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2025-06-30-accounts

Year ended 30th June 2025 Annual Report & Financial Statements

Company Registration Number 09923402 (England and Wales) Charity Number: 1169016

Contents

Reference & administrative details of the charitable company & its advisors ..................... 3 Annual Report ............................................................................................................................................................................ 4 Foreword & welcome ............................................................................................................................................................... 4 Vision, Mission, Values ............................................................................................................................................................. 5 Strategic objectives ................................................................................................................................................................... 6 Activities, achievements & performance ......................................................................................................... 7-17 Plans for the future .................................................................................................................................................................. 18 Financial review ................................................................................................................................................................... 19-21 Risk management ........................................................................................................................................................... 22-25 Structure, governance & management ........................................................................................................ 26-28 Disclosure of information to auditors ..................................................................................................................... 29 Small companies exemption .......................................................................................................................................... 30 Independent auditor’s report ............................................................................................................................. 31-35 Statement of financial activities ................................................................................................................................ 36 Statement of financial position .................................................................................................................................... 37 Statement of cash flows .................................................................................................................................................... 38 Principal accounting policies ................................................................................................................................... 39-41 Notes to the financial statements ..................................................................................................................... 42-48

2

Reference & administrative details of the charitable company & its advisors

Trustees

Chief Executive Officer: Aileen Edmunds

Auditor Buzzacott Audit LLP, 130 Wood Street, London, EC2V 6DL Bankers Unity Trust Bank plc, Four Brindley Place Birmingham, B1 2JB Investment Fund Manager Cazenove Capital, 1 London Wall Place, London, EC2Y 5AU Investment Advisors Yoke Financial Consultants Ltd, 6 Normanhurst Rd, London, SW2 3TA

3

Foreword & welcome

At the core of Longleigh Foundation’s work is a simple but powerful belief: everyone living in social housing should have the opportunity to thrive, on their own terms.

Alongside this, we invested in research to shape fairer policies that make a real difference to the lives of people living in social housing.

This report summarises our charitable activity for the year ended 30th June 2025, along with our financial statements.

This year, we provided timely financial support and wraparound services to help people living in social housing manage crises, increase income, make their house a home, and improve overall wellbeing.

A message from our Chair, Fiona Ellison

It’s a privilege to share Longleigh’s story of resilience, creativity, and impact over the past year. In a time of rising demand and limited resources, our team responded with compassion and strategic clarity.

Together, we delivered £584k in individual grants , supported hundreds of residents through tailored financial wellbeing and counselling services, and championed research that is shaping fairer sector policies.

I’m grateful to our dedicated staff and Trustees whose professionalism and care drives every success. And to the residents whose courage and wisdom guide our approach – you are the heart of our work.

We were humbled to receive national recognition for our work. It’s our first award and shows how a small foundation like ours can make a significant difference.

This progress was only possible thanks to the steadfast generosity of Stonewater, alongside exciting new partnerships that extend our reach and deepen our capacity.

As we move forward with renewed energy and a new strategy, I am confident that Longleigh will continue to help social housing residents not just survive, but thrive, on their own terms.

Fiona Ellison Chair, Longleigh Foundation

4

Vision, Mission & Values

Vision

We believe in a future where: “Everyone living in social housing has the opportunity to thrive, on their own terms.”

Mission

As a grant-making foundation, we are accountable to people living in social housing, working to:

Provide emergency grants when money is tight and times are hard.

Fund trusted charitable organisations to support wellbeing, increase resilience and to encourage stronger community connections.

Invest in research that helps to shape fairer policies and better support services across the social housing sector.

Values

Compassion We treat everyone with empathy, fairness, and respect – prioritising kindness in all our interactions.

Collaboration Commitment We work with openness, We’re dedicated, honesty, and driven, and proactive – accountability – building focused on making a strong, supportive real difference, every relationships with others. day.

