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← Solving Kids' Cancer UK

2025-03-31-accounts

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Our year

Our vision

Solving Kids’ Cancer UK’s vision is a future where no child dies of the childhood cancer neuroblastoma or suffers due to the treatment they receive.

Our mission

Helping those affected by neuroblastoma, an often aggressive and deadly childhood cancer, by:

Maya Who’s on our cover?

Maya was diagnosed with high-risk, stage 4 neuroblastoma at just three years old. Her family fundraised and accessed the Bivalent Vaccine trial in New York in the hope that Maya would remain cancer free, but she sadly relapsed in July 2023. By April 2024, after receiving BIT salvage therapy in the UK, Maya showed ‘no evidence of disease’.

However, just three months later new areas of disease were found. Once her disease stabilised with chemotherapy, Maya was enrolled onto the MiNivAn trial in Southampton and scans midway through showed ‘no evidence of disease’.

Maya has now completed the trial and is awaiting re-assessment scans after which her treating team will decide upon any next steps. Maya is very creative and loves music, singing, and dancing.

Contents

03 Our year

08 Strategy

10 Research

14 Awareness

22 Future plans

23 Structure, governance and management

26 Legal and administrative details

27 Finances

32 Independent auditor’s report

35 Financial statements and notes

60 Thank yous

Our vision is a future where no child dies of the childhood cancer neuroblastoma or suffers due to the treatment they receive.

Every two weeks a child in the UK with neuroblastoma dies. Help us to change this outcome.

We are a small but mighty parent-led charity with children firmly at our heart. We are striving for better outcomes for children and families affected by neuroblastoma, both now and in the future. In every conversation, we amplify their voices and ensure their needs are at the heart of all we do.

We will not stop until children with neuroblastoma, in the UK and beyond, have access to the treatment they need, when they need it, and as close to home as possible.

We do this through our mission of helping those affected by neuroblastoma, an often aggressive and deadly childhood cancer, by:

Over the last year, we have:

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3

Welcome

An introduction from our Chair of Trustees

s we reflect on another year of Solving Kids’ Cancer UK’s work, I’m reminded of the strength and resilience of the A community that binds us—families, clinicians, researchers, and supporters—all walking this incredibly difficult path together. At the heart of it all are the children diagnosed with neuroblastoma. And at their side, our charity, driven by an urgent need to do more, do better, and move faster in the face of this relentless disease.

Still, the need for expert, compassionate support and guidance as families navigate the horror and complexities of a neuroblastoma diagnosis remains as profound as ever. Our team—many with their own personal experience—continues to walk alongside families with empathy and understanding.

On a personal note, in June I was honoured to receive an MBE for services to paediatric oncology patients and research advocacy. Yet even as I reflect on that recognition, I am acutely aware that the needs of children and families affected by neuroblastoma are as urgent now as they were when I heard that word for the very first time.

In March, we held our first in-person parent symposium since the pandemic. For many, it was their first experience of this unique gathering. The sense of connection—among families brought together by the most devastating of circumstances—was as strong as ever. The event has evolved beyond sharing treatment options and clinical research updates. It now reflects the broader needs of families, with sessions on long-term effects, follow-up care, and survivorship. Hearing directly from people who have lived through neuroblastoma brought a powerful and moving mix of honesty, hope, and perspective.

It is right that we look back on our achievements. But more than that, we must continue to look forward— towards the work still to be done. That is where our community needs our focus to be, and your kind and generous support will help us to ensure that it is.

Nick Bird MBE

Chair of the Board of Trustees

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We also hosted an international scientific meeting as part of the symposium, bringing together leading researchers to advance transatlantic collaboration—a core component of our newly refreshed research strategy. For us, it’s not enough to fund research. What matters to Solving Kids' Cancer UK is delivering tangible impact and benefit for children. That’s why we remain committed to supporting clinical trials, even when the path is slower, more complex, and comes with real risk of failure. This commitment underpins our work leading the IMPACCT initiative alongside Professor Pam Kearns, which is showing promising progress toward improving how clinical trials are delivered in the UK.

Our support for families continues to adapt to the changing needs of our community. The introduction of DFMO in the UK through a company-led access scheme has altered the family support landscape. Today, families tend to explore options abroad only after exhausting those available here, or to access CAR T-cell therapy in Rome based on emerging evidence.

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NICK BIRD MBE
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Accelerating research. Driving change. Unlocking hope for children with cancer.

Welcome from our Chief Executive Officer

s we reflect on the past year at Solving Kids’ Cancer UK, I am filled with immense pride and gratitude for the incredible A strides we have made together.

By bringing together experts from across research and healthcare, we are developing practical solutions to help more children access innovative treatments faster.

This year has been marked by significant achievements and milestones that have brought us closer to our vision of a future where no child dies of neuroblastoma or suffers due to the treatment they receive.

We were thrilled to host our first in-person Neuroblastoma Parent Symposium since 2019. This hybrid event brought together families, clinicians, and researchers, providing a vital opportunity for connection, peer support, and learning from leading experts. The energy and enthusiasm at the symposium were palpable, and it was heartwarming to see our community come together once again.

One of the highlights of this year was celebrating Nick Bird’s well-deserved recognition with an MBE for his outstanding contributions to our cause. Nick’s dedication and leadership as Chair of the Board of Trustees have been instrumental

Our advocacy efforts reached new heights with the parliamentary reception for our Kids Get Cancer Too campaign. This event shone a light on the unique challenges faced by children with cancer and emphasised the urgent need for accelerated clinical research. It was inspiring to see families, clinicians, charities, politicians, and healthcare leaders come together to champion this cause.

in driving our mission forward, and this honour is a testament to his unwavering commitment to the children and families we serve. We are immensely proud of Nick who continues to honour the memory of his precious son, Adam, through every effort he makes to improve future outcomes.

As we look to the future, we remain steadfast in our vision to see a world where no child dies from neuroblastoma or suffers due to the treatment they receive. With your continued support, we will make this a reality. As ever, thank you for being a part of our journey.

We have refreshed our research strategy this year to accelerate access to innovative clinical approaches. By strengthening existing trial infrastructure, enabling transatlantic collaboration, and fast-tracking promising research into frontline treatment, we are steadfast in our commitment to expanding and enhancing therapeutic options for children with high-risk neuroblastoma.

Gail Jackson Chief Executive Officer

This year also saw the official launch of IMPACCT (Initiative for Multi-stakeholder Partnership to Accelerate Children’s Cancer Trials), chaired by Professor Pam Kearns. IMPACCT aims to address one of the biggest barriers in childhood cancer treatment: the slow and complex process of delivering clinical trials.

Our impact

Invested Supported £6.4 million over 1,000 in clinical families “ trials => f| 2£23;y affected by neuroblastoma through directly and through 7 4 Oh) our dedicated Family funding partners over Support services.

directly and through funding partners over the last 10 years.

Connected 370 families at our Neuroblastoma Parent Symposium,

providing support and information to those in treatment, survivorship and bereavement.

Continued to advocate for change including our efforts to ensure that every child in the UK who may benefit from the relapseprevention drug DFMO can access it as quickly as possible.

Funded a Neuroblastoma Clinical Trials Coordinator - the only dedicated role of its kind.

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Our three pillars

Strategic plan 2022-2027

We are fighting for a future where no child dies of the childhood cancer neuroblastoma or suffers due to the treatment they receive.

Our strategy

To underpin the delivery of our five-year strategy, our work is guided by an internal implementation plan centred around three key enablers and a clear focus on our vision and values.

Sustainable

We will ensure our charity remains financially robust to deliver against our strategic objectives, securing the funds required.

Good governance

We will continue to build a strong culture of compliance, transparency and continuous improvement at all levels of the organisation.

Impact

We will measure and showcase the impact of our work and demonstrate return on investment to our supporters.

Our values

Caring

We care passionately about children with neuroblastoma, their families, and all those who care for them, including our staff, volunteers and supporters.

Transparent

We are open and honest about all that we do and how we do it.

Collaborative

Relationships are at the heart of our work – from the children and families we work with, to the individuals, organisations and networks that are involved in their care.

Inclusive

Our services are developed to ensure they meet needs and we aim to make them accessible to all.

Determined

We lead with tenacity and are unfaltering in our drive to help, support and fight for children with cancer.

Hopeful

We have a strong sense of optimism and hope is at the heart of all that we do.

Our work is driven by three key pillars

Research

Support

Accelerate clinical trial development

Reach ALL families

Every family of a child diagnosed with neuroblastoma in the UK will have access to our support service from the point of diagnosis.

We will focus on the development of new treatments by investing in clinical research and working with valued partners for maximum impact.

Broaden range of support

Prioritise the needs of children

We will develop and expand our support offer in line with what families tell us they need.

We will engage with families to identify areas of unmet need, challenging experts to find solutions and work together to deliver maximum impact through the research we fund.

Inform and support decision-making

We will ensure families have access to the most current and scientifically robust data from around the world and support their decision to access the best treatment possible.

Foster collaboration

We will build and strengthen international partnerships to share expertise, best practice and resource, whilst building knowledge.

Awareness

Research advocacy

We will amplify the voice of the children and parents, seeking to advance science and understanding of the disease alongside patient-centric research.

Patient advocacy

We will champion the needs of individual children and their families, providing parent-led support around decision-making to improve treatment outcomes.

Awareness and campaigning

We will raise the profile and support the treatment needs of children with neuroblastoma and other childhood cancers with the general public, government and public bodies.

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Solving Kids’ Cancer UK Research

Driving breakthroughs in neuroblastoma research

Refreshing our research strategy

Over the past year, we have taken time to reflect, reviewing our achievements, recognising recurring barriers, and acknowledging the realities of limited resources. Our refreshed strategy aims to accelerate access to innovative clinical approaches by strengthening existing trial infrastructure, enabling transatlantic collaboration, and fast-tracking promising research into frontline treatment.

We are committed to advancing pioneering clinical and near-clinical research that delivers more targeted, more effective treatments for children with neuroblastoma.

Our research strategy is shaped by the families directly impacted by this disease and guided by our expert Scientific Advisory Board. Together, we prioritise areas of greatest unmet medical need and invest in cutting-edge science that seeks to expand the UK’s clinical trial landscape. By doing so, we aim to bring innovative therapies closer to home for more children and their families.

With limited resources, we’re focusing on high-impact, smaller-scale projects that deliver tangible progress, while remaining agile and responsive to emerging opportunities and partnerships.

Scientific meeting at the Neuroblastoma Parent Symposium: bridging continents, aligning goals Fostering transatlantic collaboration has been a core component of our research strategy since 2017. As part of the 2025 Neuroblastoma Parent Symposium, we convened a meeting of leading scientific experts from Europe and North America — including representatives from the leading paediatric oncology organisations, SIOPEN in Europe and COG in the US — to discuss key transatlantic objectives. The meeting outcomes will directly inform our research implementation plan for the next three years, with a focus on advancing our second strategic goal: enabling transatlantic collaboration through targeted, high-impact projects that we hope will benefit children now and create a legacy for generations to come.

This work has never been more urgent.

Amplifying patient and parent perspectives in European projects: ALADDIN and MONALISA

Neuroblastoma continues to be one of the leading causes of cancer-related death in children. Through strategic investment and collaboration, we are accelerating the path towards new hope and better outcomes.

Over the past year, we have been an active patient partner in ALADDIN and MONALISA, two Europeanfunded research initiatives addressing unmet needs in paediatric oncology.

2024/25 summary

ALADDIN is an educational programme designed to enhance stakeholders’ understanding of strategy and regulatory science in order to accelerate paediatric oncology drug development. The initiative aims to build expertise and foster genuine multi-stakeholder collaboration. Alongside expert-led teaching and interactive online sessions, the programme has, for the first time, developed a comprehensive online portal with a range of educational resources.

Increasing access to novel therapies: a MIGHTY consortium and two clinical trials

Over the past year, we have made important progress in laying the groundwork for two new clinical trials for children in the UK, despite significant delays caused by difficulties in accessing essential investigational drugs from pharmaceutical companies.

