KFC FOUNDATION
(WORKING NAME KFC YOUTH FOUNDATION)
KFC
YOVTII
@kf cyouthfoundationuk
www.kfcyf.org.uk
Registered charity number1163560 in England & Wales and SC046098 for Scotland
KFCYF Annual Report
2025

KFC
YOVTH
T￿E11(all[￿1[S
FOUNDATION
Period from 30 December 2024 to 31 December 2025
Off icers and Professional Advisors
YOUTH
Statements from Chair of Trustees
Trustees, Report
Independent Auditorfs Report
19
Statement of Financial Activities
22
Statement of Financial Position
23
Statement of Cash Flows
24
Notes to the Financial Ststements
25
Registered charity number1163560 in England & Wales and SC046098 for Scotland
KFCYF Annual Report
21r25

Legal and Foundation Information
Trustees
Damon Boughen (appointed 2 April 20251
Daniel Mark Carr
Jonathan Davies
James Fletcher (Chairl
Nichola Newman (Deputy Chair)
Claire Owen lappointed13 February 20251
Ella Smith lappointed 24 November 20251
Clara Snow
Michael Williams
Secretary
Louise Norris (Foundation Manager)
Orion Gate, Guildford Road, Woking, GU22 7NJ
Registered Off ice
Registered Charity Number
1163560 in England and Wales
SC046098 in Scotland
Advlsors
Principal Bankers
National Westminster Bank PLC
23 Brunswick Place
Brunswick Gate
S015 2AQ
Solicitors
BDB Pitmans
50 Broadway
London
SWIH OBL
Auditor
Buzzacott Audit LLP
130 Wood Street
London
EC2V 6DL
@kfcyouthfoundationuk
www.kfcyf.org.uk
KFCYF Annual Report
2025

