2025-03-31-accounts

ULIE'S 81CY LE A COMPANY LIMITED BY GUARANTEE ANCIAL STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 AEHR7CNS* 1911212025 COMPANIES HOUSE A31

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Company Re8iStration No: 06040585 Julie's Bicycle is a Registered Charily: England and Wales No. 1153441

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 COMPANY INFORMATION Directorsnrustees: Antony Ronald Wadsworth (Chairman) Sian Alexander Jonathan Badyal (Resigned 11 ju￿ 2025) Melvin Benn John Enser Neil Johnston {Company Secretary) Professor Diana Liverman Key Management Personnel: Alison Tickell - Co-Director Natalie Highwood- Co-Director Chiara 8adiali - Music Lead Sylvia Cantino- Finance Manager {Freelancell' Taghrid Choucair-Vizoso- Head of Programmes Paul Grrffith5- Digital Product Lead Victoria Sword-Daniels- Arts Councll and Poliry Programme Lead Graciela Melitsko Thomton- Creative Green Programme Lead (') Counterculture LLP appointed as interim financial management from 13 March 2025 Chief Executive: Alison Tickell Registered Office: Somerset House South Wing Strand London WC2R ILA Company Number: 06040585 (England and Wales) Charlty Number: 1153441 Auditors: Azets Audit Seniices, Chartered Accountants 2nd Floor, Regls House 45 King William Street London EC4R 9AN Banks: HSBC plc 108 London Road Headington Oxford OX3 9AP Triodos Bank Deanery Road Bristol 8515AS

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 CHAIRMAN'S STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 Culture is a powerful force for change. It challenges, inspires and mov•s people. 11 connects us to lh¢ world we live in now, and the world we want to see.11 shapes how we think, feel and act. This is why JB believes that culture has a vital role to play at the heart of climate action. For almost two decades Julie's Bicycle (JB) has been working as an international non-profit uniting culture, creativity and climate action to drive change. 2024-2025 saw increasing global understanding of this opportunity- amongst policy makers. climate and cuftural networks, and from creative practitioners and organisations across the arts, creative industries and cultural herrtage. J8 is now part of a world-wide movement for culture-led solutions to climate change. Climate action is a rich invitation to respond to many themes and issues and make sure that our response is a reflection of what we can contribute best to the movement. Activities this year ranged from granular and hands on support, to leadership and system change programmes", from partnerships with Arts Council England and the BFI, and our comprehensive hub ofg¢>to guidance and resources, to our advocacy and dialogue with international policy makers including the COP 30 Presidency, this year has seen a major increase in awareness and responses to protect and steward change. This year has not been easy. Mis-and disinformation on climate science undermined international governance and the limrts of mullilaterallsm has increased even whilst energy transitions are underway and public concern for climate grows. Global conflicts are continuing to contribute to impacts and diminish capacity for climate action in many parts of the world. and the relationship between conflict and climate justice is clear to see. In this context, where climate and nature thr•shold8 continu• to brèach, the intersecting crises of climate, environment and social injustice ask u8 to keep steady and focused, rfrcommit to the well-being of ourselves and all our communities and keep questioning whether everythlng we do has the purpose and impact we Intend. We are all committed to bringing all that we can to this moment. Tony Wadsworth CBE - Chalr, Julie's Blcycle CHIEF EXECUTIVE'S REPORT FOR THE YEAR ENDED 31 MARCH 2025 ervlew At some point over the last 5 years a tipping point was reached. the moment in a system when everything changes. The system shift needed to embed culture in climate- thinking, doing, feeling- is underway. There is no single point, per80n. or event which marks it but rather many points, where old and stuck ideas and processes that have kept cufture out of mainstream climate action are being abandoned. New thinking and priorities rooted in values of regeneration and connection, that embrace culiure's transformational capacity to steward change, are emerging everywhere. This vision 1$ the fftart of JB'S mission. This is not before time.. 2024 was the hottest the earth has experienced since the start of global temperature records in the mid 1800s. It was the flrst in which average global temperatures at the surface of the planet exceeded 1.5C above pre-industrial levels in the majorrty of leading datasets.. indicating how fast the world is approaching the Paris Agreement's threshold of 1.5c limit to long-tem warming. The concentration of greenhouse gases in the atmosphere, sea level rise, and the shrinking of glaciers and ice sheets all hit record highs. Those who have contributed least to climat• changè are the most vulnerable from its impacts. Prioritising 'equty, climate justice, social justice, inclusion and just transition processes can enable adaptation and ambitious mitigation actions and climate resilient developmentl 2 2 https'.//www.ipcc.ch/report/ar6/syr/downloads/report/lPCC_AR6_SYR_SPM.pdf

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 In this context mainstream thinking is turning to new transfomiation tools and ideas. JB, one oflhe first organisations to recognise the cultural sector's potential. has continued to innovate, advocate, and collaborate at the forefront of the creative climate movement for while the shift is undepway and the cultural community is at the forefront of climate action, its transformative potential has yet lo be realised. JB works across the creative and cultural communty in the UK and internationally to effect systemic change, building knowled9e and capacity, advocating for policy alignment and supportin9 artivists and Cultural stewards in their change-making. Our aim is to fully optimise culture-based solutions and narratives in climate action, with knowledge, understanding and capacity-building strengthened by policy and financial enablers to build the creative climate movement. We focus on three intersecling areas. as part of a systems-change methodology: Creative Climate Pmgrammes.. a surte of programmes that build capacity and sustainable practice across the arts and culture sector, through tailored tools, training and frameworks to lead climate action with confidence and impact. Croativ• Cllmate People.. programmes and projects which support artists, organisations and practitioners to take bold climate leadership action - equipping changemakers with the skills, networks and confidence to lead. Creativ• Cllmate Pollcy.. research, advocacy and collaboration with cultural and environmental policymakers to drive systemic change locally, nationally, and internationally. Our work continues to evofve alongside our understanding of climate action. We still prioritise reducing harmful impacts as necessary for a future where everyone can thrive,. over the years we have deepened our work to include, centrally, commitment to climate justice, nature, narratives and policy advocacy. From resources such as our Creative Climate Justice Hub, the focus of our leadership programmes, through to JB'S policy work, our approach to Creative Cllmat• Justlce focuses on the root causes of the climate crisis through social, political and environmental injustice lenses and explores creative responses. We continue to work to develop this approach across our programmes and organisation. Our work In 2024-25: 1) Creative Climate Programmes - capacity building culture Thmugh these programmes in 2024-25, we developed and delivered large-scale sector capacity building with the Arts Council England (ACE) and Ihe British Film Inslitute (BFI),. celebrated the third year of our collaboration with Ihe Bn'tish Council on Cultur8 Circular. developed innovalive new partnership programmes and supported org8nisations with in- depth Gonsult8n¢y. l)Arts Council England Envlronmental Programme This programme empowers the sector to rise lo the challenges that climate change presents, and to accelerate and scale our collective response. Throughout this year the JB team continued to run capacity-building and leadership activities for National Portfolio Organisations (NPOs>, Investment Principle Support Organisations (IPSOS) and the wider cultural sector, through Our partnership with Arts Council England. High1￿ht$ include: Mltlgation We continue to support the portfolio on energy and carbon mitigation, delivered through our Transformin Ener programmes. Buildln Net Zero Ener is a rolling programme providing free self-service resources, expert support from our technical partner, Pilio, and opportunities to complete certified energy management training. For more advanced organisations Ca Ital Investment Read enabled organisations to work towards the electrification of their cultural venue. This year two overlapping cohorts, totalling 22 venues. deepened their decarbonisation efforts through expert training, networking and peer learning. A third of organisations that finished cohort 1 in December 2024 re¢eivin9 funding for retrofit and decarbonising efforts. Adaptation: As mitigation becomes more and more embedded in the portfolio. JB deliberately focuses on climate and environmental areas which are less universally understood in the sector. Across our work JB'S is exploring and developing the role ol the cultural seclor in adaptation. Within the 24-25 ACE programrne we ¢￿deVeloped Resilient Horizons with the Arts Council England's CTralive People and P18ces (CPP) programme. focusing on culture's unique role in supporting place- based community-led responses to climate adaptation and resilience. 70 /• of those who participated in the programme felt confident to try out creative community-led responses to climate adaptation. For the whole portfolio, Ada tin Culture increased knowledge and deepened the conversation on climate adaptation with NPOS through webinars and peer ne￿OrkIng and provided free resources for the wider sector. Supporting the wlder sector; Access to the Creatlve Climate Tools," free to access resources and training: The ACE Environmental Programme extends beyond NPOS and IPSOS to reach the wider sector".