While the two clinical trials TACTIC and MINT have not yet launched, the need remains, and so does our determination. We are working closely with our partners, trial leads, and sponsors to overcome these challenges.

MONALISA seeks to establish liquid biopsies, non-invasive tests like blood tests, as a standard procedure for monitoring neuroblastoma recurrence and progression.

For the first time in neuroblastoma research, the MONALISA study is also capturing families’ experiences of disease monitoring using Observer Reported Outcomes (ObsROs). Through a custom app, the realities of disease monitoring will be assessed, helping to shape more compassionate and responsive care.

As a patient organisation, we play a critical role in ensuring that the perspectives of children and families are amplified in every discussion and embedded throughout the research process. By bringing lived experience and advocacy expertise to the table, we help make research outcomes more relevant, responsive, and reflective of the real-world needs of patients and their families.

Partnerships driving impact for children

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Teddy
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We operate through a strong collaborative model, uniting diverse stakeholders to drive progress for children with neuroblastoma. Over the past year, we have deepened existing partnerships and forged new ones, all aligned with our research agenda to address the most pressing unmet needs facing children with this disease.

Train-loving Teddy had just turned three and become a big brother to baby Rupert when, after multiple trips to the GP for fevers and discomfort, and several visits to A&E for pain in his sides, he was diagnosed with stage four high-risk neuroblastoma.

Despite delays and challenges, the ACTION (Advancing Clinical Trial Implementation and Optimisation in Neuroblastoma) consortium - which awarded nearly $2 million to the MIGHTY (Molecular and Immunologic Guided High-Risk Neuroblastoma Therapy) consortium and the associated TACTIC clinical trial in March 2024 - remains united and committed. For charities like ours, delays in clinical research are especially difficult, as we must balance long-term investment with the urgent need to demonstrate progress and impact for the children and families we serve. Progress is hard-won and often slow, but it is possible, and it is exactly what children and their families urgently need.

After his diagnosis, Teddy faced 18 months of intensive treatment, which included high-dose chemotherapy, stem cell transplants, radiotherapy, and immunotherapy. This frontline treatment was delivered through the SIOPEN High-Risk Neuroblastoma 2 Trial, a critical study aimed at evaluating the effectiveness of current standard therapies across Europe, while exploring new approaches in induction chemotherapy, high-dose 2025/26 goals chemotherapy, and radiotherapy. The trial’s UK • sites were co-funded by Solving Kids’ Cancer UK and Neuroblastoma UK, ensuring that children in the UK have access to the same standard of care • and new approaches available to children across Europe.

In January 2024, Teddy completed his frontline treatment, and post-treatment scans confirmed that he had achieved a complete response, with his medical team declaring there to be ‘no evidence of active disease'. After a year of accessing a maintenance option at Penn State Children’s Hospital, Teddy has now finished treatment and is being closely monitored by his UK treating team, while enjoying being back at school and spending time with his family.

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Solving Kids Cancer UK Research

Solving Kids’ Cancer UK Support

Neuroblastoma Parent Symposium

t Solving Kids’ Cancer UK, our dedicated Family Support team provides hope, information, and support to A families throughout their journey with neuroblastoma.

This year, we were proud to deliver a hybrid symposium that brought together neuroblastoma families both in person and online. The event offered a vital opportunity for families to connect, gain peer support, and hear directly from leading experts about the latest developments in neuroblastoma research. In addition, participants took part in a range of thoughtfully curated workshops designed to offer emotional and practical support.

Built on hope, our service places children at the heart of everything we do. Our Family Support team has personal experience and truly understands what it means to be a parent of a child with neuroblastoma.

They offer tailored support and impartial information and guidance based on the unique needs of each family, helping to ease the practical, financial, and emotional burdens and pressures that a neuroblastoma diagnosis brings.

A standout moment of the symposium was the survivor-led session, which provided an empowering platform for five remarkable neuroblastoma survivors to share their lived experiences. Through open and honest storytelling, they offered inspiration and practical insight into navigating life after cancer, addressing the physical and emotional challenges they have faced.

By presenting unbiased information to support decision-making, our Family Support team and Chief Nurse expertly guide families through the complexities of parental decision-making, including repeated treatment decisions.

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Dulcie
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Dulcie was just five years old when she was diagnosed with stage 4 high-risk neuroblastoma in December 2021. She immediately began frontline treatment, which included chemotherapy and an 11hour surgery to remove a 1.2 kg tumour. Unfortunately, scans showed that frontline treatment hadn’t worked as hoped, and her cancer had not only increased in intensity but had also spread. With her cancer now classified as relapsed, Dulcie’s family turned to clinical trials as the next step in her treatment journey.

Dulcie was enrolled onto two clinical trials, including the MiNivAn trial, co-funded by Solving Kids’ Cancer UK, which aims to improve outcomes for children with relapsed or refractory neuroblastoma. After completing the MiNivAn trial, Dulcie’s reassessment scans brought amazing news – she had almost beaten cancer, with only one small spot left in her femur. She was finally eligible for high-dose chemotherapy and a stem cell transplant, which began in April 2024.

By February 2025, after completing antibody treatment with Cis Retinoic Acid, Dulcie’s end-oftreatment scans showed ‘no evidence of disease’. In March 2025, after three years of intense treatment, Dulcie finally rang The End of Treatment Bell.

“Vicky and Donna from SKC’s Family Support team were like a breath of fresh air, helping me to understand what was being said to me, advising me to stay away from Google (we are all guilty of it) but also encouraging me to also do my own research by asking the right questions. SKC was there every step of the way, holding our hands and answering our questions and concerns. We couldn’t have done this journey without them.”

Debbie, Mum to Dulcie

2024/25 summary

Introducing our Chief Nurse

In November 2024, Solving Kids’ Cancer UK appointed its first-ever Chief Nurse, Dr. Helen Pearson — a ground-breaking move rooted in our commitment to elevating clinical expertise and enhancing patientcentred care. With over 17 years of experience in paediatric oncology across the NHS and private sector, Helen holds a Master’s in Advanced Practice in Cancer Care, a post-graduate diploma in Children’s Advanced Nurse Practitioner, and is a Doctor of Philosophy in Health Sciences. Helen was the first paediatric oncology nurse to receive a National Institute for Health and Care Research fellowship where she led the REDMAPP study into treatment decision-making for relapsed and refractory neuroblastoma and codesigned with parents an intervention to support parents in making these decisions. She brings to the charity a unique blend of clinical insight, research leadership, and deep empathy.

Helen’s appointment will strengthen our advocacy, integrate nursing perspectives into research strategy, and ensure that every family’s journey is navigated with compassion, clarity and best-practice care at the heart of our work.

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DR. HELEN PEARSON
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Coaching Programme

With in-house trained coaches, we formally launched and delivered our patient-driven, compassionate cancer coaching programmes—a series of online group sessions for parents of children diagnosed with neuroblastoma following the end of treatment, as well as for those experiencing bereavement—focusing on parental wellbeing and life after cancer.

“After losing my daughter 2 years ago it has been difficult to make progress in my life. To meet people on the course that genuinely understood my situation was a game changer for me and the activities that I have been introduced to will hopefully mean I can make long-term changes for the better. I felt that the charity is invested in me not just for the duration of the course but long term which is very reassuring.”

Coaching Programme participant

Parent/patient advocacy

We continue to have a core role as parent/patient advocates through active engagement with emerging clinical trials and research developments.

This year, we presented the parent perspective at key scientific national and international meetings. By staying closely connected to the research community, we help ensure that families are informed and empowered to support parental decision-making.

Post-treatment service

Parents tell us that life after treatment can be a lonely, overwhelming, and isolating time, full of worries and uncertainties. Developments in our post-treatment service include our recently launched Connected After Cancer: Peer-to-Peer Drop-Ins for parents of children after neuroblastoma treatment.

“While our treatment centre is excellent, I do feel once frontline treatment finished, we were just left to fend for ourselves and it was a very strange and scary feeling, especially when we had relied so heavily on the hospital staff throughout treatment.” – Post-treatment parent attendee

Care and Connect Bags

Our Care and Connect Family Support Bags have been gifted to 36 more families this year, bringing much needed comfort and smiles at a time of need.

“ We have immense gratitude for the huge support bag that arrived last week for Gitty! You guys are really incredibly amazing!! Gitty was very excited with all her new toys, they will come to very good use whilst we need to entertain her throughout this journey!”

Parent to Gitty

Big Love Fund

During 2024/25, it has been our privilege to support more children, young people, and their families through the award of 31 Big Love Fund grants.

2025/26 goals

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Solving Kids’ Cancer UK Awareness

olving Kids’ Cancer UK is committed to raising awareness of the realities of childhood cancer and advocating for the S change children urgently need. Our awareness and advocacy work go hand in hand – amplifying the voices of children and families, influencing national policy, and building our reputation as a trusted leader to transform outcomes for children with cancer.

Positioning ourselves as policy leaders

In 2024–25, we deepened our engagement with policymakers to ensure that the voices of children with cancer and their families are heard at the highest levels.

We attended both the Labour and Conservative party conferences for the first time, meeting MPs and sector leaders to champion the needs of children and young people with cancer. This proved useful to hear firsthand perspectives on national health issues, and to champion the needs of children and young people with cancer within these conversations.

Kids Get Cancer Too campaign

In 2024, our Kids Get Cancer Too campaign became a cornerstone of our awareness efforts, shining a national spotlight on the unique challenges faced by children with cancer. The campaign focused on the urgent need to accelerate clinical research to find kinder, more effective treatments.

In December, we submitted a detailed response to the NHS 10-Year Health Plan consultation, calling for a dedicated focus on childhood cancer. Our recommendations included recognising the unique needs of children and young people, investing in child-specific clinical trials, and embedding familycentred care across the NHS. In February 2025, we were named as charity members of the Children and Young People Cancer Government Taskforce, where we continue to advocate for these priorities as part of the upcoming National Cancer Plan.

The campaign launched with our very own manifesto, outlining the key priorities for a step change in children’s cancer clinical research. In May 2024, we held our inaugural parliamentary reception at the House of Lords to showcase the manifesto and its important messages. True to our ethos of putting children and families at the heart of what we do, over 40 children, parents and family members attended to share their experiences and perspectives with politicians and healthcare leaders.

We also proudly supported the progression of the Rare Cancers Bill, working alongside other charities and parliamentarians to ensure that children with rare cancers are not left behind. Our involvement will continue into next year as we help shape the Bill’s development and implementation.

During Childhood Cancer Awareness Month in September, families across the UK united under the campaign banner to raise awareness and call for meaningful change.

Making an IMPACCT

In 2024–25, we officially convened IMPACCT – the Initiative for Multi-stakeholder Partnership to Accelerate Children’s Cancer Trials, chaired by Professor Pam Kearns. IMPACCT addresses one of the biggest barriers in childhood cancer treatment: the slow and complex process of delivering clinical trials.

In its first year, the initiative brought together experts from across research and healthcare to identify the root causes of delays. Three key areas have been prioritised: pharmacy processes, hospital costing and capability decisions, and workforce capacity. Through focused working groups, we are developing practical solutions to ultimately help more children access innovative treatments faster.

With strong engagement across the sector, IMPACCT is now moving into its next phase: detailed analysis and implementation of solutions that will make a tangible difference to trial delivery and accessibility.

2025/26 goals

; Annabel Annabel was a happy, fun-loving four-year-old when she began complaining of back pain. After multiple visits to the GP and A&E, her family received the devastating diagnosis: stage 4 highrisk neuroblastoma.

Over the next 15 months, Annabel braved intensive treatment, including surgery, chemotherapy, stem cell transplant, proton therapy, and immunotherapy. Despite this, her parents, Mike and Libby, knew there was still a high risk of relapse. They began exploring additional options to help prevent the cancer from returning.

Around this time, a promising new relapseprevention drug called DFMO was approved in the United States. Rather than uproot their lives to access it abroad, Mike and Libby hoped the drug would become available in the UK through a proposed Expanded Access Programme. Unsure whether this would be available in time for Annabel, they contacted their local MP, Mark Ferguson, to explain their situation and the urgent need for the programme to open. Mark Ferguson raised the question of DFMO access in Prime Minister’s Questions and Annabel’s family were delighted to receive PM Kier Starmer’s best wishes. This exchange led to a meeting between the family, Health Minister Karyn Smith, and members of Solving Kids’ Cancer UK, where Mike shared their experience and the importance of timely access to treatment.

