2023-08-31-accounts

==> picture [421 x 596] intentionally omitted <==

==> picture [186 x 34] intentionally omitted <==

ANNUAL REPORT AND FINANCIAL STATEMENTS For the year ending 31 August 2023

The Talent Foundry Trust | Company Number 06852919 Charity Registration Number (England & Wales) 1134468 (Scotland) SC051463

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

==> picture [34 x 35] intentionally omitted <==

Adults with lower workingclass parents are about three times as likely to be in a lower working-class occupation themselves as adults with higher professional parents.

Social Mobility Commission, 2023

Welcome

Social mobility is the difference between your life outcome and those of your parents.

For young people growing up in underserved communities and attending the schools we work in, the opportunity to have a different future to their parents is becoming increasingly out of reach.

The disadvantage gap – the difference in educational attainment between socio-economic groups – is the widest it has been for a decade, with the pandemic disruption to learning exacerbating existing inequalities.

Your background, your hometown, your skills, and your network all factor in your chances of a successful future.

This is why The Talent Foundry exists. We envisage a more diverse, equal society, where young people, through inspiring and fun experiences can build their skills and confidence and connect to exciting employers who value talent over background.

This year we are proud to have supported 45,792 young people across England, Wales and Scotland discover what they are amazing at and inspire them to think big about their futures.

Improving social mobility is a team effort. Our impact is only possible through the funding and volunteer support from the 21 businesses and the public sector organisations that partnered with us this year. This allows all our opportunities to be offered to teachers or schools at no cost to them.

The presentation and delivery were outstanding. To have 60 of our students engaged for four hours was a feat in itself. Students learned a lot from this workshop, and many would like them to be delivered in schools again.

Teacher, Blackpool Aspire Academy KPMG WorkReady

This year we celebrated two 10-year anniversaries with our partners, Barclays LifeSkills and Dell Technologies . Both programmes have expanded in student participation and into new locations, as well as enhanced the life skills of young people in the most deprived areas of the UK. On behalf of the thousands of young people who engaged in these activities, we thank our partners for embracing our mission and their long-term commitment to improving social mobility.

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

==> picture [281 x 560] intentionally omitted <==

With young people aged 16+ from a lower working-class background much more likely to be not in employment, education or training (NEET) than those of any other background, early intervention is key[1] .

problem-solving. We are excited to be extending this opportunity to more primary schools in 2023-24.

You cannot be, what you cannot see.

Launching our new three-year strategy in September 2022 we focused on expanding and diversifying our offer to combine curriculum and career-linked activities with essential skills development opportunities.

Teachers are under immense pressure to help their students ‘catch-up’ post-pandemic. Attendance, behaviour, staff capacity and budget pressures make it increasingly difficult for them to identify and offer extra-curricular activities to showcase meaningful careers and connect them to employers. With only 38.6% of young people with an understanding of the skills employers were looking for there is a disconnect between education and work[3] .

This included a new activity framework consisting of Lightbulb Moments, Building Skills and Career Insights, and Intensive Connections aimed at Key Stage 3-5 (P7-S6) and contributing to Gatsby Benchmarks.

We also piloted several place-based programmes to celebrate local talent and highlight to young people that they do not need to leave their hometown to find meaningful employment. Worryingly, only 12.4% of young people think there are quality opportunities available where they live[2] . Yet, during our work in Middlesbrough and the Tees Valley , we were encouraged by the businesses and organisations who jumped at the chance to meet young people and present a way to ‘stay local and go far.’

Feedback from our programmes demonstrate that the engagement of role models from industry is fundamental to inspiring and connecting young people to the world of work. Industry volunteers bring their own unique, career story into the classroom. This reassures young people that they do not need their futures mapped out and helps them to recognise the skills and strengths that are valuable in the workplace. This year our industry volunteers donated over 6,365 hours to support young people build their skills and confidence.

Responding to demand, we also piloted several of our programmes with primary school pupils to start career conversations and practice skills such as creativity and

I originally had doubts. Even now, the talk of the future makes my heart ache, but these sessions quelled that uncertainty. I had meaningful conversations with volunteers and learned what it may be like to work in the industry I’m interested in.

Year 13 student, Dell Technologies Powering Potential

1 Social Mobility Commission, 2023

2&3 Youth Voice Census 2023

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

==> picture [34 x 35] intentionally omitted <==

It was great to return to a classroom environment and meet these bright young minds. It was lovely to see the students engage with the activities and for them to present their unique ideas, especially from those who seem to have quiet and introverted behaviours.

Volunteer, Rise

==> picture [49 x 145] intentionally omitted <==

==> picture [85 x 146] intentionally omitted <==

On behalf of The Talent Foundry Board of Trustees, it would not be possible to work with so many young people without the support of teachers, our partners, our industry volunteers and our team of programme staff and inspirational and engaging facilitators, who spark talent every day. Thank you.

==> picture [71 x 63] intentionally omitted <==

==> picture [62 x 48] intentionally omitted <==

Sir David Bell Jenni Anderson Chair of Trustees Chief Executive

03

Strategic Report Plans & Priorities Financial Review Admin Financial

==> picture [34 x 35] intentionally omitted <==

Our Theory of Change

The problem

Talent is everywhere, opportunity is not. Being able to realise your potential depends on who your parents are, your education, your skills, and also where you grew up. Young people have big aspirations about their futures, yet schools do not always have the resources to bring these to life. Without the networks, employer connections and confidence, young talent is unnecessarily wasted. And since the pandemic, the disadvantage gap continues to widen. ACTIVITIES

Who we work with

We work with UK schools that have a higher-than-average number of students eligible for Pupil Premium funding (PDG in Wales and PEF in Scotland). We also work directly with students who are, or have been, eligible for Free School Meals, will be the first in their family to go to university, are young carers, care-experienced, or have a disability. Some programmes have a geographical focus where opportunities are limited by location such as coastal or rural OUR INTENDED OUTCOMES (SHORT AND MEDIUM TERM CHANGES) towns. Over 1,900 schools are eligible for our support.

We deliver fully facilitated, inspiring, skills-based workshops led by a The Talent Foundry facilitator and supported by industry volunteers, including:

Our outcomes (short and medium term changes)

Sessions which ‘spark’ interest and curiosity in industries and skills 11-14 years them to develop a career that excites them More connected to networks Our sustained and employers in their local impact goal Lightbulb area or area of interest moments Young Increased knowledge about More confident in their Social mobility People skills needed to progress into essential, employability and increases - young people key industries workplace skills from underserved Focus on technical and transferable skills 14-16 years backgrounds discover their amazing talents, development and encourage broad More aware of diverse Equipped to connect students Equipped to evidence how develop valuable new Career insights discussions about career options pathways into employment to meaningful employer and they meet statutory education employability skills, and and higher education (e.g. higher education encounters and careers frameworks take their first step into and building skills Educators apprenticeship) higher education or the world of work. A series of sessions with coaching and/or Post-16 Better understanding of the great talent within underserved Increased access to a skilled and diverse talent pool in their Employers value young people’s talents, rather mentoring to help build confidence to take communities and how to remove local area than their background, Intensive their first step into the world of work the barriers to employment Better equipped to report which opens up connections on their social value as part new employment Employers of ESG reporting opportunities. Increased understanding of Feel rewarded and that & Industry the employment and other volunteering is valuable Volunteers barriers that young people to their industry/sector or face today by volunteering employer and community

Research that underpins our Theory of Change

Numbers of students eligible for Free School Meals is increasing. The disadvantage gap in educational attainment has worsened since the pandemic. Young people of a lower working-class background are much more likely to be not in employment, education or training (‘NEET’) than those of any other background. Only 18% of people whose parents have no qualifications go on to gain a degree. Parental income and wealth continues to determine your own lifetime income position. Ref: Gov.uk, 2023. Social Mobility Commission, 2023. The Institute of Fiscal Studies, 2023

External factors that need to be in place for change to happen Schools have capacity to book and engage with sessions, in-person sessions can be delivered, partners engage with progammes, industry volunteers are available to help participate in sessions, funding is in place.

