Registered numb6r.' 09922205 Charity number: 1168427 POLICE NOW (A Company Llmitsd by Guaranteel TRUSTEES, REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 'AEG9TY8Y* 2811112025 COMPANIES HOUSE POLICE NOW IA Company Limited by Guaranteel CONTENTS Page Reference and Adminlstrative Details of the Company J its Trustees and Advlsers Trustees, Report Independent Auditors Report Statement of Financial Activities 2-13 14-17 18 Statement of Flnanclal Posltlon 19 Statement ol Cash Flows 20 Notes lo the Flnancial Stat•ment8 POLICE NOW (A Company Llmlted by Guarantée) REFERENCE AND ADMINISTRATIVE DETAILS OF THE COMPANY, ITS TRUSTEES AND ADVISERS FOR THE YEAR ENDED 31 MARCH 2025 Trustees Sir I C Powell R E 8 Aff1ick (resigned 1 April 2025) S Awan (appointed 27 February 2025) H E Ball QPM J E Bowler CB J C Clegg {resigned 28 November 2024) M I Cooper DLCFry J Hogg {appointed 28 November 2024) C H Kinsella L H Rolfe V S H Tillbrook J Y Y Tsim (resigned 29 May 2025) Lord Wtjolley of Woodford C8E Company reglstered number 09922205 Charlty reglstered numbèr 1168427 Reglstared offlce 203 Blackfrlars Road London SE18NJ Secretary K Ha115day Independent audltors Haysmac LLP 10 Queen StTeel Place London EC4R 'IAG Bankern B8rclays Bank PLC 93-97 Queensway London W24QG Solicitors Mills & Reeves LLP Botanic House 100 Hills Road Cambridge C82 IPH POLICE NOW (A Company Llmlted by Guarantee) TRUSTEE'S REPORT FOR THE YEAR ENDED 31 MARCH 2025 The Trustees, who are also Directors for the purpose of Company Law, pres8nl their annu81 report together with the audited financial statements for the year ended 31 March 2025. The Trustees confirm that the Annual Report and flnancial slalemenls of the company comply wllh the current slatulory requirements. the requirements of the company's governing document and the provisions of the Statement ol Re¢ommended Pracllce (SORP, 2nd edition), applicable lo charilles preparing their accounts in accordan￿ with the Financlal Reporting Standard applicable in the UK and Republlc of Ireland (FRS 1021 (8ffectlve 1 January 2019). OBJECTIVES AND ACTIVITIES Policè Now's misslon is to Iransforrn communities, reduce crime and anti-social behaviour, and Increase th8 public's confidence in the police service by fecruiling, developing and inspiring oulslanding and diverse leaders in society and on the pollcing frontline. This allgns with the original governing documents of lh8 charity Pollce Now was created by Ihose who belleve that ther8 Is value for Ihe pollce Service and the communitles that pollcing serves lo recruiting, training, and developing pollc8 officers in ways that differ Irom traditional approaches. With the support of the Melropolllan Pollce Servlce, The Mayo￿$ Offlce for Pollclng and Crlme, the Home Office and London Firsl {now BuslnessLDNI, a small number of constables, sergeants, and Inspectors created Police Now within the Metropolllan Pollce. The firgl cohort of slxly-nine programme partlcipants lolned Pollce Now's Nallonal Graduate Leadershlp Development Programme in July 2015 in London. In 2018, Police Now became an independent organisalion and charity. In 2019 Pollce Now launched the Nalional Del8clive Programme and in 2021 launched the Frontline Leadershlp Programme, Befften 2019 and 2023, Pollce Now played a key role In the delivery ofthe UK Government, Police Uplift Programme. Most recenuy, the organisation has worked to apply Ils programmes and learning to ¥arious specialist pollce acliville5. Durlng th8 2024125 ffinanclal year, 196 partlcipanls lolned the tenth cohort of the Nallonal Graduate Lèadershlp Programme. and 148 participanls joined the sixlh cohort of the National Detective Programme, which includ@d 61 ofticers joining Pollce Now's Counter T8rrorlsm Pollclng stream and 12 officers joining Pollce Now's Economlc Crlme strearn. By 31 Marth 2025, 38 of the 43 terrltorial police forces In England end Wales had partnered wlth Poli¢8 Now to recruit and develop almost 3.500 police officers across England and Wales. 58% of which had never considpred a career in polic4ng before hoaring aboul Police Now2 Police Now strlves to achleve Its objectives through the five programme aim$: 1. Recrult and relaln brllll8nt and diverse gr8dual8s Into impactful policing roles. 2. Ensure that any police officer trained andlor developed by Police Now is operationally competent (excellent) and credible, includlng new and emerging pollcing skills aiKI to respond to the changing nature of crlme and policing demand. 3. In line with Police Now's theory of change, equip programme parliclpants to be role models of procedural Jusllce on the street and organisallonal justice In Ihe police station,. be leaders with and wilhoul rank,. and lo feel part of a naticnal network of impact and achievement. 4. Enable programme partlclpanls lo reduce crima and anti-soclal behavlour and Increase public ¢onlidence In policlng and wider public service. S. Cause prc4Jramme partlcipanls and alumni to be promoted lo more senior roles in pollclng and adjacent sector8. I pra￿ Mow ArtJde3 of A$g¢¢lallon 3.1 The otixl ol Ihw Chjrfly Is lo promoie Iho •ffidw d lh¢ Pc*•, In p4rtkul4r ty Ihts op•¥8Uon ol 4 oiffjdua￿ recndlmeol end rang pr¢xyammg lo recrull a hlohealii¥e ol pth¢8 offrters lo pc&e I0￿e$ acrosa lh¢U￿ted ￿r￿d0ThL l m￿sU1￿ ¥4a parfklwl sw¥uy¥ IwP•ht• Nu•cDhcrftJ14￿r99a 012025eohTh181.. W•rn p14nfilTh91o th8 pslce bqloro yw h•wd •boui Pdlc• NDw7 POLICÉ NOW IA Company Llmlted by Guaranlee) TRUSTEE'S REPORT FOR THE YEAR ENDED 31 MARCH 2026 OBJECTIVES AND ACTIVITIES (contlnuedl Through these core mission activities and strategic enablers, Police Now aims lo achleve a suslain8d. long-lerm reduction in crfme and antl-social behawour, a sustained, long-lem Increase in the public's confidence in policlng. and a sustained, long-lerm Improvement In pollc8 cullure judged 8gainsl the expectations and standards of the public and policing workforce. This will ultimately ensure a safe environment where everyone, including the most vulneiable in a society, has 