Charity Registration No. 1162785 Company Regl$tratlon No. 09570335 (England and Wales) SPORTINSPIRED LTD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 SPORTINSPIRED LTD LEGAL AND ADMINISTRATIVE INFORMATION Current Trustees al dale ol-signing Mr RogerAlÈn Ms Helen Elizabeth Scott Mr Stève Hobbs Mr Randolph Ryan Mr Felix Sullivan Charity nurnb8r 1162785 Company number 09570335 Registsred office 7 Abert Buildings 49 Queen Victoria Street London UK EC4N 4SA Senlor Management Team Richard Raynes- CEO Audltor Knox Cropper LLP 85 Leadenhall Street London EC3A 2A0 SPORTINSPIRED LTD CONTENTS Page Trustees. report Independent auditors ￿pOrt Statement of financial actwitie5 10 8alance sheet 11 Notes to the accounts 12-19 SPORTINSPIRED LTD TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) FOR THE YEAR ENDED 31 AUGUST 2025 The Iru$tee$ pre$ent their ￿port and a¢¢ounts for the year ended 31 Augu$t 2025. The Company was Inco￿orated on 1 May 2015, and the Charity was registered with the Charity Comrnission on 22 July 2015. The a¢¢ounls have bpen prepared in accordance with the a￿o￿ntIng policies set out in note 1 Its the accounts and complywith the Charity's governing document, the Companies Act 2006 and Accounting and Reporting by Charities". Slalementof Recommended Practice applicable to chanties preparing their accounts in accordance with the Finanaal Reporting Standard applicable in Y)e UK and Republi¢ of Ireland IFRS 1021 leffe¢tive 1 January 20221". A message from our CEO 2024-2025 tnarked a period of continued growth and increased Confiden￿ for the Charity. as we consolidated our position and 0￿rated well beyond the immediate constr8ints of the Covid-19 era. whi￿ wider economic challenges, Including the ongoing cost-of-living pressures. continue to shape the extemal environment, year demon81rated the Charity's strong resilientr. adaptability, and growing capacity to cleliver and sustsin impact. In our202>2024 report, we reflected how our post-cowd strategy continued to focus on simplicity.. maintaining Strong relationships with long-lerm partners such as UBS, DC Advisory, and the Westminstsr Foundation,. d81ivering impa¢t where il was most needed". and keeping fixed costs low during a period of untrrtainty That approach laid a Strong foundation. and we are proud to say that in 2024-25, we built on il 5ignificandy. We've continued to strengthen our Infra8truclure. including improvements to financial admini81ration and programme delivery. Th&8& operational refinements are allowing us to plan with greater confidence and invest more time in growth and innovation. Th& need for ourwork remains urg&nl. As economic pressures continu8 to impact families, esp&ually in deprived Communities, the role of physical a¢tivity and ¢ommunrty engagement In supporting children's mentsl and physical health has never been more critical. Looking ahead. we rernain focused. We'll continue delNering in Ihe communities that need us most, deepening relationships with our trusted partnets. 2nd expanding our reach thrO￿h new collaborations and initiatives. We are proud of what we've achieved, and even more excited a￿￿t what's next. Our oblectlves Sportlnspired's governing document, th8 memorandum and articles of a5souation, Sel out our purp05e5'. To a¢t as a resource for young people, but not ex¢lJsively. by providing adm￿ and assistsnce, and organising programme5 of physical, educational and other activilie5 a5 a means ot. al advancing mental and physical health and wellbeing., bl advancing education (including developing employability, leadership and enterprise skills through training and developrnenll, cl promoting volunteering (where to do so furthers a charitable purpose or purposes). dl providing recreational and leisure time 8clivity In the Interests of social welfare for people who have need ty ason of their youth. age, infimity or disabilty. poverty or social and economic cir¢umstsn￿s with a view to improving the conditions of life of such persons, and el the promotion of any other charitable purpose for the benefit of the public (charitable under English lawl. Th8 Truste85 are aware of the public benefit guidance published by the Charity Commission. We have considered the objectives of the Charity and have given regard to how the8e objectives and th& associated activities meet the public benefit Criteria. Our vlslon and mlsslon Sportlnspir&d exists so that every child. regardl888 of background, can develop th& confiden￿ and courag8 to follow their dreams. In the UK, over4.2 million children Iwe in povety, facing an uphill struggle to live healthy, happy lives. The wellbeing of Ihe8e ehildren, a fundamental human right. 