KFC
YOVTII
STATEMENfFkllM (XOJR tFTrlLgtEES
Period from 30 December 2024 to 31 December 2025
2025 was a year of purposeful growth and transition for the KFC Youth Foundalion. We operationalised our services thro￿gh tfve opening of
our first Hub, scaling Ironlline activity and bringing our employability programrne, Hatch, in-house. Alongside this, we strengthened our
Community Grants Programme by aligning it more closely with our core impact priorities and invested significantly in the people, policies and
systems needed lo deliver sale, high-quality youth work at scale.
This progress IDok place against a challenging backdrop for the youth sectDr. Local aulhority spending on yDulh services remains severely
depleted, falling by approximately 73 /0 in England since 2010, with hundreds ol council-run youth centres closed and substantial workforce
losses. While recent government initiatives such as the Youth Guarante? and Youth Investment Fund signal renewed policy focus, the level of
need remains high. In November 2025,13.7 /0 of16-24-year-olds - around 946,000 young people - were not in education, ernployment or
training, underlining the coTrtinuing challenge of the transition from school to work.
The KFC Youlh Foundation remains closely aligned with the Governmenfs National Youth Strategy through its commitment to place-based,
comtllunily-led youth work, early intervention and youth empowerrnent. We invest in locally rooted organisations and deliver accessible youth
spaces that prioritise trusted relationships, wellbeing and progression, ensuring our work complements and strengthens the wider youth
system.
In April, we opened the first KFC Youth Foundation Hub in Middlesbrough. The launch was marked by strong engagement from local
sl8keholders, including MPS, youth organisations antt the Mayor. MDSI importantly, il was clear from the outset that young people were taking
ownership of the space, wilh parents already recognising the Hub as a vital local resource. Although the Hub had been open for only nine
months by the end ol the financial year, its irnpacl was already evident=1,895 engagements with young people through programmes,1,553
free meals provided, and 283 hours of youth work delivered.
At the end 012024, the Foundation was given the opportunity to directly deliver an ernployabilily programme. We are grateful lo the Yuml
Foundation and its Unlocking Opportunity Programme lor their generous support of approximately £500,000 across 2025126, enabling Hatch
previously delivered in partnership with UK Youth - lo be brought into the Foundation. Hatch supports young people lacing barriers to
sustainable employment by building skills and ollering paid work experience. Trustees agreed lo deliver the programme as a Iwo-year pilot,
recognisin￿ the 8dded value it brings to our overall offer. During 2025, we also began a partnership with the Department for Work and
Pensions to deliver Hatch in three additional locations. Over the year,115 young people engaged ITh the prDgramme', 62 /. progressed into
education, employment or training within three months ol completion, and 63 /0 were retained through to programme completiDn.
Our Cornmunity Grants Programme was also reviewed and refined during the year, with revised criteria introduced to strengthen alignment
with the Foundation's impact priorities. While 2026 will be the first year of delivery under the revised framework, 2025 was an exceptional
year for the programme. We received T12 applicalions, around double the number seen in previous years, and concluded the grant round by
investing £540,000 in180 organisalions.
I remain deeply impressed by our grant partners, youth workers and, above all, the young people they support. In the face of these
challenges, they continue lo demonslrale extraordinary agility, resilience and resourcefulness. Their advocacy lor young people and
determination to create pmpDwering environments is both humbling and inspiring.
To support the scale and pace of change across the Foundation, we grew our slafl team from four to twelve during the year. I would like to
thank this dedicated group of change-makers, whose commitment and professionalism have made Ouf achievements possible.
l am also delighted to recognise the exceptional support of KFC team members and the generosity of our wider cornmunity. Colleagues
across restaurants, head office and our franchise network have shown extraordinary comtnitment through everything from quiz nights to
skydiving, enabling the FoundatlDn to continue supporting inspirational orgallisalions across the UK.
Inally, my sincere thanks go to our Board ol Trustees. Their commitment and leadership have helped drive
the motllentum built over the past two years and underpinned the growth and transformation achieved in
2025. We were pleased to welcome Claire Owen, KFC Franchisee, to the Board in February., Damon Boughen
in April, bringing income generation and safeguarding expertise., and Ella Smith, KFC Chief Legal Officer, in
November 2025.
James Fletcher
Chair of frustees
KFCYF Annual Report
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
Trnstett. Report
The Trustees present their Annual Report and Accounts for the period ended 31 December 2025. In preparing ihis report and accounts the
Trustees have complied with the Charities Act 2011, the Foundation's Constitution and Accounting and Reporting by Charities.. Statement of
Recommended Praclicg ISORPI applicable to charities preparing their accounts in accordance with the Financial Reporting Standard
applicable in the UK and Republic ol Ireland IFRS1021.
The KFC Foundation (working name KFC Youth Foundation) is registered with the Charity Commission in England and Wales Inumber11635601
and the OSCR in Scotland (number SC0460981. Legal and other information relating lo the Foundation set out above lists the Trustees and
principal advisors of the Foundation and forms part of this report.
Structure, Governance & Management
Lganisational SlruElure
The Foundation is constituted as a Charitable Incorporated Organisation and, therefore is governed by a Constitution and has no share
capital.
rn
Trustees that have served through the period are natlled on page 3. The Trustee5 have been chosell for their comrnercial, community, lived
experience and charitable expertise, as well as their comrnitmenl to the aims and philosophy of the Foundation.
The Foundation is organised so that the Trustees meet five times annually to manage the Foundation's affairs. Trustees and new Trustees
are aware ol their duties to further the purposes of the Foundation, to ensure that the Foundation carries out ils purposes for the public
benefit and to act in the best interests of the Foundation by ensuring that resources are responsibly managed. The Trustees are a mix of
senior leaders in Kenlucky Fried Chicken IGreat Britain) Limited I"KFC"I, from the Franchisee community and externals with charitable
experience and Ihus have the appropriate skills and diligence to be acting as Trustees of the Foundation.
New Trustees are appointed for a term of three years and, in accordance with the Foundation's Constitution, are provided with a copy of the
current version of the Constitution and a copy of the Foundation's latest Trustees, Annual Report and statement of accounts Upon
appointment, as well as a copy ol the Charity Comrnission's 'Essential Trustee. guidance and offered the opportunity lo complete a Trustee
training course.
In addition lo five annual Boaid meetings we also have three committees which play a crucial role in the governance and management of the
Foundation., the Grant Making Committee, Finance Committee and Safeguarding Committee.
Key tnanagemenl personnel of the Foundation comprise the Trustees, Louise Norris (Foundation Manager), Kelly Read (Finance Manager) and
Jennie Barnes Ilncome Generator), who hold responsibility for the charitys strategy, governance and operational management. The staff
learn who SUPPDrts Louise has grown in the year, from three staff Members to12. Three ol these staff are contracted ID KFC with their salary
recharged to the Foundation. Since 2022 only 55 % of Louise's salary costs are cross charged to the Foundation as a result of her managing
projects for the KFC brand in addition to managing the Foundation.
Objectives & Activities
The Foundation's main purpose is to support charitable activities for Ihe public benefit, as deterrnined by the Trustees, with a particular
focus on advancing in life and relieving the needs of young people.
A summary of the activities that the Foundation has carried out in pursuance of ils principal objectives can be found below.
KFCYF Annual Report I
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
The KFC Youth Foundation's vision is of a world where every young person is empowered to overcome barriers, raise their aspirations and
fulfil their potential as the leaders ol the future. Our mission is to empower young people across the UK to build positive futures by
creating sale and supportive spaces, helping them unlock talent, develop life skills, access mentoring and improve their chances ol
gaining meaningful employment. We do this through grant making, operating youth hubs and delivering Hatch, our employability
piogramme.
In 2025, we also worked together as a team to develop a new set of organisatiollal values. fhese values now play an importanl role in
shaping our culture and were ernbedded into the performance mana9ernent Irarnework we introduced, helping define not only what we
want to achieve as an organisation, but how we work together to achieve it.
Our values
Colaboralive
We work together by listening openly, sharing ideas generously and building relationships based on trust and respect. We make decisions
with young people, not for them, and bring honesty, kindness and shared purpose to our work with colleagues, communities and young
people alike.
Ac¢ountable
We take responsibility for our work and for the part we each play in achieving our shared goals. We create an environment where every
voice matters, where people feel trusted and supported, and where everyone is encouraged to lead with honesty, purpose and care.
Positive
We bring energy and enthusiasm to everything we do, creating a workplace where people feel connected, supported and motivated. We
celebr8le success, encourage one another and recognise that positivity helps build stronger teams and belter outcomes for young people.
Enyowerimj
We believe in giving both colleagues and young people the tools, support and opportullities they need to grow in confidence and fulfil their
polenlial.11 is not about having all the answers, but about creating the conditions in which people feel seen, sUPPOrted and able lo thrive.
These values can be seen in different ways across the organisation, whether people are learning, living, leading or championing them in
their day-to-day work.
Over the course of 2025, the KFC Youth Foundation experienced a period of significant growth and transformation. Having previously
operated Solely as a grant-making charity, the Foundation took an important step forward by opening its first Youth Hub in Middlesbrough,
expanding both ils reach and its direct support for young people. Alongside this, our grant making, Hatch programme and fundraising
activity all continued to grow, reflecting a year of increasing arnbition, wider impact and a more diverse model ol delivery.
To support this rapid development, the Foundation invested in building organisalional capability and capacity,. with new roles
strengthening delivery across all areas of the Foundation and supporting the development of an executive team. We also tendered for alld
implemented a new Salesforce CRM systern to improve data rnanagemenl and impact reporting for both the Youth Hub and the Hatch
programme. supported by the appointment ol a temporary Senior Technology and Business Analyst to help ernbed the system successfully
across the organisation.
This prDgress has been made possible not Dnly by our slafl team, bul also by the many volunteers who support activity across the
FoundatiDn, including sessional work in our youth clubs, and by colleagues from KFC who generously give their lime and expertise. Their
support ranges froffl helping make grant decisions to advancing our use of Al, reducing adtninislrative burden and enabling us to focus
more ol our resources on delivering meaningful impact.
KFCYF Annual Report |
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
Community Grant Making Programme
In 2025, the KFC Youth Foundation continued to grow as both a service delivery organisation and a financial partner to communities across
the UK. While the Foundation expanded ils overall offer during the year, the Community Grants PrDgramme remained central lo our mission
of supporting young people aged 11-25 who are experiencing economic disadvantage. The programme continues to focus on small,
grassroots yDulh organisalions that are deeply rooted in their comrnunities and best placed lo respond lo local need.
As the Foundation evolved, 2025 provided an important opportunity lo reflect on our existing programmes, including grants, and ensure they
continued to align with our wider strategy, mission and Vision. This review reaffirmed the importance of grant rnaking as a vital form of
financial partnership with local organisations, complementing our growing service delivery work and helping us reach young people where
support is needed most.
This was also a significant year of development for the Community Grants Programme. We delivered our first full year of two-year grants,
giving funded Drganisalions greater stability and confidence lo plan ahead. At the sarne time, the annual grallt valup increased lo £3,000 in
recognition of rising costs and the continued financial pressure lacing grassroots youlh organisalions.
800+ applications
received
180 grants paid
£540,000 paid out
During the year, the Foundation paid a record-breaking £540,000 lo organisations across multiple grant cohorts. This included 34
organisalions receiving a £3,000 one-ye8r grant in 2025. A further 78 organisations received the first year of a new two-year grant, with
£3,000 paid in 2025 and a further £3,000 committed for 2026, subject to satisfactory reporting. We also paid second-year instalments to
organisations first funded in 2024, who received £2,500 in their first year and £3,000 in 2025. Together, this tnade 2025 the first year in
which the Foundation delivered two-year grant funding at scale.
Funded organisations supported young people facing financial disadvantage and reduced access lo opportunity, including those affected by
poverty and wider structural inequalities. While c5elivery models varied, common themes included mentoring and trusted adult support,
employability and skills development, and creating safe, inclusive spaces where young people could build confidence, skills and aspiration.
Demand for the Community Grants Programme reached a record high in 2025, with more than 800 applications received. This level of
demand reflects both the growing need among young people and the importance of flexible funding for small, CDmmunity-based
organisalions. Applications once again lar exceeded available funding, underlining the need lor a robust and consistent assessment
proce&%. Priority continued to be given to organisatlDns that could clearly demonstrate their understanding of the financial barriers lacing
the young people they support.
Alongside grant awards, we continued to strengthen the way we cornmunicate and engage with funded partners. Clear guidance, accessible
information and transparent criteria remained a key parl of this work, helping organisalions understand both what the Foundation can fund
and where we may not be the right lil. Feedback from grantees has reinforced the value of this approach, with one partner describing the
Foundation as oflering'a modern, flexible approach to grant making..
KFCYF Annual Report | 7
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
Community 6rant MakiNJ Proyramm•
Inunity
Inunity were delighted to receive
f unding f rom the KFC Youth
Foundation. The flexibility of this
grant has been particularly
valuable, enabling us to respond
quickly and appropriately to the
emerging needs of young people.
JPjoineLI Woodpecker Court 0118 ofler u long period of disengllgemenl
fmm educolion. He wt7S withdrLTwn, locked confidence, Lrnd struggled to
tlend or inlerocl, shoped by previous troumu ond low self-esteem.
With a reduced tiffletuble, trusted one-to-one support ond close work with
his family, JP grLTduolly re-engoged. He occessed counselling ond coreers
guidunce, und o key turning point come through supported work
experience in Woodpecker Cotjrys cofe, funded through field lo Fork. This
helped him build confidence, routine ond sociol skills.
JP progressed from Intry Level I to Entry Level 3 in English and Moths ond
is now working lowords Level I quulifications. He is prepuring to study
Computing ot college, demonstmling how the right environment con
re-enguge and empoweryoung people.
Woodpecker Wood
This flexibility also enables our project
workers lo be more responsive and
adaplable to the changing needs of the
young people we support. Rather than
being constrained by rigid project
budgets, unrestricted funding empowers
us lo adjust our approach, offer timely
interventions, and provide holistic,
person centred support that reflects the
real-world challenges young people lace
1125 CIC
KFCYF Annual Report |
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
Youth Hub Middlesbrough
The KFC Youlh Foundations Middlesbrough Youth Hub officially Dpened its doors in April 2025 following refurbishmenl. The opening was
marked by a launch event attended by local MP Andy McDonald, councillors, community partners, local youth organisations and KFC
representatives, followed the next day by a community celebration where the Hub welcomed young people and their families inlo the space.
Since opening, the Hub has provided a safe, supportive and engaging environment for young people in the local community. Through a
growing range of prDgrammes and parlnerships, il has created opportunities lor young people lo build confidence, develop life skills and
access positive activities.
One of the most important developments this year has been the creation of a Youth Leader Group, helping to ensure that youth voice is
embedded across the Hubs Work. The group gives young people the opportunity to shape decision-making, share ideas and influence the
activities on offer. This has strengthened participation and helped ensure that the Hub continues to reflect the interests and needs of the
young people il serves.
Our Monday Night Youth Club remains one Df the HubÈ core weekly offers and is now operating al full capacity, with up lo 32 young people
attending each week. These sessions provide a structured but welcorning space where young people can take parl in sports, games,
discussions and social activities while building positive relationships with their peers.
We have also continued lo work closely with local schools lo deliver our Screen lo Spoon programme, encouraging young people to develop
healthier habits through practical cooking and wellbeing activitie&
Alongside this, the Hub has delivered a number of rnore largeled programmes designed to respond to different needs and interests. These
include Level Up, a boys. group focused on idenlily, wellbeing and personal development, and Girls Rising, which has been delivered in three
local schools as well as through a dedicated girls, youth club.
Our BeyoTrd Mentorship programme has Continued to provide one-lo-one
support fDr young people referred by social services, Early Help teams, schools,
parents and carers. Through mentoring and tailored support, the programme
works with young people facing additional challenges, helping them lo tsuild
resilience, confidence and tllore positive pathways for the fL(ture.
It can be dillicult raising teenagers in the area
as thRre¥a lot going on in the community.
Knowing my son has somewhere safe lo go
where he's supported, having fun, and learning
ew things gives me real peace of mind. The
youth hub has become a place where he can
grow and be himself.
The Hub also hosted the Mic Drop programme in partnership with KFC and
Bauer Academy, creating creative opportunities in media and cornmunication.
As part of the programme, parlicipanls travelled lo London to visit the Kiss FM
studios, offering an inspiring opportunity lo explore potential career pathways.
In addition to stiuctureii programmes, the Hub has conlinued to offer drop-i
wellbeing sessions and holiday activities and food provision during scho
holidays. These ses510ns provide sale spaces lor young people to socialise,
access support and take part in PDSltive activities. Our Stay and Play se&%iDns
havp also crealEd opportunities for younger children and families to engage
with the Hub in a welcorning community setting.
KFCYF Annual Report |
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
Youth Hub Middlesbrough (continu￿)
Over the course of the year, the Middlesbrough Youth Hub recorded more than1,895 interactions with young people and served1,553 meals
through its programmes and holiday provision. We also worked in partnership with more than 60 Drganisalions, schools and community
