2025-12-31-accounts - Nicodemus

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T+4" ANNlfA REpOR¥,. 2025 NICCDEMUS T R A N 5 F O R M l N G C O M M U N l T l E S

CEO'S STATEMENT TIME OF RESCUE 3 16

MISSION & VISION MY SPECIAL TREASURE 4 GIRLS’ PROTECTION HOME 17

RESCUE | RESTORE | REVIVE 5

5 MY SPECIAL TREASURE EDUCATION CENTRE OUR STORY 18 6

MENTOR TRAINING, WHY MENTORING LATIN AMERICA & THE CARIBBEAN 7 19

OUR STRATEGY 8-9

OUR TEAM 10-11

OUR IMPACT IN NUMBERS 12-13

GUATEMALA PARTNERS 14

YOUTH MENTORING PROGRAMME, GUATEMALA 15

MENTOR TRAINING, UK 20

MANOR BARN COMMUNITY HUB 21

MANOR MUSIC MENTORING 22

KEY OBJECTIVES FOR 2026 23

FUNDRAISING STRATEGY 24-25

FINANCIAL STATEMENTS 26-43

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

CEO'S STATEMENT

At Nicodemus, our core values of youth empowerment, trust, and integrity guide our mission to cultivate trusting mentoring relationships with vulnerable and at-risk individuals. This year, we have made significant strides in expanding our reach and impact through strategic networking and the continued use of technology.

In 2025, we have continued to see the power and importance of intentional, trusting mentoring relationships in transforming the lives of vulnerable young people. Across the UK, Latin America, and the Caribbean, our focus has remained on equipping individuals and organisations to walk alongside young people with consistency, care, and purpose. It has been encouraging to see growing collaboration with churches, charities, and community leaders who share this vision, enabling us to extend our reach and deepen our impact.

A key development this year has been the expansion of our training through online platforms. Our Spanish Youth Mentoring course has continued to gain traction across Latin America, with a growing number of mentors and programme leaders being equipped. Alongside this, we have launched further online training resources, making our courses more accessible and flexible for those serving in diverse contexts. This has allowed us to respond to increasing demand while maintaining the quality and relational focus at the heart of our approach.

In Guatemala, our partnerships with Time of Rescue, My Special Treasure Girl’s Residential Home, and My Special Treasure Education Centre have continued to grow in depth and effectiveness. This year, we placed a greater emphasis on youth empowerment; creating space for young people to share their voices, shape group activities, and take steps into leadership. We have also strengthened our support for young people transitioning into adulthood, ensuring that mentoring relationships are in place at critical moments of change. It has been a privilege to work closely with our partners, building trust and aligning our efforts to serve young people more holistically.

In the UK, Manor Music Mentoring has developed into a creative and supportive space for young people in a rural community. Though small in scale, the depth of impact has been significant, particularly in supporting mental health, confidence, and a sense of belonging. This reflects our ongoing commitment to respond to local needs with thoughtful, relational approaches.

As we reflect on the past year, we are grateful for the dedication of our staff, volunteers, partners, and supporters who make this work possible. Looking ahead, we remain committed to equipping mentors, strengthening programmes, and walking alongside young people as they navigate the challenges of life. Thank you for your continued support, encouragement, and belief in this mission.

Grace and Peace,

Jonathan Welford CEO

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

VISION

TO SEE COMMUNITIES STANDING TOGETHER TO RELIEVE POVERTY SO EVERY INDIVIDUAL CAN EXPERIENCE LIFE IN ALL IT'S FULLNESS.

MISSION

INSPIRED BY OUR CHRISTIAN FAITH, NICODEMUS RESCUES AND RESTORES MARGINALISED YOUNG PEOPLE BY EQUIPPING AND EMPOWERING THEM WITH THE NECESSARY SKILLS AND RESOURCES TO ACHIEVE A SAFE AND SECURE TRANSITION INTO YOUNG ADULTHOOD.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

Long-term mentoring relationships, built on trust and developed as part of professionally designed and delivered programmes that increase community engagement with disaffected youth, have helped us to support thousands of marginalised and at-risk youth. Since 2012, these programmes have helped marginalised young people in the UK, Latin America and the Caribbean to achieve a safe and secure transition into young adulthood and mainstream society.

Our Program Aims:

Reducing the number of children and young people suffering from poverty and disadvantage by providing crisis support and practical care.

RESCUE

Enriching lives through cultivating trusting mentoring relationships, skills-based development and improving access to education and employment.

RESTORE

Empowering young people and vulnerable individuals to live interdependently and become community leaders getting involved in social action and becoming trained as mentors.

REVIVE

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

OUR STORY

In 2012, Nicodemus started with a mission to support young people in Guatemala transitioning from residential care and street life. Recognising their challenges, we launched a Youth Mentoring Program to provide guidance and support. This program now aids 120 youths, helping them navigate young adulthood and achieve independent living. We then saw the potential for a broader impact and began training churches and organisations in the UK, Latin America, the Caribbean to establish similar programs. By equipping these groups with the necessary tools and knowledge, we aim to create a global support network for young people facing similar challenges. Our ultimate goal is to ensure these young individuals have the resources and mentoring relationships they need to build a brighter future.

Conducting Local Research

Beginning in Guatemala, we developed partnerships with the My Special Treasure Girls Protection Home and Education Centre, and a street youth project, Time of Rescue. Together with the directors of these three projects and through interviews with local young adults, we collaboratively discussed the risks and lack of opportunities that older teenagers and young adults in Guatemala face, their principal needs, and potential solutions to these alarming issues. Around the same time, we also started a similar program in Banbury, UK. Our research identified four main areas of key support that young people transitioning to adulthood needed: a mentoring relationship, life skills workshops, education support, and opportunities for volunteering in their communities.

Acquiring Practical Experience

In 2012, we launched our Youth Mentoring Programme with 15 young adults, some of whom had left residential care while others had lived on the streets. During this initial phase, we were amazed by this first group of young people. Not only were they grateful for the support received, but they also showed a strong desire and willingness to help others in need within their communities. We quickly realised that our mission extended beyond rescuing and restoring their lives; it also involved empowering them to make a difference for the next generation. We understood that the life experiences of these young people had a purpose and that God calls those who have been hurt to help others who are hurting. Similarly, at this time, our program in Banbury provided valuable insights and practical experience that informed our approach.

Developing Mentor Training Programs

Over time, we observed that achieving a safe and secure transition into young adulthood for young people was largely due to the cultivation of trusting and close relationships with their mentors. For this reason, we developed mentor training that focusses on the importance of a relational approach. This includes starting relationships effectively, building trust, and being active listeners. Many young people suffer from economic and relational poverty, which can be alleviated through the formation of meaningful relationships. We see the power of mentoring in two key areas: firstly, building a foundation of trust and respect, and secondly, providing the opportunity to work on goals and behavioural change.