5

Strategic objectives

In 2024/25, we delivered against our existing strategy while laying the foundations for our new three-year plan.

Alongside rising demand and economic pressures, we strengthened our partnership with Stonewater, diversified our funding, and improved how we measure and demonstrate impact, including publishing data through 360Giving and redesigning our performance dashboards. We also invested in governance, welcomed new trustees, and refreshed our organisational values.

Our new strategy, A Foundation for Purposeful Impact , will guide our work from 2025 onwards. It commits us to innovating in our grant-making, extending our reach through diverse partnerships, and equipping ourselves to deliver lasting change for social housing residents.

Increase our reach Equip ourselves by diversifying our to deliver lasting funding change

Innovate to deliver even more meaningful impact

Deliver high-quality, flexible, resident-led funding, and act as a collaborative partner that helps others increase their impact.

Work to reach more people in more impactful ways, by attracting sustainable funding with organisations who share our values.

We will invest in our people, technology, and ways of working to ensure we are well placed to respond to rising needs and deliver on our mission with care and clarity.

6

Activities, achievements & performance

Social housing households face pressures from service cuts, stagnant wages, welfare reforms, and the rising costs of living.

In 2024/25 we:

Our work combines direct financial support with wraparound services that promote long-term wellbeing. Through individual grants and our Circles of Support programme, we provide both immediate relief and the tools to rebuild stability.

We support people who are:

We also address systemic challenges through research and advocacy, including:

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Individual support through grants

In 2024/25, Longleigh approved £584k in individual grants via 686 applications, (a 5% increase from last year, supported by an increased donation from Stonewater).

Grants were awarded as follows:

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Longleigh Grants
Flooring Education,
Crisis
Critical Training &
39
Hardship 92 Incident Employment
505 39 11
----- End of picture text -----

----- Start of picture text -----
Total Grants
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686

While Hardship Grants saw a decline, approved applications increased across other grant types, reflecting higher-cost areas such as Flooring and Critical Incidents.

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Individual support through grants

Our grants helped people with:

----- Start of picture text -----
White goods 24%
Household essentials 25%
Food vouchers 18%
Flooring 12%
Utility vouchers 3%
Other items 17%
Employability support 1%
0% 5% 10% 15% 20% 25%
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To ensure limited resources reach people in the greatest need, we use clear eligibility criteria. The top five reasons for grant applications ( 88% of total) were:

Our individual grants are primarily for Stonewater customers. We also approved 5 grants for Stonewater staff, totalling £4,878.

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Grantee voices: Dayne’s story

For more than 15 years, Dayne has supported young people with autism, ADHD, and other additional needs. His dream was to create a mentoring service that gives children the guidance and belief they need to succeed.

Today, Dayne leads a five-strong team supporting children at risk of exclusion or entering the justice system. One young person returned to full-time education, a milestone Dayne calls “a shared victory.”

That dream became reality after he read about Longleigh in a Stonewater newsletter. An Education, Training & Employment Grant provided the essentials, including a laptop, sports kit, and start-up equipment to launch his youth mentoring business.

Longleigh’s grant played an important role in this journey. Dayne shares: "Without the help from Longleigh, I wouldn’t be where I am now. It’s about biting the bullet and pushing forward. The equipment Longleigh provided was a game-changer for me and all that I have achieved so far."

The early months were slow, but Dayne persevered. As word spread, more young people came forward, and soon he was leading a small team.

“When you believe in them, they start to believe in themselves.” – Dayne

At a glance

Years helping young people: 15+ Team size: 5 mentors

Key focus: Children at risk of exclusion or entering the justice system Support from Longleigh: ETE Grant for start-up essentials

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Funding organisations to support grantees

Financial wellbeing

Average financial gains: £1,069; with 274 people engaged.

Partner voices

“I am delighted to be working with Longleigh again this year on a larger and more comprehensive financial wellbeing programme for Stonewater customers. Their trust and encouragement give us the confidence to design and deliver support that directly addresses the challenges people face in times of financial hardship. With their backing, we can remain flexible and focused on providing services that are both impactful and truly centred on what customers need.”

