2025-03-31-accounts

The Network for Improving Critical-care Systems & Training (NICST)

Report and Financial Statements Year ended: MARCH 2025

Charity no: 1171106

The trustees present their annual report and financial statements of the charity for the year ended 31st March 2025. The financial statements have been prepared in accordance with the accounting policies set out in The Charity Commission’s 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 published on 16 July 2014, the Charities Act 2011, and comply with the NICST’s founding constitution.

The annual report addresses matters in the same order as the Charities SORP (FRS 102). The charity is registered in England and Wales and so reference is made to the Charity Commission’s public benefit guidance in shaping the Trust’s aims and objectives. The section on achievements and performance is framed from a public benefit viewpoint and reviews each activity in turn. Under the heading monitoring achievement, it includes performance information (presented in tabular form) illustrating the achievements. A review of finances for the period reported is included in this report. This section has been compiled with the assistance of Stephenson Smart, Chartered accountants. Reg. No 08246853. The section on plans for the future distinguishes between the broader strategic vision and specific plans for the following financial year. The structure, governance and management section includes how trustees are selected, volunteers are supported and how decisions are made. A statement of trustees’ responsibilities in relation to the financial statements has also been included in accordance with FRC audit standards (ISA 700). This statement (see appendix 4 to Audit Practice Note 11, March 2012) is not a requirement of the Charities SORP (FRS 102).

1

Administrative details

Charityname	Network for ImprovingCritical-Care Systems and Training
Other name the charityuses	NICST
Registered charitynumber	1171106
Charity’s principal address	52a Highgate Road London NW51NU
Management and governance	A Beane (first trustee and chair) is responsible for day to day management of the charity. Expertise and advice regarding charitable law and constitution of the CIO is sought from Mr Philip Norton,of Hansells Solicitors and Financial Advisors. 13 The Close Norwich Norfolk NR1 4DS T 01603 615 731 F 01603 633 585 Email:[e-mail]
Financial report	The charities financial report was compiled and independently reviewed by Stephenson Smart, Chartered Accountants Queens Head House The Street Acle Norwich NR13 3DY Co. Reg. No.08246853 Tel: [phone] Fax: [phone] Email:[e-mail] Website: http://stephenson-smart.com

The Trustees’ Annual Report

2

1.0 Objectives and activities for the public benefit

The purpose of the charity is the advancement of health for public benefit by improving the availability, delivery and quality of acute medical care through the development of clinical training for healthcare professionals, clinical teams and healthcare services. The charity has a particular (but not exclusive) focus in Low and Middle Income Countries (LMIC) by promoting translational research and collaborative working amongst healthcare teams. The trustees confirm that they have referred to the Charity Commission’s Guidance on public benefit when reviewing the charity’s aims and objectives and in planning future activities.

The charity furthers its charitable purposes for the public benefit through its five core objectives:

1. Creating and optimising a critical and acute care surveillance platform in Sri Lanka ( Nat- Intensive Care Surveillance, NICS-MORU) by providing academic and strategic leadership, and financial support to this subsidiary co-operative.

2. Establishing and developing data platforms to enable better patient care by using the NICST and NICS-MORU model of supporting health informatics projects in lower resourced healthcare settings.

3. Providing training for healthcare professionals, community and the general public in LMIC with an emphasis on health systems and data science research methods, community engagement and stakeholder led service improvements.

4. Developing and implementing quality improvement interventions aimed at delivering better care for sick patients.

5. Promoting translational research and collaboration amongst healthcare and research teams internationally.

The charity achieves these objectives predominantly through a partnership with NICS-MORU. NICS-MORU is Not-for-Profit Organisation (NPO) registered in Sri Lanka, aiming to improve acute and critical healthcare through the development, maintenance and improvement of systems enabling routine surveillance of care. The NPO, based in Sri Lanka, established in 2015 was pivotal in the development of one of the first national critical care registries in a LMIC, and remains at the forefront of developing and implementing systems to enable evaluation and improvement of acute care services in Asia and Africa. NICS-MORU has the expertise to be able to support NICST in meeting its charitable objectives. NICST and NICS-MORU share common objectives of capacity building and health system strengthening. A Checklist 3: Charities in a regular partnering or funding relationship with a non-charity that is not its founder or subsidiary document has been completed (2023) in addition to a memorandum of understanding and will be updated annually. This checklist details the relationships and common objectives of the partnership. NICS-MORU employs LMIC based healthcare workers and scientists, providing employment and opportunity for setting-based research in the region. NICS-MORU employs a local team of 12 FTE researchers and research support staff, data collectors, web application developers. NICS-MORU activities are non-profit making with all charitable donations to the organisation going directly towards achieving the above objectives. All Charity trustees have completed a conflict-of-interest form.

2.0 Achievements and performance: how our objectives delivered public benefit.

The benefits of NICST’s work are; the professional mentorship and formal academic training for clinical, academic and research team members, the development of new and strengthening of existing infrastructure for data driven research (observational and interventional) and the funding of on-going research to aid care of patients including those with critical illness and non-communicable diseases. The trustees are pleased that

3

the activities, impact, learning and achievements of the charity in the 2024-2025 reporting period, as set out below, reflect these goals.

The NICST/NICS-MORU critical and acute care surveillance platform remains operational in 17 countries across Asia and Africa. The surveillance platform; remains central to the Wellcome Award “CRIT Care AsiaAfrica” originally funded from 2023-2025, of which NICS- MORU is the project implementation and data coordinating centre (DCC). This project has received an extension of funding until December 31st 2026, with NICS MORU retaining its central coordination and DCC roles. Key deliverables of this project are; transition to federated registries as a pathways to future sustainability, adaptation of the registry to enable data driven platform trials, and probabilistic modelling, capacity building for quality improvement and facilitation of international research to improve outcomes for critically ill patients, including through pandemic surveillance, multi morbidity and infectious disease management and improved patient experience. NICST and NICS-MORU will continue to provide expertise in implementation, data coordination, curation and analysis of data for service evaluation, clinical trials and quality improvement. As such the objectives of the charity will align with the deliverables for the Wellcome funded project and will be a leading priority for the charity for 2023-2026. The surveillance platform provides a mechanism for continuous evaluation of quality in healthcare across multiple countries. Data captured through the platform is enabling patients and healthcare providers to engage in high quality international observational and interventional research. Data derived from registry output is enhancing knowledge in response to global and regional public health priorities including infectious diseases, injury and psychological outcomes following critical illness.

