Charlty roghtratlon number 1170433 {Englind •nd Wal0*) FIRST UK ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
FIRST UK LEGAL AND ADMINISTRATIVE INFORMATION Tru•t••• Mr V 8hargavA Mr T P Osborne M8 A Gould Prof S Peytt)n-Jon8s Charlty reghtratlon ErvJland and Wths 1178433 Pwlnclpal wddrn•s 7 Bell Yard Li)ndon WC2A 2JR Ind•pendvnl •xamln•r L*an Gr068 88mott & Co 18t Floor, Cloister Houtse Rlver8ido N8w 8ailey Str•8t Manche$t8r M3 6FS
FIRST UK CONTENTS P•y• TTU6toes' report 1-20 Independ8nl exgmlnarfs report 21 Stt•m•nt of nanclal acti1 Bd•nc• ih••t 23 sthtemenl of u•h fflow8 24 Not•8 to th• flnanclal •t41•Mt0 25-34
'UK IIREIAN Message from the Chair As a computer sclenllst by educatlon, englne8r by trade, wllh 8chool.og8d children - l am pasgionale aboth promotlng the opportunlllas quallty STEM educallon and enrlchm8nt provlde. Worklng in the tech induslry, I have wllnéssed the chall8nges ot buildlng a talent plp8llne. but also the great opportunltles for prospedty and innovatlon whlch evolve from a well-founded team. I was dellghted to ba invllad by the FIRST UK 8oard to take over a8 Chalr of Truste89 from VSkrant Bhargava who founded and generously seed-fundeij thg organlsalion In 2018.1 took the helm at a polnt where the Charity has r8covér6d from Covld-19 dlsruptlon andls gettlro slronger each y8ar, now looking 10 expand and grow. Investment by key donors Such as XTX Matket8, kn, Bloomberg, RTX, Gene Haas Foundallon, Smllhs Group Foundatlon, Qualcomm, Intultlvé, Garfleld W88ton Foundatlon and othars - saw Income grow more than 50% In year lo lust under £1 m. At thé same tlm8, expdIlure rose onty 9%. ensuring Cost per Y(ng person contlnues to represent gocé value lor money. Particlpatlon In the Charlty'8 core programme 18 at Its hh81 level slnce Inceptlon. Increa8lng 38% in 2024-25 10 214 teams partlclpating In FIRSTTech Challenge lup from 1551 across all four natlon8 of the UK. This Is further relnforcéd by a ret8ntlon rat6 which contlnu8S to Improve {89%1. In 2024 our volunt8erSng base swolled 69% to over 600 actlva Industry rola moder8 mentoring young people and dellvering events. These upwwd trends are encouraglTrJ and demonstrate tho potanilal of the FIRST UK education model to gmw. My vlslon for the chadty is to scale partlcipallon across tho UK. roachlng more young people from a range of cofflmunltles, r818ing asplratlons and growlng a tech-savvy tal8nt plp8line. The board is focussed on posltlonlng the organlsatlon for growth, embeddlng a culture of ¢ontlnuou8 Improvement, and developing a scalable. cost-effectlve op8ratlng model, delivered in accordance wilh five year strateglc plan. Wllh the solld loundatlons now flrmly In place, thls Important work wlll Propel us forward Into a new era of growth, sustanabllbty and Impact. U{Id Am•llo Gould Chalr of Trustees 31 Dec 2025 FJISf UK l•* chvlty r•9l•twqd kn Engknd•ndWai•• 017844 7 8dlY•r4 Landon WC2A
- Objectives & Activities The charily's objective is "for the publ benefit to advance the education of school aged children in STEM (Science Technology Engineering Mat17ematics) subjects 8mongst schools through the provision of structured preparation and leaming for robotics comp8titions," FIRST TECH CHALLENGE UK & IBILAND Who we are ierJy¢ thBf• are uiillllod STEM vacanclo5 p8r bu51ness In th• UK FIRST UK ig an EdTech charty working with less advanlag•d.1¢88 repre8•ntod 12 to 18-year-oldg to improve access to STEM enrichmenl, education. and career opportunities. Jiist 24010 ol Iho STEM woTkfoTCg arè women Our primary intervention is an industry- link*d, m•ntor-8UPPOrt•d robotic8 progrnmme which lagt year impacted over 2,500 young people, 44% were girl8. 37% ethnically diverge, with 20% having neurodiversity or SEND. 63 % ol youny people fe•1 they dts not have tho right gbilili•s-to •nt•r tho STEM B•ctor
MoreThanRobotsUK
1.0.1 Our Ml3slon To make STEM lèss intimldatlng, more diverse and inclusivè, empowerlng yourrfJ people to mak8 Informed cholces about thelr luture. 1..0.2 Our Wision A world where young people ar8 empowered to explore, challenge and grow Into innovators who wlll take on tomorrow's challenges. The charity does not hold any significant endowments or restrictions on Its income. operating capital, or reserv88. Th8 policles adopted in furtheranGe ol these objects are described in the charity's goveming document and there has been no change in these during the reporting period. "Without FIRST UK, I wouldn't have picked up all the wider slulls I now have to support me in the futur8." Deyan, OeGreeS of Freedorn, Dorby Qrammar School FIRSfUK18 a charlty r¢glBtèr•d th Engld W818011178439) 7 8ell Yard, London WC2A 2JFI