Line of accountability - we are accountable for outcomes until this point

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

• Our students gained a lot from talking to the volunteers and learning about the skills required by employees. It delivered thought-provoking exercises for our students.

Teacher, Beckfoot Thornton

Our Values

We believe that our team values are essential to achieving our mission. The values of ambition, inquisitiveness, and inclusivity and equity guide us in everything we do:

Ambition

We are ambitious for young people, our partners, and for ourselves. This means we strive to help everyone discover their talents and abilities and support them to develop the confidence to use them. Whether we’re working with students or with each other, we believe that setting high goals and pushing ourselves to achieve them is key to success.

Inquisitiveness

We are also inquisitive. We welcome feedback and spark discussions around how to continuously improve ourselves and our work. We’re not afraid to ask questions and seek out bold new ideas, keen to learn and grow.

Public Benefit

In setting objectives and planning for activities, the Trustees have given due consideration to general guidance published by the Charity Commission relating to public benefit, including the guidance ‘Public benefit: running a charity (PB2)’.

The Talent Foundry benefits the public through activities which aim to improve social mobility. These activities are delivered in schools, universities, corporate partner offices and other locations. We focus our efforts on the most underserved communities in the UK and at no cost to the schools or young people that participate to achieve this mission.

The Trustees confirm that they have complied with the duty in Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit and consider that The Talent Foundry’s activities, as outlined in this report, fall within the definition of public benefit.

Inclusivity and equity

==> picture [281 x 186] intentionally omitted <==

Finally, we are committed to inclusivity and equity. We believe that everyone should have equal access to opportunities and resources, regardless of their background or circumstances. We work to create safe and welcoming spaces where everyone feels valued and respected, and to identify and address systemic barriers that prevent young people from underserved communities from achieving their full potential.

Introduction Plans & Priorities Financial Review Admin Financial

==> picture [256 x 256] intentionally omitted <==

06

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

This year we delivered a recordbreaking 32 employability programmes working with 21 partners across England, Wales and Scotland.

==> picture [202 x 89] intentionally omitted <==

45[,] 792

YOUNG PEOPLE SUPPORTED

Sectors we supported:

Engineering, Healthcare, Rail, Finance, Professional Services, Entertainment, Technology, Construction, Retail, Sciences, Built Economy.

We are proud that our programmes are recognised by the Skills Builder Impact Accreditation

• Network Rail Track to the Future - Impact Level 4

• KPMG WorkReady - Impact Level 3

• M&G Enterprise Challenge - Impact Level 2

• The Bid Idea Workbook - Impact Level 2

==> picture [454 x 517] intentionally omitted <==

----- Start of picture text -----
Programme activities
4%
61%
35%
Highlights 4% intensive connections
35% career insights and
building skills
61% lightbulb moments
21
• corporate
• public
1,452 1,482 • voluntar y sector
industry volunteers workshops delivered …partners
Active in
83% of local
authorities
in England
4 industry
nominations
for our
…84% of workshops
partnership work
are in-person
----- End of picture text -----

==> picture [808 x 569] intentionally omitted <==

----- Start of picture text -----
Annual Report 2022/23
Introduction Strategic Report Plans & Priorities Financial Review Admin Financial
What we said we would do in 2022-23
• Continue to grow our partnership offer with
a wide range of businesses, public sector
organisations and industries
• Further develop The Bridge pre-apprenticeship
programme
• Investigate and pilot engagement with primary
schools
• Assess our impact measures and deliver against
best-practice recommendations in outcomes
measurement
• Deliver improvements to our IT infrastructure,
including a virtual working environment
• Investigate and plan for income generation
opportunities
• Enhance our marketing and communications
through new materials
I was able to use all of the tips when
it came to interviews and the sessions
showed me the best way to present
myself. It gave me so much more
confidence in myself and my abilities.
The more I believed in myself, the
better I was when it came to applying
for apprenticeships.
08
Year 13 student, Bridge to M&G
----- End of picture text -----

Introduction Plans & Priorities Financial Review Admin Financial

==> picture [281 x 560] intentionally omitted <==

----- Start of picture text -----
Spotlight on…
Lightbulb Moments
Our Lightbulb Moments workshops are
just that – a spark in a young person to
recognise a skill or interest for the first
time. Or discovering something about
themself that they didn’t know before.
----- End of picture text -----

Young people deserve to see the broad range of opportunities ahead of them and build the confidence to pursue their goals. These workshops, boost students’ aspirations for themselves and their futures and 61% of students engaged in these programmes.

We are incredibly passionate about the impact of this type of work, because we see every day how powerful opportunities like these can be for young people.

Many partners have funded the Lightbulb Moments programme since before the pandemic, including Dell Technologies’ Big Idea and Powering Transformation initiatives and M&G plc’s Enterprise Challenge .

This year, Network Rail and Logicor launched brand new Lightbulb Moments initiatives in schools.

For Network Rail, the workshops offer early engagement with young people to support them to make informed choices, change perceptions of the rail industry and promote STEM role models in school. 1,404 students took part this year, with expansion planned for 2023-24.

Absolutely invaluable in terms of teaching pupils the essential skills to make them better students and more employable individuals and gave an interesting insight into the way that Network Rail operate and what a diverse range of jobs they offer. The programme has exceeded all my expectations.

Teacher, Pewsey Vale School

Reach Dartford with Logicor was a new core skills development workshop raising awareness of career opportunities in and around Dartford.

This has benefitted my future by giving me an insight into another career choice and how it’s an option for me.

Florella, Harris Garrard Academy

The logistics and built economy sector are key to the UK economy. The workshop gives young people an insight into the world of logistics real estate management and a chance to tackle development tasks faced by Logicor team members.

Through a series of engaging team-based activities, students develop core skills, engage in the world of logistics real estate and use their maths skills to tackle workplace challenges.

460 students participated this year with 37 Logicor volunteers from across the business supporting the programme.

It is important for real estate developers to educate young people and ensure they are aware of the built environment. This will have a positive impact on leading other firms to also meet this standard.

Volunteer, Logicor

Introduction Plans & Priorities Financial Review Admin Financial

==> picture [281 x 560] intentionally omitted <==

----- Start of picture text -----
Spotlight on…
Career Insights
and Building Skills
Our Career Insights and Building Skills
programmes have two distinct aims:
provide young people the opportunity
to connect with volunteers from
a range of industries and start to
develop the core and sector-specific
skills to support informed choices
about their career pathways.
----- End of picture text -----

While these programmes are available nationwide, we work closely with our partners to ensure that this support really reaches those who need it most.

We know that young people from lower socioeconomic backgrounds in coastal, or rural communities are disadvantaged not just by their financial background, but by where they live. Employment opportunities are often fewer, and less varied; health outcomes are lower, and in many cases, the sheer distance from larger towns or cities means that they are less likely to benefit from extra-curricular opportunities.

The impact of this not only affects young people, but the communities in which they live, as well as local businesses which are not accessing the wealth of untapped talent - which would undoubtedly benefit everyone.

Coastal communities, the villages, towns and cities of England’s coast, include many of the most beautiful, vibrant and historically important places in the country. They also have some of the worst health outcomes in England, with low life expectancy and high rates of many major diseases.

Chief Medical Officer’s Annual Report 2021 Health in Coastal Communities

Rise, championed by ICAEW and KPMG WorkReady are two of our partnerships that have been designed around a collective understanding of the unique and diverse challenges faced by schools in areas outside of the traditional catchment areas of major companies and large employers.

This year the Rise programme supported 5,694 students through 100 workshops. 48% of those workshops were in rural or coastal areas of the UK, connecting volunteers from professional services firms with the talented but often under-resourced young people in areas including Bodmin, Northumberland, Gloucester and Cumbria.

Supporting this Rise workshop in Barnstaple really motivated me to work with more rural communities and I think I will sign up to some more.