8 chance to Ihrive. Police Now clearly fils wlthin Ihe definillons in the Charlly Commission's guidance on public benefitj During the year. Police Now has engaged In several actlvities lo achievè Its stated aims and objectives, 8pecific811y.' Secured funding agreements to contribule to the National Graduate Leadership Programme and the National D8leclive Programme in 2025126. RecruSted and commenced training foi 344 participants across the National Graduate Leadership Programme and the Nallonal Detecllve Programme, Plloled a new Economic Crlme stream within Ihe Nalional Deteciives Programme for City of London Police. Built on the success of the inillal pllol, the Counter Terroilsm policing stream has been extended lo encompass broader regional footprlnt. The Frontline Leadershlp Programme saw the last cohort complete the programme In June 2024. Pollce Now made the difficult declslon to end this programme, for financial reasons. however its success, Wlth 273 promotions (lo Octaber 20251, is 18slament to thè contrlbullon Police Now makes to creatlng brilllant leaders In the pollGlng seclor. Of those, 199/0 are ethnic minority heritage. Police Now does not engage In grant-maklng a¢livily. Volunt The Trustees are all unpaid valunleers who provide Ihelr Ilme, expertise. and judgement without payment. Police Now Is enormously grateful for their contrlbutlon. Apart from the Board, the day-l¢>day operation ol Pollce Now is not rellant on volunleers to function and is run by paid profes51onal staff, and a small number of police officers and police staff Irorn time-lo.tlme se¢ond8d to the organlsatlon to ensure its aclivllles remaln both culllng edge and rooted In the operational realily of fronuine policing ? The wrpos• Is Y>ano￿al... In 4 way thai IB W6fiaWg ar￿ wble dt*lft9 proved by e4ldarM wlwre nKessBrf and Yh¢ pu¥k In 98nèral, or • ¥thld•nt Jhjn DI IM publrf pornon￿ benetll orc•￿Ing e*hami. POLICE NOW IA Company Llmlted by Guarantee) TRUSTEE'S REPORT FOR THE YEAR ENDED 31 MARCH 2026 08JECTIVES ANO ACTIVITIES Icontlnued) Fundraisin 11 Is crltlcally Important that Police Now conlinues to be innovatlve and agile In dev61oplng nol only new programmes but innovative approaches to exisllng prcblems, Including but not limited to those involving and affecting the police workforce, and responding lo th8 needs of pollcing and the public. As such. Pollce Now does not acllvely pursue a strategy of ILtndraising from corporate bodies, Indivlduals or foundations. The primary source of fUndIr￿ 15 from fees received from Police Force5 for programme participants and grant income from Ihe Home Office. PolSce Now does not fundralse from m8mbers of Ihe publlc and has no short-lerrn amblllon to do so. Pollce Nows Board must approve any changes in Ihls strategy to ensure ongoing alignment with recognised standards. avold complalnts and protect the publlc includlng vulnerable people from unreasonably inlruslve or. perslstent fvndralslng approaches and undue pressures lo donate. To dale Pollce Now has received no fundralsing complaints ACHIEVEMENTS AND PERFORMANCE Durlng the year, Pollce Now mad8 signific8nl progress agalnsl key aims.. Impact on crlmo and an(l.soclal behavlour Police Now holds every participant lo account on behall of the communities they serve, assèssin9 them regularly on Ihe lrnpact Ihey dellver against the priorities of governmant, pollce forces. stakehold815 and Ihe publlc. In 2025, Pollce Now engaged an external consultancy flrm lo undertake an independent assessmenl of the organisalion's soclal value. Based on the factors assessed during the study, 11 Is suggested that Pollce Now effecllvely returns £13.77 of value lo society for every £1 of fundin9 received ailher directly from the Home Office or from partner forces. In November 2025 Police Nt)w published ils len-year Imp8cI report, A Decade of Transformation, lo $hcwcase the outcomes, achlevemenls and value delivered through its work. 11 clearly demonstrates the impact the charity makes lo forces. the Home Office and society. It can be viewed b￿£. PoliLe Nvw ol'liLefs are deployed in underiepresenled communities. where they are Credited wllh fosterlng trust, reducing crime, and bullding safer communilles. The programmes encourage officers to take on real responsibillly Irom day one. equipplng them wllh declsion-maklng skllls and leadershlp capabilllles. Increase the level ol dlversity wlthln policing Pollc8 Now Inspire and recruit hlgh-achievlng graduales Irom socially diverse backgrounds who place strong value on Ihe importance of diversity and incluslon in the workplace, increaslng policing's abillty to tathle ra¢lsm, sexism. blas, or dlscrimination wherever11 Is found. Of those who started the National Graduate Leadership Programme in 2024125, 45% identlfled as female, 30% are from ethnic minority b4ckgrounds (compared with 18V• ethnic mlnorilies repre8enling the national population4 and of national Police workforce ), includlng 10% from Black heritage backgrounds. 15% were from Ihe LGBTQIA+ community. Of those who started the National Oeleclive Programme in 2025. 67% identified as female, 16•h are from ethnl minority backgrounds. including 20h black hedlage. 19% were from the LGB TQIA+ communily. Some online ass6ssmenls, such as psychornelric le8ts, can cau58 adverse Impact, particularly on ethnic minority candidates. Police Now has worked wilh assessment consuttanls lo develop a blended assessmenl approaGh whlch minimi$e8 adverse impa¢t potential whilst all¢)wlng to approprlately assess Gandidales. Police Now has won more than 45 industry awards for diversity, recruitment and training and is ranked number 34 in the Times Top 100 graduate 6mploy8rs 2025. 