18 compromised. The8e childr8n ¢2n fall into a viciou8 cycle from an SPORTINSPIRED LTD TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) FOR THE YEAR ENDED 31 AUGUST 2025 earfy age. Consequeno$ include poor health and low academic atlaitTrment along with a depleted sense of PUTPOSe, low aspirations and confi'dence. Children growing up in povety are three times more likely to suffer mentsl health i88U88 and twice as lik&ly to face obesity than their more affluent peers. These childr8n are less likely to b& active, less likely to achieve high godes and mo* likely to engage in anti-social behaviour. Sport has the power lo overcom8 the consequences of povety, raise aspirations and unite communitie8, and we provide the platfom forthis ¢hange. We connect a diverse community of stakeholders to create sustainable neiworf($ that help children and young people from deprived communities to Ihrwe. For 7 to &Year￿Id8. we kick-slart healthy habits strong enough lo last a lif8lime. And we help 12 to 16-year-olds get on a positive path, develop essentr'al VOC2tional skills 2nd Improve their employment prospects. Our expertise for engaging childr8n and young people is honed by combining grassroots eX￿rienCe with national best practices. Sport England's research highlights that lack of enjoyment Is a major barrièr for children taking up sport. Inspiring children lo have fun is at the core of everything we do. Volunteers are an Important part of our programmes. In 8n environment of maximum fun and excitement for all, volunteers help to create lifxhanging tnoments for children and young people thern5elvesl. The sp0rt1nspi￿d moclel K*tqthSptylWrydth•t l5￿]dIa￿L￿a￿1l up20vJtekkatata* ART FESTIVAL >>> LEGACY SUSTAIN M*mlsty vJPkv*t•dbYtwW•rt yE￿te￿stD￿￿0v •W5pwlswth*sstteit In addition to our wort with children and young peop￿, we have expanded our mission to support vulnerable communities through Sport. in¢luQing our Involvement in the Afghan Relocations and Assistance Policy IARAPI project. By delwering mulli5POrt provision al ARAP srtes nationwide, we helped Afghan families integrate, build confidence, and improve Ih8irwellbeing through structured physical activity. Acllvltles andAchlevements Be￿een September 2024 and August 2025. through our usual face-ttrface festivals we worked with.. 5,869 children and 1.153 volunteers acros$ 21 multi-SPOrts festnials and p￿raMMe$ 834 children participating across the 422 legacy 5e55ion5 in the 43 Legacy Clubs set up 48 primary schools and 6 secondary schools 231 Young Leader8. who gained valuable employability ski118 and 13 Leaders of Fun Also, through the ARAP Programmes deliveries worked with.. 10,521 hour8 dèlivered across 9 Ministy of Defente sites SPORTINSPIRED LTD TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) FOR THE YEAR ENDED 31 AUGUST 2025 We Measu￿ impact made using the usual que$bonnairtrbased melhoéoloyy and Measu￿ the changes for those PartI￿Pating in our programmes al baseline, post-feslival, and end of programme. In addrtion to our usual fa￿-t&fa￿ festival$ and Clubs. we Continued the delivery of evidence-based proyramme$ to rneel communities, needs. Income andexp8nditur8 WÈ continue lo m81nt8in 81rong relationships with key partners Including UBS, DC Adv180ry. and the Weslmin8ter Foundation. These partnerships have provided continuity and stsbility as progratnmes have tnatured, including the ARAP programme, which is now in its final pha8e and scheduled to conclude at the end of 2025. IAfftilst the organisation is In a stronger position in all sen8e8, than in previous years, we continue to opèrate within a Challenging and uncertain environment. In response. a strong focus on cost efficien¢y has been maintained throughout 202412025 to ensure programme sustainability and continued delivery to our communities. Fixed and operating t0818 h8ve remained low, and the organisalion has continued to oper8te leanly while maintaining effective delivery. We ¢ontinue to benefit from f￿e part-time office spa¢e provided by DG Advisory. helping to minimise overheads. In parallel. we have inve51ed in building a strong and capable delivery team to support programrne quality, resilièntÈ. 