Volunteer, Rise

Rise has been developed to support young people to identify the skills they already have and are developing in core curriculum subjects. A series of curriculum-linked challenges, supported by volunteers from Rise partner companies, engage students to work collaboratively, create tasks, build confidence, and develop skills and that are both familiar to the classroom and relevant to the workplace.

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

==> picture [34 x 35] intentionally omitted <==

Well presented and encouraged pupils to discuss their skills. The Talent Foundry’s partners and volunteers were excellent and provided pupils the faces and experiences required to let them see that they too could go on and have a successful career.

Teacher, Grangemouth High School

For six years, our KPMG WorkReady partnership has supported young people in Social Mobility Coldspots across the country including the Black Country, Norwich and East Cambridgeshire, with the workshop providing an insight into emerging technologies and the future of the world of work.

Each year over 3,000 young people take part in a WorkReady session, and the success of that programme precipitated an expansion of our KPMG partnership this year, with the introduction of the Opening Doors to Opportunities initiative.

Opening Doors to Opportunities brings young people into KPMG offices across the UK, affording students the chance to experience a real work environment.

• The Skipton Academy’s Year 9 students had a truly transformative experience during their visit to the KPMG offices in Leeds. This initiative, aimed at opening doors to opportunity, provided them with a firsthand insight into the world of work while fostering the development of core transferable skills.

Teacher, Skipton Academy

==> picture [141 x 53] intentionally omitted <==

==> picture [51 x 57] intentionally omitted <==

11

Introduction Plans & Priorities Financial Review Admin Financial

==> picture [281 x 560] intentionally omitted <==

----- Start of picture text -----
Spotlight on…
Intensive
Connections
Research from the Social Mobility
Commission highlighted the disparities
in apprenticeship opportunities for
those from disadvantaged backgrounds.
Workplace learners from more deprived
backgrounds were less likely to get
selected for an apprenticeship than
their more privileged peers. Yet, for
those that made it past all the obstacles -
they would get the most benefit.
----- End of picture text -----

If you already start behind, how can you get ahead?

This was one of the founding principles of the Bridge, a pre-apprenticeship programme designed to build the skills and confidence of young people to support them to apply for an apprenticeship. This year we supported 67 young people discover career opportunities in finance, legal services and construction.

Sam took part in our Bridge pre-apprenticeship programme in 2021 and has just completed the first year of his technology apprenticeship in the financial services sector.

Sam’s apprenticeship journey

“ The first year of my apprenticeship has been an amazing experience, everything from meeting new people and developing contacts, to learning numerous skills and qualities which were embodied in an important transitional phase of my career coming from high school and sixth form into my working career. These skills will be ingrained into me as I progress through my career.

“ Bridge massively helped me to secure my apprenticeship role.

“ It excelled in helping me perfect my interview skills, including tips on how to make yourself standout, even if you have minimal work experience. We had many hours of interview practice in a friendly environment where everyone is willing to learn and progress your career.

“ The programme played an integral role in helping me understand what employers were looking for.

“ I am continually learning every single day, something I will never take for granted. As an apprentice you have so many things which you can learn, through numerous streams such as university, work, and any other personal research which you can do to further increase your human capital.”

To support students in their first year of work we offer a development grant to contribute to the costs of travel, lunch or office attire. We know that the barriers to social mobility continue to permeate for young people from low socio-economic backgrounds even when they’ve secured their dream job. Going out to lunch with colleagues or travelling at peak times is something those from more affluent backgrounds may take for granted.

“ The bursary has massively helped me throughout this first year, going towards transport costs with buying train tickets to get to Manchester once a week to attend university.”

The Bridge is funded by The 1961 29th May Charitable Trust, Co-op Legal Services, the Garfield Weston Foundation, M&G plc, Mace Group, The Rayne Foundation and The Swire Charitable Trust.

Introduction Plans & Priorities Financial Review Admin Financial

==> picture [281 x 560] intentionally omitted <==

----- Start of picture text -----
Spotlight on…
Place-based
Initiatives
----- End of picture text -----

Social mobility continues to fall – and moving up is harder if you grow up in the North or Midlands. Those with parents living in London stand to inherit about twice as much on average as those with parents living in the North-East or Yorkshire and the Humber.

Institute for Fiscal Studies, 2023

Middlesbrough is one of the most deprived local authorities in the UK. Projected skills sector gaps across the Tees Valley, such as digital, low carbon and traditional service and manufacturing sectors highlighted a need to support young people to prepare for opportunities available in the region over the next decade.

Through support and funding from M&G plc and working collaboratively with Middlesbrough Council in inspirational locations, we supported 40 young people (14-15 years old) to raise their aspirations and improve their engagement with education. All students were facing challenges outside of their control, and included care-experienced young people and children with a social worker.

Skills for Life Middlesbrough also supported young people to build professional networks, seek expert advice and guidance from industry role models, and raised awareness of how to transition from school to meaningful employment.

• This programme has been life changing for the students.

Teacher, Acklam Grange School

Over the course of the programme, young people were supported by our facilitators and local and national employers.

• It has given me confidence and made me realise that I am capable of big things if I put myself out there.

Libby, Outwood Academy Ormesby

The programme benefitted from overwhelmingly positive local stakeholder engagement, and as a result, developed a true ‘Middlesbrough First’ identity. 56 volunteers from across Middlesbrough and further afield supported Skills for Life, and we thank the NHS, Story Contracting, Cleveland Police, Cleveland Fire Brigade, M&G plc, Teesside International Airport and Northumbrian Water for their engagement.

The course was impeccably presented, with great content, dialogue and flow. Fantastic, really had a great time chatting and inspiring some amazing young people. What stood out was their development from my first session to the final one. Their confidence and passion for future employment just grew and grew.

Volunteer, Skills for Life Middlesbrough

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

Spotlight on…

Fundraising

==> picture [228 x 171] intentionally omitted <==

Cycle Challenge

In September 2022, a team of cyclists from the construction industry rode 300 miles across the coast-to-coast of France, raising £22,999. With the challenge sponsored by Morgan Sindall Construction and Willmott Dixon in 2022, they have committed to supporting the challenge in Europe in 2023.

We’re thrilled to be supporting The Talent Foundry. The work they do is vitally important to drive social mobility for young people, it’s an objective that aligns to our own Responsible Business strategy as we all work to create positive outcomes from our work in the built environment.

==> picture [228 x 171] intentionally omitted <==

The Inca Trail

After two years of planning and fundraising, and a delay due to the pandemic, a team of 23 trekkers from Dell Technologies completed their challenge to hike the Inca Trail in aid of The Talent Foundry in September 2022.

The challenge saw the team trekking 50km over four days at altitudes up to 4,205m before reaching Machu Picchu on the final day and raising £69,511.

Daniel Merrit, Solutions Architect at Dell Technologies, organised the challenge after many years of supporting our employability programmes such as Dell Technologies Powering Transformation. The team are now planning further fundraising activities to celebrate 10 years of supporting young people, including a 2025 Trek to Everest Base Camp.

Dave Wood, Framework Director at Morgan Sindall

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

==> picture [227 x 171] intentionally omitted <==

Charity of the Year with SAS UK

SAS colleagues began fundraising for TTF in 2021 with internal office events and activities, raising £2,000 so far. Their support has enabled us to embrace hybrid working, by donating the use of the SAS Innovation Hub in London for the team to host its Team Together Days. This has saved the charity significant expense and allowed us the space to work creatively in a welcoming office environment.

With their commitment to learning and development, they also supported two apprenticeships with a transfer of the Apprenticeship Levy to the charity.

==> picture [228 x 168] intentionally omitted <==

Charity of the Year with Flywheel IT Services

Flywheel IT Services is supporting us to get the most from our technology, including an IT helpdesk and strategic upgrades.

After participating in a fundraising bike ride across France in 2022, the partnership was the brainchild of Flywheel’s CEO Matthew White to do more for The Talent Foundry.