Thankfully for Annabel, the programme opened in time, and she continues to receive DMFO in the UK. Whilst the drug is still in the process of being considered for full approval and use in standard of care, Solving Kids’ Cancer UK are continuing our advocacy efforts so that every child who may beneft can do so, as rapidly as possible.

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Your support

Over the last year, we have been incredibly grateful for the support we have received from our community and event fundraisers, as well as the ongoing generosity and commitment of our corporate supporters.

Some standout moments from the year include:

British Racing Greats

September 2024 marked the return of British Racing Greats, a unique charity track event celebrating the greatest racing games ever made, all in support of Solving Kids’ Cancer UK and SpecialEffect.

Held at the historic Goodwood Motor Circuit, the day included a thrilling mix of activities – from passenger rides and skid pan experiences to pit stop challenges. Throughout the day, famous cars from racing game history took to the circuit for parades and demonstrations, entertaining both gaming and car enthusiasts alike.

This incredible event was made possible by the generosity of so many individuals and companies, raising an amazing £50,000 which was equally shared between the two charities.

BBC Radio 4 appeal

In 2024, we were proud to be selected to broadcast a charity appeal on BBC Radio 4. The appeal was presented by actress Natalie Cassidy and aired in September. During the appeal, Natalie shared Arianna’s story, who was diagnosed with stage 4 high-risk neuroblastoma at just five years old. Natalie’s daughter and Arianna are best friends, so she has seen first-hand the impact neuroblastoma has had on Arianna and her family, as well as the invaluable support they have received from Solving Kids’ Cancer UK.

Thanks to the generous support of BBC Radio 4 listeners, the appeal raised £19,000 towards vital neuroblastoma research and support.

800-mile challenge

In 2024, Rebecca took on the ultimate challenge – cycling, running, and walking 800 miles over 50 days in memory of Oscar, who passed away from high-risk neuroblastoma in 2018 at just three years old. Rebecca completed her epic challenge with the Snowdon Marathon on October 26th, just in time for Oscar’s 10th birthday in November.

Through her determination, she raised an incredible £800 for children and families facing neuroblastoma.

Halloween Walk

In October, our fantastic team of 40 fundraisers took part in the Ultra Challenge Series Halloween Walk. Dressed in their best Halloween costumes – from spooky witches to cheerful pumpkins – the group tackled the 10km and 25km routes across London, all in support of families affected by neuroblastoma.

Thanks to this dedicated team and the generous people who donated, an incredible £25,060 was raised to help fund life-saving neuroblastoma research, support families, and bring hope to children living with cancer.

Children’s comedy afternoon

In January 2025, the Carpenter family, who were supported by Solving Kids’ Cancer UK after their son, Alec, was diagnosed with neuroblastoma at just 19 weeks old, hosted a family-friendly comedy fundraiser. The afternoon was packed with laughter and entertainment as some of the country’s top kid comedians took to the stage. Thanks to the generous support of attendees, the event raised over £2,700, helping to provide vital support for other families facing neuroblastoma.

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Events

Neuroblastoma Parent Symposium

In March 2025, we were thrilled to host our first inperson Neuroblastoma Parent Symposium since 2019. Held as a hybrid event, it brought together families, professionals, and experts from around the world, with sessions live-streamed to ensure the event was accessible to all.

It was a weekend of information, hope, and connection – giving families affected by neuroblastoma the chance to engage with those who treat and care for them. From expert-led sessions on the latest treatments and research to inspiring stories

Christmas Concert

On 16 December 2024, our Christmas Concert returned to Holy Trinity Church, Sloane Square, London, for a magical evening filled with hope, inspiration, and incredible festive performances. Hosted by Eastenders’ actress, Kellie Bright, the concert raised over £35,000 for children and families affected by neuroblastoma.

We were delighted to be joined by some extraordinary guests, including the brilliant London Show Choir and talented musician Louis Moorhouse, a neuroblastoma survivor whose story of resilience is truly inspiring. And of course, Father Christmas made a special appearance, taking time out of his busy schedule to hand out presents to all the children.

from adult neuroblastoma survivors, the event offered something meaningful for all, leaving everyone feeling truly empowered.

Designed for the whole family, the symposium also featured fun activities for children, including goody bags from Jude and the Book Factory and gifts kindly donated by Julius Baer International Ltd employees.

We are grateful for the support from Children with Cancer UK, United Therapeutics, Norgine, The National Lottery Community Fund, Recordati Rare Diseases, The Hospital Saturday Fund, and Y-mAbs Therapeutics, Inc. in making this event possible.

singer-songwriter Ella Henderson, who performed some of her hit singles. Made possible through the generous support of Evamore Music and the Cancer Awareness Trust, Ella also performed beautifully alongside Louis Moorhouse, before ending the evening with a heartwarming sing-along with the children.

We were also honoured to present our Hero Awards to individuals in the neuroblastoma community, celebrating those whose extraordinary efforts have made a meaningful difference to families facing childhood cancer.

A special thanks to our friends at Cancer Awareness Trust for their support with our event, and to our wonderful supporters Miniclip, Lioncroft Foundation, and Brandler Galleries.

One of the evening’s highlights was undoubtedly our special guest, double Brit Award nominee and gifted

Family fun day

Held on 15 June 2024, our Family Fun Day at Knebworth House brought together over 40 families for a day to remember. The event was designed as a space where families could meet, form connections, and create lasting memories – all while enjoying a wide range of activities for children of all ages. From exciting ball pits, face painting, and a giant inflatable slide to creative arts and crafts and a mobile petting zoo, there was something for everyone to enjoy.

Thank you to Miniclip and Flix Interactive for supporting this event.

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Achievements & performance 2024-2025

The third year of our 2022-2027 strategy has been packed with developments and achievements across all our pillars - Research, Support and Awareness. Alongside this we have maintained a lean and highly effective infrastructure to ensure our teams can focus on driving our strategy.

Research

Support

• Worked closely with several international non-profit organisations to identify areas of synergy and help inform neuroblastoma-specific research strategies. These include Children with Cancer UK, Villa Joep, Neuroblastoma Australia and LifeArc.

Awareness

• Officially convened IMPACCT to bring experts from across research and healthcare together to identify and resolve the root causes of delays for children in treatment.

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Poppy
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Inspire public support Strong governance for the charity and infrastructure

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Future plans

he 2022 – 2027 organisational strategy is hugely ambitious, and we are working hard to deliver it for the benefit of all our T beneficiaries. We are continuing to grow our networks, partnerships and relationships to help drive our huge programme of very exciting work over the next year across all pillars.

Over the next year, we will:

• Further develop the activities of the IMPACCT working groups to include conducting a comprehensive survey of the paediatric oncology research workforce, convene a UK forum for knowledge exchange between the Clinical Trials Units and research and development experts and engaging politicians and policy makers in IMPACCT and working together to develop effective solutions.

Structure, governance and management

Governing document

Public benefit

The trustees give due regard to the public benefit provided by the charity in relation to its charitable purpose as set out by the Objects and due consideration to the relevant guidance issued by the Charity Commission. The trustees will continue to ensure that the principal activities of the charity are to provide public benefit.

The trustees, who are also Directors for the purposes of company law, present their report and the financial statements of the company for the year ended 31 March 2025.

The charity is controlled by its governing document, the Articles of Association, and constitutes an incorporated registered charity. The charity was incorporated on 30 March 2010 at Companies House, was entered in the Register of Charities on 20 April 2010 and is administered by the trustees. At their discretion, the trustees may spend all or part of the capital of the charity in furthering its Objects, in the following ways:

Board of Trustees

Solving Kids’ Cancer UK is governed by the Board of Trustees, chaired by Nick Bird MBE. The trustees determine the charity’s strategic direction and oversee progress against objectives. The Board is responsible for governance and for upholding the charity’s values. The charity must have at least three trustees. The dayto-day running of the charity is the responsibility of the Chief Executive Officer.

The Board of Trustees supports the principles of good governance set out in the Charity Governance Code (see www.charitygovernancecode.org) and also the continuous improvement model which the Code promotes.

The Board of Trustees receives periodic technical briefings on neuroblastoma research, has joint sessions with the Chair of the Scientific Advisory Board and attends the annual Neuroblastoma Parent Symposium and other relevant conferences/meetings.

Aims and objects

The Board of Trustees has formal board meetings six times during the year. In accordance with the charity’s Articles of Association, trustees must undertake to attend meetings regularly and any trustee failing to do so may be duly removed from their position.

The charity’s objects (“Objects”) are specifically restricted to the following:

The quorum necessary for the transaction of trustee business at an ordinary meeting is three trustees or two thirds of all trustees, whichever is greater. The trustees agree that the nominated Chair has the casting vote for decisions where there is equal weighting.

The Board selects new trustees based upon their empathy with the Objects of the charity, skills and experience to help provide the appropriate level of governance and oversight for the charity to be effective, coupled with their ability to commit the necessary time for Board meetings and other key events.

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Structure, governance Continued and management

In 2024, we welcomed three new trustees: Carl Cavers OBE, a leader in the gaming industry who has greatly supported us over the years as a Patron; Stewart Leaver, a business director who, after receiving support during his daughter’s neuroblastoma diagnosis, now gives back to the charity after Jossie sadly passed away in November 2019; and Ioannis Topsakalidis, an energy sector executive whose daughter, Jasmine, passed away in December 2019 after two years of treatment for neuroblastoma. Since joining the Board, Ioannis has shared, “I am truly humbled and honoured to be a part of this amazing organisation and believe there are so many more things we can do to help children and families in dire need”.

We are delighted to welcome our three new trustees and are greatly appreciative of the dedication and experience they bring to the Board.

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Carl Stewart Ioannis
Cavers Leaver Topsakalidis
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Trustee induction procedures include completing relevant training and working with staff and existing trustees to understand the organisation and develop internal relationships, to include one-to-one meetings with the CEO, Chair of the Board, trustees and members of the Leadership team. The induction also covers governance processes, strategic planning and finance, so that new trustees are equipped with relevant knowledge about the organisation and its priorities. New trustees are provided with a Role Description and Person Specification and Board Code of Conduct.

Scientific Advisory Board

Solving Kids’ Cancer UK’s Scientific Advisory Board (SAB) is an independent panel of leading experts providing strategic guidance and scientific oversight to support the charity’s research mission.

The SAB plays a crucial role in shaping research priorities and ensuring the integrity of our rigorous, AMRC-accredited grant award process. Their recommendations are communicated to the Board of Trustees through our research team, helping to inform funding decisions and drive progress toward better outcomes for children with neuroblastoma.

The SAB has been central to the recent refresh of our research strategy, providing expert guidance through thorough evaluation combined with forwardthinking discussions and collaborative brainstorming. They helped us critically assess past achievements and ongoing challenges, ensuring our updated approach remains ambitious yet pragmatic. Their insights have been vital in shaping a focused strategy that maximises the impact of limited resources by prioritising projects that strengthen transatlantic collaboration and alignment, enhance existing infrastructure, and accelerate clinical innovation for children with high-risk neuroblastoma.

The trustees extend sincere thanks to every SAB member for their dedication to advancing the charity’s research mission - improving outcomes for children with neuroblastoma in the UK and beyond. Special thanks go to Professor Andy Pearson, Chair of the SAB, for his outstanding expertise, tireless commitment, and unwavering passion for helping children affected by neuroblastoma. His leadership and enthusiastic support have been instrumental in the work and progress of Solving Kids’ Cancer UK.

Staff remuneration

All salaries, including that of the Chief Executive, are based upon an assessment of the employment market, the skill levels required, the size and financial performance of the charity and the salary levels required to obtain and retain the services of the best staff.

Equity, diversity and inclusion

Solving Kids’ Cancer UK has a strong, caring ethos and is firmly committed to equity, diversity, and inclusion (EDI), which is integral to our five-year strategy and values.

