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← Aldridge Foundation CIO

2025-08-31-accounts

ALDRIDGE FOUNDATION CIO

Registered Charity No. 1170932

ANNUAL REPORT

and

FINANCIAL STATEMENTS

For the year ended 31 August 2025

ALDRIDGE FOUNDATION CIO

ANNUAL REPORT AND FINANCIAL STATEMENTS For the year ended 31 August 2025

CONTENTS PAGE
Legal and Administrative Information 1
Trustees' Annual Report 2 - 14
Independent Examiner’s Report 15
Statement of Financial Activities 16
Balance Sheet 17
Statement of Cash Flows 18
Notes to the Accounts 19 - 32

ALDRIDGE FOUNDATION CIO

LEGAL & ADMINISTRATIVE INFORMATION

For the year ended 31 August 2025

Trustees for the period Sir R M Aldridge
Lady C F Aldridge
J Lavender
S Felger
G Budd (appointed 1stSeptember 2025)
V Mattu (appointed 1stSeptember 2025)
S O’Loughlin (appointed 1stSeptember 2025)
W Goodliffe (appointed 1stOctober 2025)
J A Sporle (resigned 26thNovember 2024)
S Francis (resigned 22ndOctober 2025)
Registered office 2ndFloor
Maritime Place
Quayside
Chatham Maritime
Chatham
Kent
ME4 4QZ
Charity registration number 1170932
Independent Examiner Kreston Reeves LLP
Suite 2
Orchard House
Orchard Street
Canterbury
CT2 8AR
Bankers Lloyds Bank plc
25 Gresham Street
London
EC2V 7HN

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

The trustees submit the annual report and financial statements for Aldridge Foundation Charitable Incorporated Organisation (‘Aldridge Foundation CIO’, ‘The Foundation’ or ‘the Charity’) for the year ended 31 August 2025. The trustees confirm that the annual report and financial statements of the Charity comply with the current statutory requirements, the Charity’s governing document and the provisions of the Charity Statement of Recommended Practice (‘SORP’) effective from 1 January 2015, and FRS102, ‘The Financial Reporting Standard in the UK & Ireland’.

1. Objectives and Activities

The Aldridge Foundation CIO is an established, impact driven social mobility charity that focuses on supporting young people facing the disadvantages and inequalities of living in deprived communities to have an equal chance of following pathways to the fulfilling and productive careers and lives they choose to live. We believe that a young person’s background or daily challenges should never be a barrier to their success. Our mission therefore is to break the cycle of disadvantage by inspiring, upskilling and mobilising the students we support, guiding them from the classroom into rewarding careers, fulfilling lives and achieving their goals.

Aldridge Foundation CIO was created as a Charitable Incorporated Organisation and registered with the Charity Commission on 30 December 2016. On 1 April 2018 the activities, net assets, liabilities and undertakings of the Rodney Aldridge Charitable Trust (‘the Trust’) were transferred to Aldridge Foundation CIO and the Trust ceased to operate.

The Rodney Aldridge Charitable Trust had been created to establish and separately manage a family of schools and colleges, all positioned in areas of extreme deprivation. In 2016, the Aldridge Education Multi Academy Trust (‘the MAT’) was formed and all the Aldridge schools and colleges, apart from Kensington Aldridge Academy, which remains a standalone academy within the Aldridge family of schools, transferred to the MAT.

Following the transfer of all academies from the Trust to the MAT, the Aldridge Foundation was formed to fully focus on philanthropic initiatives. Due to this legacy relationship, the Aldridge Foundation has a privileged relationship with these partner schools who help us to identify those young people who need the most support and would benefit from engaging in the Foundation’s programmes. All of the Foundation’s activities and initiatives sit outside of the schools’ statutory activities and funding.

We believe that every young person deserves an equal chance to thrive, no matter their background or living circumstances. The Aldridge Foundation’s core mission is to bridge the opportunity gap by equipping young people from disadvantaged communities with essential enterprise and life skills. By fostering an entrepreneurial mindset, we empower them to pursue their chosen careers, achieve social mobility, and drive positive economic change within their families and local communities.

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

The objects of the Charity continue to be:

2. The Foundation’s Beliefs, Purpose and Aims

Guiding belief: A fit for purpose education system, which develops and values skills and social and emotional competencies alongside academic attainment, has the power to challenge inequality by narrowing the gap between the educational outcomes of young people experiencing financial and social hardship and their more affluent peers.

Vision: All young people , irrespective of their backgrounds, should experience both a skills-based and knowledge-based education and enriching experiences that equip and enable them to raise their aspirations, improve their academic progress and create the rewarding and productive lives they choose – in further education, employment or self-employment in commercial, public or social enterprises.

Purpose: To improve the life chances of young people in deprived and challenging areas by creating, refining and evidencing the value and positive outcomes of learning models, experiences and support that enable young people to acquire and develop the key enterprise (life and employability) skills and an entrepreneurial mindset that will enable them to take better control of their lives and fulfil their potential.

Our theory of change: By inspiring and raising the aspirations of young people from challenging communities, helping them to develop the key life and employability skills they need to take control of their futures, and assisting them to successfully navigate pathways through higher and further education and into the world of work, they will remain engaged in education, enhance their academic performance, enjoy better employment prospects and ultimately lead more productive and fulfilling lives.

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

Our desired impacts and outcomes:

A fit for purpose education system* that can sustainably support all** young people, equally equip them with necessary life and employability skills, reduce inequalities in educational outcomes and increase upward social mobility.

*Young people, irrespective of their backgrounds and the communities they come from, who benefit from an education that enables them to:

*become bold, independent, creative and confident individuals

*be equipped with the skills to help support their learning and take control of their lives

*progress to quality destinations in further education, the world of work or the wider society

*lead productive lives and achieve greater upward social mobility.