For 2024-25, the platform continues to be developed to support registry enabled clinical research (including trials) led by LMIC researchers. NICST/ NICS-MORU continues to be the data coordinating centre for international clinical trials; REMAP- CAP and Mega-ROX,. New international intervention studies completed in 2024-2025 included ARISE and EQUIPS. Within this role NICST/ NICS MORU has supported research naive healthcare communities in Asia- Africa to implement clinical trials, together seeking solutions to known barriers to clinical trials, including ethical, regulatory and resource barriers. To date NICST/ NICS-MORU has enabled the recruitment of 10,000+ patients to clinical trials and new evidence published.

In partnership with CIHR and the University of British Columbia, NICST supported the CCAA to implement registry enabled evaluation of antimicrobial prescribing practices in critical care and implement antimicrobial stewardship programs, included registry enabled audit and feedback, and stewardship guidelines in over 80 ICUs, across 10 countries. The project completed in December 2024, having recruited 30,000 patients. The publication is now under peer review. The findings of this study have informed a subsequent multi-country, Wellcome funded implementation project: EQUIPS, which is currently recruiting patients from 8 countries.

In 2024-2025, NICST partnered with the James Lind Alliance, to undertake a patient, public and clinician-led research priority setting exercise. This project aimed to identify population specific and scalable research questions, which reflect the priorities of those delivering, and receiving critical care in LMICs. The project was completed in December 2024. It engaged over 500 respondents with lived experience of critical care in 17 countries. The publication is under review with BMJ Global Health. NICST supported honorariums for the final workshop attendees. More information on this project, along with the priorities identified can be found here.

4

The priorities identified are informing the objectives of a new CCAA funding application with Wellcome being led by emerging researchers that work with NICS MORU and the CCAA, including for individuals who have previously been supported with travel grants by NICST.

NICST’s collaboration between University of Birmingham, Institute of Applied Health Research and University of Jaffna, Department of Community and Family Medicine has continued to grow. The partnership focuses on Non-Communicable Disease (NCD) management, specifically primary care pathways, community engagement activities and development and evaluation of digital support tools to improve NCD screening and management pathways for primary and secondary care. The collaboration has been successfully awarded funding (June 2024) from the NIHR (2024-2029). NICS MORU will be the trial coordination centre, and support PhD candidates in Sri Lanka and provide methodological expertise for the project in partnership with UoB.

3.0 Structure, Governance and Management

3.1 Structure

The charity is constituted as a charitable incorporated organisation (CIO) and is governed by a CIO foundation constitution constituted in 2017. The CIO’s organisational structure consists of a trustee board of five first trustees. The CIOs trustees all contribute without remuneration or pay in accordance with the CIOs foundation constitution. All decisions related to the structure and governance of the CIO are made by the members of the CIO acting on behalf of the charity. As set out in our governing document, every charity trustee is a natural person, older than 16 years of age. Any new trustee will be appointed for a minimum of three years by resolution and formal meeting of the trustees. Regard for skills, expertise and experience to the contribution of the CIO is considered when selecting new trustees. Prior to appointment of a trustee the following will be made available to the trustee: a copy of the governing document, a copy of the CIO’s most recent annual report, and a copy of the charity’s accounts for the most recent financial year. Trustees are required to disclose all relevant interests and register them with the CIO and in accordance with the charity's policy withdraw from decisions where a conflict of interest arises. No trustees have declared interests (except as stated above) which conflict with their role in the CIO.

3.2 Governance and management

The CIO does not employ any management or committees to act on its behalf. The trustees aim to meet online annually, with a minimum of a quorum in attendance. No trustee meeting was held in 2024- 25 but email correspondence is used for all charity trustee communications, including spending commitments, interim progress updates and financial updates. These communications have been effective in delivering the charities objectives, and all communications are archived for accountability and audit. A minimum of 2 trustees are in attendance for any decision to be made or whereby decisions are sought via email, written support of a minimum of 2 trustees is required, however all trustees have engaged via email in correspondence. Questions arising at meetings are decided by an eligible majority. In the case of equality of vote the chair will cast a second vote. A chair is appointed for each meeting and has responsibility for the accurate recording, reporting, dissemination and storage of minutes and decisions. A meeting for the 20252026 period is planned.

3.3 Monitoring achievement

The success of the charity’s activities is evaluated by the successful collaboration of the charity with universities, research institutions and the LMIC health care community. Success is further measured by the

5

award of funding for academic research and development from UK and foreign scientific and philanthropic funding agencies. Translational research success is assessed by the timely completion of planned research projects and the publications in peer reviewed journals. The outcome of the research is also assessed by the identification of the changes or improvements to clinical or care practices stemming from the research. The achievements and progress over this reporting period, are described above in section 2.0. Further evidence of achievements and public benefit in the form of presentations, publications are available on request from the Chair of Trustees.

3.5 Trustees’ responsibilities in relation to the financial statements

The charity trustees are responsible for preparing a trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The law applicable to charities in England and Wales requires the charity trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, of the charity for that period. In preparing the financial statements, the trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the applicable Charities SORP;

• make judgements and estimates that are reasonable and prudent;

• state whether applicable accounting standards have been followed, subject to any material departures that must be disclosed and explained in the financial statements;

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Charities Act 2011, the applicable Charities (Accounts and Reports) Regulations, and the provisions of the CIO foundation constitution. They are also responsible for safeguarding the assets of the charity and taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements.

4.0 Contribution made by volunteers

The charity and its trustees and beneficiaries are very grateful to the volunteers who contribute to achieving the aims and objectives during this period. In 2024, a pre doctoral candidate, Dr Alex Tracy joined the Linking of Global Intensive Care Registries group (LOGIC) to develop research projects aligned with the goals of NICST. He presented this work in Amsterdam and Brussels. He received financial support for travel and accommodation. He was subsequently successfully awarded a funded PhD programme at the University of Edinburgh, and his research is aligned with the objectives of NICST. He will collaborate in 2025-27 with the organisation. Volunteers continue to be supported by a trustee to mentor them in their voluntary contributions.

6

5.0 Financial Review 5.1 Trustee Financial statement

The trustees have prepared the financial report for the period in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements. The trustees confirm that proper accounting records disclose with reasonable accuracy the financial position of the charity and that these records comply with the Charities Act 2011, the applicable Charities (Accounts and Reports) Regulations, and the provisions of the CIO foundation constitution. They can report that there are no irregularities within the financial reports for this period. As per the Charities Act 2011, they have sought independent review from Stephenson Smart.

