to bid for. Four 2024/25 season against Aston Villa. employees from within membership institutions The Trustees are committed to ensuring that any were successful in securing funding for CIPS Level excess surpluses are reinvested into the education The £1.6 million of reserves paid out to date 4 training. The four students will be mentored sector. Since 2019 £2.1Million has been identified has supported thousands of learners of all ages. through the course by CPC’s Learning and as Designated and Restricted Funds for the purpose Details of some of the fantastic initiatives we have Development Lead. The popularity of this initiative of reinvestment. £1.044Million had been expended supported can be found on the CPC website. The was such that CPC will be allocating the same level prior to the financial year with a further £576,780 Trustees and CPC employees are proud of the of funding each year. spent during 24/25. contribution they make to these causes.

CPC continues to provide full administrative and technical support to regional and national Procurement Advisory Groups (PAG) and the Further Education Facilities Management Network

Re-investment into the education sector takes the form of several projects with the grant funding to sponsor student events/activities generating particular interest. The first round of grant

Several Trustees work in educational institutions which are members of CPC and therefore benefit from its services. Their institutions are therefore eligible for grant funding. It is stated in the related

party transactions that no Trustees sit on the evaluation panel which reviews and approves funding applications and any grant funding paid to an institution linked to a Trustee will be identified and listed in the financial statements.

The Trustees oversee the charitable objectives of the charity with due regard to the Charity Commission’s public benefit guidance.

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£1.6M OF
RESERVES PAID
OUT, SUPPORTING
THOUSANDS OF
LEARNERS.
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FOURTH GRANT
WINDOW
OPENED,
AWARDING
£622K TO 96
INSTITUTIONS.
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Kathleen Johnson, Contracts Manager and Louise Ashcroft, Regional Procurement Advisor

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Governance and Leadership

The Trustees are committed to the highest standards of Governance and recognise that this is only achieved through continual improvement.

The Charity Governance Code is used as guidance The Trustees have approved a Trustee Performance and support for future improvements. In the build Review Process which will incorporate a Board up to and during each Board meeting over the last Development Plan alongside collective Board two years the Trustees have taken one of the seven performance reviews every three years and an principles included in the code and identified areas annual individual Trustee performance review. where further improvements can be made which The Crescent Services Limited Board consists of will form part of the continual Board development process. three directors: the Chair of CPC, the Managing Director of CPC and the Head of Finance and People Five principles have been covered to date covering of CPC. This is to improve efficiency and governance the following topics: with separate Board meetings being held in advance of the main Charity Board meetings.

• Organisational purpose

• Board effectiveness The GLT acknowledge that the organisation requires • Leadership effective leadership at every level to achieve the • Integrity Group’s Mission and Vision. A new training and • Decision making, risk and control development programme for all managers is in place. This involves all managers commencing on The Trustees have completed an annual skills the Institute of Leadership and Management (ILM) assessment for the last three years and these have level 3 accreditation course over the next two years, identified skills gaps within the Board which have with some progressing to level 5. This is funded mostly been addressed with the appointment of by the Apprenticeship Levy. CPC has several cash three new Trustees in March. The charity is proud investments in line with its Treasury Management to have a Board that has the most diversity it has Policy. The Trustees require that all investments be ever had with the greatest breadth of skills. This carried out ethically and have agreed that for now will only benefit the charity going forward. There the charity will refrain from equity investments. are however some remaining knowledge gaps

amongst the Trustees and a comprehensive learning The Head of Finance and People regularly monitors and development programme has been created to not only the credit ratings of institutions the charity address this over the next twelve months. invests its cash with but also the environmental sustainability performance of the listed institutions

and reports on this through the Employment and Finance Committee. The environmental sustainability performance is measured using the Good Shopping Guide as reference and is based on several criteria incorporating environmental reporting, destruction, carbon disclosure & reduction, responsible investment, ethical accreditations, political donations and ethical innovation.

Looking ahead

CPC intends to continue its growth over the coming years in line with the 5-year strategy launched in 2022. New growth plans for all frontline business streams have been developed. A detailed and robust development training package for the company’s procurement professionals and managers was launched in Autumn 2024. This follows the charity’s “Grow Your Own” ethos which is aimed at ensuring CPC retains the best talent. The next year will see commencement on a similar development package for all non-procurement professionals and managers.

The Articles of Association have been reviewed to ensure they accurately reflect the work the charity is currently doing and its growth ambitions. A revised set was presented to voting members at the AGM in December 2024 for approval. This included an added charitable object to include the increasing

focus on “Giving Back”. The added objective was approved though the other changes within the new Articles were not approved. Feedback has been reviewed and adjustments made prior to an updated recommendation to be presented at the 2025 AGM in December.

CPC will shortly be publishing its second Equality, Diversity and Inclusion (EDI) Annual Report for 2024/25 covering all its achievements through the year and future plans in furtherance of the EDI Strategy published last year.

CPC is looking to fund research into absenteeism which will be published and hopefully aid our members. A further grant funding round is planned for early 2026 and several exciting new ideas are being investigated for our “Giving Back” cause. A second CPC Inclusion Cup is also in the planning stage with the Manchester United Foundation which will be even better and involve members from around the country.

The lease on the current Head Office is due to end in 2028 and the search for new premises has begun. The financial strength of CPC ensures it can absorb any continued impact from rising inflation and the cost-of-living and with no long-term liabilities (loans) is not negatively impacted by fluctuations in interest rates.

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DARREN LOWE
Managing Director
Darren is responsible for the strategic
direction of Crescent Purchasing
Consortium. He is an experienced
Managing Director leading a nationwide
team of procurement specialists and
has over 30 years’ experience in finance
and procurement disciplines within the
Further Education and private sector.
Also a director of Crescent Services Ltd.
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DAVE OWEN
Head of Finance & People
Dave is a qualified and customer focused
management accountant with 17 years
of experience working in large finance
departments. Dave joined CPC from the
Housing sector where he had
demonstrated a track record
in managing and developing a
management accounts team within a
constantly evolving company.
Also a director of Crescent Services Ltd.
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RANA HOLLAND
Head of Communication & Engagement
Rana joined CPC in October 2021
as the Head of Communications &
Engagement following a 28-year career
in the Housing sector. A fellow of the
Chartered Institute of Public Relations
(CIPR) Rana has particular expertise in
sectors that are highly regulated and
complex whilst dealing with multiple
stakeholders.
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RACHEL TURNER
Head of Procurement
MS North & On Demand
Rachel is a highly accomplished MCIPS,
chartered procurement and supply
professional with 18 years of public
procurement experience acquired in
the NHS and Education sector. Rachel
is a skilled professional in varying
disciplines such as strategic business
planning, operations management,
strategic sourcing and providing
innovative solutions to maximise value
for money through varying procurement
procedures.
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RAYMOND WIFFEN
Head of Procurement MS South
Ray is a procurement professional with
31 years’ experience within Education
and the NHS sectors. With a wealth of
experience, expertise and knowledge
of Public Contracting and procurement
legislation, Ray leads by example, and
provides to our organisation extensive
understanding of the Public Contract
Regulations and Procurement Act 2023.
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ANDREW COMYN

Deputy Chief Executive & Chief Financial Officer, Nottingham College

Andrew is an experienced commercial strategic finance and business advisor, possessing particular expertise within the professional services sector. His specialities span commercial finance (including M&A and funding), restructuring, insolvency operations, credit control and the legal sector.

LAWRENCE JENKINS Deputy Chief Executive, North Kent College

Lawrence is a member of the Chartered Institute of Global Management Accountants and has worked in Further Education for the past 20 years. He has significant experience in financial and change management, as well as building and resource development. Lawrence has also worked in a number of other sectors, including time at the National Trust, the NHS and in media and advertising.

SIMON JACOBS Freelance Marketing Consultant, Professional Weirdos

Simon is an entrepreneur and founded his own executive marketing business when he was studying marketing at university. Simon now runs his own business that is focused on bridging the gap between creativity and corporate culture.

SAPNA PATEL Head of Cyber Security, The King’s Trust

A technology leader with a 25+ year career in technology in various business areas at global banks such as Goldman Sachs, Deutsche Bank and Bank of America. Currently employed in the charity sector as Head of Cyber Security at The King’s Trust, a UK charity (previously known as The Prince’s Trust). Expertise in strategic and commercial technology with strong skills in change, digital transformation, cyber risk and cost effectiveness.

PETER KANE Head of Estates and FM, Belfast Metropolitan College

Peter possesses over 23 years’ experience in Project and Assets Management across both the social housing and education sectors. His responsibilities include delivery of the college asset management strategy, plus contract management of the college’s PFI/ PPP contracts and overall estate operations, including health and safety/sustainability.

AIMEE WILLIAMS Director of School Improvement, Three Spires Trust

With more than 12 years’ experience in education, Aimee has developed a robust knowledge and understanding of teaching and learning, supporting a number of schools both within the Trust and across the county to transform their educational experiences. As teaching and learning lead for 6 years, Aimee vehemently believes schools are the engine of social mobility; providing transformational educational opportunities which will prepare students for future endeavours.

REHMAN (REM) NOORMOHAMED

Partner, Fieldfisher LLP

An international lawyer and recognised as a leading UK expert in the field of technology. Current role is a Partner at Fieldfisher LLP. Extensive experience in technology and law, strategic and risk. Also, a visiting professor at several universities. Rem has held multiple positions as a non-executive director and trustee.

FATIMA BENSIHEM Finance & Procurement Officer, College of West Anglia

Fatima is the Board Sponsor for GDPR and adds her experience as a sales ledger, purchase ledger and general ledger, working with credit control, management accounts, procurement and insurance, as well as line managing the operational side of a business, with skills in computerised accounts.

LYDIA SPARROW

Coach & Consultant, Coach Mentoring Ltd

Lydia has spent 18 years in the international development and humanitarian sector, leading operational teams, projects and funding both in the UK and across the world. Through this work she has developed a passion in working for social purpose, and using her experience to help both organisations and individuals explore their challenges.

KATHERINE JARVIS

Head of Procurement

Experienced strategic procurement professional. Proven ability to work in diverse, challenging environments. Tri-sector working experience (charity, private and public). Current role is Head of Procurement for a private group of fertility clinics. Katherine is also an actively engaged parent governors at a primary school.

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Dèpartment ews

Regional Procurement Advisor (RPA)

The 2024/25 period was another year of exceptional engagement and growing visibility for the CPC.

This success is largely due to the efforts of the Regional Procurement Advisory (RPA) Team and the invaluable support received from colleagues across the organisation. Last year’s engagement levels exceeded all expectations — with the past financial years results being doubled.

regional Procurement Advisory Group meetings and continues to deliver strong value to our members.

a strategic tool for engagement, for promoting events, sharing updates, and encouraging members to connect and learn from each other’s procurement practices. Usage has increased significantly, with 159 interactions recorded over the year, along with a noticeable rise in member sign-ups.

Regional PAG Meetings

years results being doubled. Across the year, 15 regional PAG meetings were held, including a special summer edition During the year, 435 members attended PAG that provided members with an update on the Procurement Act. This session took the form of meetings and 42 attended FEFMN network groups. 651 members attended the new “PAG presents” a live Q&A hosted by procurement and learning webinars which cover a variety of procurement development experts to offer a broad range of related topics. An overall 13 webinars across both perspectives and expertise. PAG presents and CPC Added Value series were Added Value Webinar Series completed within the year benefiting 931 members in total. The total number of engagements target

Team Growth and Development

The RPA team itself grew in 2024/25 with the addition of Urfan Sabir, who joined as a dedicated RPA for the Yorkshire region. Urfan has settled into the role exceptionally well, and we’re excited to see his continued development within the organisation.

Added Value webinar series continued to perform strongly, attracting 280 attendees across eight events. Each webinar partnered with seven suppliers delivering thought leadership content and practical insights.

for the year was set at 1,239 engagements, the team more than doubled this number with a yearend figure of 2,895 across all streams

As membership continues to grow across the education sector, investment into this free service, dedicated to support members will continue to evolve being an enabler for strategic focus, whilst geographically strengthening regional coverage.

PAG Presents Webinar Series

One of the key highlights of the year was the These sessions have proven to be an excellent continued success of PAG Presents webinar series. platform for showcasing innovative approaches, Launched to take a more proactive approach to promoting supplier partnerships, and providing engagement, recognising the potential of virtual additional value to our members. Plans are platforms to share best practice, insights, and underway to expand this series further with more guidance across the procurement landscape. frequent, monthly events next year. Building on last year’s success, with greater focus CPC Communicator Growth on marketing, tailored content and guest speakers for members, 651 registrations were achieved. The CPC’s Communicator continues to grow in its PAG Presents remains a powerful extension of our value and use for members and is proving to be

These sessions have proven to be an excellent platform for showcasing innovative approaches, promoting supplier partnerships, and providing additional value to our members. Plans are underway to expand this series further with more frequent, monthly events next year. CPC Communicator Growth

The team will increase strategic engagement and support the ongoing growth of Crescent Services the subsidiary of the CPC which services the wider public sector.

Individual Member Engagement

Throughout the year, the team facilitated 569 individual appointments with members — an

increase of 52 from the previous year. A detailed monthly breakdown is shown in the next page. In addition, the team raised the profile of the CPC’s portfolio of services at several key sector events, including the Schools and Academies Show, Schools North East, and Procurex.

The exceptional work of the RPA Team has resulted in exponential growth in engagement, exceeding KPI targets set at the start of the year — a fantastic achievement for the team and the wider organisation.

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The RPA Team
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TOTAL
ENGAGEMENTS
ACROSS ALL
STREAMS 2,895.
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JACK HORTON Customer Engagement Manager

[e-mail] 07765 241 639

TRACEY HINDMARSH Regional Procurement Advisor (North East & North Yorkshire) [e-mail] 07407 864 028

LOUISE ASHCROFT Regional Procurement Advisor (North West) [e-mail] 07407 868 914

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ROSHNI POPAT
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DANIEL KINDER

Regional Procurement Advisor (East, Wales & South West) [e-mail] 07389 708 934

Regional Procurement Advisor (Midlands) [e-mail] 07990 764 272

URFAN SABIR

OLAMIDE OJURI

Regional Procurement Advisor

Regional Procurement Advisor

(Yorkshire & Humberside) [e-mail] 07774 684 798

(London & South-East) [e-mail] 07384 834 746

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The total number of engagements target for the year was set at 1,239 engagements, the team more than doubled this number with a year-end figure of 2,895 across all streams. Jack Horton Customer Engagement Manager

Frameworks

CPC member engagement and spend through our frameworks have shown consistent longterm growth, despite fluctuations in individual years.

Since 2018/19, total member spend has almost total and average spend per member demonstrates contracting pipeline for the year was deliberately doubled, increasing from £240 million to £474 the strength of our frameworks and the continued designed to allow time and space for transition million in 2024/25 — an overall rise of 97% trust members place in CPC. between the old and new regulations. We awarded across the six-year period. This strong upward a significant number of agreements before the rules trend highlights the continued confidence of our CPC’s top ten frameworks continue to represent the changed, eager to capitalise on certain flexibilities members in CPC’s frameworks and the increasing core of member activity, collectively accounting for afforded by the old regs, for instance Dynamic value they deliver. a significant proportion of total spend in 2024/25. Purchasing Systems and the flexibility offered Outsourced Catering Services remains the leading around awards under threshold. In 2023/24, spend dipped slightly (-1.9%) after two framework by a substantial margin, generating record years, which aligns with broader market £123.2 million in member spend — 26% of total Every year, the Contracting Team undertake a gap stabilisation and cyclical purchasing patterns. framework activity. This reflects strong engagement analysis of the framework portfolio and the services However, the most recent year, 2024/25, shows from institutions seeking value and quality in we provide to members, to ensure the portfolio renewed growth of 9.3%, reaching an all-time high outsourced catering provision, an area that caters for the wide variety of requirements they spend of nearly £474 million. continues to see high demand across the education have. This year we identified several gaps which sector.

Every year, the Contracting Team undertake a gap analysis of the framework portfolio and the services we provide to members, to ensure the portfolio caters for the wide variety of requirements they have. This year we identified several gaps which we have progressed into tender opportunities, namely Construction & Capital Works and Education Professional Services. We are also actively developing options for Digital Marketplaces and a solution to meet the unique procurement needs of land based colleges.

Member participation has also grown steadily — from 4,728 members transacting in 2018/19 Overall, the top 10 frameworks account for over to 6,293 in 2024/25, a 33% increase. This 85% of total annual spend, demonstrating the growth demonstrates the widening reach of strength and relevance of CPC’s key contracts in CPC frameworks and the value members place delivering trusted, high-value solutions for the on collaborative procurement. Average spend education and public sectors. per member has similarly increased over time, rising from £50,761 to £75,319, a 48% increase, Framework Pipeline reinforcing the greater utilisation of CPC frameworks across our membership base. The key change affecting the Contracting Team

Elsewhere, some significant renewals of expiring frameworks included Library Resources, ICT Hardware, ICT Network, Storage and Service Solutions, Electric Vehicle Charging Points, Insurance and Associated Services, and Staff Absence Protection and Reimbursement Services.