'EnW•nO¥ndWW•¥ 2021 Pcl*a*tykl¢rtè. Enlllllrvlor￿ 31 M4irh2026. onk* POLICE NOW (A Company Llmlt•d by Guarantée) TRUSTEE'S REPORT FOR THE YEAR ENDED 31 MARCH 2026 ACHIEVEMENTS ANO PERFORMANCE Icontlnued) Dovolop leaders to transform communities Police Now has pla￿d offlcers In 36 pollce forces across England and Walès since 2015, creating a natlonal network of 81most 3,500 po1ic8 officers. The College of Policing runs a national development programme, Fast Track lo Inspector, whlch 8nables lalenled serving police conslables lo be promoted lo the rank ol Inspector within two years. Of the 2024 intake, 25OA were Pollce Now Graduatés. Police Now participants are oveNhelmingly allgned to Police Now's mission. with high allgnmenl in areas looklng the value of diversity in group8198%) o the belief in diverse leadership (97%) the belief that decisions should be based on facts, not personal preludlce {99%) o the belief that everyone should be treated with dignily and politeness (1 OOQ/o) belng a part of the movement to transform communilles and lead change wilhln pollclng (92%> Feedback from the Syndicate Leads at academy (police officers se¢onded from the forces) agreed that Pollce Now partlcipants galned a passlon for thelr pcllclng role and have a vlsion for the impact they want lo make, feel energised lo be conneGled lo the misslon on a national S￿le and empowered lo shape Iha Process for themselves and their communitie5 and develop8d the behaviours within the Police Now.Differenlialion and Focus lo successfully meet the challenges and slarl lo develop leadership behaviours <100%). Innovative prngrammes responding ¢0 modern pollelng ehallenges Pollce Now ploneer8d dlrect-enlry delectlve traSnlng across England and Wales wlth Its Natlonal Del8Ctlve Programme in 2019, in response lo a well-publicised nallonal shortage of Investigators. It has now recrLilted and déveloped over 1,000 del8clives lo date. 73% of our slxth cohort of National Deleclive Pro9ramme partlcipanls passed the National Invesligalors, Exam 81 the first allempl, 18 % hlgher than the national average (June 2025), desplte havlng only len weeks, police servlce at the lime of taking the exam. The Counter Ter,-"risT, Policing ICTP) slream of Police No¥'i's deleclivA programme piloted in 2024 and coiitinued in 2025, Thanks lo ils success, the stream has now expanded to Include thè Wosl Midlands and North We31 règion8 for the first tlme. A brand.new economic crlme slream was introduced in 2025, which sees officer$ specialise in investlgallng fraud and other economi¢ crim8, which amounts to almost half of all recorded crlme In the UK, wllh crlminals often preying on the most vulnerable. The stream piloled In the City of London Police, the national lead for this speciallst area of policing, wlth 12 new offi'cers. The Pollce Now programmes have now been developed wilhin the Police Constable Entry Programme (PCEP) framework and ils deteclive equivalenl. P8rticipants already reach Ihe Ironl line faster than any olher entry and Iralning route, and the new pathways present an opportunlty lo allow them even more Ilme in their communltles and 188ms. The removal of the requlrement for Police Now programme participants lo study for a secand degree (as all participants are degree holders at the polnt of hire) durlng their first Iwo years as a police officer, reduces the ¢omplexlty of the programme, abstracllon from the fronlllne and offior workload, giving a better balance for parlicipants and lowering programme exlenslons numbers. IAq4wnd trylrytqd Synak•￿ L•*d*on pMgMff•n•fAhort• POLICE NOW {A Company Llmlted by Guarantee) TRUSTEE'S REPORT FOR THE YEAR ENDED 31 MARCH 2026 ACHIEVEMENTS AND PERFORMANCE (contlnuedl Expand our prnfesslonal d•v￿0Pment opportunlties at seryeanl rank Our academles provlde a Iran81ormative 18adershlp experlenc8 for seconded officers {Str8am Managers and Syndlcale Leads) who now complete a more in-depth and robust training programme before the academy to prepare them effecllvely for Ihelr roles. We encourage Pollc8 Now alumnl lo apply for these Toles as well as non- Police Now alumni. Our Connecllon for Llfe offer has been developed lo support Pollce Now alumnl and ambassadors at constable and sergeanl ranks to progress lo Sergeant or Inspector ranks, particularfy thr¢)ugh promotion support and Fasl Track 5UPPQrt. In June 2024, Police Now celebrated its 2001h Fronlline Leadership Programme participant to pass their sergeant board. 540h of the promollons achleved by our FLP particlpanls identified as fèmale, compared wlh 39./0 of 2024125 promotions lo Sergeant nationally. and 19% were Off￿ers from an ethnic minority background, compared to 12Q nationally FINANCIAL REVIEW Income During the last financlal year, Police Now generated incoma from two sources- £5,918,486 (2024., £5,316,172) from police force partners and £5,000,000 {2024'. £5.000,000) from the.Home Office. endllure Our expenditure for the last year of £11,627,42012024'. £12,768,810) dlvid8s Into £11,627,420 {2024.' £12,768,810) on charitable aclivilles and £Nil (2024.. £NIII on raising funds. The £11,627,420 was consllluted by £4.317,817 12024.. £5,056,232) on programme recruilmenl and the remaining £7,309,60312024'. £7.712,578) was spent on programme training and leadership development. In thls period, £6.155, 872 (2024.. £6,373, 3681 was spent on staff cosls (salaries, Social secui'ily, pension cosls of all lull-lime ana temporary slarf). Police Now has enrolle¢ slaff in a define and reviewed regularly by the Board. The SLT considers Police Now's objeclNes. mlssion, slralegy., the nature and scale of Pdice Now's activities. external factors that might impacl Police Now., financial stablllty; the charily's reputation with partners and slakeholders,. past challenges, difficulties, and problems the charily has faced,. Pollce Now's operating model; risk management frameworks and laxonomles used in olher organisatlons. 