Broadening Our Impact

In addition to developing materials for training mentors in relationship building and life skills workshops, we recognised the need to equip community program managers to conduct needs-based analyses in their communities or local projects, recruit and prepare mentors, provide ongoing support, workbook resources and supervision, and effectively monitor and evaluate their mentoring programs. To address this need, we have developed additional courses as part of our Project Management training series. To ensure accessibility, we offer these courses on our online platform, available globally on both our English and Spanish training websites. We strive to keep our courses affordable, thanks to the generosity of our supporters.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

WHY MENTORING?

THE NEED FOR MENTORING

Mentoring is crucial for vulnerable individuals as it helps mitigate various challenges they face. Without mentors, they are more likely to engage in risky behaviours like substance abuse and crime, struggle with emotional and social difficulties, and lack support for building selfesteem and healthy relationships. They are also more vulnerable to negative influences, exploitation, and abuse, and often have limited life skills, making it difficult to navigate adulthood successfully. Additionally, they face higher risks of academic failure, which can limit their future opportunities.

WHAT IS MENTORING?

Mentoring is a one-to-one relationship where a mentor invests their knowledge, experience and time to support a marginalised individual in their social, spiritual, physical, and professional development. Once trained, mentors are equipped with the skills needed to build intentional, trust-based relationships with young people and marginalised individuals. This supportive relationship involves the mentor providing guidance, encouragement, and advice to help the mentee develop skills, build confidence, and navigate challenges. From a Christian perspective, mentoring is modelled by Jesus Christ, who exemplified deep, personal connections with His disciples, teaching and nurturing their faith and character through love, patience, and humility. Through regular interactions, mentors act as positive role models, fostering the mentee's growth and helping them achieve their potential.

"THE MENTORING RELATIONSHIP SHOULD BE TWO-WAY AND BASED ON TRUST, WHERE WE ADMIRE EACH OTHER'S GIFTS AND QUALITIES."

MENTOR, GUATEMALA

HOW WE HELP

In the UK, we equip churches and community groups with training and one-to-one support through our ‘Specialist Mentoring’ and 'Community Programme Management' series, helping participants develop strategies, implement initiatives, and achieve sustainable growth. Similarly, in Guatemala, Latin America, and the Caribbean, we engage churches and community projects with mentoring courses, resources, and an online mentoring community to empower local leaders and volunteers in supporting marginalised and at-risk youth. Our Guatemala Youth Mentoring Program also provides crisis support, mentoring, skills training, and education scholarships to young adults transitioning to adulthood, in partnership with Time of Rescue, the My Special Treasure Girls Protection Home, and the My Special Treasure Education Centre, which informs and refines our mentor training.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

OUR STRATEGY

APPROACHES

DIRECT DELIVERY

INFLUENCE

MOBILISATION

We run coordinated support to isolated individuals living in poverty by providing mentoring, refuge and crisis support, practical care, group interventions and education scholarships.

We champion the needs of the people we serve, seeking to influence and challenge attitudes of stereotypes, prejudices, discrimination, marginalisation, and inequality.

We mobilise individuals to become active in their churches and communities; propelling change in their own lives and in the lives of the people around them.

PARTNERSHIPS

CONNECT

In collaboration with organisations and services in the UK, Latin America and the Caribbean, together we are working to relieve poverty across the most overlooked communities. Driven by our Christian faith and shared vision, we walk with multi-agencies to rescue the most marginalised, restore broken and damaged lives, and to raise beneficiaries up to become community leaders.

We equip churches and community groups through bespoke training in mentoring, coaching and programme management whilst accompanying them as they acquire learning, develop their strategy, and implement their initiatives through effective project planning; enabling them to obtain growth and sustainability as they go on to make a lasting change in their communities.

WHO IS INVOLVED?

BENEFICIARIES & COMMUNITIES

PARTNERS

TRAINING & RESOURCE CENTRES

We adopt a person and community-led approach that engages our beneficiaries and communities in the ongoing design and development of our services; while enriching our projects to become models of best practice.

We dedicate ourselves to strengthening multi-agency working. As we devote time and energy to consulting with our communities and beneficiaries, we are invited in to see and understand their realities, including their joys and successes as well as their sorrows and struggles.

Our two Training and Resource Centres in the UK and Guatemala provide welcoming spaces and enriching opportunities where organisations, volunteers and our staff can connect and receive training, while becoming refreshed and re-inspired.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

OUR STRATEGY

TRUSTEES

DONORS

STAFF & VOLUNTEERS

Our work is governed by confident leaders and decision-makers who are experienced in the third sector.

Donors are kept engaged throughout our work to communicate progress and celebrate impact.

Fundamental to our work are our highly skilled staff and volunteers: supported and trained by Nicodemus to confidently carry out their roles to meet the individual needs of the people we serve.

FULFILLING OUR MISSION

01

To see communities standing together to relieve poverty: so, every individual can experience life in all its fullness.

02

By equipping and empowering young people with the necessary skills and resources to achieve a safe and secure transition into young adulthood.

To rescue, restore, and revive the lives of those most overlooked, marginalised and excluded.

IMPACT

01

Increasing community leader’s skills and confidence to serve and lead in their communities.

02 Improving sustainability and longevity of community projects, by helping them to build their capacity, and develop community resilience.

03 Strengthening multi-agency working across communities: reducing prejudices, stereotypes and inequalities leading to improved community cohesion.

BENEFICIARIES

Rescuing individuals from immediate crisis: reducing poorer life outcomes associated with poverty.

Improving the emotional wellbeing and mental health of vulnerable individuals: restoring their self-esteem, building their support networks, and empowering them to realise and achieve their potentials as they access education and employment.

Raising beneficiaries to become active in their communities as they invest back into programmes that previously helped them; taking roles of leadership, becoming mentors of the next generation, and contributing towards developing ongoing solutions.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

OUR TEAM

TRUSTEES

ALASTAIR & DEBBIE WELFORD - Founders, Trustees & Volunteer Advocates

Nicodemus was founded in 2012 by Alastair and Debbie. Their background in running businesses enhances their ability to advocate for and promote Nicodemus effectively. For over 25 years, they have been dedicated to supporting marginalised young people in both the UK and Guatemala. Before launching Nicodemus, Alastair served as a board trustee for an international NGO working in Latin America, including six years as chair. Alastair and Debbie are passionate about sharing their knowledge to create a greater impact in young people’s lives. They believe that training and equipping others is one of the most effective ways to apply their experience and extend their reach.

CHRIS ADLAM

Chris provides corporate finance and advisory services to a wide range of projects in the UK and worldwide. As our treasurer, Chris brings accountability and financial planning expertise to our operational budget and overall charity activities. With 12 months handson experience of working with at-risk youth and street children in Guatemala, Chris combines his financial skills with valuable field experience.

HANNAH SKAIFE

Hannah is a Senior Children's Care teacher leading child development programs for families in the 0-10% most deprived areas of the UK. With three years of experience in Guatemala working on prevention programs for at-risk families, Hannah brings valuable expertise and guidance to Nicodemus' community-led initiatives.