groups, helping to strengthen local support networks and widen opportunilies for young people.
These achievements have been made possible through the commitment of stsff, VDlunteers and partner oryanisations, all working together
to create a safe, inclusive and ernpowering environment. The FoundatlDn remains committed to building on this momentum and ensuring
that young people in Middlesbrough can continue to access the support, opportunities and encouragement they need to thrive.
1,895 interactions
1,553 meals
60 partner
organisations
with young people
served
My daughter loves
cuming to the hub,
its a safe place for
her to make new
friends.
I can have fun,
learn new stuff,
p and just be me.
KFCYF Annual Report | 10
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
The Halch Programme
Hatch supports young people who are not in education, employment 01 training to lake practical, supported steps towards work. Through
employability training, workplace insight and strong employer partnerships, the programme helps young people build confidence, develop
skills and access four weeks ol paid work experience.
Originally established in 2D22 through a partnership between KFC and UK Youth, Hatch entered a new phase at the end of 2024 when the
Foundation took on direct delivery of the programme. We are grateful to the Yum! Foundation and its Unlockintj Opportunity Programme
for its generous support ol approximately £500,000 across 2025 and 2026, enabling Hatch to be brought into the Foundation. As a result,
2025 became a year of growth, learning and evolution as we built on the journey KFC had started and worked towards a sustainable Model
for long-term impact.
To strengthen consistency and quality across delivery, we invested in the core foundations of the programme. A dedicated Employability
Co-ordinator was appointed to support young people, delivery partners and employers. We also worked with external learning and
evelopment specialists to design our own employability workshops and resources. lrnportanlly, we sought feedback from delivery
partners and former Hatch participants lo help shape the content, ensuring that sessions reflected real workplace experiences, challenges
and aspiration&
In 2025, we also implemented Salesforce Nonprofit Cloud to improve the way we manage progiammes and understand their impact. For
Hatch, Ihis has streamlined programme management, irnproved data quality and reporting, and strengthened our ability to track longer-
term outcomes lor young people. Further developrnent is planned in 2026 to make the system easier for external delivery partners to use
as the programrne continues to grow.
Hatch launched lor the year in June 2025, with cohorts delivered in Manchester, Blackburn, Burnley and Middlesbrough, alongside
additional delivery in Liverpool, Essex and East London through our partnership with the Department for Work and Pensions IDWPI. Across
2024-25, 99 young people completed the piogramme. Feedback from participants has been especially encouraging= 98 1¢ rated Hatch as
excellent or very good, young people rated KFC 4.2 out of 5 as a place to work, and self-reported wellbeing improved following the
programme.
At the three-month follow-up point, 62/. of young people had
responded, 56 /0 were no longer NEET, and 44 /0 were actively seeking
employment or other positive opportunities. These early outcomes are
encouraging and reflect the value of practical support, trusted
relationships and meaningful workplace experience.
he people I work8d with
wa*very friendly and I
learnt a lol during my
lime there, I honestly
would love lo slay here
Supporting young people into future opportunities has remained a
priority throughout the year. Through Hatch, the Foundation has worked
to CDnnect young people with employrnent opportunities while helping
them develop the skills, confidence and experience needed to take their
next steps.
99 young people
completed Hatch
98 /0 rated Hatch
Yoseph storted Holch with low confidence in customer-
focing work bul quickly grew in confidence,
communicution, leumwork through his plocemenl. He
became u reliable, molivuted leom member ond ochieved
strong results, including generoting128 Google review&
Hisjourney shows how support ond work experience con
quickly improve confidence und employobility.
excellent or v. good
Improved wellbeing
reported post Hatch
HATCH
KFCYF Annual Report l 11
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
The Hatch Programme (conlinuod)
Alongside core Hatch delivery, we piloted a new model in partnership with the DWP. The DWP-lunded programme supported 26 young
people across Liverpool, Essex and East London, with 52 /¢ securing employment after completing the prograrnme. The pilot yave us
valuable insight into how Hatch can be delivered in different ways, how it might reach more young people cost-effectively, and how the
rnodel can scale withoul losing quality or impact.
Employer engagement continued to play a central role in Hatch's success. Encouragingly, 95 /0 ol Restaurant General Managers said they
would recommend the programme. Reported benefits included pride in giving back lo the community, improved diversity and inclusion,
stronger leadership development and the opportunity to build a future talent pipeline. Employer partnerships also led to tangible
prDgression oulcornes. One young person who completed work experience with Daisy Communications went on to secure an
apprenticeship with the business, demonstrating Hatch's potential lo support young people into sustained employment.
Presley completed a work experience plocen7enl ot Iliddlesbrough Youth
Hub, where she built her confidence and showed stmng polentiul in un
odmin setting. The experience helped her feel fflore confident soci(Jlly onLI
in her obilities, especiolly ofler being out of work forseverulyeors.
Becouse of the positive impression she mLrde, she isjoining the teom in Lln
Adfflinistrution Assistont role. Herjourney shows how the Holch
pmgramme helps people gain confidence, workploce experience, and
progress in
employment.
It was enjoyable and
-helped build
confidence and was a
really nice work
environmenL
KFCYF Annual Report | 12
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
2025 marked a major milestone lor the KFC Youth Foundation=10 years of
supportiny young people across the UK. It was a moment lo celebrate a
IOMILLIOI,. -,,-,:,,.
RAISEDIo' J
Thanks to the continued generosity of customers, franchisees, learns and
suppliers, the Foundation also reached an incredible achievemenL
YEARS
OF FEEDING
POTENTIAL
£10 million raised since it began.
This anniversary year became our biggest fundraising year yet, with record-breaking support from
colleagues, customers, franchise partners and suppliers. Together, these efforts helped us raise more
funds than ever before and reach more young people across the UK.
Customer giving remained a cornerstone of our fundraising success. The £1 on Buckets campaign
once again played an important role, raising an additional £254,000 between15 and 21 September
while also helping to build awareness ol the impact that small acts ol giving can have. Oonations
made through the KFC app and in-reslaurant kiosks also continued to grow, with more customers
choosing to add a contribution 81 checkout. These simple and accessible donation points are now an
irnportanl part of our long-term fundraising model and continue to make a meaningful contribution lo
annual income. Cash donations in restaurants also remained a valued source of support.
WE'RE DONATING
£1 FOR EVERY
Our franchise partner5 played a vital role in reaching this year's rnilestone. Their contributions included product donations, such as 5p
Irorn every bucket sold throughout the year, as well as a wide range of restaurant-led fundraising activity. From skydives and cricket
matches ID walk-a-thons and other local challenges, franchisees and restaurant teams brought energy, creativity and commitment to
supporting the Foundation. Their collective efforts helped push us past the £10 million mark and demonstrated the strength of the wider
KFC community.
Suppliers also continued to makE a valuable cnnlribution in 2025. Long-standing partners including Mccormick and Shoes For Crews
supported the Foundation through a mixture of financial donations and gifts in kind. These included assets lor the Youth Hub such as coffee
machines, podcasting equiprnent, maintenance contracts and uniforms for Hatch candidates. This support helps us strengthen delivery,
extend our reach afid engage wider networks in backing young people.
Restaurant Support Centre colleagues and restaurant tearns also played an important parl in fundraising throughout the year. Contributions
came through KFC events including the Bolos, RGM Fest and the Franchisee Awards, as well as Tap ID Donate trials and leam-led initiatives
such as sponsored challenges and bake sales. As well as raising important funds, these activities helped build awareness of the Foundations
work and strengthened a shared culture of support across the KFC family.
KFCYF Annual Report | 13
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
Plans for the Future
2025 was a year of siqnificant growth and transition IOT the Foundation. By expanding our service delivery, growing organisational
capability and investing in strong foundations, we have put ourselves in a much slronger position for the future.
As we move into 2026, one ol our first priorities is a trustee away day, creating space lor the Board to gel lo know one another belter and
reflect on how trustees can best support the Foundation. This will include considering what the executive learn needs most frorn the
Board, how trustees can contribute across support, stretch, stewardship, strategy and scrutiny, and how individual skills can be used
most eflectively.11 will also be an DPPOrtunity lo agree clear ways of working for the future.
For grant making, our locus in 2026 will be on continuing to streamline processes, reducing administrative burden and ensuring that
funding continues lo go where it can have the greatest impact, in line with the Foundation's mission anl vision. This will help ensure that
the Community Grants Programme continues lo reach the organisations, communities and young people who need it most.
For Hatch, learning from the DWP pilot has already shaped an agreed delivery model and plan lor 2026, including direct delivery Of pre-
employability modules by our learn, both in person and online, for young people identified through Jobcentre Plus.
Meanwhile, the Middlesbrough Youth Hub is sel to expand its delivery, supported by National Lottery funding to increase youth worker
hours. This will enable the development of new programmes and help us begin laying the groundwork for a second Hub in 2027.
Our 2026 commitments:
EXECUTION OF ROAD
MAP FOR HUB OPENING
#2 IN 2027
EXECUTION OF GRANTS &
POSITIONING TIIE
FOUNDATION AS A
COrflllTTED FUNDER
POSlmOllllilB k8TH£ PRO4IDER
OF QUALI1¥ ¥OUIHS£RYICES
LOCALLY
10 nlXllllSEIttPACI ONNOIING
PEOPLEIN lllDDLESBROU6H
DEVELOP ThE
FOUNDA TION AS AN
EnpLOYER OF CHOICE IN
EnBEDDING YOUTH
THE SECTOR
PERSPECTINE INTO ￿.-
STRATEGY & DELINERY
DEIIVERYAIID
susr4111A8ILITYOF
NA TCH1112027
,1: UIIIFIED IIIPACT
FRAnEWORKFOR
TAEFOIIWDAriow
KFCYF Annual Report I
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
The Trustees confirm that they have referred to the guidance set out in the Charity Commission's general guidance on public benefit when
reviewing the Foundation's aims and objectives. The benefils are clearly sel out in the section above.
The Trustees review Ihe Foundation's activilies against its aims and objectives on an ongoing basis and are satisfied that all activities
continue to be related to the Foundation's purpose. The beneficiaries are vulnerable younq people, primarily from deprived backgrounds,
who are at risk of dropping out of education, becoming involved in gangs, lack a stable role model, are slruqgling to find employment and
are likely lo continue the cycle of poverty. The charities we make grants to and our own Service Delivery seek lo mitigate against these by
providing safe spaces, rnentoring, counselling, training and education.
Income increased significantly in the year to £2,219,16212024: £1,165,6421
reflecting a period of substantial growth. DDnat10ns included £512,933 from
Yuml and £180,767 from KFC lo support the integration of the Hatch
programme inlD the Foundation and inveslrnent in inlraslruclure lo
enable this expansion.
Product contributions increased by 26 /., tiriven by the increased
contribution ol £1 per bucket sale during the fundraising week in
September. Cash donations made at counters decreased by10 /,
while donations via kiosks, the website and app increased by13Y.,
reflecting the continued shift away from cash-based Iransaclions. The
Foundation also benefited from gilts in kind totalling £103,078 and
increased income from fundraising events of £28,931 compared to the prior year.
32*
Expenditure increased to £1,354,94612024= £579,6151 This reflects an
extraordinary year of growth, including the opening of the charitls first
youth hub, the integration Df the Hatch employability programrne, and
the award of180 grants. In addition, staff nurnbers increased from four
to twelve during the year, and investment Was made in strengthening
internal operations and governance to support the Foundation's
expanded activities and future growth.
Investments
The Foundation does not hold any long-term investments and funds are held prirnarily in Natwest bank accounts, in line with the trustees,
approach to managing financial risk and maintaining apprDpriale liquidity. During 2025, the trustees held Dver £lm of the charitls cash
reserves in a 95-day deposit account with Nalwesl, enabling the charity lo earn interest on surplus funds while retaining access to cash lo
mpet planned expenditure.
Looking ahead, during 2026 the trustees intend to place a greater proportion of available cash in deposit accounts with appropriate
regulated institutions, with the dual objectives ol earning improved interest returns on surplus funds and spreading counterparty risk, in
line with the Foundation's treasury management policy.
Reserves
The trustees review the charitls reserves policy annually lo ensure it remains appropriate to the scale, nature and risks of the
Foundation's activities. During Ihe year, the policy was reviewed and a target range for free reserves equivalent to between three and six
months of budgeted expenditure was agreed. Based on the 2025 budget, this represents a target range of £412,00010 £824,000.
At the year end, the Foundation's lotal funds amounted to £2,844,640, comprising restricted funds of £472,845 Isee note121, designated
funds ol £931,000 (see nole131, and unrestricted general funds of £1,440,795.12024.. £1,980,424 total funds, comprising restricted funds of
£16,140 and unreslricteé general funds £1,964,284)
KFCYF Annual Report |
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
Designated funds of £931,000 have been set aside by the trustees lo support the Foundation's future strategic plans, including the
second year Df operating the Middlesbrough youth hub, the provision of year two grant funding in 2026, and the planned opening of a
second youth hub in 2027.
After adjusting unrestricted funds ID remove fixed assets, the Foundation's free reserves at the year elld were £1,279,664, representing
approximately nine months of expenditure based on current budgeted levels. The trustees recognise that this level of free reserves is
above the agreed target range. However, they are satisfied that this position is appropriate in the context of the charit￿$ planned growth,
and expect free reserves to be drawn Upon from 2027 onwards as expenditure increases following the opening ol the second youth hub
The tTuslees consider this reserves position to be consistent with the Foundation's strategic plan and reflective of prudent financial
management during a period ol continued expansion.
The Trustees have considered the major governance, operational, financial, external, compliance and safeguarding risks, which the
Foundation faces and ensured that those risks are regularly reviewed and mitigating steps taken as necessary.
Thp risks that would have the highest impact ID the operation of the Foundatlon are..
Hiligating Acti￿S
Decrease in income either as a result ol having one principle lunder or from
the pressure ol high street sales.
Recruited an IncoTne Generator ID explorp diversity uf income.
Exploring other fundraising avenues that are Iw reliant on a donor
physical presence in KFC reslauranls.
Review donations made in every restaurant on 8 regular basis to
identify trends l anomalies.
Strict payment deadlines lor recovering donations from Franchisees.
Inability lo separate charity funds from Franchisee lund&
Financial sustainability DI operating yDUth hubs and the EmplDyment DI yDUth
worker&
Monitoring of monthly management accounts and cashllow forecasts.
Monitor ol resprves policy.
Reviewing income generation opportunities.
Robust safeguarding policy in place and regularfy reviewed, including
practices around recruilmenl ol stall and volunl8er&
Regular training in safeguarding lor stall and voluntper
Establishment ol a safeguarding commiitee and appointment ol a
Designaied S8leguarding Lead.
Salequarding policy ol organisalions we fund reviewed.
Salequarding incident&
KFCYF Allnual Report i 16
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
The Foundation's approach lo fundraising is to predominantly use its relationship with KFC, ils employees and guests lo raise funds
through the sale of products and fundraising activities. The Foundation does not carry Dul street fundraising, nor does it undertake
fundraising rnail shots or telephone canvassing. The Foundation does not engage professional fundraisers or commercial participators
other than KFC and its franchisees, and no fundraising activities are carried out on behalf of the charity by third parties.
The Foundation works closely with KFC to ensure that all fundraising activities comply wilh best practice and are carried oul in a
responsible and ethical manner. Fundraising activity is monitored by the trustees of the Foundation, and any fundraising complaints are
reviewed by them. No fundraising complaints were received during the financial year 2024125. The FoundatlDn is committed to protecting
the public, including vulnerable people, from unreasonably intrusive or persistent fundraising approaches or any undue pressure lo donate.
Although the Foundation is not a member ol a voluntary fundraising regulatory scheme, the trustees ensure that fundraising activities
adhere lo recognised best practice and relevant legal and ethical standards.
Product contributions are charged to KFC and its franchisees in respect of all sharing buckets sold. All franchisees operate under a
franchise agreement with KFC and are required lo sell core menu iterns in their restaurants. It has been agreed belweeTh KFC and its
franchisees that a donation of 5p is made to the FoundatioTh for each sharing bucket sold. Under the terms ol the franchise agreement,
KFC has certain rights where debts are due lo KFE or other suppliers and partners.
The Foundation has direct access to KFC'S reporting systems, which provide data relating lo sharing bucket sales, customer kiosk
onations, customer donalions via the KFC website and app, and the amounts banked frorn countertop donation boxes. Countertop
onations are monitored by the Foundation to ensure that all restaurants are banking customer donations appropriately, and KFC and its
fianchisees are followed up regularly where necessary.
Stalement of Trustees. respDnsibililies
The Trustees are responsible lor prepaiiny the Trustees. report and accounts in accordance wilh applicable law and United Kingdom
Accounting Standards (United KingdDm Generally Accepted Accounting Practicel.
The law applicable lo charities in England and Wales requires the Tnjslees to prepare accounts for each financial period which give a true
and fair view of the stale Of affairs ol the charity and of the income and expenditure of the charity for that period. In preparing the
accoullts the Trusteps are required to-
select suitable accounting policies and then apply thern consistenlly.,
observe the methods and principles of Accounting and Reporting by Charities: Statement of Recommenéed Practice applicable to
charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and
Republic of Ireland IFRS1021,
make judgements and estimates that are reasonable and prudent.,
stale whether applicable United Kirbgdom Accounting Standards have been followed, subject lo any material departures disclosed and
explained in the accounts., and
prepare the accounts on the going concern basis unless it is inappropriate to presume Ihal the charity will continue in operation.
The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy al any time the financial
position ol the charity and which enable them lo ensure that the accounts comply with the Charities Act 2011, applicable charity (Accounts
and Reports) Regulations, and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and
hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
KFCYF Annual Report | TI
2025

