2022-09-30-accounts

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 REGISTERED COMPANY NUMBER: 07698491 (England and Wales) REGISTERED CHARITY NUM8ER: 1145996 Report of the Trustee5 and Unaudlted Flnanclal Statements for the Year Ended 30 September 2022 for AcfioN FOR ELDERSTRUST Advantage Accountancy & Advisory Ltd Avalon House 7 Cathedral Road Cardiff CFII 9HA

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Contents ol the Finanaal Statements lor the Year Ended 30 September 2022 Page Chalrman's Report Report of the Trustees 2 to 21 Independent Exam5nerfs Report 22 Statement of F5nanclal Actl¥St5es 23 8alance Sheet 24 to 25 Cash Flow Statement 26 Notès to the Cash Flow Statement 27 Notes to the Fln•n¢lal Statements 28 to 38 Oetalled Statement of Flnanclal Artlvltles 39 to 40

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Chairman's Report for the Year Ended 30 September 2022 It's been somewhat of an interesting year on so many fronts for all of us. At times challenging, hugely frustrating and always despairing of the actions of others who try to control our lives in so many ways. Most of these things also come to mind when I sit here thinking about the past year in the life of this charity. Aciion For Elders. The pressures on our small team as we have come out of the pandemic and straight into a Cost of living crisis have been quite extraordinary. With funding opportunities reducing and the need escalating to levels never before experienced in recent times. jUSt to survive Seems to be a huge plus. Thanks to very strict finantial controls-survive we have but we are 50 frustrated that we have not been able to do more. In these accoLJnt5 we celebrate our 10th year as a charity-a milestone in itself- and yet there is so much more we can do to make a difference in later life. For Ihe first time ever mainstream research 15 highlighting what we have known since we launched and indeed what has been inbuilt into our work since inception-that there 15 a link between positive a8ein8 and healthy ageing. We are keen to invest in thi5 further. Expansion of our 'in person, comrnunity groups, more care home interventions, digital and online workin8, the attention to ageism and the personalisation of loneliness plus an added focus on building personal resilience across all of our three 'pillars', physical, mental and social wellbeing are all key to moving forward. It is also key to a health and social care system that is under so much strain. As mentioned elsewhere in this report our ageing population is increasing and we have to be able to respond to this. Action For Elders has positioned itself to become a leader in both this area and the ways in which we can achieve the best possible results. This year saw the first article on our work and impact in the national press. We need to do more of this and raise our profile not just on our servlces but equally important on how and why we are different Irom all those that have since the pandemic belleved that they can set up similar groups. Most of these will be short term and we know of many where the training and hiring of exercise leaders is inferior in so many ways leading to gieater damage to ihose who attend. We have also changed the term of those that lead the groups to 'Teachers' as il is important that people understand thèt our methods will allow older adults to both maintain their health and wellbeing but also live a more satisfying arnd rèsilient later life. Yet the kev t¢ becoming a renowned authority and trail blaier is not just in havinÈ impa¢tful ways of working and stories to tell. It is also about raising the fund5 to keep us doing more and consistently doin8 It betler than everyone else. That must be our Boall I would like to thank my fellow trustees, some of whom have been on this journey as lon8 a5 1 have and show no sign of bein8 less passionate or committed, the Senior Management Team who continue to work tireles51y to ensure the continuation and sustainability of the charity, equally important other team members who deliver a standard of outstandin8 care on the Bround to our participants in the execution of our services and to our funders of which there are many but as yet sadly not enough, our new brand of volunteer l ArtionEERI who make Such a difference and finally to all our increasing number of partners, we couldn't do it without any of youl Until Next Time Lorraine Morgan Chair of Trustees Page I

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 The trustees, who are also directors of the charity for the purposes of the Companies Act 2006. present their report with the financial statements of the charity for the year ended 30 September 2022.The trustees have adopted the provisions of Accounting and Reporting by the Charities Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicèble in the UK and Republic of Ireland IFRS 1021 effective l January 2019. OBJECTIVES AND ACTIVITIES About Actlon for Elders Wh we e¥lst Action for Elders exists to help older adults live more independently with a better quality of life whatever their circumstances. Whilst we embrace all and love all we do pay special attention to those who are marginalised, in poverty or ill health and are hard to reach. We are an award winnin& evidenced based and people centred organisation that works in the areas of health prevention, acute and chronic conditions. health inequalities and age liberation. An Increaslngly ageing population both In the UK and globally means that the need for our servlces Ss becomlng more apparent particularly when new research has shown that the connection between positive ageing and healthy ageing is linked to a better and longer later life. Undoubtedly, more of us are living longer. however statistically the avèrage'healthy life expect3nLy age, at which we live free of a life-limiting ¢ondition is still only 63. This means that older people live on average twtr decade5 Wlth poor health, which can have detrimental consequence5 to their quality of life and fulfilment in their later years. Additionally. we work with those that are 'healthy older people, IHOPI to prevent health deterioration in later years and maintain wellbeing. Health Prevention and early prevention 15 also key to our objectives. The ageing process has a compoundin8 impact on the wellbein8 of older people due to the interconnectednes5 between physical, mental and social health. Research highlighted by the World Health Organisation IWHOI describes how the reduced physical capabilities associated with the a8ein8 process can inhibit the ability of older people to care for themselves and carry out daily activities, which can lead to reduced opportunities for social en8agement and lead to isolation, loneliness and psychological distress. Those living With physical health conditions, which often develop in later life, are also more likely to become depressed. Our Community based 'Balanced Lives. programmes recogni5e thi5 Wlth its three related pillars.. Physical.Mental and Social all working holistically together. Underpinning all of our work is the importance of building resilience and a positive ageing attitude to what is in effect just another stage of life. We have termed this Age Liberation which is at the heart of our Think Differently About Ageing. Campaigns. Page 2

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 CASE STUDY l just want to share something with you............. l am 65 years old and for most of my life I have pursued fitness and health. Coming out of the past few years and the Pandemic I have lost the ability to be physically spontaneous. My knee 15 giving me pain and my hips and legs have lost their strength and agility. I feel scared and stuck and need to face up to my age really.1 can't start where I have started in the past my body won't let me. You go online and its all lovely young things doing videos.even most of the videos I have found for older folk are led by lovely young things.1 used to teach exercise to older folk when I was a lovely VOLJng thing, but I realise now we don't fully appreciate older bodie5 until we are in one! Then I found you online and Since then l am slowly turning my life around with your 5UPPOrt and input. I have realised that 8ettin8 older does bring it's challenge5 but it doesn't matter about being a lovelv voung thing anymore, it is more important to believe in whom I now am and to embrace it fully Many thanks for letting me get that off my chest. PS.1 am now moving again and in less pain. Page 3

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 Howwe hel We work with and support older adults to remain active. social. resilient and mobile with our community-based.online and care home prtsgrammes Our flagship Balanced Lives model addresses all aspects of wellbeing and focuses on empowering the individual and building their resilience so that they are better able to deal with the challenges they may face in older age. The model is designed to improve= Physlcal wellbelng, by buildin8 5tren8th, balance, mobility, endurance. flexibility and increasing individua15' control over their own health. Mental wellbein8, by building confidence, resilience, a more positive attitude, and a greater sense of self-worth. Social wellbein8, by building friendship5, a stronger sense of community, openness to discussing problem5, and a sense of value to society. Our work and service delivery is based on extensive evidence and research, and is designed to meet the needs of the ageing population as birth rates drop and the population of older people rises. Our model provides a holistic programme of support. involving specialist Mobility classes specifically targeted for those with or without physical challenges along wlth a wide range of offerings to support social and mental wellbein& including but not limited to soclal walks. cultural and celebration events. various meaningful and learning activities to stimulate the mind and bespoke digital support. Our undèrstanding of the process of Ageing is changing and we are at the forefront of this change as we dellver practicallv not only through our servi¢es but also educationally throu8h our Think Differently About A8eing campaign. Our Fla shl and Award Wlnnln BJlan¢ed Lfves Pro amme The Balanced Lives pro8ramme 15 at the heort of our work and phi1050phy. It is de518ned as a direct response to the need highlighted by research from Sheffield Institute lor Studies on A8ein8 ISISAI ol which we were a part over 10 years ago,that identified a Bap in community-based health care provision, particularly for those aged 50 and over. We regularly review the programme using both existing research and our own robust data collection methods, through re8ular stakeholder engagement, consultations, programme monitoring and evaluation, to ensure our work is effectively addressing the needs of older people in the communities we serve. Our approach is.. People-drlven we place people at the centre of what we do, encouraging and facilitating feedback from participants to inform delivery and utilising the Senses Framework. which creates a relationshipcentred self-development process, based in the values of Security, Belonging. Continuity. Purpose. Achievement and Significance. Expert.led - our mobility classes are delivered by experts who have a wealth of experience in delivering Tai Chi to improve mobility in older ège and use their skills and experience in responding to the individual needs of the participants. Socially. we use a range of fvlly trained and experienced individuals capable of mature engagement. Oata-informèd - we use a robust data collection strategy to help us understand the thanging needs of our participants and to enable us to continually learn and develop. Page 4

