# **CPC Annual Report** 


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2024/25<br>We Give Back to the Education Sector<br>**----- End of picture text -----**<br>








## 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<br>community frameworks  approved by the DfE into the education<br>sector<br>**----- End of picture text -----**<br>






£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<br>RESERVES PAID<br>OUT, SUPPORTING<br>THOUSANDS OF<br>LEARNERS.<br>**----- End of picture text -----**<br>



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FOURTH GRANT<br>WINDOW<br>OPENED,<br>AWARDING<br>£622K TO 96<br>INSTITUTIONS.<br>**----- End of picture text -----**<br>


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<br>Managing Director<br>Darren is responsible for the strategic<br>direction of Crescent Purchasing<br>Consortium. He is an experienced<br>Managing Director leading a nationwide<br>team of procurement specialists and<br>has over 30 years’ experience in finance<br>and procurement disciplines within the<br>Further Education and private sector.<br>Also a director of Crescent Services Ltd.<br>**----- End of picture text -----**<br>



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DAVE OWEN<br>Head of Finance & People<br>Dave is a qualified and customer focused<br>management accountant with 17 years<br>of experience working in large finance<br>departments. Dave joined CPC from the<br>Housing sector where he had<br>demonstrated a track record<br>in managing and developing a<br>management accounts team within a<br>constantly evolving company.<br>Also a director of Crescent Services Ltd.<br>**----- End of picture text -----**<br>



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RANA HOLLAND<br>Head of Communication & Engagement<br>Rana joined CPC in October 2021<br>as the Head of Communications &<br>Engagement following a 28-year career<br>in the Housing sector. A fellow of the<br>Chartered Institute of Public Relations<br>(CIPR) Rana has particular expertise in<br>sectors that are highly regulated and<br>complex whilst dealing with multiple<br>stakeholders.<br>**----- End of picture text -----**<br>



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RACHEL TURNER<br>Head of Procurement<br>MS North & On Demand<br>Rachel is a highly accomplished MCIPS,<br>chartered procurement and supply<br>professional with 18 years of public<br>procurement experience acquired in<br>the NHS and Education sector. Rachel<br>is a skilled professional in varying<br>disciplines such as strategic business<br>planning, operations management,<br>strategic sourcing and providing<br>innovative solutions to maximise value<br>for money through varying procurement<br>procedures.<br>**----- End of picture text -----**<br>



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RAYMOND WIFFEN<br>Head of Procurement MS South<br>Ray is a procurement professional with<br>31 years’ experience within Education<br>and the NHS sectors. With a wealth of<br>experience, expertise and knowledge<br>of Public Contracting and procurement<br>legislation, Ray leads by example, and<br>provides to our organisation extensive<br>understanding of the Public Contract<br>Regulations and Procurement Act 2023.<br>**----- End of picture text -----**<br>


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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<br>**----- End of picture text -----**<br>








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TOTAL<br>ENGAGEMENTS<br>ACROSS ALL<br>STREAMS 2,895.<br>**----- End of picture text -----**<br>



_**JACK HORTON**_ **Customer Engagement Manager** 

j.horton@thecpc.ac.uk 07765 241 639 

_**TRACEY HINDMARSH**_ **Regional Procurement Advisor** _(North East & North Yorkshire)_ t.hindmarsh@thecpc.ac.uk 07407 864 028 

_**LOUISE ASHCROFT**_ **Regional Procurement Advisor** _(North West)_ l.ashcroft@thecpc.ac.uk 07407 868 914 



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ROSHNI POPAT<br>**----- End of picture text -----**<br>


_**DANIEL KINDER**_ 

**Regional Procurement Advisor** _(East, Wales & South West)_ r.popat@thecpc.ac.uk 07389 708 934 

**Regional Procurement Advisor** _(Midlands)_ d.kinder@thecpc.ac.uk 07990 764 272 


## _**URFAN SABIR**_ 

## _**OLAMIDE OJURI**_ 

**Regional Procurement Advisor** 

**Regional Procurement Advisor** 

_(Yorkshire & Humberside)_ u.sabir@thecpc.ac.uk 07774 684 798 

_(London & South-East)_ o.ojuri@thecpc.ac.uk 07384 834 746 

**30| CPC Annual Report 2024/25** 

**CPC Annual Report 2024/25 |31** 




**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. 


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



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



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


**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 


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


- 31 placements are Further Education customers; 


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100% OF<br>CUSTOMERS<br>WOULD<br>RECOMMEND CPC<br>ON DEMAND.<br>**----- End of picture text -----**<br>



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CPC Annual Report 2024/25 |39<br>**----- End of picture text -----**<br>


**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. 


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Ebenezer Akinlabi Procurement Consultant<br>**----- End of picture text -----**<br>