5.2 Financial report.

The charity has no investments or endowments. The charity received £95485 during the reporting period. The source of funds during the period were in services to the University of Oxford and Monash, and for the project ‘BREATHE’. The charity allocated funds to support the activities to achieve objectives 1- 5. During the financial year, the charity’s expenditure was £42,105, of which 36167 was in charitable donations, primarily towards NICS-MORU projects. The charity currently has no investments, but its trustees are aware of the social investment policy. The charity faces no financial uncertainties for the next financial year. Funds have been secured to meet the projected commitments and the current deficit of the charity. The charity has no subsidiary undertakings.

6.0 Future plans for the charity

NICST’s success in achieving their charitable objectives in 2024-25 is a testimony to the generosity of the volunteers’ contributions and the productivity of the collaboration with NICS- MORU and other healthcare research organisations, now funded by international grant awarding bodies. The trustees will continue to prioritise advancing translational research and mentoring emerging research internationally who seek to advance health care practice globally. We continue to work with our key partners in NICSMORU and the CCAA community of practice, Wellcome, and MORU to develop and deliver clinicalacademic and research training opportunities. Loans made to NICS-MORU are expected to be repaid in 2025/26. Our medium-term goals for 2025- 2026 will be to further the development, implement and evaluate decision support tools for improving long term conditions in Sri Lanka in partnership with UoB and University of Jaffna. Future collaborations with the University of British Columbia and MRINZ are in development.

NICS-MORU is working to create equitable opportunities for team members to become co-directors of the non-profit organisation. These emerging team members are being mentored by existing directors with transition in 2025.

7.0 Declarations

The trustees declare that they have approved the trustees’ report above. Each trustee is an expert active in the field in which the charity operates. This means we are assured that their technical knowledge is up to date and that they have the depth of insight to effectively evaluate the appropriateness of the objectives, activities and charitable donations. They are further accountable to the wider academic community in which they stand and projects output, which includes scientific publications, are reviewed by peers within the scientific community.

7

Signed on behalf of the charity’s trustees:

Full name: Abi Beane

Position: Chair of Trustees

Date 7th January 2026.

References

1. Valentin A, Ferdinande P, ESICM Working Group on Quality Improvement: Recommendations on basic requirements for intensive care units: structural and organizational aspects. Intensive Care Med 2011; 37:1575–87

2. Baker T: Critical care in low-income countries. Trop Med Int Heal 2009; 14:143–148

3. Beane A, Stephens T, Silva AP De, et al.: A sustainable approach to training nurses in acute care skills in a resource limited setting (Network for Intensive Care Skills Training, NICST). Resuscitation 2016; 101:e1–e2

4. De Silva AP, Stephens T, Welch J, et al.: Nursing intensive care skills training: A nurse led,short, structured, and practical training program, developed and tested in a resource- limited setting. J Crit Care 2015; 30:438.e7-438.e11

5. Stephens T, De Silva AP, Beane A, et al.: Capacity building for critical care training delivery: Development and evaluation of the Network for Improving Critical care Skills Training (NICST) programme in Sri Lanka. Intensive Crit Care Nurs 2017; 39:28–36

6. De Silva, A.P., Sujeewa, J.A., De Silva, N., Rathnayake, R.M.D., Vithanage, L., Sigera, P.C., Munasinghe, S., Beane, A., Stephens, T., Athapattu, P.L. and Jayasinghe, K.S.A., 2017. A retrospective study of physiological observation-reporting practices and the recognition, response, and outcomes following cardiopulmonary arrest in a low-to-middle-income country. Indian Journal of Critical Care Medicine, 21(6), p.343.

7. Beane A, De Silva AP, De Silva N, Sujeewa JA, Rathnyake RMSigera PC, Dondopr AM, HAniffa R. 2017. Evaluation of the feasibility and performance of existing early warning systems to identify patients at risk of adverse outcomes in a low- middle income country setting. ESICM Lives 2017, Vienna.

8. Haniffa R, Lubell Y, Cooper BS, Mohanty S, Alam S, Karki A, Pattnaik R, Maswood A, Haque R, Pangeni R, Schultz MJ. Impact of a structured ICU training programme in resource-limited settings in Asia. PloS one. 2017 Mar 14;12(3):e0173483.

8

Checklist 3: Charities in a regular partnering or funding relationship with a non-charity that is not its founder or subsidiary

You can use this checklist to help you test that your connection to a non-charity is set up or run in line with our guidance for charities with a connection to a non-charity.

It will help you to make that check for regular partnership and funding relationships with a non-charity. Charities who operate in a group with non-charities and “friends of” charities can also use this checklist.

Use one of the other checklists published with the guidance if the non-charity is your subsidiary or founder.

Using this checklist is optional and you will need to adapt it to meet your charity’s activities circumstances. It is not a substitute for reading the guidance and applying it your charity’s circumstances.

You can tell us if you decided to use this checklist, and if it has been useful for your charity. We welcome all comments through our anonymous feedback survey.

Page 1 of 10

Checklist 3: Charities in a regular partnering or funding relationship with a non-charity that is not its founder or subsidiary

Yes/ Action to take Target Comments No/ NA date

A. The purpose of the connection For all charities with a connection to a non- charity, the purpose of the connection must be to help the charity to make a positive difference for its beneficiaries. The connection must be managed in the charity’s best interests.

A1. We have identified how the A1. Yes A1 and A2, Review of connection, its impact, connection to the non-charity helps beneficiaries, and how the scope of the non our charity to make a positive charity and charity differ. difference to its beneficiaries A2. Yes A2. We know how the aims, interest and scope of our charity differ from those of the connected non-charity

Reviewed A1 and A2. The purpose of the annually in connection between NICST and January. NICS MORU is to enable NICST to advance and meet its charitable objectives in LMICs. NICS MORU provides expertise in LMIC research, data curation and coordination and in training. NICST partnership with NICS MORU ensures that NICST can engage with LMIC based researchers and build capacity in the countries in which it is trying to improve quality of care. NICS MORU is a not for profit entity and as such ensures that its focus is only on projects of public interest. Examples of the impact of the connection on NICST achieving

its charitable objectives are detailed in the annual report.