The key change affecting the Contracting Team this year has undoubtedly been the introduction of the Procurement Act 2023, which replaced the previous Public Contract Regulations 2015. The new rules came into effect on 24th February 2025 and given the significant number of changes to the way we undertake procurements moving forward, the

Overall, these figures reflect a strong and sustained pattern of growth, highlighting CPC’s and the Contracting Team’s success in supporting members to achieve best value and compliance in their procurement activities. The steady increase in both

We have also begun the process of bringing agreements previously managed by framework partners in-house.

34| CPC Annual Report 2024/25

CPC Annual Report 2024/25 |35

The most significant agreement to date has been the MFD framework. Kathleen has been instrumental in delivering early successes through that framework. Legal Services, Cashless Payments and HR, Payroll and Employee Screening will all be brought in-house in FY25/26.

We have recently published our first procurements under the new regulations, capitalising on some of the new options available to deliver more bespoke outcomes for end users, for instance, we are utilising the competitive flexible procedure for our Construction & Capital Works framework to allow for a period of negotiation with suppliers on framework and contractual terms.

Finally, as part of our ongoing collaboration with the UKUPC consortia, we have introduced some new agreements to our portfolio including Medical Simulation & Training Equipment, Laboratory Furniture and Laboratory Gases.

----- Start of picture text -----
Rank Framework Name Spend Total Percentage
1 Outsourced Catering Services £123,211,825.62 25.99%
2 Building Cleaning £70,698,517.20 14.92%
3 Utilities Supplies & Services £64,313,475.63 13.57%
4 Multifunctional Devices and Digital £32,990,738.00 6.96%
Transformation Solutions
5 Insurance and Associated Services £26,416,214.86 5.57%
for Colleges
6 ICT Hardware and Peripherals £23,413,822.84 4.94%
Equipment
7 Temporary and Permanent Staffing £21,725,217.95 4.58%
8 TUCO Catering Supplies £21,124,622.46 4.46%
9 Building Materials, Tools and £12,433,186.49 2.62%
Hardware Supplies
10 Audit Services £10,085,111.74 2.13%
----- End of picture text -----

----- Start of picture text -----
Total members Average spend per
Academic Year Total Spend Growth Growth Growth
member
transacting
2018/2019 £240,252,719.92 - 4728 - £50,761.42 -
2019/2020 £214,051,014.38 -12.15% 5128 7.8% £41,731.67 -21.64%
2020/2021 £244,041,489.24 12.30% 5365 4.42% £45,479.96 8.24%
2021/2022 £322,665,218.51 24.22% 5903 9.11% £54,548.53 16.62%
2022/2023 £441,464,281.40 26.98% 6212 4.97% £70,991.63 23.16%
2023/2024 £433,415,540.48 -1.9% 6131 -1.4% £70,624.69 -0.52%
2024/2025 £473,984,531.20 9.3% 6293 2.64% £75,319.32 6.64%
----- End of picture text -----

----- Start of picture text -----
TOTAL MEMBER
SPEND TO DATE
£474 MILLION.
OUTSOURCED
CATERING
SERVICES
GENERATED
£123.2 MILLION IN
MEMBER SPEND.
----- End of picture text -----

36| CPC Annual Report 2024/25

CPC Annual Report 2024/25 |37

Crescent Consultancy & On Demand Services

Over the past year, our Consultancy Services have demonstrated consistent development, effectively responding to evolving requirements within the education sector.

Through a combination of strategic insight, to suppliers taking into consideration ability, quality, dedicated support, and a commitment to price, value for money and social value, promoting sector-leading service, we have maintained and timely and cost-effective delivery of quality goods established strong partnerships and delivered value and services. to our customers. By actively engaging with both

On Demand

The On Demand Team have supported 114 different educational establishments during the year.

• A total of 35% of these processes were via CPC frameworks or DPS.

A total of 114 tenders were completed by Crescent Consultancy’s On Demand team during the year influencing £68,510,896 of non-pay public sector spend.

long-standing and new customers, our teams have successfully delivered many complex procurement projects while maintaining high standards of compliancy, professionalism and efficiency. This work has been completed whilst leading our customers through the legislative changes introduced by the Procurement Act 2023.

We have supported 142 customers consisting of 71 Colleges, 64 Schools and MATs, 5 Universities, 1 Housing Association and 1 other.

• 63% of On Demand customers chose to award contracts via CPC Frameworks

• 28% of On Demand tenders completed were for building cleaning services

Managed Services

Compliance with the Procurement Act has been paramount in the minds of both our consultants The Managed Procurement Team have supported and those of our customers. To ensure our 43 different educational establishments during the knowledge was as up to date as possible our year. teams participated in all government run training on the Act, including completion of 10 x 1-hour • 31 placements are Further Education customers; learning modules, attending Transforming Public this represents a 13% market share in this sector Procurement Knowledge Drops, Transforming • 8 placements are Multi Academy Trust customers Public Procurement Deep Dives and participating in many other discussions and webinars on the • 4 placements are Higher Education customers subject. Our customers will continue to benefit from our knowledge, continuing development, and A total of 237 tenders were completed by Crescent experience in this area in the coming year. Consultancy’s managed services during the year influencing £59,637,100 of non-pay public sector This year we have completed over 350 tenders for spend. Savings of £10.3m have been generated Crescent Consultancy customers which means that within the combined duration of all placement public sector contracts to the value of £128,147,997 customer contracts. have been compliantly and transparently awarded

• 25% of On Demand tenders completed were for outsourced catering services

----- Start of picture text -----
WE HAVE WORKED
WITH ALMOST
HALF OF THE
225 COLLEGES IN
ENGLAND
£10.3 MILLIONS
SAVINGS FOR
OUR MANAGED
SERVICE
CUSTOMERS.
----- End of picture text -----

• 31 placements are Further Education customers;

----- Start of picture text -----
100% OF
CUSTOMERS
WOULD
RECOMMEND CPC
ON DEMAND.
----- End of picture text -----

----- Start of picture text -----
CPC Annual Report 2024/25 |39
----- End of picture text -----

38| CPC Annual Report 2024/25

Communications & Engagement

The Communication and Engagement teams have enjoyed another successful year, delivering outcomes for the organisation and introducing a range of enhancements to elevate the experience of its members, suppliers and wider stakeholders.

CPC’s visibility and influence within the education sector have continued to flourish, thanks to the dedicated efforts of its Communications and Engagement professionals. This report will highlight the key milestones reached, which have played a vital role in supporting our business growth.

Both CPC and Crescent

Learning have further solidified their reputations, with successful trademark registrations safeguarding these respected brands as we continue to strengthen our position within the education and broader public sectors.

Launched in 2024, CPC’s annual customer profiling initiative will continue to ensure GDPR compliance while enabling timely communication with members, the sharing of best practice and sector updates.

Access to reliable member data has improved the accuracy of our internal reporting and allows us to tailor communications to suit members’ specific needs. In addition, the introduction of a year-round member survey— replacing the previous annual spring survey—allows us to gather member insights continuously, facilitating ongoing service improvements.

Since uniting under a single brand, our members have reported that accessing our services has become a smoother, more intuitive process in their day-to-day procurement activities. The consolidated website reflects this improvement, with data showing a consistent increase in year-on-year traffic, as outlined in the following chart.

Our ongoing commitment to data and systems security is demonstrated by achieving Cyber Essentials Plus certification for the fourth consecutive year, offering reassurance to both members and suppliers that we take robust measures to protect our IT infrastructure against cyber threats.

This achievement was complemented by a comprehensive penetration test of all core business tools, ensuring our security controls are reviewed and configured in line with industry best practices.

In spring 2025, CPC introduced an innovative marketplace across its supply chain, known as B2E (Business 2 Education) . This platform allows suppliers to purchase goods and services from one another, with each transaction encouraging a donation to CPC’s ‘Giving Back’ initiative. While this project will require time to become fully established and deliver measurable benefits, it represents a promising new avenue to further our charitable aims.

In June 2025, CPC hosted the second annual Supplier Excellence Awards , celebrating outstanding contributions from its network of over 1,100 suppliers. As a procurement charity, CPC is dedicated to fostering longterm, mutually beneficial partnerships and recognising excellence in quality, innovation, service, competitiveness, equality, and diversity. The awards also acknowledge suppliers’ social responsibility and sustainability initiatives.

Following the launch of B2E, suppliers have begun exploring several initiatives designed to benefit the education sector. Notably, an IT recycling scheme is being developed for launch in 2026, in direct response to member feedback and demand. Under this scheme, suppliers will be invited to donate their surplus technology, which will be refurbished and made available for educational institutions to apply for via the CPC website. This initiative is set to provide much-needed resources to our members, supporting the advancement of education and learning.

The awards evening supported our ‘Giving Back’ charity initiative, achieving a record fundraising total that adds to the £2 million already distributed to members to support SEND, wellbeing, and absenteeism projects. In 2026, CPC aims to expand the celebration to include members, recognising the invaluable impact of their work within the education sector. To learn more, visit cpcexcellenceawards.co.uk.

Additionally, CPC has launched its inaugural supplier newsletter , aimed at providing timely information and industry updates to our network of over 1,100 suppliers. This new communication channel will enable CPC to effectively share members’ needs and priorities with suppliers throughout the academic year, strengthening the connection between the supply chain and the education community.

Looking ahead, in early 2026, CPC will integrate the Crescent Services Limited website into the main CPC site , streamlining access for education and public sector customers by providing a single, comprehensive platform. This merger represents another significant enhancement to our service offering.

40| CPC Annual Report 2024/25

CPC Annual Report 2024/25 |41

Finance & People

2024/25 saw progression through year 3 of the charity’s 5-year business plan.

The three main strategies within the business plan was predominantly due to the following; comprehensive Employee Assistance Programme are: • The DfE providing free tender support to larger (EAP) to support mental health alongside other • To deliver outstanding procurement services. MATs. It is estimated that tenders have reduced wellness benefits. The total benefits package • To support the development of its people by 25% this year as a direct result of this. offered to employees is one of the best in the

(EAP) to support mental health alongside other wellness benefits. The total benefits package offered to employees is one of the best in the country and confirms our value of putting people first. The Charity participates in the West Yorkshire Pension Fund (WYPF) with employees having the option of participating in the NEST pension scheme.

• To support the development of its people (employees and members).

(employees and members). • Covid legacy – new tenders were delayed with • To enable a sustainable future (financial, many customers extending contracts to 2025. environmental and economic/social). Catering suppliers on the framework have commented that it is quieter than usual at Total group income for the year ended 31 July 2025 suppliers’ events, backed up by the number of is £6,181,523 (2024: £6,036,761) which is in line catering tenders published. with the business plan target to reach £7 million in • Delaying effect of the new Procurement Act 2027. Net income for the year was £404,995 (2024: 2023. £1,120,211).

The WYPF pension scheme value on 31 July 2025 continues to show the company as having a pension asset. This has increased to £2,381,000 (2024: £1,293,000). In accordance with applicable accounting standards, the asset value has been deemed to be unrecognisable on the basis that the company has no expectation of reduced future employer contributions at some point during the life of the plan. Although a pension asset is arising, this does not create an immediately realisable asset that can be expended for the specific purposes of the pension fund.

Crescent Services Limited which services the wider Marketing premium income from framework usage public sector has seen its most active year to date has increased by £104k from the previous year. with significant increase in CPC framework usage Total spend reported through the frameworks (£7.4 million, 2024: £4.8 million) and the renewal of exceeded £473 million (2024: £433 million) a 3-year managed service contract with a Housing providing real value for money for CPC members. Association. Income for the year is £153,196 (2024: £110,219) and profit for the year is £6,815 (2024: 19 frameworks are currently signposted by the £17,372). All profits are gift-aided to the charity.

19 frameworks are currently signposted by the Department for Education (DfE).

In respect of the year ended 31 July 2024 a gift aid payment of £17,372 (2024: £28,769) was received from Crescent Services Limited. All gift aid received into the charity is transferred to the restricted reserves for use in its Giving Back initiatives.

Fundraising - the charity does not generate a Income from managed services increased by £209k regular income from fundraising and therefore does during the year to a record total of £1,806,460. not use the services of fundraisers either on a paid Two contracts ended during the year and four new or voluntary basis. CPC received several corporate contracts were secured with several short-term donations during the year totalling £9,959 (2024: contracts started and completed. 43 customers are £12,182) which is placed in restricted reserves currently receiving 91 days of managed consultancy and is used as contribution toward “Giving Back” service per week. initiatives.

Reserves policy

CPC maintains a reserves policy that is available on its website. This sets out the level of reserves to be held by the company and the reasons why. The level

Income from the on-demand tendering service was Employee wellbeing is at the forefront of the lower than expected at £585k (2024: £745k). This charity’s values with continued investment in a 42| CPC Annual Report 2024/25

of reserves stated within these financial statements

data to track our progress and to produce our first

will exceed the amount required as stated in the Carbon Management Plan (CMP) to manage and policy. The excess reserve will be transferred into ultimately reduce our footprint over the next five designated reserves once approved at the next years. This will be published on the website. Board meeting in December 2025. Designated and Restricted reserves are those reserves that the Business travel across the organisation is forecast Board of Trustees have approved for the purpose of to reduce year-on-year as management encourage “Giving Back” to the education sector. more efficient and effective means of consulting

Social Impact

years. This will be published on the website. CPC continues its agile working policy which allows employees to choose their place of work within any customer contractual boundaries. This has had a Business travel across the organisation is forecast to reduce year-on-year as management encourage positive effect on both productivity and employee more efficient and effective means of consulting wellbeing. The company head office in Salford with customers, in particular the Regional remains partially occupied and is predominately Procurement Advisors meetings with members used as a hub for collaborative working with teams which are, in the main held virtually. across the company.

Environmental management

At the start of 2022 a Sustainability Working Group was established with employee volunteers from across CPC. This is chaired by a member of the Group Leadership Team (GLT) and has a Board sponsor. The aim of the group is to ensure the objectives set out in the 5-year strategy are achieved, not least setting out and

CPC was very pleased to maintain its “Great Place to Work” accreditation for its fifth year which runs alongside its current accreditations for “Top 100 Great Place to Work for Development”, “Top 100 Great Place to Work for Women”, “Top 100 Great Place to Work for Wellbeing”, “Great Place to Work – UK’s best workplace” and “UK’s Best Workplace for medium organisations”.

A hybrid working model means that employees based at the Head Office in Salford are only expected to work onsite for two days per week and can work from home for the remainder. Some managed service contract customers are willing for CPC employees to work on a hybrid basis to reflect their own working practices.

This year £1,000 was donated to Street Trees for Living, a charity which works with schools, many of which are CPC members, to plant trees and orchards in the Lewisham area of London. Each year, a similar type of charity in a different part of the country will be chosen to receive a similar donation.

completing the detailed plan to achieve ISO14001 – Environmental Management accreditation. Progress is reported at each monthly GLT meeting and at each Board meeting.

The 5-year business plan supports the Charity’s “Grow Your Own” ethos by incorporating the recruitment of local graduates into planned positions across several areas of the business. The latest procurement graduate started on 4th August 2025 working in the Contracting team on the production and maintenance of frameworks. Graduate programmes last approximately 2 years. The management and distribution of restricted and designated reserves to member institutions in the form of grants is led by the “Giving Back” Group who ensure that the projects funded are servicing

In 2022/23 an Environment Management System (EMS) template and the Charity’s first Environmental and sustainability policy was produced. This year the focus has been on collecting carbon emission data generated by our activities from 2021/22 to the present. This will continue into 2025/26 when we expect to use the

CPC employees can take a volunteering day each year to volunteer at a charity of their choice. Many employees, particularly those based at the head office have used this day to litter pick at the local park.

CPC Annual Report 2024/25 |43

CPC is proud to maintain its Top 100 Great Place to Work for Wellbeing accreditation for another year with 97% of employees feeling that CPC is a physically safe place to work. Dave Owen Head of Finance & People

our charitable focus.

CPC uses local trades for £552k of grant funding the maintenance of its head was distributed during the office and supply of goods. year with further funding This not only assists the local commissioned for 2025/26. economy but reduces our Feedback from institutions carbon footprint. that have received funding has been extremely positive and demonstrates the Equality diversity and inclusion (EDI) direct and positive impact CPC is having on the lives of young learners. A 5-year EDI strategy was launched in November 2023. The Trustees recognise that EDI is key to The charity’s social impact from “Giving Back” can helping deliver a public benefit and continually be easily measured with the results available on reappraise a full and comprehensive policy of the CPC website. Measuring the impact from the diversity, inclusion and equal day-to-day operational activities is more challenging opportunities. and 2025/26 will see progress being made to address this with the results published on the CPC produces an EDI Annual website. The impact will focus on the Charity’s main Report which is published stakeholders: on its website detailing the • Members and customers ambitions and continual • Framework suppliers progress being made by the • Employees EDI working group, which was formed in 2022 and • The community is chaired by an employee. The group works on various initiatives throughout the year to support In July 2025 CPC held its second Supplier Excellence the development of employees, one of CPC’s main Awards Night at the Hilton Hotel in Manchester. strategic objectives. This was to celebrate the achievements of framework suppliers in supporting the education The EDI working group overseas the great work sector over the year and to involve suppliers in being carried out by the Women’s, Men’s and the Charity’s focus of supporting SEND, wellbeing the new carer’s support groups with further and absenteeism for its members. The event inclusive groups (such as a neurodiversity group) was a success with £9,230 of donations being and activities planned. This year we launched received for “Giving Back” as well as several leads our Carers Passport which allows additional being generated from suppliers and attendees for working adjustments (such as working from increased support toward the new SEND, wellbeing home) and time off for employees who are also and absenteeism initiatives on a longer-term basis. carers to attend relevant appointments. Any

employee who thinks they may be neurodiverse can have a free occupational health assessment which management will use to ensure adequate reasonable adjustments are made.