I’m very fired up about supporting The Talent Foundry and its mission. Every child deserves the same opportunities no matter who their parents are, and The Talent Foundry is clearly doing a great job with that. Unfortunately, with so many underserved children, it is a huge job they have. There are so many more children that will miss out unless this charity is supported to grow.

Big Give Christmas Challenge

In November 2022 we participated in the Big Give for the first time raising £6,000 to support our intensive connections activities.

Thank you to Denford Associates, The Monday Trust, SAS UK colleagues and individual donors for supporting the campaign.

We also:

• Launched our new website in August 2022

• Improved our school engagement flyers and communications

• Attended careers fairs and conferences to promote our programmes to careers leaders and teachers

• Participated in National Apprenticeship Week, National Careers Week and Social Mobility Day

• Developed our Theory of Change (see page 4) and improved our outcomes monitoring framework to analyse, learn and respond to feedback from students, educators and volunteers which will be rolled out in Sept 2023

• Celebrated our programmes and partnerships being nominated for three national charity awards and were named one of the Top 100 social enterprises in the UK

15

Introduction Plans & Priorities Financial Review Admin Financial

Spotlight on… Our Partners

In Partnership With ABM Barclays Chartered Institute of Securities and Investments (CISI) Dell Technologies Disney+ Hook ICAEW KPMG Logicor M&G M&G Co-op Mace Maven Securities NHS Network Rail PwC UK Royal Societyof Chemistry SAS UK Wise*	Programme Name Junior EngineeringEngagement Programme (JEEP) LifeSkills DeepImpact LifeSkills Primary Invest in You The BigIdea PoweringPotential Powering Transformation Meet the Team Accreditation WEX Internship(paid) Rise WorkReady OpeningDoors to Opportunities Reach Dartford Enterprise Challenge Skills for Life Skills for Life (Digital Platform & CV review) Business studies bursary: RoddyThomson Memorial Fund Middlesbrough Skills for Life & Enterprise Challenge Bridge to Secureyour Potential NextGen Nurse - Lightbulb moments Pathways into Nursing- Universityinsights Teacher sessions Track to the Future Lightbulb Moments Pathwayto FlyingStart Find Your Element Future Analysts Entrepreneurship	School Network Manchester, Leeds/Bradford, and London National Great Yarmouth & Taunton Blackpool, Bury, London (Rhyl CommunityPrimarySchool), Middlesbrough Liverpool National Greater Manchester & Tees Valley North West, North East, South West, Yorkshire and the Humber, London, East of England, West Midlands, Scotland, Wales National National London London National – 50% rural and coastal focus National – social mobilitycold spots National Dartford / South East London National National National Monmouthshire Middlesbrough Council* London Bristol, Manchester & Stratford Upon Avon London London National London, Swindon, Bristol, Manchester, Birmingham, and Glasgow National National Doncaster and Lancashire Thames Valley, London, G. Manchester, Bradford, Tyne and Wear and Glasgow London	Key Stage KS3 KS3-5 KS4 KS2 KS5 KS3 KS4-5 KS3 KS4-5 KS5 KS5 KS5 KS4 KS3-5 KS3-5 KS3 KS3 KS5 KS3-5 KS5 KS3 KS5 KS5 KS5 KS5 KS4-5 KS4-5 KS3 KS5 KS3 KS5 KS5	Programme Activities
				CIBS
				CIBS
				IC
				LM
				CIBS
				LM
				IC
				LM
				LM
				IC
				IC
				IC
				CIBS
				CIBS
				CIBS
				CIBS
				LM
				CIBS
				CIBS
				IC
				CIBS
				IC
				IC
				IC
				IC
				CIBS
				CIBS
				LM
				CIBS
				CIBS
				CIBS
				CIBS

(*) new for 2022-23

Key: LM Lightbulb Moments, CIBS Career Insights and Building Skills, IC Intensive Connections

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

==> picture [256 x 256] intentionally omitted <==

17

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

==> picture [256 x 256] intentionally omitted <==

18

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

Financial Review

Income and expenditure

Our incoming resources this year totalled £1,540,750 (202122: £1,071,107), an increase of 44%. This increase is due to the expansion of our existing programmes, increases in new partnerships and an increase in fundraised income.

Our unrestricted incoming resources increased to £297,965 from £113,104 in 2021-22, which includes donated services (outlined below) and events with our partners, including those where colleagues have raised funds by taking part in challenge events.

Our expenditure totalled £1,391,482 (2021-22: £1,018,800), an increase of 37%. This increase is due to the expansion of our programmes and increased costs relating to the costof-living crisis and inflation. This year as our programme delivery increased, our facilitator delivery costs also increased to £367,938 (2021-22: £267,149). Our facilitator network, which is freelance, delivers the programme sessions to young people.

As of 31 August 2023, total unrestricted expenditure stood at £167,709 (2021-22: £67,915). Included within unrestricted reserves are designated funds of £201,531 (2021-22: £159,253) which are detailed in note 14.

Donated Services: support in kind

We are grateful to the organisations and individuals who donate their services to us, including:

• Dell Technologies - donated IT equipment

• Flywheel IT Services – IT helpdesk and support

• Odgers - interview and application coaching for students on our Bridge programmes

• Volunteer hours provided by staff from our corporate partners.

The total value of donated services (excluding volunteer hours) during 2022-23 was £71,664 (2021-22: £104,741).

The total value of volunteer hours was: £69,376 (based on a Living Wage calculation)

Reserves Policy

The Board of Trustees approved the reserves policy at its Board meeting on 27 September 2023 and approved its effective date from 31 August 2023.

The policy was updated to take account of the increase in staff, the commitments we have to students on our pathways into work programmes and an increasing number of partners working with us on multi-year activities. The Trustees have determined that the appropriate level of free reserves (unrestricted and uncommitted funds) should be equivalent to between two and four months of operational delivery expenditure.

The trustees consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the charity’s current activities while consideration is given to ways in which additional funds may be raised.

Our reserves policy for 2022-23 was met for the year. The Board of Trustees do not feel that we have excessive reserves within our policy. TTF continues to review its reserves’ policy, alongside its ongoing projects and associated funding requirements.

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

Fundraising statement

The Talent Foundry registered with the Fundraising Regulator in 2021. Our main fundraising activities are in partnership with our corporate partners where employees raise funds for the charity by arranging and taking part in ‘in aid of’ events, supported by our programme team.

We use several online giving platforms, such as JustGiving, Charities Trust and Benevity and we also claim Gift Aid from eligible donations and donors. We do not take part in public fundraising activities and do not engage external fundraising consultants or third-party contractors to fundraise on our behalf. We have received no complaints about our fundraising. All fundraising is managed internally and delegated to the CEO who is accountable to the Trustees via the Executive.

Going concern

After making appropriate enquiries, the Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements. Further details regarding the adoption of the going concern basis can be found in the accounting policies.

Principal risks and uncertainties

Demand from schools for our programmes continues to be high. Risks to the delivery of our activities are regularly reviewed by the Board of Trustees and monitor the following principal risks:

• Safeguarding – we regularly review feedback from students, teachers, volunteers, and facilitators to identify any safeguarding causes for concern and follow up with the relevant Designated Safeguarding Leads in schools. We further mitigate safeguarding risks by implementing our safeguarding and child protection policy and procedures (including safer recruitment) and providing annual training for staff and volunteers.

• Reduction in partnership income – we have discussed that the cost-of-living and inflationary increases may affect our existing and prospective partners’ ability to continue funding bespoke programmes. Regular communication is in place with partners and 90% of programmes are confirmed ahead of the 2023-24 academic year.

• Loss of key staff – we continue to improve our employee terms and conditions and this year benchmarked all our salaries against the market average. We have an ongoing recruitment process for facilitators.