*Families, local communities and the wider UK economic and social economy benefit from the longerterm halo effect of a greater number of economically active and productive young people leading rewarding lives.

3. Our Young People’s Characteristics

Who we support: Each year we have the opportunity to work with over c7,500 young people between the ages of 4 to 25 who are attending, or have attended, schools and colleges all situated in communities that rank in the top 10% or top 20% most deprived communities in Inner London, the North West and South East coast in England.

We predominantly support young people aged 11-25, but also a small number of primary school children. We access these young people through a network of partner schools where, on average: 39% of students

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

were eligible to receive the Pupil Premium (national 28%); 40% received Free School meals, including one school at 49% (national 25.7%); 20.9% spoke English as a Second Language, including one school at 65% (national secondary schools 20.8%); and 23.6% had Special Educational Needs (national 18.4%), including one school at 37.9%.

Many of these young people live in challenging environments and communities where they experience cramped, over-crowded living conditions, and there are often high levels of exposure to alcohol and drug abuse, child sexual exploitation and gang culture in the local area. Many are also constantly playing catchup with their peers from wealthier backgrounds and face significant socioeconomic barriers to success. By the time disadvantaged students leave primary school, they are around 1.7 years behind their peers (source: Education Policy Institute, 2024). This effect can continue throughout a person’s life, affecting entry into higher education, future employment and lifetime earnings: a cycle where disadvantage leads to further deprivation in their communities.

4. Programmes

For 19 years, the Aldridge Foundation has successfully supported young people from disadvantaged communities to gain the skills and confidence to have a more equal chance in life. In this time, the Foundation has successfully created and trialled a series of initiatives to better equip the young people from these communities to navigate the challenges they face to thrive in life. In 2023/24 the Foundation’s Board reviewed the Foundation’s strategy in order to focus on action that drove most impact and where the Foundation could best contribute. Some of the Foundation’s core programmes had reached a point of maturity and could be embedded and self-managed by the Foundation’s partner schools and academies. Therefore, from September 2024, the Foundation transitioned from its work with five core programmes to a more streamlined framework of two; namely around sport (Skills Development through Sport) and Next Steps into higher education and work. Additionally, due to securing sponsor funding, the Board also took steps to recommence the Creative Arts Pathway as its third core programme.

Enterprise and entrepreneurial activity remains a core mindset that drives and permeates every initiative the Foundation undertakes. We embed the Aldridge Attributes — Passion, Determination, Risk-taking, Problem-solving, Teamwork and Creativity - across all our programmes to ensure young people become bold, employable individuals. These experiences enable the youth we support to discover the learning styles that suit them best, building the confidence and life skills necessary to forge successful career pathways. To stay effective, our work is constantly evolved and informed by direct feedback from the young people we serve.

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

CORE PROGRAMMES

(i) Next Steps Beyond School: pastoral and career support, mentoring and internship opportunities with financial bursaries to support young people’s first steps into higher education and employment.

(ii) Skills Development Through Sport: specialist sports academy programmes and sports tours developing key life and employability skills through sport.

(iii) Creative Arts Pathways : professional led workshops and national competition and exhibitions to build confidence in exploring careers in creative industries.

Backdrop to 2024/2025

The young people we support face a combination of challenges: living with poverty, the long-term effects of disrupted education during the Covid-19 pandemic and the up-hill struggle of social mobility. Educational outcomes for the young people we support remain heavily dictated by socio-economic background, with the communities where we work being disproportionately affected by the current cost of living crisis. In 2024/25 the “disadvantage gap” (measure of the difference in attainment between students from low income backgrounds and their more affluent peers) showed signs of stagnation or worsening.

Additionally, the poverty divide continues to prove a struggle in the UK. The Buttle UK report ‘State of Child Poverty 2024’ highlighted that 58% of the children who professionals were working with, were living in destitution. This has increased by 22% compared to 2021. The Buttle report’s description of day to day reality for children living in poverty in the UK includes: 28% of families not having a separate bed for every child, 53% of families unable to afford enough food and basic nutrition, and 47% of families not able to afford basic cleaning products or toiletries. Furthermore, 66% of frontline workers reported children they support struggling to engage in education due to hunger, exhaustion, or lack of proper uniform or equipment.

In 2024/25 the political landscape was defined by a major transition of power from Conservative to the Labour Government following the July 2024 General Election. This change introduced a shift towards

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

rebuilding a narrative around education and work, moving from levelling up young people, to making available opportunities. The shift positioned apprenticeships as a primary way of ensuring social mobility, yet economic data has shown that NEET (Not in Education, Employment or Training) rates reached their highest levels in a decade, particularly in regions like the North East and West Midlands, with reports showing approximately 946,000 young people (12.7% of 16-24 year olds) as NEET (source: Parliament UK, 2025).

Although apprenticeships grew in 2024/25, the Education Policy Institute warned that degree apprenticeships are in fact less inclusive than Russell Group Universities, with just 10.7% of degree apprentices coming from disadvantaged backgrounds, compared to nearly 20% of their wealthier peers. Added to this, the Sutton Trust (2025) reported that, even when disadvantaged youth were getting on to such courses, their dropout rate remained high, at near 40%, as the apprentice minimum wage was often insufficient to cover rising rents and transport in urban hubs such as London or Manchester, or to cover equipment, professional clothing or basic food costs.

Additionally, findings from 2025 highlighted the persistent inequality within Britain’s professional landscape. Research from University College London indicated that socio-economic background significantly impacts employability, with disadvantaged graduates facing a 32% disadvantage in recruitment for professional roles, regardless of merit. The Sutton Trust’s ‘Elitist Britain’ report further underpins this disparity, noting that 36% of elite roles (CEOs, judges and politicians) are currently filled by the privately educated. The culminative effect of these barriers results in a significant pay gap where high-achieving disadvantaged individuals earn an average of £7,000 less annually than their more affluent counterparts by their late twenties.