We are committed to embedding principles of equity, diversity, and inclusion, ensuring that our operations, activities, and services are designed and open for

everyone to be included, and to fostering culture, behaviours, and practices in support of social justice.

EDI is fundamental to achieving our charity objectives to reach and be there for all families affected by neuroblastoma, and for the health and wellbeing of all those we work with and exist for. We want everyone to feel included and believe in the importance of reflecting different perspectives, experiences, and skills, including from those with lived experience of neuroblastoma, within our staff, board, and volunteer teams.

We are not EDI experts, we do not have all the answers, and we will not always get it right - but this can’t and won’t hold us back. We are committed to learning, to listening and to creating safe spaces for difficult conversations that will inspire and lead to positive and lasting change.

Safeguarding

Our work and practice is underpinned by safeguarding principles with the aim of protecting children and young people and enhancing their welfare. Solving Kids’ Cancer UK always works in accordance with legislation, statutory guidance, and best safeguarding practices. Solving Kids’ Cancer UK has robust safeguarding policies and procedures in place and all staff and trustees receive dedicated safeguarding training upon induction with regular updates as required.

All hiring managers are required to access Safer Recruitment training to ensure that our recruitment processes are robust, with an emphasis on ensuring the safety and welfare of the children and families we support. All staff and trustees are required to have a basic DBS check and clearance before commencing their role with Solving Kids’ Cancer UK, and this is extended to any volunteer or service provider that may have regular direct interaction with the children and families we support.

The charity reviews and revises safeguarding policies and procedures at regular intervals, at least annually, and has a designated safeguarding lead within the leadership team and a trustee with designated safeguarding oversight.

Volunteers

In 2025, Solving Kids’ Cancer UK launched its inaugural Development Board—a strategic milestone designed to strengthen our fundraising efforts and expand support across professional and personal networks. Comprising business leaders and individuals personally affected by neuroblastoma, the volunteer board is uniquely positioned to leverage both corporate and lived cancer experiences. By blending deep empathy with leadership insight, the Board will champion innovative fundraising campaigns and community engagement, ensuring vital funds continue flowing into lifesaving childhood cancer research and family support services.

The trustees are extremely grateful for the considerable contribution made by all of the charity’s volunteers and fundraisers in support of children with neuroblastoma, including our Patrons, our Parent Involvement Forum members and all those who lend their time, expertise and resources in furtherance of our charitable objectives. We couldn’t do all we do without wonderful volunteers.

From the amazing London Show Choir at our Christmas Concert, to the clinicians, advocates and young survivors at our Symposium, and to everyone else who has helped us this year, we thank you from the bottoms of our hearts - we are all a part of Team SKC.

During the year, volunteers supporting the charity collectively contributed over 2,300 hours and we are hugely grateful to them all.

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Our legal and administrative details

Registered charity name

Leadership team

Susan McGregor-Ogden (Head of Finance from 9th July 2025)

Solving Kids’ Cancer UK

Charity registration number

Claire Hislop (Operations Director) Danielle Russell (Head of Fundraising and Engagement) Gemma Wadsley (Director of Strategic Finance – to 9th July 2025) Leona Knox (Head of Research) Vicky Inglis (Head of Family Support Service) Emily Hall (Public Affairs and Advocacy Lead)

1135601 (England and Wales) SC045094 (Scotland)

Company registration number 07208648

Registered office

Unit 02-03 Salisbury House, 29 Finsbury Circus London EC2M 7AQ

Patrons

Carl Cavers (to 16th Sept 2024) Kellie Bright Rob Brydon

Trustees

The trustees who served the company during the period were as follows:

Auditors

Moore Kingston Smith LLP (from 15th September 2025) Chartered Accountants and Business Advisers 10 Orange Street, Haymarket, London WC2H 7DQ

Nick Bird (Chair of the Board of Trustees) Joseph Tabone (to 15th Sept 2025) Cameron Miller (from 15th Sept 2025) Helen Duffy (from 15th Sept 2025) Matthew White (Equity, Diversity and Inclusion Lead) David Coulon (Treasurer) Alexandra Lane Dr Áine McCarthy Carl Cavers (from 16th Sept 2024) Stewart Leaver (from 16th Sept 2024) Ioannis Topsakalidis (from 16th Sept 2024)

Shipleys LLP (to 6th May 2025) Chartered Accountants & Statutory Auditor 10 Orange Street, Haymarket London WC2H 7DQ

Bankers

National Westminster Bank Church Road Branch London NW4 4DS

Company Secretary

Claire Hislop (from 24th June 2025) Gemma Wadsley (until 24th June 2025)

Investment managers CCLA Investment Management Limited 1 Angel Lane London EC4R 3AB

Chief Executive Officer

Gail Jackson

Solicitors

Withers 20 Old Bailey London EC4M 7AN

Our finances

Overview

Over the past year, our financial strategy has evolved following the approval of DFMO as a maintenance treatment in the UK. This significant milestone now allows us to support more children closer to home, with fewer families feeling compelled to seek treatment abroad. Our undesignated income is made up firstly of donations from the general public, which we are hugely grateful for, supported by investment income on our funds held.

Our finances remain tightly controlled with lean expenditure across the organisation.

We are presenting an undesignated surplus for the year of £220,050 which will increase our reserves position to 10 months and enable future investment in our strategy ahead of wider sustainable income growth.

Overall, we are presenting a surplus of £530,197, largely due to a number of grants and transfers into the charity. This includes £380,000 transferred from Joining Against Cancer in Kids, who joined us as a Named Fund this year — these funds will support Research and Family Support projects over the coming years. This also includes a grant from Children with Cancer UK, which will help further our research aims.

Income

Our total income for the year was £2,937,893 (2024: £2,476,390). This comprises £1,116,822 undesignated funds (2024: £1,003,793); £874,698 designated funds (2024: £1,285,522) and £946,373 restricted funds (2024: £187,075).

Our undesignated income is made up of donations and investment income, which supports all our charity’s internal activities. This includes our family support provision – offering pastoral care and grants to support families and providing evidence-based, impartial information to support parents in their choice of treatment options for their child, and to access treatments and clinical trials if they are not available in the UK. It also includes our internal research team and infrastructure, all our fundraising activities and our operational running and governance costs. Most of the remainder of our income relates to designated family funds which the Board has designated in the name of a child to support treatment options for that individual child, and income restricted to our research activities.

Overall income has increased largely as a result of funds transferred in and improved return on cash balances through the introduction of an online platform which allows maximisation of interest income while maintaining low credit risk.

Expenditure

Expenditure decreased this year to £2,232,606 (2024: £3,226,862). This largely related to the prior year including a large number of Research commitments whereas this year, there has been a focus on implementation and management of these grants. Therefore, overall Charitable expenditure was lower at £1,888,285 (2024: £2,884,684). Children’s treatment costs were largely flat at £648,321 (2024: £639,537) whilst Family Support spend, which includes grants to families, was up again at £216,087 (2024: £176,402). This reflects the overall shift with families requiring support in the UK and for living costs whilst in treatment, with thankfully fewer families needing to travel abroad. Fundraising costs were flat at £344,321 (2024: £342,178) as we continue to manage spend effectively whilst driving fundraising growth.

Within these costs, we keep our support spend as lean as possible and this remains flat on the prior year at £404,183 (2024: £406,009).

Investments

Given the nature of the organisation, supporting very young children and their families, our investment objectives are primarily to invest in an ethically sound manner to protect the value of the charity’s assets against inflation, and provide modest returns through a combination of income distribution and capital growth. In addition to being mindful of the nature of investments made on behalf of the charity, the trustees’ appetite for risk is also influenced by the significant amount of funds that are designated for future purposes. The COIF Charities Ethical Investment Fund aims to provide a long-term gross return of 5% per annum net of inflation. Within this, the fund aims to deliver a consistent annual distribution of income and operate with a level of volatility (risk) that is no greater than 75% of the volatility of the UK equity market. The return performance for the year was -1.46% given the market volatility at the end of the year, with a three-year figure of +2.99% and the last five years at +8.58%, which is consistent with our aims.

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Our finances

Continued

We are forecasting a deficit in the 2026 budget as we invest ahead of this income growth and this will reduce our reserves back close to the target range.

Following a volatile investment year, we are reporting an investment loss of £163,965 (2024: £345,776 gain). This was largely caused by the volatility in the market at the year end. Since purchase, the investment has given capital growth of £1,201,199.

This robust financial plan, alongside the need for caution given the continued challenging nature of the external environment for all charities, means that the trustees are comfortable with the current reserves level and longer-term policy.

Reserves policy

The trustees have adopted a reserves policy which they consider appropriate to ensure the continued ability of the charity to meet its objectives.

Designated funds are largely set aside for the ability of the charity to meet its objectives. treatment of specific children with neuroblastoma and General funds are set aside to meet future costs to are not available for the general running of the charity, support our families and deliver our strategy. At the or any projects which do not directly relate to the financial year-end, general funds were £1,068,709 treatment of that child. At the financial year-end, the (2024: £848,659). charity held designated reserves of £9,820,674 (2024: £9,996,527). In the event of a child’s death, the funds General free reserves (undesignated funds excluding will be available to the family to support funeral and fixed assets) were £1,063,781 and represent 10.3 related costs and then the balance will be released months’ undesignated expenditure (based on the from designated children’s funds after a period of 2026 budget). a year. Following the end of a successful course of treatment, and a child exhibiting no evidence of Free reserves are calculated as follows: disease (NED), funds will remain designated for a period of five years so that they are available for that 2025 child should they suffer a relapse and require further treatment or pastoral support, a situation which is £ sadly common for neuroblastoma patients. This policy resulted in £592,795 (2024: £84,627) transferring Total funds of the charity 13,439,433 from designated children’s funds within the year, 70% Less: Restricted funds (2,550,050) transferred to the designated Solving Kids’ Cancer UK Research Fund; 10% to the designated Solving Less: Designated funds (9,820,674) Kids’ Cancer UK Children’s Reserve Fund; and 20% to undesignated reserves. Less: Fixed assets held for charity use (4,928) £1,063,781 Restricted Reserves are funds which can only be used

General funds are set aside to meet future costs to support our families and deliver our strategy. At the financial year-end, general funds were £1,068,709 (2024: £848,659).

General free reserves (undesignated funds excluding fixed assets) were £1,063,781 and represent 10.3 months’ undesignated expenditure (based on the 2026 budget).

Free reserves are calculated as follows:

Restricted Reserves are funds which can only be used for particular restricted purposes within the objects of the charity and arise when specified by the donor, or when funds are raised for particular restricted purposes.

The reserves policy states that six to nine months of essential running costs should be covered to meet its obligations in the short-term (£616,550 - £924,825) based upon the 2026 budget. This is based on an assessment of the organisational risk approach and funding model. This year, we are above the top end of the range.

At the financial year-end, the charity held restricted reserves of £2,550,050 (2024: £2,064,050), of which £1,215,548 (2024: £1,177,426) relates to funds being held on behalf of families who were previously supported by Families Against Neuroblastoma.

As part of our five-year strategy, we have a focus on long-term income sustainability and whilst in the short term we have benefited from the impact of high interest rates, longer term we need to further drive our undesignated fundraising to enable long-term sustainable growth.

Supporters of the charity are kindly advised that, although the charity may appear to hold substantial reserves, 83% of these funds are either designated or restricted. They are committed specifically to funding treatment and support for children and families, as well as advancing research.

Risk management

The charity’s trustees have considered the major risks to which the charity is exposed and have reviewed those risks and established systems and procedures to manage those risks. The trustees have overall responsibility for ensuring that the charity has an appropriate system of controls, financial and otherwise. They are responsible for safeguarding the assets of the charity and for taking reasonable steps for the prevention and detection of fraud and other irregularities and to provide reassurance that:

The risk register is a live document which is reviewed in detail every six months by the Board and Leadership team, and we run a full risk register alongside a current risks and issues register to enable focus on the current key risks for the charity.

Risk categories include:

Governance

Covers risk of non-delivery of strategy, Board skills and capabilities, and effective decision-making and reporting.