In support of EDI initiatives outside of the charity, CPC donated £1,000 to Just Like Us, who empower LGBTQ+ young people through education and ensures schools have access to LGBTQ+ educational resources. Similar donations will be committed each year.

Health, safety and employee wellbeing

• The Trustees are aware of their responsibilities on all matters relating to health and safety. The Charity has a dedicated Health, Safety and Wellness Lead who prepared the current health, safety and employee wellbeing strategy. A Board sponsor oversees the work that is carried out in relation to this. The aim of this strategy is to develop a positive health, safety

and wellbeing culture with coherent policies and procedures that are compliant with all appropriate health and safety standards. Further details are provided in this report under Risk Management and Compliance Check.

In February 2024 CPC was awarded its first ISO accreditation, ISO 45001 (Occupational Health & Safety Management). In February 2025 the accreditation was extended for a further 3-years. This achieves one of the main business aims within the 2022-27 Business Plan.

Further and sustained investment in employee wellbeing is a priority, with the majority of the workforce working remotely. The actions specified in the Health & Safety strategy have been completed. Eight employees have been trained as mental health first aiders and an exercise to identify the causes of work-related stress highlighted specific areas which are being targeted.

The Health, Safety and Wellness Lead is currently working towards a diploma in Mental Health and Wellbeing Culture Change. This will result in a strategy being developed to specifically address this. An Employee Value Proposition (EVP) has been implemented which followed detailed consultations with all employees as to what CPC could do better as an employer. All points have been addressed or are in the pipeline.A small working group oversees activities, often aligning with various awareness days throughout the year. Weekly online office chair yoga sessions and seasonal coffee and connections have been particularly well received.

CPC is proud to maintain its Top 100 Great Place to Work for Wellbeing accreditation for another year with 97% of employees feeling that CPC is a physically safe place to work, 80% of employees feeling that CPC is a psychologically and emotionally safe place to work and 89% feeling that CPC encourages work-life balance. 96% of employees are proud to tell others they work for CPC. Management is in the process of analysing these results to make improvements.

----- Start of picture text -----
Ebenezer Akinlabi Procurement Consultant
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46| CPC Annual Report 2024/25

CPC Annual Report 2024/25 |47

Extracts from the 2024/25 Financial Statements

Balance sheet

Income and expenditure account

----- Start of picture text -----
As restated As restated
Group Group Charity Charity
2025 2024 2025 2024
£ £ £ £
Income from: 9,959 12,182 27,331 43,778
Donations and legacies 5,963,906 5,834,220 5,932,198 3,727,166
Charitable activities 208,037 190,359 207,655 183,435
Investments _ _ _ _
6,181,902 6,036,761 6,167,184 3,954,379
Total income
_ _ _ _
Expenditure on: 5,776,907 4,916,550 5,769,004 2,740,743
Charitable activities _ _ _ _
Net income for the year/
404,995 1,120,211 398,180 1,213,636
Net incoming resources
Other recognised gains and losses
Actuarial loss on defined benefit (41,000) (784,000) (41,000) (784,000)
pension schemes _ _ _ _
Net movement in funds 363,995 366,211 357,180 429,636
7,294,258 6,958,047 8,224,701 7,795,065
Fund balances at 1 August 2024
- - -
(959, 363)
Tenet merger (hive-up) to CPL
_ _ _ _
7,658,253 7,294,258 7,622,518 8,224,701
Fund balances at 31 July 2025
_ _ _ _
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----- Start of picture text -----
As restated As restated
Group Group Charity Charity
2025 2024 2025 2024
£ £ £ £
Fixed assets
12,370 27,480 12,370 27,480
23,178 24,907 23,178 13,995
Intangible assets - -
10,000 1,377,962
Tangible assets
Investments _ _ _ _
35,548 52,387 45,548 1,419,437
Current assets 1,939,400 1,359,822 1,911,816 1,026,885
Debtors 6,672,073 6,762,682 6,647,005 6,492,782
Cash at bank and in hand _ _ _ _
8,611,473 8,122,504 8,558,821 7,509,667
Creditors: amounts falling due (988,768) (880,633) (981,851) (714,403)
within one year _ _ _ _
Net current assets 7,622,705 7,241,871 7,576,970 6,805,264
Net assets excluding pension 7,658,253 7,294,258 7,622,518 8,224,701
liability _ _ _ _
- - - -
Defined benefit pension surplus /
provision for liabilities _ _ _ _
7,658,253 7,294,258 7,622,518 8,224,701
Net assets
_ _ _ _
Income funds
458,584
Unrestricted funds – designated 520,993 458,584 520,993
7,179,628
Unrestricted funds – general 6,755,555 7,143,893 7,695,998
- - -
Unrestricted funds – pensionRestricted Funds – ‘Giving Back’ - 7,710 20,041 7,710
20,041
_ _ _
_
7,658,253 7,294,258 7,622,518 8,224,701
_ _ _ _
_ _ _ _
CPC Annual Report 2024/25 |49
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48| CPC Annual Report 2024/25

Crescent Services Limited (CSL)

Crescent Services Limited (CSL) experienced a number of positive changes and growth this year.

The utilisation of frameworks has significantly grown within this period reporting an impressive £7,403,100, up from the previous year of £4,780.170. The growth in framework spend across the wider public sector over the past 4 years has risen from £2.6m in 21/22 to £7.4m in 24/25.

A subsidiary of CPC, Crescent Services has seen consistent growth in membership numbers which has nearly doubled compared to last year, due to active engagement through various channels. As a corollary, this has contributed to the increase in our turnovers/profit and consequently the contribution to the charity.

Crescent services have exhibited at numerous events this year, enabling a prominent presence capturing the attention of the sector. These events have built on the successes of previous years which have provided a positive impact on growth and visibility.

Year on year increase in spend across the range of frameworks and number of returning members is a key highlight for the service, with the website merge acting as a key milestone to streamline services.

----- Start of picture text -----
FRAMEWORK
SPEND GREW
FROM £2.6M TO
£7.4M IN FOUR
YEARS.
----- End of picture text -----

----- Start of picture text -----
THIS YEAR THE
TOTAL SPEND
THROUGH OUR
FRAMEWORK WAS
£ 7,403,100.
----- End of picture text -----

50| CPC Annual Report 2024/25

CPC Annual Report 2024/25 |51

Conclusion

Managing Director closing comments

Thank you for taking the time to read through the 2024/25 Annual Report.

I want to provide you with an insight into our The inaugural CPC Inclusion Cup which in wonderful charity, an organisation passionate about partnership with the Manchester United continuous improvement and helping others. I want Foundation provided a day of lifetime memories for SEND learners from Greater Manchester FE to reflect on the past year, and I hope as I do, you can acknowledge the education sector’s ‘crown colleges. The experience allowed leaners the jewel’ that is the CPC. opportunity to represent their college in a 5-a-side football tournament at the historic Cliff training Procurement Services ground, visit Old Trafford stadium and not only go pitch side, but be gifted the opportunity to be The CPC will never forget the reason it was photographed in football shirts and boots worn by established back in 1999. Procurement services are past and present Manchester United legends. The our core business and are what allows the CPC to overall winners also returned to Old Trafford to do so many other things which positively benefit watch a men’s first team league game, rounding off the education sector. The procurement services a heartening event. are the commercial entity which fund the inspiring charity projects and events that we are now The second CPC Supplier Excellence Awards night involved in. was a repeat success, with more entries being submitted and the well-deserved recognition being Without the support of our 10,500+ members awarded to all nominations. On the evening, the whose loyalty is truly appreciated, and the generosity in the room raised a staggering £9,230 enthusiasm of the supply chain who pro-actively bid in donations which will be designated for future for new opportunities presented via CPC, we would ‘Giving Back’ initiatives. not be able to generate the level of social value that is being created. It is the social impact within Already, grander plans for 2025/26 are in motion the education sector that drives our passion to do and they promise to be something very special for

Living Our Values

We took the opportunity to review the charity’s Mission, Vision and Values in 2025. This project involved every member of staff and trustees, because it is important to us that we all live the values of the charity and firmly believe in our mission and vision.

The combined efforts resulted in a new set of values being launched. I personally think the 3 values of People First, Customers Always and Excellence summarise CPC perfectly.

I have the privilege to be employed by a wonderful caring charity which demonstrates frequently our values to look after our biggest asset, our people. Who care about the levels of service we provide to our customers and want to support them in achieving their goals. Finally, we strive for excellence. Every 1% improvement we make brings us closer to achieving our vision which is ‘to be the first-choice procurement services charity that gives back to the education sector.’

that is being created. It is the social impact within Already, grander plans for 2025/26 are in motion the education sector that drives our passion to do and they promise to be something very special for more. all involved. The CPC Inclusion Cup will be more inclusive in terms of geography and gender with a Charity Work special treat for the top 8 teams. We also have a new fun-packed project for primary schools, which Highlights of the charity work undertaken by CPC in delivered in partnership with Tree of Knowledge, 2024 include the £622k of grant funding that was will support the wellbeing of Year 6 learners and ‘given back’ to support SEND learners, the wellbeing help them take bold and confident steps during of all learners and reducing absenteeism. their transition to ‘big school’.

2025/26 Aspirations

My aspiration for the CPC is to build a legacy which leaves a positive long-lasting impact on as many learners as we can reach. Whilst procurement services are the core business, I want CPC to be recognised for doing much more. So, whether it is procurement services, football tournaments,

grant funding, big school, awards nights or speaking to our team at events and conferences, I hope the lasting impression is one of admiration, appreciation and profound.

Thank you to everyone who has supported CPC’s continuous progression. I appreciate you.

Darren Lowe

MANAGING DIRECTOR

54| CPC Annual Report 2024/25

CPC Annual Report 2024/25 |55

I’m delighted CPC will be working with the Foundation on this project, with our three-year plan to make it a nationwide event for SEND learners across the UK.

John Shiels Chief Executive at Manchester United Foundation

Registered Office

Procurement House, 23 Leslie Hough Way, Salford,

M6 6AJ

Auditors

DJH Audit Limited, St. Georges House, Peter Street, Manchester M2 2NQ Bankers NatWest, Leeds City Office, 8 Park Row, Leeds, LS1

Manchester M2 2NQ

5HD

Solicitors

Weightmans LLP, No1 Spinningfields, Hardman

Square, Manchester, M3 3EB

Contact us

0800 066 2188

[e-mail]

thecpc.ac.uk

#YourProcurementPartnerofChoice

Charity Registration No. 1130461 Company Reglstratlon No. 06774578 (England and Wales) CRESCENT PURCHASING LIMITED ANNUAL REPORT AND CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2025 DJH Audit Limited Accountants and Statutory Audltors St Georges House Peter Street Manchester M2 2NQ

CRESCENT PURCHASING LIMITED CONTENTS Page Legal and administrative information Trustees, report 2-18 Independent auditorfs report 19-22 Consolidated statement of financial actlvlties 23 Consolidated balance sheet 24-25 Consolidated statement of cash flows 26 Notes to the flnanclal statements 27-49

CRESCENT PURCHASING LIMITED LEGALAND ADMINSTRATIVE INFORMATION CONSTITUTION Crescent Purchasing Limited ICPLI is a company limited by guarantee and a registered charitv governed by its memorandum and articles of association. CPL trades as Crescent Purchasing Consortium ICPCI. The registered charity number is 1130461 and the company number is 06774578. DIRECTORSANDTRUSTEES The Directors of the charitable company 1.the Charit¢'l are its trustees for the purpose of charlty law and throughout this report are collectively referred to as the Trustees. F Bensihem A J Comyn Ichairl S J Jacobs L Jenluns P Kane L R Sparrow A Williams (Deputy Chairl K A Jarvis IAppointed I" March 20251 R Noormohamed (Appointed I" March 20251 S Patel (Appointed ISI March 20251 Registered Office Procurement House, Unit 23-25 Leslie Hough Way, Salford M6 6A1. Audltors DIH Audit Limited, St Georges House, Peter Street, Manchester M2 3NQ. Banker5 Natwest, Leeds City Office, 8 Park Row, Leeds LSI 5HD. Close Brothers Savings, 10 Crown Place, London EC2A 4FT. Lloyds Bank plc, I" Floor (East), 10 Gresham Street, London EC2V 7AE. Nationwide Building Societyi Kings Park Road, Moulton Park, Northampton NN3 6NW. Virgin Money, Jubilee House, Gosforth, Newcastle Upon Tyne, NE3 6NW. Flagstone Group Limited (Charity Aid Foundationl, 1st Floor, Clareville House, 26-27 Oxenden Street, London SWIY 4EL. Solicitors Weightmans LLP, Nol Splnnlngfields, Hardman Square, Manchester M3 3EB Webslte www.thec c.ac.uk

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT {INCLUDING DIRECTORS, REPORTI FOR THE YEAR ENDED 31 JUL Y2025 The Trustees present their report together with the consolidated financial statements for the Charity and its subsidiaries for the year ended 31 July 2025 which are also prepared to meet the requlrements for the Directors, report tor Companies House purposes. The legal and administrative information set out on page I forms part of this report. The financial statements comply with the Charities Act 2011, the Companie5 Act 2006. the Memorandum and Articles of Association and Accountlng and Reporting by Charities: Statement of Recommended Practice applicable in the UK and Republic of Ireland IFRS102} leffective l January 20151. Vlslon, Mission and Values The vision, mission and values of the Charity have been revlewed by the Trustees and Group Leadership Team IGLTI following consultation with all employees. This was to ensure that these remain relevant to what the charlty is aiming to achieve and how it currently operates, The updated vision of the Charity is to be the first-choice procurement servlces charity that gives back to the education sector. The mlsslon of the Charity15 we want our members to receive outstanding procurement services. The values of the Charity are; l. People Fir5t- we provide a carln& inclusive and supporting environment that focuses on individual needs to enable our people to be the best that they can be. 2. Customers Always - everything we do is for the beneflt of our customers Ito help them provide the best service possible to thelr learners). 3. Excellence - we are 100% committed to delivering the highest-quality 5ervice5 that exceed expectations, with continuou5 improvement at the heart of what we do. These changes were approved by the Board of Trustees in July 2025 and will be reviewed again in 2027 for the launch of the new 5-year business plan. Report of the Tru5tee5 CPL was established in 1999 as Crescent Further Education Limited by the Unlversityof Salford to facilitate collaborative purchasing in the Further Education sector. CPL was established as a charity in November 2009 following a buy out from the University of Salford, to enable the Further Educatlon sector to operate and develop CPL and to promote professional purchasing. CPL works to thls end In collaboration with the Department for Education and shares frameworks with the United Kingdom University Purchasing Con50rtia IUKUPCI. CPL also work5 in partnership with Dukefield Procurement on joint frameworks though notlce was served on this partnership last year. The parties continue to work together through the remaining period of current frameworks.

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORT) ICONTINUEDI FOR THE YEAR ENDED 31 JUL Y2025 CPL purchased Tenet Education Services (Tenet) and its wholly owned subsidiary Tenet Procurernent Services ITPSI in 2017 and are collectively known as CPC. On l August 2024 Tenet merged into its parent companyi CPL. All trade, as5et5 and liabilities transferred into CPL after which Tenet ceased trading and wa5 dissolved on 13 May 2025. On 2 August 2024 TPS changed its name to Crescent Services ITPSI Limited. The Board of Trustees consist of representatives of members colleges, Multi-Academy Trusts and the private sector. Reslgnatlons D Thornton resigned from the Board on 7th March 2025. CPC are in the process of recruiting two Bddltlonal Trustees from the Further Education sector which wlll bring the number of Trustees to 12, its maximum compliment. This wlll be ratified at the AGM in December. Andy Comyn, the current Chair of Trustees will step down as a Trustee at the AGM as he has fulfilled his 9-year maximum tenure. Step5 wlll be taken to appoint a new chalr at the AGM. Trustee vacancies are advertised vla social media channels and charityjob.co.uk. There is a bespoke induction pack and programme for all new Trustees. Trustees are not paid for their services. The Board meets three times a year to determlne strategy and to monitor progress. Day to day administration of CPC is delegated to the Managing Dlrector and his employees. The Group Leadershlp Team IGLTI Is made up of four senior manager5 plus the Managlng Dlrector. A new sub-committee. the Employment and Finance Committee IEFCI was created last year and met for the first time in October 2024. This committee comprise5 the Chair of Trustees plus two other Trustees with financial and employee relations expert15e, the Managing Director and the Head of Finance and People. Voting rights are reserved for the Trustees only, This committee meets three times a year, one month in advance of each main Board meeting. Term5 of reference for the EFC has been created with the focus for the commlttee belng to scrutinise the financial statements and monthly management accounts in greater depth, review and approve the annua5 budget and review in detail all *inancial and employee related policies and procedures. The pay and remuneration Of employees Is agreed annually as part of the budget setting process. Each post is benchmarked against similar roles Wlthin similar slzed organlsations. The pay and remuneration of members of the GLT and the Managing Directorls revlewed every three years by an external consultant under the guidance of the EFC. On 31 july 2025 CPC had 10,597 members, an increase in the year of 499. Membership conslsts primarlly of English colleges, schools, academies and academy trusts and there are also institutions from Scotland, Northern Ireland and Wales. The ambition Set out in the current 5-year business plan is to reach 15,000 members by 2027. Although progress is

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORTI (CONTINUED) FOR THE YEAR ENDED 31 JUL Y2025 currently behind schedule the completlon of several planned initiatives should see significant member increase over the next two years. Charitable objectives The focus of the charity, both in its "Givlng Back" Inltiative and the daily operational activities is on supporting our members in their quest to adequately help and support the following. Learners with Special Educational Needs and Disabilities ISENDI. The physical and mental wellbeing of learners Iwith or without SENDI. Absenteeism. The Board of Trustees, senior management and employees fully support this focus and the positive impact CPC, with their efforts wlll have on people's lives. ND CRESCENT Ing 5enteelsm The Charivs objects have been reviewed to reflect this new focus with an additional object added15ee Ibl below). This was passed at the AGM in December 2024. The Charity's objects are stated below with progress made through the year covered.. a) to promotethe efficiency and effectiveness of charities 4nd the effective use of charitable resources foT the benefit of the public by: Providin services for further education hi her education schools and other educational institutional bodies to romote ood ractice and enhance and im rove their rocurement activities. CPC framewor￿ continue to provide excellent Value for Money for all members supported by a free helpdesk facility and personal technical support from the field based Regiona Procurement Advisor team.