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 The Balanced Lives Programme is delivered through weekly sessions led by a Physical Mobility Teacher. who focuses on the five elements for improved mobility in older people. based on research conducted as part of an audit on the National Services Framework for Older People. Department of Health 2(X)2. The programme is also facilitated by 3 Social Host who focuses on supporting older people through group discu%sion% and activities based on the relationship-tentred Senses Framework. The Balanced Lives programrne help5 to give older people an improved understanding of their physical, s(>tial and emotional wellbeing and introduce5 them to the tools to make positive changes to enrich their phy5ic31 and ment31 wellbeing in later life. "The moblllty classes have enabled me to be proartive and leam more abo￿ how to Use my body to benefft mt" Having an improved awarene55 of their body and mind b005ts their confidence in carrying out Artivitie5 of Daily Living and increase5 their ability to live an independent and active life. The sale, trustin8, open and supportive space provided by the programme enables older people to feel able to share things, receive support and learn how to improve their wellbeing. Through the increased understanding of their own wellbeing and having the tools to make changes, older people feel better equipped to deal with the challenges that life throws at them. In simple terms our approach is Ltnderpinned by those that have gone before us. People like Maggie Kuhn, leader of The Gray Panthers who saw ageing not as a disastrous disease which nobody wants to admit to but as a vlctory to be celebrated. Today. as the world changes. this approach is now more relevant than ever for the growing ageing population and we will be leading the wav. Publlt bènellt In setting the charity's objectives. the trustees have paid due regard to Publi¢ Benefit 8uidan¢e published by the Charity Commi55ion. How the charity fulfills this responsibility is contained in the variou$ Sections of this report and review. Page S

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 ACHIEVEMENT AND PERFORMANCE Our 2022 Year In Revlew Our 10th Year In numbers.. Older Adults attending our Community Pro8rammes'.5K Hours of Balanced Lives Community Programme5 Delivered=450 Social Hub5 Hour5 Delivered.. 360. Online Health and Wellbeing Programmes in hours '.180. Online Attendees.. ￿. Bespoke Digital Support'.65 Bespoke Digital support in hours: 160 Social Media Reach.. 15.2K Engagement.. 2.SK YouTube Channel Views.. 28K To be able to write our latest Ann¢Jal Report in our 10th year is somewhat of an achievement in itself. The majority of new charitles fail before they get to live years and those that survive beyond that go through a period of transition that can only be described as challengingl Add a cost of living crisis into the mix and the absurdity which is sector funding and you have a situation which is not for the faint hearted. Here ssts Action For Elders currently.. too big to be small and too small tr> be big. How then does this charity Still receive plaudits for its work. continue to meet the demands pla¢ed on it by the increasing need and produ¢e an impact that chan8e5 the live5 of older adults. The answer is strong effective leadership, an experienced passionate team, tl8ht financial controls and the ability to continually embrace new ways of workin8 that are alway5 people focused and at the heart ol the community. Page 6

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 The last 12 months have been a time of crisis for many older people.Both the pandemic and now the economic climate are truly putting pressure on charities and at times it seems like a catch 22.ln what commentators are calling the second biggest challenge to face humanity.the global demographic of an increasing ageing population also adds to our somewhat unique set of circumstances. All in all it's beerb an interesting last 12 months but history has prtsven time and time again that tough times drive innovations in 5ervite provision and that 'hope' keeps us going. Ultimately , the key tts sucte%s has been staying flexible and open to new things during these challenging time5 and a passion for what we do. "Thè tost of Ilvlng has affèrtèd all arèas <rf my Ilfe. I havè cut back on hÈatln&u51nK hot watèr.uslng my ovèn and hob, as well as food" New Focu5 We have long held the belief in a relationship centred approach to our work and have incorporated The Senses Framework in our programmes from the very beginnin8. In short this evidenced based research datin8 back to 2006 supports our philosophy that giving older adults confidence and a sense of meaning is key to their wellbeing in later life.During the year under review we focused on improving the attitude of our partiCik7ants to the challenges they faced both internally and externally. We did this primarily by building the six characteristics of resilience Iself-knowledge,a sense of hope.healthy coping skills.strong interpersonal felationships.a personal meaning to life and heart rate variability) both into our programmes and into the individual. In 2022 resilience became more important than ever as the problems older people faced became more intensified. As well as suflering from the lasting impacts of the pandemic they faced new challenges due to the rising cost ol living. For many ihis lorced them to make decssions over eatin&heating and meeting socially with others leading to a detrimental impact on their health and overall quality of life. Provldlng health and so¢lal safety nets New Soclal Hubs Incor oratln Balanced Ll¥e5 We quickly introduced new 'Social Hubs, across our community areas to combat the effect5 of the cost-of-living crisis increasing our Social offer and combatin8 the epidemic of loneliness throu8h relationship centred sUPPOrt.8uildin8 on our flagship Balanced Lives model which offers a holistic view of physical, mental and social well being we additionally supplied hot food and drink to participants, offered advice on practical matters, gave out heat pads and blankets to keep them warm in their home5 and increased our di8ltal offer. The5e'hubs' were opened for on average 4-6 hours a day. I now only put the heatln8 on when 5truggllng to breathe and my fingers turn Wh￿e-deSpIte wearln8 a few lumpers. two dresslng 8owns.Bloves and a hat Indoors" 79% of participants reported improvements in their physical wellbeing. 59%of participants showed reduced levels of anxiety on the ONS4 scale New Servlces focused on Health Pre¥entlon The opportunities available to us as we age are usually dependent on our health. As such any intervention that foeuses on the health of older people from earlier in the life span is important as it should help them to Stay well in later life. To align with thi5 thinking and 'The Life Approath, of the NHS we have been piloting, initially online. a new group targeting an important area of focus for the charity, health prevention. Given the title of HOP (Healthy Older People) It'5 aim 15 to work with those 50+ who at least can stand unaided for 45 minutes to ensure that any physical or rnental decline is either reduced or removed completely. This 51ts nicely with the strategic plans of the NHS who also view health prevention as a key area of investment to reduce the huge cost associated with acute and chronic conditions at a later advanced stage. This programme attracts a wide 5elertion of older people from across the UK and 15 currently fully subscribed. Leaving us with a funding challenge in developing this work both in terms of further online classes b(Jt a150 when we deliver the programmes into the community. Page 7

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 76% of participants reported improvements in their physical wellbeing including increased mobility,strength and balance. These HOP classes are an excellent Idea and are so tonvenlent onllne. It has glven me a general'boost,. I feel happler. l am movlng better and I'm more motlvated...It really does set me up for the week aheadl" Ex andln our Soclal Offer Since the pandemic. there has been a rapid rise in demand for Social offering5 older adults want safe accessible opportunities to meet with other5.develop social connections and reduce their isolation. In 2022 we increased the number and variety of social offers in order to provide more opportunities for people to meet and sUPPOrt one another. In conjunction with partners Such as City and County of Swansea and many others we introduced one off events including a Beach Festival, Jubilee parties,live music afternoons and special Halloween days encouragin8 older adults to embrace life through their inner child. These were attended by just over 2.(KXJ older advlts throughout the year and encouraged those who were less likely to socialise to hide behind the theme of the event and mix openly with others. Havlng frlendshlp.understanding and people that care has helped rne so muth" Act5on For Elders has made a slgnlficant Impact on my 1Sfe.Belng able to soclallse more Ss renewSng my confldence levels" 84% of participants reported feeling more socially connected. 81% of participants reported feeling more able to openlv talk with others. Lonellnèss and Soclal Isolatlon There 15 no doubt that our communities are still suffering Irom ihe effects of the Pandemi¢ in terms of mental health Issues exacerbated by the newer cost of livin8 crisis. Older adult5 are still anxious aboyt 50 many thin85 and there has been great attention brought to social i501ation and loneliness as a result. As mentioned previously in thi5 report we have increased our social offering but social isolation and loneliness whilst linked are totally different animals. Loneliness 15 a deeply personal and negative human emotion with research su88esting that there will be over 2 million older people who will be lonely by 2026. Over the last 12 months our own research has shown Loneliness to be a huge and increasing problem with 63% of our participants feelin8 lonely on a regular basis. The charity has taken the view that combatting loneliness requires a more in-depth level of support and have throughout this year piloted a personalisation approach to loneliness driven by our embracement of the relationship-centred Senses Framework with great succes5. This framework provides the personalisation required to support older people to experience what we all deserve to experience.. Security,Belongin8 ,Continuity, Purpose, Achievement and Significance. Our successful weekly online group 'Chat and Chl. held on a friday evening has also been instrumental in breaking down social isolation and loneliness through its combination of mindfulness,breathing exercises and gentle movements "ActSon For Elders has glven me a general boost and encouraged me to plan for the future" As mentioned in the strategic development and priorities settion of this report we intend to build on this work over the next 12 months through the introduction ol a brand new type ol volunteer called an actinoid. 56% of participants reported improvements in their outlook on life Page 8