2nd future growth. In addition. the availability of some unre$tri¢ted funding has ¢ontinued to provide finan¢ial stability into 2025 and beyond Our202312024 51rategy proved successful. allowing us 10 Strengthen ourfinancial position significanlty. We continued to apply this Strategic approach in 202412025, support8d by sustained funding through th& ARAP programme. whith has enabled us to further build and Stsbilise our *serves. As a ￿SUIt, we have now a¢hieved our long-term aspiration of holding al lea516 month5. Worth of full cos15 In unrestridecl ieserve5. However, while this m8A(s a significant milestone, we remain committed lo securing diverse and sustsinable funding $ources. Imlh theARAP prffjramme schedul&d lo concludè al the end of2025, we are proactively working to broaden our fvnding base and reduce reliance on any Single prograwme. By continuing to strengthen our fundra15ing activity and develop new partnerships, we aim to ensure finanual stsbility beyond ARAP and sustain our impactoverthe long Looking to the future.. strategic objectives for 20254 and beyond We continue lo implement our 2030 vision- lo help a117 10 9-year-olds living in deprivation exp8ri&nce Ihe benefits of Sport. However. while our strategic objectives remain un¢h2nged, thè Impact of past dismptions. parti¢ulady from the pandemic, means that the timescale5 for achiewng this vision will inevitabty extend. Al the same time, we will remain flexible in our approach. ensuring our programmes continue to adapt to meet the needs of each community. This includes piloting and refining eVIden￿-based Initiatives that align with our br08dÈr strategy. such as the Leaders of Fun programme. and our new Leadership & Employability Ex¢ellen¢e Programme. In addition, the d8livery 8nd n8tional reach of the ARAP programme represents an important step into new territory for the organisation. This work reflects 8 natural extension of our vision that sport should b& accessible to all. infor¢ing our belief in rts power to foster wellbeing, Inclusion. and community ¢ohesion. ￿gardleSS of bathground or circumstance. We now have a clearer understanding of what 1$ ￿qUIr￿ to st*ngthen our relationships with schools, sports provider5. venues, and funding partners. ilthile we are in a Strong position, we rectynize that there 15 always room for further growth and d8&per collaboration to enhance consistency, 8uslainability, and long-term impact in th8 communities we serve. will continue lo invest in the following CO￿ areas to achieve the growth we aspi￿ to in line with our 2030 Vis￿n. Capacity.. inv?81ing in our people, growing both our programme dèlivery and fundraising teams, and investing in technology trj improve effiuency SPORTINSPIRED LTD TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) FOR THE YEAR ENDED 31 AUGUST 2025 Impa¢l." upskilling s¢hools and Cither lo¢al assets, and developing products tu make ¢ommJnitie$ $elf-sJffi¢ient Organic growth". continuing to deliver programTne5 our5elve5. building our understanding of communities, needs before upskilling them Charity profile.. developing new marketing and communications method8 to grow our supporterbase, ra18e funds and position Sportlnspired as a pioneering leader in raising thildren's wellbeing Expansion and Inclusion." Building on the success of the ARAP programme, which has allowed us to extend our reach into new communities. This Initiative reinforces our commitsnenl to making sport acce88ible to all. u8ing it as a tool lo foster Integr2tion. wellbèing. and empowennent for those in nÈed Flnanclal ￿vIeW The Trustees acknowledge thatthe Covid-19 pand8mic had a significant impsct on the Charity's incoming resources, expenditure. and the fair value of its a88ets and liabilities. Vlfftile the most immedi8te effec18 of the pandemic have nowsubsided. ils legacy continues lo influence the broadereconomic environment in which the Charity operates. The Trustees have assessed the ongoing implication5 and are confident that the Charity has sufficient reserves and the operational flexibility nec*ssary lo adapt and continue its activit￿8 8U8t8inably into the foreseeable future. Al 31 August 2025, the charity held total funds of £761,000. all of which were unre511icted. Ihfithin these unre511icted funds, £250.000 has been designated by the trustees for th& development of the team and th& upgrading of systems. These designated fvnds are nvt available for general purposes and are expected to be utilised over the next three year5 a5 the charity invests in its people and infrastructure in line with 115 strategic plan5. The charity's f￿ reserves, being unrestrided funds exduding designated amounts, amounted to £511.000 at the year end. The trustees have sel a target minimum level of ffft oserves of £500,000. representing approximately six months of unrestricted operating ex￿ndIture. This level of reserves is consider8d appropriate lo