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORTI (CONTINUEDI FOR THE YEAR ENDED 31 JUL Y2025 This is SUPPOrted by consultancy teams providing a procurement managed service which has recorded £10.3M of savings this year on current contract terms across 43 customers and on- demand tendering services. In February 2025 the new Procurement Act came into force. All CPC procurement technlcal employees completed the Cabinet Office Expert Practitioner training in preparation for the new Act and several colleagues have completed the further"deep-dlve" sessions with peers from across the wider publlc sector. This ensures that CPC are best placed to cascade knowledge and support members through the legislative process and ensure their procurement activities are compliant. An increase In communications through newsletters, weblnars and a dedicated Procurement Act page on the CPC webslte has raised members, awareness of the change in law. CPC has also spent a lot of tlme supporting Members and Clients with.. Training for the Procurement Act 2023. Training for all aspects of the procurement process as applied to the sector. Development of new templates for compliance wlth the new Procurement Act which went live in September 2025. CPC has been building relationships with key agencies, Sltch as the Cabinet Office, Department for Education IDfEI, Association of Colleges and Institute of School Business Leaders to further embed good practice5 Wlthin the sector. CPC has also been supporting its suppliers to deliver proturement-related advice to their customer5 buying through CPC frameworks and supporting supplier5 Wlth their transition to tendering under the new Procurement Art, Advancin education and research in such research are ublished. rocurement rovided that all the useful results of Crescent Learning is the flagship under which the charity fulfils its charitable objectives in relation to advanclng education and research activlties in procurement. The Charity continues to fulfil its commitment through the funding of free procurement courses with 3rd party training providers and webinars for CPC member employees. This includes online webinar5 by CIPS and BIP SolLttions and a wide range of webinars designed by CPC. These courses and webinars will ultimately be added into the Crescent Learning library. The ambition is to replicate this offer to framework suppliers by providing a resource area for their employees to advance their procurement knowledge, During the year. 34 tralnlng courses were funded covering subjects such a5 writing a tender specification, ethical procurement and supply, evaluatlon techniques and developing and managing contracts. Many online webinars were attended covering advanced contract management, basic principles of contract law and an overview of the education sector. A total of 5,235 active engagements were recorded from member users galnlng access to tralning development material to advance their knowledge in procurement.

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED} FOR THE YEAR ENDED 31 JUL Y2025 In July 2024, to celebrate CPC reaching its 10.ooolh member landmark the Trustees approved £10,000 being designated from reserves to contribute towards a procurement trainlng related initiatlve made available for CPC members to bid for. Four employees from within membership institutions were successful In securing funding for CIPS Level 4 training. The four students will be mentored through the course by CPUS Learning and Development Lead. The popularity of this initiative was such that CPC will be allocating the same level of funding each year. CPC contlnues to provide full administrative and technical support to regional and national Procurement Advisory Groups IPAGI and the Further Education Facilities Management Network IFEFMNI. These groups provide an excellent forum for members to advance their education through the transfer of knowledge with peers from other educational estèblishments and provide feedback on CPC services. DurlnE the year, 435 members attended PAG meetings and 42 attended FEFMN network groups. 651 members attended the new 'PAG presents" webinars which cover a variety of procurement related topics. CPC is currently replacing the Further Education Library of Procurement IFELPI which is a free to access online learning resource portal for all members. This will merge into Crescent Learning with the new portal going live on the CPC webslte in September 2025. This will contain learning and template resource5 required by members to meet the requirement5 of the Procurement Act 2023. The ambition is for CPC to obtain CPD accreditation for the learning content it produces through thls channel. b) to promote the educatlon of learner in further education, higher educatlon, sthools and other educatlonal bodies, includlng In partlcular (but wlthout limitation) assisting in the provision of faclllties and the funding of project5 for education In those bodles. The Trustees are committed to ensuring that any excess surpluses are reinvested into the education sector. Since 2019 £2.IMillion ha5 been identified as Oeslgnated and Restricted Funds for the purpose of reinvestment. £1.044Million had been expended prior to the financial year with a further £576,780 spent during 24125. Re-investment into the educatlon sector takes the form of several projects with the grant fundlng to sponsor student event513rtivities generating particular interest. The first round of grant funding during 2019120 saw £259k awarded to 33 institutions, the second~round saw £288k awarded to 68 institutlons which was paid during 2021122 and in the third round during 2023124 we paid £201k to 33 institutions. During this financial year a fourth grant fundlng wlndow was opened with £622k awarded to 96 instltutions (several grants are yet to be paid as at 31st of July 20251. The grants awarded are supporting projects that are aligned with our charitable focus of SUPPDrting SEND, wellbelng and absenteeism. This year CPC funded the 'CPC Inclusion Cup, in partnership with the Manchester United Foundation. The event involved the participation of several Greater Manchester college SEND learners, who came together for a football tournament 3t the iconic The Cllfv training

CRESCENT PURCHASING UMITED TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORTI (CONTINUED} FOR THE YEAR ENDED 31 JUL Y2025 ground, ending the day with a tour of the theatre of dreams - the Manchester United Football ground. The team that won the tournament were treated to tickets for Manchester United's final home game of the 2024125 season against Aston Villa. The £1.6Million of reserves paid out to date has supported thousands of learners of all ages. Details of some of the fantastic initiatives we have supported can be found on the CPC website. The Trustees and CPC employees are proud of the contribution they make to these causes. Several Trustees work In educational Instltutlons which are member5 of CPC and therefore benefit from It5 services. Their institution5 are therefore ellgible for grant funding. It IS Stated in the related party transactions that no Trustees sit on the evaluation panel whlch reviews and approve5 funding applications and any grant funding paid to an institution linked to a Trustee will be identified and11sted in the financial statements. The Trustees oversee the charitable objectives of the charlty with due regard to the Charity Commission's public benefit guldance. Flnanclal and buslness revlew. 2024125 saw progresslon through year 3 of the charitvs 5-year buslness plan. The three main strategles within the business plan are., To deliver outstanding procurement services. To support the development of its people (employees and member51. To enable a sustainable future (financial, environmental and economic/social). Total group income for the year ended 31 july 2025 is £6,181,90212024.. £6,036,761) which is in line with the business plan target to reach £7 million in 2027. Net income for the year was £404,99512024.' £1,120,211). Marketing premium income from framework usage has increased by £104kfrom the prevlous year. Total spend reported through the frameworks exceeded £473 million 12024: £433 milllonl provlding real value for money for CPC members. 19 frameworks are currently signposted by the Department for Education IDfE}. Income from managed services increased by E209k during the year to a record total of £1,806,460. Two contracts ended during the year and four new contracts were secured with several short-term contracts started and completed. 43 customers are currently receiving 91 days of managed consultancy service per week. Income from the on-demand tendering service was lower than expected at E585k 12024: £745kl. This was predominantly due to the following. The DfE providing free tender support to larger MATS. It is estimated that tenders have reduced by 25Yo thi5 year as a direct result of this. Covid legacy- new tenders were delayed with many customers extending contracts to 2025. Catering suppliers on the framework have commented that it is quieter than usual at suppliers, event5, backed up by the number of catering tenders published.

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORTI (CONTINUED) FOR THE YEAR ENDED 31 JUL Y2025 Delaying effect of the new Procurement Act 2023. Crescent Services ITPSI Limited which seFvices the wider public sector has seen its most active yearto date with significant increase in Cpcframework usage1£7.4 milllon, 2024.. £4.8 million) and the renewal of a 3-year managed service contract with a Housing Association. Income for the year Is £153,19512024: £110,219) and profit for the year is £24,18712024.. £46,141). AII profits are gift-aided to the charity. Fundraising- the charlty does not generate a regular income from fundraising and therefore does not use the services of fundraisers either on a paid or voluntary basis. CPC received several corporate donatlons during the year totalling £9,95912024: E12,1821 which is placed In restricted reserves and is used as contribution toward "giving back" inltiatives. Employee wellbeing is at the forefront of the chariws values with continued investment in a comprehenslve Employee Assistance Programme IEAPI to support mental health alongslde other wellness benefits. The total benefits package offered to employees 15 one of the best in the country and tonfirms our value of putting people first. The Charity participates in the West Yorkshlre Pension Fund IWYPFI with employees having the optlon of participatlng In the NEST pension scheme. The WYPF pension scheme value on 31 July 2025 continues to show the company as having a pension asset. This has increased to £2,381,00012024'. £1,293,0(KJl. In accordance with applicable accounting standards, the asset value has been deemed to be unrecognisable on the basis that the company has no expectation of reduced future employer contribution5 at some point during the life of the plan. Although a pension asset 15 arising. this does not create an immediately realisable asset that can be expended for the specific purposes of the pension fund. In respect of the year ended 31 July 2024 a glft ald payment of £17,37212024.. £28,769) was received from Crescent Services ITPSI Limited. All gift aid received into the charity is transferred to the restricted reserves for use in its Glving Back initiative5. Reserves pollty CPC maintains a reserves policy that is avallable on Its website. Thls sets out the level of reserves to be held by the company and the reasons why. The level of reserves stated wlthln these financial statements will exceed the amount required as stated in the policy. The excess reserve will be transferred into designated reserves once approved at the next Board meetlng in December 2025. Designated and Restricted reserves are those reserves that the Board of Trustees have approved for the purpose of "Giving back" to the education sector. Environmental management At the start of 2022 a Sustainability Working Group was established with employee volunteers from across CPC. This Is chaired by a member of the Group Leadership Team IGLT) and has a

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JUL Y2025 Board sponsor. The aim of the group is to ensure the objertives set out in the 5-year strategy are achieved, not least setting out and completin8 the detailed plan to achieve IS014001 Environmental Management accreditation. Progress is reported at each monthly GLT meeting and at each Board meeting. In 2022/23 an Environment Management System IEMSI template and the Charit15 first Environmental and sustainability policy was produced. Thi5 year the focus has been on collecting carbon emission data generated by our activities from 2021/22 to the present. This will continue Into 2025126 when we expect to Lfse the data to track our progress and to produce our first Carbon Management Plan ICMPI to manage and ultimately reduce our footprint over the next five years. This will be published on the website. Business travel across the organlsatlon Is forecast to reduce year-on-year a5 management encourage more efficient and effective means of consulting with customers, in particular the Regional Procurement Advisors meetings wlth members which are, in the main held virtually. A hybrid working model means that employees based at the Head Office in Salford are only expected to work on51te for two days per week and can work from home for the remalnder. Some managed service contract customers are willing for CPC employees to work on 3 hybrid basi5 to reflect their own working practices. This year £l.000 was donated to Street trees for Living, a charity which works with Schools, many of which are CPC members to plant trees and orchards in the Lewisham area of London. Each year. a similar type of charlty in a different part of the country will be chosen to receive a similar donation. CPC employees can take a volunteering day each year to volunteer at a charlty of their choice. Many employees, particularly those based at the head office have used this day to litter pick at the local park. Soclal Impatt CPC continues it5 agile working policy which allows employee5 to choose their place of work withln any customer contractual boundaries. This has had a positive effect on both productivity and employee wellbeing. The company head office in Salford remains partlallv occupied and Is predominately used as a hub for collaborative working with teams across the company. CPC was very pleased to maintain it5 "Great place to Work" accreditation for its fifth year which runs alor)gside Its current accreditations for 'Yop 100 Great Place to Work for Development" Top 100 Great Place to Work forwornen", "Top 100 Great Place to Work for Wellbeinty,, "Gre3t Place to Work - UK'S best workplace" and "UK'S Best Workplace for medlum organlsation5". The 5-year buslness plan supports the Charltvs "Grow Your Own" ethos by incorporating the recruitment of local graduates into planned positions across several areas of the biJ5ine5S. The latest procurement graduate started on 4th August 2025 working in the Contracting team

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORTI ICONTINUED) FOR THE YEAR ENDED 31 JUL Y2025 on the productlon and maintenance of frameworks. Graduate programmes last approximately 2 years. The management and distribution of restricted and deslgnated reserves to member institutions in the form of grants is led by the "Giving Back" Group who ensure that the projects funded are servlclng our charitable focus. £552k of grant funding was distributed during the year with further funding commissioned for 2025126. Feedback from institutions that have received funding have been extremely positive and demonstrate the direct and positive Impact CPC is having on the lives of young learners. The charity's soclal impact from 'Giving Back" can be easlly measured wlth the results available on the CPC website. Measuringthe impact from the day-to-day operational activities is more challenging and 2025126 will see progress being made to address this with the results published on the website. The impact will focus on the Charity's main stakeholders.. Members and customers. Framework suppliers. Employees. The community. In July 2025 CPC held its second Supplier Excellence Awards Night at the Hilton Hotel in Manchester. This was to celebrate the achievements of framework suppliers in supporting the education sector over the year and to involve suppllers in the Charit¢s focus of sUPPOrting SEND, wellbeing and absenteeism for its members. The event was a success Wlth £9,230 of donations being received for"Giving Back" as well as several leads being Eenerated from suppliers and attendees for increased support toward the new SEND, wellbeing and absenteeism initiatives on a longer-term basis. CPC uses local trades for the maintenance of its head office and supply of goods. This not only asslsts the local economy but reduces our carbon footprint. Equality diversity and Incluslon {EDI) A S-year EDI strategy was launched in November 2023. The Trustees recognise that EDI Is key to helping deliver a public benefit and continually reappraise a full and comprehensive pollcy of diversity, Inclusion and equal opportunities. CPC produces an EDI Annual Report which is published on its website detailing the ambitions and continual progress being made by the EDI working group, which was formed in 2022 alld is chaired by an employee. The group works on various initiatives throughout the year to support the development of employees, one of CPC'S main strategic objectives. The EDI working group overseas the great work being carried out by the Women's, Men'5 and the new carer's support groups with further inclusive groupslsuch as a neurodiversity group) and actlvltles planned. This year we launched our Carers Passport which allows additional working adjustmentslsuch a5 working from homel and tlme off for employees who are also carers to attend relevant appointments. io-

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT IINCLUDING DIRECTORS, REPORTI {CONTINUED) FOR THE YEAR ENDED 31 JUL Y2025 Any ernployee who thinks they may be neurodiverse can have a free occupational health assessment which management will use to ensure adequate reasonable adjustments are made. In support of EDI initlatives outside of the charity, CPC donated £1,000 to Just Like Us, who empower LGBTQ+ young people through education and ensurlng schools have access to LGBTQ+ educational resources. Similar donations will be committed each year. Health, Safety Bnd employee wellbelng The Trustees are aware of thelr responslbllltles on all matters relating to health and safety. The Charity ha5 a dedicated health, safety and wellness Lead who prepared the current health, safety and employee wellbeing strategy. A Board sponsor oversees the work that is Carried out in relation to this. The aim of this strategy is to develop a positive health, safety and wellbeing tulture with coherent policies and procedures that are compliant with all appropriate health and safety standards. Further details are provided in this report under Risk Management and Compliance checks. In February 2024 CPC was awarded its flrst ISO accreditation, ISO 4SOOI Ioccupatlonal Health & Safety Management). In February 2025 the accreditation was extended for 3 further 3- vears. Thi5 athieves one of the main business aims within the 2022-27 Business Plan. Further and 5UStained investment in employee wellbeing is a priority, with the majority of the workforce working remotely. The actions specified in the Health & Safety strategy have been completed. Eight employees have been trained as mental health first aiders and an exercise to identify the causes of work-related stress highlighted specific areas which are being targeted. The Health, Safety and Wellness Lead is currentlyworking towards a diploma in Mental Health and Wellbeing Culture Change. This will result in a strategy being developed to specifically address this. An Employee Value Proposition IEVPI has been Implemented which followed detailed consultations with all employees as to what CPC could do better as an employer. All points have been addressed or are in the pipeline. A small working group oversees activities, often aligning with various awareness days throughout the year. Weekly online office chalr yoga sessions and season31 coffee and connections have been particularly well received. CPC is proud to maintain it5 Top 100 Great Place to Work for Wellbeing accredltatlon for another year with 97% of employees feeling that CPC is a physically safe place to work, 80% of employees feeling that CPC Is a psychologically and emotionally safe place to work and 89% feeling that CPC encourages work-life balance. 96% of employees are proud to tell others they work for CPC. Management Is In the process of analysing these resuSt5 to make Improvements. li-