Controls in place to manage these risks include a clear strategy underpinned by annual plans, a balanced and involved Board that has clear terms of reference and considers its effectiveness and undertakes training as appropriate. The Board requests and receives regular reporting from executive management.

People

Covers risk of loss of key staff and poor structure.

Controls in place to manage these risks include strong oversight by the CEO and senior managers, clear roles and responsibilities and strong HR processes. As staff numbers are small, this is a key risk which is closely monitored.

Finance

Covers all financial risks around effectiveness of our business model, level of reserves, management of investments and effective insurance.

Controls in place to manage these risks include annual budgeting and forecasting processes with regular reporting of our financial position to trustees. We have a clear reserves policy and hold general reserves to manage any changes in cash flow. We have an investment policy and investment managers who report on performance regularly.

Compliance

Covers all risks relating to non-compliance of required regulations including data protection, health and safety, employment and financial.

Operational, legal and physical

Covers risk of not being able to meet demands for family support and quality of support provided; risk of lack of funds due to expenditure exceeding income; health and safety risks and other operational risks including employment risks and disaster recovery.

Controls in place to manage these risks include ensuring the team has appropriate support to deliver in their roles and we are continuously considering current and future demand. Budgets and reserves are effectively managed to ensure funding is maintained. We have policies in place which are well understood and adhered to around health and safety, disaster recovery, employment policies and other areas of compliance.

Environmental / external factors

Covers reputational risk and relevant external risks such as economic conditions and Brexit.

Controls in place to manage these risks include effective communications policies and resource and ongoing monitoring of relevant external plans with action plans as required.

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Our finances

Continued

Grant-making policy

The Board of Trustees makes two types of grants. Firstly, small grants to assist children living with neuroblastoma. Families who wish to apply either self-refer, hear about the charity from their child’s oncologist, or contact the charity’s Family Support Team. Grants are also offered in the form of a hardship fund for families struggling to meet their necessary costs due to the effects of having a child in treatment for neuroblastoma.

The second type is research grants. We engage in two distinct research funding mechanisms: a regular competitive funding call, and also ad-hoc exceptional funding requests. All research grants are awarded in line with the principles laid out by the Association of Medical Research Charities (AMRC). Each application will be subject to rigorous scientific review guided by the charity’s Scientific Advisory Board (SAB) and the nature of any grant made will depend on funds available through Solving Kids’ Cancer UK’s own reserves, or those made available through strategic collaborative partnerships.

Investment policy and objectives

The Deed of Trust allows the charity to deposit or invest funds in any manner, but only after obtaining advice from financial experts as deemed necessary by the trustees, and with due consideration to the suitability of investments and the need for diversification. The charity aims to follow the COIF Ethical Fund Policy; excluding investments in companies involved in, for example, nuclear weapons, landmines, production of abortifacients, and other disqualifying criteria where there is a significant involvement (>10% of turnover).

Fundraising approach and policy

As a cause-related charity, we recognise that the service we offer for children and families affected by neuroblastoma and the advances in research we invest in, would not be possible without the generous support and passion our supporters, and families’ supporters provide. We receive very little public funding for our work, relying on the generous support of the neuroblastoma community and general public.

We are registered with the regulatory body for fundraising in the UK, the Fundraising Regulator. As members of the scheme, we follow their Code of Fundraising Practice and comply with the key principles embodied in The Code. Many of our families raise funds for us at a local level and we ensure that they have all the information they need to comply with our policies and procedures.

It is hugely important to us that our supporters trust us and are well looked after:

We review all of our fundraising campaigns to ensure they fully comply with The Code and our fundraising activities are discussed regularly at Board meetings, to help ensure that our fundraising practices reflect and reinforce our values. Whether we’re fundraising ourselves or working with families, organisations or volunteers, it’s just as important.

We currently raise funds in a variety of ways, including regular and individual giving programmes, challenge events, Solving Kids' Cancer UK run and third party events, corporate partnerships, direct cash donations, raffles, sponsored events and Charity of the Year partnerships. We are performing well against our five-year fundraising strategy, which is building upon our strong stewardship approach to develop existing income streams and develop new ones.

Within the year, we achieved an undesignated income of £1,116,822 with 31% coming from Corporates, Trusts, Third Party Events and Major Gifts, 23% from Community and Events and 43% coming through investment income. Our performance reflects our strong and evolving strategy.

We take the protection of the personal data of all our supporters and donors extremely seriously, and constantly review and monitor our fundraising policies and procedures to ensure we deliver ‘best practice’. We do not engage professional fundraisers to raise money on our behalf. We use our CRM system to further protect and manage our supporter data.

We welcome feedback on our fundraising activities at any time and strive to listen and learn from this feedback. During the year, we recorded one complaint. We have a robust complaints policy. If a complaint about our fundraising activities is unable to be resolved through our complaints procedure, members of the public are advised to raise it with the Fundraising Regulator.

Trustees’ responsibilities statement

The trustees (who are also the Directors of Solving Kids’ Cancer UK for the purposes of company law) are responsible for preparing the trustees Annual Report and the financial statements in accordance with applicable law and regulations.

Company law requires the trustees to prepare financial statements for each financial year. Under that law, the trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). 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 company and the income and expenditure of the company for that period.

In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the company’s transactions and disclose with reasonable accuracy at any time the financial position of the company 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 company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Each of the persons who is a trustee at the date of approval of this report confirms that:

This report has been prepared in accordance with the provisions applicable to companies entitled to the small companies’ exemption.

Registered office:

Signed on behalf of the Board of Trustees Unit 02-03 Salisbury House, 29 Finsbury Circus, London EC2M 7AQ

David Coulon Trustee and Treasurer

1 October 2025

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Independent auditor’s report

Independent auditor’s report to the trustees and members of Solving Kids’ Cancer UK

Opinion

We have audited the financial statements of Solving Kids’ Cancer UK (“the charitable company”) for the year ended 31 March 2025 which comprise the Statement of Financial Activities (incorporating the Income and Expenditure Account), 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 The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

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

Conclusions relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Solving Kids’ Cancer UK’s ability to continue as a going concern for a period of at least 12 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 auditor’s report thereon. The trustees are responsible for the other information. 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.

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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.

Opinion on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the Trustees Annual Report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006, and the Charities Accounts (Scotland) Regulations 2006 require us to report to you if, in our opinion:

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.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditors under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 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 auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of noncompliance 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.

The extent to which the audit was considered capable of detecting irregularities including fraud

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Independent auditor’s report

Continued

• Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charitable company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the charitable company to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, and to the charitable company’s trustees, as a body, in accordance with 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 members and trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company, the charitable company’s members as a body and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

As part of an audit in accordance with ISAs (UK), we exercise professional judgment and maintain professional scepticism throughout the audit. We also:

Tim Hardy (Senior Statutory Auditor) 1 October 2025 For and on behalf of Moore Kingston Smith LLP Chartered Accountants & Statutory Auditor 10 Orange Street, Haymarket, London WC2H 7DQ

Statement of financial activities

(Incorporating the income and expenditure account) year ended 31 March 2025

INCOME
Donations
Trading activities
Investment income		 2
3
4		 630,256
2,222
484,344		 874,697
1
-		 889,394
100
56,879		 2,394,347
2,323
541,223		 2,096,627
49,140
330,623
TOTAL INCOME 1,116,822 874,698 946,373 2,937,893 2,476,390
(6,406)
(747,842)		 (9,420)
(451,096)		 (344,321)
(1,888,285)		 (342,178)
(2,884,684)
EXPENDITURE ON:
Raising funds 5 (328,495)
Charitable activities 6 (689,347)
TOTAL EXPENDITURE
NET INCOME /
(EXPENDITURE) BEFORE
NET (LOSSES) /GAINS
ON INVESTMENTS
Net (losses) / gains on
investments
13
Other (losses) / gains		 (1,017,842)
(754,248)
98,980
120,450
–
(163,965)
(14,958)
3,833		 (460,516)
485,857
–
–		 (2,232,606)
(3,226,862)
705,287
(750,472)
(163,965)
345,776
(11,125)
(19,388)
–
(14,958)
NET INCOME /
(EXPENDITURE)		 84,022 (39,682)
(136,171)		 485,857
143		 530,197
–		 (424,084)
–
Transfer between funds 20,21,22 136,028
NET MOVEMENT IN
FUNDS		 220,050 (175,853)
9,996,527		 486,000
2,064,050		 530,197
12,909,236		 (424,084)
13,333,320
RECONCILIATION OF
FUNDS
Total funds brought
forward		 848,659
TOTAL FUNDS CARRIED
FORWARD		 1,068,709 9,820,674 2,550,050 13,439,433 12,909,236

The Statement of financial activities includes all gains and losses in the year. All of the above amounts relate to continuing activities.

The notes on pages 38-59 form part of these financial statements.

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Balance sheet

Year ended 31 March 2025

|FIXED ASSETS
Tangible assets
Investments
CURRENT ASSETS|12
13|4,928
6,722
4,776,466
3,865,164
4,781,394
3,871,886
119,948
228,021
5,173,463
-
5,614,252
11,396,820
10,907,663
11,624,841
(1,117,455)
(1,205,625)
9,790,208
10,419,216
14,571,602
14,291,102
(1,132,169)
(1,381,866)
13,439,433
12,909,236
2,550,050
2,064,050
9,820,674
9,996,527
1,068,709
848,659
13,439,433
12,909,236
~~|~~| |---|---|---| |Debtors|14|119,948| |Current investments||5,173,463| |Cash at bank and in hand
CREDITORS
Amounts falling due within one year
15||5,614,252| |NET CURRENT ASSETS||| |TOTAL ASSETS LESS CURRENT
LIABILITIES||| |CREDITORS:||| |Amounts falling due after one year|16|| |NET ASSETS
FUNDS OF THE CHARITY
Restricted funds
Designated funds
Undesignated funds
TOTAL CHARITY FUNDS|20
21
22||

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime. These financial statements were approved by the members of the committee and authorised for issue on 1 October 2025 and are signed on their behalf by:

The notes on pages 38-59 form part of these financial statements.

Statement of cash flows

Year ended 31 March 2025

CASH FLOWS FROM OPERATING ACTIVITIES
Net income / (expenditure)
Adjustments for:
Depreciation
Losses / (gains) on investments
Dividends and interest from investments
Loss on sale of fixed assets
Decrease / (increase) in debtors
(Decrease) / increase in creditors		 530,197
2,730
163,965
(541,223)
-
107,973
(337,867)
~~a~~		 (424,084)
6,007
(345,776)
(330,623)
72
(131,672)
1,007,047
Net cash used in operating activities
(74,225)
(219,029)
CASH FLOWS FROM INVESTING ACTIVITIES
Dividends and interest from investments
541,323
335,195
Purchase of property, plant and equipment
(936)
(3,825)
Deposit in current investments
(5,173,463)
-
Deposit in fixed asset investments
(1,075,267)
-
~~a~~
Net cash used in investing activities (5,708,343)
(5,782,568)
11,396,820
~~a~~		 331,370
112,341
11,284,479
CHANGE IN CASH AND CASH EQUIVALENTS 28
CASH AND CASH EQUIVALENTS AT START OF YEAR 28
CASH AND CASH EQUIVALENTS AT END OF YEAR 28 5,614,252
~~a~~		 11,396,820
2,300,978
3,313,274
~~a~~		 9,303,453
2,093,367
CASH AND CASH EQUIVALENTS
Cash at bank and in hand
Deposits (less than 3 months)
CASH AT BANK AND IN HAND PER BALANCE SHEET 5,614,252
~~a~~		 11,396,820

The notes on pages 38-59 form part of these financial statements.

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Notes to the financial statements

1. Accounting policies

General information

Solving Kids’ Cancer UK is a private company limited by guarantee incorporated in England under the Companies Act. The address of the registered office is Unit 02-03 Salisbury House, 29 Finsbury Circus, London EC2M 7AQ. The objectives of the charity are set out on [page 23].

Basis of preparation

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

Solving Kids’ Cancer UK 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 policies.