Emmie Jenkins Hill, Head of Programmes at Clean Slate

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Grantee voices: Lucinda’s story

Lucinda* was referred to Clean Slate by Stonewater after struggling to keep up with household costs. Deductions from her Universal Credit left her short on rent and worried about putting food on the table.

With £1,295 in extra financial support, Lucinda moved from feeling insecure about her basic needs to being able to plan ahead and manage her money with confidence.

Through a Money Health Check, she worked with Clean Slate to build an action plan and stabilise her income. Together, they secured a Discretionary Housing Payment, a Household Support Fund grant, and a Longleigh Hardship Grant for food and utilities costs. Lucinda also received fuel vouchers and was linked with debt advice and Age UK for longer-term support.

“The help I received was brilliant and very welcoming.” – Lucinda

*Name changed to protect privacy

At a glance

Support from Longleigh: Hardship Grant and financial wellbeing service Financial gain: £1,295

Impact: Improved stability and confidence in managing money

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Funding organisations to support grantees

Mental wellbeing

Partner voices

“Working with Longleigh has been an incredibly rewarding experience. We support a diverse range of clients who engage fully with the service, demonstrating dedication both in and outside of sessions. Over the course of six weeks, it’s truly inspiring to witness the tangible changes taking place in their lives.

My students consistently express a strong preference for working with Longleigh clients over other services, as they recognise the significant impact they’re making—particularly for individuals who may not otherwise have access to such support.

From a managerial perspective, the collaboration is smooth and well-structured. I feel respected in my professional role, and information-sharing is straightforward and efficient. Charlotte (Longleigh’s Head of Grant Programmes), in particular, is approachable, supportive, and a pleasure to work with.”

----- Start of picture text -----
Jess Billington, Senior Counsellor at KPG
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Grantee voices: Amira’s story

When Amira* first accessed counselling, she was living with anxiety made worse by job loss, her husband’s illness and pressure from family relationships. She often felt overwhelmed and had little confidence in her ability to cope.

Amira used her sessions to explore longstanding patterns. Through personcentred therapy, she had space to explore her thoughts and understand how past experiences were affecting her now. With support from KPG's skilled counsellors, her confidence grew, allowing her to:

“There is more light in my life.” - Amira

*Name changed to protect privacy

At a glance

Background: Ongoing anxiety linked to job loss, husband’s illness and family pressure

Support: Free counselling via KPG (12 sessions) Focus: Self-esteem, boundaries and healthy habits

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Research project funding

We recognise that many challenges faced by social housing residents are systemic. We fund pioneering research to advocate for better landlord practices and wider societal change.

In 2024/25, Longleigh awarded £53,000 in research funding , building on our reputation as an evidence-led foundation. We secured joint funding with external partners, including Fusion21 and Stonewater, marking an important step towards greater sustainability and collaboration.

Rural housing research

In response to the challenges we see through our individual grants that residents face in rural areas, we commissioned a major research project with the University of Liverpool, jointly funded with Stonewater and Fusion21 into the need for affordable rural homes. Launched during rural housing week, the work will inform how the government, local authorities, housing providers, developers and funders can respond to affordable rural housing need.

Voices for Tenants

Led by tenants, Longleigh co-funded a national feasibility study to explore how tenants can collectively shape housing policy and practice. The report, Tenants at the Table , which launched this year, engaged residents from across the country, and its findings will support the development of a new platform for tenant voices at a national level.

Floor coverings in social housing

We continued to build on our earlier research highlighting the impact of providing floor coverings at point of let. Findings were shared with MPs, housing and sector leaders and the work was recognised nationally when Longleigh received the Commercial Collaboration of the Year award at the ACO Conference. Other housing providers are now reviewing their policies and piloting new approaches as a direct result.