With the gap between young people in disadvantaged areas and their more affluent peers remaining significant and at historic highs, it remains more essential than ever to utilise our core programmes to ensure young people remain engaged in education and develop the key life and employability skills to successfully progress and thrive in life.

Core Programmes - Highlights

In the year the Foundation supported young people via three core programmes: The Next Steps Programme, supporting young people on their journey into further education and the world of work; Skills Development Through Sport; and Creative Arts Pathways.

(i) Next Steps Beyond School: Equipping young people with skills to thrive in work remains at the core of what we do, helping to build a robust bridge between leaving education and finding a career. Many young people from disadvantaged backgrounds do not have the same access to professional networks, advice, support and opportunities via parents and friends as others from more affluent backgrounds do.

#Next Steps Programme: Even with the necessary skills, aspirations and self-belief, there are still barriers to young people from deprived areas achieving their dreams. To address this the Next Steps programme provides pastoral support, guidance and mentoring alongside valuable financial support through one-year and multi-year bursaries. Students are selected for the programme through a detailed and robust application process which is used to assess both levels of deserving and need.

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

Final interviews for major multi-year awards for Year 13 students are undertaken by a panel of Foundation trustees and, this year, 14 young people were awarded one-year or multi-year bursaries to cover the duration of their courses. Additionally, for the first time, two existing bursary students, who were moving on to a 4th year of study, re-applied, and were awarded, an additional final year bursary. Over the last four years we have supported nearly 100 students with financial bursaries and wrap around support through their higher education journey and beyond.

2024/25 was the second year of valuable support from the CHK Foundation, whose generous donation helps us provide life-changing opportunities to young people moving into the next stages of their educational and working lives. It was also the first year of a new 3-year partnership with BIE Executive, an executive recruitment firm. The team at BIE provide skills workshops, valuable networking events and a team of mentors for the bursary students. Additionally, Trigon Fire Safety Limited continued to fund three engineering bursary students and, both BIE and Trigon offered internships to students over the summer of 2025. These were a huge success and gave the young people a valuable insight into the world of work as well as experience in applying for work opportunities. The support from all these organisations has increased our pool of mentors and enabled the Foundation to jointly provide workshops, internships and paths into employment. The Foundation truly values and thanks these partners and the key roles they play in the young people’s progression.

(ii) Skills Development Through Sport: The Foundation’s belief is that sport, and particularly cricket, helps develop key life and employability skills and inspires young people to work hard to fulfil their true potential. Sport supports better physical and mental wellbeing and develops the social, thinking, emotional and physical skills young people will need to thrive later in life.

#Aldridge Cricket Programmes: The Foundation continues to support a best-in-class Cricket Centre and the Aldridge Cricket Academy (ACA) at Brighton Aldridge Community Academy (BACA) and a cricket community programme. The ACA programme aims to help develop wellrounded young people, equip them for life beyond school and open up pathways into playing professional cricket or pursuing a career in the wider sports industry. The school runs a two-year 6th form cricket academy, which enables pupils to combine high-level sixth form academic studies with an intensive cricket development programme, and a junior cricket pathway for 11 to 13 year olds. Previous ACA students have gone on to be professional cricketers, coaches, entered the wider sports and health industries, or cited the skills and confidence they gained through the programme as playing a key role in their career successes in other fields.

The Foundation and BACA have a unique partnership alongside Sussex Cricket that supports this innovative and unique state school cricket programme and local community programmes focussed on introducing cricket to more people, and in particular women and girls. The partnership aims to actively change lives through building life skills through cricket, tackling inequalities and improving the health and wellbeing of young people.

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

BACA retained its place in the esteemed The Cricketer magazine school guide as one of the top 100 cricket schools in the country, for the 6th year running, and being one of only a handful of state schools included in the list.

The ACA cricket programme had a very successful year with 18 students on the Sussex pathway, and four cricketers having played for Sussex Men’s 2[nd] XI. ACA students had an overall attendance of 95%, which is 4% above the national average. At key stage 4 the average cricket student achieved two grades above the national average in their GCSEs. All key stage 5 students got into their first choice offers.

In February 2025, 15 students attending the Sixth Form Cricket Academy took part in a cricket and cultural tour in Kenya. Not only did this help to develop their cricket skills, including some tough but important developmental matches against national youth teams, it also opened their eyes to the different and shared opportunities and challenges young people experience in other countries and cultures. For several of these young people this was their first time travelling abroad.

To further enhance the top class offering already in place at BACA, there are plans to introduce a girl’s cricket programme during 2025/26. This will be the only state school cricket programme designed specifically for girls within the county of Sussex. The recruitment of Mark Robinson, OBE, as the director of cricket at the end of summer 2025 will be of great assistance in achieving this objective. Mark was coach to the Women’s World Cup winning team in 2017 and was also coach of Sussex Cricket and Warwickshire CC when they won the County Championship.

The Foundation’s belief in the power of sport and cricket has also been extended to Aldridge students in Darwen. The Foundation was involved in the opening of an all-weather cricket dome in Darwen, billed as only the second dome of its kind in England. It was created to help make cricket more accessible and give young people, schools and the wider community a unique opportunity to play, learn and enjoy cricket all year round. Three of our partner schools are local to this area and benefit from time at the Dome.

(iii) Creative Arts Pathways: This programme inspires, informs and develops confidence in young people studying or interested in creative arts to raise their aspirations and self-belief and explore how their talent could lead to a career in the arts or creative industries.