• School pressures and challenges – the reason we provide fully funded opportunities to schools in underserved areas is because we know financial pressures can be a barrier to teachers accessing extracurricular opportunities for their students. We adapt our workshop delivery to enable teachers to book sessions flexibly and conveniently.

• Financial controls - we have stringent budgeting and forecasting procedures in place and can flex budgets as circumstances change – for example to accommodate alternative delivery options. We also have robust credit control procedures in place to ensure money is received and paid on time in accordance with the relevant agreement.

Investments Policy

TTF regularly reviews its policy for investing uncommitted funds. At the 27 September 2023 Board meeting, Trustees approved a new Treasury Management Policy to investigate a managed platform for instant access savings and fixed term deposits. The ongoing financial flexibility and viability of TTF is maintained as a priority.

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

==> picture [256 x 256] intentionally omitted <==

21

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

Structure, Governance and Management

CONSTITUTION

The Charity is registered as a charitable company limited by guarantee, under company number 06852919, and was set up by a Memorandum of Association on 19 March 2009. The Charity is constituted under a Memorandum of Association dated 19 March 2009, amended, and updated by special resolution on 6 October 2021 and is a registered charity, under number 1134468. The Charity is registered with OSCR, the Scottish Charity Regulator, under number SC051463.

GOVERNANCE

Method of appointment or election of Trustee

The management of the Charity is the responsibility of the Trustees who are elected and co-opted under the terms of the Memorandum of Association. Policies adopted for the induction and training of Trustees. This is our fourteenth year of operation. All Trustees are highly experienced and hold similar posts in other charities and companies. Trustees have become familiar with the work of the charity through information provided at meetings, visits and attending events. Trustees are also invited to join working groups with representatives from industry, teachers, and young people. Trustees are offered a range of tools to help with their continuing development including guidance on being an effective Trustee and emerging issues. Trustees are also given copies of TTF’s Memorandum of Association. New Trustees are also offered the opportunity to link up with a mentor who will be one of our longer-serving Trustees.

Organisational structure and decision making

The organisation is managed by a senior leadership team with oversight and scrutiny is provided by an experienced Board of Trustees.

TTF is governed by a Board of Trustees, chaired by Sir David Bell, and represents the public, private and third sectors. The Board of Trustees formally met four times in the reporting period. There is one sub-committee – the Fundraising Committee, established

in the Autumn Term 2020. Delegation of day-to-day activities is passed to the Senior Leadership Team and is supported by a team of staff including finance, programme managers, programme coordinators and schools engagement officers. Our activities in schools are delivered by a team of freelance facilitators. Pay for key management personnel is considered by Trustees as part of the annual budget setting process.

Headteachers Advisory Group (TAG)

TAG provides support and guidance to the executive, providing expert input and challenge during the development of new programmes, and in the evaluation of impact. Guests from secondary and primary schools join on occasion to provide lived-experiences. Members include:

• Harry French, Chair, Principal, Cliff Park Ormiston Academy

• Matthew Partington, Headteacher, Roundhay School

• Allison Redshaw, Deputy Headteacher and Careers Leader, Walney School

ADMINISTRATIVE INFORMATION

Trustees

Sir David Bell (Chair)

Michael Green

Luke Bradley-Jones

Amy Leonard MBE (appointed 1 January 2024)

Catherine Murphy (appointed 27 November 2023)

Lord Richard Newby

Fiona Ryland

Mohsen Ojja

Sarah Richardson

Duncan Scott Sir David Carter (resigned 27 November 2023) Josh Krichefski (resigned 27 November 2023)

Company Secretary

Jenni Anderson Tomblin

Senior Leadership Team

CEO

Amy Leonard MBE (resigned 31 December 2023)

Jenni Anderson Tomblin (appointed 1 January 2024)

Head of Programmes and Partnerships

Cate Smith

Head of Finance and Resources

Alex Horsup (appointed 11 July 2023)

Bankers

Barclays Bank Plc 27 Soho Square London W1D 3QR

Independent Auditors

Goodman Jones LLP 29/30 Fitzroy Square London W1T 6LQ

Registered office

c/o Goodman Jones LLP 29/30 Fitzroy Square London W1T 6LQ

Correspondence address

167-169 Great Portland Street 5th Floor London W1W 5PF

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

RISK MANAGEMENT

RISK MANAGEMENT STATEMENT

The Trustees conduct regular reviews of the major risks to which the Charity is exposed, and risk management forms a part of each trustee meeting. A risk register is maintained and updated regularly. TTF has implemented systems or procedures, where appropriate, to mitigate the risks that it faces. Internal control risks are minimised by the implementation of procedures for the authorisation of all transactions, income, and expenditure. These are reviewed regularly to ensure that they continue to meet the needs of the Charity.

Safeguarding is a standard item on Board meeting agendas and the charity’s Safeguarding Policy is reviewed and updated annually.

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

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

Company law requires the Trustees to prepare financial statements for each financial year. Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Charity and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles of the Charities SORP (FRS 102);

• make judgements and accounting estimates that are reasonable and prudent;

• state whether applicable UK Accounting Standards (FRS 102) have been followed, subject to any material departures disclosed and explained in the financial statements;

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

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Charity’s transactions and disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

DISCLOSURE OF INFORMATION TO AUDITORS

Each of the persons who are Trustees at the time when this Trustees’ Report is approved has confirmed that:

• so far as that Trustee is aware, there is no relevant audit information of which the charity’s auditors are unaware, and

• that Trustee has taken all the steps that ought to have been taken as a Trustee in order to be aware of any relevant audit information and to establish that the charity’s auditors are aware of that information.

AUDITORS

The auditors, Goodman Jones LLP, have indicated their willingness to continue in office. The designated Trustees will propose a motion reappointing the auditors at a meeting of the Trustees.

This report was approved by the Trustees and signed on their behalf by:

==> picture [72 x 63] intentionally omitted <==

Sir David Bell Chair of Trustees

Date: 23 January 2024

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF THE TALENT FOUNDRY TRUST

OPINION

We have audited the financial statements of The Talent Foundry Trust (the ‘charitable company’) for the year ended 31 August 2023 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 31 August 2023 and of its incoming resources and application of resources, including its income and expenditure for the year then ended;

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

• have been prepared in accordance with the requirements of the Companies Act 2006, the Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).

BASIS FOR OPINION

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors’ responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

CONCLUSIONS RELATING TO GOING CONCERN

In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

OTHER INFORMATION

The other information comprises the information included in the Annual Report other than the financial statements and our Auditors’ Report thereon. The Trustees are responsible for the other information contained within the Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF THE TALENT FOUNDRY TRUST

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

We have nothing to report in respect of the following matters where the Charities (Accounts and Reports) Regulations 2008 and the Charities Accounts (Scotland) Regulations 2006 (as amended) requires us to report to you if, in our opinion:

• the information given in the Trustees’ Report is inconsistent in any material respect with the financial statements; or

• sufficient accounting records have not been kept; or

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

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

RESPONSIBILITIES OF TRUSTEES

As explained more fully in the Trustees’ Responsibilities Statement, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

AUDITORS’ RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

We have been appointed as auditor under section 144 of the Charities Act 2011 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and report in accordance with the Acts 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 Auditors’ Report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

Based on our understanding of the company and industry, we identified that the principal risks of non compliance with laws and regulations related to industry sector regulations and unethical and prohibited business practices, and we considered the extent to which noncompliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006, Charities Act 2011, Charities Accounts (Scotland) Regulations 2006 (as amended), Office of the Scottish Charity Regulator, Charity Commission and

sector regulations, and UK Tax Legislation. We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls). Appropriate audit procedures in response to these risks were carried. These procedures included:

• Discussions with management, including consideration of known or suspected instances of non compliance with laws and regulation and fraud;

• Reading minutes of meetings of those charged with governance;

• Obtaining and reading correspondence from legal and regulatory bodies including HMRC;

• Identifying and testing journal entries;

• Challenging assumptions and judgements made by management in their significant accounting estimates.