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 DI Ital Sotlal Su ort Throughout 2022 our digital service became even more popular. Started as a result of the Pandemic and our belief that getting on the Internet should be a basic human right for all older adults if required to lessen isolation and improve independence. In short we wanted to help older adults make the most out ol technology to improve their wellbeing and independence. We intreased this servite over the year to include group Q&A and learning sessions at our Social Hubs and home visits were applicable. This wa5 in addition to our succe55fully delivered online remote work. Time and again we found that building relationships was the key to increased confidence in getting online. This coupled with the fact that participants knew we were there with them for the long term to support and guide them in partnership together. Additionally, our bespoke Service grew or8anically as the need arose to include other practical and Social help when required ranging from the installations of security doorbells,online shopping and even the erection of an indoor christma5 treel At the time of writing one of our team has just made a visit to a do8 pound to return the do8 to its vulnerable owner. The do8 now has an identification tag in the hope that these circumstances will not recur again. Additionally we have been involved with a research project in partnership with the University of Surrey to enhance cyber security for older adults and offer them mole protection from online scams and phishing. It's helped me feel less 5solated and my mental health has Improved.............. I've made new frSends too.. 87% of partlcSpants reported that they felt more confident with the Internet and all that It offered them to Improve soclal connections and Isolatlon. MeasurSn our truè Im act and Value.. Pushln Ihe Boundar Meèsuring and building eviden¢e of our impact has always been at the heart of our ONA. We bèlieve that any responsible organi5ati¢n should ensure that it has a robust system of evaluations on its impact grounded in its own Theory of Chan8e.This provides a complete framework lor under5tandin8 why the ¢harity exists,what Success looks like, how we create value in the community and how it use5 data to improve its mi55ion attainment. Regrettably though just like other areas o18overnance the charity does not receive funding for this bvt recognises it5 importance and continues to invest in thi5 area. During 2022 we raised the bar on the evidence 5urroundin8 our impart by makin8 the decision that we don't exist to save the taxpayer money and equate value only to cost savings but we want to centre on the value of our work to the individual.ln other words we didn't want to confuse cost savin85 Wlth the value of our work. In short we needed to use a deeper demonstration of value and one that is of 8reater social value to the individual rather than just of economic value to the NHS. Based on one real life case study the results have been extremely surprising: State Value after slx months on Balanced Llves Interventlon In redu¢ln8 GP vlslts £135 Soclal Value after s5x months anxlety.palnldlscomfortldepresslon.. £3.040 on 8alan¢ed Ll¥es Intervent5on In Improvlng moblllty. Our aim going forward is to capture the benefits of our work to the individual and look at ways in which we can Influence and educate those who put state value in excess of social value. There is room for both but the individual should always be at the centre. GroundBreaking Stufl" Dr. Sally LÈwis.Diréctor Of Wèlsh Valuè in Hèalth CtntrÈ.National Clinital LÈad for Value-Basèd and Prudent Healthcarè Page 9

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 Our 10th Year In Summa Overall to echo the words of our Chair it's been a hugely frustrating year for the charity. Even our official celebratory 10th birthday event at the Senedd had to be postponed due to circumstances beyond our control. 8alanced Lives has always shown itself to be a flexible model and we again kept ahead of the curve by introducing our Social Hubs to aSSlSt older people during the cost of living trisis and our recogrbition that to de31 with the epidemic of loneline55 needed a different way of working. Under these difficult circum5tance5 we continued to develop a5 best we could with more of an emphasis on our social offers. Sometimes though there is a feeling that looking at the bigger picture of an ageing population and trying to introduce how that can be relevant lo a local community in the current climate actually count5 against us. Community is the key to most ol the social problems in society but any intervention has to be driven by a Sound strategy and leadership otherwise it just becomes short termist and doomed to failure when everyonelthing else has moved on-as they will in time. There is no doubt that our messa8in8 has to improve and the emotional en8agement with those that support us. These are both works in progress as is the development of additional income streams. These themes are not new to this report but until we get Sl8nificant investment into our central mana8ement areas we are goin8 to just go round in circles in a survival mode and not a mode of strength and expansion. This in turn affects both morale and motivation amongst our committed but small team. Those in positions of authority need to realise that there is a Tsunami approaching when the world will see for the very first time more older adults than those under the age of 5. We have a fantastlc Innovative product that should be at the Iront and centre of service delivery in the health and wellbeing of older adults. The next section will deal with how over the next five years we position ourselves to reach this objective. Strate Ic Vlslon and develo ment: 10 ears bs a marker for thè nèxt io As mentioned elsewhere in this report Action For Elders has in terms of organisational devèlopment entered a transitional phase. It ha5 become a medium sized organisation largely through organi¢ growth extending its reach and impact to older adults which has caused a focus on suc¢e55ful projert delivery to the detriment of maintainin8 the resources to focu5 On the financial growth necessary to build the 5U5tainability required for the lon8 term. This 15 hampered by the nature of Restricted and Unrestricted funding, the latter being very hard to achieve over a short period of time. As mentioned elsewhere in thi5 report we live in a short termism world but that is not good enough when it comes down to lookin8 after the health and well bein8 01 older people where lon8 term interventions are the one5 that work best. We have come a long way in 10 years but in charitable terms we are but a mere baby and sometimes that count5 against our ambitions to become a reco8nised leader in our field. Those who have been 8oin8 longer and are well run have built up not only a track record but adequate reserves. In our view thou8h reserves are not a legal requirement and should not be utilised as frequently as they are at the moment they are one of the signs of a responsible organisation. Of greater importance to us as a business minded organisation is the track record of year on year income growth and development. Sadly. it looks as if that is not going to be achievable over the next two years. With inflation shocking the economy and putting pressure on our standard of living we have to find new ways of fundraising to both maintain and improve our position. As you will note in this review those changes to our previous fundraising methods are beginning to show results, albeit slowly and not at the level we have tareeted. Nevertheless it is a start. Over the last 12 months we have been in discussion with an international fundraising company to assist our growth and sustainability through Philanthropy and whilst currently in the negotiation stages we are confident that early 2024 will see us beginning down the road of greater financial sU5tainability 3nd independence through a fundraising partnership. Fuller detai15 tannot be disclosed at thi5 time due to confidentiality reasons but also involve a third party who will financially 5UPPOrt the organi5ation to comrnence this work. Page 10

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 In tandem with this we are repositioning the organisation. We have been concerned for some time that since the pandemic everyone seems to be focusing on the areas of our work which were until recently largely our domain. In the words of General David Petraeus .the only thing better than a little competition is a lot of competition as it sets challenges for your team to excel" Of course when he made these comments his'team. were half of the US Army. slightlv different circumstances but nevertheless we generally Concur with this viewpoint and that is why time has been spent identifying new are85 of focus. A change in societv 15 corning, there will be more older people alive and living longer than there are new children born. It 15 not good enough anymore to just say we can help with health and wellbeing of older adults and focus on healthv ageing,health prevention and health inequality-These will all remain important areas to U5 but the challenge is going to be bigger than that. It requires a radical shift in how individuals and society view agein8 In short we are launching an Age Liberation movement to both chan8e the attitude of individuals and the wider Society to the ageing process.The 'Think Differently About Ageing Carnpaign, was launched at the Senedd in May 2023 and will be the catalyst for this. This review is not the vehicle to discuss this strategy in depth but Our Full Business Plan is available on request. To fulfil this strategic vision we will have to endure some pain in the short term but to paraphrase a movie star now aged 77 .there is no gain without pain" Strate Ic Prlorltles and areas of focus Iplease note that all of these sirategic areas are interlinked with one another) Strateglt Prlorlty l.. Bulldlng Sustalnablllty In Fundlng Not a new area to our Annual Report but one which we must always keep in mind. The ¢hallenge for us is that all the areas of buildin8 Sustainability in fundin8 are interlinked. Thus you can't focus on legacies for example without thinking of your me55agin8 and you can't think of that without involvin8 the website. We could 80 onl Nevertheless we are makin8 pro8ress,albeit small steps. Next year'5 account5 will show an increase in online donations led by our involvement with the Big Give Campaigns. We hope also to be showing the early results of our philanthropic partnership mentioned above. There is no doubt that we are makin8 progress with diversilyin8 our income streams as this latest report shows but our board expects to see more pro8ress made than has been to date and they are right Strateglc Prlorlty 2.. Ra151nB our Profile We were once called 'the best kept secret. and this has to change if we a￿ to become sustainable. There are three main areas of focus. 11 Social Media and the website 21 Links with various Governmental Ministers and departments plus health boards and councils, 31 Gaining exposure through national media coverage and interviews. Throughout the year under review we built up an innovative branding message on all social media outlets thus increasing our reach to over ISK secured national newspaper coverage as an authority on Older People's affairs in the 'i' newspaper and were interviewed on a number of national and international podcasts both as experts in older people's health and also as experts in matters related to the settor. With increased exposure and a rise in profile one would hope to see increased opportunities for the charity and indeed a rise in income. At the time of writing we are about to take our messaging into ethnic minorities with an interview on Voice of Islam UK and have a number of new interviews and podcasts scheduled. We are hopeful that our rep051tioning and Strategic me55age will increase our profile but we need to be continually proactive in all of these areas and that requires that old che5trbUt...8ppropriate funding. Strategic Priority 3: Building Resiliencè PaEe 11