#Aldridge Junior Signature Art Prize : the art prize was on pause and not awarded in 2024/25 while the Foundation was restructuring and making strategic changes. However, work has begun to reinstate it in 2025/26, building on the previous five years of this successful event. The end of the 2025 academic year saw the programme being opened once more to students in preparation for judging and finals day in 2026. We are once again partnering with Artellite, a leading online art gallery, to run the competition for the young people we support. The Junior Prize provides a unique platform, experience and showcase for young people. Entries are submitted by young people from the Aldridge school network, aged 14-19, across film, photography, graphics, textiles and fine art categories. Students’ work will be judged by professionals from the art industry and the Junior

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

Prize finalists’ work will be shown in a prestigious exhibition space at Bankside Hotel in central London. Students will have the opportunity to offer their work for sale to industry and private collectors at the exhibition gala event. Finalists will spend the day in London visiting art galleries and learning about career opportunities from artists and other creative professionals, including the artist in residence at Bankside.

#Art Workshops: in previous years renowned artist, Ian Murphy, has run workshops for young people aged between 13 and 19 across 7 different Aldridge schools, teaching them a number of new, mixed media techniques that they can use to enhance and develop their own skills and individual creative styles. These workshops have helped to increase young people’s confidence in their own abilities, encouraged them to enter the Aldridge Junior Art Prize and explore creative arts career pathways. These workshops will return in 2025/26.

Further details of our programmes and impact reports can be found on the Foundation’s website: www.aldridgefoundation.com

5. Future focus

Since the year end, four new trustees have been appointed to the Aldridge Foundation Board. These appointments were made to further strengthen and broaden the skill sets within the Board. The new trustees bring a wealth of experience across education, legal, finance and sport. The appointments will help the Foundation to focus on strengthening its existing programmes which includes the full re-instatement of the Aldridge Junior Signature Art Prize, under the Creative Arts Pathway.

The Board of Trustees are confident that the strategy to prioritise and focus its work on three core programmes, along with the new operating model, is enabling the Foundation to sustainably continue its valuable work of enabling young people to have an equal chance of thriving in life. Looking ahead to 2025/26 the Aldridge Foundation will celebrate its 20th anniversary and aims to fundraise and encourage more sponsors and corporates to join its mission to improve and further enhance opportunities for all the young people we support.

Our Operating & Funding Model : The charity seeks to raise funds from a range of High Net-Worth Individuals (HNWIs), other trusts and foundations, and corporates to support and extend the reach and impact of its programmes. Sir Rod Aldridge, founder of the Charity, supports the activities of the Foundation alongside the wider Aldridge family and this more diverse set of funders. The Foundation also seeks to attract funding from corporates looking to attract and recruit greater numbers of skilled, workready, young people from diverse backgrounds.

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

6. Public Benefit

The trustees are mindful of their duty under the Charities Act 2011 to ensure that the Charity’s activities exist for the public benefit. They have considered the Charity Commission guidance on public benefit and are satisfied that the performance and achievements of the charity during the year, as summarised in this report, have benefited the public.

7. Structure, Governance and Management

The trustees have control of the Charity, its property and funds. In accordance with its constitution, the Charity is required to have a minimum of three trustees. There is no maximum number of trustees. Subject to provisions in the constitution, the three founding trustees are entitled to hold office for life. New trustees are selected by the existing trustees on the basis of knowledge, experience and suitability. New trustees must be appointed for a term of three years by a resolution of the trustees. Training is provided by existing trustees.

The trustees are required to hold at least two meetings each year where at least two trustees are present. These meetings are held both in-person and virtually. Except where otherwise provided in the constitution, every issue may be determined by the majority of votes cast at a meeting. However, a resolution which is in writing and signed by all the trustees is as valid as a resolution passed at a meeting.

The trustees operate according to a set of Terms of Reference.

8. Remuneration Policy

The Charity does not have a formal policy on remuneration. The salaries of employees providing administrative or programme support are determined by the Executive Trustee. No Trustee receives remuneration. The only substantive benefit available to employees is a pension scheme.

9. Key Management Personnel

On 31[st] July 2024, Shona Nichols stepped down as Chief Executive after six years. The trustees are thankful for her dedication to the young people the Foundation supports and her commitment to the Foundation’s mission. She leaves a lasting impact on the lives of many young people. From 1 August 2024, Jennifer Lavender, a trustee of the Aldridge Foundation and a member of the next generation of the Aldridge family, became Executive Trustee, dedicating more time to the Foundation, along with the continuing support of the other trustees. Highlighting her commitment to education and supporting young people, Jennifer has

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

been a trustee of the Foundation for the past 8 years and a Member of the Aldridge Education MAT for 6 years. She is an early year’s educationalist having spent the majority of her educational career in early years settings. In 2025 she completed a Master’s Degree at Kingston University focusing on the key factors that encourage secondary school girls to continue playing sport after primary school. This was based around girls playing cricket in the Aldridge Cricket Academy.

Jennifer, along with her fellow trustees, is focused on safeguarding the Charity’s vision and mission and delivering the goals of the Charity.

10. Financial Review

In September 2024, the Foundation transitioned to a largely volunteer led operating model and streamlined its programmes. This consolidation of activities allowed the Charity to continue its essential work, but at a lower cost base, when faced with the significant drop in income levels experienced in the year ended 31 August 2024.

Despite the ongoing challenging fundraising environment, however, income for the year ended 31 August 2025 remained consistent at £305,765 (2024: £300,072).

In line with a reduced operating cost base, and the reduction in core programmes, expenditure was reduced significantly in the year from £543,933 in 2023/24 to £203,814 in 2024/25.

In this transitional year, the Trustees proceeded cautiously to ensure the stability of the Charity. This approach allowed the Foundation to end the financial year with a healthy reserves balance of £285,734 (2024: £183,897). Of these reserves, £221,428 (2024: £138,815) are for restricted purposes and £64,306 (2024: £45,082) are unrestricted.

This level of reserves allows the Trustees to proceed into 2025/26 comfortable that its core programmes can continue to be delivered, whilst also looking to expand its programme of activities.