DANIEL HOLDEN

Daniel is Head of a Financial Adviser Academy and has experience in leadership management training, digital course development and marketing, coaching and communication. His skills and qualifications bring valuable input and accountability to Nicodemus in the areas of training, recruitment, and course marketing.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

OUR TEAM

JONATHAN WELFORD, CEO

Living in Guatemala since 2012, Jonathan serves as the CEO of Nicodemus overseeing our operations and strategic initiatives. Jonathan holds a BA in International Development, an MA in Social Development, and an MBA in Coaching, Mentoring, and Leadership. His expertise includes specialising in the development of Nicodemus' mentor training curricula as well as the ongoing development of our online platforms.

ROS KELLING, FINANCE AND RESOURCE MANAGER

In 2016, Ros joined Nicodemus as our Accounts Manager providing up to date management accounts and payroll. Since then, Ros' role has grown to also overseeing our charity grant fundraising. She has loved being part of a small team and seeing the difference each part of our work makes in the UK, Latin America and other parts of the world.

SAIRA DE PRADO, YOUTH MENTORING PROGRAM MANAGER

Saira, with a degree in Administrative Education, coordinates our Youth Mentoring Program in Guatemala. She trains and supervises our team of Head Mentors and mentors, coordinates crisis support through collaboration with other organisations, oversees ministerial placements, and conducts training workshops for youth in our Skills for Youth in Transition course at partner projects.

KIM WELFORD, DIRECTOR OF MENTOR TRAINING

Living in Guatemala, Kim holds a BA in Education specialising in Inclusive Education. Beginning as a mentor in 2012, Kim now leads the strategic expansion of our initiatives into Latin America and The Caribbean. She manages our networking and collaboration efforts with churches and projects, offering one-to-one support, workshops, and training in our Youth Mentoring and Mentor Program Management courses.

JENNY JOHNSON, TRANSITION PROGRAM, GUATEMALA

Based in Guatemala since 2011, Jenny joined Nicodemus in 2022 with a degree in Mathematics education. She helps develop and implement our Skills for Youth in Transition course for partner projects, visits a residential protection home weekly, and trains on our Youth Mentoring course.

VOLUNTEERS

We would like to say a thank you to all our volunteers who kindly contributed their time and efforts to help Nicodemus this year; namely our 18 volunteer mentors in Guatemala and the 224 individuals in the UK, Latin America and the Caribbean who we had the privilege to train as mentors.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

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2025
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90
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Children and young people rescued from street living and abusive situations

2024 453

2023

391 Children and young people supported to access formal and informal education

2024 268

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2023
296
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2025 294

OUR IMPACT IN NUMBERS

51 Young adults in our Guatemala Youth Mentoring Programme supported to access employment.
18 Young adults in our Guatemala Youth Mentoring Programme receiving emergency assistance together with mentoring as part of our crisis support programme.
Mentors trained and equipped with essential mentoring skills to make a direct impact in the lives of marginalised young people in their community.
238

2025

238

2023

486 Individuals trained in mentoring by our Specialist Mentoring and Community Analysis courses

45 Leaders from Churches and Community Groups trained to successfully develop and deliver mentoring programmes and community interventions.

2024 551

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

OUR IMPACT IN NUMBERS

Young girls brought to refuge and safety.

Street youth supported through court cases.

Families provided funeral support following death of street youth.

357

Vulnerable individuals mentored.

Young adults from our Guatemala Youth Mentoring Programme supported through major life transitions: including pregnancy and parenthood; grief and trauma; entry into education and employment; and resettlement into care placements in assisted or independent housing.

243

School places provided to children excluded from education.

Young people rescued from life on the streets and abusive situations.

123

Homeless young people had first aid administered.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

CULTIVATING TRUSTING MENTORING RELATIONSHIPS

GUATEMALA

PARTNERS

Nicodemus collaborates with three key partners in Guatemala: Time of Rescue, My Special Treasure Girls Residential Home, and My Special Treasure Education Centre. These partnerships are crucial in providing comprehensive support to at-risk youth in Guatemala as part of our Youth Mentoring Programme (Page 15).

Time of Rescue (Page 16):

This project focuses on rescuing street youth, providing them with immediate care and support. The youth entering our mentoring program from Time of Rescue often come from challenging backgrounds, including homelessness and exposure to street violence.

My Special Treasure Girls Residential Home (Page 17):

This special place provides a safe and nurturing environment for severely abused, neglected, or abandoned teenage girls. The girls entering our mentoring program have often faced significant trauma and require a stable, supportive environment to heal and grow.

My Special Treasure Education Centre (Page 18):

"GIVE THANKS IN ALL CIRCUMSTANCES; FOR THIS IS THE WILL OF GOD IN CHRIST JESUS FOR YOU."

1 THESSALONIANS 5:18

The Education Centre serves children whose parents work on the local rubbish dump in Chimaltenango. These children often face extreme poverty and lack access to basic educational resources. The Education Centre provides not only education but also spiritual, nutritional and medical support.

Goals and Desired Outcomes

Through these partnerships, we aim to achieve the following:

Personal Development: Equip youth with skills and confidence to navigate life's challenges and transition into adulthood successfully. Educational Support: Ensure that all youth have access to quality education and the resources necessary to succeed academically. Emotional Healing: Provide a safe space for youth to process their experiences and build trusting relationships with mentors.
Spiritual Development: We encourage young people to explore faith and think about what gives life meaning. Our approach is shaped by a Christian perspective, but everyone is welcome—whatever they believe. We’re here to offer support to any young person who wants to grow in this area.
Community Engagement: Encourage youth to give back to their communities through volunteer work and social action.

By working together, Nicodemus and its partners in Guatemala strive to create a brighter future for these young individuals, helping them to overcome their past and build a successful, fulfilling life.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

YOUTH MENTORING PROGRAMME, GUATEMALA

In 2025, Nicodemus’ Youth Mentoring Program continued to play a central role in supporting vulnerable young people as they transition into adulthood. Working alongside our partner projects, the programme provides consistent, one-to-one mentoring, group activities, and practical life-skills support to help young people move towards stable, independent, and hopeful futures.

Throughout the year, the programme supported young people leaving My Special Treasure Girls Home, the Education Centre, and Time of Rescue.

In 2025, we welcomed one young woman into the programme who had transitioned out of My Special Treasure Girls Home, as well as seven young people who had completed their studies at the Education Centre, all of whom had participated in the Skills for Youth in Transition course during their final year.

Many of these young people face significant challenges, including low self-esteem, limited education, unstable family environments, and a lack of positive role models. Through mentoring relationships, they receive encouragement, guidance, and accountability, helping them build confidence, make positive decisions, and navigate key life transitions.