We also communicated relevant identified laws and regulations and potential fraud risks to all engagement team members; and remained alert to any indications of fraud or non compliance with laws and regulations throughout the audit. There are inherent limitations in the audit procedures described above and the further removed non compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

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

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF THE TALENT FOUNDRY TRUST

USE OF OUR REPORT

This report is made solely to the charitable company’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008, section 44(1) (c) of the Charities and Trustee Investment (Scotland) Act 2005, and regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charitable company’s trustees those matters we are required to state to them in an Auditors’ Report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, for our audit work, for this report, or for the opinions we have formed.

==> picture [162 x 34] intentionally omitted <==

Goodman Jones LLP

Chartered Accountants

Statutory Auditors 29/30 Fitzroy Square London W1T 6LQ

Date: 23 January 2024

Goodman Jones LLP are eligible to act as auditors in terms of section 1212 of the Companies Act 2006.

==> picture [417 x 331] intentionally omitted <==

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

==> picture [256 x 256] intentionally omitted <==

27

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 AUGUST 2023

Income from: Donations and legacies Charitable activities Investments Total income Expenditure on: Raising funds Charitable activities Total expenditure Net income Transfers between funds Net movement in funds Reconciliation of funds: Total funds brought forward Net movement in funds Total funds carried forward	Note 4 5 6 14	Unrestricted funds 2023 £ 171,694 126,269 2 297,965 77,551 90,158 167,709 130,256 (5,650) 124,606 296,633 124,606 421,239	Restricted funds 2023 £ 862,730 380,055 - 1,242,785 7,538 1,216,235 1,223,773 19,012 5,650 24,662 341,847 24,662 366,509	Total funds 2023 £ 1,034,424 506,324 2 1,540,750 85,089 1,306,393 1,391,482 149,268 - 149,268 638,480 149,268 787,748	Total funds 2022 £ 776,393 294,713 1 1,071,107 474 1,018,326 1,018,800 52,307 - 52,307 586,173 52,307 638,480

The Statement of Financial Activities includes all gains and losses recognised in the year. The notes on pages 31-47 form part of these financial statements.

28

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

BALANCE SHEET AS AT 31 AUGUST 2023

Current assets Debtors Cash at bank and in hand Creditors: amounts falling due within one year Net current assets Total assets less current liabilities Total net assets Charity funds Restricted funds Unrestricted funds Total funds Note 11 12 14 14	17,643 1,186,580 1,204,223 (416,475)	2023 £ 787,748 787,748 787,748 366,509 421,239 787,748	120,787 1,027,452 1,148,239 (509,759)	2022 £ 638,480 638,480 638,480 341,847 296,633 638,480

The entity was entitled to exemption from audit under section 477 of the Companies Act 2006.

The members have not required the entity to obtain an audit for the year in question in accordance with section 476 of the Companies Act 2006.

However, an audit is required in accordance with section 144 of the Charities Act 2011.

The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.

The financial statements have been prepared in accordance with the provisions applicable to entities subject to the small companies regime.

The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by: Sir David Bell Chair of Trustees

Date: 23 January 2024

The notes on pages 31-47 form part of these financial statements.

29

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 AUGUST 2023

Cash fows from operating activities Net cash used in operating activities Cash fows from investing activities Net cash provided by investing activities Cash fows from fnancing activities Net cash provided by fnancing activities Change in cash and cash equivalents in the year Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year The notes on pages 31-47 form part of these fnancial statements	2023 £ 159,128 - - 159,128 1,027,452 1,186,580	2022 £ (37,470) - - (37,470) 1,064,922 1,027,452

30

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

1. GENERAL INFORMATION

The Charity is a charitable company limited by guarantee registered in England and Wales. The Charity is also registered in Scotland with the OSCR (registration number: SCO51463). The registered office address is 29/30 Fitzroy Square, London, W1T 6LQ. The objects of the Charity are set out in the Trustees’ Report.

2. ACCOUNTING POLICIES

2.1 Basis of preparation of financial statements

The financial statements have been prepared in accordance with the Charities SORP (FRS 102) Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

These statements are prepared in sterling, the functional currency of the Charity, and all amounts are rounded to the nearest £.

The Talent Foundry Trust meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

The Charity is a company limited by guarantee. The members of the company are the Trustees named on page 22. In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the Charity.

2.2 Fund accounting

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

Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Investment income, gains and losses are allocated to the appropriate fund.

2.3 Going concern

After making appropriate enquiries, the Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. The Trustees have considered the future plans of the Charity and it is deemed that the Charity can meet its commitments and liabilities and can continue for the foreseeable future. Accordingly, they continue to adopt the going concern basis in preparing the financial statements.

2.4 Income

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

Grants are included in the Statement of Financial Activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.

Where the donated good is a fixed asset, it is measured at fair value, unless it is impractical to measure this reliably, in which case the cost of the item to the donor should be used. The gain is recognised as income from donations and a corresponding amount is included in the appropriate fixed asset class and depreciated over the useful economic life in accordance with the Charity’s accounting policies.

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

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

As disclosed in note 13, the Charity’s wholly owned subsidiary was dormant during the whole of the current and previous accounting periods. As a result, the Charity has taken advantage of the exemption from preparing consolidated financial statements.

31

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable.

Income from bespoke partners for projects is recognised when the Charity is entitled to the income, having fulfilled any specific conditions/service requirements attached to the funding. Where such funding is received for services performed under a contract, income is recognised subject to the above criteria and to the extent that the services have been completed.

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

2.5 Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Charity; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.

2.6 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of staff time.

Expenditure on raising funds includes all expenditure incurred by the Charity to raise funds for its charitable purposes and includes costs of all fundraising activities events and non charitable trading.

Expenditure on charitable activities is incurred on directly undertaking the activities which further the Charity’s objectives, as well as any associated support costs.

Grants payable are charged in the year when the offer is made except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled. Grants offered subject to conditions which have not been met at the year end are noted as a commitment, but not accrued as expenditure.

All expenditure is inclusive of irrecoverable VAT.

2.7 Debtors

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

2.8 Cash at bank and in hand

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

2.9 Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.

Liabilities are recognised at the amount that the Charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.

Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Statement of Financial Activities as a finance cost.

2.10 Financial instruments

The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

2.11 Operating leases

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

2.12 Pensions

The Charity operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Charity to the fund in respect of the year.

32

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

3. CRITICAL ACCOUNTING ESTIMATES AND AREAS OF JUDGEMENT

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

The Charity makes estimates and assumptions concerning the future. The resulting accounting estimates and assumptions will, by definition, seldom equal the related actual results. The Trustees have not identified any estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year.

Income recognition - the Charity receives income from contracts and grants. Some agreements can include various qualitative and quantitative milestones and performance conditions to be met in order for the Charity to have entitlement to the funds. The Charity makes various assumptions in determining the stage of completion of these contracts and grants.