11. Risk Assessment

The trustees continue to monitor the major risks to which the Charity is exposed, in particular those related to the operations and finances of the Charity, and are satisfied that the internal controls already in place are commensurate to the size of the Charity and provide a reasonable degree of comfort. The trustees continue to consider the key risks to be:

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ALDRIDGE FOUNDATION CIO

ANNUAL REPORT OF THE TRUSTEES

For the year ended 31 August 2025

(iii) a small workforce that places dependency on only a few key members of staff.

Having successfully transitioned the Charity to a mainly volunteer led operating model, and reduced the number of programmes, has helped mitigate these risks. Active fundraising continues and is targeting a range of corporates, individual donors and grant giving trusts and foundations. As and when income increases, the Charity will review any needs and opportunities to expand the staff team.

12. Reserves Policy

The trustees are committed to ensuring the preservation of capital in order to meet the Charity’s objectives, with a policy of having sufficient reserves to meet a minimum of 6 months of operating costs. By moving to a largely volunteer led operating model, the Charity has significantly reduced its operating costs and, as a result, the £64,036 free reserves balance at the end of the year represents 21 months of operating costs. Although this is significantly higher than the minimum reserves policy, it is considered appropriate by the trustees in this transitional period. This additional cushion allows the Trustees to cautiously consider expanding its core programmes and the resources required to do that.

13. Fundraising Policy

The Charity has a cost of raising funds in the financial statements in relation to generating income, mainly from external donors. The Charity at times utilises the services of a professional fundraiser to access national donor trusts and to assist in targeted fundraising. The Charity does not engage in unsolicited faceto-face or telephone fundraising from the general public. The Charity aims to build and maintain solid partnerships with our supporters and do not undertake activities to raise funds from those that could be classified as “vulnerable people”. Any approach to fundraising would take account of the Code of Fundraising Practice issued by the Fundraising Regulator. The Charity has received no complaints about its fundraising activities either during the financial period or subsequently.

14. Investment Policy

The trustees may invest the monies of the Charity in any manner they think fit.

15. Responsibilities of the Trustees

The trustees are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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ALDRIDGE FOUNDATION CIO ANNUAL REPORT OF THE TRUSTEES For the year ended 31 August 2025 Charity law requires the trustees to prepare financial statements for each financial period that give a true and fair view of the state of affairs of the charity and of the incomiiig resoLirces and applicalion of resources, including the income and expenditiir¢. of the charity for that period. In preparing tliose financial statements. the trustees are required to: (a) select suitable accounting policies and theii apply thein consistently. (b) coinply with applicable accounling standards, including FRS 102, subject to any material departures disclosed and explained in tlie financial stateinents; (c) State wliether a Statenienl of Recoinmended Pj'actice (SORP) applies and has been followed. subject to any material departui'es which are cxplained in the finaiiLial slatement5' (d) make judgements and estiniales that are reasonable and prudent. (e) prepare the financial statements on a goiiig concern basis unless it is inappropriate to presume that the clillrity will continue in busiiiess. The trustees are responsible for keeping proper accounting recoi'ds wli ich disclose with reasonable accuracy at any time the fiiiai)cial position of tlie charity and enable thein to ensure that tlie fiiiaiicial statements comply with the Cliai'ities Act 201 l. They are also respoiisibl¢ for safeguarding tlie assets of the charity and hence for takTng reasonable steps foi. the prevention and detection of fraud and othei. inEgularilies, Sir R M Aldridge Cl)air ofTiustees Date: 22 April 2026 14

ALDRIDGE FOUNDATION CIO

INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF

ALDRIDGE FOUNDATION CIO

I report to the trustees on my examination of the accounts of Aldridge Foundation CIO (the Charity) for the year ended 31 August 2025.

Responsibilities and basis of report

As the trustees of the Charity you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).

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

Independent examiner’s statement

Since the Charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants of England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no material 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 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts 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 accounts to be reached.

S M Rouse

S M Rouse FCCA DChA Kreston Reeves LLP

Suite 2 Orchard House Orchard Street Canterbury CT2 8AR

Date: 22 April 2026

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ALDRIDGE FOUNDATION CIO

STATEMENT OF FINANCIAL ACTIVITIES

FOR THE YEAR ENDED 31 AUGUST 2025

Unrestricted
Funds
Restricted
Funds
Total Funds
2025
Total Funds
2024
£
£
£
£
Income and endowments
Donations and grants
2		 39,252
263,031
302,283
299,622
Investments
2		 952
-
952
50
Other
2		 2,530
-
2,530
400
Total 42,734
263,031
305,765
300,072
Expenditure on:
Raising funds
3		 5,127
-
5,127
29,134
Charitable activities
4,5,6		 18,269
180,418
198,687
514,799
Total 23,396
180,418
203,814
543,933
Net income / (expenditure) 19,338
82,613
101,951
(243,861)
Loss on disposal of fixed assets (114)
-
(114)
(272)
Net movement in funds 19,224
82,613
101,837
(244,133)
Reconciliation of funds:
Total funds brought forward
15		 45,082
138,815
183,897
428,030
Total funds carried forward15 64,306
221,428
285,734
183,897

16

ALDRIDGE FOUNDATION CIO BALANCE SHEET AS AT31 AUGUST 2025 Note Unrestricted Funds Restricted Funds Total Funds 2025 Total Funds 2024 Fixed assets Tangible fixed assets 1.996 1,996 365 Total fixed assets 1,996 1.996 365 Current assels Debtors Cash at bank and in hand 1.260 64.146 12,500 308.618 13.760 372.764 2.481 349.594 65.406 321.118 386.524 352,075 Creditors.. ainounts falling du¢ iyithin one year Net current assets 10 (3,096) (73,690) (76,786) (114,693) 62,310 247.428 309,738 237,382 Total asset5 less eurreiit IIAblllties 64,306 247,428 311.734 237.747 Credltors: amoLints falling due aftei. Inoir than oiie year (26,000) (26,000) (53,850) Net gssets 64J06 221,428 285,734 183,897 Funds Unrestricted fiinds Restricted funds 64,306 64,106 221.428 45.08? 138.815 221,428 Total fiinds 15 04J06 221,428 284,734 183,897 Tlie noles on pages 19 to 32 form part of the finaiicial statenients. Approved by tlie Tnjstees on 22 April 20?6 and Si￿7ed on their behalf by: Sir R M Aldridge Chair of Trustees 17