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 Putting this as a strategic priority might mistakenly be seen as an organisational objective. which it is. But it is also far more. We have since our early beginnings always championed that having a sense of purpose or meaning in life will allow our participants to live longer. As Philosopher. Friedrich Nietzche wrote ' He who has a why can endure almost any how We intend to build resilience into our value systems and introduce it into our groups through the Senses Framework. Recent research supports this initiative through research undertaken in ￿gard$ to positive ageing. It can also be linked with a number of our other strategic priorities and will become key to our ways to link the organi5ation and its participant5 into one whole. StratÈglt Prltsrlty 4.. Invèst In our tèam The effects of the pandemic have taken a toll on our team in many ways and the organisation must be protective of those that remain. At the same time we cannot continue to absorb the roles that have been lost as this can lead to mistake5 being made,lack of concentration on key areas and worse individual 'burn-OUt'. As a responsible organi5ation we must find ways to invest in further personnel particularly in the areas of fundraising, project and volunteer management. We must also create an environment which allows individuals to have a career path with appropriate benefits. The fact that the sector with its short term funding, continual focus on new projects and felurtance to invest in core makes this a challenge that corporate business do not have. If we do not keep this as a priority then we will lose foc¢Js and again one ol the routes to moving forward in this area is to diversify our income streams and build sustainability in our funding I see I abovel Strateglc Prlorlty 5.. Thlnk DSfferently About Agelng As mentioned elsewhere in this review. s¢xiety is moving for the first time towards a population whefe the number of older adults will outweigh those that are bèing born under the age of 5. To meet this challenge society must change its view on ageing and older adults in so many ways. This seismic shift will involve launching campaigrns which we will generally ¢all Age Liberation that will fo¢us on stru¢iural ageism and in tandern with this individual attitudes t(> the ageing process from youn8er people through io older people themselves. Crilical to this is the 5UPPOrt of recent research undertaken by Yale Univer51ty which ha5 shown that those with more p051tive attitude to a8ein8 live an average of 7 year5 longer than those that don't. Thi5 15 a hu8e area for the charity goin8 forward5 to build 5U5tainability and it intends to become an authority a8ainst a8eism in our society I See also 2 and 3 above) Strateglc Prlorlty 6.. Develop our Volunteer 8ase Until now a5 a less well known charity we have found it difficult to recruit volunteers to assist us with the running of our programmes. But with the focus firmly on the epidemic which is loneliness escalating to 2 million people over 50 by 2026 we think that at last we have found a way in which volunteering for us can be as meaningful for the volunteer as it can be for the charity and our beneficiaries. Branded as ActionEERS this new type of volunteer will be trained in the Senses Framework to bring meaning and purpose into the lives of older people who are lonely. This relationship centred concept will be crucial to those who are lonely which is at the end of the day a personal negative emotion and can therefore onlv be effectively reduced on a personal basis. I see also 2. 3 and 5 abovel PaEe 12

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 FINANCIAL REVIEW Flnanclal revlew Action For Elders financial year end is 30 Sepiember 2022. In order to maintain services. innovate in line with the increased need and demand.r3ise funds and retain key experienced members of staff the charity continues to ensure that its accounting procedures are robust and that it is alert to the strategic issues and risks associated with the management of fund5 under its guardianship. As we have maint3irbed in previou5 reports it is our belief that tharities are set up to fail such are the unique and difficult operating condition5 we are expected to manage through. There are now as we write this report new external factors that are beginning to affect the sector and this charity 15 not immune to these. indeed it 15 a rea50n for a downturn in income for the year under review. Having said that. it h3S Still attracted new money including grants from the We15h Government and a Service level agreement from Aneurin Bevan Health Board and Neath and Port Talbot Council plus an increase in overall donations to over 60K,clearly showin8 that we are beginning to diversify our income stream5 away from the grants and foundation income of the past. This, however puts us firmly in a transitional phase of organisational development which by its very nature needs an intensity of management that can be draining, particularly when you are expected to fulfil a number of roles and are unable to delegate. Further pressures in this phase include the continual need to have sufficient unrestrirted funds to ensure capable staff members have the support to execute the strategic plans of the organisation. This continuous vicious circle can lead to staff burnout and worse, putting more strain on the organisation as it seeks to secure a sustainable future. PaEe 13

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 In terms of funding we are continually aware of the 'Starvation Cycle. associated with the sector and identified over 15 years ago and have become increasingly frustrated by the fact that it is still allowed to continue In just one example we spent considerable time on a two stage application to be tuined down purely on the number of people our programmes would reach Compared to our competitors who if you follow the Havard research stated above continually exèggerate the reach to ensure suctessful application outtome. In last year's report we cited that there would be greater competition coming out of the Pandemic and that ha5 been proven to be correct. Added to this has been the serious reduction in European grant5 and investment and the final punch....inflationary costs which 15 putting pre55ure on our general Standard of living. These circumstances are challenging to Say the least but we are confident in our abilitie5 to P051tion this organi5ation to not just have a secure future but one as a leading authority in the field of older adult5 health and wellbein8. We continue to follow our 8u5iness Plan 'Sustainln8 what is and buildln8 what lsn'l, to achieve these aim5. Our profe55ional relationships in the fields of finance continued to be a source of some good and a8ain we were courted for flexible borrowing. Those in business will know that this is the usual way to expand and develop. We, as always, gave these 'opportunities' careful consideration as it could well have assisted us to move forward with our strategic plans sooner. However, given the current climate mentioned previously we still keep these opportunities at arms length and apart from a 'Bounce Back Loan, our view on the finance options available to us remains a cautious one. The relatlonshSp between thSs organisation and its bankers continues to mlrrof soclety "you have lots of money you get supported - you have under a certain level and nobody knows of cares who you arel Sadly, we also had to change our Accountants during the processing of these staiemenis as ihey were unexpectedly taken over and communication was lost. We are grateful to our professional contaets at Acuily Law for setting up initial meetings with a potential new firm and for Adv Accounting lor agreeing to take on our a¢count at such short notice. We hope to develop our relationship with the relevant personnel in this firm over a lon8 period of time. Flnanclal Out-Turn The presentation of these statements for the year reflects our responsibilities in relation to the various grant funders and donor5 that have invested in u5 whether with restricted funds towards projects or unrestricted funds for the overall development of the organisation as defined in the SOFA 8uidance with correspondin8 expenditure. All of our financial income and expenditure -both restricted and unrestricted -underpin5 our mi5sion,projects and objectives. This year saw a slight decrease in income due to the circumstances outlined elsewhere in this review. We are confident that this is a short term situation as we work hard to position the organisation to promote healthy and positive ageing and age liberation to individuals and society at large. These statements show that we are beginning to move away from the reliance of grant and trust fundraising to other income streams and this will continue through our strategic plans. We are not reliant on one funder which is good management and our relationships with all who invest in us helped by our robust Impatt Reports continues to be excellent. Generally, in the current climate there Seems to be a continuing trend to reduce multi-year funding as well as a general reduction in arnount5 awarded which 15 having a Short term effect on our developmental plan5 but we see this as a temporary measure again driven by the uncertain economic climate. PaEe 14

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 We are committed to increasing our unrestricted income streams and have made steady strides since the 2021 review but there is still a long way to go particularly in the areas of legacy income and membership.However. in line with a new YouGov poll on fundraising we are pleased to see that our website traffic has increased significantly which goes in line with the polls findings that this has become the 'go to. method for people to look for information ènd donations on charities. The Board wishe5 to thank all of its financial supporter5. both big and Small and takes it5 re5pon5ibilities of stewardship in the distribution of monie5 awarded to the charity with the due diligence expected of custodian5. Page 15