11 is acknowledged that although the risk idenlificalion process is thorough and robust, the oulput contains some subjeclive judgernents. The process provides reasonable assurance and helps Inform conllngency planning based on Ihe best available informalion at the lime. Er11￿1￿j IA* J1 IA¥ckn>J25. Horn•iM POLICE NOW IA Company Llmlt•d by Guarant•g) TRUSTEE'S REPORT FOR THE YEAR ENDED 31 MARCH 2025 FINANCIAL REVIEW {contlnued) 8a8ed on the lalesl risk reglster, the following six risks have been idenlilled, based on severily, for regular SLT and Board atlenlion Rlsk of flnancial instabillly arising from the charily's reliance on funding from the Home Offlce or Police forces. Any changes in government policy, budget allocations, or priorities Wlthin these bodles could lead to a reducbon or withdrawal offinancial supwrt. Face to face engagement Is malnlained as muGh as is needed to build relationships with forces, including investment of executive leadership lime to build and strengthen senlor force relationshlps. Pollce Now continues lo have a posillve and professlonal relalionshlp with the Home Olfice, the National Police Chief s Council, College of Policing and key policlng stakeholders based on its slrong delivery record, includlng monthly grant-managemenl meelings with Home Office civil servants. Risk ol dala breaches, cyberattacks, or system failures that could compromise the charity's IT Infrastructure and sensitiv8 Information, Including donor data and employee records. Such incldenls could lead lo flnanclal losses, reF)u181ional damag8, legal penalties for non-compliance with data protection laws, and disruption of services. Pollce Now contlnues lo strengthen cybersecurlly, keeping systems updated, and ensuring Compllance with data protection laws. Police Now is Cyb8r Essentials Plus accrediled. Risk of repulalional damage or loss of public trust due to ineffective communication, misinformalicn, or failure to manage sensillve Issues Involving participant8, partlcularly pollce offlcers. Any negallve Incld8nls or allegatlons regarding pollce conduct during charlly actlvllles could lead lo media scrutiny, Social medla backlash, or misunderslandlngs that damage Ihe charily's credibility. mi3communicalion with Stakeholders, donors, or the public may further harm relalionships and trust. To milSgale reputational risk, we have implemented Clear communicalion slrategles, a crlsis plan, and medla tralnlng. By managing sensitive issues proactlvely, especially regarding police conduct. we can protect the charity's credibility, Irusl, and relallonships wlth stakeholders, funding, and partnerships. Risk of employment dispules, grlevances, and claims broughl before èmployment tribunals, includlng Issues like Iinfaif dismissal, discrimination. or breaches of contract, SLich clalm5 Gould resull In financial penallles, legal c051s, repulalional damage, and decreased employee morale. To mlligale the risk of employment disputes, Poltce Now ensures compliance with laws, provides regular training, and maintain8 clear grievance procedure8. Early conllicl resolution, legal support. and fosterlng a positive work environment mlnimises the likelihood of dlspules and reduce potential flnancial and repulalional impacls. Lack ol diversity of Board, Headquarters and Senior Leadership Team - A ranewed ED&1 Commlttee is bfinglng energy and fresh ideas lo thls space. PNHQ recruitment processes have been overhauled to 8n$ure suffl¢l8nt diversity at all levels, including job packs, referrals. reducing unconsclous bias and adverse impact, a range of staff meetlng candldates, and 'pauses' built in where pipelines are Insufflcienlly dlvers8 to provide opportunlty for rectification. Fallure to secure sufficient Candldatè numbers lo meel force demand Intervention approaches belng Investigaled to miligale the risk of higher allrition rate8 across all graduate employers. Police Now continues to invesl in impactful employer brand activities such as Tlmes Top 100 Graduate Employers. Force contracts Incorporate defined ranges to allow flexibility around the number of actual recrults. POLICE NOW (A Company Llmlted by Guarantee) TRUSTEE'S REPORT FOR THE YEAR ENDED 31 MARCH 2026 FINANCIAL REVIEW (contlnued The below rlsk has been downgraded to amber followlng numerous academies with excellent Syndicate Leads., however, il remains on the register as a risk for regular SLT and Board altenlion Syndic81e Lead quallty. experience and motlvalion do not conslslently meet the standard required A review ol the syndlcate lead role and recrultmenl prucess recently occurred lo further improve Syndicate Lead capabilily. A new job pack increased clarity around the requirements and deliverables of the role and a new interview script dèsigned to focus more on mission alignment. culture and other requlred competencios was introduced. The recrullment process Is now allgned lo the College of Policing Competency and Values Framework lo support with understanding of Ihe process and to map to the sergeant promotion processes. A one-day Syndicate Lead Indu¢llon Is now In place lo Introduce the role, expectations and a¢ademy environment. A three-week Syndicate Lead Course {SLC) before the academy btlngs all Syndlcale Leads to a minimum standard regarding leaching and line m8nagemenl support. Reserves As of 31 March 2025, Pollce Now had consolldaled lunds of £7,977,965 (2024.. £8,506,190) of which £31,314 (2024: £40,517} of funds can only be reali5ed by dlsposing of tangible fixed assels. No funds were reslricled or designated, The Trustees review the reserve policy annually and the level of reserves are reviewed quarterly as part of regular finan¢lal reportlng. The level of reserves musl be sufficlent to deliver the full programme(s) and assoclated acllvlties commllted to across multiple financial years. Thls is rneasured by a wind-down model which is prepared in conjuncllon with the annual budget and any subsequent reforecasl. The tsrget level of reserves requlred Is £7.8m. The reserves at 3111 March 202S are above this level al £8.Om which the Board deem adequate bul not exce851ve. Goln concern The Trustees reviewed Pollce NOWS account8 In November 2025, 88 part of Ih8ir regular assess￿nt. as well a8 Its prlnapal risks, financial and otherwise. Al Ihal lime, they were satlsfl&d that Ihere Is no material Lincertainly that WOLild cast doubl on the charity's ability lo continue as a going concern. Police