The functional currency of the charity is considered to be pounds sterling because that is the currency of the primary economic environment in which the charity operates. The financial statements are also presented in pounds sterling.

The amounts in the financial statements are presented to the nearest £, unless otherwise stated.

Preparation of the financial statements on a going concern basis

The financial statements of the charity have been prepared on the going concern basis. There are no material uncertainties about the charity’s ability to continue. The trustees consider that the going concern basis is appropriate having considered a period of at least twelve months from approval of these financial statements. The trustees have prepared budgets and cash flow forecasts for that period which support the going concern assumption.

Fund accounting

Undesignated funds are available to spend on activities that further any of the purposes of charity.

Designated funds are funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose.

Restricted funds are donations which the donor has specified are to be solely used for particular restricted purposes within the objects of the charity.

Income

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

Donations are recognised when the charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that those conditions will be fulfilled in the reporting period.

100% of any donation made to an individual appeal or journey is designated for the particular purpose of funding treatment not freely available on the NHS (prior year - 90% of any donation made to an individual appeal or journey was designated, with the remaining 10% retained within undesignated general funds.)

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Income from Government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. In respect of the Coronavirus Job Retention Scheme grant; all conditions, with respect to the eligible costs being claimed, need to be met.

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.

Dividends are recognised once the dividend has been declared and notification has been received of the dividend due. This is normally upon notification by our investment advisor of the dividend yield of the investment portfolio.

Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis.

Expenditure is classified under the following activity headings:

Provisions for grants are made when the intention to make a grant has been communicated to the recipient but there is uncertainty as to the timing of the grant or the amount of grant payable.

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include staff, premises, legal and professional, finance, depreciation and governance costs. These costs have been allocated between cost of raising funds and expenditure on charitable activities on the basis of an estimate of the proportion of time spent by staff on those activities.

Governance costs comprise all costs involving the public accountability of the charity and its compliance with regulation and good practice.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Tangible fixed assets

Fixed assets are capitalised at cost and are depreciated over their estimated useful economic lives on a straight line basis as follows: Equipment – 25% on straight line basis.

Fixed asset investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Fixed asset investments include long term deposits with maturity of more than 12 months from the date of acquisition or opening of the deposit or similar account.

All gains and losses are taken to the Statement of Financial Activities as they arise. Realised gains and losses on investments are calculated as the difference between sales proceeds and their opening carrying value or their purchase value if acquired subsequent to the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value. Realised and unrealised investment gains and losses are combined in the Statement of Financial Activities.

.

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Notes to the financial statements Continued

Debtors

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

Cash at bank and in hand

Current investments includes cash and short term deposits with a maturity of more than three months from the date of acquisition or opening of the deposit or similar account.

Current investments

Current investments includes cash and short term deposits with a maturity of more than three months from the date of acquisition or opening of the deposit or similar account.

Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

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.

Operating leases

The charity classifies the lease of the office space as an operating lease as the title remains with the lessor. Rental charges are charged on a straight line basis over the term of the lease.

The charity benefits greatly from the involvement and enthusiastic support of its many volunteers. In accordance with FRS 102 and Charities SORP (FRS 102), the economic contribution of general volunteers is not recognised in the financial statements.

During the year, the charity received donated services relating to legal services and support for the Neuroblastoma Parent Global Symposium.

The value of these services to the charity is estimated at £36,860 and £nil respectively (2024: £38,500 and £10,000 respectively). The estimated value of these services is recognised within income as a donation with an equivalent expense through the Statement of Financial Activities.

Income from Government grants comprises grants received under the UK Government COVID Medical Research Charity Support Fund of £nil (2024: £86,648) to provide support to UK Research in funding. The charity has not benefited from any other kinds of government assistance during the current or prior year.

Creditors and provisions

Pension costs

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

Contributions to defined contribution plans are recognised as an expense in the period in which the related service is provided. Differences between contributions payable in the year and the contributions actually paid are shown as either accruals or prepayments on the balance sheet.

2. Donations

==> picture [485 x 308] intentionally omitted <==

----- Start of picture text -----
Undesignated Designated Restricted Total funds
funds funds funds 2025
£ £ £ £
Donations 593,396 874,697 889,394 2,357,487
Donated services 36,860 - - 36,860
Government grants - - - -
630,256 874,697 889,394 2,394,347
Undesignated Designated Restricted Total funds
funds funds funds 2024
£ £ £ £
Donations 657,671 1,259,095 44,713 1,961,479
Donated services 48,500 - - 48,500
- -
Government grants 86,648 86,648
706,171 1,259,095 131,361 2,096,627
----- End of picture text -----

3. Other trading activities

==> picture [485 x 208] intentionally omitted <==

----- Start of picture text -----
Undesignated Designated Restricted Total funds
funds funds funds 2025
£ £ £ £
Fundraising events 2,222 1 100 2,323
Undesignated Designated Restricted Total funds
funds funds funds 2024
£ £ £ £
Fundraising events 22,563 26,427 150 49,140
----- End of picture text -----

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41

Notes to the financial statements Continued

==> picture [296 x 35] intentionally omitted <==

4. Investment income

Undesignated
funds
Designated
funds
Restricted
funds
Total funds
2025		 Undesignated
funds
Designated
funds
Restricted
funds
Total funds
2025		 Undesignated
funds
Designated
funds
Restricted
funds
Total funds
2025		 Undesignated
funds
Designated
funds
Restricted
funds
Total funds
2025		 Undesignated
funds
Designated
funds
Restricted
funds
Total funds
2025
£
£
£
£
Income from investments 109,232 - - 109,232
Deposit account interest 375,112 - 56,879 431,991
484,344
-
56,879
541,223
Undesignated
funds
Designated
funds
Restricted
funds
Total funds
2024
£
£
£
£
Income from investments 108,084 - - 108,084
Deposit account interest 166,975
-
55,564
222,539
275,059
-
55,564
330,623

==> picture [296 x 35] intentionally omitted <==

5. Cost of raising funds

==> picture [483 x 262] intentionally omitted <==

----- Start of picture text -----
Undesignated Designated Restricted Total funds
funds funds funds 2025
£ £ £ £
Cost of raising funds 233,315 6,406 9,420 249,141
Support costs 95,180 - - 95,180
328,495 6,406 9,420 344,321
Undesignated Designated Restricted Total funds
funds funds funds 2024
£ £ £ £
Cost of raising funds 215,334 17,207 1,053 233,594
- -
Support costs 108,584 108,584
323,918 17,207 1,053 342,178
----- End of picture text -----

6. Costs of charitable activities

==> picture [485 x 302] intentionally omitted <==

----- Start of picture text -----
Activities Grant funding Support Total funds
undertaken directly activities costs 2025
£ £ £ £
Support 304,574 864,408 119,580 1,288,562
Research 140,062 134,552 99,925 374,539
Awareness 135,686 - 89,498 225,184
580,322 998,960 309,003 1,888,285
Activities Grant funding Support Total funds
undertaken directly activities costs 2024
£ £ £ £
Support 221,888 815,939 119,853 1,157,680
Research 153,089 1,262,051 92,022 1,507,162
Awareness 134,291 - 85,551 219,842
509,268 2,077,990 297,426 2,884,684
----- End of picture text -----

Expenditure on charitable activities was £1,888,285 (2024: £2,884,684) of which £689,347 was undesignated (2024: £777,113), £747,842 was designated (2024: £1,972,911) and £451,096 was restricted (2024: £134,660).

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43

Notes to the financial statements Continued

7. Analysis of support costs

Support costs are allocated based on the proportion of time spent by staff on those activities.

==> picture [485 x 418] intentionally omitted <==

----- Start of picture text -----
Support Research Awareness Fundraising Total funds
activities 2025
£ £ £ £ £
Staff costs 70,067 58,550 52,439 55,770 236,826
Premises 22,938 19,167 17,167 18,257 77,529
Legal and professional 6,641 5,549 4,970 5,286 22,446
Finance costs 1,680 1,404 1,258 1,338 5,680
Depreciation 808 675 604 643 2,730
Governance costs 17,446 14,580 13,060 13,886 58,972
119,580 99,925 89,498 95,180 404,183
Support Research Awareness Fundraising Total funds
activities 2024
£ £ £ £ £
Staff costs 63,519 48,769 45,340 57,547 215,175
Premises 32,491 24,946 23,192 29,436 110,065
Legal and professional 3,458 2,655 2,468 3,133 11,714
Finance costs 774 594 552 701 2,621
Depreciation 1,773 1,362 1,266 1,606 6,007
Governance costs 17,838 13,696 12,733 16,160 60,427
119,853 92,022 85,551 108,583 406,009
----- End of picture text -----

8. Governance costs

==> picture [483 x 131] intentionally omitted <==

----- Start of picture text -----
2025 2024
£ £
Auditor’s remuneration 13,824 13,000
Legal and professional 36,860 39,828
Staff costs 8,288 7,599
58,972 60,427
----- End of picture text -----

9. Analysis of grants

==> picture [483 x 369] intentionally omitted <==

----- Start of picture text -----
2025 2024
£ £
Children’s treatment 648,321 639,537
Family support 216,087 176,402
Research
University of Birmingham - 626,321
University of Southampton - 159,827
St Jude Hospital - 469,129
-
Hospital Vall d’Hebron, Barcelona (42,625)
-
Boston Children’s Hospital (97,112)
Neuroblastoma UK 125,000 -
-
Gustave Roussy Hospital, Paris 75,894
-
Children’s Hospital of Philadelphia 41,787
University College London 17,881 -
Harvard University 9,230 -
REDMAPP 2,600 2,500
Other grants 1,897 4,274
998,960 2,077,990
----- End of picture text -----

Children’s treatment grants are made towards the medical costs of the children suffering from neuroblastoma. The grants are paid directly to the hospitals providing the treatment.

Grants are made towards medical research for potential future life-saving treatments made possible through the constantly evolving world of burgeoning laboratory, pre-clinical and clinical research. These grants are paid directly to the institutions and are institutions working internationally which reflects the specialist and global nature of the research we fund.

Family Support Grants are those made towards providing essential support services to families affected by high-risk childhood cancers. These grants are paid directly to affected families and organisations as appropriate or as directed.

When a grant has been awarded for research work that can now no longer be completed, the grant will be formally withdrawn, and funds previously committed will be released.

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Notes to the financial statements Continued

10. Staff costs and emoluments

==> picture [483 x 131] intentionally omitted <==

----- Start of picture text -----
2025 2024
£ £
Wages and salaries 741,558 676,290
Social security costs 60,178 58,664
Pension costs – defined contribution 26,848 24,871
828,584 759,825
----- End of picture text -----

Pension costs are allocated to activities in proportion to the related staffing costs and are allocated between undesignated, designated and restricted funds on the basis of each employee’s activities.

The charity paid redundancy costs of £7,392 during the year (2024: £nil).

Particulars of employees: The average head count

of employees during the year was 20 (2024: 19). The average number of full-time equivalent employees during the year is analysed as follows:

==> picture [483 x 130] intentionally omitted <==

----- Start of picture text -----
2025 2024
No. No.
Charitable activities 7 8
Fundraising 4 3
Support 4 4
15 15
----- End of picture text -----

The number of employees whose remuneration for the year fell within the following bands, were:

11. Net income Net income is stated after charging:

==> picture [485 x 137] intentionally omitted <==

----- Start of picture text -----
2025 2024
£ £
Auditor’s remuneration
Audit 13,824 13,000
Depreciation 2,730 6,007
Operating leases – offices 1,580 6,925
----- End of picture text -----

12. Tangible fixed assets

Equipment Equipment
£
Cost
At 1 April 2024
Additions		 27,842
936
At 31 March 2025 28,778
DEPRECIATION
At 1 April 2024 21,120
Charge for the year 2,730
At 31 March 2025 23,850
NET BOOK VALUE
At 31 March 2025		 4,928
At 31 March 2024 6,722

==> picture [484 x 91] intentionally omitted <==

----- Start of picture text -----
2025 2024
No. No.
£60,000 to £69,999 1 1
£80,000 to £89,999 1 1
----- End of picture text -----

No higher paid staff were accruing benefits under a pension scheme (2024: None).