KFC
YOVTII
Trus￿REPoRT
Period from 30 December 2024 to 31 December 2025
Provision of inforniation lo audilor
So lar as each Trustee is aware:
there is no relevant audit information ol which the Foundation's auditor is unaware., and
the Trustees have taken all steps that they ought lo have taken lo make themselves aware of any relevant audit information and to
establish that the auditor is aware of that information.
Approval
This report was approved by the Trustees on 30 June 2026 and signed on its behalf.
JAMLS Fldd
James Fletcher
Chair of Trustees
For further information contact-.
KFC FOUNDATION
Orion Gate, Guildford Road, Woking, GU22 7NJ
@kfcyouthfoundationuk
www.kfcyl.org.uk
Registered charity number1163560 in Enqland & Wales and SC046098 for Scotland
KFCYF Annual Report | 18
2025

KFC
YOVTII
INDEFfNDDifAULVttffs roiJRTTOIHE
11
Period from 30 December 2024 to 31 December 2025
Opinion
We have audited the accounts of KFC Foundation (the 'charitll for the period ended 31 Decernber 2025 which comprise the statement of
financial activities, th8 balance sheet, the slalemenl ol cash flows, the principal accounliny policies and the notes lo the accDunts. The
financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards,
including Financial Reporting Standard102 The Financial Reporting Standard applicable in the UK and Republic ol Ireland, Iunited Kingdom
Generally Accepted Accounting Praclicel
In our opinion, the accounts..
give a true and fair view of the stale ol the chariws affairs as at 310ecember 2025 and of its incoming resources and application of
resources for the period then ended.,
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice., and
have been prepared in accordance with the requirements of the Charities Act 2011, the Charities and Trustee Investmenl Iscotlandl
Act 2005, and regulation 8 01 the Charities Accounts IScDllandl Regulations 2006.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our rEsponsibilitlES
uThder those standards are further described in the auditorfs responsibilities for the audit of the accounts section of our report. We are
independent of the charity in accordance with the ethical requirements that are relevant to our audit of the accounts in the UK, including
the FRfs Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these iequirernents. We believe that
the audit evidence we have obtained is sufficient and appropriate lo provide a basis for our opinion.
Conclusions relating to going concern
In auditing the accounts, we have concluded that the trustees, use of the going concern basis ol accounting in the preparation of the
accounts is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating lo events or conditions that, individually
or collectively, may cast significant doubl on the charitfs ability to continue as a going concern for a period of at least twelve months from
when the accounts are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this
report.
Other information
The other information comprises the information included in the annual report, including the trustees, report, Dther than the accounts and
our auditorfs report thereon. The trustees are responsible lor the other information Contained within the annual report. Our opinion Dn the
accounts does not cover the other information and we do not express any form of assurance conclusion thereon.
Our responsibility is lo read the other information and, in doing so, consider whether the other information is materially inconsislenl with
the accounls or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such
material inconsistencies or apparent material misstaternents, we are required to determine whether this gives rise to a material
misslalemenl in the accounts themselves. If, based on the work we have performed, we conclude that there is a material misstatement of
this other inforrnation, we are required lo report that fact.
We have nothing lo report in this regard.
KFCYF Annual Report 1 19
2025