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 Most programme resources are made available free online beyond the portfolio and the programme continues to be underpinned by JB'5 extensive Resource Hub: the world's most longstanding comprehensive library of environmental best practices for the cultural sector. JB'S Creative Cllmate E-learnin provided free through the ACE programme, launched publicly in January 2025. Over 1200 learners (individuals, organisations) are active users on the J8 E-learning platform which is now available to all NPOS and IPSOS. This signals stron9 demand for flexible, online learning that can offer something different to in-person, virtual webinars. Our Creatlve Climate Tools - a free carbon calculator and Beyond Carbon impact tracker continues to enable artists and GU￿ural organisations to track their environmental impact, record progress and make strategic changes. This year JB produced a new interactive re ort, which contained over 50 case studies to inspire the sector. Collaboratlng wlth freelanc•rs for envlronmèntal responslblllty Freelancers play a critical role in the sector and have a key role to play in environmental action; yet need resources tailored for individuals to fulfil this potential. Following workshops with 14 freelancers and individuals, this year JB developed the Creative Freelancers Climate Almana focusing on seasonality and practical tools. The Arts Council Programme also included a series of leadership programmes (see Creative Climate People). 111 Brltl8h Fllm Instltuta: 8FI Sustalnable Screen Programm• In 24-25 JB continued rts successful partnership with the BFI to deliver a programme of screen sector support. By supporting environmental understanding and action, the programme aims to lay a solid foundation for better environmental practice and a greener screen sector in the longer term. JB delivers the Beyond Productlon strand, focusing on cinemas, festivals, screen archives, educational organisations, and screen sector support bodies. In 24-25 JB ran one-on-one mentoring sessions., workshops and webinars and continued to grow the Sustainable Screen Hu of resource8. The programme this year also supported approx. 50 organisations to report their environmental Impacts using the Creative Climate Tools, including developing 12 how-to videos and multiple dropin sessions. Since the BFI wrote Environmenlal Sustainability into our Screen Culture 2033 strategy..., we've funded new research, reSou￿8s, tools and training for sustainability across cinemas, screen a￿h1veS, film festivals, education and skills, as W811 as film and TV production. We'rn particularty pmud of our partnership wilh Julie's 8icycle Ihrough the BFI Sus18inable Screen programme. Last year, Julie s 8icycle 18unched a brand new Sustainable Screen ResOU￿e Hub, supported by BFI Nalion81 Lottery funding, with guidance and best practice case studies particularty relevant to the emerging priority olclimate resilience for cultural venues." Jack Powell, Director of Policy and Public Affairs, BFI 1111 Crnatlve Grnon Programm• - enabling practlcal actlon for trnnsfomlatlve change In 2024125 the Creative Green team developed environmental understanding and action across a wide range of organisations in the cultural sector through conSu￿anCY support and partnership programmes. This programme supports cultural organisations, networks, artists, funders and policymakers, who want to go deeper than our free resources. From major institutions to grassroots organisations, the Creative Green programme reflects the diversty and ambition of the creative sector. No fvio relationships look the same.. Creative Green meets organisations where they are and takes them on a collaborative joumey to enable practical action for transfomational change. This year Creative Green supported organisatlons In the UK, Spaln, Ireland. Mexlco. Colombla, Argentina, Brazil. Peru, Venezuela, Colombia, Trinidad and Tobago, Jamalca, Italy. Denmark. Poland, Finland, The Netherlands. Chlle and across the European Union. The work covered a wide range of aclivilies, including.. environmental criteria for funding schemes, crrtical concepts in environmental justice., new approaches to tourlng. sustalnable publicatlon for book falrs, green procurement policies and supplier engagement for festivals,. sustainable production advlce and lile4ycle analyses for exhibitions and Installations: network development and mentorship; and environmental attotudinal surveys with artists, cultural organlsations and networks. Examples of flagship projects are.. Cultura CI￿Ular- with British Councll Americ•¥ In 2024-25 we designed and delNered trainin9 and mentoring foi the third cohort of this 8ritish Council programme. The programme provides on-line learning and exchange for festivals in the Caribbean and Latin America to create a more sustainable cultural sector, with simultaneous programme delivery in three languages (English, Spanish and

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 Portuguese). This programme goes from strength to strength and has now been delivered to a total of 114 festivals across 10 countries. Green Llbrarles Campaign - with CILIP; the Arts Councll England, the Brltlsh Library, Llbrarles Connected JB is a partner on the board of the Green Libraries Campaign - a national nefviork of local libraries and a movement that is reshaping the way communities engage with knowledge. sustainabilily, and the environment. In 2024-25 JB worked with CILlP- the UK'S library and information a550ciation-and the British Library on a funding bid to the National Lottery Community Fund's Climate Action Fund for a Green Library Hubs programme. The bid was successful, and Ihe £1.2 million project starts in September 2025, with JB leading on environmental training for the library hubs. Supporting sector-leading networks and bodies: This year saw a range of collaborations which support organisations across specffic sub-sectors of the cultural and creative landscape. These included: Innovate: Sustainability and Leadershlp for New Times - International Institute for Conservation of Historic and Artistic Works. funded by the Getty Foundation. J8 designed and delivered a roundtable and three webinars for 30 professionals from museums and herrtage organisations, as well as individual practitioners, mainty from the Global South. Moves Euro o - Goethe Inslltut: Capacity building and materials for artists and culiural professionals to adopt anvironmentally friendly approaches in their projects through training and resources, Bookfalrs Gulde - Instituto Eco Edicion Development of a checklist for small book fairs to ensure sustainable considerations in the planning of events with best practice case studies. Brltish Arts Festivals Associatlon: surveys and capacty-building activities to support members. Powys County Council.. recommendations on the development of an arts and environment network and workshop and mentoring sessions for 10 arts organisations. Supportlng the Irlsh Creative sector This year the Creative Green teem continued to work with the Irish Cultural seclor through our partnership with Julie's Bicycle Europe.. Through the Arts Councll Iroland Programme Regularly Funded Organisations {RFOs) were supported through 10 introductory workshops across Ireland. 17 online training webinars, three peer-ti>peer sessions, five drop-in clinics and a ne￿OrkIng event, wrth over 600 attendees in total. Through Creatlve Ireland's Creative Cllmate Actlon Fund J8 Europe continued to build a communty of practice across the 42 projects funded under Creative Climate Action Fund11 .Following successful residentials in 2023124, the team ran an intensive day for artists involved in the projects, briefed government department officials lo advocate for the Creative Climate Aclion programme as a model for cumure-led climale action and developed and ran The Gatherin a sold-out event with 130 participants including national and local government representatives.. lvl Muslc Programm• - collaboratlng wlth th• mu$l¢ community to r•du¢• Impact, share knowledg• and Insplr• change Music has a unique role to play in climate actlon. iwhile it comes with its own environmental impacts and challenges within both live and recorded music, it also provides an opportunity to tap into the sectorfs creativity and platform, engaging audiences in the larger movement for climate change. Throughout 24-25 Julie's Bicycle continued to collaborate with the music community to lead the charge on sustainability: reducing environmental irnpact, improving sector standards and skills. sharing knowledge. and inspiring meaningful change. As testament to JB'S long-standing commitment to the music industry late in this financial year we were honoured to be selected to be part of Billie Eilish's Changemaker Initiative for her London tour concerts which will be a key highlight of 2025-2026. Highlights of Ihis year's music programme included.. BRIT Awards 2025 footprint & strategy: We continued our long-standing partnership with the BRIT Awards, supporting this institution and landmark event of the UK music industry with strategic guidance and insight for ils environmental strategy. Our work, based on robust carbon footprinting, was recognised for its quality by CDP, the world's largest environmental disclosure system, with the BRITS receiving the highest possible score for its category in 2024. IMPALA Environmental Sustalnabili Pro ramme: We continued our deep engagement in supporting the independent recorded sector through our work with IMPAL4. We have now supported 150 labels across 26 countries. representing three-quarters of IMPALA'S national associations, to begin their carbon footprinl journey. a key first step to inform business decisions to tackle emissions. In 2024-25, we ran a pilot project with US labels, in partnership with A21M and Merlin, to internationalise aspects of the Impala carbon calculator for this market and grow the communty of US labels using and benefiting from the tool. Music Climate Pact Murmur . JB was the lead partner in assessing thè performance of signatories and supporters against the commitments of the Music Climate Pact, established in 2021, and provided recommendations based on

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 sector engagement on the future shape and needs from the Pact. Our work has been instrumental in understanding how the Music Climate Pact can now evolve to drive action in the recorded music space. Orchestras Canada Gro•n Guide and Charter: Reflecting JB'S ongoing strong relationships in Canada, during 24125 we developed a new Green Guide and Charter specific to orchestras in the context of Canada, funded by Canada Council for the Arts and the Government of Canada. The materials were co<reated with the sector and accompanied by a training package of webinars. Partn•rlng for transformatlve change In th• Festival Sector In 2024-2025 Julie's Bicycle worked with long-term partner Vision for Sustainable Events (formerly Vision 2025) on Iwo flagship projects for the Festivals Sector.. Green Events Code of Practlce GECOP (Julie's 81cycle, Vislon for Sustalnable Events and Ihe DATE Tool): Following our woik on the development of GECOP, in 2024 we completed a successful pilot project involving ten local authorrties across England. funded by Arts Council England, EarthPercent and participating local authorilies. The pilot trialled a consistent, local authority-led environmental assessment of 60 events across the UK with a combined capacity of 2.3 million people. Outcomes included.. 830/0 of event organisers reporting a better understanding of their environmental performance,. 600/0 of event organisers reported implementing new additional environmental measures ahead of their event and 920/0 of event organisers say there were more likely to implement new environmental initiatives next year as a resull of the assessment. Funding is now secure for a second phase, Show Must Go On Report JB is a key partner in the landmark Show Must Go On report for the ouldoor events sector, funded by philanthropy and direct contributions from industry. Published every 5 years. The project brings together key environmental aGtion partners in the outdoor events space in a collaborative effort to establish a slate of the industry report and Climate Transition Plan for the sector. Work began on the latest report in 24125. The report is due for publication later in 2025. Collaboratlng across the UK Creative Industrles JB'S music programme is a natural link into the wider creative industries. In order to have the grealest impact, the arts. cultural heritage and creative industries musl mobilise together. JB has been increasingly working at a creative industries level, including our landmark report Creative Industries and the Climate Emer enc The Path to Net Zero with BOP consutting. In 2024-25 JB'S Founder and Director Alison Tickell continued her role on the Creative Industries Council, co4hairing the environment working group. In this year we also began work with the Co-st r Foresi hl Lab on one of the most live issues within creative industries currently-. adoption. use and impact of new technologies in Games, Film. r+J, Performance and Digital Entertainment. Julie's Bicycle is a partner on the Decarbonisalion work strand.. understanding the sustainability and carbon implications of new technologie5 and workflows. This will be a rich source of insight and research for 2025-26 onwards. 2) Creative Climate: People -equipping changemakers with the skills, networks and confidence to lead. From artists to tnjstees, NGO staff lopolicymakers, in 2024-25 J8 helped shape a diverse, resilient movement of culture- Glimate leaders in the UK, Egypl. Swilzertand and Brazil. Changemakers - pr•viously Creativ• Cllmate Leadership (CCL) Designed and delivered with partners in the UK and around the world, the Changemakers programme equips creative leaders with the tools, knowledge and networks they need to inspire and embed change in their work, communities and organisations. This year focused on.. Cr•ative Climat• Leadership Retreat, Calro (September 2024).. The retreat focused on challenges and solutions for climate Change and Herrtage Adaptation, in the first learning programme of its kind held in Egypt. The programme convened participants from local NGOS. research institutes, and organisations such as the Ministry of Tourism and Antiqurties, alongside representalives from Jordan, Sudan, and Kenya. It fostered knowledge exchange and practical insights, featuring training sessions, group discussions, and site visits. Supported by the Egypt Exploration Society and Porticus.