An MOU between NICST and NICS- MORU with the purpose of outlining the connection, and the differences between the two organisations was executed on the 30th October 2024.

				its charitable objectives are detailed in the annual report. An MOU between NICST and NICS- MORU with the purpose of outlining the connection, and the differences between the two organisations was executed on the 30th October 2024.
B. Recognise the risks Read principle 1 of the guidance. Look at the list of risks to help you identify and assess any risks to your charity from its connection to the non-charity. Decide how and whenyou aregoing to address and review risk.
B1. we have used the Commission’s guidance and this checklist to help us identify any risks to our charity from the connection with the non-charity B2. we have assessed any risks that we have identified and set an appropriate plan to address and review them	B1. Yes B2. Yes	B1. To review charity commission's guidance. B2. To assess and monitor risk	Annually Annually	B2. projects jointly carried out by NICST and its connected non charity are agreed on a project by project basis. Each project has a clear aim, methods- that align with the vision and principles of the charity and a set of measurable deliverables. Progress toward these deliverables are reviewed regularlyand funds to support

activities are paid on a remuneration basis for work completed and with supporting documentation of how the funds have been spent. The deliverables of each project include presentation of findings to LMIC based stakeholders, and are subject to academic peer review in international journals. The collaborating partner conducts the work in its own name. These steps ensure the integrity, assets and beneficiaries of NICST charity are protected. Financial reports for the collaborating organisation are reviewed annually by an external auditor. Funding awarded and Peer publications are publicly accessible.

C. Do not further non-charitable purposes Read principle 2 of the guidance. For charities in a partnering or funding relationship with a non-charity, following this principle is largely about making sure that the connection doesn’t result in any non-incidental private benefit to the non-charity or people connected with it, and that the rules about carrying out particular activities are followed.

Private benefit to the non-charity

C1. any benefit to the non-charity from its connection to our charity is incidental. This means that the benefit is a necessary result or by-product of carrying out the charity’s purposes.	C1. Yes	C1. NICST assesses the fitness of purpose of its collaborators for partnership and achieving its charitable objectives by 1, review of the potential partners’ public profile. 2, review of publicly available accounts and annual reports 3. review of academic publication 4. review of other funders investing in the organisation.	Annually	C1. Evaluation. Both organisations are financially independent and both report their financial status and accounts annually as per statutory requirement to an external auditor or examiner. C2. Both organisations make their accounts available to relevant governance bodies. NICS MORU has had its financial accounts independently audited. C3. Academic publications report relevant involvement of both organisations as per ICMJE recommendations.
		Our activities
C2. If we make grants to a connected non- charity we a, ensure that we only give funding for activities, services or outcomes that will further our charity’s purposes b, ensure that the grant doesn’t result in more than incidental benefit c, carry out appropriate checks on the organisation to test that it is genuine,	C2. Yes	Review of a,b, d, non charity outcomes and benefits, c, Complete due diligence check of potential non charity partners.	Annually	C2. All funding is subject to budgetary review, and accounts for the non charity partner are externally audited and made available to review by the trustees annually. Due diligence completed on the non - charity institution (NICS MORU), reviewed annually.

suitable for our charity to work with,and competent to carry out the funded work d, check that our charity’s funds were actually used for the purposes given C3. If we fund, or receiving funding from, the connected non- charity to carry out campaigning or political activities a, this is an effective way to further our charity’s purposes b, follows the legal rules which cover campaigning and political activity C4. If we fund, or receiving funding from, the connected non-charity to produce research or other output in furtherance of our charity’s educational purpose we ensure that the output created a, furthers our charity’s purposes b, is educational in the charitable sense	C3. NA C4. Yes	C3. NICST does not engage, fund or endorse any activities which are outside of the scope of its charitable aim and objectives. This includes any politically or religiously motivated activities including campaigning, funding, financial or non financial support, advertisement or endorsements. Review of academic outputs		C3 NA. C4. NICS MORU’s academic and research outputs align with Plan S. Education materials are freely available.
D. Operate independently Read principle 3. For charities in a partnering or funding relationship with a non-charity, following this principle is largely about making sure that the charity exists for its own charitablepurposes and isgoverned by its trustees in its best interests.
D1. if we receive funding from the non- charity, we have a choice about accepting it and any terms attached to it D2. having agreed any funding and terms, we make our own decisions about our activities and who will benefit from them	D1 Yes D2 Yes	D1, 2, 3, NICST reviews the objectives of any non charity organisation with which it partners, and re- reviews this annually. The review includes; -terms of partnership -beneficiaries of activities	Annually	D1-3. NICST is financially independent of its relationship with the non charity. Its governance is independant and it serves to achieve its own charitable objectives.

D3. we are clear about the circumstances D3 Yes Its partnership aligns with in which it would not be appropriate for principal 3, our charity to agree funding or other arrangements with the non-charity D4. any trustees appointed to our charity D4 Yes D4. COI completed by all trustees along with the D4. COIs completed and by the non-charity act independently of CIO status and trustee terms of reference are reviewed. the non-charity and only in our charity’s reviewed by an independent legal representative. best interests

E. Address conflicts of interest Read principle 4. For charities in a partnering or funding relationship with a non-charity, following this principle is largely about identifying and addressing any conflicts of interests which may, on some matters, affect any trustees who are appointed by the noncharity.

E1. if the non-charity appoints any of our	E1. Yes	E1. Writing and review of NICST’s conflict of	Annually	E1. NICST has a conflict of
trustees, our systems, including our		interest policy.		interest policy which has been
conflicts of interest policy, help us to				completed by each trustee. in
identify and properly address any conflicts				addition NICST mitigates against
of interest				potential conflicts of interest
				being realised by the following
				measures;
				Its’ trustees do not receive any
				financial remuneration for their
				role in the charity.
				It considers any conflict of
				loyalty to be a potential COI and
				as such does not seek toplace

any trustee in the position that they may knowingly or unknowingly be in a position of conflict. Requires its trustees to update their COI statement annually and at any time a new collaboration or partnership is considered. Maintains a minimum of 4 charity trustees and ensures any decisions made by the trustee board are made so based on voting of trustees with no conflict of interest. Provide annual reports which includes statements on all partnerships with non charitable organisations. Makes available written documentation pertaining to COI and any decisions regarding decision to enter into and terminate partnerships with other organisations.

F. Maintain your charity’s separate identity Read principle 5. For charities in a partnering or funding relationship with a non-charity, who share an identity with the non-charity, this principle is largely about assessing and addressing the risks of a shared identity, as well as the benefits.