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51 YOUNG ADULTS
23 MENTEES
11 EDUCATION
SCHOLARSHIPS
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A key development in 2025 was the launch of Nicodemus’ online Youth Mentoring course. This has significantly increased accessibility, enabling mentors to be trained through structured video content and equipping them more efficiently. As part of this, an introductory workshop was held online, inviting individuals across Guatemala who were interested in becoming mentors with Nicodemus. Nine people signed up for this initial session, and six have since begun the online Youth Mentoring fundamentals and principles course as part of their preparation for mentoring. This approach allows mentors to be equipped in advance and ready to support young people immediately as they leave residential care, education, or street situations, ensuring continuity of care during critical transition periods.

Rather than delivering the Skills for Youth in Transition course content within group activities, 2025 marked a shift towards a more participatory and youth-led approach. While the course itself continues to be delivered separately and remains highly effective, group sessions focused on developing a foundational principle of youth empowerment.

At the beginning of the year, young people were invited to shape the programme through interactive exercises using flip charts, post-it notes, and anonymous suggestion boxes. This created space for them to share ideas for social activities, topics they wanted to explore in their personal and faith development, and practical areas of learning relevant to their everyday lives. This approach has strengthened engagement, ownership, and relevance, while fostering peer support and a stronger sense of belonging.

Overall, the Youth Mentoring Program continues to strengthen pathways out of vulnerability by equipping young people with the support, relationships, and opportunities they need to thrive in adulthood. Through a combination of mentoring, training, and community, the programme remains committed to seeing each young person grow in confidence, resilience, and hope for the future.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

TIME OF RESCUE

123 ADMINISTERED FIRST AID 92 RESCUES

In 2025, Time of Rescue continued to provide vital frontline support to children and young people living on the streets of Guatemala City, many of whom face extreme vulnerability due to poverty, addiction, violence, and family breakdown. Through its dedicated street outreach team, the project offered emergency medical care, practical assistance, and consistent relational support, helping young people move towards safer and more stable futures.

Throughout the year, Time of Rescue maintained its holistic approach, responding to urgent needs through its 24-hour medical helpline, staffed by trained paramedics, and providing transport to hospitals for those otherwise unable to access care. In addition, the team supported young people facing legal challenges, visited those in prison, and walked alongside families to prepare for reintegration where possible. This consistent presence has been key in building trust and encouraging young people to consider leaving life on the streets.

Alongside emergency support, the project placed strong emphasis on long-term transformation through relationships and mentoring. Young people who chose to leave the streets were supported into rehabilitation programmes, family reintegration, or independent living, with ongoing mentoring provided through Nicodemus’ Youth Mentoring Program. In 2025, further progress was made through the launch of Nicodemus’ online Youth Mentoring course, enabling more mentors to be trained and ready to support young people at critical transition points.

Time of Rescue also continued to restore dignity and wellbeing through practical care, including personal hygiene support, food, clothing, and emotional care. Despite the ongoing challenges faced by street-connected youth, the project has remained a consistent source of hope, helping individuals take meaningful steps away from crisis and towards stability, purpose, and a more hopeful future.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

15 GIRLS SUPPORTED 32 WORKSHOPS 20 MENTORING SESSIONS

MY SPECIAL TREASURE GIRLS PROTECTION HOME

In 2025, My Special Treasure Girls Home continued to provide a safe, stable, and nurturing environment for vulnerable teenage girls who have experienced abuse, neglect, and significant trauma. Throughout the year, six new girls were welcomed into the home, while nine transitioned out—eight returning to family environments and one moving into independent living with her sister, supported through the Nicodemus Youth Mentoring Program.

A key development this year was the construction of a new on-site well, ensuring reliable access to water for the home. Previously, frequent shortages meant the girls could go days without water. This improvement has significantly enhanced daily living conditions, hygiene, and overall wellbeing. Additional upgrades to the home included improved dormitories, where each girl now has her own wardrobe, helping to foster dignity, personal responsibility, and a stronger sense of belonging.

The girls continued to receive holistic support, including education, mentoring, and healthcare. Younger girls attended the My Special Treasure Education Centre, with targeted academic support for those who are behind in their studies. Older girls were equipped for independence through life skills training, part-time work opportunities, and structured mentoring. In 2025, Nicodemus also launched its online Youth Mentoring course, enabling mentors to be trained more efficiently and ensuring support is in place for girls as they leave the home.

Health and wellbeing remained a priority, with a psychologist providing regular individual and group sessions to support the girls in processing trauma and building emotional resilience. The home also maintained a strong focus on nutrition, daily routines, and practical life skills such as cooking and personal care, while access to improved medical services ensured ongoing physical health support.

Personal development was further strengthened through daily reflection times, active participation in a new, nearby church community, and involvement in local activities. The girls built meaningful relationships, developed confidence, and engaged in opportunities such as youth camps and community bazaars, where they contributed to fundraising efforts and developed practical skills. Overall, My Special Treasure continues to play a vital role in equipping vulnerable girls with the care, stability, and skills they need to heal, grow, and transition towards independent and hopeful futures.

Abby, 19, spent nine years at My Special Treasure, where she grew in confidence despite facing academic challenges and learning difficulties. With the support of one-to-one mentoring and practical work experience caring for the elderly, she began to recognise her strengths and build hope for the future. After leaving the home, Abby moved in with her sister and joined the Nicodemus Youth Mentoring Program, where she continues to receive support as she works towards her goal of training for a career in a nursing home.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

MY SPECIAL TREASURE 243 CHILDREN EDUCATION ENROLLED 21 PARTICIPATING IN CENTRE YOUTH MENTORING PROGRAMME

In 2025, My Special Treasure Education Centre continued to provide high-quality education and holistic support to around 250 children and young people from vulnerable families in Chimaltenango, many of whom live and work in extremely challenging conditions on the local rubbish dump. The Centre remains a vital lifeline, offering access to education, healthcare support, nutrition, and essential resources that enable students to learn and thrive.

During the year, students celebrated important cultural and academic milestones, including Guatemala’s Independence Day and graduation ceremonies for primary, middle, and secondary school. These moments reflected not only academic achievement but also perseverance in the face of significant social and economic barriers. Students completing secondary school also participated in Nicodemus’ Skills for Youth in Transition course, equipping them with practical life skills such as budgeting, job readiness, and decision-making as they prepare for adulthood.

The Centre continued to strengthen the quality of education through trained teachers, improved facilities, and access to technology, including a fully equipped IT lab. Partnerships with local organisations ensured that families received additional support, including food assistance and medical care, while targeted programmes helped students facing learning challenges to catch up academically.

Beyond the classroom, the Education Centre remained committed to supporting the wider wellbeing of students and their families. Nutritional programmes, parent workshops, and community engagement initiatives helped build stronger, more resilient family units. At the same time, Nicodemus’ Youth Mentoring Programme provided ongoing support for graduates, offering mentoring, life-skills training, and pathways into further education, employment, and community involvement.

Overall, the Education Centre continues to play a critical role in breaking cycles of poverty by equipping children and young people with the education, skills, and support they need to build safer, more stable, and hopeful futures.