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JUL Y 2025 Governance The Trustees are committed to the highest standards of Governance and recognise that this is only achieved through continual improvement. The Charity Governance Code is used as guidance and support for future improvements. In the bulld up to and during each Board meeting over the last two years the Trustees have taken one of the seven principles included in the code and identified areas where further improvements can be made which will form part of the continual Board development proces5. Five principles have been covered to date covering the following topics. Organisational purpose. Board effectiveness. Leadership. InteEritv. Decision makin& risk and control. The Trustees have completed an annual skills assessment for the last three years and these have identlfied skllls gaps within the Board which have mostly been addressed with the appointment of three new trustees in March. The charity is proud to have a Board that has the most diversity it has ever had with the greatest breadth of skills. This will only benefit the charity going forward. There are however some remaining knowledge gaps amongst the Trustees and a comprehensive learning and development programme has been created to address this over the next twelve months. The Trustees have approved a Trustee Performance Review Process whlch will incorporate a Board Development Plan alongside collective Board performance reviews every three years and annual individual trustee performance review. The Crescent Services ITPSI Limited Board consists of three directors.. the Chair of CPC, the Managing Director of CPC and the Head of Finance and People of CPC. This is to improve efficiency and governance with separate Board meetings being held in advance of the maln Charity Board meetings. The GLT acknowledge that the organisation requires effectlve leadership at every level to achieve the Group's Mission and Vlsion. A new training and development programme for all managers is in place. This involves all managers commencing on the Institute of Leadership and Management IILMI level 3 accredltatlon course over the next two years, with some progresslng to level 5. Thls Is funded by the Apprenticeship Levy. CPC has several cash investments in line with its Treasury Management Policy. The Trustees require that all investments be carried out ethically and have agreed that for now the charity will refrain from equity investment5. 12-

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORTI (CONTINUED) FOR THE YEAR EAIDED 31 JULY2025 The Head of Finance and People regularly monitors not only the credit ratings of institutions the charity invests its cash with but also the environmental sustainability performance of the listed institutlolls and reports on thls through the Employment and Finance Commlttee. The environmental sustainability performance is measured using the Good Shopplng Guide as reference and is based on several criterla incorporating envlronmental reporting, destruction, carbon disclosure & reduction, responsible investment. ethical accreditation5, political donations and ethical innovation. Internal controls assurance The Trustees are responsible for ensuring that its busiriess is conducted In accordance with the law and proper standards, that the Charity's assets and money are safeguarded and properly accounted for, and that they are being used economically and effectively. A wide range of Internal control mechanisms Bre in place and belng operated to help CPC meet its strategic objectlves, to operate within the law, to make effective use of the Charity's money and to report activities accurately. These bring together information from all significant parts of the business and provide assurance to the Trustees that an effective system of Internal controls is in place. The most SlEnificant sources are through.. The external auditors. Financial and non-financial performance monttoring and management. Appropriate communlcatlons structures. Effectlve strategies, policies and procedures. External stakeholders, including the Charity Commission and accreditation bodies. The main forms of assurance are: erational controls Effective recruitment and selection process is in place to ensure suitable people are employed (including the completion of Dlsclosure and Barring Service checks for employees working in ed¥Jcational institutions) with senior managers responslble for ensurlng that standards of condurt and behaviour are maintained to the highest levels. Annual appralsals Iba5ed around the Charity's vision and values) and half year interlm reviews, with regular team and one-to-one meetings undertaken to maintain high standards of performance. People Development proce55e5 are in place to address any gaps or failings. Formal Financial and People related policies and procedures, IT and Communications Access Policytr Data Protection Policy, Health and Safety Policy and Treasury Management Policy. 13-

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT {INCLUDING DIRECTORS. REPORTI (CONTINUED) FOR THE YEAR ENDED 31 JUL Y2025 Appropriate separations of dutles are In place across key operational functions e.g., a purchase order process to mitigate risks around fraud. Role based access controls are in place to ensure that employees only have access to systems and data that is pertinent to their requirements. Financial forecasts and budgets are In place which allow the GLT to monitor spend in tem)s of achlevlng budgets in the short, medium and long term. In July 2024 the Board of Trustees approved the fom)ation of an Employment and Finance Committee IEFCI which meets three times a year, a month prior to each main Board meeting. Its remit will be to review arbd evidence that operational controls are effectlve. The EFC comprises three Trustees, two of whom are accountants and one who is a Coach and Consultant alongside the Managing Director and Head of Finance and People. Risk mana ement and com liance checks The GLT maintaln a comprehenslve rlsk reglster. Risks are collated under four maln headlngs: Financial, assets* premise5, H&5 and charitable status. Suppliers, partners, competition, frameworks and all Group procurement servlces. Group operational, leg31 and regulatory matters. Membership, customers, reputational issues and the marketplace. The risk register land in particular the "top 5" risks identified below) is reported to Trustee5 at every Board meeting, supplemented by detailed reviews throughout the year by the GLT. The risk appetite 15 reviewed during this process. an ga on Significant loss of income Severe reduction in income due to increased competition and loss of market share poses a risk to the business plan. RiskAppetlte- moderote Robust financial management processes are in place with action plans identified should trlgger points be met. Reserves policy ensures adequate reserves are maintained. New growth plan5 for all service areas have been produced to ensure income is maintained and alternative income streams are identified. Compliance with Data Protection legislation Secure and resilient technology and processes are fvndamental in building a more resilient business. Risk Appetite- avoid External penetration testing of Systems is carried out each year. Internal tests are carried out on employees at random times throughout the year. Annual mandatory training is completed by all employees. The Servers are cloud- 14-

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT (INCLUDING DIRECTOR5, REPORn (CONTINUED) FOR THE YEAR ENDED 31 JUL Y2025 based with daily routine backups taking place. Compllance with health and safety leglslatlon Failure to reduce or remove threats to employee, customer and supplier health 2nd safety leads to harm and reputational damage. Risk Appetite - avoid A health, safety and employee wellbeing strategy is In place with mandatory training for all employees. A wellness group Is tasked with maintaining an employee wellbeing and engagement programme. CPChas invested in an Employee Assistance Programme IEAPI and other health benefits. CPC has achieved 150 45001 accreditation. Business continuity in the event of a major disruption Impact of major disruption such as Covid-19 pandemic, cyber-attack or major IT outage on the continuing operations of the business. Risk Appetite- moderate A Business Continuity Plan provides guidance and 5UPPOrt in the event of a major no-notice event. This is tested throughout the year. Recruiting and retaining talent Recruitment and retention of talent is essential to the dellvery of buslriess oblectlves and the Ios5 of skills and knowledge poses a challenge to maintalnlng performance. RiskAppetite- moderate Although retention is improving it is recognised that complacency must not set in. Competitive terms and condition5 including a generous bonu5 and pension scheme. Regular feedback is received from employees via surveys, 1-2-Is and exit interviews. Our Employee Value Proposltion IEVPI strategy focuses on improving all areas of people development, culture, work environment and total reward5. In July 2025 the Board of Trustees approved the formation of a working group to focus on risks in greater depth. This group will provide continual and detailed reviews of all risks wlth recommendations belng presented to each Board meeting. The group will be headed by a Trustee and the Managing Director and may evolve into a formal sub-committee in the future. A range of surveys are undertaken of customer and employee satisfaction. The GLT conduct detailed analysis of the results Wlth attions taken to address areas of concern. There is appropriate independent oversight of compliance within specific areas of the buslness such as Health & Safety and Data Protection. 15-

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORTI {CONTINUEDI FOR THE YEAR ENDED 31 JUL Y 2025 CPC continues to progress Its 5-year strategy In relation to health, safety and employee wellbeing which is sponsored by a board member. CPC has achieved ISO 45001- Occupational Health & Safety accreditation. CPC malntalns Its "Great Place to Work. accreditation, ￿0P 100 Great Place to Work for Development" Yop 100 Great Place to Work for Women" Top 100 Great Place to Work for Wellbeing" Great Place to Work- UK'S best workplace" and "UK'S Best Workplace for medium organisations" CPC maintains Cyber Essentials Plus accreditation. CPC commissions external consultants to perform penetratlon testing on its systems each year. This forms part of the Charitv's work toward achieving150 27001- Informatlon Security Management accreditation. A Trustee sponsors a working group set up to ensure CPC maintains full compliance wlth UK GDPR focussing on continual improvement. Internal controls assuran￿ conclusion The Trustees can take assurance that the CPC is reacting appropriately to the challenges it faces and has acted proattively to identify, investigate and communicate is5ue5 and management actlons in an accessible, transparent manner. The Trustees can confirm that the CPC has suitable internal controls for maintaining adequate accounting records, for safeguarding the assets of the Charity, and for taking reasonable steps to prevent and detect fraud and other irregularities. They also conflrm that no weaknesses have been identified from the external audit which would have resulted in material misstatement or loss and whlch would have requlred disclosure in the flnanclal statements. Annual general meetlng The annual general meeting will be held on 10th of December 2025. The event will be hybrid. online vla Microsoft Teams and in person. External auditors DJH Audlt Llmited were appointed as the external auditors for the next three years following a re-tendering exercise conducted through the CPC Audit Services framework and open to all suppliers on that framework. Lookln ahead CPC intends to continue its growth over the coming years in line with the 5-year strategy launched In 2022. New growth plan5 for all frontline business streams have been developed. A detailed and robust development training package for the company's procurement professionals and managers was launched in Autumn 2024. This follows the charity's 'Grow Your Own" ethos which is aimed at ensuring CPC retains the best talent. The next year will 16-

CRESCENT PURCHASING UMITED TRUSTEES, REPORT IINCLUDING DIRECTORS, REPORTI ICONTINUEDI FOR THE YEAR ENDED 31 JUL Y2025 see commencement Dn a similar development package for all non-procurement professionals and managers. The Articles of Association have been reviewed to ensure it accurately reflects the work the charity is currently doing and its growth ambitions. A revised set was presented to voting members at the AGM in December 2024 for approval. This included an added charitable object to include the increasing focus on "Giving Back" The added objective was approved though the other change5 Wlthin the new Articles were not approved. Feedback ha5 been reviewed and adlustments made prlor to an updated recommendation to be presented at the 2025 AGM in December. CPC will shortly be publishing its second Equality, Diversity and Inclusion IEDII Annual Report for 2024125 coverinE all its achievements through the year and future plans in furtherance of the EDI Strategy published last year. CPC is looking to fund research into absenteeism which wlll be published and hopefully aid our members. A further grant funding round is planned for early 2026 and several exciting new ideas are being investigated for our "giving back" cause. A second CPC Inclusive Cup Is also in the planning stage with the Manchester United Foundation which will be even better and Involve member5 from around the country. The lease on the current Head Office is due to end in 2028 and the search for new premises h85 begun. The financial strength of CPC ensures it can absorb any continued impact from rislnE inflation and the cost-of-living and wlth no long-term liabilities Iloan51 is not negatively impacted by flyctuations in interest rates. Statement of the responslbillties of the Board of Trustee5 in relation to the Financial Statemen15 Company l?w requires the Trustee5 to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Charity at the end of the financial year and of its surplus or deficit for the financial year. The Trustees are required to: Select 5Ultable accounting policies and then apply them consistently. Observe the methods and prlnciples in the Charities Statement of recommended Practices ISORPI. Make judgements and estimates that are reasonable and prudent. state whether applicable UK accounting standard have been followed, subject to any material departure disclosed and explained in the financlal statements,. and Prepare the financlal statements on the going concern basis unless It15 inappropriate to presume that the charity wlll continue in business. 17-

CRESCENT PURCHASING LIMITED TRUSTEES, REPORT IINCLVDING DIRECTORS, REPORn (CONTINUED) FOR THE YEAR EAIDED 31 JUL Y2025 The Trustee5 are responslble for keeping proper accounting records that disclose, with reasonable accuracy at any time, the financial p051tion of the Charity and to enable them to ensure that the financial statements comply with the Companles Act 2006. They are also responsible for safeguarding the assets of the Charity and its subsidiary company and hence taking reasonable steps for the prevention and detection of fraud and other irregularities. The Trustees are responsible for the maintenance and integrlty of the corporate and financial information included on the charitable companWs website. Legislation in the United Kingdom governlng the preparation and dissemination of the financial statement5 may differ from egislation in other jurisdictions. In so far as each Trustee is aware.. There is no relevant audit information of which the charitvs auditors are unaware,. and The Board of Trustees have taken all steps that it ought to have taken to make itself aware of any audit information and to establish that the auditors are aware of that information. ThSs report of the Trustees was approved by the Board on 10th of December 2025 and signed on its behalf by.. A J Comyn Chair of Trustees -18-

CRESCENT PURCHASING LIMITED INDEPENDENT AUDITOR'S REPORT FOR THE YEAR ENDED 31 JULY2025 Oplnlon We have audited the financial Statements of Crescent Purchasing Limited Ithe parent 'charity'l and its subsidiarie5 "the group" for the year ended 31 july 2025 which comprise the consolidated statement of flnancial activitie5, the consolidated balance sheet, the charity balance sheet, the consolidated statement of cash flows and notes to the financial statements, including significant accounting policie5. The financial reporting framework that has been applied in their preparation Is applicable law and United Kingdom Accounting Standards, including Flnancial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland Iunited Kingdom Generally Accepted Accountlng Practicel. In our opinion, the financial statements.. give a true and fair view of the state of the group's and the charitable company's affairs as at 31 July 2025 and the group's incoming resources and application of resources, for the year then ended,. have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice,. and have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinlon We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financlal statements section of our report. We are independent of the Group and the charity in accordance with the ethical requirements that are relevant to our audit of the financial statement5 in the UK, including the FRCs Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Concluslons relatlng to golng concern In audlting the financial statements, we have concluded that the trustees, use of the going concern basis of accounting in the preparation of the financlal statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or condltions that, individually or collectively, may cast slgnificant doubt on the group's or charity's ability to continue as a going concern for a period of at least twelve months from when the financlal statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant section5 of thls report. Other informatlon The other information comprises the informatlon Included in the annual report other than the financial statements and our auditorfs report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial 19-

CRESCENT PURCHASING LIMITED INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF CRESCENT PURCHASING LIMITED statements does not tover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the flnancial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact, We have nothing to report in this regard. Matter5 on which we are required to report by exception In the light of the knowledge and understanding of the group and charity and its environment obtained Sn the course of the audSt, we have not Identified material misstatements in the trustees, / directors, report. We have nothlng to report In respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require5 US to report to you if. in our oplnion: the information given in the financial statements Is inconsistent in any material respect with the Trustee5' report- or sufficient accounting records have not been kept; or the financial statements are not in agreement with the accounting records; or we have not received all the information and explanations we require for our audit. Responslbllltles of trustees As explained more fully in the statement of responsibilities of the Board of Trustees, the trustees, who are also directors of the charity for the purpose of company law, are responsible for the preparation of the financial statement5 and for being satisfied that they give a true and fair view, and for such Internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity's ability to continue as a going concern, disclosin& as applicable, matters related to going concern and using the golng concern basis of accountlng unless the trustees either Interbd to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Audltorfs responsibilities for the èudit of the financial stotements We have been appointed as audltor under Section 145 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder. Our obJectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to Issue an auditor's report that includes our opinion. Reasonable assurance 15 a high level of assurance 20-

CRESCENT PURCHASING LIMITED INDEPENDENT AUDITOR'S REPORT (CONTINUED) TOTHE TRUSTEES OF CRESCENT PURCHASING LIMITED but Is not a guarantee that an audit conducted in accordance wlth ISAS (UK} will alway5 detect a material mlsstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financlal statements. Irregularities, including fraud. are instances of non-compliance with laws and regulations. We design procedures in Ilne with our responsibilities, outllned above, to detect material misstatements in respert of irregularitie5, including fraud. The extent to which our procedures are capable of detectlng irregularities. including fraud, 15 detailed below. Our approach to Identifying and assessing the risks of material mlsstatement in respect of irregularities. including fraud and non-compliance with laws and regulations, was a5 follows- the engagement partner ensured that the engagement team collectively had the appropriate competence. capabilities and skills to identify or recognise non-compliance wlth applicable laws and regulations: we identified the laws and regulation5 applicable to the group and charity through discussions with trustees and other rnanagement, and from our previou5 knowledge and experlence of the cllent and buslnesses In similar sectors; we a55essed the extent of compliance with the laws and regulations identified through making enquiries of management and inspecting any available legal correspondence,, and the audit team were In regular communication in relation to law5 and regulations and potential instances of non-compliance throughout the audit. We assessed the susceptibility of the groups and charit¢5 financial statements to material misstatement, including obtaining an understanding of how fraud might occur, bv.. making enquiries of trustees and manageTnent as to where they considered there was susceptibility to fraud, their knowledge of actual. suspected and alleged fraud,. and considering the Internal controls in place to mitigate risks of fraud and non-compllance with laws and regulations. To address the risk of fraud through management bias and override of controls, we.. performed analytical procedures to identify any unusual or unexpected relationships; tested journal entries to identify unusual transactions: assessed whether judgements and 35sumptlons made in determining the accounting estimates were indicative of potential bias,. investlgated the rationale behind significant or unusual transactions; and performed walkthrough tests on major transaction cycles. In response to the risk of Irregularities and non-compllance with laws and regulations, we designed procedures which included, but were not limited to: agreeing financial statement disclosures to underlying supporting documentation,. enquiring of Trustees and management as to actual and potential litlgatlon and claims; reviewing legal and professional experises for potential ongoing litigation work,. review of board meeting minutes- and 21-