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 Creative Climate Leadershlp Swltzerland seed finance: Following the successful CCL Switzerland course in March 24, (in partnership with Pro Helvetia and Vert Le Futur), which brought together artists cultural workers and creative aclivisls from different arttorms and from all regions in Switzerland, in 24-25 we announced and supported the 5 projects receiving CCL seed investment to build the capacity for creative climate action, foster new opportunities for collaboration, and demonstrate the diversity and range of cullure•led responses lo environmental action. Cukural Leadership for Cllmate From Ideas to Actlon: Belem: in March 2025, JB'S Alison Tickell and Thiago Jesus, wi(h artist-Tesearcher Isadora Canela, delivered an intensive 2-day workshop in Belém, COP30's hosl city. Funded by Porticus and held in partnership with Secult Par it brought togelher 30 creative climate change-makers from across the Para region in Brazil. This enabled JB to collaborate with and leam from artists and practitioners on the ground and connect this work wrth the wider culiure-climate movement in the critical run up to COP. From trustO08 to •m•rging l•ad•rs Empowering and supporting creative and cultural leaders to use their skills for leadership on climate action 18 also a pillar of the ACE Programme. Board Environmental Cham Ions entered rts second year in 2024-25, providing trustees with the tools to embed environmental responsibility at governance level within their organisations. A total of 233 organisations were registered for the programme al the close of 2024-25. This year JB introduced Creative Climat Accelèrator designed for emerging climate leaders from diverse backgrounds, supporting them to transform knowledge into action. Twenty-nine cultural workers participated in a six-part wothshop. We designed the programme to try to ensure that their supporting NPOS continued to nurture and sustain the legacy of these projects. Of the participants, 100•A found the course engaging and relevant, and 910/0 said that il deepened their understanding of climate and environmental issues. Building Leadershlp In Internatlonal Touring The International Tourin and Environmental Res onsibill Pro ramme ITER fosters relationships between artisls and companies based in England, Denmark, and Norway, supporting them to develop new, environmentally responsible, inclusive and equitable approaches to international touring and collaboration. JB leads the programme. which is funded by Arts Council England, The Danish Arts Foundation and Arts Council Norway. ITER 3 ran in 2*25. with an interactive seminar series followéd by on opportunlty to apply for project funding. JB is delighted to have now won the tender to deliver ITER 4-6 over the next three years, in partner3hlp with Danish organisation In Futurum. 83 participants have taken part in the seminar programmes sofar and 11 funded collaborations mentored by JB put their project concepts into practice in years 1 to 3 of the programme. JB aims that the longitudinal knowledge gained from these cohorts, will give deep insight into the conditions required for sustainable touring in the perfoming arts sector, and the barriers and opportunities. 3) Creatlve Climate Pollcy Ilnking cultural and environmental policy to drlve systemlc change JB takes a systems change approach and during 24-25 JB once again increased its focus on cultural and environmental policy as a lever for change. The evidence which we gather from capacity building the sector on the ground creates an entry poinl for poli¢y-level dialogue. Throughout this year JB advocated for national and international climate and cultural policy makers and advisors to cognise and incorporate cultural knowledge and 'culture-based solulions,. Following the fonnation of the Grou Friends of Culture-Based Cllmate Actlon, at COP 28." (a growing coalition of UNFCCC Member States and sector experts, including JB, who are buildin9 political momentum for culture and heritage-based climate action, ct>chaired by Brazil and the UAE) we continued lo collaborate with our partners at the Clim8te Heritage Network, Pelra Nalional Trust 8nd Europa Nostra. We worked tirelessly to promote and demonstrate the unique role that culture (the arts, cultural heritage and creative industries) can play in climate action. This included J8's presence at the Bonn Cllmate Talks in June 2024 and the second Ministerial Meeting of the Group of Friends at COP 29 in Azerbaijan. As part of this partnership we continue to also adV￿ate for cultural heritage and traditional knowledge to be fully recognised in the Global Goal on Adaptation, and to draw attention to the cultural dimensions of Loss and Damage. Although, COP 29 was limited for progress on the creative climate movement's work, a more significant milestone was the 2024 inaugural Culture and Cllmate Chan e Summlt held alongside Brazil's G20 Culture working group and c curated by Julie's Bicycle's Thiago Jesus, including a keynote from Brazil's Culture Minister Magareth Menezes.

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 Following this, JB was commissioned by the Para region to develop a guide on Culture Sustalnabili and Cllmate Chan e ahead of COP30: demonstrating the link belween practice and policy. This was achieved through co-creation with local artists and organisations, reflecting and celebrating the unique character of the Amazon region. The COP Presidency in Brazil has introduced the concept of a Global Mulirao. (a Tupi- Guarani word meaning 'collective effort, drawing on the tradrtional Brazilian concept of communities uniting to achieve a common goal). 2024-2025 laid the groundwork for a roundtable organised by JB to infom the Presideney and JB aligning We M ke Tomorrow, a global campaign uniting artists. artivists. cultural organisations and networks worldwide to call for culture to be recognised explicitly in the second Global Stocktake. This has now grown to a flagship JB project launched in September 2025. The initial goal is to gather 10 000+ si natures from across the cultural and creative sectors, to present at COP30 in Belém, Brazil as part of the COP30 Presidency's Global Mutirao. JB'S intemational policy knowledge and expertise feed directly into and elevate our pollcy work In the UK. Alison Tickell sits on the UK'S Creative Industrles Councll a forum of creative businesses and creative organisations with government representatives. During 2024-25 JB continued to Co-chair the environment working group of the CIC advocating for the mutual reinforcement of culture and climate policy. The most recent suprfe shows just how strong commitment is across the CIC membership. Through our programmatic work, JB continues to support policy making at a local and national level, including a continued focus on culture and climaté in cty policy making, and through our developing focus on adaptation. Whilst Creative Climate Policy is perhaps the most strategic element of JB'S activity, in 2024-25 it continued to be th• most drfficult area to fund. Over the next 2 years we have a key strategic aim to establish consistent funding for this strand. 4) Bulldlng shared knowledge, learning and communicatlons: enhancing JB'S Infrastructur• for Impact In JB'S 2023-2026 Business Plan we committed to strategic aims to.. invest In, and centro, eommunlcatlons, focusing on positioning. clarty and communicating impact and to consistently evidence the Impact of our work. communicate it widely in support of our mission, and learn from others in the field, to drive further action and underpin our fundraising strategy. We made substantial progress on these aims in 24-25, made possible through successful fundralsing. We have invested in and developed the data architecture for a CRM system-. engaged a part-time researcher, to underpin our policy work and thought leadership,. begun to work wtth an external consullant towards a new Impact Framework, and commissioned Greenhouse to build a website which simplifies and better artieulates our brand and work: supported by additional pro bono work. Alongside this activity, through the new role ol Head ol Programmes, we are rapidly developing our internal learning mechanisms.. this year Introducing working groups by topics, monthly policy deep dive8, and knowledge exchange opportunities. This work was strengthened in 2024-25 by JB'S wider Technology strategy.. designed to enable Julie's Bicycle to achieve its 202>2026 Strategic Aims. The strategy focuses on five core themes.. delivering accessible and sustainable digrtal products, enhancing knowledge sharing and collaboration, improving business operations, measuring and evidencin9 impact, and strengthening communication and ne￿orkIng across local, national. and intemational levels. Significant advances have been made in implementing the strategy this year. During 2024-25 the CRM project was established to better manage external relationships and communications, with full rollout expected in 2025-26. Automation tools are increasingly being used to improve efficiency, while back-office systems have been migrated to secure and stable environments that include disaster management prolocols. Core operational systems have been upgraded, including the adopiion of Google Enterprise and improving HR, finance, and operational processes. Development of a new website, funded by Bloomberg Philanthropies Digital Accelerator Programme. is undeNay and will align with accessibility and digital sustainabilty standards. Collectivety, these initialives are laying the foundalions for more efficienl operations, real-time impact measurement, and the ability to innovate and scale programmes in the coming years. This crucial infrastructural work will come to fruition from 2025-2027 and it will be a focus of the business plan from 2026 onwards to maximise the beneftt of this investment for JB'S charrtable mission. 51 Events and Advocacy External Speaking and Advocacy events:

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 During this period JB staff took part in approximately 40 external events and speaking engagements Julie's Bicycle Events and Weblnars During this period JB developed and delivered approximately 45 external events and webinars in addition to regular sessions as part of specific training programmes. 6) Marketlng and Communlcatlons Key statistics for 2024-25.. Social media: Social followers: 37,017 (140/0 increase from last year) This includes a deliberate move to retire from X (formerly Twitter, our most popular channel), and a process of adopting new channels including Bluesky and Threads. Engagements wlth our content across all soclal channels: Total of 29,207 engagements. at an average of 2.433 a month Average engagement rate across channels: 4.70/0 (up from 4.20/0 last year) (8x¢l. Bluesky and Threads as engagement analytics are not currently availablo). Newsletters: Newsletter subscribers.. 7809 (500/0 increase on the previous year> Total bulletins sent.. 48 across 4 programme mailing lists, with an average open rate of 470A and Click Through Rate of 4.80/0 for our main sector bulletin (vs. the industry average of 280/0 and 3.3•/0 respectively) Websfte: Webslte resourc• downloads: 13,091 {NB JB is deliberately pivoting In some areas towards publlshlng digltally rather than via pdfs) Total websito u$orn: JB site.. 70k, CCL site.. 12k Total Webslte vlews.. JB site". 256.000 40C/+• of web users arriving via organic search News and Oplnion pleces publlshed durlng thls perlod: 25 R•sourc•s publlshed durlng thls perfod: 27 (spanning case studies, reports, research. webinar recordings, guides) Podcasts: 2707 annual downloads across 3 series, with a fourth launched in the last month of this period {347. increase on the previous year) Total vldeo vlews of our content: 3.8k Press: Press m•ntions in 2024-2025 across print and online media: JB'S press mentions from 1 April 2024 - 31 March 2025 totalled 185, wlih approximately 34 more In-depth articles including references to our projects and work. hts included.. BBC The World Today s oke wilh Chiara Badiali in response to Massive Attack's approach to sustainable festivals. Graciela Melitsko Thornton and Becky Hazelwood featured in podcast interviews (the former in Spanish). An article on sustsinable dance for One Dance ma azine wrrtten by JB., music industry mentions relating to the carbon calculator re-launch for Impala- GECOPS festival sustainability pilot results featured across music sector press- multiple quotes from Alison in Art News and the Art News er relating to UNESCO Heritage sites impacted by climate change at various different points in the year., with the Global Call campaign gaining many inlemational mentions across a range of publications, including an article in Arts Professional.

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENOED 31 MARCH 2025 The latest Arts Council Environmental ro ramme annual re ort was featured in articles across Arts Professional, The Art Newspaper, TPI Magazine, and The Poetry Society. Other topics where JB was referenced included green touring., the Cultura Circular programme; the Para guide for the Amazon; Irish press mentions of the JB Europe Ireland Arts Council programme delivery., the Show Must Go On report, and Billie Eilish's Changemaker ticket initiative. Allson Tickell, Founder and Co-Dlrector, and Nalalie Hi8hwood. Co-Director Ih 28 October 202S 10

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 The Trustees have pleasure in presentingtheir Report and the Financial Statements forthe year ended 31 March 2025. The Financial Statements comply with current statutory requirements, the Memorandum and Articles of Association and The statement of Recommended Practice- Accounting and Reporting by Charities ISORP 2015). Julie's Bicycle Is a leading Internatlonal charity at the interface of culture and climate change. Our vision is a creative community with sustainability at its heart and our mission is to provide the inspiration, expertise and resources to make that happen. Charitable Ob'ectiv The objects of the company are: a) The preseNation, conservatlon and protection of the environment, and the prudent use of resources: b) The promotlon of sustainable means of achieving economlc growth and regeneration; and c) To advance the education of the public in subjects relatlng to sustainable development and the protectlon, enhancement and rehabilitatlon of the envlronment,. and to promote study and research In such subjects provlded that the useful results of such study are dlssemlnated to the publlc at large. Publlc Benefit Statement In accordance with good practice the Board have, in determining our strategic aims, identified the public benefit of each strategic aim. In doing so the Board has set in place monitoring and evaluation procedures to review the impact of our work to ensure that these aims are consistently being met through service delivery, A review of this impact and public benefit is given below for each of our main project areas with a summary of our outputs for the last twelve months. Fl Julie's Bicycle made a surplus of £141,211 In 2024-25 (2023-24: surplus of £40,861). The charlty achleved an unrestrictedldesignated deficit of -£35,68912023-24: _£21,9741, and a restricted surplus of £176,90112023-24: deficit -£1,122). Total incomin8 resources were £1,729,594 {2023-24: £1,626,545). The annual income frorn the Arts Councll England increased in net terms and as a percentage of overall Income in 2024-25 {32.40A), as compared to 2023-24130.2%). Earned incorne generat'ed from Creative Green consultancy, Tools and LicensinE and Partnership Projects has increased slightly in net terrns and as a percentage of overall income In 2024-25123.2%), as compared to 2023- 24121.4%}, due to additional Consultancies cornpleted in the financial year and new strategic Partnerships, Grant income has decreased in net terms and as a percentage of overall Income In 2024-25128.1%) as compared to 23-24136.8%) due to the finishing of the Porticus project.

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 Income 2024-25 0.1% 0.2% OArts Countll England 4.3% Creatlve Green Consultancy. and Too15 10.6% Cr•atlve Climate Lead•rshlp 32.4% IJ Partnershlp Projects QMu51c 23.8% aother Branls Donaiions, Trusts and Foundafjons aspon$¢rshlp O European grnnts 2.6% Oother Income Total resources expended were £1,588,383 {2023-24: £1,585,684). 2.9% Expenditure 2024-25 5.7QA U Rai51ng funds 34.7% U Sustainable Creative Practice D Knowledge and Skills 56.7% Pollcy and Advocacy Reserves and Investment Polic The Trustees have taken a prudent approach to establishin8 company reserves and on 31" March 2023 set the general unrestricted funds at three months unrestritted operating expenses to further any of the charitws purposes. The reserves policy remains unchanged in the current period. 12

JULIE'5 BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 The Trustees review the level of designated funds on an annual basis in line with the charIt￿S needs and plans. Detail of reserves fund designations can be found in Note 12 on page 33. The Trustees have an agreed policy re8ardin8 Investment of the organisation's assets. This is reviewed annually, or more frequently if the external financial environment merits this. The Board have agreed that external expertlse and advice may be sought to assist in making investment decisions whlch ensure the best outcomes for the organisation. Goin Concern JB is in a prime position to support the cultural sector with their climate and environment transition and continues to be recognised as a leader in this field both in the UK and internationally. The cultural sector is mobilising around this issue at increasing speed. The unrestricted reserves at the end of March 2025 are £467,737. In 2022 JB successfully won a new tender to be Arts Councll England IACEI envlronmental partner for a further three years. This secured funding started in 2023 and will run until September 2026 for a total income of £697,300. In addition to this, in line with ACE'S extension of the current NPO portfolio period for one further year to March 2027, JB'S SLA has also been extended to September 2027, For the remainder of the contract this funding totals £792,415. In addition, JB has secured other funds: 25-26 partnership lof a three-year agreement) with the Brltlsh Fllm Instltute for £77.6k New agreement with Pro-Helvetia for CCL Switzerland for £173k over 2 years 2025-26 and 2026-27 New agreement for Internotional Tourlng and Environmental Responsibility Programrne IITERI for ITER 4, 5 and 6 for £270,000 over 2025 to 2028. Funding totalling £63,000 for We Moke Tomorrow from Stichtung Benevolentia, and Paul Hamlyn Foundation. Fundraising activity related to philanthropists and trusts and foundations has secured funds for £261,000 over two years, by the Fldelity UK Foundation, which was confirmed in April 2024 and runs until December 2026, and £150,000 secured from Bloomberg Philanthropies, Digital Accelerator Pro8ramme from 2024-2026. These grants fund key Infrastructural elements behind our Communicatlons and Impact organisatlonal alms. In 24/25, JB secured a pledge from Billie Eilish, vla Llve Nation. to donate proceeds from her 2025 European 'Changemakers' tour. A total of £253k was received in the QE 30 September 2025. Additional grant funding secured for 25126 includes the British Council's'Festival CeNantino' 8rant of £180k. The organlsation continues to Implement the three year business plan which was approved by Ihe Board In June 2023. The Board approved the bud8et for 2025-26 presentln8 a small unrestricted surplus of £2k. Risks to JB'S business model and infrastructure continue to be regularly rnonitored and evalualed at Board level. The Trustees are confident that the charitie5 resources are sufficient to meets its liabilities for 12 months frorn authorising these financial statements and budgeted income and expenditure remains sufficient with the level of reserves for the charity to continue as a going concern, The financial statements have therefore been prepared on a golng concern basls. sk Mana ement Risk Management Julie's Bicycle continues to be a leader in the creative climate movement across an international arts and culture sector which has now mobilised. Whilst this brings significant opportunityi maintaining stability within a rapidly changing external context, continues to be the focus for Risk Management. In 2024-25 the key risks included: Ability to reach income targets from trusts and foundations whose resources continue to be spread thinly in the light of intersecting social Justice issues and a rapidly developing external context. 13