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 Prlnclpal Fundlng Sources After 10 years of operations the principal funding streams are beginning to change. Whilst we are still heavily reliant on grants and trust foundations which make up over 70% of our income we can see that income streams are diversifying-albeit slowly. This year funders such as The Moondance Foundation and others felt confident enough in our bilities and impact to donate generous funds for us to develop our servites in line with our strategie pl3ris.The road though Is slow and we are hopeful that some of the funding plan5 Outlined above will help u5 over the next 24 months to break out of the cycle of grant funding so that it becomes the 'icing on the cake, and not an area of reli3nce for survival. Again, we know exactly what to do and can develop this internally but this is frankly holding us back and we are Still in the catch 22 situation of reaching the turnover level where a significant investment to recruit appropriate fundraising talent will outperform the financi31 risk in doin8 SO. Investment Policy and Objectlves At this stage in our development unless we have significant legacies or endowments then there are unfortunatelv insufficient unrestricted funds to consider an investment policy. We do though have a policy in attracting the best possible interest rates on funds in deposit at our bankers. When the time arises fof US to consider our Investment policies and objectives. then the charity has the professional contacts to ensure that we have the expected level of expertise for an organisation of this nature. The board of trustees and senior management team are fully aware of the ethical consideratlons to apply should future monies become available and have developed an ethical policy to inform future discussions as part of our governance portfollo. Reserves Pollcles Creating reserves is easier said than done particularly whèn during this accounting period the charity reteived the m3joritv of its income lover 71MI from re5trided lunding.These amounts have been distribuied as per funder requirements to project re5ear¢h and implementation,delivery, 5YStainability buildin8 and reportin8 on impact. Even though having re5erve5 is not a le8è1 requirement the board of trustees re8ularly monitor an extensive reserve policy as part of their due dili8ence in or8anisational 8overnance.A5 set out in our review of 2021 they have agreed that the charity should continue to work towards buildin8 unrestricted reserves of up to six months running COSt5. Further that IO% of all unrestricted monies should be distributed into a CAF account or similar. This will help to ensure the charity's stability in the case of unexpected1055 of fundin8 and allow Us to meet any unforeseen expenditure and take advantage of any new opportunities which present themselves, as they always will. The unfortunate reality is that a charity with reserves Set aside for a proverbial rainy day is less obviously in need and if that ever becomes the case for Action For Elders then any amount over our proposed target of six months running costs will be immediately reinvested into operational activity for the benefit of our beneficiaries. As at 3Qth September 2022 the charity had total funds of £352.57112021.. £348.5531 of which £305.80812021.. £203.3251 were unrestricted funds after accounting for fixed assets. the charity had fixed reserves of £303.31312021.. £199.5281. Rlsk Management During 2020121 the board upgraded all of its risk assessment and management systems. A review of risk is a standing item at all board meetings and a designated trustee over5ee5 the 'traffic light, 5y5tem in operation by senior management outside of board meeting5. A5 an organisation that believe5 in continuously learning we are alway5 in discu55ion with our profe55ional advi50r5 on matters of governance. strategy. finance and all a550ciated risk5. STRUCTURE, GOVERNANCE AND MANAGEMENT Governing document The charity is controlled by it5 governing document, a deed of trust, and con5titute5 a limited company, limited bv guarantee, as defined by the Companies Act 2(￿. Page 16

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 Governance Strategy In 2021 we extensively reviewed all of our activities. opportunities. marketing.fundraising income. expenditure and capacity. We set out a 5 year Business plan reviewed annually to achieve financial sustainability and progressive service development. The annual review we believe allows for Ère3ter flexibility and speedier decision making in this current climate of uncertainty. Indeed it has allowed us in this year under review to reposition the charity in line with ageism. ststieties challenge in regard to an increasingly ageing population and retent research highlighting the importance of giving meaning to older adult5 in later life. Whi15t thi5 flexibility of model and strategy allows u5 to keep ahead of the curve, the fact that it 15 also a long term plan allows us to never deviate from the mission of the charity, value5,vision,aims and objectives and provides a framework for the reports of the Chief Executive to the Board throughout a particular year,alongside regular Trustee reports, as appropriate together with periodic risk appraisal5. Recrultment and Appointment of new Trustees The charity has a board of trustees that have a very diverse set of skills that it deems necessary to execute due diligence, governance and necessary skills in the areas required not only for good governance but also for specific subject expertise that are deemed useful in the execution of the organisation's objectives. The trustees of the charity during the year were Lorraine Morgan. Eddie Sherwood, Dr Lesley Hayward, Margaret Abbett I resigned) Jackie Marshall-cyrus and Action For Elders LIK C.I.C. During 2022 the charity welcomed a new trustee to the board. Jackie Marshall-cyrus, joined us with an international reputation as an innovative strategist on ageing. Sadly. Margaret Abbeti resigned from the board during the year although she has agreed to stay Connected to the charity as an Ambassador for our work. We will shortly be embarking on mission to 'recruit' a select number of 'Age Ambassadors. to raise our profile and lake us into new territories. These will be separate from the board and will have a specific brief. After under80ing a selection process procedure and interview. all potential Tru5tee5 enter into a Six month probationary period which includes an induction pro8ramme that follow5 the 8uidelines a5 set out in the Charity Commission publication 'The Essential Trustee,. The board itself will continue to look for exceptional people who will serve our mission and objectives. We are particularly interested to look at those with expertise in the areas of expats, veterans, international development, fundraising, philanthropy, marketin8 and youn8 people.lt would be particularly 8ood to recruit someone of a younger age to our current board members. As previously stated in reviews of this nature we are fiercely protective of our culture of care and responsibility to those we serve and we would expect all new additions to the board to hold these values as well. Management and Staffing The charity has a founding Chief Executive. together with a Deputy Chief Executive who has responsibility for finance. Both have senior corporate experience and have been with the organisation for a number of years. They work together as a 'partnership' overseeing the strategic and operational attivity of the charity making decislons that are carried to the board as required for decision. The charity has operated a Hybrid model from the outset whith has enabled it to stale up as appropriate and provides flexible working structure which allows the organisation to be responsive to change5 in a very volatile fijnding environment.lt has also allowed its staff team to be flexible in regard5 to home working and a quality of life.Since the pandemic the Hybrid model 15 seen a5 the'norm, for those companies that lead the way in adopting a culture that believe5 in a home/work balance. Research has also shown that those companies that embrace this style of working have a happier and more effective workforce. PaEe 17

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 Whilst the charity has appointed other people in a senior capacity . particularly in the areas of partnership engagement and impact reportin& these are on a part lime basis until funds permil Otherwise. In other areas of middle management the charity employs a small nucleus of people whose main focus is on project management and service delivery. Its model of outsourcing its sessional work remains and allows the organisation to respond as appropriate to fluctuating work and funding patterns. ThroughoLJt its staffing and rnanagement Action For Elder5 maintain5 a Small .tight.highly skilled and experienced workforce of mixed age5.we are active in measuring our effectiveness and how this translates to staff rnembers.lt IS frustrating that at this moment we are unable to employ a fundraiser or community engagement staff in various parts of the UK where we have our programme5 a5 it believes that thi5 is a route to financial sustainability but until the emphasi5 on short term funding changes together with the lack of focus on central costs then we will not be able to progress in these areas as quickly as we would like. We would also highlight that unlike a normal business in the corporate sector we are unable to provide long term security of employment and a clear career path at this time. We are therefore very grateful for all those team members for their loyalty in these circumstances. Certainly , our hybrld model and attitude to home working is a strength but as we steer a course through rather choppv waters in the short term we need to be more compassionate to our staff in fecognising that the pressures of taking on a number of roles ean sometimes come at a cosi to one's own health and mental wellbeing. We have arranged regular 'team' meetings and wellbeing days to try and compensaie for this. Going forward, the charity requires to recruit more staff particularly in the Community but this ¢an only be done with the required finance in place. A5 a learnin8 or8anisation the charity continually evaluates the roles, workload, effectivene55 and placement5 of it5 team. Other Outsourced Support As mentioned elsewhere in this review the charity changed its Accountants at short notice due to a merger.This meant that various aspects of this report and review were filed late. However, We would like to put on record our thanks to our previous Accountants for the last ten years of support and welcome the new team at AdvaDta8e Accountancy who agreed to perform an Independent Examination of our accounts and assist with advice and general strategy as and when required. We would also like to thank our Outsourced health and wellbeing team who lead and help us deliver our Balanced Lives programmes across the UK both online and in the community. Organlsatlonal structure This report and review is provided by the Trustees of Action For Elders Trust Icharity no.11459961, whose registered office is currently at.. Elfed House. Oak Tree Court. Cardiff Gate Business Park. Cardiff. CF23 8RS. Action for Elders Trust is also registered company1076982911 private. limited by guarantee and with no share capital. The administration and operational procedure5 of the charity are the responsibility of the current Board of Trustee5, who delegate the day to day strategic management of the charity to the Chief Executive and through this position to the appropriate staff through the method of employment,sub-contracting and delegation,where applicable. The Board meets a minimum of three times a year , or as otherwise directed by the Chair and Chief Executive. At one of these meetings, its AGM, the officers are elected for an annual term of offi￿. Page 18