F1. if we share an identity with the non- charity, we have considered if, and how, this is in our charity’s best interests F2. if we have decided that sharing an identity with the non-charity is in our best interests, we have also identified, and will address, any risks to our charity that this sharing brings F3. if we have donors, they can tell whether our charity or the non- charity is asking for their money or support F4. we take reasonable steps to help people outside our charity understand that it works with, but is separate from, the non-charity	F 1-4 N/A.	Principal 5 is not applicable currently, and will be reviewed annually.	Annually	N/A
G. Protect your charity Read principle 6. For charities in a partnering or funding relationship with a non-charity, appropriate due diligence is key. It is also about being satisfied that the arrangements for working together and for any resource sharing are in the charity’s best interests. The arrangements and agreements must protect the charity’s assets, reputation and beneficiaries.
G1. We operate an appropriate due diligence/assurance procedure. It helps us to know that our partners, funders and the organisations we fund are suitable for our charity to work with	G1.Yes	NICST due diligence process prior to partnering with a non charity are set out in the charity’s due diligence progress and include; Review of potential partner organisations objectives, public statements or reportings, financial structures and financial audits, code of conduct for research, policies on employment, bribery, bullying and harassment policies.		G1. All projects are reviewed by the trustees annually. The trustees are free to decide not to extend or renew a partnership with another organisation even if the project has been successful when measured against its deliverables. NICST reviews its charitable objectives annuallyand is aware

G2. If sharing resources (such as staff, premises or data) or communicating jointly with the connected non-charity, we a, identify and address the risks as well as the benefits of the sharing or joint work b, only agree payment arrangements which provide value for our charity’s money c, have systems to control communication which is about our charity, or issued on its behalf d, don’t renew sharing arrangements without considering our charity’s best interests e, We have appropriate written agreements inplace toprotect our charity	G2. NA			of new and emerging priorities for improving healthcare in LMICs. It reviews these priorities and the research which influences the funding and charity landscape and makes adjustments to the projects its selects and the partnerships it establishes accordingly. G2 NA

CHARITY WhVa1551QN FOR gNGilJ4tJ ANTrWALES £rtyNo I Jn 1F11 Annual accouhls for the To Qf iosr2024 ¥M3llU24 Section A Statement of financial activities r Total F02 FQ3 FOS 95,4BS 95.4B5 97.Qfy) Ro4￿r￿•4 •x￿￿•d 38.167 36.117 9204 2_747 16.e8o 1.578 42.105 1.576 w? 118t lTrcrAnJrfgxF•ndPAJrnI b•loM I￿1￿1$•$) ST,742 T.742 ¢OmrftrxwTrttllw•) ExirnortlThary ItM Trdniler¥ bgtwoen ILmds $7.742 67,742 57.742 276 e63 334.EvD5 27&.863 534.6D5 187,319 278.883

Ppr IrTrwtr•lEVa Cr Irtd Tr 11T11D Annual account6 for th8 P8riC ction B Balance sheet tsubJ￿ nDte Fixed asstrts FOT ¥oJ FtXS INDk 14J IPIoE• 1 S lots in Current assets (11010 18) IN¢)te 18J 88.287 (Noi• 17A G&bh at tn n•r•a INol•24) 210.345 278.632 Crodors: IiiioiJril• f•llw ¥Ath ¢Not• iuj 11 276.8S3 Cr•dkorn: •Th￿n￿ du•ft•ron• INot•>)) Fund• of Ihe Charty EndowTh￿E tuftds IND￿ tr4el•d IrbcthY* 2n 334.FJ05 276. •17 Pffint NWI ceTFa IE

<51fr

'ctIDn Iv IfiL' ac riokn 2 2.1 RE¢OKIUATfoN WITH PREVIOUS GENERALLY ACCEPTED ACWUNTIMC pILicrpcE Ewe ££IYa¢È￿

Jt• 2.2 INCOIIE 1P 5.11 fft51tr1>)RPJ, Yè Yos Yes

Y# IJ EXPEMDrruRE AND UABIUTIES Yx ¥￿ Y•5 It 7 FR5I02 k5 •* w pw•yW %t.1T 10 11 ltr. FHtsIC¢SW Y44 2A ASSETS Yu Yes Yth Y¥ N'4

Vth, Yth PW¢aE& Aky>pnfa 4rFEREMTFFAIII

Notr& lo a&¢ounL5 A￿>¥4# ol iThBorll¢ Totsl ro Otrxrtmdk TIA 9.2 Tè TOTAL .Bd7 y•ar

5pc1ioTr C NiJl(% to thè 3C¢<Jiiri l- Irontl awf)1￿1￿￿ Of go¥wnmirt wants Thlj Oovèfflrr•*ntyrHrt2 G4Mr•wnrnpfilgr•nt3 om•r Tokl TrAIi CCi?i¢

Sectrom G Notes tD tho.fj¢¢oun15 IcoJ)t! Dwiod o>>ds, ￿1111￿ and SWYKe Th1• yar Lknt y•Nr LFs• ofpTo￿ty yoar PIBMP prn¥Na• dglaifz olth• AEcouTrtlng policyfDrth• r•wnFtion WalL￿On Pluiu prOVk￿ dtliith of any Unfulf￿hd condltlon8 r o Cofflln••rKl￿ iltschlfig to M(xtrc plea￿ glvo dthil$ ¢1 othtrr torTh* of th•r 900tts arKI oeryl¢ts rtrot reGognlwl inth• accourbt& •g n￿b￿l￿)n of unpald VolUr￿ CC?74iEx

QL1ia n C NorL'% I n A c tn Ijnts arit% J•Hr Tdr￿arty Totsi xp•Trkn IwFJd• c1J￿j co 9.2 .7 Tot•1 •￿￿￿￿1¢y1• on thFknbl• yib 01Q ljumn otr￿ra[*br￿￿QVj. C171 (E

Th ¥1¥ dlwol Totsl 171

SoctirJn C h4oles to tlic accoLFnts {conti Extraowdlnary Iter L•*i your EthDrdlNry 1 Exbiardtniry Fterrt J Ex1r•o￿lmry Il•m Total oAlitYdlNary It•m

S¢ctio n C Nr)l&" lo IhTr iicGouiIIs No¢•8 Funds ofp Amw HI￿￿¢ Wat party {Y•s Thlj y••r Lt L•st Tolil 8•nce h•Sd at rfod end L•st y••r IXIT4 IE

S¢otion C Notes Ihc acrounL4 Note 9 Supp(Yt Costs Susyort R* totsl m•ihpdy Totsl L•51 ya•r Rthl •%• Total CC17& lÈwlJ