Through this work, Longleigh is helping to ensure that residents’ voices shape not only our own programmes but also sector-wide practice and national policy.

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Funding recipients for the accounting period

Project/organisation name Primary activities Funding awarded (£)
Circles of Support programme
Clean Slate Financial wellbeing
Support		 £129,360
Kaleidoscope Plus Group Emotional wellbeing and
counselling support		 £43,680
Research projects
University of Liverpool Rural housing research £53,040
Total project grant expenditure £226,080

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Public benefit

Longleigh Foundation meets its public benefit obligation by creating opportunities for social housing residents to thrive.

We fund:

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Essential household items
Crisis support (food, energy top-ups)
Financial resilience (debt advice, employability support)
Mental health support
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Plans for the future

In the year ahead, we will:

I nnovate to deliver meaningful impact by embedding dignity, flexibility and choice into our grant-making, and trialling new resident-led approaches.

Increase our reach by diversifying funding, strengthening values-led partnerships and raising our profile through communications and impact reporting.

Equip ourselves to deliver lasting change by investing in our people, governance, and digital tools, ensuring resident voice and lived experience are at the centre of our decisions.

Longleigh Foundation Team

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Financial review

Income

Total income for the year ended 30 June 2025 was £1,402,405 (2024: £1,248,787), with the majority coming from Stonewater Ltd and the remainder being investment income derived from our investment portfolio managed by Cazenove Capital.

Expenditure

Total expenditure was £1,248,373 (2024: £1,187,959), 77.8% of total spend went directly to grant-making. We continue to grow and invest in effective, proportionate operations and benchmark our efficiency.

Operating costs

Operating costs were £277,638 (2024: £402,837 ). This represents the cost of managing the investments and the operational and support costs incurred in running the charity. Salary costs for grant staff are now included in direct costs.

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Investment

Longleigh maintains a long-term investment in Cazenove’s Charity Responsible MultiAsset Fund (RMAF), focusing on ethical investment with a return objective of 3-5% after inflation and fees. Our Treasury Management policy ensures sufficient liquidity through secure and accessible deposits.

Our policy aligns investments with our values. The RMAF follows a strong Environmental, Social and Governance policy, including screening to exclude areas of significant social or environmental harm and provides regular updates on its social impact.

The Finance and Investment Committee reviews investment performance quarterly and meets with the investment managers at least annually. The Board has agreed to an independent triennial review of the investment strategy and investment managers, with the next one due in August 2028.

At year end, investments were valued at £7,088,973 (2024: £6,332,188) with net investment losses for the year of £92,659 (2024: net investment gains of £400,507).

The Foundation’s total return for the year ended 30th June 2025 achieved a 2.5% (2024: 11.2%) return this year. The Finance and Investment Committee met with Cazenove twice in the past year to discuss the current economic situation and how Cazenove are reacting to the current market conditions.

The investments have performed well this year, but markets continue to be volatile. The Board receives regular updates from Cazenove to ensure the strategy remains robust.

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Reserves

The total reserves at year end were £8,420,261 (2024: £8,358,888), comprising £8,189,454 (2024: £8,139,575) restricted funds and £230,807 (2024: £219,313) unrestricted funds.

Our aim is to build restricted reserves that generate income to support grant expenditure and operating costs. Reserves are being built up through annual donations from Stonewater Ltd, as agreed with them. This is to strengthen resilience against income shocks and uncertainty.

21

Risk management

Trustees review Longleigh’s risk register at each Board meeting, based on the likelihood and potential impact, and mitigations. The Chief Executive supports the Trustees in monitoring changes in risk levels or the emergence of new risks.

This year, we developed a Board risk appetite framework to guide future risk monitoring.