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 The impact of the cost-of-living crisis and funding shortages on the cultural sector: impacting the sectorfs ability to invest in environmental projects. The impact of Brexit continuing to constrain JB'S capacity to operate in the EU. Rapid demand for foundational skills; for tools and resource development which is Increasingly sub-sector specrfic; leadership skills and policy activity all resulting in increased staffing and outputs which need to be met with income and infrastructure development. Building a financial model that is able to seNe foundational needs as well as develop ambitious thou8ht- leadership aims Ability to build sufficient communications expertise and capacity into the team in order to position JB in way that attracts new business that meets both our impact and financial aims. Durlng 2024-2025 JB implemented the second year of its 2023-26 Business Plan, contlnuin8 to work towards the new Strate8lc and Organisational Aims outlined in the plan. The charity has a Reserves Policy of 3 months full operational unrestricted costs, and a Redundancy Policy. We continue to develop Julie'5 Bicycle Europe - a separate legal entity: in order to maintain access to European collaborations and also to develop strategic work in Ireland. Fundraisin Julie's Bicycle fundraises frorn philanthropic sources and donors alongside generating the partnership5 and contracts requlred to fund the work from a combination of services and support. Trustees are involved in the fund raislng in order to ensure that all fundralsing activities are in the service of our charitable objects and are explicitly linked to Julie's Bicycle's core mission and pu rpose; responsibly mana8ed, which includes protecting and safeguardin8 our reputation; and carried out with reasonable care and skill. Our fundralsln8 Strategy uses the slx key prlnciples as set out by HM GovernmenV5 Charlty Commission: Planning effectively; Supervising fundraisin8; Protecting our reputation, money and other assets; Identlfylng and ensuring compliance with regard to legal and compliancy frameworks. Conforming to the recognised standards that apply to our fundraisin& including rnonitoring and protection of the public; and Being open and accountable. Future Plans Julie's Bicycle continues to focus on achieving the 5 strategic alms and 4 organisational alms in the current business plan in order to maximise our ability to meet our misslon, ensure robust organisational and business developrnent, and be a leader in our field. Our future plans are across three strategic focus areas: Creotive Climate Programmes- capacity building the cultural sector; Creotive Climote People- building bold culture- climate leadership. and Creative Climote Policy- supportinE the conditions to drive systemic change, locally, nationally and internationally. All our work is underpinned by our commitment to Creative Climate Justice and our approach of working collaboratively to maximise the potential for impact. During the forthcoming year our partnerships with Arts Council England and the British Film Institute will continue to be at the heart of our Creative Climate Programmes, and our partnerships and consultancy work will continue through our Creative Green and Muslc programmes. Our flagship Creative Climate Leadership ICCLI work will be developed and expanded within a broader Changemaking strand. 2025-2026 will be a crucial year for our policy work, both in the UK and in the run up to and during COP 30 in Brazil. This will include a UK Mutirao for culture and climate (at the heart of the COP30 Presidency was the idea of a Global Mutirao: a spontaneous manifestation of solidarity and a collective mobilisation aiming at achieving a collective goal), and the launch of the We Make Tomorrow global call: a growing global movement of artists, activists, and cultural leaders calling on policymakers to place culture at the heart of climate action. 2025-2026 will also see JB 14

JULIE'S 81CYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 continue to work with a number of European partners and to develop our European presence post Brexit; and significant UK-international collaborations through new editions of both Culturo Circulor with the British Council, and the Internotional Touring and Environmental Responsibility Progromme, with Arts Council England, the Danish Arts Foundation and Arts and Culture Norway. During 2025-26 JB will bring to frultlon critical infrastructural development focused on web, CRM, research and irnpact, whlch will underpin the approach to meeting our strategic goals and mlsslon. Governance- A ointment of Directors and Trustees The members of the Board of Directors, who act as Trustees of the charity, supervise the governance and management of the organisation. Directors who served during the year, or have been subsequently appointed, are listed on page l. Appointment to the Board is determined by the needs of the charity. The Board of Directors aims to ensure that the composition of the Board includes individuals with suitable skills and experience to contribute positively to the governance of the charity. The or8anisation has a clear organisational structure with documented lines of authority and delegation, which is regularly reviewed by the Board. The Board is responsible for setting strategies and policies and for ensuring that these are implemented by the Chief Executive on behalf of the Board, There were no Board members appolnted durlnE 2024-25. When a prospective Trustee is identified they have an inltlal Meetin8 With the Chlef Executive and a subsequent meeting with the Chair or another existing Trustee nominated by the Chair. Prospective Trustees are provided with a role description outlining the dutles and responsibilities of a Trustee and the expected time commitment for the role. If the person is deemed suitable as a Trustee, they are nominated at the next Trustee meeting. If their nomination is ratified, they are invited to join the Board at the subsequent meeting. Subsequent to their election to the Board, the Chief Executive meets with the Trustee to brief them on the work ofthe organisation. Tralnln8 In the role of being a Trustee is available and15 pald for by the or8anlsation. Officers of the Board are elected at the AGM each year or when required. An officer must be nominated and seconded by two existing Trustees. In the event of two nominations for the same officer role a vote is held and the person with the greater number of votes is deemed elected. The Trustees are responsible for the overall strate8ic directlon of the organlsatlon to approve an annual work- plan and budget which are proposed by the Chief Executlve and staff team. Decisions regardin8 the implementatlon of the work-plan and budget are delegated to the Chief Executlve and staff team. Where there are significant variances to the budget, or items of expenditure approval this is sought at Board meetings, or electronically between meetings if it is an urgenl matter. HR disciplinary matters are dealt with by the Chief Executive and notified to the Chair of the Trustees. The Chair will then decide if the full Board needs to be notified. The Co-Directors responsible for recrultment and staff management. The Olrector and Chair wlll decide If the presence of a Trustee is necessary on an interview panel. Mana ement Personnel: Senlor Mana ement Comprise of the Trustees and those noted on page l of the accounts.

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 The Board of Directors has overall responsibility for agreeing the pay and remuneration of the charit¢s key management personnel. The CEO has responsibility for understanding the sector averages and making recommendations to the board for recruitrnent and promotions based on competencies, experience and performance. All employees have contractual obligations and individual responsibilities and objectives against which they are reviewed and assessed to inform pay scales. Trustees. Res onsibilities in Relation to the Financial Statements The Trustees (who are Directors of Julie's Bicycle forthe purposes of company lawl are responsible for preparing the Direclors, Report and the financial statements in accordance with the applicable law and United Kin8dom Accounting Standards (United Kingdom Generally Accepted Accountin8 Practice}. Company Law requires theTrustees to prepare financial statements for each financial yearwhich give a true and falr view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for the period. In preparing these financial statements, the Trustees are required to: Select suitable accountin8 policies and then apply them consistently; Observe the methods and principles in the Charities SORP; Makejudgments and estimates that are reasonable and prudent,. and Prepare the flnancial statements on the 80in8 concern basls unless It Is inapproprlate to presume that the charity will continue in buslness. The Trustees are responsible for keepin8 proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply wlth the Companies Act 2006. They are also responslble for safeguardin8 the assets of the charitable company and hence for takln8 reasonable steps for the prevention and detection of fraud and irregularities. In so far as the Trustees are aware: There Is no relevant audit informatlon of which the charitable company's auditors are unaware, and The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. Auditors A resolution to re-appoint Azets Audit Services will be proposed at the Annual General Meetiri8 On behalf of the Trustees: Tony Wadsworth, Chairrnan th 28 October 2025 16

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 Inde endent Auditorfs Re ort to the Members of Julie's Blc cle Opinion We have audlted the financial statements of Julie'5 Bicycle (the'charitable company'l forthe yearended 31 March 2025 which comprise of the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flow and notes to the financial statements, Includin8 significant accounting policies. The flnanclal reportin8 framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Finoncial Reporting Stondord opplicoble in the UK ond Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: give a true and fair view of the state of the charitable company's affairs as at 31 March 2025, and of its Sncoming resources and appllcation of resources, including its income and expenditure, for the year Ihen ended; have been properly prepared in accordance wlth United Kingdom Generally Accepted Accountin8 Practice; and have been prepared in accordance with the requirements of the Companies Act 2006. Ba$15 for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law, Our responsibilities under those standard5 are further described in the Audltorfs responsibilities for the audit of the financlal statements section of our report. We are independenl of the charitable company In accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, includln8 the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requlrements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to 8oin8 concern In auditlng the financial statements, we have concluded that the trustees, use of the 80in8 concern basls of accounting in the preparation of the financial statements Is appropriate. Based on the work we have performed, we have not identifled any rnaterlal uncertalntles relatin8 to events or conditlons that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a 80ing concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilitles of the trustees with respect to going concern are described In the relevant sections of this report, Other Informatlon The other Information comprises the information included In the trustees annual report, other than the flnancial statements and our auditorfs report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do nol express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is malerially inconsistent with the financial statements or our knowledge obtained in the course of the audit orotherwise appears to be materially misstated. If we identify such material inconsistencies orapparenl materlal misstatements, we are required to determine whether this gbves rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Opinlons on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit:

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 the information given in the trustees, report (incorporating the directors, report) for the financial year for which the f inancial staternenls are prepared is consistent with the financial statements; and the director5, report has been prepared in accordance with applicable le8al requirements. 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. We have nothing io report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: adequate accounting records have not been kept, or return5 adequate for our audit have not been received from branches not vlsited by u5; or the financial statements are not in agreement with the accountin8 records and returns; or certain disclosures of directors, remuneration specified by law are not made; or we have not received all the information and explanations we require for our audit. or the trustees were not entitled to prepare the financial statements in accordance with the small companies, regime and take advantage of the small companies, exemptions in preparing the dlrectors, report and from the requlrement to prepare a strategic report. Responsibilltles of trustees As explained rnore 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 preparlng the financial statements, the trustees are responslble for assesslng the charitable company's ability to contlnue as a goin8 concern, disclosing, as applicable, rnatters 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. Audltorfs responsibilltles for the audlt of the financlal statements Our objectives are to obtain reasonable assurance about whether Ihe financial statements as a whole are free from material misstatement, whether due to fraud or error, and to Issue an audltorfs report that Includes our oplnion. Reasonable assurance Is a high level of assurance but Is not a guarantee that an audit conducted in accordance with 15As {UKI wlll 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 statement5. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements In respect of irregularities, Includlng fraud. The speclflc procedures for thls en8a8ernent and the extent to whlch these are capable of detectlng Irregularities, including f raud is detailed below: Enquiry of management and those charged with governance around actual and potential litigation and claims as well as actual, suspected and alleged fraud; Reviewing minutes of meetings of those charged with governance; Assessing the extent of compliance with the laws and regulations considered to have a direct material effect on the financial statemenls or the operations of the company through enquiry and inspection,. Reviewin8 financial statement disclosures and testing to supporting documentalion to assess compliance wlth applicable laws and regulations; Performing audit work over the risk of management bias and override of controls, including testing of journal entries and other adjustments for appropriateness, evaSuating the business rationale of significant transactions outside the normal course of business and reviewing accounting estimates for indicators of potential bias. 18