SL.'rliun C Noces to the aecc>urtts 14ote 10 Dotstl? ol ¢•rt￿"fi items ¢1 ax¥ffidlbJr• 1Lb.1 F•M for 0x•mi￿lI0￿ of111• 4c¢oumi PlpK• prnvid• delallg ￿ the anK¥vntp•ld for •ny SWu(¢ry scFuUny rf Th1• d?￿n￿￿t fe•• 240 240 T•x •dvl4pry f••e Ilor •xample: flnincthf 4d¥l¢•, corA&t•n¢y. •CQowrt*xy sor¥k#l to lThd•wd•r4l•xaffllNw 7Q2 3Wiiicrd6

SoelioTr C Ntrtes to the a¢¢ounts Nots 11 Pa(d •rnployea5 Pl•ase egfftWete Ztsls ch7ty h•& wwoy 11.1 St4ff Costs Icon1} Th18 y#ar year Salari¢5 and wag•s &)clal securfty costs P¢nslon ¢05ts (defined comrlbutlon scheme) Othor ernplo￿ benofits year: T¢tal gtaff costs Pl8as• provFdt d•talli CJI WondlbJr• on WOrkFng for th• ,Charlty wh•JJ• ¢Ontracte ar• wlth and am paid by a Trlaied party La¥t y•ar: Pleas• provldè dbtsllg of expendlture on at4ff w￿rkIng forth• Charity whasa contracts 4r• with and ar• pald by a r•lated party Pleas• glve deiails ol th of ry110ye￿ KrfJDse Iotsi èmploy•• benefits (•xcliKllng thryloy ￿￿3￿} costs) r•U each band of £I0.OQO rortJ £64000 upwards If ar• np wch Lr•nsaciion4 Plea￿ •nter tru•. In the box praWé•d Plo wnplOy￿ r•cefv•¢ ffnployee bgnefrts (•xcludlng omploy peiiglon ¢osts> for trto r•portlng period of morp th•Tr £60,OQO Band Number of em Thl& year £60,1￿ to £69.999 £70.000 ￿ £79,999 £80.ODD to £89,999 EgD.000 to £99, 9 £100,QLKI to £109 999 La¥t y￿r ear Pl&a prowklg thotiytal nount pald to key manasoTrent FSon￿l (Irfr¢IUd￿ triAeei an& s•Trpor management} for thglr SVYlc85 to tho ¢h*rlty. For 8pKlllc arn¢untS PBid to trusts￿, Ntst• 28. CC17a (Exc￿>

7hkJ year Number 11.2 Averag8 head count In thD year Th* parts of th8 charfty In which th¢ npL¢yw work Number Fundrai£in Cnariiable Aotiv itie5 GovQ."T13nCC Othe-, Total 11.3 ex%fatla payments to •mployè•s and otiwrn (pxGludlng tNst•es1 ple￿ compl•t• if ari eX￿lIa payrneTrt Is pl0￿8 •xplaSn the natUf• of the payment y••r PL•age stato Wal authority ex reason for maklng th• payrnant Thls year Last y•4T yoar L4st yw PIu9e state thB wnounr orthg paym•rt lor Yalu• of any W41Y•r of rf9ht to an awt) 3aioir202$ CG178 (Extsl>

11.4 Re(lundarw PBym•nts Plwe cofflplots M4ny redundwy or r•nnknation p•ymert ts fftade tho p•rtod. Th1$ year Last year Total amount ol paymert Th• r*tur• ol thè Pa￿n0nt (ca¥h, a8set et&J Th1• y•ar L4¥t y•ar Thg ext&nt of r•dundanty lunding at Ihe 0?￿nCe sh••t dat• Plea58 state the accountlng policy lor any r•dundancy or t•rn)Inatlon paymwrts '(i17a

Sectiork C Nolos tD Ilie r1fGounts Icont) Not+12 De15n￿ ¢￿￿1but￿n p•nsFon 4Ghom? or ￿ Ixrffjfit sch•mè ￿￿ntId a$ a knouffl oF¢ithilMloM r•ctyrlwl In tr aOFAa an•xp•n Pl•u th• forallDc•llng th• IFabiuty•na of dthi•d COrbtrlbLlon p•rthkn b•t¥l•m BGtlvll •n 11￿1r1¢to￿ ino lur Pl•aBe ¢onfrrn lh• KhgFn• IB a¢cowted foraj 4 ￿tInd 1¢ its • de11rb￿ b•r•fft pl•n, Ple•ao pffj¥5d# knformitlon 4•1 I￿11¥bIl￿1tthl pjin'i •urplus or d•lklt ind th• knpllrAtloM, kwwy. lor r•portiw charlty lor thh ind IAat yw.11 diif•r•nt thrt ts •¢¢unfe(I lor4$ 4 dofined plwL th• trxt8nttowlJlch tho B￿rIty ¢an b•114bl• rA•n lorolhtr enttlJ' oblFgatloM LwJd•r Ilw 18nm 4nd ¢ondSti¢nts QT Ih•multlmploy•p plat7. Ir thi• ts difFwvenl hr la•t yoBr, prn¥Fd• d•lajla Pvo¥lcb• M •xpPanat4an ol htsl¥ avry mullWmp3o￿r pllln to hJTrS 4 d&A¢li d•ierni1￿￿ Illhls dlknnt fDr1&st pn>¥Ld¢ d•la It CC171 IE 3tsrir2ozfj

E'Gtion N Thlr-5 14) r15C aC.¢. rtsu n Pltstè 13 Icorkci Granlmahin Th1* yoar 19.1 knlyslts vTwrJts pdJllrtluO•d kn eoBt Gr4nrJt Tè(1 fJ,2 dchvty Totrl imwrtof CCI 70 (Ety)

Last wr: i•at kn ¢Q8tol¢harii•W Xtl¥li￿s io ¢lthfty grnrJtS to partloul•r InsuiuVorJS Arn m•t•rf•l IN th• ¢onl•xt ynntsNlng. ol th gUPPOrt•d, pvryoS• of th* d•tylts Total afflount ol Id£ o11rAOVJllon Purpo&• 70fAU GR4WTS PAID 171(E