CRESCENT PURCHASING UMITED INDEPENDENT AUDITOR'S REPORT ICONTINUEDI TO THE TRUSTEES OF CRESCENT PURCHASING LIMITED enquiry of those charged with governance around actual and potentlal litigation and clalms. Despite appropriate planning and performlng our work in accordance with International Auditing Standards, there are always inherent limitations that non-compliance 15 not detected. Non-compliance with laws and regulations is often further removed from the events and transactions reflected In the financial statements and material misstatements due to fraud can be deliberately concealed from audltors, for example through misrepresentation. forgery or collusion. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. A further description of our responsibilities is available on the Financial Reporting Council's website at.. https'.//www.frc.org.uk/auditorsresponsibilities. This description form5 part of our auditor's report. Use of our report Thls report Is made 501ely to the charltvs trustees, as a body. In accordance with Part 4 of Charities (Accounts and Reportsl Regulations 2008. Our audit work has been undertaken so that we mlght state to the charit￿$ trustees those matter5 we are required to state to the member in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charitvs trustees for our audit work, for this report, or for the opinions we have formed. Z)JH Judit Limitld Chris Abbott FCA (Senior Statutory Audltor) For and on behalf of DJH Audlt Limited Date: 1511212025 Accountants and Statutory Auditors st Georges House Peter Street Manchester M2 3NQ DJH Audit Limited is eli8ible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006. 22-

CRESCENT PURCHASING LIMITED CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 JUL Y2025 As restated Charlty 2024 restated Group 2024 Group 2025 Charity 2025 Note5 Income from: Donations and legacies Charitable activities Investments 9,959 12,182 27,331 43,778 5,963,906 5,834,220 5,932,198 3,727,166 208,037 190,359 207,655 183,435 Total Income 6.181.902 6,036,761 6,167.184 3,954,379 Ex enditure on: Charitable activities 5.776.907 4,916,550 5,769,004 2,740.743 Net inwme tortheyearl Net incoming resources Other recognlsed galns and losses Actuarial loss on defined benefit pension schemes 404,995 1,120.211 398,180 1,213.636 141,0001 1784,0001 141,0001 1784,0001 Net movement in funds 363,995 336,211 357,180 7,294.258 6.958,047 8,224,701 7,795,065 1959,3631 429,636 Fund balances at l August 2024 23 Tenet merger Ihive-upl to CPL Fund balances at 31 July 2025 26 7,658,253 7,294,258 7,622,518 8,224,701 The statement of financlal activities includes all galns and losses recognised in the year. All income and expenditure derive from continuing actlvities. The statement of flnancial activities also complie5 Wlth the requirements for an income and expenditure account under the Companies Act 2006. -23-

CRESCENT PURCHASING LIMITED CONSOLIDATED BALANCE SHEET ASA T31 JULY2025 A5 restated Charity 2024 restated Group 2024 Group 2025 Charity 2025 Notes Fixed assets Intangible assets Tangible assets Investments 13 14 15 12.370 23,178 27,480 24,907 12,370 27,480 23,178 13,995 10,000 1,377.962 35,548 52,387 45,548 1,419,437 Current assets Debtors Cash at bank and in hand 17 1,939,400 1,359,822 1,911,816 1,026,885 6,672,073 6,762,682 6,647,005 6,492,782 8,611,473 8,122,504 8,558,821 7,519,667 Creditor5.' amounts falling due withln one year 18 1988,7681 {880,6331 1981,8511 1714,4031 Net current assets 7,622,705 7,241,871 7,576,970 6,805,264 Net as5et5 excluding pension 7,658,253 7,294,258 7,622,518 8,224,701 Defined benefit pension surplu5 1 provlslon for liabilitie5 19 Net assets 7.658,253 7,294,258 7,622,518 8,224,701 Income funds Unrestricted funds- designated Unrestricted funds- general Unrestricted funds- pension Restricted Funds- "Giving Back" 21 458,584 520,993 458,584 520,993 7,179,628 6,765,555 7,143,893 7,695,998 23 20,041 7,710 20,041 7,710 7,658,253 7,294,258 7,622,518 8,224.701 24-

CRESCENT PURCHASING LIMITED BALANCE SHEET {CONTINUEDI ASA T31JUL Y2025 The company is entitled to the exemption from the audit requirement contained in 5ectlon 477 of the Companles Act 2006, for the year ended 31 July 2025, although an audit has been carrled out under sectlon 144 of the Charitles Act 2011. No member of the company has deposited a notice* pursuant to Section 476, requiring an audit of those financial Statements under the requirements of the Companies Act 2006. The trustees acknowledge their re5pon5ibilities for ensuring that the charity keeps accounting records which comply with section 386 of the Act and for preparlng flnancial statements which give a true and fair view of the state of affairs of the company as at the end of the financial year and of its incoming resources and application of resources, including its income and expenditure, for the financial year in accordance with the requirements of sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements. so far as applicable to the company. These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime. The financial statements were approved by the Trustees on 10th of December 2025 Ajcom Chair of Trustees Company Registration No. 06774578 25-

CRESCENT PURCHASING LIMITED CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR EJVDED 31 JUL Y2025 2025 2024 Note5 Cash flows from operatlng activities Cash lusedl / generated from operations Investlng activitles Purchasing of tangible fixed assets Sale of fixed assets Interest received 27 1282,8651 916,505 115,7811 118,1221 634 190.359 208,037 Net cash generated 192,256 172,871 Net cash used in financing activities Net Idecreasel / Increase in cash and cash equivalents 190,6091 1,089,376 Cash and cash equivalents at beginning of year 6,762,682 5,673,306 Cash and cash equivalents at end of year 6,672,073 6,762,682 -26-

CRESCENT PURCHASING LIMITED NOTESTO THE FINANCIAL STATEMENTS ICONTINUEDI FOR THE YEAR ENDED 31JULY 2025 l. Accountlng pollcies Charlty Informatlon Crescent Purchasing Limited is a private company limlted by guarantee incorporated in England and Wales. The registered office is Procurement House, Leslle Hough Way, Salford, M6 6AJ. The Crescent Group consists of Crescent Purchaslng Limited and Crescent Servlces ITPSI Llmlted. 1.1 Accountlng convention The charity constitutes a public benefit entity as defined by FRS 102. The financial Statements have been prepared in accordance with accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in that UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland IFRS 1021, the Charities Act 2011 and the companies Act 2006 and UK Generally Accepted Accounting Practice. The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts In these financial statements are rounded to the nearest £. The financial statements have been prepared under the hlstorical cost convention. The principal accountlng policies adopted are set out below. This charity is a qualifying entity for the purpose of FRS 102 and the Charity SORP, being member of a group where the parent of that group prepares publicly available consolidated financial statements which are Intended to give a true and fair view lof the assets. liabilities, financial p051tion and profit or lossl and that member is included in the consolidation. The charity has therefore taken the advantage of exemptions from the following disclosure requirements for parent company information presented within the consolidated financial statements, Section 7 'Statement of Cash Flows, Presentation of a statement of cash flow and related notes and disclosures Section 33 'Related Party Disclosures,: Compensation for key management personnel. 1.2 Golng concern At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus, the trustees continue to adopt the going concern bas15 of accounting in preparlng the financial statements. -27-

CRESCENT PURCHASING LIMITED NOTESTO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JULY 2025 l. Ac¢ounting polleles (Continued) 1.3 Charitable funds Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives unless the funds have been designated for other purposes. Restricted funds are subject to specific condition5 by donors a5 to how they may be used. The purpose and uses of the restricted funds are set out in the note5 to the financial statements. Endowment funds are subject to specific conditions by donors that the capital must be maintaSned by the charity. 1.4 Incomlng resources Income is recognised when the charity is legally entltled to It after 3ny performance conditions have been met, the amounts can be measured reliably, and it Is probable that Income will be received. Cash donations are recognised on receipt. Other donations are recognised once that charity has been notified of the donation unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received LFnder Gift Aid or deeds of covenant is recognised at the time of the donatlon. Legacies are recoEnised on receipt or othe￿iSe If the charity h35 been notified of an impending distribution, the amounts is known, and receipt Is expected. If the amount is not known, the legacy is treated as a contingent asset. Interest on funds held on deposlt Is included when recelvable and the amount can be measured reliably by the charity, this is normally ¥Jpon notification of the interest pald or payable by the bank 1.5 Resources expended Expenditure is included wlthin the Statement of Financial Activities on an accru315 basis. Irrecoverable VAT has been charEed as a cost against the activity in which the expenditure was incurred. All expenditure is solely for the purpose of achieving the charities objectives and has been disc105ed within those cost categories. Governance cost5 are recognised when, and to the extent that, the charlty can identify activities in which are associated with the general running of the charity, as opposed to being dlrectly associated with its charitable actlvitles. Support cost5 are recognised when the charity can identify centralised servlces that benefit all area of the charitvs operatlons. -28-

CRESCENT PURCHASING UMITED NOTES TO THE FINANCIALSTATEMENTS ICONTINUEDI FOR THE YEAR ENDED 31 JULY 2025 l. Accountlng pollcles Icontlnued) 1.6 Intangible flxed assets- goodwill Goodwill represents the exces5 of the cost of acquisition of unincorporated businesses over the fair value of net assets acquired. Its it Initially recognised as an asset at cost and Is subsequently measured at cost less accumulated amortisation and accumulated impairment losses. Goodwill shall be consldered to have a finite useful life and shall be amortised on a systematic basis over its life. 1.7 Intangible fixed assets other than goodwill Intangible assets acquired separately from a business are recognised at cost and are subsequently measured at cost less accumulated amorti58tion and accumulated impairment losses. Intangible assets acquired on business combinations are recognised separately from goodwill at the acquisition date where it is probable that the expected ftjture economlc beneflts that are attributable to the asset will flow to the entity and the cost or value of the asset can be measured reliably. Amortisation is recognised so as to write off the cost or valuation of a55ets les5 thelr residual values over their useful lives on the following bases., Customer relationship Brand Cloud-based server upto8years upto8years Over 5 years 1.8 Tanglble Ilxed assets Tangible fixed assets are Inltlally measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses. Depreciation is recognised so as to wrlte off the c05t or valuation of assets le55 their residual value over their expected useful lives on the following bases: Leasehold improvements Plant and equipment Fixtures and fitting5 Over the life of the lease Between 3 and 6 years Over 5 years The gain or105s arlslng on the disposal of an asset Is determined as the difference between the sale proceeds and the carrying value of the asset and is recognised in net income/lexpendlturel for the year. 1.9 Impairment ol flxed assets At each reporting end date, the charity reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indication that these assets have -29-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31JULY 2025 l. Accountlng policie5 (Continued) suffered an impairment loss. If any such Indlcatlon exists. the recoverable amount of the asset is estimated in order to determine the extent of the impairment1055 lif anvl. Intangible assets with Indeflnite useful lives and Intangible assets not yet available for use are tested for impairment annually, and wherbever there is an indication that the asset may be impaired. 1.10 Fixed assets investments Fixed asset investments are initially measured at COSt and subsequently measured at cost less any accumulated impairment10sses, The investments are assessed for impairment at each reporting date and any impairment losses or reversals of impairment losses are recognlsed immediately in net incomellexpenditurel for the year. 1.11 Cash and cash equivalents Cash and cash equivalents include cash in hand, deposits held at C311 with banks, other shirt-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities. 1.12 Flnancial instruments The charity has elected to apply the provlslons of Section 11 'Basic Financial Instruments, and Section 12 '0ther Financial Instrument5 Issues, of FRS102 to all of its financial instruments. Financial instruments are recognised in the charit¢s balance Sheet when the charlty becomes party to the contractual provision of the instrument. Financial assets and liabilities are offset, with the net amounts presented In the flnancial statements, when there is a legally enforceable right to set off the recognised amounts and there Is an intention to settle on a net ba51s or to realise the asset and settle the liability simultaneously. Ba51cAlnunclal ussets Basic financial a55ets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction cost5 and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts dlscounted at a market rate of Interest. Financial assets classified as receivable within one year are not amortlsed. BusiTcfinan¢iol liubilities Basic financial Ilabilitles, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at 30-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIAL STATEMENTS {CONTINUEDI FOR THE YEAR ENDED 31 JULY 2025 l. Accountlng pollcles {Continuedl market rate of Interest. Financial liabilitie5 classified as payable withln one year not amorti5ed. Debt instruments are subsequently carrled at amortised cost, using the effective interest rate method. Trade credttors are obligations to pay for goods or servlces that been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current 1Sabllitles if payment is due within one year or less. If not, they are presented as non- current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effectlve interest method. Derecognltion ofAinoncial liabilities Financial liabilities are derecognlsed when the charit￿5 contractual obligations expire or are dlscharged or cancelled. 1.13 Employee benefits The c05t of any unused hollday entltlement is recognised in the period in which the employee's services are received. Termlnatlon benefits are recognised immediately as an expense when the charity 15 demonstrably committed to terminate the employment of an employee or to provide termination benefits. 1.14 Retlrement benefits Payments to deflned contribution retirement benefit scheme5 are charged as an expense as they fall due. The cost of providing benefits under defined benefit plans is determined separately for each plan using the projected unit credit method and is based on actuarial advice. The change in the net defined benefit liability arising from employee service during the year is recognised as an employee cost. The cost of plan introductions, benefit changes, Settlements and curtallments are recognised a5 incurred. The net interest element is determined by multiplying the net deflned benefit liability by the discount rate, taking into account any changes in the net defined beneflt liabllity during the period as a result of contribution and benefit payments. The net interest IS recognised in incomellexpenditurel for the year. Re-measurement changes comprise actuarial gains and losses, the effect of the a55et ceiling and the return on the net defined benefit liability excluding amounts included in net interest. These are recognised immediately in other recognlsed gains and losses in -31-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JULY 2025 l. Accountlng policies (Continued) the period in which they occur and are not reclassifled to incomellexpenditurel In subsequent periods. The net defined benefit pension asset or liability in the balance sheet comprises the total for each plan of the present valije of the defined benefit obligation (using a discount rate based on high quality corporate bonds), le5S the fair value of plan assets out of which the obligations are to be settled directly. Fair value is based on market price informatlon, and in the case of quoted securities is the published bid price. The value of a net pension benefit asset is limited to the amount that may be recovered elther through reduced contributions or agreed refunds from the scheme. 1.15 Basls of consolldatlon In the parent company flnancial statements. the cost of a buslness combination is the fair value at the acquisition date of the assets given, equity instruments issued and liabilities incurred or assumed, plus costs directly attributable to the business combination. The excess of the tost of a business combination over the falr value of the identifiable assets, liabilitie5 and contingent liabilities acquired is recognised as goodwill. The c05t of the combinatlon includes the estimated amount of contln8ent consideration after the acquisition date. Provisional fair values recognised for business comblnations in the previous periods are adjusted retrospectively for final fair values determined in the 12 months following the acquisition date. Irivestments in subsidiariesi joint ventures and associates are accounted for at cost5 less impairment. The consolidated financial statements incorporate those of Crescent Purchasing Limited and all of its subsidiaries lie entities that the group controls through its power to govern the financial and operating pollcles 50 a5 to obtain economlc benefltsl. Subsldiaries acquired during the year are consolidated using the purchase method. Their results are incorporated from the date that control passes. All financial statements are made up 31 July 2025. Where appropriate, adjustment5 are made to the financial statements of subsidiaries to bring the accounting policies used in line with those used by other members of the group. All intra-group transactions, balances and unre21ised gains on transactlon5 between group companies are eliminated on consolidation. Unrealised losses are also eliminated Uriless the transaction provides evidence of an impairment of the asset transferred. Crescent Services (TPSI Limited have been included in the group financial statements using the purchasing method of accounting. Accordingly, the group 5tatement5 of flnanclal actlvitles and statement of cash flows include the results and cash flows of Crescent Services ITPSI Limited. -32-