**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 -----**<br>
As restated As restated<br>Group Group Charity Charity<br>2025 2024 2025 2024<br>£ £ £ £<br>Income from:  9,959 12,182 27,331 43,778<br>Donations and legacies 5,963,906 5,834,220 5,932,198 3,727,166<br>Charitable activities 208,037 190,359 207,655 183,435<br>Investments __________ __________ __________ __________<br>6,181,902 6,036,761 6,167,184 3,954,379<br>Total income<br>__________ __________ __________ __________<br>Expenditure on:  5,776,907 4,916,550 5,769,004 2,740,743<br>Charitable activities __________ __________ __________ __________<br>Net income for the year/<br>404,995 1,120,211 398,180 1,213,636<br>Net incoming resources<br>Other recognised gains and losses<br>Actuarial loss on defined benefit  (41,000) (784,000) (41,000) (784,000)<br>pension schemes _________ _________ _________ _________<br>Net movement in funds 363,995 366,211 357,180 429,636<br>7,294,258 6,958,047 8,224,701 7,795,065<br>Fund balances at 1 August 2024<br>- - -<br>(959, 363)<br>Tenet merger (hive-up) to CPL<br>__________ __________ __________ __________<br>7,658,253 7,294,258 7,622,518 8,224,701<br>Fund balances at 31 July 2025<br>__________ __________ __________ __________<br>**----- End of picture text -----**<br>



**----- Start of picture text -----**<br>
As restated As restated<br>Group Group Charity Charity<br>2025 2024 2025 2024<br>£ £ £ £<br>Fixed assets<br>12,370 27,480 12,370 27,480<br>23,178 24,907 23,178 13,995<br>Intangible assets - -<br>10,000 1,377,962<br>Tangible assets<br>Investments __________ __________ __________ __________<br>35,548 52,387 45,548 1,419,437<br>Current assets  1,939,400 1,359,822 1,911,816 1,026,885<br>Debtors 6,672,073 6,762,682 6,647,005 6,492,782<br>Cash at bank and in hand __________ __________ __________ __________<br>8,611,473 8,122,504 8,558,821 7,509,667<br>Creditors: amounts falling due  (988,768) (880,633) (981,851) (714,403)<br>within one year __________ __________ __________ __________<br>Net current assets 7,622,705 7,241,871 7,576,970 6,805,264<br>Net assets excluding pension  7,658,253 7,294,258 7,622,518 8,224,701<br>liability __________ __________ __________ __________<br>- - - -<br>Defined benefit pension surplus /<br>provision for liabilities __________ __________ __________ __________<br>7,658,253 7,294,258 7,622,518 8,224,701<br>Net assets<br>__________ __________ __________ __________<br>Income funds<br>458,584<br>Unrestricted funds – designated 520,993 458,584 520,993<br>7,179,628<br>Unrestricted funds – general 6,755,555 7,143,893 7,695,998<br>- - -<br>Unrestricted funds – pensionRestricted Funds – ‘Giving Back’ - 7,710 20,041 7,710<br>20,041<br>__________ __________ __________<br>__________<br>7,658,253 7,294,258 7,622,518 8,224,701<br>__________  __________  __________  __________<br>__________ __________ __________ __________<br>CPC Annual Report 2024/25 |49<br>**----- End of picture text -----**<br>


**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 -----**<br>
FRAMEWORK<br>SPEND GREW<br>FROM £2.6M TO<br>£7.4M IN FOUR<br>YEARS.<br>**----- End of picture text -----**<br>



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


**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** 


**helpdesk@thecpc.ac.uk** 


**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.
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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.
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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.
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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.
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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-
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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
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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.
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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.
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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. 


1 



**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 


2 



**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. 

___________________________________________________________________ 


3 



**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. 

___________________________________________________________________ 

## **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. 

___________________________________________________________________ 

## **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. 

___________________________________________________________________ 


4 



**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**|




5 



**Crescent Purchasing Limited and its subsidiaries – Audit findings letter 2025** 

___________________________________________________________________ 

## **2.7 Significant difficulties encountered during the audit** 

## **2.10 Audit opinion** 

We did not encounter any significant difficulties during the audit. 

___________________________________________________________________ 

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** 

___________________________________________________________________ 

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. 