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non<ompliance with regulation. This risk increases the more that compliance with a law or regulation Is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities is available on the Financial Reporting Council's website at: ww.frc.or ur-work Audit Audit-and-assurance Standards-and- uidance Standar s-an uidance-for-auditors Auditors-res onsibilities-for-audit Descri tion-of-auditors-res onsibilities-for-audit.as This description forms part of our auditorfs report. 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. Our audit work has been undertaken so that we might stale to the charitable company's members those matters we are required to state to them in an auditorfs report and for no other purpose. To Ihe fullest extent permitted by law, we do not accept or assume responslblllty to anyone other than the charitable company and the charitable company's members as a body, for our audlt work, for this report, or for the opinions we have forrned. &JL A.LI John Howard (Senior Statutory Auditor) For and on behalf of Azets Audit Services, Statutory Audlt, Chartered Accountants 2. Floor, Regis House 45 King William Street London EC4R 9AN Date: It 19

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 STATEMENT OF FINANCIAL AcfiviTIES Unrestrlrted Desl8nated Funds Funds 202&25 202&25 Restrlrted Funds Total Funds Total Funds 202&25 202￿25 2023-24 Notes INCOME FROM.. Donations Charitable activitles Other trading activities Investments Total In¢om• 20.256 891,815 38.138 774,011 2,500 58.394 1,665,827 2.500 2,874 1,729,594 41,272 1,574,707 7.492 3,074 1,626,545 2,874 914,945 814,650 EXPENDITURE ON: Raislng funds Ch•rltabl• •rtfvltl•J: Sustalnable Creatlve Practice Knowledge and Skills Pollcy and Advocacv Total ¢Jtp•ndltur• 44,360 1,207 45,567 38,209 663,126 230,366 12,782 950.634 237.794 321,127 77,621 637.749 900,920 551,493 90,403 963,550 520,193 63,732 1,588,383 1,585,684 NET INCOME/(EXPENDITURE) 135,689) 176.901 141,211 40,861 TRANSFERS BETWEEN FUNDS 11112 NET MOVEMENT IN FUNDS 135,689 176,901 141,211 40,861 RECONCILIATION OF FUNDS: Total funds brought forward at l April 362,425 141,001 221,786 725,212 684,351 Total funds carried forward •t 31 Mar¢h 326.736 141,001 398.687 866,423 725,212 The statement of financial aclivities includes all gains and10sse5 recognised in the year. All income and expenditure derive from continuing activities. The Notes on pages 23 to 35 form an Integral part of these flnanclal statements. 20

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025 BALANCE SHEET COMPANY NO. 06040585 Unrestrirted Designated Restricted Funds Funds Funds Total Funds 2023-24 Total Funds 2024-25 2024-25 2024-25 2024-25 Notes FIXED ASSETS Investments Total fixed assets CURRENT ASSErs Debtors Cash at bank and in hand 111,655 363,865 475,520 275,023 386.678 123,750 178,814 683,680 876,855 453,837 1,070,358 1,000,605 141.lJOI 141,001 Total current assets LIABILITIES Credltors; amounts fallln8 due wlthin one vear io 148,785 326,735 {SS,150) 398,687 203,935) (275,394) 866.423 725,211 Net current assets 141,001 Total assets less current Ilabllltles 326,736 141,001 398,687 866,424 725,212 Total net assets 326,736 141,001 398,687 866,424 725,212 FUNDS OF THE CHARITY Restrlcted funds Unrestricted funds: General funds Deslgnated funds li 398,687 398,687 221,786 12 326,736 326,736 141.001 362,425 141,001 141.IXII Total charlty funds 326,736 141,001 398,687 866.424 725.212 The financial statements were approved by the Trustees on 281h October 2025 and signed on their behalf by: Tony Wadsworth (Chairman of Trustees on behalf of the Trustees) The Notes on pages 23 to 35 form an integral part of these financial statements. 21

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025 Notes 202ty25 2023-24 Cash flows from operatlni actlvltles Net cash provided bv/used in operating activities (196,0491 143,524 Cash flows from Investing activltles Dlvidends, interests and rents from investments 2,874 3,074 Cash flows Irom flnan¢lni a¢tlvltl•¥ Change In Cash and cash equlvalent In the reportlng perlod Cash and cash equivalents at the beginning of the reporting perlod Change in cash and cash equivalents due to exchange rate movements C•sh and cash •qulval•nts at the •nd of th• r•portln¥ perlod 1193,176) 876,856 146,598 730,257 683,680 876,855 (a) RECONCIUATION OF NET INCOME/(EXPENDITUREI TO NET CASH FLOW FROM OPERATING AcfiviTIES 2024-25 2023-24 Net In¢omel(expendltur•) for the reportlng perlod Adjustments for: Dividend5, interests and rent from investments Loss/lprofit) on the sale of flxed assets Ilncrea5el/decrease In debtors Increase/{decrea5el in creditors N•t Cash pr•vlded by operatlng actlvltl•s 141,211 40,861 {2,874> {3,0741 {262,928} 155,398 171,459} (49,6611 (196,049) 143,524 2024-25 2023-24 (b) ANALYSIS OF CASH AND CASH EQUIVALENTS Cash in hand Notice deposit {lesS than 3 months) Total cash and cash •qulval•nt$ 24 876.831 876,855 683.671 683,680 The Notes on pages 23 to 35 form an integral part of these financial statements. 22

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 NOTES TO THE ACCOUNTS I. ACCOUNTING POLICIES Basis of Accountln8 Julie's Bicycle is a company limited by guarantee not having a shared capital registered in the United Kingdom. The address of the registered office is given in the charity information on page l of these financial statements. The nature of the charty's operations and principal activities are: To bridge the gap between environmental sustalnablllty and the creative industries; The promotion of sustainable means of achieving economic grovrth and regeneration; and To work with arts organisations acr055 the UK and internationally to reduce environmental impacts and inspire ethical action on the environment. Julies Bicycle meets the definition of a public benefit entity under FRS 102. The financial statements have been prepared in accordance with Accountlng and Reportlng 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 IFRS 102) issued on 16 July 2014. Charitles SORP IFRS 102) effective l January 2015, the Flnanclal Reporting Standard appllcable In the UK and Republlc of Ireland IFRS 1021 and the Companles Act 2006. The financlal statements are prepared on a Boing concern basis under the hlstorlcal cost convention, or transaction value, unless otherwise stated in the relevant accounting policy note{sl. The financial statements are prepared in sterling, which is thefunctional currency of the charity, and rounded to the nearest £1. The significant accounting policies applied in the preparatlon of these financial statements are set out below. These policies have been consistently applied lo all years presented unle55 OthenNise stated. b) Income Recognltlon All incoming resources are Included in the Statement of Financial Activilies ISOFAI when the charity is legally entitled to the Income after any performance conditions have been met, the amount can be measured reliably, and it is probable that the income will be received. The income represents the total incoming resources receivable during the year comprlsing grants, donations and gifts, sponsorships and operating income. For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained, then income is deferred until those conditions are fully rnet or the fulfilment of those conditions is within the control of the charity and It Is probable that they wlll be fulfilled. No amount is included in the financial statements for volunteer time in line with the SORP (FRS 1021. Further detail is given in the Trustees, Annual Report. Income from Erants is recognised in full in the Statement of Financial Activities in the year in which 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. If entitlernent is not met, then these amounts are deferred. 23

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 Income from trading artivities includes income from Sponsorships, Creative Green consultancy, Creative Green Tools & Licensing, Partnership Projects sand Creative Climate Leadership. Income is received in exchange for supplying services and is recognised when entitlement has occurred, any performance conditions have been met, and the amount can be measured reliably Investment income includes interest on funds held on deposit. It is included when receivable and the amount can be measured reliably by the charity. usually upon notification of the interest paid or payable by the bank. Government grants related to income are recognized over the period when the related costs are incurred. No grants were received in the year related to the Coronavirus Job Retention Scheme Fund Accountlng Unrestricted funds comprise accumulated surpluses and deficit5 on general funds. They are available for use at the discretion of the Trustees in furtherance of the general charitable objettives. Deslgnated funds are unrestrScted funds of the charlty whlch the Trustees have decided at thelr dlscretlon to set aside to Use for specific purposes. The aim and use of each designated fund 15 set out in the notes to the financial statements, Restricted funds are funds that can only be used for particular restricted purposes wlthin the oblects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. The cost of raisin8 and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements. d) Expendlture Reco8nition and Irrecoverable VAT Expenditu￿ is accounted for on an'accrual basis 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 rellably. Expenditure is classified under the following activity headings: Costs of ralsln8 funds - Includes fundralslng, potentlally non-project specific marketin8 Costs, events, and associated staff costs; Expendtture on charitable activities Includes costs of desiEning, developlng and expediting charitable activities; data collection and anatysis; developing knowledge and skills to further the purposes of the charily; assoclated support costs; and Irrecoverable VAT- charged as a cost against the activlty for which the expenditure was incurred. Allocation ol Support Costs Support costs are those costs which are not directly attributable to specific activities. They include expenditure on premises, finance, HR. professional fees and governance. These costs have been allocated between cost of raisin8 funds and expenditure on charitable artivities on the basis of the headcount allocation to the individual activities based on the time tracker in place. Analysis of these costs is included in Note 6. Tanglble Fbxed Assets Individual items of equipment are capitalised at cost where the purchase price exceeds £l.000 and the asset have an experted useful life exceeding one year. The tangible fixed assets are depreciated over their estimated useful economic lives on a straight-line basis, Depreciation costs are allocated to actlvllies on the base of the headcount allocation to the activities (see note e above). 24