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 STRUCWRE. GOVERNANCE AND MANAGEMENT During the course of 2021122 the Board of trustees met three times to review the charity's strateey, operations, risk and finance. In addition, monthly meetings or as required took place online between the Chair and senior management . Other trustees were also frequently Consulted and informed. providing advice and challenge in equal measure. In our review of 2021 the tharity highlighted the decision that each trustee should 'own' an area of our strategit work and be responsible for it. This work continue5 and trustee5 have been active in also introducing us to senior contacts in the health Services and local Government which are cruci31 to our development and diversification of income. Unfortunately the plans to establish a 'Council Of Elders, which links participants directly to our board via lormal committee5 did not come to fruition during the year in question. Action For Elders UK C.l.C., which has a separate board, is a Community Interest Company. It will donate all of its surplus (when in a position to do sol to the Trust throu8h an asset lock. Directors of the C.l.C. are le8ally allowed to sit on the Trust's 8oard and give strategic and management advice. as required for the benefit of the charity. However. voting rights are restricted to one collective vote for those directors in attendance. The Trust views this extra external input as fundamental to its governance and values the roles ol the C.l.C Directors which are similar to that of Non Executives. Page 19

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 REFERENCE AND ADMINISTRATIVE DETAILS Reglstered Company numbèr 07698491 (England and Wales) Reglstered Charlty number 1145996 Reglstèrèd offlcè Elfed House Oak Tree Court Cardiff Gate Business Park Cardiff CF23 8RS Trustees U Morgan Action for Elders UK C.IC EP Sherwood M Abbett Dr L Hayward JS Marshall-cyrus Chair Reslgned l July 2023 Senlor Management james Lewis Vi¢ki Evans Company Secretary Action for Elders UK C.I.C. Independent Examlner Advantage Accountancy & Advi50ry Limited Avalon House 5-7 Cathedral Road Cardiff CFII 9HA Bankers Metro 8ank One Southampton Row London WC18 SHA Unity Trust Bank PIC Nine Brindley Place Birmingham BI 2HB Santander Bootle Merseyside PaEe 20

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Report of the Trustees for the Year Ended 30 September 2022 L30 4GB Approved by order of the board of trustees on 22 September 2023 and signed on its behalf by.. J L Morgan- Trustee PaEe 21

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 Independent Emaminer's Report to the Trustees of Artion For Elders Trust Independent examiner's report to the trustees of Artion For Elders Trust I'the Company'l I report to the charity trustees on my examination of the accounts of the Company for the year ended 30 September 2022. Responslbllltles and basls of report As the charity's trustees of the Company land also its directors for the purposes of Company lawl you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 20061.the 21X)6 Att'l. Having satlsfied myself that the aecounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination. I report in respect of my examination of your charity's accounts a5 carried out under Section 145 of the Charities Act 20111'the 2011 Act'l. In carrying out my examination I have followed the Directions given by the Charity Commi55ion under Sedion 145151 Ibl of the 2011 Act. Independent examlneT'$ 5tstement Since your charity'5 gross income exceeded £250,CKrt) your examiner must be a member of a listed body. I can confirm that l am qualified to undertake the examination because l am a member of the Association of Chartered Certified Accountants, which is one of the listed bodies. I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe.. accountlng records were not kept in respect of the Company as required by Sectlon 386 of the 2006 Act.. or the accounts do not accord with those records.. or the actounts do not comply with ihe accounting requifements of Section 396 of the 2006 Act other than anv requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination.. or the ac¢ounts have n¢t been prepared in a¢¢ordan¢e with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 10211. I have no concerns and have come acros5 no other matters in connection with the examination to which attention should be drawn in thi5 report in order to enable a proper understandinB of the accounts to be reached. hcLLrt6bL Stephen John Bickerton Advantage Accountancy & Advisory Ltd Avalon House 5-7 Cathedral Road Cardiff CFII 9HA 22 September 2023 PaEe 22

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Statement of Financial Artivities for the Year Ended 30 September 2022 2022 Total funds 2021 Total funds Unrestricted fund Restricted fund Notes INCOME ANO ENDOWMENTS FROM Donations and legacies 59.696 59.696 8,819 Charltablè attlvltles Advancement of Health 212.702 152,626 365,328 510,285 Other tradin8 activities Investment income 451 176 451 176 283 151 Total 273,025 152,626 425,651 519,538 EXPENDITURE ON Charltable actlvlties Advancement of Health 170.542 251.091 421.633 386.140 NET INCOMEIIEXPENOITUREI 102.483 198.4651 4.018 133,398 RECONCILIATION OF FUNDS Total funds brought forward 203,325 145,228 348,553 215,155 TOTAL FUNDS CARRIED FORWARD 305,808 46,763 352,571 348,553 The notes form part of these financial statements Page 23

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Balance Sheet 30 September 2022 2022 Total funds 2021 Total funds Unrestricted fund Restricted fund Notes FIXED ASSETS Intangible assets 14 2.495 2.495 3,797 CURRENT ASSETS Debtors Cash at bank 15 46.192 355.204 12.725 34,038 58.917 389,242 64,442 372,321 401,396 46,763 448,159 436,763 CREOITORS Amounts falling due within one year 16 135,8321 135,8321 130,4961 NETCURRENT ASSETS 365.$64 46.763 412.327 406.267 TOTAL ASSETS LESS CURRENT LIABILITIES 368.059 46.763 414.822 410.064 CREDITORS Amounts fallin8 due after more than one year 17 162.2511 162,2511 161,5111 NET ASSETS 305.808 46,763 352,571 348,553 FUNDS Unrestricted funds Restricted funds 19 305,808 46,763 203,325 145,228 TOTAL FUNDS 352,571 348,553 The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 30 September 2022. The members have not required the company to obtain an audit of its financial statements for the year ended 30 September 2022 in accordance with Section 476 of the Companies Act 2(X)6. The trustees acknowledge their responsibilities for ensuring that the charitable company keeps accounting records that tomply with 5ettions 386 and 387 of the Cornpanies Act 2(X)6 and preparing financial statement5 which give a t￿e and fair view of the state of affair5 of the charitable company a5 at the end of each financial year and of its surplu5 or deficit for each financial year in accordance with the requirements of Sertions 394 and 395 and which otherwise comply with the requirements of the Cornpanies Act 2006 relating to financial statements, so far as applicable to the charitable company. Ibl The notes form part of these financial statements Page 24 continued...

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Balance Sheet- continued 30 September 2022 These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime. The financial statements were approved by the Board of Trustees and authorised for issue on 22 September 2023 and were signed on its behalf by.. l L Morgan- Trustee The notes form part of these financial statements Page 25

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Cash Flow Statement for the Year Ended 30 September 2022 2022 2021 Notes Cash flows from operatlng artlvltles Cash generated from operations Interest paid 19.040 15(K)I 135,158 11,2501 Net Cash provided by operatin8 activities 18.540 133,908 Cash flow5 from Investlnz artivltles Interest received 176 151 Net cash provided by investing activities 176 151 Cash flows from financ5ng actlvlt5es New loans in year Loan repayments in year 21,511 11,7951 Net cash lused inl/provided by financing activities 11.7951 21,511 Changè In tash and ¢ash eoulvalents In the reportlng perlod Cash and cash equivalents at the tse6lnnln8 of the reportln8 perlod 16,921 155,570 372,321 216,751 Cash and cash equlvalents at the end ol the reportlng per5od 389,242 372,321 The notes form part of these financial statements PaEe 26

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Cash Flow Statement for the Year Ended 30 September 2022 RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING Acriv￿lEs 2022 2021 Net Income for the reportlng perlod {as per the Statement of Flnanclal Aetlvltlesl Adlustmènts for: Depreciation charges Interest received Interest paid Oecrease in debtor5 Increa5e/ldecreasel in creditors 4.018 133.398 1,302 11761 1,302 11511 1,250 14,155 114,7961 5,525 7,871 Net cash provided by operatlons 19,040 135,158 ANALYSIS OF CHANGES IN NET FUNDS At 1.10.21 Cash flow At 30.9.22 Net cash Cash at bank 372.321 16.921 389.242 372,321 16,921 389,242 Debt Oebts fallin8 due within l year Oebts falling due after I year iio,ocoi 161,5111 2,535 17401 17,4651 162,2511 171,5111 1,795 169,7161 Total 3(N),810 18,716 319,526 The notes form part of these financial statements PaEe 27