KFC
YOVTII
INDEFfNDDifAULVttffs roiJRTTOIHE
11
Period from 30 December 2024 to 31 December 2025
Matters on which we are required to report by exception
In the light ol the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not
identified material misstalemenls in the trustees, report.
We have nothing to report respect of the following matters in relation to which the Charities (Accounts and Reportsl Regulations 2008
and the Charities Accounts Iscotlandl Regulations 2006 require us lo report to you if, in our opinion:
the information given in the Iruslees, report is inconsistent in any material respect with the accounts; or
sufficient and proper accounting records have not been kept., or
the accounts are not in agreement with the accounting records., or
we have not received all the information and explanations we require for our audit.
Responsibilities of trustegs
As explained more fully in the trustees, responsibilities statement set out on page17, the trustees are responsible for the preparation of
the accounts and lor 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 accounts that are free from malprial misstatement, whether due to fraud or error.
In preparing the accounts, the trustees are responsible for assessing the charills ability to continue as a going concern, disclosing, as
applicable, matters related lo going concern and using the going concern basis of accounting unless the trustees either intend lo
liquidate the charity or to cease operations, or have no realistic alternative bul lo do so.
Auditorfs responsibilities for Ihe audit of the accoun1$
We have been appointed as auditor under section 144 of the Charities Act 2011 and section 4qIXcl of the Charities and Trustee
Investment (Scollandl Act 2005 and report in accordance with those Acts and relevant regulations made or having effect thereunder.
Our objectives are lo obtain reasonable assurance about whether the accounts as a whole are free from material misstaternent. whether
due lo fraud or error, and lo issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, bul is
not a guarantee that an audit conducted in accordance with ISAS IUKI will always delect a material rnisstatement when it exists.
Misslalemenls can arise frorn fraud or error and are considered rnaterial if, individually or in Ihe aggregate, they could reasonably be
expected to inlluence the economic decisions of users taken on the basis of these accounts.
Irregularities, including fraud, are instances of non-campliance with laws and regulation& We design procedures in line with our
responsibilities, outlined above, to delect material misstaternents in respect Df irregularities, including fraud. The exlenl to which our
procedures are capable of detecting irregularities, including fraud is detailed below=
In identifying and assessing the risks of material rnisslatement in respect of irregularities including fraud and non-compliance with laws
and regulations, our procedures included the following:
We Dblained an understanding ol the legal and regulatory frameworks applicable to the charity. We determined that the following
laws and regulations were most significant: Charities Act 2011 & 2022, the Charities and Trustee Investment Iscollandl Act 2005, and
regulation 8 of the Charities Accounts (Scotlandl Regulations 2006.
We assessed the susceptibility of the charitls financial statements to material misstalemenl, includiny how fraud miyht occur, by=
Makiny enquiries to manayernent as to their knowledge of actual, suspected and alleged fraud. We corroborated these views by
our review of Trustees, minutes.
Considering the internal controls in place to mitigate the risks of fraud and non-compliance with laws and regulation
To address the risk of fraud through management bias and override of controls, we..
Performed analytical procedures lo identify any unusual or unexpected relationships., and
Tested journal entries to identify any unusual transactions.
KFCYF Annual Report | 20
2025