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 During the year ending 31 March 2025 there were no assets which exceeded the capitalisation threshold. 8) Investments Julie's Bicycle owns 100% of the issued share capital of Julie's Bicycle Trading Ltd. being one £1 share. Forthe financial yearended 31 March 2025 the company did not prepare consolidated group accounts under Companies Act 2006 small group exemption h) Debtors Trade and other debtors are recognised at the settlement amount due after any trade dlscount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Debtors receivable within one year are recorded attransaction prlce. Any105ses arisin8 from Impairment are recoBnised in expenditure. Cash at Bank and in Hand Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three rnonths or le55 from the date of acgulsition or opening of the deposit or similar account. J) Credltors and Provlsions Creditors and provisions are reco8nised when the charity has a present obligation resulting from a past event that wlll probably result in the transfer of funds to a third party and the amount due to settle the obligation can be rneasured or estimated reliably. Creditors and provisions are normally reco8nised at their settlement amount after allowin8 for any trade discounts due. Creditors receivable within one year are recorded at transaction price k) Penslon The charity auto-enrolment date was I, October 2016. New and existing employees were autornatically enrolled into the Aviva Pension scheme unless they exercised their right to opt out of scheme membership. The Trustees are unable to confirm the charity's share of the underlyln8 assets and liabilitles of the AvNa Pension Scheme and therefore the Scheme Is accounted for as a defined contribution scheme. The employer's contributions made to the scheme in 2024-25 were £52.51412023-24 £46,395) with an employer's contribution rate of 6% of pensionable pay and 2% employee's contribution Tax The charity is an exempt charity withln the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph I Schedule 6 Finance Act 2010; therefore. rt meets the definition of a charitable company for UK corporation tax purposes. m) Golng Concern The Trustees are confident that the charities resources are sufficient to Meets its liabilities for 12 months from authorising these financial statements and bud8eted income and expenditure remains sufflcient with the level of rese￿eS for the charity to continue as a going concern. The financial statements have therefore been prepared on a goin8 concern basis. 25

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 2 DONATIONS Notes Unr¢$trlrted 202&25 Restrlrted 2024.25 Totsl Total 202fy25 2023-24 Donations 20,256 38.138 58,394 41,272 In 2023-24, £28,122 of the total income from donations was attributable to the unrestricted fund, and the remaining £13.150 was attributable to the restricted fund. lal An4lysls of Don•tlons R•c•lv•d Uni•strlrt•d 202&25 R•rtrlcted 2024.25 Total Tot•1 202&2S 2023-24 Festlval Republic Universal Music Jim Dixon (Oxygen House) Dixon Foundation Various donations to core costs National Outdoor Events Assoclatlon A550ciation of Independent Festivals Ltd {AIFI Superstruct UK Festival Brown Fox Communications Zephir Limited OF Concerts & Events KMI Entertainment From the Flelds AEG Presents The Nationwide Caterers Association INCASS) Big Green Coach Team Love Ticket Sellers 5.000 5.000 17,500 10,000 6.575 6,575 622 256 151 500 1,000 s,1￿0 9.000 407 500 1.000 9,000 20.000 1,3¢XI 20.000 1.300 2,000 5.000 2,500 1.000 2,000 2,000 1,687 38.138 2,500 1,687 58,394 20,256 41,272 3 CHARITABLE ACTIVITIES Not• Unr•strlct•d R•itrl¢t•d 202*25 2024-25 Tot•1 Tatal 202&25 202>24 Grants Primary purpose trading Total Inmme liom ¢harltablè a¢tlvltl•g 1,620 890,195 891,815 761.261 762,881 662.506 12,750 902,945 912,201 774,011 1.665,827 1,574,707 In 2023-24. £669.730 of total income from charitable activities was attributable to restricted funds, and the remaining £904.977 was attributable to unrestricted funds. 26

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 (a) Analysls of Giant Income Unrestricled Rè$trlcted 2024-25 2024-25 Total Total 202&25 202>24 Grants Stiftung Auxilium- Porticus British Film Institute Pro Helvetia, Swi55 Arts Council 265,733 92,808 118,538 74,463 89,397 92.808 74.463 Arts Council England - International Touring and Envlronmental Responsibility The British Council - Egypt Earth percent- Vlsion2025 Earth percent- Music The Brltlsh Councll- Grant for the development ol COP 28 activities Event Industry Forum . Vlslon2025 Erasmus The European Cultural Foundatlon Arts Coun¢ll England 8rant GECOP Vlslon2025 OWP. Acce55 to Work The Brltish Council Festlval Cervantlno Olxon Foundatlon Fldellty Grant Bloomberg Philanthropies World Cities Culture Forurn Arts Council England. The Show Must Go On The Unlverslty of ReadSn8 Arts Coun¢ll England - ACE grant for Creatlve Cllmate Dlgltal Platfof m 90,OCK• 90.000 54,000 21,775 20,000 20.000 20,OLX) 30.000 20,000 30.000 19,000 5,000 19,000 5,000 20,000 15,000 14.163 13.374 10,000 526 8,000 180,000 io.ryjo 48,990 125,000 5,000 18,(N)O 180,000 10,000 48,990 125,000 5,000 18,000 1.620 1,620 35.000 35,000 762,881 662,506 1,620 761,261 In 2023.24, £661,980 grant income was attrlbutable to restricted funds, and £526 was attrlbtstable to unrestricted funds, 27

JULIE'S 81CYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 British Film Institute- grant to deliver a 3-year programme of support to the screen sector 'beyond production, under the BFI'S Sustainable Screen Pro8ramme wlth the aim of building environmental understandlng and artion working with BFI National Lottery partners and awardees. • Pro-Helvetia - supporting the delivery, in partnership with Swiss culture and climate network Vert Le Futur and Stlftun8 Mercator Schweiz, of the first Creative Climate Leadershlp Switzerland programme and the development of the CCL Network in Switzerland and internationally Arts Council England ITER- A collaboration with Arts Council England, the Danish Arts Foundation and Arts Council Norway, with the aim of fostering relationships between artists and companies based in Denmark, Norway and En8land, supportin8 them to develop new environmentally sustainable approache5 to touring. Earth Percent - Vision 2025 - towards inspiring a slgnificant reduction in the climate impacts of outdoor live events by 2025 and contribution to the '8reenin8 music ecosystem., Earth Percent - Music - grant to Julle's Bicycle towards drivin8 cllmate action In the music industry throu8h research, policy and Industry advocacy, prattlcal tools, tralnin& mentoring and networking and contribution to the 'greening music ecosystem,. Brltish Councll: for activities related to COP29 and Research and Development for COP30 Event Industry Forum- Vision 2025- towards Vlslon 2025's Cllmate Chan8e Plan 2030 • Arts Council England grant- GECOP- Vision 2025- to part-fund a pilot in collaboration with ten local authorities to test how the Green Events Code of Practice IGECOPI - previously developed- can be used to embed 5UStainability within local authoritles, processes, The British Council - Festival Cervantino - for actSvity related to Spotltghts on Culture 2025, UK as a guest country at the International Cervantino Festival, including curating an environmental educational programme. • Dixon Foundation - towards phase 3 of the Towards Zero Waste Festivals project Bloomberg Phllanthropies- fundln8 to support a new web51te throu8h the Digltal Accelerator scheme. World Cities Culture Forum - to support work for the World Cities Culture Report 2025 on the role of cultural policy in furtherin8 climate action in cities. as part of the A Culture of Climate Action: scoping project Arts Council En8land -The Show Must Go On towards The Show Must Go On.. State of the Industry Report 3 and Strategy 2030- V151on 2025 University of Reading - funding to support a student placement through the Universit(s paid internship scheme. Arts Council England ACE Grant for Creative Cllmate Digital Platform - Tools grant for the development of the creative climate digltal platform. 28

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 (b) Analysls of Pilmary Purpo$• Tradlng Unrestrlrted Re$trlcted 2024-25 202ty25 Total Total 202ty25 202>24 Arts Council England Creative Green Consultancy, Muslc, Licensing Tools and Partnership Other 409,788 409,788 495,276 467,567 12,841 890.195 12,750 480,317 419,717 12,841 29.607 902,945 944,600 12,750 In 2023-24 £904,451 of the primary purpose trading was attributable to unrestricted funds and £7,750 was attributable to restricted funds. 4 OTHER TIIADING ACTIVITIES Unr•Jtrlct•d Restrlct•d 202F25 202¢ZS Tot•1 202¢25 Tot1 202J-24 Sponsorshlp 2,500 2.500 7,492 7.492 In 2023-24. of the total Income from other tradlng actlvltles. £nll was Jttribut•ble to the unrestrlcted fund, and the remalnln8 E7.492 wJ5 Jtlributable to the restricted fund. (•) AnlysS1 of Sponsorshlpi UnT•strlrt•d R•stfl¢t•d 20225 202&25 Tot1 2023-24 20225 Brown Fox Communication5 Limited Festlval Republlc IOE Systems Ltd Sunbelt Rentals Symphotech Group 7,492 2,5(10 2,500 2,500 2,500 7,492 5 INVESThIENT INCOME Ngt• Unr•slrlct•d R•itflct•d 202$25 202&25 Yot•l 202*25 Tot•1 2023.24 Bank interest Other financial Income 2,873 2.873 3,060 14 Totsl InMm• from Inv•stm•nts 2,874 1874 3,074 In 2023-24. the total £3,060 income frorn interest and £14 from other finènclal Income were attributable to unrestricted funds. 29