Now ha5 sufficlent resources lo continue operating for the foreseeable future and accounts have been prepared in the knowledge Ihat Police Now is a financially vlable organisallon. The Trustees have assessed the effect of uncertalntles Including force demand, government lunding and cost changes. R8viewing Police No￿5 ongolng aclivity, its forecasts, and iisks to 8nsuTe the organisation remains finandally viable. With regards to the next 12 months, the mosl slgnificanl area lo be monltored closely by the Trustees Is securing gov8rnment funding for 2026127 and securing contracts with police lorcas for the 2027 Nats'onal Graduate Progr8mme. Contracts lor the 2026 Natlonal Gradual8 Programme are already confirmed. The Trustees wlll contlnue to monitor thls closely. As Police Now reCe￿ve$ Home Office funding and Police Force Fees in advance of programme delivery, Police Now has suffident reserves lo deliver Gonlractual obllgations and the Trustees therefore conGlud8 there is no material uncertalnty to golng concem. An upjated finanual forecast was prepared in November 2025 to assess the Impact of changes In force demand. The Truslees have 8 reasonable expectation th81 Police Now has adequate resources to continue in operational exlslence for the foreseeable future. The enllty therefore conlinues to adopt the golng concern basis in preparing ils financial statements. POLICE NOW (A Company Limlted by Guaranlee) TRUSTEE'S REPORT FOR THE YEAR ENOED 31 MARCH 2026 PLANS FOR THE FUTURE PERIODS In the yèar 2024125 we continued to see challenges In the policing sector which Induded funding reduction, leadership conlroversles, rl$lng demand from complex crlmes, and critlcal a55e5smenls of forc8 performance. These developments shaped public irust. operatlonal capacity, and slraleglc prioritles across England and Wales. Speclflcally, the Metropolilan Pollce announced it would Cut 2.300 offlcer8 and 400 pollce staff due to a £450 million l)udgel shortfall. The change in UKgovernment hascreated uncertainly in the policing sector with unknown impacts to fLinding Influencing rM)lice force decislons. It may also Impact government fundlng levels for grant-receiving organisalions stjch as Pollce Now. We are in regular contact with Ihe Home Office, National Pollce Chief's Council, College of Policing and police forces lo help navigate thls continulng perlod ol uncertainly. To dale, Pollce Now remains gr81eful to all these funders. partners and stakeholders lor their ongoing encouragement and positivily in a Gomplex environment. Tha contlnued negaliva medla attenllon on pollclng and related Incldences. appears to be correlated lo Iha candidate plpelines and altrSllon rates ol candldates for the Police Now recruitment programmes ￿thIn the graduate and career- Changer markets. Police Now has increased ils candldale pipelines and invested in posilive acllon lo mltigata this rlsk, particularly with candidates from underrepresented groups, However, this has come al a financial cost. Five years ago. plpelin8 allrllion stood at an average of 25 %,' in 2024125 51 was circa 55%, down modestly fFom a peak of62% In 2022123, But the cost ol recruiling 18lent8d and diverse graduates Into pollclng18 hlgher than It was. For Pollce Now lo thrive wllhln this shifting envlronmenl, It Is essential that we set out clearly lo the police servlc8, Indivldual poll¢e forces, 8nd wlder stakeholders the unlque beneflls whlch Police Now can provlde. It Is our bell8f, based on our experien¢e operating within this sector over the last ten years and based upon a wide range of feedback we have oblalned more recently, that our response shoulrj be based on a renewed locus on the strategy of quallty and dlfferantlatlon as the key means of athieving Pollce Nows mission. From 2025126 Police Now has made the declslon to comblne Ihe Programmes, creating one single National Gradualg Piogramme. which will have multiple specialisms, including Neighbourhood officers, Delectives, Counter Terrorism dele¢llves and Economlc Crlme deleclives. Pollce Now therefore Intends lo recruit and traln -300.400 new officers per year, subject to continued funding. Thls Is based on balancing the difference that Police Now brlngs to pollce recrultmenl and training ivilh Ilic need ol police forces lo maintain other entry and training rovles al sufficient volume and viability lo meet loGal and colSeGllve nation81 need. POLICE NOW {A Company Limlted by Guarantoo) TRUSTEE'S REPORT FOR THE YEAR ENDED 31 MARCH 2026 PLANS FOR THE FUTURE PERIODS Icontlnued) BuildSng on Pollce Now's aGhi8vemenl8 of this year and historically. Police Now has set out in 2025r26 and beyond lo: Focus on quallty and dlfferentlatlon 11 Is only by d8ll¥erlng on both qualliy and dlfferentlallon that Pollee Now can be successful ￿thIn Ihls ¢hanglng marketplace. In terms of Quality., To support pollcing lo become representative of the cornmunlties it serves, and to develop stronger leaders wllh the skills required lo tackle current and future challenges in policing, Police Now must identlfy and ancourage the most diverse and the hlghesl calibre of indwiduals to joln the police service. In terms of Differenli81ion'. o Pollce Now wlll identify lndlvidua15 who would not otherwise have jolned the police servlce. Policlng requlres leaders from a diverse range of backgrounds and exp8rien¢eg, who are talented and keen to be part of positive chan9e. This means idenlwying sought-after graduates and career changers who often lake on career paths other than policing, for example in consulting, the law, banking, or politics. It also means attracting those from éi¥erse range of backgrounds In lerms of gender and elhniclly as well as supportlng social mobility. o The programmes themselves must be differénlialed from what police forces are ab18 lo deliver themselves, In order lo d8velop Police Now officers lo be 8xceptlonal future leaders. Thls includes partlcular attention and foGus on procedural and organlsalional jusllce, research and avidenced-based problem