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47

Notes to the financial statements Continued

13. Investments

==> picture [485 x 295] intentionally omitted <==

----- Start of picture text -----
Analysis of investments as at 31 March 2025 Designated Designated
funds 2025 funds 2024
£ £
UK listed investments 3,701,199 3,865,164
Cash on deposit 1,075,267 -
4,776,466 3,865,164
Movement in market value – UK listed investments 2025 2024
£ £
Market Value at 1 April 2024 3,865,164 3,519,388
Net gain / (loss) on revaluation (163,965) 345,776
Market value at 31 March 2025 3,701,199 3,865,164
Historical cost at 31 March 2025 2,500,000 2,500,000
----- End of picture text -----

All investments are carried at their fair value. Holdings in investment funds, unit trusts and open-ended investment companies are at the bid price. The basis of fair value for quoted investments is equivalent to the market value, using the bid price. Asset sales and purchases are recognised at the date of trade at cost (that is their transaction value).

The following investments were material in the context of the investment portfolio:

COIF Charities Ethical Investment Fund - £3,701,199 (2024: £3,865,164).

The main form of financial risk faced by the charity is that of volatility in investment markets due to wider economic conditions and variability of investment returns. This risk is mitigated by obtaining advice from a fnancial expert on the charity’s investment portfolio.

14. Debtors

==> picture [485 x 116] intentionally omitted <==

----- Start of picture text -----
2025 2024
£ £
Other debtors 8 16,620
Prepayments and accrued income 119,940 211,401
119,948 228,021
----- End of picture text -----

15. Creditors

==> picture [486 x 313] intentionally omitted <==

----- Start of picture text -----
Amounts falling due within a year 2025 2024
£ £
Trade creditors 2,695 2,328
Accruals and deferred income 372,657 154,103
Grant commitments (note 17) 440,822 501,136
Funds held as agent (note 18) 301,281 548,058
1,117,455 1,205,625
16. Creditors
Amounts falling due after more than one year 2025 2024
£
£
Grant commitments (note 17) 1,132,169 1,381,866
Grant commitments of £nil are due in more than five years (2024: £153,976).
----- End of picture text -----

17. Grant commitments

2025
2024		 2025
2024		 2025
2024		 2025
2024		 2025
2024		 2025
2024
£
£
Grant commitments brought forward 1,883,002 801,007
New commitments during the year 274,289
1,273,444
Reversal of unused commitments during the year
(139,737)
-
Payments made in the year (444,563)
(191,449)
Grant commitments carried forward
1,572,991
1,883,002
Commitments at 31 March 2025 are payable as follows:
Within one year 440,822 501,136
After more than one year 1,132,169
1,381,866
Grant commitments carried forward
1,572,991
1,883,002

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Notes to the financial statements Continued

18. Funds held as agent

==> picture [483 x 151] intentionally omitted <==

----- Start of picture text -----
2025 2024
£ £
Funds held as agent brought forward 548,058 621,542
Funds received during the year 155,505 56,637
Funds transferred to SKC UK (195,122) -
Payments made (207,160) (130,121)
Funds held as agent carried forward 301,281 548,058
----- End of picture text -----

At the year end, the charity held £301,281 (2024: £548,058) and this has been included in creditors in Note 15. £301,281 was held on behalf of Zoe4Life (2024: £361,698), £nil on behalf of The Merryn Lacy Trust (2024: £143,292) and £nil on behalf of Joining Against Cancer in Kids (J-A-C-K) (2024: £43,068).

The charity has received funds as agent in its role as administrator of the Request for Applications (RFA) process and also of the research project for the prospective identification of children with “ultra-highrisk” (UHR) neuroblastoma.

The Merryn Lacy Trust and the charity Joining Against Cancer in Kids (J-A-C-K) have both been closed and their funds transferred to Solving Kids’ Cancer UK. Therefore, funds held of £50,331 from The Merryn Lacy Trust and £144,791 from J-A-C-K have been transferred to Solving Kids’ Cancer UK’s grant commitments.

19. Commitments under operating leases

At 31 March 2025 the company had total minimum lease payments under non-cancellable operating leases as set out below.

==> picture [485 x 134] intentionally omitted <==

----- Start of picture text -----
Land and buildings 2025 2024
£ £
Operating leases which expire:
Within 1 year - 1,484
Within 2 to 5 years - -
- 1,484
----- End of picture text -----

20. Restricted funds

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----- Start of picture text -----
Balance at Income Expenditure Transfers Balance at
1 April 2024 31 March
2025
£ £ £ £ £
Families Against
Neuroblastoma (FAN) 872,988 43,445 (18,757) - 897,676
FAN Emergency Relapse
Fund 304,438 13,434 - - 317,872
CE Discretionary Fund - 500 - - 500
Restricted research funds 42,018 125,728 (125,027) - 42,719
Other funds 257,051 36,873 (4,083) 289,841
Joining Against Cancer
in Kids 25,640 - - - 25,640
Sunni Mae Fund 84,365 - - - 84,365
Merryn Lacy Fund 100,570 - 43,188 - 143,758
Lottery funding 2,819 10,000 (12,819) - -
Rupert’s Revenge Trust
Fund 148,891 - - - 148,891
ALADDIN 7,160 49,862 (57,022) - -
Isla Caton Fund 209,306 63 (2) - 209,367
Ireland 8,804 - - - 8,804
MONALISA - 14,202 (14,202) - -
Joining Against Cancer in
Kids transfer fund - 525,266 (144,792) 143 380,617
Parent Symposium Fund - 127,000 (127,000) - -
2,064,050 946,373 (460,516) 143 2,550,050
----- End of picture text -----

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Notes to the financial statements Continued

20. Restricted funds (continued)

==> picture [484 x 418] intentionally omitted <==

----- Start of picture text -----
Balance at Income Expenditure Transfers Balance at
1 April 2023 31 March
2024
£ £ £ £ £
Families Against
Neuroblastoma (FAN) 938,184 41,819 (35,965) (71,050) 872,988
FAN Emergency Relapse
Fund 290,693 13,745 (71,050) 71,050 304,438
HK Fund 5,919 - (5,919) - -
CE Discretionary Fund 238 - (238) - -
Restricted research funds 46,590 792 (5,364) - 42,018
Other funds 150,634 117,479 (11,062) - 257,051
-
Joining Against Cancer
in Kids 27,180 - (1,540) 25,640
Sunni Mae Fund 84,365 - - - 84,365
- - -
Merryn Lacy Fund 100,570 100,570
- -
Lottery funding 6,139 (3,320) 2,819
Rupert’s Revenge Trust
Fund 148,169 735 (13) - 148,891
ALADDIN 7,160 - - - 7,160
Isla Caton Fund 206,847 2,505 (46) - 209,306
Ireland - 10,000 (1,196) - 8,804
-
2,012,688 187,075 (135,713) 2,064,050
----- End of picture text -----

Restricted funds can only be used for particular restricted purposes within the objects of the charity as specified by the donor or when funds are raised for particular restricted purposes.

A further two donations from FAN were received to be used solely to support children with relapsed neuroblastoma with no access to other funds to pay for treatment that is not freely available on the NHS.

Families Against Neuroblastoma (FAN)/ FAN Emergency Relapse Fund There are 9 funds transferred from Families Against Neuroblastoma (FAN) and held for the sole use of individual children for access to treatment and welfare / pastoral issues. Treatments are limited to those that are consistent with Solving Kids’ Cancer UK Clinical Trial Policy.

CE Discretionary Fund was established through an individual donation made to the charity to provide the Chief Executive with a means to fund initiatives in support of the effective working of the organisation, but for which no other budget existed.

Restricted research funds is a restricted fund where monies are not currently awarded to any specific research project, but nonetheless earmarked to support research.

Other Funds represent funds created by families in memoriam specifically for research and advocacy projects.

Joining Against Cancer in Kids is a restricted fund which has been provided by Joining Against Cancer in Kids to support the costs incurred by families when participating in neuroblastoma trials/treatment being conducted at The Memorial Sloan Kettering Cancer Centre, New York or Hospital Saint Joan de Déu Barcelona.

Sunni Mae Fund is restricted to support the development and operational running of a Solving Kids’ Cancer UK’s presence in Ireland and / or provide wider support to Irish families affected by Neuroblastoma. Alternatively, the fund can be used to support a future research funding call in which The Sunni Mae Trust will be acknowledged as a named collaborative funding partner.

Merryn Lacy Fund represents funds donated by the trust which are restricted to Research.

Lottery funding represents a National Lottery Awards For All grant restricted to our family support Life after Cancer Programme.

Rupert’s Revenge Trust Fund represents restricted funds for Research

ALADDIN represents a European funding grant for the delivery of a multi-stakeholder educational programme on regulatory science in paediatric cancer drug development.

Isla Caton Fund represents funds transferred and raised for pioneering research in memory of beautiful Isla who loved to sing and dance.

Ireland represented funds provided to the charity from a donor specifically to support the registration of the charity in Ireland to enable wider support of families in Ireland.

MONALISA represents a European funding grant which reimburses Solving Kids’ Cancer UK for staff time and expenses incurred in a patient advocate role.

Joining Against Cancer in Kids Transfer Fund is restricted to vital investment in neuroblastoma research and support for families.

Parent Symposium Fund consists of donations expressly restricted for the purpose of supporting the Neuroblastoma Parent Symposium held in March 2025.

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Notes to the financial statements Continued

21. Designated funds

==> picture [482 x 404] intentionally omitted <==

----- Start of picture text -----
Balance Income Expenditure Transfers Net Other Balance at
at 1 April losses on gains and 31 March
2024 investments losses 2025
£ £ £ £ £ £ £
Designated
Funds 7,825,789 861,674 (817,507) (610,265) - - 7,259,691
Solving
Kids’ Cancer
Children’s
Reserve
Fund 601,157 - (41,474) 79,642 - - 639,325
Solving
Kids’ Cancer
Research
Fund 183,912 13,024 104,733 414,957 - 3,833 720,459
Family
Support
Fund 1,399 - - (1,399) - - -
Covid-19
Fund 143 - - (143) - - -
Big Love
and pastoral
Funds 18,963 - - (18,963) - - -
Investment -
Reserve 1,365,164 - - (163,965) - 1,201,199
9,996,527 874,698 (754,248) (136,171) (163,965) 3,833 9,820,674
----- End of picture text -----

Continued 21. Designated funds

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----- Start of picture text -----
Balance Income Expenditure Transfers Net Other Balance at
at 1 April gains on gains and 31 March
2023 investments losses 2024
£ £ £ £ £ £ £
Designated
Funds 7,385,497 1,196,884 (671,965) (84,627) - - 7,825,789
Solving
Kids’ Cancer
Children’s
Reserve
Fund 619,431 - (26,737) 8,463 - - 601,157
Solving
Kids’ Cancer
Research
Fund 1,310,972 88,300 (1,277,757) 59,238 - 3,159 183,912
Family
Support
Fund 1,399 - - - - - 1,399
Covid-19
Fund 143 - - - - ,- 143
Big Love
and pastoral
Funds 23,821 338 (13,659) 8,463 - - 18,963
Investment
Reserve 1,019,388 - - - 345,776 - 1,365,164
10,360,651 1,285,522 (1,990,118) (8,463) 345,776 3,159 9,996,527
----- End of picture text -----

Designated funds are funds which have been allocated by the trustees out of undesignated general funds to specific appeals for the treatment of children with neuroblastoma. In the event of a child’s death, the funds will be released from designated funds. Following the end of a successful course of treatment, and a child exhibiting no evidence of disease (NED), funds will remain designated for a period of 5 years so that they are available for that child should they suffer a relapse and require further treatment, a situation which is common for neuroblastoma patients. During the year, this policy resulted in transfers of

£592,795 (2024: £84,627) with 70% transferred to the designated Solving Kids’ Cancer Research Fund, 10% to the designated Solving Kids’ Cancer Children’s Reserve Fund and 20% to undesignated reserves. An additional £17,470 of non-child specific designated reserves were transferred to undesignated reserves

Solving Kids’ Cancer Children’s Reserve Fund is money designated to;

(1) support families who are fundraising for treatment who may require additional financial support to be able to meet the deadlines for enrolment on a particular clinical trial, and

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Notes to the financial statements Continued

(2) support children who are receiving treatment abroad but for whom additional unanticipated medical expenses are incurred. During the year £79,642 was transferred from Designated funds (2024: £8,463). (3) provide pastoral funding to families through SKC UK grant programmes (currently would include Big Love Fund and Clinical Trial travel). (4) Any spend specifically approved by the Board which directly benefits families looking to access treatment.