S¢clion Note4 IÉ) the krGounis i¢orbl I ot4 14 TangIb￿ IIx•J au•¢a Addr￿ iu r￿pr￿lI¢1￿n •rncl FrRpalrpn•n SL or RB (str•￿ht n8 b)rR•th SLtrRB SLW RB SLorR SL Qf ymr 14J Pl•1 book w•lvt bc￿ ¥•lw 4t tr• b•Jhnlrs tyl Th ) bDDkvaluB pl￿#￿10r￿9 CC17ry CE

4A hyv1r￿ L•yt y••r. pr￿[de • discr4?trt¥n ¢1 the Thd thjt T•d ¥TrdorUi8 (oxrnodrt 1&6 Olhgr dlKIWIW¥ sl y••r &fè r&t• ol d¥rwYarp￿. Inry8: is Afo ornjg w•f >wrryJ". is yjo CC1F•

SottpaTr C Notcs to tho ac¢ourits IcLbril Not• 15 IntsThglbh 15.1 Cotst or ¥41upFon Patents iywj Al begnrw of AddrtiD Diws Tr￿$[￿1￿ - At •nd ￿ thè y￿r 1&2 Amorfiiaiion and Inwinn•n "B1 SL(R8 SLWRB sLI￿Ra SL") or B•lanc8 rR8 At b•ginfilrrfJ o y r)Mls Imp4lffMvrt Tr4nifws" Al wtdoly 1&3 Nèt bDok vAIu• Pl&t book wglu• at bry'nr￿nO boDkv41u• at i￿￿}d ot 15.4 Aceount5w polioy PvlJck¥ fof th• r•tognits e•phl ¢¢T7&18

i&J Impwim)•nt Plew prDvld• • d#scrfpUOn ￿ the •nd Plgas• • dwrfptsort olth# •vorrts ¢ircumstsnctsU i•d 10 th rohr•rMf of 1 &8 R•v•Luaiion Latt ye4r th• •ffe¢rfv d•t• vf th• the rtan￿ efJn(kwdlt vJPu•r, M•ppllc•b 16.7 Othprdl•clowr•• Iyyour Irrtanglbl• •58Ot xqulrnd by way of grart rfthoas4 J D&1￿1$ 01 th• c•rylry al)￿WI￿ of any Jntdnglb to bl• eh•rlty h•8 f•styktsd th or thai w• flv) Str1• rho of MeBrch and da¥8lvpmenf (v) Pl••¥• 4S•rall Iha hl the SOFA In whlch a For any m&t4rfth Tnthnglbjo asse1& pJW• Jjroyldo a (hs¢rlp¢fi, its capnty 4nd r•mapTrlnq ornN•trw7 perlo(L rvducing balprPU). Also rrtthc4r• rhg Ate c44kna&atKffp.' ty r7yht I¥￿, is anlrJPated ¥A4)IfkQX CC171 (Extyn

i."rl iorF C Itont) 71Jkn LMIWr I EX1￿1￿ LP A•luTh and S¢al• of ljbl Exptilfi polky IriirA9IW IIFld h•rf I&2Cè¥tor￿￿JPIJ 8ntt y••r rsLI ow B81anc• Tr•ns18r yenr IBA N•t bo( Nèr bD￿ Val￿ •t the trewnt*¥ of ec17•iE ¥wiftq>zfj

1&6 R0v•Mw y8•r 1$7 An•tya 4Yt by db• w wvup thox •t Ind W•1￿•00￿ Grwi A R•Alu•t Thknyw LAst yAr rMerts• th• •rvJ hdplul ol (Iv) EXP￿[0 Ihe T••￿￿ why It h not t¢ otrl•lrd4 w41￿1￿¢[ CCIFI tEar

2015 2014 JJ1J 20f2 My ¢3r¢LV B Qrpup A 13fJUP C Cl*ry8 GroupA Grcup C Tcthl ImpalFThnt Totsi CC174lE

Sr=tifjJl 11.5 to rhe d CCLlriJl L> b•twwn Ib•ld and thtyB• <o•t tnWlrthnL rjt Toral ce17• ¢knffJ

173 JK4ld• kbV•tstIMni pr¢pwW pl•w folfor￿n9 r￿￿. ol p•ity rAI74 IEX

VE T#rAr y•r ol Fo•rn or tsr dr•rYNr v4h. • cMrhy pru¥ld•d

Soctkon C Notc5 Lo thE acco 0ts1 Pl￿• hold any Sfrxk IieiTr 11.1 PIPAM th•earryiftll an%￿￿t of Jt•Bk ind wttk lfi inlllyE•d Dow1￿1 good Worl In For dknibkrtiDn For dlwlbullon For ChArltsblD Kll¥llkn: Oihw trndlng aCtbvStF•L' pvJd T•tsl thFa y• LAlliwr 1&2 Pl•aM sp•ctty tha ￿rryI￿a amounipf ny •toc￿ pl￿￿111 M ••Gwlty Iw N•bllThl• CC171 IE XM)1rirE*

Sp.ctiorh C olos to taio acci)u nt5 Icontl Not• 19 Detstors and prepayrnents Pl•as• •t¢ ngtsmlhe ch•rtyh&g any 19.1 kn•ty$F¥ of dvbZQrn Thy•ar L4Btye Trado d•bto Prnpaym•nt• nd a¢¢ru•d In¢ 68.495 ,495 88.287 .287 Tot41 192 ol d•btorn r•loV•tsb￿ In mor• th•n l y•4r {Includ•d h debtorn 4bove) ThAyur L•t y••r rrnd• dthorn Prtwyrn•ntS 4nd inc(Nn• Othff d?bt¢rn Totsl C¢1 71 (E

Seciion C N ote5 to tho act1J￿rtIS Icoii11 Nots 20 Cr8dftors a¢cruBIs 20.1 ol CMdltor6 Amtwnts 14Wlng du• Amount• fallng du? aftor orn thin on• y•ar Thli y•ar Lajt ymr y•ar La8twr Accrua for •Mnt VyAt*o Bank loam arrtl ovowdralts Trtd• cr•ditorn Paymerts f•¢OSvtrd on aBGount lor ¢ontract•or pprfovn￿nc•thro￿t•d gY4nt• Accru41J djlarrad iThC4X T4MtFon #nd •o¢iil 5￿ul1ty Oth•r crodlorn 20.2 0•f•n￿ Incorn• L4 •ar Thls ymr Last ye BtTan¢q 4¢ of thè rè5Kbrting pwlod rrts In cuTrnt rol￿￿￿ to InwFTr• from pr•¥￿￿￿ pe￿0 B4lwKo •t th8 ènd rnwrtlnll wrk)d 17• I£￿￿}