Lidia has been part of My Special Treasure Education Centre for two years and, despite facing ongoing challenges as a working mother during and after the pandemic, has shown resilience and determination to support her family. She shares that the support she has received through the Centre has come at just the right moments, bringing encouragement and stability. Through the programme, Lidia has grown in confidence, rebuilt her selfbelief, and developed a stronger sense of hope for the future. She now dreams of securing stable employment after graduating and hopes her children will also benefit from the opportunities provided by the Education Centre and Nicodemus programmes.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

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208
TRAINED
MENTORS
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This year has been an incredible milestone for our mentor training across Latin America and the Caribbean. We celebrate meaningful collaborations with organisations, ministries, and churches committed to transforming their communities. These partnerships range from mentoring programs in child protection homes and supporting youth ageing out of care to mentoring in schools and after-school drop-in centres for marginalised youth in at-risk communities.

Kim, our Mentor Training Manager for the region, further strengthened our work by completing a course in TrustBased Relational Intervention (TBRI) — an attachment-based, trauma-informed approach designed to meet the complex needs of vulnerable children and youth. This knowledge will continue to enhance our training approach, ensuring we provide mentors with the skills to build trust and offer effective support.

This year, we also attended two Alianza Cristiana Para Los Huérfanos summits in Peru and Costa Rica (‘Christian Alliance for Orphans’ - a networking and training organisation serving those caring for vulnerable children). These events offered valuable opportunities to reconnect with organisations, build new relationships, and expand our network. We led mentoring workshops and coaching roundtables, training a total of 60 individuals across both summits.

While in Costa Rica, we also delivered our Skills for Youth in Transition course to 20 participants from Centro Cristiano Heredia Church. This course equips young people with essential life skills, including emotional resilience, financial literacy, and goal-setting. We hope it will empower them to navigate adulthood with confidence and establish stable, fulfilling futures.

Our Approach

Practical field experience is at the heart of our mentor training. While we incorporate theoretical frameworks in mentoring and community program management, it is our hands-on work in Guatemala that makes our training dynamic and relevant.

Our courses are designed to inspire and equip mentors and program coordinators with real-world insights and strategies drawn from the challenges and successes of our Youth Mentoring Programe.

MENTOR TRAINING, LATIN AMERICA & THE CARIBBEAN

Our Training Courses

We offer two specialised courses to equip mentors and program coordinators with essential skills.

Youth Mentoring covers key aspects of mentoring, including trust-building, active listening, conversation techniques, and goal setting. It also addresses challenges in mentoring relationships and the different stages of mentorship. This year, we trained 208 participants across Latin America and the Caribbean through live Zoom sessions, using real-life case studies and interactive discussions.

Coordinating a Mentoring Programme is designed for those managing mentoring initiatives. It covers program coordination, team culture, volunteer recruitment, documentation, and reporting.

By training both mentors and coordinators, we aim to strengthen mentorship initiatives and expand their impact across the region.

Testimonies

“This course has broadened my perspective on providing intentional support and accompaniment to young people in difficult situations. I am now more aware of my role as a mentor and the opportunity to grow alongside a young person as I walk with them through their journey and have the opportunity to show them Christ.”

María Reneé - Guatemala

“This course has prepared me by equipping me with tools to support young people who are transitioning into adult life. I learned that mentoring is not about imposing decisions or being responsible for someone else’s growth, but about walking alongside them, offering support, listening, and guidance. Through the course, I understood the importance of building trusting relationships, practising active listening, and showing empathy in order to support others in difficult moments.”

María Jóse - MOVAC, Chile

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

MENTOR TRAINING, UK

In the UK, our Specialist Mentoring Training Series equips volunteers, mentors in training, and church youth workers with the essential qualities and skills needed to become effective mentors, addressing critical social issues such as mental health, child sexual exploitation, domestic abuse, homelessness, and addiction. In addition, our Programme Management Training Series provides community leaders, church youth workers, and programme managers with practical tools to effectively lead and manage community initiatives, bringing clarity to vision and strengthening purpose. Together, these training programmes and accompanying resources aim to deepen discipleship relationships and strengthen the capacity of churches and community programmes to build meaningful, consistent mentoring relationships with vulnerable individuals.

Our Courses:

Foundational Specialist mentoring Child Sexual Exploitation

‘Young People and Street Safety’ guide

7 Free Downloadable Mentoring resources

A Project Management Training series of 5 courses

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2023-2025:
246 TRAINED
MENTORS
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Our training resources are developed by staff with academic expertise at MBA, MA, Degree, and Diploma levels across fields including Mentoring, Coaching, International and Social Development, Theology, Counselling, Pastoral Care, Psychology, Education, Trauma-Informed Care, and Human Trafficking Awareness. This academic foundation is complemented by extensive practical experience gained through delivering Nicodemus’ Youth Mentoring Programmes with vulnerable young people.

"Taking Foundational Specialist Mentoring helped our youth leaders 'get there much quicker' as they build relationships with our young people. I recommend churches take the mentoring course together with the Child Sexual Exploitation course. As relationships with young people get deeper, youth leaders are exposed to more that is happening in the young person's life."

Mikky Baker - Legacy Church, Walsall

Recent Impact

Since the launch of our Foundational Specialist Mentoring course in September 2023, which includes 5 hours of training videos and 120 pages of participant guides, we have engaged 246 participants from churches and organisations.

During 2025, we continued to grow our networking efforts to expand our reach. Our courses are featured on the Evangelical Alliance “Great Commission” online resource platform, and we collaborate with church networks and organisations such as Elim churches, Kintsugi Hope, Open Doors, several Anglican Dioceses, and Westminster Theology College.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

MANOR BARN COMMUNITY HUB

Committed to improving the opportunities available for local people, Manor Barn seeks to empower our local people to take ownership in their community.

Manor Barn Community Hub provides support for locally organised community activities which are designed to reduce loneliness, improve mental and emotional wellbeing, and foster a sense of belonging within the community. Manor Barn, in south Warwickshire, boasts excellent community facilities and extensive grounds suitable for a wide range of activities and events aimed at bringing communities together, strengthening networks, and improving wellbeing and mental health.

Through our dedication to supporting rural communities, we have witnessed firsthand the profound impact of the cost of living crisis on the mental and emotional wellbeing of individuals in Warwickshire. The Warwickshire Public Health Annual Report 2022 highlights this crisis as a significant public health issue, potentially affecting more people for a longer period than the COVID-19 pandemic. The report also reveals that the proportion of households experiencing fuel poverty and the suicide rate (aged 10+) in Warwickshire are well above the national average. Loneliness is another significant issue in rural communities. The Community Life Survey 2023/24 found that 5% of adults in rural areas reported feeling lonely often or always. These statistics highlight the urgent need for community-focused activities to reduce isolation and improve social connections.

During 2025, Manor Barn and its surrounding land have served as a vibrant and welcoming community hub. Over the year, we hosted a total of 122 group activities, bringing together 2,133 individuals from the local area. These diverse activities have played a crucial role in fostering connection, reducing isolation, and enhancing overall wellbeing within our rural community.