ensur8 that. in the event of a significant drop In fvnding. the charity can ¢onlinue its Current a¢livitie$ while allernalive sources of Income are Secured. Al 31 August 2025. free reserves were £11,000 above the target lÈv&l. The trustees will continue to monitor reserves against this target and EVEW the planned use of designated funds to ensure that resou[￿S rernain aligned with the charity's objectiv&s. Perceived risks to Sportlnspired Troubled economic limes continue to hève a signrficanl impact on ttTre lives of the very people we are attempting to reach. Rising energy cost8 has put sports club8 8t risk. especially In the winter months. and the rising tosl of food is in some case forci￿ parents to choose between food and 5POrt for their children. We are not immune to this. Rising costs must be offset by increasing r8venue, and of course, th& impaet of the associated un￿rtain financial climate continues lo make it challenging for us lo secure funding from our corporate funders as well as Housing ￿soCIatiOns. The trustees have a8se8sed thè major risks to which the Charity 18 exposed and are Satisfied that Systems are in Pla￿ to mitigate exp05uie to the major risks. A5 a re5uII of the challenge5 in generating incorne. without SLrffioent mitigation we acknowledge there could be a significant risk lo our income and reseNes. The post Covid pandèmic cost of living cris18 Is affecting the funding availat>le for the Charty's work, even as demand increases. A series of e¢onomi¢ ts¢lors are limiting the funding made available by corporate partners. and au51erity and continued pressures on public finances are lirnibng funding available for the Charity from slalutory sourc&s. The Charity has implemented. and continue5 10 itnplement. è range of mitwating measures to Tnanage financial and operational risks. A CO￿ strategic priority r&main5 the continued growth and protection of unr&81ricled reserves in ordèr to strengthen long-lerm financial resi1￿nCe. Ihfith the ARAP prffjrammÈ 8ch&duled to conclude at th& Ènd of 2025, the Charity is actively managing this transition by broadening ils funding base and reducing reliance on any 8ingl& income stream. Bu8ines8 development 18 èmbedded 8cros8 thè organisation. with team8 contributing to income diver8ifit2tion through the developrnent of high-value network5, major donor5, and inslilutional partnerships. Maintaining and 51renglhening relationships with exi51ing funders. including repeat and multi-year support, remains a key miligant. supported by a SPORTINSPIRED LTD TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) FOR THE YEAR ENDED 31 AUGUST 2025 strong track ￿¢0[￿ of funder ￿tentiOn. In parallel, enhanced communications activity is being used to increase visibility. engagement, and pipeline development. Sportlnspired has a risk register, and reports to the Trustees on major risks. Given the nature of our woth, we tske Child prote¢b"on and safeguarding eXt￿melY seriously and ensure robust processes and pro¢edu*s to ￿d￿te the sk5 of any issues arising. All stsff complete safeguar(ling training on induction. and all volunteers are given safeguarding training at the start of their volunteering. There are written policies and procedur&5. which ar8 upjated as nece88ary and arÈ reviewed al most every ￿40 years All our employees have an enhanced DBS ched¢ upon stsrting their role and are rfrchecked every three years. Financially. the Charity currenuy operates thrO￿h a combination of a comm188ioned accountancy consultant and an intem31 programtne manager who regularfy inputs invoices and receip15. While it was originally the Charity'5 intention to r8cruil a dedicated internal financial expert lo support the CEO with regular oversight and analy8B of the Charity's financial admin181ration and perfornance, resourc& constr8in18 have made this unf&asible for now. However, we have successfully outsour￿￿ our financial admini5tralion to Upstreamly. which has helped alleviate p￿SSUre on programme managers and allowed ourfinancial processes lo run more smoothty and efficiently. Stsff ￿muneratIon Salariè8 arè set based on perceiv8d msrket rates for the level of ski118. expèrienee and responsibility required. Sportlnspired has a talented team of employees and strives lo achieve an efFective balanee of awarding remuneration which 15 affordable to the charity while enabling us to retain our highly talented staff. Vvhilst it 15 difficult lo understand reliably what'nomial. is for a charity of the size and scope of Sportlnspired, we have benchmarked salaries using publicly available salary benchmarf