___________________________________________________________________ 

## **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<br>ensuring that all income received by<br>the group is recognised in the correct<br>period. The cut off on income needs<br>to be established correctly to ensure<br>that<br>income<br>is<br>not<br>over<br>or<br>understated.<br>Completeness<br>of<br>income is to be established to ensure<br>all income receivable in the year has<br>been recognised appropriately.|Income<br>not<br>being<br>recognised in accordance<br>with FRS 102 recognition<br>criteria<br>and<br>per<br>any<br>underlying agreements.|The accounting policies adopted by<br>the<br>group<br>were<br>reviewed,<br>considering the guidance available<br>in FRS 102 and the recognition criteria<br>of<br>entitlement,<br>certainty<br>and<br>measurement.<br>A review of cut off has been<br>performed in line with the accounting<br>policies mentioned above.<br>Income was traced from source<br>documents to its recording in the<br>nominal ledger and recalculated<br>based on underlying agreements’ to<br>confirm<br>its<br>completeness<br>and<br>accuracy.|A prior period adjustment of £110k<br>was<br>raised<br>against<br>accrued<br>income and opening reserves to<br>account for a cumulative cut off<br>adjustment for income related to<br>late spends.<br>Income is fairly stated with regards<br>to<br>cut<br>off,<br>accuracy<br>and<br>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<br>controls|Potential<br>risk<br>of<br>management<br>override of internal controls (this<br>being a presumed risk inherent<br>within current auditing standards).|A<br>suitable<br>level<br>of<br>professional<br>scepticism was applied throughout all<br>areas of audit testing.<br>We reviewed manual journals and<br>accounting estimates such as accruals<br>and provisions and consider any<br>pressures on management to achieve<br>results.|No<br>evidence<br>of<br>management override<br>of the system of internal<br>control<br>was<br>found<br>throughout<br>our<br>audit<br>procedures.|
|Valuation of defined benefit pension<br>scheme|Valuation<br>of<br>defined<br>benefit<br>pension obligations depends on a<br>number<br>of<br>factors<br>that<br>are<br>determined on an actuarial basis<br>and underpinned by a series of<br>assumptions.<br>There<br>is<br>risk<br>that<br>inaccurate information may be<br>provided to the actuary and/ or<br>that assumptions used are not<br>appropriate.|We<br>reviewed<br>the<br>actuary’s<br>competences<br>and<br>capabilities<br>to<br>determine the reliability of their work.<br>We<br>reviewed<br>the<br>accuracy<br>of<br>information provided by management<br>to the actuary by comparing it to<br>underlying payroll records.<br>We benchmarked assumptions used to<br>other similar valuations performed for<br>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<br>for<br>Tenet<br>Education<br>Services Limited hive-up and disposal|During the year, Tenet Education<br>Services Limited was hived up and<br>dissolved. Goodwill and intangible<br>assets,<br>recognised<br>at<br>its<br>acquisition, which amounted to<br>£1million were fully amortised at<br>the time of the hive-up and<br>dissolution.<br>In<br>addition,<br>the<br>company was dissolved when it<br>still had about £425k in its bank<br>accounts.<br>Due<br>to<br>multiple<br>financial statement areas being<br>affected by these transactions,<br>there is risk that journal entries and<br>disclosure adjustments were not<br>accounted for properly. There is<br>also the risk that the cash reverted<br>to<br>the<br>Crown<br>under<br>bona<br>vacantia<br>rules<br>when<br>Tenet<br>Education Services Limited was<br>struck off.|We confirmed whether the<br>balances transferred to the<br>company were accurate.<br>We<br>confirmed<br>whether<br>goodwill and other intangible<br>assets<br>recognised<br>at<br>acquisition of the subsidiary<br>were derecognised when the<br>subsidiary was dissolved.<br>Reviewed<br>whether<br>the<br>company had rights to the<br>cash frozen by the bank that<br>belonged to the subsidiary<br>prior to its dissolution.|Frozen<br>cash<br>balances<br>were<br>reclassified to other debtors as<br>they are not cash and cash<br>equivalents as defined.<br>Financial statements are fairly<br>stated<br>with<br>regards<br>to<br>presentation and disclosure, rights,<br>existence and valuation assertions<br>in relation to accounting for the<br>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<br>interests identified from Companies House.|It is best practice for trustees to complete detailed forms when their<br>pecuniary interests change to ensure there is transparency over the<br>charity’s operations, to avoid conflicts of interests and to ensure party<br>transactions are adequatelydisclosed in the financial statements.|
|2|Gift aid donations made by Crescent Services (TPS) Limited to<br>Crescent Purchasing Limited were initially accounted for as<br>expenses rather than distributions.|There is risk that the company may breach the requirements of the<br>Companies Act 2006 requirements as “distributions” are being paid<br>without confirmation that the companyhas sufficient reserves.|
|3|Accrued income on late spends reported was not being adjusted<br>in the financial statements.|Although the impact of the movement in accrued income on the<br>statement of financial activities is usually not material year on year, the<br>accrued income balance not recognised in prior years was material<br>and was proposed to be adjusted.<br>Management should estimate the income related to late spends at<br>year end based on past experience and best information available.<br>Necessary adjustments should be made to ensure that income is not<br>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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