The range of activities delivered at Manor Barn has been extensive and inclusive. Regular events have included weekly Pilates classes, a community choir, flower arranging workshops, dog training programmes, local community training sessions, away days, retreats, and team-building events. We were also delighted to host a local school’s Year 7 graduation celebration, community screenings of major sporting events on our big screen, Music at The Manor events, and wildlife groups.

The success of these initiatives lies in their ability to cater to a wide range of interests and needs, providing meaningful opportunities for social engagement, shared experiences, skill development, and personal enrichment.

“Excellent facility in a wonderful environment. This space enabled our team to grow together and develop plans for the coming year.”

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

MANOR MUSIC MENTORING

In 2025, Manor Music Mentoring continued to provide a safe and creative space for young people in a rural community to develop their musical abilities, build confidence, and improve their mental health and wellbeing. The programme responds to the growing challenges of isolation, anxiety, and limited access to services often experienced by young people in rural areas, offering a supportive environment where they can connect, express themselves, and grow.

Based at the Manor Barn Training and Community Hub, the programme offers accessible rehearsal and performance space, opportunities for collaboration, and access to professional equipment and facilities. During the year, Manor Music Mentoring supported three bands, ranging from two to ten members, as well as four solo young musicians. Participants came from local schools and the wider community, many facing barriers such as limited access to rehearsal space, educational disruption, or social challenges.

The programme has had a positive impact on participants’ mental health and wellbeing, with many reporting reduced feelings of isolation, frustration, and anxiety through regular access to a creative outlet. A previously fragmented 10-piece band was able to reconnect and collaborate more effectively, improving both relationships and behaviour. As one group shared:

“We love coming here together and find our new songs just come to us and we can try them as we write them together.”

Young people involved in the programme demonstrated increased confidence and personal development. Through opportunities to perform, write music, and work collaboratively, participants developed practical skills and gained greater clarity about their future pathways.

“Being able to express my music in such a beautiful space has helped me define what I will study now… before I left secondary school I did not know what to do and was a frustrated musician.”

Manor Music Mentoring also strengthened social connections and a sense of belonging among participants. Bands reported improved cohesion and teamwork, while individuals formed meaningful friendships and experienced a shared sense of purpose. Although relatively small in scale, the depth of impact has been significant, with participants showing increased emotional resilience, improved self-expression, and a stronger sense of identity and direction.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

KEY OBJECTIVES FOR 2026

To support this growth, we will also begin expanding our information technology services through the development of a dedicated phone and tablet application, allowing users to book consultation sessions, access resources, communicate with the Nicodemus team, and manage their mentoring journey more easily and effectively.

In 2026, our work with partners in Guatemala will focus on continuing to walk closely alongside young people in our Youth Mentoring Program, with a particular emphasis on supporting and equipping single mothers. We aim to see these young women grow in confidence, feeling cared for, valued, and better equipped in their role as mothers by the end of the year. Alongside this, we will focus on supporting youth to develop consistent habits of daily devotionals, while also helping them evaluate and strengthen their circles of influence and the health of their relationships. These themes will be explored through our group activities using facilitated dialogue tables, where staff guide structured yet open and organic discussions. Our approach is not to impose teaching, but to create space for meaningful conversation, reflection, and peer learning across these key areas of personal development.

Demand for our Spanish Youth Mentoring course continues to grow across Latin America and the Caribbean. Over the past three years, we have trained more than 700 mentors and 70 mentoring program managers. In September 2026, we will launch the second course in our Youth Mentoring series, ‘Youth Mentoring 2: Cultivation and Challenges’. In addition, we are preparing content from our Skills for Youth in Transition course to be recorded and made available online. This will equip mentors with practical tools to support young people transitioning into adulthood, covering areas such as employment readiness, budgeting, decision-making, emotional wellbeing, relationships, and independent living.

In 2026, the Alianza Cristiana para los Huérfanos will host its summit in the Dominican Republic, where we are excited to participate once again. Having previously delivered intensive workshops and hosted coaching tables at summits in Chile, Peru, Costa Rica and Guatemala, we have greatly valued the opportunity to train and collaborate with Latin American organisations and churches, and we look forward to continuing this engagement.

As part of our work in the UK, we will continue developing our Build Your Mentoring Programme year-long support journey, offering personalised guidance to church youth leaders and youth workers as they establish and strengthen mentoring programmes within their churches and communities. Through one-to-one consultations, practical planning support, mentoring resources, and ongoing coaching, we aim to equip leaders to cultivate safe, sustainable, and relational mentoring initiatives.

Our Manor Music Mentoring initiative is in the early stages of development and is being considered as a response to needs we’ve heard from young musicians and their families, particularly around the lack of practice space and access to mentorship. We’re currently investigating whether this concept could meaningfully expand further and continue supporting local young musicians, helping them grow in confidence, skill, and community impact. We're excited to see where this exploration might lead in 2026.

Manor Barn Community Hub will continue to provide a welcoming and inclusive environment that supports locally organised activities designed to reduce loneliness, improve mental and emotional wellbeing, and foster a strong sense of belonging within the community. Building on the success of 2025, we aim to maintain a vibrant and diverse programme of community-led events and initiatives to strengthen community cohesion, encourage new ideas and connections, and contribute positively to wellbeing and mental health. In doing so, we aim to support the local health authority’s strategy for the prevention and early intervention of mental health issues, ensuring that Manor Barn remains a valued and sustainable community resource for years to come.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

FUNDRAISING STRATEGY

We continually devote time and resources into our fundraising strategy to secure our ability to improve the lives of marginalised individuals in the UK, Latin America and other parts of the world. Throughout our fundraising efforts, we promise to ensure that our supporters and the wider public are considered:

Treating marginalised individuals fairly and with respect.

Being aware of vulnerabilities, and actively protecting vulnerable people - honouring their gifts with complete transparency.

Fulfilling our objectives and sharing the progress of our work.

Listening and learning from all feedback that we are given.

Respecting any personal data, information and preferences that are shared with us.

As a charity we recognise the ever evolving landscape of fundraising, particularly in response to recent challenges and the changing economic environment over the last 5 years. To ensure sustainability and growth we remain committed to a dynamic approach that allows us to adapt and maximise our impact. Over the last five years, our goal has been to diversify our sources of funding, encompassing various channels such as individual and corporate donations, fundraising events, grant applications, community initiatives, and online campaigns. As demonstrated in this annual report, we have developed new channels of funding sources such as rental of our Manor Barn Community Hub to churches, community groups, and businesses, and income from online course sales. These efforts contribute to our financial resilience and help secure the resources needed to fulfill our mission and expand our impact in the communities we serve. Furthermore, we have allocated a 2-4 month budgeted cash reserve to mitigate potential financial difficulties.