CRESCENT PURCHASING LIMITED NOTESTO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JULY 2025 2. Critlcal accountlng estlmates and Judgements In the application of the charity's accounting policies, the trustees are requlred to make Judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions accounting estimates are recognised in the period in which the estimate is revised where the revision affect5 only that period, or in the period of the revision and future periods where the revision affects both current and future periods. Durlng the current or preceding flnancial statements, no critlcal judgement5 or estimates were used in the preparation of these financial statement5. 3. Charltable actlvltles Group 2025 Group 2024 Charlty 2025 charltv 2024 Marketing premiums Services rendered Other income 3,464,649 3,360,311 3,367,513 3,288,091 2,391,396 2,342,724 2,345,067 107,861 131,185 219,618 439,075 5,963,906 5,834,220 5,932,198 3,727,166 4. Investments 2025 2024 Interest recelvable 208,037 190,359 The majorityi £207,27612024: £183,435) of the Group's investment income of £208,037 12024.. £190,359) arises In Crescent Purchasing Limited from money held in interest bearing deposit accounts. -33-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIAL STATEMENTS ICONTINUEDI FOR THE YEAR ENDED 31 JULY 2025 5. Charltable actlvltles Group 2025 Group 2024 Charlty 2025 ChBrltv 2024 Employee costs Occupancy costs Telephone Postage and stationery Insurance Legal cost5 Travel costs Recruitment and training Marketing and advertising Crescent learnlng Procurement partner and member shared income Health, safety and employee wellbeing Consultancy fees Provision for bad debts Bank charEes Other expenditure Donations to Charity ICT costs 3,345,825 2,874,547 3,345,825 61,763 69,591 61,763 38,272 29,439 38,272 5,785 5,753 5,785 65,326 63,269 65,326 28,359 112,2291 28,359 77,466 78,789 77,466 96,671 54,752 96,671 164,415 187,176 148,395 3,268 4,378 3,268 6,382 10,939 15,729 914,924 69,591 19,795 4,910 63,269 6,170 24,639 49,577 187,124 4,378 10,939 26,862 8,860 4,225 2,560 13,663 3,000 88,390 17,221 12,210 14,5121 2,484 8,983 2,000 73,394 26,862 8,860 4,225 2,439 13,663 3,000 88,390 15,898 750 1251} 1,608 8,353 2,000 52,172 4,041,092 3,478,184 4,034,298 1,435,846 Giving Back Activities Isee note 61 Share of support costs (see note 71 Share of governance costs (see note 71 576,780 231,366 576,780 231,366 1,131,903 1,179,061 1.131,903 1,055,723 27,132 27,939 26,023 17,808 5,776,907 4,916,550 5,769.004 2,740,743 Analysis by fund Unrestricted funds- general Unrestrlcted funds- designated Restricted funds- 'Giving Back" 5,200,127 4,685,184 5,192,224 2,509,377 561,780 226,394 561,780 226,394 15,000 4,972 15,000 4,972 5,776,907 4,916,550 5.769,004 2,740,743 -34-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIAL STATEMENTS ICONTINUEDI FOR THE YEAR ENDED 31 JUIY 2025 6. Glving Back actlvltles Reinvestment activities payable into the education sector is expenditure made from the charity's designated and restricted funds towards agreed projects detailed in the Trustees report and note 22. This expenditure fa115 Outside of standard operatlonal costs and may lead to deflcits in some years. The operational surplu5 that would have been stated had this reinvestment into the sector not happened is shown. Group 2025 Group 2024 Charlty 2025 Charity 2024 Net income for the year Giving Back actlvities 404,995 1,120.211 576,780 231,366 398,180 1,213,636 576,780 231,366 Operational surplus 981,775 1,351,577 974,960 1,445,002 7. Group support costs Support Cost Governance 2025 2024 Basis of allocatlon C05t5 Employee costs Depreciation and amortisation Audit fees Legal and professional Accounting services 1,099,283 1,099,283 1,019,434 Administration 32,620 32,620 8,000 159,627 Support 8,260 Governance 8000 11,081 11,081 11,572 Governance 8,051 8,051 8,107 Governance 27,132 1,159,035 1,207,000 1,131,903 Analysed between Charitable activities 1,131,903 27,132 1,159,035 1.207,000 Governance costs Include payments to the auditors of £8,00012024: £8,260) for audit fees. 35-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIALSTATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JULY 2025 Charity Support Governance Cost costs 2025 2024 Basis of allocatlon Employee costs Depreciation and amortisatlon Audit fees Legal and professional Accounting services 1,099,283 1,099,283 1,019,434 Admlnistration 32,620 32,620 7,000 36,289 Support 5,100 Governance 7,000 11,047 7,986 Governance 7,976 4,722 Governance 26,023 1,157,926 1,073,531 11,047 7,976 1,131,903 Analysed between Charitable activities 1,131,903 26,023 1,157,926 1,073,531 Governance costs Include payments to the auditors of £7,00012024.. £5,100) for audit fees. 8. Net Movement in funds Group 2025 Group 2024 Charlty 2025 charity 2024 Net movement in funds Is stated after charglngllcreditingl Fees payable to the companvs auditors for the audit of the company's financial statements Operating lease costs Depreci3tion of owned tangible fixed assets Amortisation of intangible assets 8,000 2,517 17,510 15,110 8,260 32,269 29,517 130,110 7,000 2,517 17,510 15.110 5,100 32.269 21,179 15,110 9. Trustees None of the trustees lor any persorbs connected with them), except for the Managing Director, received any remuneration during the year. Eight trustees were reimbursed travelllng expenses in the year of £1,09012024.. £1211- -36-

CRESCENT PURCHASING LIMITED NOTESTO THE FINANCIAL STATEMENTS ICONTINUEDI FOR THE YEAR ENDED 31 JULY 2025 10. Employees Number of employees The average monthly nLtmber of employees during the year were.. Group 2025 Number 86 Group 2024 Numl)er 80 charlty 2025 Number 86 Charity 2024 Number 40 Professional and admlnistrative Employment costs 2025 2024 2025 2024 Wages and salaries Social securlty costs Other pension cost5 3.6S4,S37 3,254,180 3,654,537 1,463,914 423,682 342,553 423,682 230,235 366,889 297,248 366,889 240,209 4,445,108 3,893,981 4,445,108 1,934.358 Included within employment costs of the tharity are employee restructuring payments (both contractual and non-contractuall totalling £43,88712024.' nil) which are fully paid within the year. Included wlthin other pension costs are current servlces costs and associated interest expense on defined beneflt pension plan5. During the year, the company recognised current Service costs and interest expenses from defined beneflt pension plans of £41,000 credit12024: £6,000). Included within sUPPOrt C05t5 are wage5 to the value of £1,099,283 for the Human Resource5, Finance and Communicatlons departments through vlrtue of shared service to all the charitable activities. The number of employees whose annual remuneration was £60,000 or more. Group 2025 Number Group 2024 Number Charity 2025 Number Charity 2024 Number £60,001- £70,000 £70,001- £80,000 £80,001- £90,000 Above £90.000 The Managing Dlrector Is the highest pald employee within the charlty. The Managing Director was paid a tota5 renumeration of £134,97912024.. £132,030). The remuneration 37-

CRESCENT PURCHASING LIMITED NOTE5 TO THE FINANCIAL STATEMENTS ICONTINUEDI FOR THE YEAR ENDED 31 JULY 2025 wa5 provided in his capacity of Managing Director of the charitable activities. Included within total remurseration were pension contributions totalling £13.59612024: £12,6001- 11. Taxation The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. 12. Group Intangible fixed assets Goodwill Customer relationshlp Brand Total Cost At l August 2024 Eliminated cost on dissolution of Tenet 1,804,474 69,003 366,523 2,240,000 1554,4741 169,0031 1366,5231 1990,0001 1,250,000 At 31 July 2025 Amortisatlon and Impairment At l August 2024 Charge for the year Eliminated charge on dis501ution of Tenet 1,250,000 1,804.474 69,003 366.523 2,240.000 1554,4741 169,0031 1366,5231 1990,0001 At 31 July 2025 Carrying amount At 31 July 2025 At 31July 2024 1,250,000 1,250,000 Charity Intangtble fixed assels Goodwill Cost At l August 2024 1,250.000 Amortisatlon and Impalrmenl At l August 2024 Carrylng amount At 31July 2025 At 31July 2024 1,250,000 -38-

CRESCENT PURCHASING LIMITED NOTESTO THE FINANCIALSTATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JULY 2025 13. Group other intangible flxed assets Customer relatlonshlp management system Cloud based Total server Cost At l August 2024 and 31 July 2025 80,492 8,500 88,992 Amortlsatlon and Impairment At I AuEUSt 2024 Amortisation charged for the year At 31 July 2025 Carrying amount At 31 July 2025 56,129 13,410 69,539 5,383 61,512 1,700 15,110 7,083 76,622 10,953 1,417 12,370 At 31Ju5y2024 24,363 3,117 27,480 charity Intangible fixed assets Customer relationship management system Cloud based server Total Cost At l August 2024 and 31 July 2025 80,492 8,500 88,992 Amortisation and Impalrment At l August 2024 Amortisation charged for the year 56,129 13,410 5.383 61.512 1.700 15,110 At 31 July 2025 69,539 7,083 76,622 Carrying amount At 31 July 2025 10,953 1,417 12,370 At 31 July 2024 24,363 3,117 27,480 -39-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIAL STATEMENTS {CONTINUEDI FOR THE YEAR ENDED 31 JULY 2025 14. Group tanglble fixed assets Leasehold improvements Plant and Fixtures equipment and flttlngs Total Cost At l August 2024 Additions 58,757 70,129 15,781 29,417 158,303 15,781 At 31 July 2L125 58,757 85,910 29,417 174,084 Depreciation and impairment At l August 2024 Depreciation charged in the year At 31 July 2025 Carrylng amount At 31 July 2025 58,757 45,530 17,202 29,109 133,396 308 17,510 29,417 150,906 58,757 62,732 23,178 23,178 At31July 2024 24,599 308 24,907 Charlty tanglble flxed assets Leasehold improvements Plant and equipment Fixtures and rittings Total C05t At l August 2024 Additions Additions (transfer from Tenet) At 31 July 2025 58,757 41,355 15,781 10,913 29,417 129,529 15,781 10,913 58,757 68,049 29,417 156,223 Depreciation and Impalrment At l August 2024 Depreciation charged In the year At 31 July 2025 58,757 27,669 17,202 29,109 115,535 308 17,510 58,757 44,871 29,417 133,045 Carrying amount At 31 July 2025 At 31 July 2024 23,178 23,178 13,687 308 13,995 -40-

CRESCENT PURCHASING LIMITED NOTESTO THE FINANCIAL STATEMENTS ICONTINUEDI FOR THE YEAR ENDED 31 JULY 2025 15. Charity fixed a55et Investments other Investments Cost or valuatlon At l August 2024 Derecognition merger of Tenet Education Servlces into the charity At 31July2025 Amortisatlon and Impairment At l August 2024 Carrying amount At 31 July 2025- Crescent Services ITPSI Llmited 1.377,962 11,367,962) 10,000 10,000 At 31 July 2024 1,377,962 2025 2024 Other investments comprise.. Investments in subsidiaries 10,000 1.377.962 16. Flnanclal Instruments As restated Inote 231 Charity 2024 restated (note 231 Group 2024 Group 2025 Charlty 2025 Carrying amount of financial assets Debt instruments measured at amortised cost Carrylng amount of flnanclal Ilabllltles Measured at amortised cost 1,743,588 1,237,178 1,716,003 904,241 678,503 577,561 683,164 565.967 -41-

CRESCENT PURCHASING UMITED NOTE5 TO THE FINANCIALSTATEMENTS {CONTINUEDI FOR THE YEAR ENDED 31JULY 2025 17. Debtors: amounts falling due within one year: As restated (note 231 Group 2024 restated (note 231 Charity 2024 Group 2025 Charfty 2025 Trade debtors Amounts owed by subsidiaries other debtors Prepayments and accrued income 454,192 399,360 404,260 38,162 439,995 1,029.399 72,725 6,613 2,871 944,676 439,995 1,045,213 2,871 957,591 1,939,400 1,359,822 1,911,816 1,026,885 Included wlthln other debtors is an amount of £424,824 representing cash previously held by the company's dissolved subsidiary, Tenet Education Service5 Limited. The balance 15 currently held by the banking institution pending completlon of administrative processes followlng the dissolution. The group is in the process of actively resolving these matters and expects no material impact on the financial posltion of the group. 18. Credltors: amounts falllng due withln one year Group 2025 Group 2024 Charity 2025 Charity 2024 Other taxation and social security Trade creditors Amounts owed to subsidiaries Other creditors Accruals and deferred income 364,316 334,020 113,856 104,706 352,738 200,904 113,856 97.970 5,986 7,112 11,291 502,159 404,238 7,112 11,955 503.484 429,952 988,768 880,633 981,851 714,403 Deferred income within the charity relates to suppliers, sponsorship of the CPL village within external exhibitions1£12.7501, namely the Schools and Academles 5how1SAASI which will be fully utilised in the November 2025 SAAS. £25,000 relates to a potential misreported spend from a framework supplier whlch may result in a credlt being raised. Consultancy day5 have been purchased where completion of the works has been delayed into next year1£3,675}. 42-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIAL STATEMENTS {CONTINUED) FOR THE YEAR ENDED 31 JULY 2025 Deferred Income Group Charity Balance at l August 2024 Released from previous years Resources deferred in the year 50,170 28,6SO 125,1701 13,6501 16,425 16,425 Balance at 31 July 2025 41,425 41,425 19. Deflned benefit pension surplus I provision foT liabllltles The WYPF pension Scheme value as at 31 July 2025 and show the company as having no pension asset. The latest actuarial valuation for the pension scheme related to the period ended 31 March 2025 and valued the asset at £2,381,000 12024.. £1,293,000). In accordance with applicable accounting standards, the asset value has been deemed to be unrecognisable on the basis that the company has no expectation of reduced future employer contributions at some polnt durlng the life of the plan. Although a pension a55et Is arisinE, this does not treate an immediately realisable asset that can be expended for the Specific purposes of the pension fund. 20. Retlrement benefit schemes Deflned beneflt schemes The charity operates a defined benefit pension Scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independentlv administered fund. The charge to profit or loss in respect of defined benefit schemes was £294,00012024,. £243,OlXJ}. Deflned benefit schemes Key Gyssumptions 2025 2024 Discount rate Expected rate of increase of pensions in payment Expected rate of salary increases Infletion assumptlon ICPII Pension accounts revaluatlons rate 5.80 2.50 3,75 2.50 2.50 4.90 2.50 3.75 2.50 2.50 -43-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIAL STATEMENTS {CONTINUEDI FOA THE YEAR ENDED 31 JULY 2025 Mortality assumptions The assumed life expectations on retirement at age 65 are.. 2025 Year5 2024 Years Retiring today Males Females 20.9 24.1 20.8 24.0 Retiring In 20 years Males Females 21.8 24.8 21.7 24.7 Amounts recogni5ed in the profit and loss accoLtnt.' 2025 2024 Current service cost Net interest on deflned benefit liability/lassetl Other costs and income 439,000 221,000 1294.0001 318,000 198,000 1243,0001 Total costs 366.000 273,000 Amounts taken to other comprehensive income: 2025 2024 Actual return on scheme assets 136,000 312,000 Return on scheme assets excluding interest Income Actuarial changes related to obligations 136,000 312,000 177,000 11,096,0001 The amounts included in the balance Sheet arising from the charity'5 obligations in respect of defined benefit plans are as follows.. 2025 2024 Present value of defined benefit obligations Fair value of plan assets Surplus in scheme 6,788,000 5,647,000 16,788.0001 15,647,000)