solving, long-lerm problem solvlng, communication and empathy. the wider pollclng and polillcal landscape, dlversily and inclusion in the context of policing and communily trust, and new means of enlry - for example, into SP8ciallst policing roles. PollGe Now 8180 offers a secondment prc*3ramme for some partlcipanls, to be exposed to and learn from diffefenl seclors. Programmes deslgned around Impact In communltles and pollclng Core lo Pollce Now's Nallonal Graduate Pfogramme Is that we hold our participants lo ac¢oLinl on behalf of their communities for reducing crime, reducing anti-social behaviour, and increasing the public's confidence in pollclng. The link be￿een Police Now participants, the programmes and Ihelr communllies will continue lo be slrengihened, following the move lo PCEP. Police Now partlcipants are already on the Ironlline faster than any other route. and PCEP presents an opportunlty to'allow them even more time to VK*rk ¢losely wlth and embed withln thelr communities. Continue to contrlbute to Impmvlng the dlversify of those in leadershlp roles In policlng Pollce Now Is the market-leader In biinglng inlo pollcing those who mlght not olherwlse have consldered a policlng career, especially those who idents'fy as women and those who Identify as an ethnic mlnorily. This is demonstrated by our published dal8 and by Ihe diversity of our cohorts in terms of gender and elhnlcity. Pollc8 Now also happens lo recruit a high level of those who identify as LGBTQIA+ as demonslraled through our t8nth cohort of Ihe National Graduate Leadership Programme (15% Identity as LGBTQ+). Police Now will conlinue to draw on our succe8se8 to date in thls area, as well as conlinulng to share wlth th8 police Service how we have been able lo deliver these achievements. 10 POLICE NOIN (A Company Llmlted by Guarantee) TRUSTEE'S REPORT FOR THE YEAR ENDED 31 MARCH 2025 STRUCTURE, GOVERNANCE AND MANAGEMENT Police Now has operated Independenlly since December 201S, havin9 previously been Incubated wlthin the HR d6partment of the Metropolltan Police Service. Police Now held11s first Board of Trustees. meeting in December 2015 wilh a nomlnated Chalr and four Trustees. In July 2016 Pollce Now recelved chgrilable status. Pollce Now do85 not have shared capllal or exiernal shareholder and is held to accounl by a nomlnaled Board of Trustees (the '8oard') who are not remuneraied. As part of the governing structure, members of the Board for Police Now are both Tw5tees for Ihe or9anisation and are registered on Companles House as Dlrectors. Al 31•1 March 2025 Police Now had thirteen appolnted Trustees. In addition to being responsible for th8 firture slrategy of Police Now, Trustees are liable to Contribute a sum not exceedlng £1 In the event of the charlty belng dlsbandedg Police Now has made actlve efforts to ensure Sts 80grd Incorporate a wlde range of relevant skills and experiencé 10 govern the lulure strategy of Ihe Ofganisation. Upon offlclal appointmenl, Trustees are required to complete a variety ol incorporation documents including a background check, adding details to Companies House and the Charlly Commisslon, and documenllng their personal delalls. ￿ere requlred, Trustees also undergo Iralnlng as part of Ihelr induction, and tralnlng requirement needs are continued to be assessed throughout thelr lemi. All Trustees must declare any confllcls of Interest to Pollce Now which wlll be noted accordlngly. Each Trustee also meets exlsllng Board members, including Ihe Chalr. and wllh Chief Executive Officer (CEO) before joining the Board, and are educated on Police Now's mls8ion, acllvitles, and performance. The Soard ha8 delegated re8ponsibllily for certain speGif￿ matters lo three Board-level Gommlttee8.' Flnance, Audll. Rlsk and Resourc8 Commltlee.. with responsibili1Ses including approving proposed annual budgets, remuneration, policy approval, appropriale resources, the accuracy and falrness ol the audlt and appoinlm8nl of oxlernal aud110r￿, ri *k management and dolallv of any open legsl Issues, Customer Insighl, Futures and Impact Commillee., with responsibilities includin9 programme developmenl, collaboratin9 wlth polic8 forGe5. Impact 8valuation and conskloring new opportunllies for Impact. Equity, Diversity and Inclusion Committee; To ensure that dlverslly and inclu51on Is a key priorlly across all actlvlty so that we are supporting pollclng by allractlng, developing and retaining the most diverse and talented groups, enabllng us to achleve our mission ol transformlng communities. The group will promote, champlon, and encourage dlversily, Inclusion and equality in the workplace and will monitor the key areas of performance, using data, experlenee and innovation. In accordance wlth Ils Artlcle8 of Association, Pollce Now Is permllled lo delegate °the day-lo-day managernenl of the Charily to a Chief Executive or other manager or managers by implementlng the policy and strategy adopted by and within a budget approved by the Trustees (if applicable). 10 For Pollce Now the power Is delegated lo the CEO who assembles a Senlor Leadership Team (SLT) of dlverse and experlenced professionals to ensure the effecllve and efflclenl runnlng of the organlsalion. The CEO and Executiv8 team (those holding a Director role as Police Now staffj, alongside the Trustees, are the key management personnel of the organlsatlon. The CEO is held accountable at a quarterly Board meetlng and regular commiltee meetings (at least quarterly) where key updates on strategy, budget, policy, recrultmenl and programme delivery are provided. The Board recelve confidential papers in preparation of these rneetings, Full minutes are taken at each Board meeting. 