Key risks and mitigations in FY24/25:

----- Start of picture text -----
Risk Mitigation
Financial sustainability
Secure a sustainable funding agreement with
Reliance on one major
1 Stonewater for better longer-term planning.
donor (Stonewater)
Diversify Longleigh funding.
Set realistic budgets and work plans.
Monthly income and expenditure reviews; quarterly re-
forecasting.
Failure to meet the
2 Follow financial standing orders; use the Finance and
annual budget
Investment Committee and Board for approvals.
Review budget sign off and delegated authority
annually.
Finance & Investment Committee to monitor
performance and receive quarterly updates from
Cazanove.
3 Lower investment returns Keep Treasury & Investment policies up to date.
Investment fund managers to attend F&I bi-annually
and main Board annually.
Three-yearly fund manager review.
Review individual grant criteria regularly.
Cost of Living pressures Maintain strong budget management and
4
on delivery proactive Stonewater relationship management.
Explore partnerships with second-hand goods providers.
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Risk management

Reputation Reputation Reputation
5 Unable/inability to
demonstrate impact		 Embed Theory of Change in all grant processes.
Publish Longleigh grants through 360 Giving.
Maintain regular conversations with Stonewater
colleagues to understand customer needs.
KPI dashboards in place, monitored monthly.
Invest in measuring social value.
6 Reputational crisis In house comms expertise in place.
Social listening activity is BAU.
Specific misuse-of-funds risk procedures.
Crisis protocol reviewed annually.
7 Breakdown in trust with
Stonewater		 Adhere to the memorandum of understanding and
reporting frameworks.
Hold regular meetings between CEOs and Chairs.
Monthly bulletin to Stonewater comms teams.
Comms and engagement plan in place for Stonewater
colleagues and customers.

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Risk management

Operational Operational Operational
8 Staff team instability Embed mission and values; regular check-ins and 1-to-1s.
Up-to-date HR policies and shared records.
Annual business continuity review; three-month notice
periods.
Thorough induction; annual staff survey and weekly pulse
checks.
9 Safeguarding incident Annual safeguarding training for all staff.
Safeguarding policies and procedures in place and
regularly reviewed.
Staff contact details and next of kin data stored centrally
- audited annually in February.
Safe Recruitment practices to be followed.
10 Cyber security Cyber Essentials in place; regular KnowBe4U training and
mock phishing.
Weekly system backups; robust hardware/software and
monitoring.
11 IT and system issues Weekly backups; training tracked monthly.
Regular laptop/hardware updates; in-house admin
access.
Grant Management System data held in escrow if supplier
closes.
12 Fraudulent or misuse of
individual grants		 Use vouchers where possible; receipts for high-value
items.
Enforce criteria via the portal; monthly audits by IGM.
13 Fraudulent or misuse of
project and research
grant funding		 Funding agreements for all grants; regular monitoring.
Robust tendering for value for money.
Due diligence on insurance, safeguarding and charity
status.

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Risk management

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Regulatory/Compliance
Follow policies and processes; maintain Cyber
14 Breach of GDPR legislation Essentials and ICO registration.
Annual staff training.
Annual DSE assessments and training for all
staff (last completed: 02/24).
15 H&S non-compliance
Open channels for staff to raise H&S concerns in
1-2-1s and team meetings.
Strong audit history and track record.
Robust financial controls and HR oversight of
16 Breach of charity law
processes.
Experienced company secretary support.
Governance
Annual skills audit and Board review.
Trustee Board lacks key Use skills audit results for trustee recruitment
17 skills/commitment diversity and and fixed terms refresh for the Board.
lived experience Implement recommendations from the external
governance review.
Policy review plan checked monthly by SMT and
annually by Board.
HR specific policy updates checked with HR
Out of date policies and
18 system provider at point of review and when
procedures
legislation changes. Provider also offers training
on any legislative changes.
Governance Committee established.
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Fundraising

Longleigh Foundation does not actively solicit donations from individuals and has received no fundraising complaints.

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Structure, governance and management

Governing document

Longleigh Foundation is a company limited by guarantee governed by its Memorandum and Articles of Association. It is registered at Companies House (no 09923402) and with the Charity Commission in England and Wales (no 1169016).