KFC
YOVTII
INDEFfNDDifAULVttffs roiJRTTOIHE
11
Period from 30 December 2024 to 31 December 2025
In response to the risk of irregularities and non-compliance with laws and regulatiDns, we designed procedures which included, but were not
limited to:
Reading the minutes ol meetings of those charged with governance., and
Enquiring with managernent as to the presence of any aclual or potential litigalions or claims.
There are inherent lirnitations in our audit procedures described above. The more removed that laws and regulations are from financial
transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required
lo identify non-compliance with laws and regulations lo enquiry ol the trustees and other management and the inspection ol regulatory and
legal correspondence, if any.
Material misstatements Ihat arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate
concealment or collusion.
A further description of our responsibilities for the audit of the accounts is located on the Financial Reporting Council's website at
www.frc.org.uklaudilorsresponsibilitie& This descriptioTh forms part of our auditorfs report.
Use of our report
This report is tllade solely to the charitls trustees, as a body, in accordance with Part 4 Df the Charilies (Accounts and Reports) Regulations
2D08. and Regulation10 of the Charities Accounts (Scotlandl REgulalions 2006. Our audit work has been undertaken so that we might slate lo
the charitls trustees those matters we are required to stale to them in an auditorfs report and lor no other purpose. To the fullest extent
permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charitys trustees as a body, for our
audit work, for this report, or for the opinions we have formed.
Buzzacolt Audit LLP
Statutory Auditor
130 Wood Street
London
EC2V 6DL
01 July 2026
Buzzacolt Audit LLP is eligible to act as an auditor in terms of section1212 of the Companies Act 2006
KFCYF Annual Report I
2025

YOVTH
STATEMENtOFHIIIPIWACTivmES
Period from 30 December 2024 to 31 December 2025
FniiNnATIfiN
Period from 30 Dec 2024 to 31 Dec 2025
Noles
Unr8strict8d
Funds
RestflCt8d
Fund$
Unrestrictod Restricted
Funts
Funds
Total Funds
Total Funds
Income from
Donations
1,464,964
7D6,168
1171,132
31,8n
16,159
,i62
1,134,440
16,480 1,150.
7,617
7,105
16,480 1,165
I￿Vestment incorne
31,871
7,617
Other incorne
16,159
7,105
TOTAL INCOHE
1,511994
70B,168
I,VTr9,162
Expenditure on
Raising Funds
Charitablo Activilies
50,1
33,258
83,429
12,822
11822
Grant programmes
635,077
13,922
648,999
421,900
340
422,240
Youth Hub Pfogrammes
290,546
47,066
337,612
144,553
144,553
Employability prDgrarnme
129,689
155,217
284,906
TOTAL EXPENDITURE
1,105,483
249,463 1,354,946
579,275
340
579,615
NET nOVEllENT IN FUNDS
407,511
456,705
864,216
569,887
16,140
586,OZI
Reconciliation of Funds:
Fund balances al 29 Decemtier 2024
1,964,284
16,140 1,980,424
1,394,397
1,394,397
Fund balances at 31 December 2025
2,371,795
472,845 2,Wi,640
1,964,284
16,140 1,980,424
Therp were no recognised gains or losses in the current or precediny periods other thall those disclosed in the statement of financial
activities.
The notes on pages 25-33 form part of these financial statements.
KFCYF Annual Report 122
2025

KFC
YOVTII
STATEMENtOFHII4JIQIIFINlloN
At 31 December 2025
Nole$
31 Dec 2025
29 Do¢ 2024
FIXED ASSETS
Tangible assets
TOTAL FIXED ASSETS
IBI,131
2,524
CURRENT ASSETS
Debtors
267,201
207,127
Short term deposits
Cash at bank and in hand
1,039,488
506,085
1,465,575
1,346,431
TOTAL CURRENT ASSETS
Im,264
1059,643
LIABILITIES
Creditors falling due within one year
10
188,7551
181,7431
TOTAL NET ASSETS
2.844.640
1.980.424
FUNDS:
Restricted Funds
472,845
16,140
Unrestricted Funds-
Designated Funds
General Fund
12
931,000
13
1,440,795
1,964,284
TOTAL UNRESTRICTED FUNDS
1,964,284
TOTAL FUNDS
2,844,640
1,980,424
The financial statements were approved and authorised lor issue by the Board of Trustees on 30 June 2026 alld signed
on ils behalf=
JthLS FLdd
Chair ol Trustees- James Fletcher
Registered charity number1163560 in England & Wales and SC046098 for Scotland
The notes on pages 25-33 form part ol these financial slalemenls.
KFCYF Annual Report 123
2025

KFC
YOVTII
stAThIENt(f rAg1 FL
Period from 30 December 2024 to 31 December 2025
Period from 30 Dec 2024 to 31
DBC 2025
PorlDd from 25 Doc 21123 to
29 Dfrc 2024
CASH FLOWS FROM OPERATING ACTIVITIES
Net income for the reportiny period (as pgr the Stat¢menl
rinancial Activities)
Adjustments lor:
Depreciation
Interest received
864,216
586,027
36,104
131,8711
160,0741
7,012
276
17,6171
47
Ilncreasel I decrease in debtors
Increase in creditors
58,155
Net cath ￿0VIded by op•ratin9 aclivltlgs
8￿.587
CASH FLOWS FROM INVESTING ACTIVITIES
Purchase DI tangible fixed assets
Purchase DI short term deposits
Interest received
1194,7111
1533,4031
51,871
1696,243)
IIBOOI
1506,0851
7,617
1501,2681
Net cash ￿lded by Inve911ng acllvhl•$
Change in cash and cash equivalents in the reporting
period
119.144
135.62D
CASH AT START OF THE PÈRIOD
CASH AT END OFTHE PERIOD
1,346,431
1.210,8111
1,465,575
1,346,431
The notes on pages 25-33 forrn parl of these finaTrcial statements.
The following accounting policies form part of these financial statements.
KFCYF Annual Report 124
2025

KFC
YOVTII
TOTHEFllldJlt14LsfAIEMEHrs
Period from 30 December 2024 to 31 December 2025
I. ACCOUNTING POLICIES
The following accounting policies have been applied consislenlly in dealing with items that are considered material in relation to the
financial slalemenls..
Basls of preparallon of flnanclal statements
KFC Foundation is a Charitable Incorporated Organisation registered wilh the Charity Cornmission in England and Wales Inumber11635601
and with OSCR in Scotland (number SC0460981. These financial statements have been prepared lor the extended accounting period from 30
December 2024 10 31 December 2025. This accounting period has been adopted to align the financial year end with the calendar year, in
line with the Charitls entitlement under the Charities Act 2011 and Charity Commission requirements to amend its accounting reference
dale. Comparative information is presented for the period from 25 December 2023 10 29 December 2024, and, as the current period is
longer, the results should be interpreted in this context., however, the difference in period length is minimal and is not considered to have a
material impact on comparability.
The financial sl8lemenls have been prepared in accordance with Accounting and Reporting by Charities.. Staternent of Recomrnended
Practice applicable to charities preparing their accounts in accordance with the Financial Reporting S13ndard applicable in the United
Kingdom and Republic ol Ireland IFRS102IICharilies SORP FRS102 lupdaled 20191, the Financial Reporting Standard applicable in the UK and
Republic of Ireland IFRS1021 and the Charities Act 2011.
The financial staternents have been prepared under the historical cost convention.
The KFC Foundation is a public benefit entity.
The financial statements are presented in steding and are rounded to the nearest pound.
Critical accounting estimates and areas of judgement
Other than the assessment of going concern below, the preparation of the financial statements did nol require the Tiuslees to make any
significant judgempnls Dr estimates.
Fund ¥xountin
General funds are those givell freely lo Ihe Foundation and can be applied at the discretion of the Trustees for the advancement of the
Charitls objectives.
Designated funds are those which have been set aside by the Trustees out of general funds to cover specific future projects. See note12
for further details.
Restricted funds are those to be used ill accordance with specific instructlDns imposed by donors or have been raised by the chaflty for
specific purpose& See note11 for further details.
Income recognition
Income is recognised when the charity has entitlement lo the funds, any perlorrnance conditions attached to the income have been mel, it
is probable that the income will be received and the amount can be measured reliably.
Other income relates to the rental of roorns at the Middlesbrough Youlh Hub lo other organisalions.
Donated un7ices and lacililies
Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions
associated with the donated item have been met, the receipt ol economic benefit from the use by the charity ol the item is probable and
that economic benefit can be measured reliably. In accordance with Charities SORP IFRS1021, the general volunteer lime ol KFC stall is not
recognised.
Expenditure recognilion
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it
is probable that the settlement will be required and the amounl ol the obligation can be measured reliably. All expendilure is accounted for
on an accruals basis.
KFCYF Annual Report 1 25
2025