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 Support sts: overhead5 202&25 ANALYSISOF TOTAL EXPENDITURES N•tes Staff Msts ￿rett ¢osts 202&25 20225 Total 20225 Total X123-24 AahlnB fundi 36,523 45,567 38.209 Charltable eMp•ndlture SLFStainable Creative Practl¢e Knowledge and Skills Policy, advocacy and campJi8ns Total •J¢p•nd5tsr• 650.285 281,788 47,484 139,515 221,560 34,805 111,120 48,145 8,114 900,920 551,493 90,403 963,550 520,193 63,732 1,016,010 395,1 176,423 I,￿6,33 1.585.684 Not•1 Pestrld•d Unreslrlcttd Déslgna14d 2024-25 2024-25 2024-25 Total 2024-25 Total 2023.24 (•) A•hln8 funth Salarles Dirert costs Sypport C05ts'. overheads 36,523 36,523 30.206 1.207 7.837 9,044 45,567 8,003 44,360 38,209 Ib) Sustalnable Cf••tl¥e Prartl Salarles Direct costs support Costs.. overheads 163.496 66,135 8,163 486,789 73,380 102.957 650,285 139,515 111,120 697,500 122,874 143.176 237,794 663,IZ6 900,920 96J,550 1¢> Knowledge and Sk1115 Salarles Dlrect ¢osis Support costs.. overhe•ds 192.710 124,880 3,537 89,078 96,680 44,608 281,788 221,$60 48,145 255,162 212,655 52.376 3ZI.127 2X.366 55IA93 520.193 Id) Polley and Adv Salarles Dlrett costs Support COSts'. overhead5 53,21 23.825 S96 15,7161 10,980 7,518 47.484 34,805 B,114 29,715 27,918 6,099 77,621 12,78Z 90,403 63,73Z In 2023.24, the whole amount 01 £38,209 expendhure on ralslng funds was attributable to the unrestrlrted lurtd,. and £626,415 expendlture on charllable J¢tbVltl•s was èttrlbut•ble to the restricted fund, £12,670 to the designated funds with the remainin8 £908,390 attrlbulable to unrestrlcied fvnds. 30

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 (e) Analysls ot Salarles. Employee$ and Key Management Personnel 202¢25 2023-24 Salaries Soclal security COSt5 Pensions 874,839 88.728 52,514 868,664 92,195 51,724 1,016,081 1,012,583 The number ol FTE employee5 during the year was 20.312023-24 21.11. One employee received remuneration lincludin8 Employer Nl and Pen51on l in between £70.000- £80,OCh)12023-24: 01. Four employees received remuneration (including Employer Nl and Pension) In between £60,￿l-£70.00O(1o23-24: 41. They are all Key Management Personnel of the organization. The key management personnel of Julle's Blcycle comprise the Trustees and those noted on page l of th¢ accounts The total employee and sew-employed benefits of the key mana8ement personnel for the charitable company were £395,39512023- 24., E408,4861 In Afi•1￿1$ of Support C•Jts Not•• 202+25 Z023-24 Staff welfare. recrultment and trainin8 Legal and profe55ional fees Fundralslng Prem15es Marketing Offlce costs Governance Jnd compliance Bank charges and other flnanclal costs Travel and subslstence 14,680 27,075 2.803 26,014 7,053 41,777 8,500 42.400 6.122 176.424 26,463 41,720 1,803 25,520 8,944 38,448 7,500 54,834 4,422 209,654 Total Ill Ols¢losure of Truste•'i r•rnuneratlon, benefits ?nd èJtpens•s None of the charity Twustees were pald, or have recelved any other beneflts, from employment with Julle's Blcycle Ir) the ye•r 12023.24: £nil). OPERATING RESULT FOR THE YEAR 202fy25 202>24 The operating surplu5 for the year is stated after charging: Statutory audit fee Tax advisory Services 8,500 7,500 8,500 7,500 31

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 8 INVESTMENTS 2024-25 2023-24 Shares in wholly owned subsidiary undertaking at cost The subsidlary undertaking, Julies Bicycle Trading Limlted, is a company limited by shares, registered in England and Wales, No. 06405709. The company is currently dormant. 202*25 2023-24 Income Expenditure Gifted profit Net profit Net assets 9 DEBTORS Unrestrlct•d R•stwlct•d 2024-25 2024-25 Total 202ty25 Total 2023-24 Trade debtors Bad debt reserve Prepayments and accrued Income Rent deposit Other debtor5 56,976 5,500 62,476 60,013 47.133 7.490 56 269,523 316,656 7,490 56 56,247 7,490 111,655 275,023 386,678 123,750 In 2023-24, £120,238 of the total Income from other trading activlties was attrlbutable to the unrestricted fund, and the remaining £3,512 was attributable to the restricted fund. 32

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 10 CREDITORS Notes Unrestrlcted Restrirted 2024-25 2024-25 Total 202￿25 Total 202>24 Trade creditors Accruals Deferred Income VAT payable Taxes and social securitv 23,290 30,676 42,592 25.272 26,956 51,622 3,225 303 74,912 33,901 42,894 25,272 26,956 203,935 56,495 32,498 129.101 33,469 23.831 148,786 55,150 275,394 Income has been deferred for Arts Councll England, Creatlve Green Consultancy, and Muslc contracts In progre55 at year end. 11 RESTRICTED FUNDS. CURRENT YEAR Note At lit Aprll In¢omln8 2024 R•iour¢•s At 3111 March 2025 R•i•ufUS Exp•nd•d Inllout) Granls, donations and sponsorshlp 221,786 814,649 814,649 1637.7491 1637,7491 398,686 221,786 398,686 At 1st Aprll In¢omln8 2023 Resourc•i At 31st March 2024 R•s•urees EX￿nded Transfers lal R•gtrlct•d fvndi- prlor y••r Inllout) Grants, dDnatlons and sponsorshlp 159.951 690,372 1626,4151 626,415 {1,222} 1.222 221.786 159,951 690,372 221,786 33

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 12 UNRESTrICTED FUNDS- CURRENT YEAR Notes At Translér$ 31rt Marth Inllout) 2025 1st Aprll In¢omlThg Aesouic 2024 Resources Expended Deslin•ted funds Redundancy and notice period fund Organ15atlon81 development fund 93,240 47.761 93,240 47,761 141.001 141,IXII G•n*rnl funds 362,425 914,944 1950.6331 326,736 Totsl unrestrlcted lundi 503,426 914,944 950,6331 467,737 la) The redundancy and notice period fund has been desi8nated to cover the potential liability should the charity have to close the organisation, er undertake restructurin8. The balance of the fund ai year end has been constltuted on the followlng basls.. the amount of statutory redundancy due at 31st March 2026 to •ll entiiled Staff employed as at 31st March 2025 Icalculated accordlng to ihe statutory redundancv rates as al 6th April 251 plus the ¥mount of the contr8ctuJl notice period exceeding three months for all employed st•ff entitled as at 31 March 2025. Ibl The current prlorltles for the orgJn15atlonal development fund are io support on-8oln8 developmeni ol staff, and of or8ani5atlonal Infrastructure and new business mode15 to enable a strate8ic, dynamic and responsive •pproach to constantly evolvlng opportunitles and chèllen8es, Includlng international work. Of the £47,761 carrled forward from 2023-24 the utlllzatlon In 2024-25 was £nil.12023-24 £12,239). Icl The level of the general funds has been revlewed by the Trustees who have taken • prudent 4ppioa¢h to est8blishin8 company reserves and have set these at three months unrestrkted operatln8 expenses lo further Jny of the ch•rlty's purposes. At lit Aprll In¢omlng Resources 2023 Resour¢•s Expended At Tiansfers 31st March Inllout) 2024 Id) Unr•strlrt¢d fvnds- prlor year Redundancy and notlce perlod fund Or8anisatlonal development fund 77,434 14311 112.2391 12,670 16,237 93,240 47,761 137.434 16,2>7 141,001 G•neral fund• 387,966 936,173 1946.599 115,1151 362,425 Tot•1 ￿Thr•strItt•d fundi 525,400 936,173 959.269) 1,122 503,426 34

JULIE'S BICYCLE FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 13 OPERATING LEASE COMMITMENTS The charity's total future minimum lease payments under non-cancellable operating leases are as follows for each of the following periods.. 202*25 202>24 Less than one year: Two to five years: Over five years 26,100 7,733 25,463 33,833 33,833 59,296 Julies 81cycle current lease at Somerset House Is from 15th July 2023 to the 14th July 2026. Julie's Bicycle can terminate the lease agreement at any time giving the landlord six months, notice in writlng. 14 RELATED PARTIES In 2024-25 there were transactions with related parties as follows: -A donation of £10,000 was received from Universal Music UK Sound Foundatlon Donation, where Jonathan 8adyal is a Communication Dlrector {not company director) and is a trustee of Julie's Bicycle12023-24: £10,000), -At year-end, a credit balance of £2,100 owed to Slan Alexander, Trustee of Julie's Blcycle, for 3 days of Board Environmental Champions consultancy senlices related to the ACE Arts Programme. A further £2,800 was paid to Sian Alexander durin8 the year for consultancy services related to the ACE Art5 Programrne. -A donation of £17,500 was received from Festival Republic Limited, where Melvin John Benn is one of the directors and is a trustee of Julie's Bicycle (2023-24: £17,500). 35