CRESCENT PURCHASING UMITED NOTES TO THE FINANCIAL STATEMENTS ICONTINUEDI FOR THE YEAR ENDED 31 JULY 2025 Movements in the present value of defined beneflt obllgations- 2025 2024 Liabilities at l August 2024 Current service cost Benefits paid Contributions frorn scheme members Actuarial gains and losses Interest cost 5,647,000 439,000 95,000 209,000 177,000 221,000 4,027,000 318,000 1135,0001 143,000 1,096,000 198,000 At31July2025 6,788,000 5,647,000 The defined benefit obligations arise from plans which are wholly or partly funded. Movements in the fair value of plan assets: 2025 2024 Fair value of assets at l August 2024 Return on plan a55ets (excluding amounts Included in net) Benefits Contributions by the employer Contributions by scheme members Other 5.647,000 4,817,000 136,000 312,000 95,OtK) 1135,0001 407,000 267,000 209,(100 143,000 294,000 243,000 At 31 July 2025 6,788,000 5,647,000 The falr value of plan assets at the reportlng period end was as follows: 2025 2024 Equity instruments Debt instrument5 Property Cash Other 5,362,000 4,479,000 951,000 723,000 183,000 152,000 122,CKJO 152,000 170,000 141,000 6,788,000 5,647,000 -45-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIAL STATEMENTS ICONTINUEDI FOR THE YEAR ENDED 31 JULY 2025 21. Deslgnated and Restritted funds The income funds of the charity Include the following designated and rèstricted funds which have been set aside out of unrestricted funds by the trustees for specific purpose5'. Balance at 01 August 2024 Incomin8 Transfe*5 Resource5 Re50urce5 expended alance at 31 July 2025 Other education Sector £harity donations Sponsorship of Student Event5lActivities Procurewnent Training Procurement Advlsory Group IPAGI Faci1State Estates Group Marketlng and materlals Manchester Unlted Foundation ICPC Cup) 19,100 488,793 10,000 4,720 2.640 3,450 19,ICKI 436,034 499,371 14501 551.680 10,000 loo 14.6201 12,6401 3,450 20,041 27,331 7,710 15,OCM) 528.703 526.702 576.780 478.625 Restricted funds relate to all donations including Eift aid received from the charity's subsidiary company for use solely forthÈ Glving Back Ireinvestmentl initiatlve. During the year £9,959 of donations and £17,372 of gift aid was received and £15,000 expended. 22. Analysls of net assets between funds As restated Total 2024 Unrestricted Deslgnated Restricted 2025 2025 2025 Total 2025 Intanglble fixed a55ets other Tangible a55ets Current assets Pensions and Provision5 12,370 23,178 7,144,080 12,370 27,480 23,178 24,907 20,041 7,622,705 7,241,871 458,584 7,179,628 458,584 20,041 7,658,253 7,294,258 -46-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIAL STATEMENTS ICONTINUEDI FOR THE YEAR ENDED 31 JULY 2025 23. Prior year adjustment- unrestrirted funds During the current financial year, management conducted a review of the timing of income recognition relating to marketing premiums earned from suppliers. These premiums are calculated based on the net spend of members under framework agreements. It was Identified that certain suppliers reported member spend amounts after the reporting cut-off date for previous periods, resulting in the understatement of marketing premium income In those perlods. To correct this, a prior period adjustment has been made to restate the comparative tiBures in the Balance Sheet. The Statement of Financial Activlties has not been restated as the impact of correcting the cut off adjustment with the movement in accrued income is immaterial. The Impact of this adjustment is as follows.. Charity As previously stated Adjustment As restated Fund balances at l August 2024 Unrestricted funds-general Prepayments and Accrued income Debt instrument5 measured at amorknsed cost 8.114,701 7.585,998 834,676 iio,000 iio,000 iio,000 8,224,701 7,695,998 944,676 794,241 iio,000 904,241 Group As previously stated Adjustment As restated Fund balances at l August 2024 Unrestricted funds-general Prepayments and Accrued income Debt instrument5 measured at amortised cost 7,184,258 6,655,555 935,213 iio,000 iio,000 iio,000 7,294.258 6,765,555 1,045,213 1,127,178 iio,000 1,237,178 The adjustment has no Impact on cash flows for elther the current or prior periods. 24. Operating lease commltmentS At the reportlng end date, the charlty had outstanding commitments for future mlnlmLtm lease payment5 under non-cancellable operating leases, which fall due as follows.. -47-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JULY 2025 Group 2025 Group 2024 Charitv 2025 Charity 2024 Within one year Between two and five years In over five years 19,039 74,568 2,517 93,607 19,039 74,568 2,517 93,607 93,607 96,124 93,607 96,124 25. Related party transactlons The Charity has taken advantage of the exemption available In Section 33.IA of FRS 102 whereby it has not disclosed transactions with the ultlmate parent company or any whollv owned subsidiary undertaklng of the group. The Trustees are employed by institutions that are also members of CPC and benefit from the usage of its frameworks and Crescent Learning activities. Grants payable from designated funds are available to all member institutions that pass the relevant crlteria. This is therefore open to institutions which employ the trustees of the charity. No Trustees are involved in the review and approval of grant applications. S Jacobs. a Trustee is the Chief Executive Officer of Professional Wierdos. This company was paid £1,600 to facilitate an employee workshop during the charitls annual summer event held in June. The venue for the event wa5 The Black Country Llving Museum in Dudley. The chair of Trustees, A Comyn is the Chair of the Audit Committee forthis charity and thi5 has been declared in the register of interests. A Comyn was not involved in the decision for the venue. The venue cost was £4,664. 26. Subsldiaries Consolidated financial statements for parent charitable companies are required under the Charity SORP IFRS1021 Detai15 of the Charit￿$ subsidiaries on 31 July 2025 are a5 follows.. Name of undertaklng Reglstered office Nature of business Class of shares held Dlrect Crescent Services ITPSI United Kingdom Provision of advisory Ordinary 100.00 Limited (No. 100213981 and consultancy 5ervice5 % Held All investments in subsidiaries are held at cost le55 provision for impalrment and are eliminated upon consolidation. -48-

CRESCENT PURCHASING LIMITED NOTES TO THE FINANCIALSTATEMENTS {CONTINUED) FOR THE YEAR ENDED 31 JULY 2025 During the year, the company completed a hive-up of it5 subsidiary, Tenet Education Services Limited, into the company. As part of this restructuringi the trade and net assets of the subsidiary were transferred to the company at book value. As a result of the hive-up. the companvs reserves changed as follows: Subsidiary's net a55et5 amounting to £408,599 were transferred to the company. Investments in subsidiary amountlng to £1,367,962 were written off. Net amount of £959,363 was written off against fund balances of the company. The cost and accumulated amortisation of the goodwill and brand recognised at acquisition of the subsidiary were eliminated upon its dissolution (see note 121. 27. Cash generated from operatlons 2025 2024 Net income for the year Adjustments for: Investment income recognised in statement of financial activities Amortisation and impairment of intangible assets Depreciation and impairment of tangible fixed asset5 Dlfference between pension charge and cash contributions 404,995 1.120,211 1208,0371 1190,3591 15,110 130,110 17,510 29,517 141,0001 6,000 Movement5 In worklnE capital: Ilncreasel in debtor5 Increase in creditors 1579,5781 1242,1421 108,135 63,168 1282,8651 Cash generated from operatlons 916,505 -49-

Management letter Prepared for the board of trustees of Crescent Purchasing Limited and its subsidiaries For the year ended 31 July 2025

Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

Contents

Contents
	Page
1 Introduction	1
2 Statutory audit communication	2
2.1 Objectivity and independence	2
2.2 Audit approach and materiality	3
2.3 Accounting policies	4
2.4 Significant findings	4
2.5 Accounting estimates and judgements	4
2.6 Reconciliation of audited net income for the year	5
2.7 Significant difficulties encountered during the audit	6
2.8 Accounting and financial controls	6
2.9 Management representations	6
2.10 Audit opinion	6
3 High risk areas	7
4 Other audit findings	9
Appendix 1 Schedule of uncorrected misstatements	10

Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

1. Introduction

We are pleased to set out in this document our report to the trustees of Crescent Purchasing Limited and subsidiaries (“the group”) for the year ended 31 July 2025.

Our responsibilities as auditors are set out in the International Standards on Auditing (UK and Ireland) (“ISAs”). We are responsible for forming and expressing an opinion on the financial statements that have been prepared by management with the oversight of those charged with governance. The audit of the financial statements does not relieve management or those charged with governance of their responsibilities.

We have carried out our audit in accordance with the terms of our engagement letter dated 22 April 2024 in order to express an audit opinion for UK statutory purposes on the financial statements of Crescent Purchasing Limited and subsidiaries for the year ended 31 July 2025. We have complied with the Financial Reporting Council’s Ethical Standard and all threats to our independence, as identified to you in our audit plan letter dated 4 September 2025, have been properly addressed through appropriate safeguards. No additional facts or matters have arisen during the course of the audit that we wish to draw to your attention and we confirm that we are independent and able to express an objective opinion on the financial statements.

In this report, we present the key findings from our audit, together with a commentary on the significant matters arising. The matters that have been reported are limited to those deficiencies identified during the audit which we have concluded are of sufficient importance to bring to the attention of those charged with governance. This report has been discussed comprehensively and agreed with Dave Owen.

This report has been prepared for the sole use of the trustees of Crescent Purchasing Limited and subsidiaries. No reports may be provided to third parties without our prior consent. Consent is, and will only be, granted on the basis that such reports are not prepared with the interests of anyone other than the group in mind and that we accept no duty or responsibility to any other party. No responsibilities are accepted by DJH Audit Limited towards any party acting or refraining from action as a result of this report.

We would like to express our thanks to all members of the company’s staff who assisted us in carrying out our work.

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Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

2. Statutory audit communication

2.1 Objectivity and independence

We conducted our audit in accordance with the Code of Ethics of the Institute of Chartered Accountants in England & Wales and the Ethical Standards published by the United Kingdom Auditing Practices Board. We have considered our independence and objectivity in respect to the audit for the year ended 31 July 2025.

In addition to auditing the financial statements we also provided, through other individuals, non-audit services to Crescent Purchasing Limited and subsidiaries for the year ended 31 July 2025. We have outlined below the safeguards that we have put in place to ensure that these services provided do not cause any breaches in our independence and objectivity in relation to the audit.

Non audit service provided Safeguards put in place to reduce the threat to our integrity, independence and objectivity Corporation tax advisory and This service is provided by a separate team from those who have audited the financial statements. compliance services

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Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

To maintain our independence as auditors we can also confirm that:

• DJH Audit Limited, its trustees and the audit team have no family, financial, employment, investment or business relationship with the group; and

• Audit and non-audit fees paid by the group do not represent a significant proportion of total fee income for either the firm or office.

We confirm that, in our professional judgement, the firm is independent within the meaning of regulatory and professional requirements and the objectivity of the audit engagement partner and audit staff is not impaired.

2.2 Audit approach and materiality

Our audit planning has taken account of the issues highlighted through discussions with Dave Owen, together with our knowledge and understanding of the group.

We confirm that there were no restrictions on the scope of our audit procedures and we have been able to undertake our work as set out in our planning meeting.

In our planning we have taken account of the results of our risk assessments made in accordance with the guidance set by the ISAs. Our consideration of high-risk areas is documented in full within section 3 of this report.

Legal and regulatory requirements

In undertaking our audit work we considered compliance with the following legal and regulatory requirements, where relevant:

• Companies Act 2006.

• Equality Act 2010 (Specific Duties and Public Authorities) Regulations 2017.

Based on this rigorous process we have used our professional judgement and formed a materiality level. A matter is material if its omission or misstatement would reasonably influence the economic decisions of a user of the financial statements and the value at which if errors, on their own or in aggregate, were uncorrected would result in a potential qualified audit opinion. The audit materiality of the financial statements as a whole has been set at 2% of income.

• Applicable accounting standards.

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Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

We have considered this level of materiality based on the draft accounts for the year ended 31 July 2025 and are satisfied that it continues to be appropriate.

Underpinning materiality is a level of triviality, £6,000, at which any error or omission in excess of this value is recorded and reported to management.

2.4 Significant findings

There were no significant findings that we feel need bringing to the attention of the trustees.

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2.5 Accounting estimates and judgements

In planning and carrying out our work, we applied a group materiality level to Crescent Purchasing Limited of £123,000 based on 2% of income. For its subsidiary Crescent Services (TPS) Limited we applied a materiality level of £3,000 based on 2% of income.

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2.3 Accounting policies

In preparing the financial statements of the group, trustees are required under FRS 102 to review the accounting policies on an annual basis to ensure they remain appropriate to the circumstances of the group and are properly applied.

Depreciation is provided on a straight line basis on the cost of tangible fixed assets, to write them down to their estimated residual values over their expected useful lives.

The principal annual rates used were as follows:

Customer relationships & brands	8	years straight line
Cloud-based server	8	years straight line
Leasehold improvements	Over the life of the lease
Plant and equipment	3	– 6 years straight line
Fixtures and fittings	5	years straight line

We have reviewed the accounting policies selected and operated by the group and are satisfied that they are acceptable.

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Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

2.6 Reconciliation of audited consolidated Net income for the year

The profit/(loss) per the financial statements has been derived as follows:

	Balance sheet		Statement of financial activities	Statement of financial activities
	Dr (£)	Cr (£)	Dr (£)	Cr (£)
Net income per the draft financial statements				363,995
DR Other debtors (CPC)	424,824	-	-	-
CR Cash (CPC)	-	424,824	-	-
Being reclassification of cash frozen by the bank
DR Accrued income (CPC)	110,000	-	-	-
CR Unrestricted funds (CPC)	-	110,000	-	-
Being prior year cut off adjustment for accrued income on late spends
Total	534,824	534,824	-	-
Impact on Net income for the year			-	-
Net income for the year per financial statements				363,995

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Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

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2.7 Significant difficulties encountered during the audit

2.10 Audit opinion

We did not encounter any significant difficulties during the audit.

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Based upon the findings and conclusions of our work, we expect to issue an unqualified audit opinion on the financial statements.

2.8 Accounting and financial control systems

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During our audit we examined the design and implementation of the internal controls relevant to the accounting systems and procedures.

The review of internal controls was carried out with a view to expressing an opinion on the financial statements for the year and was not directed primarily towards discovering weaknesses or towards the detection of fraud. Therefore our comments on these systems include only those matters that have come to our attention as a result of our normal audit procedures, and consequently our comments should not be regarded as a comprehensive record of all weaknesses that may exist or of all improvements that might be made. Please refer to section 4 of this report.

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2.9 Management representations

We include a copy of the draft management representation letter. There are certain specific representations which we are required by auditing standards to obtain from management as part of our audit procedures. In addition, we are required to obtain other representations on matters material to the financial statements where other sufficient appropriate audit evidence cannot be reasonably expected to exist.

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Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

3. Significant risk audit areas

Our review of the high-risk audit areas as noted in our audit planning letter dated 4 September 2025 is as follows:

Issue	Audit risk	Audit procedures undertaken	Results and conclusion
Revenue recognition in respect of ensuring that all income received by the group is recognised in the correct period. The cut off on income needs to be established correctly to ensure that income is not over or understated. Completeness of income is to be established to ensure all income receivable in the year has been recognised appropriately.	Income not being recognised in accordance with FRS 102 recognition criteria and per any underlying agreements.	The accounting policies adopted by the group were reviewed, considering the guidance available in FRS 102 and the recognition criteria of entitlement, certainty and measurement. A review of cut off has been performed in line with the accounting policies mentioned above. Income was traced from source documents to its recording in the nominal ledger and recalculated based on underlying agreements’ to confirm its completeness and accuracy.	A prior period adjustment of £110k was raised against accrued income and opening reserves to account for a cumulative cut off adjustment for income related to late spends. Income is fairly stated with regards to cut off, accuracy and completeness assertions.

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Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

3. Significant risk audit areas (Continued)

Issue	Audit risk	Audit procedures undertaken	Results and conclusion
Management override of internal controls	Potential risk of management override of internal controls (this being a presumed risk inherent within current auditing standards).	A suitable level of professional scepticism was applied throughout all areas of audit testing. We reviewed manual journals and accounting estimates such as accruals and provisions and consider any pressures on management to achieve results.	No evidence of management override of the system of internal control was found throughout our audit procedures.
Valuation of defined benefit pension scheme	Valuation of defined benefit pension obligations depends on a number of factors that are determined on an actuarial basis and underpinned by a series of assumptions. There is risk that inaccurate information may be provided to the actuary and/ or that assumptions used are not appropriate.	We reviewed the actuary’s competences and capabilities to determine the reliability of their work. We reviewed the accuracy of information provided by management to the actuary by comparing it to underlying payroll records. We benchmarked assumptions used to other similar valuations performed for different companies.	No issues were noted.

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Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

3. Significant risk audit areas (Continued)

Issue	Audit risk	Audit procedures undertaken	Results and conclusion
Accounting for Tenet Education Services Limited hive-up and disposal	During the year, Tenet Education Services Limited was hived up and dissolved. Goodwill and intangible assets, recognised at its acquisition, which amounted to £1million were fully amortised at the time of the hive-up and dissolution. In addition, the company was dissolved when it still had about £425k in its bank accounts. Due to multiple financial statement areas being affected by these transactions, there is risk that journal entries and disclosure adjustments were not accounted for properly. There is also the risk that the cash reverted to the Crown under bona vacantia rules when Tenet Education Services Limited was struck off.	We confirmed whether the balances transferred to the company were accurate. We confirmed whether goodwill and other intangible assets recognised at acquisition of the subsidiary were derecognised when the subsidiary was dissolved. Reviewed whether the company had rights to the cash frozen by the bank that belonged to the subsidiary prior to its dissolution.	Frozen cash balances were reclassified to other debtors as they are not cash and cash equivalents as defined. Financial statements are fairly stated with regards to presentation and disclosure, rights, existence and valuation assertions in relation to accounting for the hive-up.

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Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

4. Review of systems and internal controls

4.1 Introduction

During our audit we have reviewed the group’s systems in relation to accounting and internal control. Our review was solely for the purpose of the audit and our responsibilities under International Standards on Auditing (UK and Ireland). If you wished us to carry out a comprehensive review for weaknesses of systems in order to present detailed recommendations for improvement, we would need to carry out a more extensive review under a separate engagement.

The following issues were identified:

	Audit finding	Potential effect and recommendations
1	The declaration of interest form of A Williams did not include interests identified from Companies House.	It is best practice for trustees to complete detailed forms when their pecuniary interests change to ensure there is transparency over the charity’s operations, to avoid conflicts of interests and to ensure party transactions are adequatelydisclosed in the financial statements.
2	Gift aid donations made by Crescent Services (TPS) Limited to Crescent Purchasing Limited were initially accounted for as expenses rather than distributions.	There is risk that the company may breach the requirements of the Companies Act 2006 requirements as “distributions” are being paid without confirmation that the companyhas sufficient reserves.
3	Accrued income on late spends reported was not being adjusted in the financial statements.	Although the impact of the movement in accrued income on the statement of financial activities is usually not material year on year, the accrued income balance not recognised in prior years was material and was proposed to be adjusted. Management should estimate the income related to late spends at year end based on past experience and best information available. Necessary adjustments should be made to ensure that income is not materially misstated.

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Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025

Appendix 1 Schedule of uncorrected misstatements

	Balance sheet	Balance sheet	Statement of financial activities	Statement of financial activities
	Dr (£)	Cr (£)	Dr (£)	Cr (£)
Net income per the financial statements				363,995
DR Other debtors (CPC)	55,000	-	-	-
CR Unrestricted funds (CPC)	-	55,000	-	-
Judgemental adjustment for prior year income on late spends received and recognised in current
year.
Total	55,000	55,000	-	-
Impact on Net income for the year			-	-
Net income for the year per financial statements				363,995

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