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Financial Statements for the Year Ended 30 September 2022 STATUTORY INFORMATION Action for Elders Trust is a private company limited by guarantee. incorporated in Wales within the United Kingdom. The registered off is Elfed House. oak Tree Court. Mulberry Drive, Cardiff Gate Business Park, Cardiff. CF23 8RS. Each of the members is liable to contribute an amount not eN￿edIng £1 toward5 the 855ets of the charity in the event of liquidation. The financial Statement are presented in Sterlin8 1£), the company's functional currency. and rounded to the nearest pound. The principal activities and nature of the charity's operations is to help older people and society to cope with the major health and wellbeing challenges posed by increasing longevity and to co-create a world where older people are placed at the heart of a community. giving them support, they deserye to ensure that they get as much value out of their later life as possible. The significant accounting policies applied in the preparation of these financial statements are ste out below. These policies have been consistently applieil to all years presented unless otherwise stated. ACCOUNTING POLICIES Basls of prepaflng the flnanclal statèments The financial slatement5 01 the charitable Company. which is a public benefit entity under FRS 102, have been prepared in accc*rdance with the Charities SORP IFRS 1021 'Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparin8 their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 leffective I january 20191,, Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland, and the Companies Act 2CKJ6. The financial statements have been prepared under the historical cost convention. Goln8 concern As society recovers from the negative economic effect of the coronavirus pandemic, the cost of livin8 crisis come5 along to add further economic challenges to society and the sector itself. We note that the charity has 51ightlv reduced its income but increases its service delivery nationally through its raised profile and reputation. Over the next two years the trustees believe that the demands for our seryices will continue to grow but the amount of funds available from our usual traditional funders will decrease over the short term. There are many reasons for this and not one is within our control.The trustees have every confidence in senior management to execute plans and judgements that will navigate a course through these challenging times. Our strategic plans allow for a partnership with a third party fundraisine team that will allow the charity to weather the coming storm and be more in control of its own destiny. For these reasons therefo￿ the trustees believe ihat it is appropriate for the financial statements to be prepared as a going concem Intome All income 15 recognised in the Statement of Financial Activities once the charity has entitlernent to the funds, it is probable that the income will be received and the amount can be measured reliably. It is not the poliry of the charity to show income net of expenditure. Donations and le8acies income Page 28 continued...

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Financial Statements- continued lor the Year Ended 30 September 2022 ACCOUNTING POLICIES- contlnued Income Donations and legacies income includes donations. gifts and grants that provide core funding or are of a Èeneral nature and are retognised where there is entitlement. probability ol receipt and the amount tan be measured with sufficient reliability. Such income is only deferred when the donor specifies It must be used In future accounting period5 or the donor ha5 imposed conditions which must be met before the charity h3s unconditional entitlement. Income from charltable artlvities Income from charitable activities include5 income received under contrart or where entitlement to grant fundin8 IS subject to specific performance conditions. This income is recognised as the related services are provided and there is entitlement, probability of receipt and the amount can be measured with sufficient reliability. Income is deferred when the amounts received are in advance of the performance of the service or event to which they relate. Income from other tradlng actl¥itSes Income from other trading activities includes income recetved under contract. This income is recognised as the related services are provided and there is entitlement. probability of receipt and the amount can be measured with sufficient reliability. Income is deferred when the amounts received are in advance of the performance of the service or event to which they relate. Investment Intome Investment income is re¢oÉnised on a receivable basis. Basls ol reco¥nltlon ¢1 Ilabllltles Liabilities are reco8nised as expenditure as soon as there is a legal or constructive obligation committin8 the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggre8ate all cost related to the category. Where costs cannot be directlv attributed to particular headin85 they have been allocated to activitie5 on a basis consistent with the use of re50urce5. Expenditure on costs of raising funds include fundraising costs. Expenditure on charitable activities comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes boih costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. Support costs are those costs that, whilst necessaryto deliver an activity, do not themselves produce or constitute the output of the charitable activity. This includes governance costs which are those costs associated with meeting the constitutional and statutory requirement5 of the charity and include the accountancy fees and c05t5 linked to the Strategic rnanagement of the tharity. Allocation and apportionment of costs All costs are alloc3ted between the expenditure categories on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly; others are apportioned on an appropriate ba51S. Intangible assets Intangible assets are capitalised at cost. Page 29 continued...

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Financial Statements- continued lor the Year Ended 30 September 2022 ACCOUNTING POLICIES- contlnued Allocatlon and apportlonment of costs Amortlsation is tèlculated so as to write off the cost of an asset. less its estimated residual value. over the useful life of that asset a5 follows.. Website development C05ts- over 5 years Taxatlon The charity 15 exempt from corporation tax on its charitsble activities. Flnancial instruments The charity only ha5 financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initialty recognised at transartion value and subsequently measured at their settlement value.. Debtors Debtors with no stated interest rate and receivable within one year are ￿Orded at transaction price. Any losses arising from impairment are recognised in expenditure. Credltors Creditors are recognised whère the charity has a present obligation resulting from a past event that wlll probablv result in the transfer ol funds to a third party and the amount due to sèttle the obligation can be measured or estirnated reliably. Creditors are norm8lly r￿ognISed at their settlement amount after allowing for any trade discount5 due. Fund accountln8 Unre5trlcted lunds Unrestricted lund5 are donations and other incomin8 resources receivable or generated for the objects of the charity without further specified purpose and are available as Eeneral funds. Re5trlcted funds Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure, which meets this criteria, is charged to the fund, together with a fair allocation of support and governance costs. Penslon costs and other post-retlrement beneffts The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Staiement of Financial Activities in the period to which they relate. Page 30 continued...

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Financial Statements- continued lor the Year Ended 30 September 2022 DONATIONS AND LEGACIES 2022 2021 Donations 59.696 8.819 OTHER TRADING AcllviTIES 2022 2021 Action for Elders lottery 451 283 INVESTMENT INCOME 2022 2021 Deposit account interest 176 151 INCOME FROM CHARITABLE AcfiviTIES 2022 2021 Activity Advancèment of Health Advancement of Health Grants Provision of services 330.686 34.642 510,285 365,328 510,285 Grants received, included in the above, are as follows: 2022 2021 Postcode Cornmunity Trust The W.G. Edwards Charitable Foundation People's Health Trust- Active Communities Funding Pro8ramme Groundwork UK- Tesco Bags of Help Swansea Council for Voluntary Service Glamorgan Voluntary Services Big Lottery Fund- Balanced Lives Barry and the Vale Masonic Charitable Foundation Healthy and Active Fund Iwelsh Government) Co-op Community Fund Moondante Foundation Cornmunity Foundation Wales The Edward G05tling Foundation The Henry Smith Charity Independent Age Julia & Hans Rausing Trust 22,360 20,OCXJ I,ocKJ 2,417 I,OCKJ 2,378 4,899 13,261 21,688 5,0 53,228 1,355 50,0(X) io,o(x) 5,0(X) 51,333 14,930 48,2 72.349 50.358 Carried forward 152,344 298,412 Page 31 continued...

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Financial Statements- continued lor the Year Ended 30 September 2022 INCOME FROM CHARITABLE AcfiviTIES- contlnued 2022 2021 Brought forward Inchrye Trust Wales Countil for Voluntary Artion Track 2000 Charities Aid Foundation Other grants Welsh Government.. Winter Pressure5 Fund Neath Port Talbot Council 152.344 298.412 I,o(x) 159,971 15,0(X) 34,652 1,250 154,71X) 22,642 330,686 510,285 CHARITABLE ACTIVITIES COSTS Direct Costs (see note 81 Support costs Isee note 91 Totals Advancement of Health 417.863 3.770 421,633 DIRECT COSTS OF CHARITABLE ACTIVITIES 2022 2021 Staff cost5 Oirect charitable activitie5- Balanced Live5 Pro8ramme Project development, implementation and research Direct office costs IT and web service5 PR and marketin8 costs Bank charges Control and compliance Depreciation 102,552 108,949 61,452 43,017 963 23,431 92 76,105 1,302 78,994 115,922 43,885 38,082 5,083 31,673 91 67,431 1,302 417.863 382,463 Page 32 continued...

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Financial Statements- continued lor the Year Ended 30 September 2022 SUPPORT COSTS Governance costs Finance Totals Advancement of Health 500 3.270 3.770 io. NET INCOME/IEXPENDITUREI Net incomellexpenditurel is stated after charging/lcreditingl'. 2022 2021 Computer software amortisation Independent Examiners fees 1,302 3,180 1,302 1,8LKI ii. TRUSTEES. REMUNERATION AND BENEFITS There were no trustees, remuneration or other benefits for the year ended 30 September 2022 nor for the year ended 30 September 2021. Trustees, empenses There were no trustees, expenses paid for the year ended 30 September 2022 nor for the year ended 30 September 2021. 12, STAFF COSTS 2022 2021 Wages and salaries Social 5ecuritV Costs Other pension costs 96,489 4,175 1,888 77,685 1,309 102,552 78,994 The average monthly number of employees during the year was as follows.. 2022 2021 Average employees No employee5 received emolument5 in excess of £60.0m. Page 33 continued...