33

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

4. INCOME FROM DONATIONS AND LEGACIES

Donations Donations - corporate Donations - individual Subtotal - donations Gift aid receivable Donated services Grants Subtotal other	Total 2022	Unrestricted funds 2023 £ 16,423 144,607 161,030 3,184 5,500 1,980 10,664 171,694 68,575	Restricted funds 2023 £ 745,918 5,000 750,918 648 66,164 45,000 111,812 862,730 707,818	Total funds 2023 £ 762,341 149,607 911,948 3,832 71,664 46,980 122,476 1,034,424 776,393	Total funds 2022 £ 635,618 36,028 671,646 6 104,741 - 104,747 776,393

34

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

5. INCOME FROM CHARITABLE ACTIVITIES Funding for Programme Delivery Unrestricted funds 2023 £ 126,269 44,528 Restricted funds 2023 £ 380,055 250,185 Total 2022 Included within income from charitable activities is programme income totalling £10,691 (2022: £7,773) from companies in	5. INCOME FROM CHARITABLE ACTIVITIES Funding for Programme Delivery Unrestricted funds 2023 £ 126,269 44,528 Restricted funds 2023 £ 380,055 250,185 Total 2022 Included within income from charitable activities is programme income totalling £10,691 (2022: £7,773) from companies in	5. INCOME FROM CHARITABLE ACTIVITIES Funding for Programme Delivery Unrestricted funds 2023 £ 126,269 44,528 Restricted funds 2023 £ 380,055 250,185 Total 2022 Included within income from charitable activities is programme income totalling £10,691 (2022: £7,773) from companies in	Total funds 2023 £ 506,324 294,713 Total funds 2022 £ 294,713 which certain trustees are employed. Total funds 2023 £ 2 1 Total funds 2022 £ 1 Total Funds 2023 £ 2,800 Total funds 2022 £ -
6. INVESTMENT INCOME Investment income	Total 2022	Unrestricted funds 2023 £ 2 1	Total funds 2023 £ 2 1
7. ANALYSIS OF GRANTS Grants, Programme Delivery		Grants to Individuals 2023 £ 2,800	Total Funds 2023 £ 2,800

35

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

8. ANALYSIS OF EXPENDITURE BY ACTIVITIES Programme Delivery Total 2022 8. ANALYSIS OF SUPPORT COSTS Premises expenses Travel expenses Ofce expenses Computer costs Marketing Legal and professional fees Audit fee Bank charges Governance costs - Legal and professional fees	Activities undertaken directly 2023 £ 1,149,451 836,442	Grant funding of activities 2023 £ 2,800 - Total 2022	Support costs 2023 £ 154,142 181,884 Programme Delivery 2023 £ 13,737 1,688 18,594 72,330 24,125 9,328 6,600 144 7,596 154,142 181,884	Total funds 2023 £ 1,306,393 1,018,326 Total funds 2023 £ 13,737 1,688 18,594 72,330 24,125 9,328 6,600 144 7,596 154,142 181,884	Total funds 2022 £ 1,018,326 Total funds 2022 £ 43,019 5,463 8,125 58,264 36,117 5,402 6,600 135 18,759 181,884

Support costs are allocated to activities based on the amount of time spent. The above support costs include donated services where applicable.

36

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

9. STAFF COSTS

Wages and salaries Social security costs Contribution to defned contribution pension schemes The average number of persons employed by the Charity during the year was as follows: Programmes and administration The number of employees whose employee benefts (excluding employer pension costs) exceeded £60,000 was: In the band £70,001 - £80,000	2023 £ 510,270 47,777 12,112 570,159 2023 No. 18 2023 No. 1	2022 £ 393,433 34,609 8,884 436,926 2022 No. 14 2022 No. -

During the period the Charity incurred costs totalling £172,051 (2022: £154,040) in respect of amounts payable to key management personnel (inclusive of CEO, Deputy CEO, Head of Programmes and Head of Finance and Resources).

10. TRUSTEES’ REMUNERATION AND EXPENSES

During the year, no Trustees received any remuneration or other benefits (2022 - £NIL) .

During the year ended 31 August 2023, no Trustee expenses have been incurred (2022 - £NIL) .

37

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

11. DEBTORS

Due within one year

Trade debtors Other debtors Prepayments and accrued income Tax recoverable

Total

12. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Trade creditors Other creditors Accruals and deferred income Total

Deferred income at 1 September Resources deferred during the year Amounts released from previous periods

2023 £ 1,806 8,908 3,851 3,078 17,643 2023 £ 1,587 - 414,888 416,475 2023 £ 507,135 405,964 (507,135) 405,964	2022 £ 27,979 8,908 78,842 5,058 120,787 2022 £ 226 2,398 507,135 509,759 2022 £ 477,595 507,135 (477,595) 507,135

Total

Deferred income relates to income received in advance of programmes commencing after the balance sheet date and to which performance conditions are attached.

38

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

13. INVESTMENTS

The Charity owns the entire issued share capital of £1 of Transformation Ventures Limited, a company incorporated in England and Wales. Transformation Ventures Limited did not trade during the current and prior periods and as a result consolidated financial statements have not been prepared.

14. STATEMENT OF FUNDS

Statement of funds - current year

Unrestricted funds Designated funds Programme Delivery Fund Rock Assembly Trust Development Total General funds General funds - all funds Total Unrestricted funds	Balance at 1 September 2022 £ - 22,100 137,153 159,253 137,380 296,633	Income 2023 £ 121,419 - - 121,419 176,546 297,965	Expenditure 2023 £ (73,491) - - (73,491) (94,218) (167,709)	Transfers in/(out) 2023 £ 16,450 (22,100) - (5,650) - (5,650)	Balance at 31 August 2023 £ 64,378 - 137,153 201,531 219,708 421,239

39

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

14. STATEMENT OF FUNDS(CONTINUED) Restricted funds ABM Bridge Programmes Bridge to Barclays CISI Dell Technologies Future Workforce ICAEW (Rise) Inspire US 2020 KPMG Programmes LifeSkills Programmes M&G plc Programmes M&G Roddy Thomson Memorial Fund Network Rail NHS PwC The Royal Society of Chemistry The Walt Disney Company Total Restricted funds Total funds	Balance at 1 September 2022 £ 13,678 35,000 3,662 201 72,566 81 37,882 1,812 147,271 24,332 4,914 63 277 46 - 62 341,847 638,480	Income £ 3,386 125,646 - - 262,394 91,745 - 58,533 369,228 172,592 30,648 - 75,515 20,989 21,418 10,691 1,242,785 1,540,750	Expenditure £ (17,064) (64,941) (2,917) (201) (278,634) (91,826) - (60,345) (393,056) (185,528) (200) (63) (75,792) (21,035) (21,418) (10,753) (1,223,773) (1,391,482)	Transfers in/(out) £ - 5,650 - - - - - - - - - - - - - - 5,650 -	Balance at 31 August 2023 £ - 101,355 745 - 56,326 - 37,882 - 123,443 11,396 35,362 - - - - - 366,509 787,748

41

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

14. STATEMENT OF FUNDS (CONTINUED)

Funds statement

The designated funds as analysed above are held for the following purposes:

• Programme Delivery Fund – to support the development and expansion of programme activities aligned with our charitable objectives.

• Rock Assembly – to support an extra-curricular careers event.

• Trust Development – to fund and increase the capacity and expertise of the team.

The restricted funds as analysed above are held for the following purposes:

• ABM - a series of workshops to inspire interest in facilities management. The programme reduce misconceptions students may have about the facilities management industry and gives them opportunities to learn about careers and apprenticeships open to them.

• Barclays LifeSkills - created with Barclays, LifeSkills is a wide-ranging employability programme that combines activities for students and teachers, with sessions delivered by TTF facilitators. The workshops provide students with the confidence, skills and knowledge to make the transition from education to work.

• Bridge Programmes - a pre-apprenticeship programme delivered in partnership with Barclays, Co-op, M&G plc and Mace. It provides small groups of students the confidence, knowledge and skills to identify attributes and experiences that would be beneficial in the workplace. The programme is supported through funding from trusts and foundations noted on page 12.

• CISI – A mentoring programme with financial services volunteers which provides sixth form students with opportunities to develop employability skills. It is a virtual programme combined with a CISI financial qualification.

• Dell Technologies Future Workforce – opportunities for students to participate in technology focused workshops and mentoring activities.

• ICAEW (Rise) - Rise is a UK wide initiative led by ICAEW and bringing together employers of all sizes in the UK with the overall aim of improving social mobility by helping young people develop the skills that business needs. The workshop is available for students aged 14-16 years old and focuses support in rural and coastal areas as well as more urban areas.

• Inspire US – an opportunity for sixth form students to develop campaigning skills and knowledge.

• KPMG Programmes – opportunities for students to consider the use of cutting-edge technologies in a collaborative problem-solving challenge, based on real-life KPMG client briefs. Additional opportunities to visit a KPMG office as part of the Opening Doors to Opportunities campaign.