Trustees

The trustees are selected for their expertise, skills, and knowledge in governance, the charity's work, lived experience, and the social housing sector. As our founder and principal donor, Stonewater Limited, can appoint one person as a trustee (as set out in the articles).

During the period, David Ripley, Fiona Smith, James Holton and Louise Winterburn joined the Board. David Ripley subsequently resigned due to conflict of interest linked to his new role at Stonewater. Trustees serve three-year terms of office and may be re-appointed up to a maximum of nine consecutive years.

The Board is committed to Equality, Diversity and Inclusion (EDI) and embedding continual development in this area.

Finance & Investment Committee

To support the trustees to fulfil their financial responsibilities, our finance and investment committee meets quarterly to review Longleigh’s risks, finances and investments, and to make recommendations to the board.

The committee consists of three trustees with investment, accounting and charity finance expertise.

Governance Committee

To support the trustees to meet their governance responsibilities, our governance committee meets annually (and as needed), to review policies and oversee delivery of the governance review findings.

The committee consists of three trustees with HR, law and charity governance knowledge.

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Structure, governance and management

Decision making

The Board of Trustees is collectively responsible for good governance practices, legal and regulatory compliance, and protection of the Foundation’s resources. The Board meets quarterly to set strategy and policies, oversee finances and grant funding, and monitor overall performance. Additionally, the Board reviews and determines the remuneration of key management personnel on an annual basis. Trustees are not remunerated for their services.

Longleigh has adopted the UK Charity Governance Code for smaller charities 2020 and regularly monitors its compliance with this code. During 2023/24 Longleigh complied fully with the Code with the exception of some of the detailed requirements on benchmarking of performance, impact assessment and equality, diversity and inclusion on which active plans are in place.

Day-to-day management of the Longleigh Foundation is delegated to the Chief Executive, who, along with the staff team, oversees the charity’s work by following grant-making policies and procedures and implementing operational processes to fulfil the charity’s mission.

During the year, the Longleigh Foundation received Company Secretarial services from Stonewater Limited.

Related parties

Longleigh Foundation is primarily funded through donations from Stonewater Limited. The trustees confirm that the charity’s activities will always align with its social objects.

Any benefit to Stonewater Limited from the Longleigh Foundation’s activities is incidental and outweighed by our charitable objectives. Please see note 16 for further Related Party transaction details.

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Structure, governance and management

Statement of trustees’ responsibilities

The trustees (who are also directors of Longleigh Foundation for company law purposes) are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards).

Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions, disclose with reasonable accuracy at any time the financial position of the charitable company, and enable them to ensure that the financial statements comply with the Companies Act 2006 and the provisions of the charity’s constitution. 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.

Trustees are responsible for keeping adequate accounting records, safeguarding assets and taking reasonable steps to prevent and detect fraud and other irregularities. They are also responsible for the maintenance and integrity of the corporate and financial information on the charity’s website. UK legislation may differ from that of other jurisdictions.

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Disclosure of information to auditors

Insofar as each trustee at the date of approval of this report is aware, there is no relevant audit information of which the charity’s auditor is unaware.

Longleigh Trustees and the Senior Management Team

29

Small companies exemption

In preparing this report the trustees have taken advantage of the small companies’ exemptions provided by section 415A of the Companies Act 2006.

Approved by the trustees on 18th November and signed on their behalf by:

Fiona Ellison Chair

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Independent auditor’s report to the members of Longleigh Foundation - Year to 30th June 2025

Opinion

We have audited the financial statements of Longleigh Foundation (the ‘charitable company’) for the year ended 30th June 2025, which comprise the statement of financial activities, the statement of financial position, the statement of cash flows, the principal accounting policies and the notes to the financial statements. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements 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.