ALDRIDGE FOUNDATION CIO

STATEMENT OF CASH FLOWS

For the year ended 31 August 2025

2025 2024
£ £
Cash flows from operating activities
Net cash generated from / (used in) operating activities 24,303 (262,933)
Cash flows from investing activities
Investment income and interest received 952 50
Purchase of tangible fixed assets (2,085) (200)
Net increase / (decrease) in cash and cash equivalents
 23,170 (263,083)
Cash and cash equivalents at beginningofperiod 349,594 612,677
Cash and cash equivalents at end of period 372,764 349,594
Reconciliation of net income to net cash flow
from operating activities		 2025 2024
£ £
Net income / (expenditure) 101,837 (244,133)
Adjustments for:
Depreciation charges 340 366
Loss on disposal of fixed assets 114 272
Investment income (952) (50)
(Increase) / decrease in debtors (11,279) 91
Decrease in creditors (65,757) (19,479)
Net cash generated from / (used in) operating activities 24,303 (262,933)

18

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

1. Accounting Policies

1.1 Basis of preparation of financial statements

These financial statements are prepared under the historical cost convention.

The accounts (financial statements) have been prepared to give a ‘true and fair’ view and 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 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) issued on 16 July 2014 rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 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 pound.

The principal accounting policies adopted in the preparation of the financial statements are set out below.

1.2 Critical accounting estimates and use of judgements

In preparing financial statements it is necessary to make certain judgements, estimates and assumptions that affect the amounts recognised in the financial statements.

With the aim of making the statement of financial activities and associated notes more informative for readers of the accounts, the Foundation apportions staff and other costs to programmes, fundraising and governance activities on the basis of staff time in order to reflect the effort expended by the team in each of these areas.

In the view of the trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.

1.3 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. In drawing this conclusion, the trustees have reviewed the charity’s forecasts and projections for a period of at least 12 months from the date of approval of these financial statements. The trustees have sufficient comfort that the charity has adequate reserves to deliver the programmes planned for the upcoming year and will actively continue its fundraising activities. The trustees therefore continue to adopt the going concern basis of accounting in preparing the financial statements.

19

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

1. Accounting Policies (continued)

1.4 Fund accounting

The charity maintains unrestricted and restricted funds. The unrestricted fund comprises accumulated surpluses and deficits and cumulative gains on investments. This is available for use at the discretion of the trustees in furtherance of the Foundation’s general objectives. Restricted funds are those which can only be spent on a specific purpose as stipulated by the donor.

1.5 Income

All donations, investment income and deposit income is recognised when the charity is entitled to the income, the income can be measured reliably and the receipt is probable.

1.6 Expenditure

Liabilities are recognised as resources expended as soon as there is a legal or constructive obligation committing the charity to the expenditure. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category.

Grants and donations payable are payments made to third parties in the furtherance of the charitable objectives of the Foundation. Single or multi-year grants are accounted for when either the recipient has a reasonable expectation that they will receive a grant and the trustees have agreed to pay the grant without condition, or the recipient has a reasonable expectation that they will receive a grant and any condition attaching to the grant is outside of the control of the Foundation.

1.7 Governance costs

Governance costs include those costs incurred in complying with the Charity's constitutional and regulatory obligations and have historically been identified within the Statement of Financial Activities. In accordance with FRS 102 these have now been included under expenditure on charitable activities.

1.8 Tangible fixed assets and depreciation

Tangible fixed assets costing more than £100 are capitalised at cost. Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

Office equipment 33.33% straight line

1.9 Pension costs

The charity enrols all eligible employees into a defined contribution pension scheme in order to fulfil its auto enrolment duties. Employer contributions to the scheme are accounted for on an accruals basis.

20

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

1. Accounting Policies (continued)

1.10 Cash and cash equivalents

Cash and cash equivalents include cash in hand and deposits held at call with banks.

1.11 Financial instruments

The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments. Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument. Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

With the exceptions of prepayments and deferred income all other debtor and creditor balances are considered to be basic financial instruments under FRS 102. See notes 9-11 for the debtor and creditor notes.

2. Income

Donations and grants
Donations receivable
Grants receivable
Investments
Interest received
Other
Other income		 2025
Unrestricted
Restricted
£
£
4,252
208,031
35,000
55,000
39,252
263,031
952
-
952
-
2,530
-
2,530
-
42,734
263,031		 2024
Unrestricted
Restricted
£
£
2,250
172,917
66,955
57,500
69,205
230,417
50
-
50
-
400
-
400
-
69,655
230,417

21

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

3. Expenditure on raising funds

Direct costs of raising funds
Direct support costs (note 6)		 2025
Unrestricted
Restricted
£
£
3,240
-
1,887
-
5,127
-		 2024
Unrestricted
Restricted
£
£
14,280
-
14,854
-
29,134
-

4. Expenditure on charitable activities

Grants payable (note 5)
Direct programme costs
Direct support costs (note 6)
Grants payable (note 5)
Direct programme costs
Direct support costs (note 6)		 Unrestricted
£
(5,000)
-
23,269
18,269
Unrestricted
£
2,400
61,046
207,810
271,256		 Restricted
£
156,157
8,592
15,669
180,418
Restricted
£
222,418
10,271
10,854
243,543		 Total 2025
£
151,157
8,592
38,938
198,687
Total 2024
£
224,818
71,317
218,664
514,799

22

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

4.
Expenditure on charitable activities
(continued)
Creative Arts Pathways
Junior Signature Art Prize
Skills Development Through Sport
Cricket Programmes
Next Steps Beyond School
Next Steps Programme
Other
Other
Governance		 Grants
payable
Direct
programme
costs
Direct
support costs
Total 2025
£
£
£
£
-
3,000
212
3,212
-
3,000
212
3,212
121,657
1,626
7,406
130,689
121,657
1,626
7,406
130,689
34,500
3,966
8,051
46,517
34,500
3,966
8,051
46,517
(5,000)
-
17,744
12,744
-
-
5,525
5,525
(5,000)
-
23,269
18,269
151,157
8,592
38,938
198,687

Direct programme costs represent amounts payable to third parties for goods and services supplied in delivering the Foundation’s programmes.