KFC
YOVTII
TOTHEFllldJlt14LsfAIEMEHrs
Period from 30 December 2024 to 31 December 2025
I. ACCOUNTING POLICIES (CONTINUED)
Expenditurg rgcognition (continued)
Expenditure cornprises grants payable in furtherance of the Foundation's charitable activities, costs associated wilh youth programmes
including the OPEratiDn of the Middlesbrough Youth Hub, costs incurred in delivering the Hatch employability programme, and governance
and adtninistrative costs relating to the charity and ils operations.
Grants payable are included in the statement ol financial activilies when approved and when the intended recipient has either received the
funds or been informed of the decision lo make the donation and has satisfied all ¥elaled conditions.
Grants approved bul not paid at the end of the financial period are accrued for. Grants where the beneficiary has not been informed or has
to meet certain conditions before the grant is released are not accrued lor but are noted as financial comrnitmenls in the notes lo the
financial statements. See note14. All grants are made to organisatlDllS.
Governance costs comprise the cosls involving the public accountability of the charity and costs in respect to ils compliance wilh regulation
and good practice.
Direct staff salaries have been allocated to the actlvlty based on an estimate ol lime spent.
Support and governance costs have been apportioned between Raising Funds and Charitable Activities based on an estimate of staff time
spent on each of these areas. They have been apportioned as follows:
2tr25 2024
io/.
5/
20/. 40/
35/.
55/
35/.
Raising Funds
Grant programmes
Youth Hub programmes
Employability prograrnme
Tangible fixed assets
Tangible fixed assets costing more than £1,000 are capitalised and stated at cost less depreciation. Depreciation is calculated to write off
the cost of tangible fixed assets by equal instalments over their expected useful lives as follows..
Leasehold improvements
Fixtures, fittings and computer equipment
Over the terrn ol the lease
33% 13years
Cash al bank and in hand
Cash at bank and in hand includes cash in hand and cash held in the bank current account. Deposits for more than three months but less
than one year have been disclosed as shorl-lerm deposits.
Debtors
Debtors are recognised at the settlement amount, less any provision lor non-recoverability.
Credilors
Creditors are recognised when the charity has a present obligation resulting from a past event that will probably resull in the Iransler of
funds lo a third party and amount due to settle the Dbligation can be measured or estimated reliably.
Operating lease paymenls
Total payments under operating leases are charged lo the Statement of Financial Activities on a straight-line basis over the term of the
lease.
rinancial inslruments
The KFC Foundation only has financial assets and financial liabililies of a kind that qualify as basic financial instrumenls. Financial
instruments are initially recognised at transaction value and subsequently measured at their setllernent value.
KFCYF Annual Report 1 26
2025

KFC
YOVTII
I￿lEsTo1HEF111fj}l(I4LsTAIEMDi[s
Period from 30 December 2024 to 31 December 2025
I. ACCOUNTING POLICIES (CONTINUED)
Going concern
The Trustees have reviewed the financial position ol the Foundation and concluded that there are no material uncertainties related to
events or conditions that may cast significant doubl on the ability of the charity lo prepare these financial slalemenls on a going
concern basis. The Trustees are ol the opinion that the charity will have sufficient resources to meet its liabilities as they fall due.
The financial statetllents do not iaclude any adjustments that would rEsuIt frotn this basis of preparation being inappropriate.
2. RELATED PARTY TRANSACTIONS AND TRUSTEE> EXPENSES AND REMUNERATION
The Trustees all give freely of their time and expertise without any form DI remuneration or other benefit in cash or kind. During the
period, there were expenses of £1,029 reimbursed lo three Trustees12024.. £123 to two Trustees) and these were in relation to travel lor
Trustee meetings and ID our youth hub in Middlesbrough. During the period the Foundation received a £213.50 donation from one
Trustee12024.- £40 from one Tiusleek
During the period the Foundation received £34,45612024.. £nill and had debtors outstanding at period end ol £1,82912024: £nill lor
Kefco Sales Limited which was owned in the period by one of the KFC Foundation Trustees. This represents incorne frorn Producl
Contributions, Countertop Donations, Kiosk Donations and a one off donation.
There are no other related party transactions that require disclosure in the financial statements.
3. DONATIONS
Income has been split into donations by KFC and its franchisees as follows..
30 D9¢ 2024 to 31 De¢ 2025
Unrestricted
Re$tricled
Tolal
KFC - product contribution
Franchises of KFC- product contribution
KFC countertop donalions
Franchises of KFC- countertop donations
KFC - kiosk donations
259,024
259,024
676,294
676,294
27,577
27,577
63,545
83,545
77,931
71,931
Franchises of KFC kiosk donations
223,128
223,128
Brand donations (see note111
Fundraising evenls
Other donations
4,181
693,700
697,881
25,430
3,501
8,967
28,931
4,T76
13,743
Gifts in Kind
103,078
103,078
ITll,u2
Gifts in Kind include the equivalent ol one emplDyee's salary contributed by KFC UK&I for the Hatch programme, along with the
donation ol Hatch uniforms, a coffee machine and podcasting equiprnent.
KFCYF Annual Report 127
2025

KFC
YOVTII
TOTHE FIPI4NtJALSTAThIDirs
Period from 30 December 2024 to 31 December 2025
3. DONATIONS (CONTINUED)
25 Doc 2025 to 29 Doc 2024
Lknrestrfclod
Res1rf￿ed
Totsl
KFC- product contribution
Franchisees of KFC- product contribution
KFC countertop donations
Franchisees of KFC- countertop donations
KFC- kiosk donations
162,592
1,380
163,972
575,806
575,806
25,197
23,197
78,214
78,214
48,949
48,949
Franchisees of KFC- kiosk donations
215,883
215,883
Brand donations
6,941
6,941
Fundraising events
Other donations
9,465
9,465
10,593
15,100
25,693
Gifts in Kind
2,800
l.W•,440
2,800
i.N,920
Iwo
4. RAISING FUNDS
30 Dec 2024 to 31 Dec 2025
25 Dgc 2023 to 29 Dgc 2024
Direct fundraising costs
Direct slafl costs Isee note 71
Allocation of support costs (see note 61
16,684
7,891
54,342
12,403
4,931
13h29
5. CHARITABLE ACTIVITIES
rant Programmes
30 Dec 2024 to 31 Dec 2025
25 Doc 2023 to 29 Dec 2024
Grants lo orgallisations- under £3,000
£IOO donalions to Stage two applicants
Payments to organisations that assist with
shortlisting
Workshops to support organisations
Other direct grant costs IIT software, travel elcl
Direct slafl costs (see note 71
AIIDcation of support costs (see nole 61
541,040
325,309
5,700
5,630
5,020
3,500
1,872
1,164
10,057
60,504
47,187
24,806
39,450
KFC Foundation provided180 grants of £3,000 to Youth organisations in the period Ilasl period129 grants of £2,500- £3,0001
KFCYF Annual Report 128
2025

KFC
YOVTII
11]TESTOThEHNJJItWSTATEMDirs
Period from 30 December 2024 to 31 December 2025
5. CHARITABLE ACTIVITIES (CONTINUED)
Youth Hub Programm
30 Dec 2024 10 31 Dec 2025
25 Dec 202310 29 Dec 2￿24
Youth Programrnes
Middlesbrough hub runniTrg costs Irent, service
charges, utilities, depreciation etcl
Other direct Youth Hub costs (IT software, travel elcl
13,037
3,043
143,798
35,389
37,837
Direct staff costs (see note 71
99,529
51,878
Allocation of support costs (see note 61
43,411
54,243
Wi
mm
30 Dec 2024 to 31 Dec 2025
25 Dec 202310 29 Dec 2W24
Hatch programme development and delivery
Other direct Hatch costs (IT software, travel,
recruitment etcl
Direct staff costs (see note 71
Allocation of support costs (see note 61
90,630
36,074
114,791
43,411
284,9(
6. SUPPORT AND GOVERNANCE COSTS
30 Dec 202410 31 Dec 2025
25 Dec 2023 to 29 21r24
Direct slalf costs (see note 71
HR and recruitment
57,049
48,g91
62
2,274
Slaff training and wellbeing
Slaff Iravel and subsistence
5,104
2,714
3,614
4,351
IT and telephones
Depreciation
Legal and professional fees
Insurance
2,752
9,448
2,235
276
3,567
1,780
992
Bank charges
Other expenses
995
714
7,022
9,286
KFCYF Annual Report 129
2025