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Independent auditor’s report to members of Longleigh Foundation - Year to 30th June 2025

Other information

The other information comprises the information included in the annual report, including the trustees’ report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements 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 misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact

We have nothing to report in this regard.

Opinion on other matters prescribed by the companies act 2006

In our opinion, based on the work undertaken in the course of the audit:

32

Independent auditor’s report to members of Longleigh Foundation - Year to 30th June 2025

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of Trustees

As explained more fully in the statement of Trustees’ responsibilities contained within the Trustees’ report, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or has no realistic alternative but to do so.

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Independent auditor’s report to members of Longleigh Foundation - Year to 30th June 2025

Auditor's responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

We assessed the susceptibility of the charitable company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

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Independent auditor’s report to members of Longleigh Foundation - Year to 30th June 2025

To address the risk of fraud through management bias and override of controls we:

Performed substantive testing of expenditure, and

Reviewed journal entries to identify unusual transactions.

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

There are inherent limitations 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 to identify non-compliance with laws and regulations to enquiry of the Trustees and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that 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 financial statements is located on the Financial Reporting Council’s website at

www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of this report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Gumayel Miah (Senior Statutory Auditor) For and on behalf of Buzzacott Audit LLP, Statutory Auditor 130 Wood Street

London

EC2V 6DL

35

Statement of financial activities

(Including income and expenditure account) year ended 30th June 2025

The notes on pages 42 to 48 form part of these financial statements.

36

th

Statement of financial position: year ended 30 June 2025

The notes on pages 42 to 48 form part of these financial statements.

The financial statements were approved and authorised for issue by the board and were signed on its behalf on the 18th of November 2025. .

Fiona Ellison Chair

Longleigh Foundation

A Company Limited by Guarantee Registered Number: 09923402

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Statement of cash flows: year ended 30 June 2025

The charity does not hold any debt instruments and therefore a reconciliation of changes in net debt has not been included.

The notes on pages 42-48 form part of these financial statements.

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Principal accounting policies: year ended 30 June 2025

Charity information

The charity is a company limited by guarantee (registered number 09923402, charity number 1169016), which is incorporated in the UK. The address of the registered office is Suite C, Lancaster House, Grange Business Park, Enderby Road, Whetstone, Leicester, LE8 6EP.

Basis of preparation

The financial statements have been prepared under the historical cost convention and in accordance with the Statement of Recommended Practice, Accounting and Reporting by Charities (applicable UK accounting standards including the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), and the Companies Act 2006).

Longleigh Foundation meets the definition of a public benefit entity under FRS 102. The financial statements are presented in Sterling to the nearest pound.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

The principal accounting policies adopted in the preparation of the financial statements are as follows:

Significant judgements and estimates

The area in the financial statements where these judgements and estimates have been made is in relation to the allocation of indirect operating costs, and in estimating the useful economic lives of tangible and intangible fixed assets.

Going concern

The trustees have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. The trustees have made this assessment in respect to a period of at least one year from the date of approval of these financial statements.

The trustees of the charity have concluded that there are no material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The trustees are of the opinion that the charity will have sufficient resources to meet its liabilities as they fall due.

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Principal accounting policies: year ended 30 June 2025

Income

All income is recognised once the charity has entitlement to the resources, it is probable that the resources will be received and the monetary value can be measured with sufficient reliability.

Donations are recognised on a receivable basis where receipt is probable and the amount can be reliably measured. Donations are accounted for as unrestricted, unless there are restrictions under the terms on which they are received or solicited.

Expenditure

Expenditure is recognised on an accrual basis as a liability is incurred. Expenditure includes VAT which cannot be recovered.

Expenditure on raising funds comprises those costs directly attributable to the management of our investment fund, communications strategy and other fundraising costs which are incurred in seeking voluntary contributions for the charity.

Expenditure on charitable activities comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. These include project and research grants to third party institutions and hardship grants to individuals.