Direct support costs represent the internal costs to the Foundation of running its various programmes. The costs include staff and other overheads which have been allocated to programmes in direct proportion to the amount of time spent on running each programme.

23

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

4.
Expenditure on charitable activities
(continued)
Experiential Learning & Coaching
Bright Futures
Enterprise & Entrepreneurship
Aldridge Attributes Development
Enterprise Programmes
Creative Arts Pathways
Junior Signature Art Prize
Art Workshops
Skills Development Through Sport
Cricket Programmes
Next Steps Beyond School
Next Steps Programme
Futures Hub
Leaving No One Behind
Therapeutic Residentials
Other
Other
Governance		 Grants
payable
Direct
programme
costs
Direct
support costs
Total 2024
£
£
£
£
1,800
46,758
63,158
111,716
1,800
46,758
63,158
111,716
-
5,760
6,752
12,512
-
2,941
6,752
9,693
-
8,701
13,504
22,205
-
5,788
22,045
27,833
-
3,591
2,859
6,450
-
9,379
24,904
34,283
173,768
2,088
24,465
200,321
173,768
2,088
24,465
200,321
44,500
3,420
43,052
90,972
-
924
1,350
2,274
44,500
4,344
44,402
93,246
4,150
-
1,350
5,500
4,150
-
1,350
5,500
600
47
32,639
33,286
-
-
14,242
14,242
600
47
46,881
47,528
224,818
71,317
218,664
514,799

24

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

5. Grants payable

Paid to institutions
Paid to individuals		 2025
£
116,657
34,500
151,157		 2024
£
180,318
44,500
224,818

All grants are restricted and are aligned to our programmes and desired outcomes.

Grants to institutions
Aldridge family of schools:
Aldridge Education MAT
Kensington Aldridge Academy
Other:
Sussex Cricket Foundation
Marylebone Cricket Club Foundation
St Peter’s Cricket Club
Gross grants awarded
Grants underclaimed or amended
Total grants to institutions		 2025
£
95,257
-
20,400
4,500
4,500
124,657
(8,000)
116,657		 2024
£
124,693
225
55,400
-
-
180,318
-
180,318

Grants to the Aldridge family of schools support the delivery of the Foundation’s programmes within and outside of the school environment. Grants to Sussex Cricket Foundation, Marylebone Cricket Club Foundation and St Peter’s Cricket Club support the Cricket Academy programme based at the Brighton Aldridge Community Academy in addition to local community cricket programmes.

25

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

6. Direct support costs
Wages and salaries
Staff training & recruitment
Professional, consultancy and legal fees
Printing, postage and stationery
Depreciation
IT support and internet costs
Telephone costs
Travel costs
Sundry expenses
Subscriptions
Insurance
Bank charges
Independent examination fees		 2025
£
17,271
-
15,263
138
340
2,858
462
29
97
453
1,478
42
2,394
40,825		 2024
£
207,958
1,591
12,244
1,191
366
3,035
305
-
764
413
1,879
172
3,600
233,518

Support costs have been allocated to charitable activities (note 4), fundraising (note 3) and governance on the basis of time spent, unless the costs can be specifically attributed to an activity.

Governance costs
Included in support costs are governance costs as follows:
Independent examination fees
Legal and professional fees
Direct support costs		 2025
£
2,394
-
3,131
5,525		 2024
£
3,600
867
9,775
14,242

Independent examination fees (net of VAT) of £1,995 (2024: £3,000) were charged during the year. These costs are included above, gross of VAT.

26

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

7.
Employee information
Staff wages and salaries
Statutory redundancy costs
Social security costs
Other pension costs		 2025
£
16,761
-
510
-
17,271		 2024
£
174,296
14,000
15,034
4,628
207,958

In September 2024, the Foundation transitioned to a largely volunteer-led operating model and now employs two staff who deliver finance, administrative and programme support on a part time basis.

2025 2024
No. No.
Average number of employees 2 3

The number of employees who earned a salary of £60,000 per annum or more (excluding employer pension contributions) during the year was as follows:

2025 2024
No. No.
Band:
£110,000 - £119,999 - 1

Retirement benefit schemes

The charity offers a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund. The amount charged in the statement of financial activities for the year was £nil (2024: £4,628).

Key management personnel

Key management personnel include the Trustees (and Chief Executive in 2023/24). The total employee benefits of the charity's key management personnel for the year was £nil (2024: £130,098). No trustee received any remuneration as part of this figure.

27

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

8. Tangible fixed assets

Cost or valuation
At 1 September 2024
Additions
Disposals
At 31 August 2025
Depreciation
At 1 September 2024
Provided in the year
Disposals
At 31 August 2025
Net book value at 31 August 2025
Net book value at 31 August 2024
9.
Debtors
Prepayments and accrued income
10.
Creditors: amounts falling due within one year
Trade creditors
Grants payable
Other taxation & social security
Accruals		 Office
Equipment
£
2,523
2,085
(1,965)
2,643
2,158
340
(1,851)
647
1,996
365
2025
£
13,760
13,760
2025
£
225
73,500
200
2,861
76,786		 Total
£
2,523
2,085
(1,965)
2,643
2,158
340
(1,851)
647
1,996
365
2024
£
2,481
2,481
2024
£
5,405
105,480
208
3,600
114,693

28

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

11.
Creditors: amounts falling due after more than one year
Grants payable		 2025
£
26,000
26,000		 2024
£
53,850
53,850

Grants payable after more than one year represent bursaries awarded to support young people’s next steps into further and higher education and employment and, in most cases, are payable over a three year period.