COVID-19 fund is designated to the granting of funds to families of children with Neuroblastoma who have suffered a loss of income or increase in costs as a result of the diagnosis. It is initially for those affected by the need to shield during COVID-19. £143 was transferred to the J-A-C-K restricted fund during the year.

Big Love and pastoral Funds is designated to the granting of pastoral funds to support a child or young person’s physical or emotional welfare and to support families in bereavement. During the year £nil was transferred from Designated funds (2024: £8,463) and £18,963 (2024: £nil) was transferred to the Solving Kids’ Cancer Children’s Reserve Fund.

Solving Kids’ Cancer Research Fund is a designated fund where monies are not currently awarded to any specific research project, but nonetheless earmarked to support research. During the year, £414,957 was transferred from Designated Funds (2024: £59,238).

Investment Reserve represents the movement in fair value on investments since acquisition.

Family Support Fund is designated to the activities of the family support team. During the year £1,399 (2024: £nil) was transferred to the Solving Kids’ Cancer Children’s Reserve Fund.

22. Undesignated funds

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----- Start of picture text -----
Balance at Income Expenditure Transfers Other gains Balance at
1 April and losses 31 March
2024 2025
£ £ £ £ £ £
Undesignated funds 848,659 1,116,822 (1,017,842) 136,028 (14,958) 1,068,709
Balance at Income Expenditure Transfers Other gains Balance at
1 April and losses 31 March
2023 2024
£ £ £ £ £ £
Undesignated funds 959,981 1,003,793 (1,101,031) 8,463 (22,547) 848,659
----- End of picture text -----

23. Analysis of net assets between funds

Fund balances at 31 March 2025 are represented by:

==> picture [484 x 436] intentionally omitted <==

----- Start of picture text -----
Undesignated Designated Restricted Total funds
funds funds funds 2025
£ £ £ £
Tangible fixed assets 4,928 - - 4,928
Investments - 4,776,466 - 4,776,466
Cash at bank and in hand 1,378,930 1,385,223 2,850,099 5,614,252
Current investments - 5,173,463 - 5,173,463
Other net current (liabilities)/assets (315,149) (520,704) (161,654) (997,507)
-
Creditors falling due in more than one year (993,774) (138,395) (1,132,169)
1,068,709 9,820,674 2,550,050 13,439,433
Fund balances at 31 March 2024 are represented by:
Undesignated Designated Restricted Total funds
funds funds funds 2024
£ £ £ £
- -
Tangible fixed assets 6,722 6,722
Investments - 3,865,164 - 3,865,164
Cash at bank and in hand 1,289,255 7,868,586 2,238,979 11,396,820
Other net current (liabilities)/assets (447,318) (432,352) (97,934) (977,604)
-
Creditors falling due in more than one year (1,304,871) (76,995) (1,381,866)
848,659 9,996,527 2,064,050 12,909,236
----- End of picture text -----

24. Company limited by guarantee 25. Taxation

The charity is exempt from tax on income and gains to the extent that these are applied to its charitable objects.

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is £10.

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Notes to the financial statements Continued

26. Related party transactions

the year of £1,216 relating to travel and subsistence (2024: one trustee, £569).

The key management personnel of the charity for the year comprised the trustees, Chief Executive and the Heads of Departments. The total employee benefits of the key management personnel were £392,937 (2024: £382,764).

During the year, the charity paid £nil (2024: £600) to Yassine Rhardoud, the husband of member of key management Claire Hislop, for moving and refurbishment costs associated with the move to the new office.

The trustees did not receive any remuneration or other benefits during the year (2024: £nil). Two trustees received reimbursement of expenses during

The total donations received from 3 trustees (2024: 2) during the year amounted to £990 (2024: £2,688).

27. Financial instruments

Financial assets measured at fair value through statement of financial activities:

==> picture [484 x 225] intentionally omitted <==

----- Start of picture text -----
2025 2024
£ £
Investments 3,701,199 3,865,164
The income, expense, gains and losses in respect of all financial instruments are summarised below:
2025 2024
£ £
Net gain / (loss) on revaluation of investments (163,965) 345,776
Investment income 109,232 108,084
For further details about risks arising from financial instruments and the measurement basis see note 13.
----- End of picture text -----

28. Analysis of changes in debt

==> picture [484 x 145] intentionally omitted <==

----- Start of picture text -----
At 1 April Cash flows At 31 March
2024 2025
£ £ £
Net cash
Cash at bank and in hand 9,303,453 (7,002,475) 2,300,978
Cash equivalents 2,093,367 1,219,907 3,313,274
11,396,820 (5,782,568) 5,614,252
----- End of picture text -----

Continued 28. Analysis of changes in debt

==> picture [485 x 600] intentionally omitted <==

----- Start of picture text -----
At 1 April Cash flows At 31 March
2023 2024
£ £
Net Cash
Cash at bank and in hand 9,292,711 10,742 9,303,453
Cash equivalents 1,991,768 101,599 2,093,367
11,284,479 112,341 11,396,820
29. Comparatives for the statement of financial activities
Undesignated Designated Restricted Total funds
funds funds funds 2024
£ £ £ £
INCOME -
Donations 706,171 1,259,095 131,361 2,096,627
Trading activities 22,563 26,427 150 49,140
Investment income 275,059 - 55,564 330,623
TOTAL INCOME 1,003,793 1,285,522 187,075 2,476,390
EXPENDITURE
Raising funds (323,918) (17,207) (1,053) (342,178)
Charitable activities (777,113) (1,972,911) (134,660) (2,884,684)
TOTAL EXPENDITURE (1,101,031) (1,990,118) (135,713) (3,226,862)
NET (EXPENDITURE) / INCOME
BEFORE GAINS ON INVESTMENTS (97,238) (704,596) 51,362 (750,472)
– –
Net gains on investments 345,776 345,776
–
Other (losses) / gains (22,547) 3,159 (19,388)
NET (EXPENDITURE) / INCOME (119,785) (355,661) 51,362 (424,084)
Transfer between funds 8,463 (8,463) – –
NET MOVEMENT IN FUNDS (111,322) (364,124) 51,362 (424,084)
RECONCILIATION OF FUNDS
Total funds brought forward 959,981 10,360,651 2,012,688 13,333,320
TOTAL FUNDS CARRIED FORWARD 848,659 9,996,527 2,064,050 12,909,236
----- End of picture text -----

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Thank You

We want to say a heartfelt thanks to the following companies, people, charities, foundations and trusts for their wonderful support.

Companies

A&O Shearman Brandler Galleries Burnt Peach DHL EasyJet Eton House School Flix Interactive Google Irish Solicitors Bar Association Julius Baer International Ltd Keel Toys Laser Quest Lioncroft Foundation Miniclip Norgine Privacy Culture Limited Recordati Rare Diseases Ritter Sport Scamp and Dude Sharp IT Sumo Digital Sumo Group PLC United Therapeutics Workspace Y-mAbs Therapeutics Inc.

Patron & champions Carl Cavers OBE (to September 2024, when appointed as Trustee) Demie Risby Kellie Bright Rob Brydon

Parent Involvement forum

Carrie Wright Catherine Morais Claire Bailey Claire Donnelly Debbie O’Kelly Garrett Fitzgerald Kate Dixon Leeanne Brennan Mandy Berriman Mark Bell

Naomi Bentham Naomi Shefford-Thomas Sam Anstey Stewart Leaver

Development Board (founded in 2025)

Abigail Solieri Carl Cavers OBE Cassie Leaver Garrett Fitzgerald Marina Nikoloska Padmesh Thuraisingham Patrick Harney

Individuals

Adam Webb Adelaide Lane Dr Aditi Vedi Alan Hooks Alan Pearson Dr Assunta Albanese Becky Parris Cameron Miller Charlotte Wint Chris Lee Christina Haralambous Clare and Chris Andrew Clare Hayles Cliona O’Tuama Clive Jones MP Cormac Owens Darren Mills

Dr Ella Henderson Emma Potter Evie Baldwin Fabio Benidio

Dr Francesca del Bufalo Gavin Lindberg Georgina Arquati Graham Cooper Grace White Dr Gudrun Schleiermacher Hannah Cohen Helen Duffy

Iulia Thuraisingham

Jason Newell Jason Pickering Prof John Anderson Katie Andrew Kato Kossaridou Prof Kelly Goldsmith Kevin Doyle

Kim Leadbeater MP Kira Noble

Lauren Stebbing Libby Marks Prof Lieve Tytgat Liliana Jackson Louis Moorhouse Louise Bellamy Dr Lynley Marshall Maddy Meeson Mark Ferguson MP Mike Ashmore Mike Zatyka Molly Treves Monique King Natalie Cassidy Dr Naureen Rizvi Nick Streeter Nicholas Jackson Prof Pamela Kearns Dr Paula Adkin Pippa Collins Polly Ord Dr Ramya Ramanujachar Richard Hage Robson O’Reardon Dr Rochelle Bagatell Ruben Hage Dr Sally George Dr Scott Arthur MP Shirley Hepworth Tom Becker Tom Donegan Tony Colville

Charities, foundations & trusts

Anti Cancer Fund Band of Parents Cancer Awareness Trust / Cancer Platform Children with Cancer UK The Evan Foundation GamesAid The Hospital Saturday Fund Joseph’s Smile Jude and the Book Factory Kindred Foundation Life After Cancer National Lottery Community Fund Neuroblastoma UK Rupert’s Revenge Solving Kids’ Cancer US SpecialEffect St. George’s Society of New York We Can Kick It Zoe4Life

Family & named funds

ForeverSIX Fund Hannah’s Heroes Fund J-A-C-K Fund Kitty Belle’s Fund Oscar Knox Fund Poppy’s Hope and Happiness Fund Smiles for Stanley Fund The Alfie’s Wishes Fund The Isla Caton Fund

Hero Awards 2024 recipients

Arron and Lucy Mellon-Jameson, Jude and the Book Factory Emma Rees and Katy Yeandle, Joseph’s Smile Helen Pearson Jenna Pentney, Natalie Cassidy and Rachel Wells and Tessa Farmer Rebekah Chance Dr Sam Behjati Sarah Garratt

Scientific Advisory Board members

Prof Andy Pearson (Chair) Dr John Maris (Vice-Chair) Dr Julia Glade-Bender Dr Julie Park Dr Juliet Gray Dr Lucas Moreno Dr Meredith Irwin Prof Michel Zwaan Dr Steve Dubois

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Solving Kids Cancer UK Research Kids’ ~~y Solving~~

We need your help...

Solving Kids’ Cancer UK is a registered charity. We receive very little public funding for our work. Thanks to supporters and philanthropic partnerships, we’ve made progress over the years. But there is still so much more to do to ensure a future where no child dies of the childhood cancer neuroblastoma or suffers due to the treatment they receive.

The support you give will make a difference to the lives of children and families affected by childhood cancer. For more information on how you can support and to donate:

Visit: solvingkidscancer.org.uk Call: 020 7284 0800

Email: fundraising@solvingkidscancer.org.uk

Or donate directly here:

Solving Kids’ Cancer UK is a registered charity in England and Wales (1135601) and in Scotland (SC045094). It is a company limited by guarantee in England and Wales (7208648). The charity and company currently operate as Solving Kids’ Cancer UK.

Solving Kids’ Cancer UK

Unit 02-03, Salisbury House, 29 Finsbury Circus, London EC2M 7AQ Email: info@solvingkidscancer.org.uk Telephone: 020 7284 0800

@SKC_UK

62 solvingkidscancer.org.uk