All multi-year project grants are subject to satisfactory annual review and reporting as set out in the funding agreement and are therefore only accounted for when this condition has been met. Estimated future costs of existing projects grants are shown in note 17 to the financial statements.

Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity, as well as working to best-practice standards (as set out in the Governance Code) and include audit fees and costs linked to strategic management of the charity. These are allocated in line with the policy below.

Allocation of operating costs

Operating costs, including direct staff costs, are allocated directly to the activity that they relate to where possible.

Indirect operating costs have been apportioned to the activity based on the estimated staff time spent on each activity. This is 5% to raising funds, 75% individual grants, 15% project grants and 5% research grants (2024: same allocation). The above apportionment of staff’s time reflects the fact that individual grants are much more time intensive, with a higher volume and lower value per grant than project grants.

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Principal accounting policies: year ended 30 June 2025

Financial instruments

The company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. All basic financial instruments are held at amortised cost. Financial assets comprise cash at bank, together with trade and other debtors. Financial liabilities comprise all creditors except social security and other taxes.

Fixed assets and depreciation

All assets costing more than £1,000 are capitalised and valued at historical cost. Depreciation on assets is charged to allocate the cost of assets less their residual value over their estimated useful lives, using the straight-line method. The estimated useful life for computer equipment is three years. The estimated useful life for the Grant Management System is five years.

Investments

Investments are initially measured at cost and subsequently at market value. Investment gains and losses, whether realised or unrealised, are recognised in the statement of financial activities in the period in which they arise.

Debtors

Debtors are initially recognised at their settlement amount and subsequently at amortised cost of their recoverable amount. Prepayments are valued at the amount prepaid.

Cash

Cash at bank includes cash in short term highly liquid investments and cash in deposit accounts that are available on demand or have a maturity of 100 days or less.

Investment cash included within current assets are held by our investment managers for use over the next 12 months.

Creditors

Creditors are recognised when there is an obligation at the balance sheet date because of a past event, it is probable that a transfer of funds to a third party will be required in settlement and the amount due to settle can be measured or estimated reliably.

Creditors are initially recognised at fair value, being the amount, the charity anticipates it will pay to settle the debt, and subsequently at amortised cost.

Fund accounting

The charity’s unrestricted general fund consists of funds which the charity are free to use for any purpose in furtherance of its charitable objects.

Restricted funds are funds that can only be used for specific restricted purposes within the objects of the charity as laid down by the donor. Expenditure which meets this criteria is charged to the fund. Further explanation of the nature and purpose of each fund is included in note 13 to the financial statements.

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Notes to the financial statements: year ended 30th June 2025

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Notes to the financial statements: year ended 30th June 2025

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Notes to the financial statements: year ended 30th June 2025

The Charity employed eight staff members during 2025 (2024: eight). Some staff are part time, and the full time equivalent is 6.5 staff members (2024: 6.5)

1 employee received emoluments between £70,000 - £80,000 for the year ended 30 June 2025 (2024: one employee receiving between £60,000 - £70,000).

Pension costs are payable in respect of defined contribution pension schemes and are accounted as part of the Charity’s restricted funds. Contributions are recognised in the statement of financial activities in the period which they are payable to the scheme. The assets of the scheme are held separately from those of the Charity in an independently administered fund.

£436 has been reimbursed to four trustees in respect of travel and expenses incurred on the charity’s activities (2024: £470 to four trustees).

Key management personnel comprise the trustees and Chief Executive. The total remuneration of the charity’s key management personnel (including employer’s national insurance and pension contributions) for the year was £85,575 (2024: £64,627).

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Notes to the financial statements: year ended 30th June 2025

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Notes to the financial statements: year ended 30th June 2025

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Notes to the financial statements: year ended 30th June 2025

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Notes to the financial statements: year ended 30th June 2025

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Longleigh Foundation, Suite C, Lancaster House Grange Business Park, Enderby Road Whetstone, Leicester, LE8 6EP

Company number: 9923402 Charity number: 1169016