12. Trustees' remuneration

No trustee received remuneration during the year. One (2024: none) trustee received £141 in the year (2024: £nil) in reimbursement of expenses incurred in respect of work related to the Foundation’s activities. All trustee expenses are reviewed and approved by a second trustee before payment.

13. Taxation

The Foundation is a registered charity and accordingly is exempt from taxation on its income and gains where they are applied for charitable purposes.

14. Related party transactions

Sir Rodney Aldridge

Sir Rodney Aldridge, Trustee and Founder of the Charity, donated £62,500 (2024: £62,500) to the Charity for restricted purposes.

Trigon Fire Safety Limited

A director and shareholder of Trigon Fire Safety Limited is a close family member of one of the Charity’s trustees. During the year, Trigon Fire Safety Limited donated £7,500 (2024: £6,000) to the Charity. £7,500 (2024: £5,000) was donated to support students in the Next Steps programme and £nil (2024: £1,000) was an unrestricted donation.

Trustees

Lady Carol Aldridge, a trustee of the Charity, donated £3,750 (2024: £nil) to support the Junior Signature Art Prize programme.

Aldridge Education

The Charity is a Corporate Member of Aldridge Education MAT. During the year, the Charity provided restricted grants to Aldridge Education, and the Aldridge family of schools, totalling £95,257 (2024: £124,918). The grants were provided to support the delivery of the Foundation’s core programmes across the schools and in their wider community. Payments are made in line with an agreed timetable and, at the year end, £nil was owed in respect of payments falling due after the end of the reporting period (2024: £43,580). A breakdown of grants is provided in note 5.

29

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

14. Related party transactions (continued)

RMAI Limited

During the year, the Charity charged RMAI Limited, a company in which Sir Rodney Aldridge is the ultimate controlling party, £nil (2024: £400) for shared staff and office running costs. At the year end, there were no amounts outstanding (2024: £nil).

Aldridge Applications Limited

Aldridge Applications Limited is a company in which Sir Rodney Aldridge is the ultimate controlling party. During the year, Aldridge Applications Limited charged the Charity £nil (2024: £5,760) for the use of its mobile educational app. At the year end, £nil (2024: £nil) was outstanding.

Frog Systems Limited

Frog Systems Limited is a company in which Sir Rodney Aldridge is a director and shareholder. During the year, Frog Systems Limited charged the Charity £nil (2024: £624) for the use of its online platform to support the Foundation’s Futures Hub. At the year end, £nil (2024: £nil) was outstanding.

15. Analysis of funds
Restricted funds
Cricket Academy & Community Fund
Next Steps Fund
29May1961 Fund
Art Fund
Total Restricted Funds
Unrestricted Funds
Total Funds		 2025
Brought
forward
Income
Expend-
iture
Transfer
Carried
forward
£
£
£
£
£
128,315
184,281
(130,689)
-
181,907
10,500
70,000
(46,517)
-
33,983
-
5,000
-
-
5,000
-
3,750
(3,212)
538
138,815
263,031
(180,418)
-
221,428
45,082
42,734
(23,510)
-
64,306
183,897
305,765
(203,928)
-
285,734

30

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

15. Analysis of funds (continued)

Restricted funds
Brighton Fund
Cricket Academy & Community Fund
Bright Futures Fund
Next Steps Fund
29May1961 Fund
Total Restricted Funds
Unrestricted Funds
Total Funds		 2024
Brought
forward
Income
Expend-
iture
Transfer
Carried
forward
£
£
£
£
£
4,385
-
(4,385)
-
-
143,755
170,417
(185,857)
-
128,315
3,801
-
(3,801)
-
-
-
55,000
(44,500)
-
10,500
-
5,000
(5,000)
-
-
151,941
230,417
(243,543)
-
138,815
276,089
69,655
(300,662)
-
45,082
428,030
300,072
(544,205)
-
183,897

Cricket Academy & Community Fund – restricted donations to support the Foundation’s Skills Development through Sport programme. This includes supporting the Cricket Centre and Aldridge Cricket Academy situated in the Brighton Aldridge Community Academy, sport and cultural experiences for cricket academy students, local community cricket programmes and work to encourage more young people, including women and girls, into the sport.

Next Steps Fund – restricted donations to support young people’s next steps into further and higher education and beyond into employment. This includes financial bursaries to support students as they take their next steps as well as mentoring, workshops and other wrap-around support.

29May1961 Fund – a restricted donation to support the Foundation’s programmes which inspire, skill and mobilise disadvantaged young people.

Art Fund – a restricted donation to support the Aldridge Junior Signature Art Prize, an art competition for young people studying or interested in the creative arts. This programme inspires, informs and develops confidence in young people, encouraging them to raise their aspirations and self-belief and explore how their talent could lead to a career in the arts or creative industries.

Brighton Fund – funding previously granted to the Brighton Aldridge Community Academy (BACA), held by the Foundation to support its programmes within the Brighton and Hove area.

Bright Futures Fund – restricted donations and matched funding generated through The Big Give Christmas campaign which supported the Foundation’s Bright Futures programme.

Unrestricted Funds - The general unrestricted funds represent free reserves and are available to be spent for any of the purposes of the charity.

31

ALDRIDGE FOUNDATION CIO

NOTES TO THE ACCOUNTS

For the year ended 31 August 2025

16. Ultimate controlling party

The trustees are the ultimate controlling party.

32