2018 2019 11 POLICE NOW IA Company Llmlted by Guarantee) TRUSTEE'S REPORT FOR THE YEAR ENDED 31 MARCH 2025 STRUCTURE, GOVERNANCE AND MANAGEMENT lcontlnuedl To ensure delegated authorities from the Board are monitored and appfoprialely adhered to by the CEO and SLT. Pollce Now has developed a variely of policles relating to finance, op6ralion5 and human resources whlch govarn Ihe daily running ol the organisallon,. the8e have been approvéd by the Board or Board Committee8 With delegated responsibililies. These policles clearly establish decislons that are delegated lo the CEO and SLT and those decislons that are relalned by Ihe Board, for example the strategic direction ol the organisation, appioval ol all expendllure exceedlng £150,000 and annual departmental and organisatlonal budgets Trustees of Police Now recelve no remuneration for thelr professlonal Inpul inlo the organlsalion. however. may be enlilled to expenses where appropiiale, Those holding a Director role as Police Now staff receive their annual salary, a 6% employer penslon contribution and a hgallh cash plan. These benelils are in common with other employees at dlfferènl grad88 and were benchmarked agalnsl slmi18r charlties lo ensLJre compellliveness, lairness, 8nd responsible expendlture of charllable funds. The CEO approves all salaries within th8 organisation, whlle the CEO salary and the overall remunerallon pool 18 approved by ihe Board. TRUSTEES, RESPONSIBILITIES STATEMENT The Trustees (who are also dwectors of Police Now lor the purposes of cornpany law} are responsible for preparing the Trustees, Report and th8 financial statements In accordan¢e wllh applicable law and Unlted Klngdom Accountlng Standards (Unlted Kingdom Generally Acc8pled Accounting Practice). Company law requires the Trustees to prepare financlal statements for each financlal year. Under company law the Truslees musl not approve the flnsncial Statements unless they are salisffed that they give a true and falr view of the slate of affairs ofthe chanlable company and the group and ofthe incoming resources and applicatlon of resources, Including Ihe Sncome and expenditure, of the charitable group for that perlod. In preparing th8se financl81 statéments, the Trustees are requwed lo., selecl sullable accounting pollcies and then apply them consislently. observe the methods and principles in the Chafilies SORP. make iudgmenls and accounting eslimalès that are reasonable and prudent: and prepare the finandal statements on the going concern basis unless it is inapproprlale to presume that the eharltable group will contlnue in oper811on. The Trustees are responslble for keeplng adequate accounting records that are sufflcient to show and explaln the charilable company and the group's transactions and disclose wlth reasonable accuracy al any lime the financial position ol lh8 charitable group and enable them lo ensure that th8 financlal slalements comply with the Comp8nles Act 2006. They are also responsible for safeguarding the assets ofthe charitable Gompany and tlw group and hence for taking reasonable steps for the prevention and detecllon ol fraud and other irregularities. 12 POLICE NOW (A Company Llmited by Guaranteo) TRUSTEE'S REPORT FOR THE YEAR ENDEO 31 MARCH 2025 DISCLOSURE OF INFORMATION TO AUDITOR Each of the pefsons who are Trustees at the lime when this Trustees, Report is approved has confirmed that: • so far as that Trustee Is aware, there is no relevant audlt Information of whlch the charitable group's auditors are unaware, and that Trustee has laken all the slep5 that ought to have been taken as a Trustee in order to be aware of any relevant aud51 information and to establish that the charitable group's auditors are aware ol that information. In approvlng the Trustees, Report, the Trustees are also 8pproving the Directors. Report In thelr capaclly as company diractors. SMALL COMPANIES NOTE Sn preparing Ihls report, the Trustees have taken advantage of the small companies, exemptions provlded by section 415A of the Companles Act 2006. The trustees report Induding the slrateglc report was approved by the Truslees on their behalf by: signed on Sir I C Powell Trustee V S H Tillbrook Trustee 13 POLICE NOW (A Company Limlted by Guarantoa) INDEPENDENT AUDITOR'S REPORT Opinlon We have audited the fin8ncial statements of Poli¢e Now (the 'charilable companl) for the year ended 31 March 2025 which comprise the Slalement of Financial Activities, the Statement of Financial Position, the Statement of Cash Flows and the related notes, including a summary of signlficant accounting policies. The financial reporting framework that has been applied in their preparation 18 applicable law and United Kingdom Accountlng Standards, including Financlal Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland, (United Kingdom Generally Accepted A¢Gounling Practice), In our opinion the linancial statements: give a true and fair view oflhe stale of the charitable companys affairs as at 31 March 2025 and of its nel movements of funds, including ils incom8 and expenditure for the year then ended; have been properly prepared in accordance with United Kingd￿ Generally Accepted Accounting Practice., and have been prepared in accordance with the requirements of the Conpanies Act 2006. Basis for opinlon We conducted our audit in arcordance wilh InternalSonal Standards on Auditing (UK) IISAS {UK)l and applicable law. Our responsibilitie5 under those standards are further described In the Audllods r8sponslbllilles for the audit of the finan¢i81 statements section of our report, We are independent of the charitable cornpany in a¢cordanc8 with the ethical requirements that are relevant lo our audlt of the flnancial stalemenls In the United Kingdom, including the Financi81 Reporting Council's Elhic81 Standard. and we have fulfilled our othef ethical responsibilllies In accordance with these requir8menl8. We belleve that th8 audit evidencè we have obtained Is sufficient and appropriate lo provide a basis for our opinion. Concluslons relatlng lo golng concern In audlting Ihe financial statements, we have concluded that the Trusteès, usa of the going concem basls ol accounting in the preparalion Gf Ihe financial Slalemenls is appropriale. 