KFC
YOVTII
TOTHE FIPI4NtJALSTAThIDirs
Period from 30 December 2024 to 31 December 2025
6. SUPPORT AND GOVERNANCE COSTS (CONTINUED)
Governance costs
30 Dec 2024 to 31 2025
25 Dec 21r23 to 29 Ilec 21r24
Dirpct slafl costs Isee note 71
Tiuslee travel, training and meeting costs
Audit lees- current period
Audit fees- prior period
21,888
6,490
2,483
15,480
13,020
68
TDTAL SUPPORT AND GOVERNANCE COSTS
124ml
£3S,708 support and governance cos15 relate to restricted funds in the period12024.. £nill. This relates to KFC UK&I
funding towards support slafl salaries and Yuml funding towards a Business and Technology Analyst.
Support and governance costs have been apportioned between activities based on estimate ol staff time.
Reconcilialion of apportionment of support and governance cosl
30 Dec 2024 to 31 Dec 2025
25 Dec 2tr2310 29 Dec 2tr24
Raising Funds Isee note 41
Grant programmes (sep note 51
Youth Hub programmes (see note 51
Employability programme (see note 51
12,403
4,931
24,806
39,450
43,411
54,243
43,411
124,051
98,624
7. SALARIES AND WAGES DISCLOSURES
(a) Staff costs
Staff costs durinq the period were:
30 Doc 2024 to 31 Dgc 2025
25 Doc 2023 to 29 Doc 2024
Wages and salaries
Social security costs
Pension costs
351,705
130,588
30,281
12,563
26,117
11,395
154,546
At the year end, there were a total of12 staff12024.. Four).
Three staff members costs were cross charged from KFC12024: Two) and nine stall members were employed directly by the charity
12024.. Two).
KFCYF Annual Report 130
2025

KFC
YOVTII
TOTHE FIPI4NtJALSTAThIDirs
Period from 30 December 2024 to 31 December 2025
7. SALARIES AND WAGES DISCLOSURES (CONTINUED)
Ib) Staff numbers
The average number of persons employed during the period ended 31 Decetnber 2025 was lline12024.. four).
1¢) Higher paid $taff
No employees earnt over £60,000 in the period12024.' none).
Id) Key management personnel
The key management personnel of the Founéation comprise of the Trustees and three staff members rnaking the executive team. The
total amount of employee benefits lincluding ernployer pension contributions and employer national insurance contributions) received by
key management personnel for their services to the Foundation was £164,84412024: £43,332).
le) Apportionment of slaff costs
Direct staff costs have also been apportioned based on an estimate of staff time.
30 Dec 202410 31 De¢ 2025
25 De¢ 2023 to 29 De¢ 2024
Raising Funds (see note 41
Grant programmes (see note 51
Youth Hub programmes (see note 51
Employability programme (see note 51
Support costs (see note 61
Governance costs (see note 61
54,342
60,504
47,187
99,529
51,878
114,791
57,049
48,991
21,888
6.490
408,113
,546
8. FIXED ASSETS
Leasehold improvements Fuiniluie & Fittinys Computer Equipmenl
Total
Cosl
Al 29 December 2024
2,800
181
194.711
Additions
166,390
21,321
7,000
At 31 December 2025
166,390
21,321
9,800
Depreciation
At 29 December 2024
276
Charge lor the period
28,325
5,544
2,235
36,104
At 31 December 2025
28,325
5,544
2,511
36.￿1
Not book Va￿05
At 29 December 2024
2,524
2,524
At 31 Doc•mbff 2026
,7n
KFCYF Annual Report I
2025

KFC
YOVTII
TOTHE FIPI4NtJALSTAThIDirs
Period from 30 December 2024 to 31 December 2025
g. DEBTORS
31 Dec 2025
29 Dec 2￿24
Trade debtors
188,008
129,003
Amollnls due from KFC
21,256
29,737
Prepayments and accrued incorne
Other éebtors
56,355
35,837
1,582
12,550
10. CREDITORS
31 Dec 2￿25
29 De¢ 2024
Trade creditors
3,027
4,170
Amounts due lo KFC
54,619
54,754
Accruals
21,675
17,000
Tax and social security
Other creditors
7,783
5,314
1,651
505
11. RESTRICTED FUNDS
Period Irom 30 Dec 2024 to 31 Dec 2025
Perfod fmm 25 Dec 2023 to 29 Dec 21r24
Balance 30
Dec 2024
Balance 31
Dec 2025
Balance 25
Dec 2023
Income Expendfture
Balance 29
Dec 2024
Income Expendlture
Comic Relief
1,040
11,0401
14,9991
1,380
13401
1,040
ThDrnlree Academy
Middlesbrough Hub
programmes
15,100
10,101
15,100
15,100
6,468
14,0531
2,415
Hatch programme
Irotal assets
698,700
1239,3711
16,140 70IM 1249h63) 4T1845
460,329
Comic Relief: This was the final payment to Comic Relief from our previous partnership.
Thorntree Academy: Money was raised and matched by KFC UK&I in 2024 to be spent on Thornlree Academy, for celebrations,
activities and youth programtnes with the school.
Middlesbrough hub programmes: This includes £3,500 lor our youth club in school holidays, £2,493 for food programmes and £475
towards an inlergenerational cafe.
Hatch proyramme: £512,933 was received from Yuml and £IBO,767 Irorn KFC UK&I to fund delivery of the Hatch employability
programme during 2025 and 2026. The restriction covers the direct deliv8ry of the programme, support Eosts, and the development
of the charitls infrastructure, including impact measurement and CRM development. £6,000 was received from Shoes lor Crews
towards the programme.
KFCYF Annual Report 132
2025

KFC
YOVTII
TOTHE FIPI4NtJALSTAThIDirs
Period from 30 December 2024 to 31 December 2025
12. DESIGNATED FUNDS
Designated funds represent unrestricted funds which the trustees have sel aside for specific future purpose&
At the balance sheet dale, total designated funds amounted to £931,00012024- £nill made up as follows-
£234,000 designated for Year 2 granl funding commitments, expected to be paid during 2026.
£170,000 designated towards the renovation of a second youth hub, planned for 2027.
£200,000 desiqnated for first-year Dperaling costs of the second youth hub, relating to the 202712028 financial yeaf.
£327,000 designated for second-year operating costs ol the Middlesbrough Youth Hub.
These designations reflect the trustees, current intentions and may be re-designated should circumstances change.
13. ANALYSIS OF NET ASSETS BETWEEN FUNDS
31 Dec 2025
29 D•c 2024
Unrestricted
General fund
Unrestricled
De$ignaled
fund
Restricted Total funds
funds
31 Dec 2025
Unr8stricl8d Restricted Total funds
General fvnd lund$ 29 Dec 2￿24
Fund balances al period end are represented by..
Fixed assets
161,131
161,131
472,845 ITf2.264 2,043,503
(88,755) 181,7431
181,7431
471845 1844M 1*4284 I98
2,524
2,524
Current assets
1,368,419
931,000
16,140
2,059,643
188,7551
14. GRANT COMMITMENTS
Multi-year gran15 are subject lo additional reporting and due diligence requirements being met by the recipients. They
are therefore not included as a liability in the financial slalemenls until the requirements are met. Future grants for the
next financial period total £234,000.12024: £210,000)
15. OPERATING LEASE
The Foundation entered a live-year lease on 30 July 2024 for the Middlesbrough Youth Hub at Resource Cenlre, Meath
Street, Middlesbrough, TSI 4R Y. There is an annual break clause on 30 July each year.
At 31 December 2025 the total commitment is as follDWS-
30 De¢ 2024 to 31 De¢ 2025
25 2023 to 29 D•c 2024
Leasehold buildings- up to l year
33,252
27,692
@kfcyouthfoundationuk
www.kfcyf.org.uk
KFCYF Annual Report 133
2025