Nicodemus places great importance on maintaining robust regulatory and operational frameworks. We consistently review our operational model to ensure adherence to best practices, compliance with regulations, and optimal allocation of resources while striving for exceptional quality. To uphold the highest standards in fundraising, we have voluntarily aligned ourselves with the Fundraising Regulator and its Code of Fundraising Practice. This subscription enables us to uphold fundraising standards, receive guidance, and operate in the public's best interests by fostering trust and taking appropriate action in cases of concern.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

FUNDRAISING STRATEGY - CONTINUED

We have thoroughly examined and identified the key performance indicators (KPIs) for our projects and have implemented a project plan to ensure their viability, sustainability, and growth. We have maintained a strict focus on budgeting and financial forecasting, adapting as necessary to meet the needs of the community and maximise growth opportunities. This approach has yielded great success, allowing us to develop marketable products that generate income, ensuring ongoing organisational growth and sustainability.

“Virtually every aspect of human development is fundamentally shaped by interpersonal relationships. So it stands to reason that when close and caring relationships are placed at the centre of a youth intervention, as is the case in mentoring programs, the conditions for healthy development are ripe.”

Dr. Jean Rhodes

In all aspects of our work and fundraising endeavors, we allocate dedicated time to planning, monitoring, and evaluation. This includes compiling monthly dashboard reports, analysing statistical data, conducting quarterly reviews, and preparing quarterly and annual reports. The findings and recommendations for improvement resulting from these evaluations are shared and communicated with our trustees, funders, and broader stakeholders. Additionally, we have implemented essential financial planning measures and controls, including regular reviews of our annual organisational budget and individual project budgets, which are closely monitored on a monthly basis.

Monitoring and evaluation are integral parts of our methodology. As a team, we regularly assess the progress we are making based on our project plan and defined objectives. We measure the resources invested, such as staff time and utilised resources, against the activities and outputs to gauge the achieved outcomes and the impact made over the project's three-year duration. Utilising a project plan in conjunction with our budget helps us ensure the project's viability and sustainability, preventing deviations and keeping us aligned with our expected objectives. Lastly, we gather feedback from course participants to understand how they have applied the training and assess the broader impact our training is having.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

FINANCIAL STATEMENTS IP) 5P IIKE .'AD NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025 26

Charity registration number 1170143

Company registration number 10300111 (England and Wales)

NICODEMUS

ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2025

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

LEGAL AND ADMINISTRATIVE INFORMATION

Trustees

Mr D L Holden Mrs H Skaife Mr C J R Adlam Mr A W Welford Mrs D M Welford

Charity number 1170143 Company number 10300111

Registered office

Independent examiner

Manor Stables Beech Road Oxhill Warwickshire England CV35 0QE

TC Group Limited Celixir House Stratford Business & Technology Park Innovation Way, Banbury Road Stratford-upon-Avon Warwickshire United Kingdom CV37 7GZ

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS CONTENTS

	Page
Trustees report	30-31
Independent examiner's report	32
Statement of financial activities	33
Balance sheet	34
Notes to the Financial Statements	35-43

5NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

TRUSTEES REPORT FOR THE YEAR ENDED 31 DECEMBER 2025

The trustees present their annual report and financial statements for the year ended 31 December 2025.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's [governing document], the Charities Act 2011 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019).

Objectives and activities

Please refer to page 23

Public benefit

The Trustees confirm that they have complied with their duty under Section 4 of the Charities Act 2011 to have due regard to the Charity Commission's general guidance on public benefit.

Achievements and performance

Significant activities and achievements against objectives

Please refer to pages 1-22

Financial review

The total net surplus for the period was £264 (2024: 3,606), comprising unrestricted incoming resources of £91,418 (2024: £90,830) and unrestricted resources expended of £93,154 (2024: £87,224) and restricted incoming resources of £34,200 (2024: £59,484) and restricted resources expended of £32,200 (2024: £59,484).

Total funds at the year end were £17,482 (2024: £17,218) being unrestricted of £15,482 (2024: £17,218) and restricted of £2,000 (2024: £nil).

Reserves policy

Our reserves policy is for us to operate within a range of 2- 4 months' costs in cash availability. We expect to average 3 months' costs throughout a year.

Investment policy

The Charity's memorandum and articles of association authorise the trustees to invest or deposit funds as may be thought fit.

Plans for future periods

Please refer to pages 23-25

Structure, governance and management

The charity is a company limited by guarantee.

The trustees who served during the year and up to the date of signature of the financial statements were:

Mr D L Holden Mrs H Skaife Mr C J R Adlam Mr A W Welford Mrs D M Welford

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2025

Recruitment and appointment of trustees

Trustees are appointed in accordance with the Articles of Association.

Induction and training of trustees

It is the charity's policy that new Trustees undergo an orientation process to brief them on their legal obligations under charity law, the charity's governing documents, the committee decision making process, the business plan and recent financial performance of the charity. Trustees are encouraged to attend appropriate external training events that will assist them in carrying out their role.

Connected Charities

Leadenporch Trust, a UK unincorporated charity with charity no. 1102456, is related to Nicodemus by virtue of it having common Trustees and being the former legal structure of this charity, which was modernised by transitioning to this incorporated legal structure. Charity number 1102456 contains the history of Nicodemus.

The trustees report was approved by the Board of Trustees.

........................................................................ Mr. A W Welford Trustee

28th July 2026 Date: .....................................................................

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

INDEPENDENT EXAMINER'S REPORT

TO THE TRUSTEES OF NICODEMUS

I report to the trustees on my examination of the financial statements of Nicodemus (the charity) for the year ended 31 December 2025.

Responsibilities and basis of report

As the trustees of the charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 (the 2011 Act).

I report in respect of my examination of the charity’s financial statements carried out under section 145 of the 2011 Act. In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.

Independent examiner's statement

Your attention is drawn to the fact that the charity has prepared financial statements in accordance with Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn.

I understand that this has been done in order for financial statements to provide a true and fair view in accordance with Generally Accepted Accounting Practice effective for reporting periods beginning on or after 1 January 2015.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

1 accounting records were not kept in respect of the charity as required by section 130 of the 2011 Act; or

2 the financial statements do not accord with those records; or

3 the financial statements do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination.

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

TC Group

Celixir House Stratford Business & Technology Park Innovation Way, Banbury Road Stratford-upon-Avon Warwickshire CV37 7GZ United Kingdom

Date: ............................................. 3rd August 2026

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31 DECEMBER 2025

Income from: Total Unrestricted funds 2024 Restricted funds 2025 Unrestricted funds 2025 Notes £ Donations and legacies 2 52,445 - 52,445 78,830 3 38,973 34,200 125,618 90,830 91,418 34,200 111,196 Expenditure on: Raising funds 4 14,158 - 125,354 (1,736) Charitable activities 5 93,154 32,200 Total expenditure Net income/(expenditure) and movement in funds 2,000 Reconciliation of funds: Fund balances at 1 January 2025 59,484 Fund balances at 31 December 2025 17,218 2,000- 17,218 Total income £ 2025 £ £ Charitable activities Restricted funds 2024 £ 73,173 12,000 - 59,484 59,484 78,996 32,200 14,158 14,872 72,352 87,224 - 59,484 264 3,606 - - 17,218 13,612 - 15,482 17,482 -	Total 2024 £ 78,830 71,484 150,314 14,872 131,836


	146,708 3,606 13,612 17,218

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

BALANCE SHEET AS AT 31 DECEMBER 2025

Fixed assets Current assets Notes Tangible assets 11 12 Debtors Creditors: amounts falling due within one year 13 Total assets less current liabilities Cash at bank and in hand Net current assets Net assets The funds of the charity Restricted income funds Unrestricted funds 14	2025 £ 2,065 13,176 15,241 (2,080)	£ 4,321 17,482 13,161 17,482 17,482 15,482 2,000	2024 £ 905 14,859 15,764 (3,794)	£ 5,248 17,218 17,218 11,970 17,218 17,218

The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 December 2025.