8ased on the work we hav8 perfomied, we have not identified any material uncertainties relating to events or condilions that, indNtdually or collectively, may c88t Significant doubt on the charitable company's 8blllty lo continue as 8 going concern for a period of at least ￿e1ve months from when the financial stalemenls ar8 authorised for i8SU8. Our responsibllllles and the responsibililie8 of Ihe Trustees wlth respect lo golng ¢oncem are described in the relevant sections of this report. 14 POLICE NOW (A Company Limited by Guaranteo) INDEPENDENT AUDITOR'S REPORT (CONTINUED) Other information The trustees are responsible for the other information. The other information compTises the inlormalion included in the Trustees, Annual Report. Our opinion on Ihe financA818tatemenls does not cover the other inlormalion and, except to the extant othe￿ISe explicitly slated in our report, we do not express any form of assurance conclusion thereon. In connection wilh our audit of the financlal stalemenls, our responsibility is lo read the other information and, In doing so. consider whelher the other informalion is materially incon8islent with the financial slalemenls, or our knowledge obtained In the audit or otherwise appears to be Material￿ m15$tated. If we identify such material Inconsistencies or apparenl material misstalèments, we are required to determlne whether there is a m8terlal misstatement in the financial slalements or a material misstatement of the other infomalion. If, based on the work we have performed, we conclude that there is a material misslatemenl of this other Information, we are requlred lo report that fact. We have nothing to report In this regard. Oplnlon on other mattevs prescrlbed by tho Companle8 Act 2006 In our oplnlon, based on the work undertaken In the course of the audlt.. th8 Informatlon given in the Trustees, Annual Report (which in¢lude5 Ihe strategi¢ Teport and the direclors, report prepared lor the purposes ol company law) for the financial year for which the financial stalem8nls are prepared is consi8t8nt wilh the financial slalem8nts. the strateglc report and the directors, reporl 5ncluded withln the Trustees, Annu81 Report has been prepared In accordance with applicable legal requlrements. Matters on whlch we are requlred lo report by exceptlon In the I￿h1 of our knowledge and understanding of Ihe charitable company and its environment obtained in Ihe course of the audil, we have not idenlilied material mi8slatemenls in the Tru6tees' Annual Report (which incorporates the slralegic report and the directors. report). We have nothing lo report in resp8cI of Ihe following rnatlers in relation to which Companies Act 2006 requires us to report to you if, in our opinlon.. adequate accounting records have not been kept., or the financial statements are not in agreement with the accounting records and returns: or certain disclosures of Trustees. remuneration specified by law are nol made; or we have not received 811 Ihe information and explanations we requlre for our audit. Rosponslbllitles of tr(18tee• As explalned more fully in the Trustees. Responsibllrties Statement, the Trustee8 (who are also the dlreclors of Ihe charitable company for the purposes of company law) are responsible for Ihe preparalion of the financial statements and for being satisfied that they give a Irue and fair view, and for such internal control as th8 Trustees d6temlne 1$ necessary lo enable the preparalton of financial stalemenls that are free from material misstatement. wheth8r du8 to fraud or error. In preparing the financlal statements, the Twslees ar8 responsible for assessing the ¢harilable companl ability to continue as a going concern, disclosing, as applicable. malters related to golng concem and using the gcing concern basis of accounting unless th8 Trustees either intend to liquidate th8 charitable o)mpany or lo cease operalions. or have no realistic allemative but lo do so. 16 POLICE NOW (A Company Limited by Guarantee) INDEPENDENT AUDITOR'S REPORT {CONTINUEO) Audltors. responsibllltle8 for the audlt of Ihe flnanclal statements Our oblecllves Sre lo obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whelher due to fraud or error, and to issue an Auditors, Report that includes our opinion. Reasonable a8surance Is a hlgh level ol assurance. but is not a guaran188 that an audit condltcted in accordan¢8 with ISAS (UK) will a￿yS detect a material misstatement when il exists. Misstatements can arise from fraud or error and are consldered material if. individually ar in the aggregate. they could reasonably be expected to Influence the èconomic decisions of users taken on the basis of these financial statements. Irregularities, including Iraud. are InslanGes ol non•complianc8 with law8 and regulatlons. We deslgn procedures In line with our responsibilities, oullined above, to delecl material misstatements in respect of irregu18rilies, including fraud. The exfenl to which our procedures are capable of d818cting irregulari1188. including fraud is detailed below: Based on our understanding of the group and the environment In whlch It operates, we idenlif1ed that the principal risks of non-compliance with laws and regulations r8laled lo charity and company law appllcable in England and Wales, and we ¢on8ider8d the e￿ent to which non-compliance might have a material effect on the financial slalemenls. W6 also considered Ihose laws and regulation8 Ihal have 8 direct ImpaGI on the preparation of Ihe financial stslements such as the Companies Acl 2006 and the Charities SORP. We evaluated managernent's incentives and opportunilies for fraudulent manipulation of the financlal Élalemenls (includlng the rlsk of override of control8), and determln8d that the principal risks were related to revenue recognitlon, in particular in relation lo recording income and charitable aclivitSes in the correct accounting period and management overrlde of ¢onlro18, Audit prcKeduras performed by the engagement team included.. Inspecling Correspondence with regulators., Discussions wilh manBg8menl including conslderatlon of known or suspe¢ted Instancés of non