• M&G plc Programmes – a series of employability workshops designed to support students develop Skills for Life, which includes the Enterprise Challenge, CV review and mentoring.

• M&G Roddy Thomson Memorial Fund – An annual bursary in memory of M&G COO Roddy Thomson to be awarded to underserved students who are educated at Monmonth Comprehensive.

• Network Rail – workshops to bring the rail industry to life and support students build essential skills using real-life challenges with support from industry volunteers.

• NHS - Developed with the NHS to increase positive perceptions of nursing and knowledge of the healthcare sector, and to attract more young people to consider nursing as a career.

• PwC - Pathway to Flying Start is a four-part access initiative to support young people to learn more about the apprenticeship opportunities available with PwC.

• The Royal Society of Chemistry – a pilot project to support the development of skills and confidence in relation to chemistry and careers in chemistry.

• The Walt Disney Company – an in-person work experience programme in London.

Transfers

Transfers between funds represent reclassifications where project funders agreed for unused funding at the yearend to be transferred to unrestricted reserves and other restricted projects.

Income received for each programme and detailed in the note above includes the value of donated services.

42

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

14. STATEMENT OF FUNDS (CONTINUED)

Statement of funds - prior year

Unrestricted funds Designated funds Rock Assembly Trust Development Total General funds General funds - all funds Total Unrestricted funds	Balance at 1 September 2021 £ - 137,153 137,153 114,898 252,051	Income £ - - 113,104 113,104	Expenditure £ - - (67,915) (67,915)	Transfers in/(out) £ 22,100 - 22,100 (22,707) (607) Balance at 31 August 2022 £ 22,100 137,153 159,253 137,380 296,633

43

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

14. STATEMENT OF FUNDS(CONTINUED) Statement of funds - prior year Restricted funds LifeSkills LifeSkills Bury Deep Impact Bury and Taunton CISI LifeSkills Deep Impact Bridge to programmes (Barclays and M&G) M&G Enterprise Challenge M&G Digital NHS Inspire US Powering Transformation CISI M&G Programmes ABM Project KPMG Project M&G Skills for Life PwC Dell Future Workforce M&G Roddy Thomson Memorial Fund Network Rail ICAEW (Rise) Bridge Programme 2022-23 Total Restricted funds Total funds	Balance at 1 September 2021 £ 143,870 2,394 12,362 - - - 45,039 1,100 935 37,882 60,241 - - 2,541 4,777 22,981 - - - - - - 334,122 586,173	Income £ 413,890 - - 13,601 1,554 45,946 - - 68,978 - - 8,049 64,957 24,627 42,637 - 19,559 164,185 4,914 15,729 39,377 30,000 958,003 1,071,107	Expenditure £ (352,519) - - (13,400) (74,279) (44,519) (33,354) - (69,636) - - (7,987) (55,319) (11,640) (44,524) (21,073) (19,513) (148,160) - (15,666) (39,296) - (950,885) (1,018,800)	Transfers in/(out) £ (58,195) (2,394) (12,362) - 72,950 2,235 (11,685) (1,100) - - (60,241) - 14,694 (1,850) (1,078) (1,908) - 56,541 - - - 5,000 607 - Balance at 31 August 2022 £ 147,046 - - 201 225 3,662 - - 277 37,882 - 62 24,332 13,678 1,812 - 46 72,566 4,914 63 81 35,000 341,847 638,480

44

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

Current assets Creditors due within one year Diference Total Analysis of net assets between funds - prior year Current assets Creditors due within one year Total 15. ANALYSIS OF NET ASSETS BETWEEN FUNDS Analysis of net assets between funds - current year	Unrestricted funds 2023 £ 451,439 (30,203) 3 421,239 Unrestricted funds 2022 £ 417,880 (121,247) 296,633	Restricted funds 2023 £ 752,784 (386,272) (3) 366,509 Total funds 2023 £ 1,204,223 (416,475) - 787,748 Restricted funds 2022 £ 730,359 (388,512) 341,847 Total funds 2022 £ 1,148,239 (509,759) 638,480

45

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

Net income for the year (as per Statement of Financial Activities) Adjustments for: Decrease/(increase) in debtors (Decrease)/increase in creditors Net cash provided by/(used in) operating activities 16. RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASH FLOW FROM OPERATING ACTIVITIES	Net income for the year (as per Statement of Financial Activities) Adjustments for: Decrease/(increase) in debtors (Decrease)/increase in creditors Net cash provided by/(used in) operating activities 16. RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASH FLOW FROM OPERATING ACTIVITIES	2023 £ 149,268 103,144 (93,284) 159,128 2022 £ 52,307 (120,001) 30,224 (37,470) 2023 £ 1,186,580 1,186,580 2022 £ 1,027,452 1,027,452 Cash fows £ 159,128 159,128 At 31 August 2023 £ 1,186,580 1,186,580
Cash in hand Total cash and cash equivalents 17. ANALYSIS OF CASH AND CASH EQUIVALENTS 18. ANALYSIS OF CHANGES IN NET DEBT Cash at bank and in hand Total	At 1 September 2022 £ 1,027,452 1,027,452

46

Introduction Strategic Report Plans & Priorities Financial Review Admin Financial

19. PENSION COMMITMENTS

The Charity operates a defined contributions pension scheme. The assets of the scheme are held separately from those of the Charity in an independently administered fund. The pension cost charge represents contributions payable by the Charity to the fund and amount to £12,112 (2022: £8,884). Contributions totalling £2,324 (2022: £2,398) were payable to the fund at the balance sheet date and are included in creditors.

20. RELATED PARTY TRANSACTIONS

During the year, the Charity incurred costs totalling £2,725 (2022: £7,625) from London Bookman Ltd, a company controlled by Samuel Draper (spouse of Amy Leonard, the Chief Executive Officer) in respect of programme facilitation fees. Mr Draper is a highly experienced and well respected teacher and facilitator. Any decision to engage him to deliver any of our programmes has been taken completely independently of the Chief Executive, who has not been involved in the selection process. Decisions to engage with all facilitators are made taking a number of considerations into account including relevant experience, school feedback, requests from corporate partners, location and cost all in line with the principles of Best Value.

Donations were received from Denford Associates, a company in which Amy Leonard, the Chief Executive Officer, is a director and shareholder to the value of £1,500 (2022: £39,000).

Donations totalling £880 (2022: £Nil) were received from Trustees. There were no restrictions or conditions attached to the donations.

47

==> picture [842 x 35] intentionally omitted <==

----- Start of picture text -----
Annual Report 2022/23
----- End of picture text -----

==> picture [488 x 519] intentionally omitted <==

Thank you to…

Our Partners

Our Sponsors

ABM UK Barclays LifeSkills Chartered Institute of Securities and Investments (CISI) Dell Technologies ICAEW and partner firms KPMG Logicor M&G plc Co-op Mace Group Legal Services Maven Securities The NHS Network Rail PwC UK The Royal Society of Chemistry SAS UK The Walt Disney Company Wise

Faithful & Gould Flywheel IT Services Morgan Sindall Willmott Dixon Our Funders The 1961 29th May Charitable Trust Garfield Weston Foundation The Rayne Foundation The Swire Charitable Trust

Thank you to:

Tees Valley Combined Authority Middlesbrough Council Bury Council Emma Insley Consulting Coconut Octopus Xebre

==> picture [43 x 49] intentionally omitted <==

Registered office address is c/o Goodman Jones LLP 29/30 Fitzroy Square London, W1T 6LQ

Telephone. [phone]

Email. [e-mail] www.talentfoundry.org.uk

==> picture [43 x 44] intentionally omitted <==

Facebook

Twitter

LinkedIn

England and Wales charity number: 1134468 Scotland charity number: SC051463 Company number: 06852919

==> picture [43 x 43] intentionally omitted <==

==> picture [43 x 39] intentionally omitted <==

==> picture [43 x 43] intentionally omitted <==

==> picture [200 x 37] intentionally omitted <==