The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.

The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476.

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

28th July 2026

The financial statements were approved by the trustees on ...................................

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.................................
Mr. A W Welford
Trustee
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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025

1 Accounting policies

Charity information

Nicodemus is a company limited by guarantee.

1.1 Accounting convention

The financial statements have been prepared in accordance with the charity's [governing document], the Charities Act 2011, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.

The charity has taken advantage of the provisions in the SORP for charities not to prepare a Statement of Cash Flows.

The financial statements have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a true and fair view. This departure has involved following the Statement of Recommended Practice for charities applying FRS 102 rather than the version of the Statement of Recommended Practice which is referred to in the Regulations but which has since been withdrawn.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention, [modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value]. The principal accounting policies adopted are set out below.

1.2 Going concern

At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Charitable funds

Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.

Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

Endowment funds are subject to specific conditions by donors that the capital must be maintained by the charity.

1.4 Income

Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS - (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2025

1 Accounting policies

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.

1.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.

Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Computers 33% straight line Motor vehicles 20% straight line

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.

1.7 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short- term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

Basic financial assets

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS - (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2025

1 Accounting policies

Basic financial liabilities

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non- current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

Derecognition of financial liabilities

Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.

2 Income from donations and legacies

	Unrestricted	Unrestricted
	funds	funds
	2025	2024
	£	£
Donations and gifts	44,842	54,623
Training Centre Contributions	7,603	24,207
	52,445	78,830
Donations and gifts
Donations	42,889	48,774
Gift aid	1,953	5,849
	44,842	54,623

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2025

3 Income from charitable activities

	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	funds	funds		funds	funds
	2025	2025	2025	2024	2024	2024
	£	£	£	£	£	£
Grants received
Other grants	38,973	34,200	73,173	12,000	59,484	71,484

4 Expenditure on raising funds

	Unrestricted	Unrestricted
	funds	funds
	2025	2024
	£	£
Fundraising and publicity Salaries	14,158	14,872

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2025

5	Expenditure on charitable activities	Unrestricted	Unrestricted
		funds	funds
		2025	2024
		£	£
	Direct costs
	Depreciation and impairment	927	1,089
	Mentor Training UK	19,170	19,457
	Youth Mentoring Programme UK	16,903	29,481
	Mentor Training Latin America	34,552	35,587
	Youth Mentoring Programme & Projects Guatemala	35,948	39,176
		107,500	124,790
	Share of support and governance costs (see note 6)
	Support Governance	1,593 2,103	4,936 2,110
		111,196	131,836
	Analysis by fund
	Unrestricted funds	78,996	72,352
	Restricted funds	32,200	59,484
		111,196	131,836
6	Support costs allocated to activities
		2025	2024
		£	£
	Insurance	581	637
	Website and marketing costs	555	3,794
	Bank charges	456	505
	Governance costs	2,104	2,110
		3,696	7,046
	Analysed between:
	Support and governance costs	3,696	7,046

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2025

Net movement in funds	2025	2024
	£	£
The net movement in funds is stated after charging/(crediting):
Fees payable for the independent examination of the charity's financial
statements	2,104	2,110
Depreciation of owned tangible fixed assets	927	1,089

8 Trustees

There were no trustees' expenses paid for in the year ended 31 December 2025 nor for the year ended 31 December 2024.

There were no trustees' remuneration or benefits for the year ended 31 December 2025 nor for the year ended 31 December 2024.

9 Employees

The average monthly number of employees during the year was:

2025	2024
Number	Number
6	6

There were no employees whose annual remuneration was more than £60,000.

10 Taxation

The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2025

11 Tangible fixed assets Cost At 1 January 2025 Depreciation and impairment At 1 January 2025 Computers Motor Vehicles £ Disposals At 31 December 2025 Carrying amount At 31 December 2024 12 Debtors £ 13,327 (5,190) 8,137 7,350 (7,350) - Depreciation charged in the year 8,079 927 3,816 At 31 December 2025 7,350 - - 4,321 - 5,248 - At 31 December 2023 2025 £ Amounts falling due within one year: Prepayments and accrued income 2,065 13 Creditors: amounts falling due within one year Trade creditors Accruals and deferred income 2025 £ - 2,080 2,080 Eliminated in respect of disposals (5,190) (7,350)	Total £ 20,677 (12,540)
	8,137
	15,429 927 (12,540)
	3,816
	4,321
	5,248
	2024 £ 905 2024 £ 169- 3,625
	3,794

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2025

14 Restricted funds

The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.

	At 1 January 2025		Incoming resources	Resources expended	At 31 December 2025
	£		£	£	£
Seedfield Trust	-		2,500	(1,000)	1,500
Broyst Foundation	-		1,000	(500)	500
Other restricted grants	-		30,700	(30,700)	-
	-		34,200	(32,200)	2,000
Previous year:	At 1 January 2024		Incoming resources	Resources expended	At 31 December 2024
	£		£	£	£
Other restricted grants		-	59,484	(59,484)	-

15 Unrestricted funds

The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.

	At 1 January 2025	Incoming resources	Resources expended	At 31 December 2025
	£	£	£	£
General funds	17,218	91,418	(93,154)	15,482
Previous year:	At 1 January 2024	Incoming resources	Resources expended	At 1 December 2024
	£	£	£	£
General funds	13,612	90,830	(87,224)	17,218

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025

NICODEMUS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2025

16 Analysis of net assets between funds

	Unrestricted	Restricted	Total
	funds	funds
	2025	2025	2025
At 31 December 2025:	£	£	£
Tangible assets	4,321	-	4,321
Current assets/(liabiities)	11,161	2,000	13,161
	15,482	2,000	17,482
	Unrestricted	Restricted	Total
	funds	funds
	2024	2024	2024
At 31 December 2024:	£	£	£
Tangible assets	5,248	-	5,248
Current assets/(liabiities)	11,970	-	11,970
	17,218	-	17,218

17 Related party transactions

Aggregate donations of £25,569 (2024: £11,500) were made by the Trustees and their related parties to the charity during the year.

During the year, the charity paid services of £33,872 (2024: £33,671) to children of the trustees. At the balance sheet date £nil (2024: £nil) was owed to the children of the trustees by the charity.

18 Status of the charity

Nicodemus is a company limited by guarantee not having any share capital.

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2025