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Financial Statements- continued lor the Year Ended 30 September 2022 13. COMPARATIVES FOR THE STATEMENT OF FINANCIALACTIVITIES Unrestricted fund Restricted fund Total funds INCOME AND ENOOWMENTS FROM Donations and legacie5 8.819 8,819 Chzrltzble actlvitiÈs Advancemenl of Health 306,326 203,959 510,285 Other tradin8 activities Investment income 283 151 283 151 Total 315,579 203,959 519,538 EXPENDITURE ON Charltable actlvltles Advancement of Health 156.996 229.144 386.140 NET INCOMEIIEXPENDITUREI 158.583 125,1851 133,398 RECONCILIATION OF FUNOS Total fund5 brought forward 44,742 170,413 215,155 TOTAL FUNDS CARRIEO FORWARO 203,325 145,228 348,553 14, INTANG18LE FIXED ASSETS Computer software COST At l October 2021 and 30 September 2022 6,510 AMORTISATION At l October 2021 Charge for year 2,713 1,302 At 30 September 2022 4,015 NET BOOK VALUE At 30 September 2022 2,495 At 30 September 2021 3,797 Page 34 continued...

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Financial Statements- continued lor the Year Ended 30 September 2022 15. DEBTORS.. AMOUNTS FALL114G DUE WITHIN ONE YEAR 2022 2021 Other debtors Action For Elders UK C.I.C. Prepayments and accrued intome 1.928 44.264 12.725 498 32,764 31,180 58,917 64,442 The above debtor5 include £12,72512021.. £28,780) of accrued income in respect of grants relating to the financial year ended 30th September 2022 but received after this date. Is. CREDITORS.. AMOUNTS FALUNG DUE WITHIN ONE YEAR 2022 2021 8ank loans and overdrafts Isee note 181 Trade creditors Social security and other taxes Other creditors Accruals and deferred income 7,465 7,821 12.071 1.285 7.190 10,0 2,966 4,572 433 12,525 35.832 30,496 17. CREDITORS.. AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR 2022 2021 Bank loans Isee note 181 Other loans (see note 181 40,740 21,511 40,OCKJ 21,511 62,251 61,511 18. LOANS An analysis of the maturity of loans is given below= 2022 2021 Amounts falling due within one year on demand.. Bank loan5 7,465 io,o(x) Amounts falling due between two and five years= Bank loan5- 2-5 years Other loan5- 2-5 years 40.740 21,511 40,0Th1 21,511 62,251 61,511 Page 35 continued...

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Financial Statements- continued lor the Year Ended 30 September 2022 19. MOVEMENT IN FUNDS Net movement in funds At 1.10.21 At 30.9.22 Unrestrlttèd funds General fund 203.325 102.483 305,808 RÈstrlttèd funds Project delivery and development 145.228 198,4651 46,763 TOTAL FUNDS 348,553 4,018 352,571 Net movement in funds, included in the above are as follows: Incoming resources Resources expended Movement in funds UnrestrScted funds General fund 273.025 1170.5421 102,483 Resirl¢ted fvnds Project delivery and development 152.626 1251,0911 198,4651 TOTAL FUNDS 425,651 1421,6331 4,018 Comparatlve5 for movement In funds Net movement in funds At 1.10.20 At 30.9.21 Unrestrlcted funds General fund 44.742 158.583 203.325 Restrirtèd funds Project delivery and development 170.413 125.1851 145,228 TOTAL FUNDS 215,155 133.398 348,553 Page 36 continued...

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Financial Statements- continued lor the Year Ended 30 September 2022 19. MOVEMENT IN FUNDS- contlnued Comparative net movement in funds. included in the above are as follows.. Incoming resourtes Resources expended Movement in funds UnrÈstrlctèd funds General fund 315,579 1156,9961 158,583 Re5trlrted funds Project delivery and development 203,959 1229,1441 125,1851 TOTAL FUNDS 519,538 1386,1401 133,398 During the year under review the charity received grant funding from a number of highly respectable sector funders both large and small as listed within note 6 of these financial statements. Specific comments and restrictions a￿ outlined below.. Sports Countll of Walès Iwelsh Go￿rnmènt Hèalthy and Artlve Fund) Final year of fundin8 in what due lo the pandemic had become a four year funded proje¢t. Initially set up as direct delivery into Care homes for very vulnerable older adult5.Significant work wa5 undertaken by the team in a8reement with the funder to reposition the model to become a Pan Wales remote delivery model durin8 the pandemic.ln the year under review we again opened up our 8roups to in home delivery and combined thi5 Wlth our successful online work to deliver a successful model which we are currently workin8 on sustainin8. We15h Government: Wnter Pressures Fund Thi5 initiative from WG allowed us to open a wide variety of 8roups and deliver within a short timescale.1 5 monthsl New initiatives and partnerships were formed includin8 a substantial one with the City and County of Swansea and innovative programmes were launched.Services implemented and delivered during thi5 time such a5 Social Walks, 'Get Together. Fridays and Balanced Lives programmes are still in operation at the time of writing this review.Thanks to all ol the team for the hard work in putting these initiatives in place and managing them to a high standard. Glamorgan Voluntary Servlces IGVSI This excellent regional supporter of charities in the Vale of Glamorgan Continues to support the charity with number of smaller but relevant grants.The monies re￿IVed this year supported our Winter Pressure programme The Henry Smith Charity The final year of funding from thi5 pre5tigiou5 funder as part of a three year project to improve the physical,50cial and mental wellbeing of older people in Hereford.Following the success￿1 online programmes presented during the pandemic we were again able to reopen our Balanced Live5 in various area5 of Hereford and enter into partnership with local provider Connexus to pilot a programme within their assisted living housing complex.we are cijrrently working on ways in which we can sustain these as they have proved very successful. Neath Port Talbot Council Page 37 continued...

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Notes to the Financial Statements- continued lor the Year Ended 30 September 2022 19. MOVEMENT IN FUNDS- contlnued New funders to the charity which provided seed funding to launch new Better Together/Balanced Lives projects in the Upper Swansea Valley region which are now being sustained by another funder and have resulted in numerous partnerships with lotal orÈani53tions. Clty and Countll of Swansèa A number of small but vital grant5 from Swansea Council to aid delivery of our various programme5 Wlthin the city. Aneurln Bevan Health eoard. One year funding to provide Balanced Lives initiative5 in Care Homes, Online and in the Commvnity within the health board region. Small but vltal Donors. Garlleld Weston - One off donation for Weston Charity of the year award. Inchrye Trust- Final year of 3K at IK per year to support our Hereford Programmes. Allan Clarke- Towards the running ol our Balanced Lives group in Western Swansea. And a very speclal thank you to: Moondance Foundatlon- To support our programme delivery and Mission. 20, RELATED PARTY D15CLOSURES Ouring the year, payments were made to l Lewi5 as a Freelance Contractor to the amount of £83,000 12021.. £65,000). The contract work that J Lewis carried out was extensive. It included but was not limited to project management, implementation and development. Also strategic planning around the areas of 8rowth, control and governance. Plus 8uidance on marketin8 and public relations matters. In our 2014 Annual Report it was reco8ni5ed that l Lewis had waived a significant proportion of fees each year since inception. This has now been recognised. I Lewis is a director of Action for Elder5 UK C.l.C. There wa5 no outstandin8 balance at the year end12021.' £nill. As at 30 September 2022 a balance of £44,26412021: £32,764) was due from Action for Elders UK C.l.C. The balance has arisen as a result of transactions paid forlon behalf of an bank transfers with Action for Elders UK c.i.c. PaEe 38

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Detailed Statement of Financial Artivities lor the Year Ended 30 September 2022 2022 2021 INCOME ANO ENDOWMENTS Donatlons and lègatlès Donations 59.696 8.819 OthÈr tradlng activltlès Action for Elders lottery 451 283 Investment Income Deposit account interest 176 151 Charltable artI￿lIes Grants Provision of services 330,686 34,642 510,285 365,328 510,285 Totsl Incomlng resou￿$ 425.651 519.538 EXPENDITURE Charltable artlvliles Wa8es Social security Pen5ion5 Direct charitable activities- Balanced Lives Programme Project developrnent, implementation and research Direct office cost5 IT and web services PR and marketing costs Bank charges Control and compliance Amortisation of intangible fixed assets 96,489 4,175 1,888 77,685 1,309 108,949 115,922 61,452 43,017 963 23,431 92 76.105 1.302 43,885 38,082 5,083 31,673 91 67.431 1.302 417.863 382.463 Support costs Financè Bank loan interest 500 1,250 This page does not form part of the statutory financial ststements PaEe 39

Docusign EnvÈlope ID". 724C0311-9DCA4380-B612-7DB24359E317 ACTION FOR ELDERS TRUST Detailed Statement of Financial Artivities lor the Year Ended 30 September 2022 2022 2021 Flnance Governante Costs Independent Examiners fees Legal fees 3.180 90 1.800 627 3.270 2.427 Total resources expended 421,633 386,140 Net Income 4,018 133,398 This page does not form part of the statutory financial ststements Page 40