Scclion C o¥ tn rhr. AGctsunts Iconti 21 Pitsvknlon¥ ft￿1&￿￿1￿1¥￿0 t￿19￿ Lit y•ar Bthx• 4t th• trt rf th• p•f•Dd rmr••d th&4 212 wovhJ: . 4 bpF•l d••crlpifvn of any ?bNwlloft• om th• ThF• .th• aw •IT￿mI of •ny for 213 F¢rary￿1b￿ImI r•c•>pTrla•d •11•bikty or pro¥B￿n, PMVtd• d•t•l ol ¢vIr￿￿Ent th• ilrjbè tr•w ol il•rth•d toi fvM<ommllJr4rnL t115Ck￿ trrtrdlUP• ¢1 arKI Ilw Ilk*ty olIMt

cliorb C Noles to the a¢rovn15 l L-on tl Not• 22 OtheroXJcfosur8s r0rthbt0￿, cr•drtort arbtt oth¢r tnBtrum•nts Thy•ar 211 Pl•M• Infomiiwiyi 1¥nM￿ne￿ ot •t¢l to Ih•chrfV¥ rim￿111 ppfjlllon or p•rfvrm4￿.1 ox*mpi•, lh• •Thd ¢OndlU0￿ QT lo•Trb or Ihtr fln•r¢thl rf• 22.2 11th8 pmld•d flNnclalx••t• u a formol urtly •nd th• tenm and e4>nlU4W r•lated to Its pl•dll• IX17v IE

s￿11()￿ C Nole%1D ithe accDui)ts (c￿￿11 23.1 Grx¥UThJ8nl IlifA151J its f•mrJt•. ThblJryHr E￿irth )Im￿thI•ffl proN4d•O fn to Iht IkblHty. DH¢rfFthn af IEthm YW of rth&n¢41 •lF•¢t 13.4 dFxDtAur•• f¢T Eonllnwiil •M•tl AtN¥Dr UBbllF L￿tY••r Exptsln •ny le￿14 oi l• r•Ot to OM or of Ih•tr CC17 LErf*D 3￿1r￿32

5TrElI(FD C NLi1ps IIIL. aCQDLinr o.

5 prtiora C Notes to . lir.. ac£ ou n r%. Iionil NDt• 26 F•lr v4lw of a8•t8 and I￿N1[t[l +¥ixpsLu• ty ¢r•¢f& rtjk tth rtik 1 rtJ Illx rt¥l ol not Lw 4bl• to m••r ¥hon tarTr hi 1PrMFk￿I•rfIIng ctsrtty •KpM•J41 th••nO 01J thM• 17* (E

Section C Notes to thy Account% Icontl Note 26 Events aft•r tho •nd oltho reportlng p￿￿0d Pl•K• ¢ompht• •v•nls (not rnqthg •4lu8trnent to the accounts) L4¥t Plpuo provld• d•talls efth• natsr• of th• ofth• ovent or a statem¢ntthat8uch an •thats￿n￿b8 rn•d• CC1 Ta (Excel) 3W1r2(r26

Iiiiiiiiiiill 111111111111 111111111111 11111111111 111111111111 Iiiiiiiiiiig IFI.

Iiiiiiiiiiig 111111111111 111111111111 Iiiiiiiiiiiq Elllllllllla llllEIIIIIIIIIII

Soction C Morts tD the accou Iconti Noi¢ 27 Chartty lund$ (cont) 27.3 Tr4nsl8r6 bptwwn lull(ts Th1$ R•aÈon forirknisbr and hÈre qndowmbnt convort4tt to Incom•, Wèr for cen¥eryon 1th.￿è￿ furwj BeNvÈen 8nd L￿res￿Icied lurKJB Last Re¥son fr￿tr￿￿￿tand wh•rn ondowm•M kn Eow•rt•d to Incom•, t•Vl po•r lor tls conY•rslon Afflf￿nt BItr￿n LmrestrKaed 4 rpstr•Gfed lund r•91rFGted nrtstr￿cted fund 27.4 Deshgnatsd furKI$ ThFJ Plann•d 01 th• d•41 n•tlon Amour4t ear Ptsnr•&d UB• of th• d•8lgMt4or( CC171

-IL4lp>n C Dto% 10 1110 Jc CO￿￿t5 Trrrfat¥pn¥ wth indr•ltsd wrt Thl¢y••T TvfAL L•wl t•y IOTA 6ocumurtJ

TOT 2&3 Tr¥rnM¢don¢i} P•FII•i E••t ¢P•rfty ($114 IE

¥Ey••r pwlod 17• (ewj

Settion C Notes to the ac counts 14ot• 2$ Addftional DisGJosur•¥ Th• followlng arn olgnlficattt rnatteTS whl¢h ar• not covered In Othor M•d 10 t• Fncluw 10 pmvidD a Prop•r undorstandlng ¢>tthtr accoun￿ kn?uffict&Mt roorn hr•. ploas• adcl 41 S•Parat• ahgqL I co Iiti ce17a (Excel> 34YD112026

CHARITY (OMMISSION FOR ENGLAND AND WALES Independent examiner's report on the accounts Section A Independent Examiner's Report Report to the trusteesl members of Network for Improving Critical-care Systems and Training On accounts for the year ended 31 March 2025 Charity no (if any) 1171106 Set out on pages 1to48 We report to the trustees on my examination of the accounts of the above charity ('the Trust") for the year ended 3110312023. Responsibilities and basis of report As the charity's trustees, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act") We report in respect of my examination of the Trust's accounts carried out under section 145 of the 2011 Act and in carying out our examination, we have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act. Independent We have completed our examination. We confirm that no material matters examiner's statement have come to our attention in connection with the examination (other than that disclosed below ') which gives us cause to believe that in, any material respect: the accounting records were not kept in accordance with section 130 of the Charities Act,. or the accounts did not accord with the accounting records; or the accounts did 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. We 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. Signed: Date: L4) Name: Stephenson Smart (East Anglia) Limited Relevant professional qualification(s) or body (if any): The Institute of Chartered Accountants in England and Wales ("ICAEW) IER Oct 2018

Address: Queens Head House The Street, Acle Norwich, NR13 3DY Section B Disclosure Only complete if the examiner needs to highlight material matters of concern (see CC32, Independent examination of charity accounts.. directions and guidance for examiners). Give here brief details of any items that the examiner wishes to disclose. IER Oct 2018