1.2 Activitles Th8 charity's primary provision is an industry linked, mentor-supported rob)tics programme ddivered in secondary schools and colleges, yOLrth group5. in ¢urriculum. or as after schcM)l enrlchment. The charity's activlties include- 1. Equipmonl provlslon - supplyiro robotlcs klts. hardware and software 2. Grant-making- issuing bursarias supporting partlclpation {e.g. kits, travel, supply cov&rl 3, Content- developing curriculum mapped. industry linked leaming resources 4. Volunteering - rècrultment, support, quality assurance of mentors and event volunt68rs 5. Events- delivery of local, regional and national toumaments 6. Trainlng- CPD for teachers. mentors and volunteers lonlin8 and offllnel 7. Marketing - driving acquisition of t8ams, volunteers and income 8. EvaluatSon- research into the efficacy of STEM enrfchment 9. Influenclng- s8èking to drive systemlc change and policy decisions 10. Fundraising - supporting growth and sustainabllity The truste8s have paid due regard to guldanc8 Sssued by thé Chariiy Commission In decldlng what 8Ctivltl8s the charily should undertake. 1.2.1 Programme EI8SIlX offers young people of secondary school age112-181 the opportunity to deslgn, build and code a robot to take on a global challenge over 16 weeks acrtr6s two academic terms130 to 40 hours per young person. The programme is typically facllltated by a teacher, and supported by a mentor from industry. Teams comprise up to 15 learners occupying multlple roles Ilnked to real-wor1d jobs. An online18arning platform provides structured conlent arKI learning rasources co-created by educators, industry, and young people. The platform al80 seN8s as a training and community porta for ev8nt volunteers, team mentors and tea¢hers. Informal local practlces take place in th8 aulumn temi ho8t8d by champlon schools. universities, and sclence museums building towards regional competltlons In the sprlng tèm held at inspirational venues often Ilnked with industry. Successful teams progress to a national champlonship In )r•I where they earn Industy judged awards, accreditation and other progression opportunities. 1.22 Flnancial support A robotics kit {c£1,2001 contains the hardware and software Pow1ng team of up to 15 learners to participate. Kits are reusable year on year. The overall cost of provlsion is currently around £3,000 per team, or £250 per young person. The charity offers provSslon bursaries- subsidlslng the c05t of equipment to participate, a¢ceg8 to leaming resources, free events. awards and mentors. Flnancial support is available to non-fee paying DFEIOFSTED registered schools (their ffjuivalents in Scotland and Northem Irelandl, SEND, Altemative Provider5, and recognised Youth Groups. The charlty dso makes available small cash grants Itypically Rsf UKl•a ehthrmy r•qLqt•r•d In Eng1on¢J W0fè•111784&3i 7 Bell Yard, London WC2A 2JR
£30015UPPOrting less advantaged teams requiring assistance with travel or supply teacher cover to attend events. FIAST TECH £3,000 of provision for just £399 Full bursary Partial bursary All other orgs Robotics kit to £300 £1200 FthotrGkils T•Lwfvle. Provision £0 £0 £0 ppoTI, liam fivbnli. Ii wnid6. lo IiavelawotditsndBupl•ch Commitment fee £399 £399 £399 Pwd by •llpthil¢47QlkrfJ8ctrthli SLTbuy-In IfvAi PlthviSiQiido Total Iincl VATI £399 £699 £1599 1.2.3 Selectlon crlterla To the team lead lusually a teacherl Completas a bursary applicatlon detailing how they will identify young people to participate, Implement the programme and their Intended outcomes. This nformation is overlaid with demographics data- Including social deprivation Indexing and pupil premium. The charity scores applications again8t a matrix before allating the appropriate support level which might be full, partial, or nil-subsidised partlcipation las is the case for all private/independent schoolsl. Applications are assessed on a rolling basis throughout the year, and organisations are typically informed of the outcome wlthln 14 days of gubmitting thèir application. A grant award letter 18 issued to successful appllcants dètalllng the amount, duratlon, and terms. 1.2.4 Targeting The charity focuses on improvlng accèss amongst less advantag8d and less reprÉs8nt8d young people. A flexible allows facilitators to identrfy young people they feel would benefit most from with a focus on driving uptak8 by.. Girls, socio-economically disadvanlaged young people, • underrepresented groups le.g. ethnically diverse backgrounds), neurodiverse or wlth Special educational needs and disabilit185 {SENDI, would be first in family to unlversity. are at risk of becoming NE or who demonstrate poor attendanc8, or Low educational engagement and attainment. 1.3 Volunteers FIASf UK IB a chrtyttgt*rnd In Englwnd and WO10•11178433 7 8ell Yard. Lon¢lon WC2A 2JR
The charity relies extensivety on vdunteers from industry to act as mentors to teams and went SUPFQrt staff. A key USP is the interaction between rolg models and young people. The aspiration Is that mentor engage with teams typically weekly from Septembe¥ unlil March - in person or remotely as agr8ed btheen the team and the mentor. ntv I nteers donate a day or more to supporting delivery of robotics competitions occupying a variety of roles for which they receive training. The charity supports volunteer acllvlties Ihrough: Recrultfflent- securing and on-boarding suitable role models from Industry partners Tralnlng- provldlng comprehensiv8 content, resourcè and support for mentors 8afoguardlng- providing guidance on securlng and worklng wlth a mentor safely Technology- curating platfoms for teams and mentors lo connect 1.3.1 Volunteer recrultment It is critlcally important that volunteers are drawn from divèrs8 backgrounds wlth th8 Ilved experienc8s. knowledge, and interpersonal skills to connect with young people. The charity wo5 closely with its Industry partners as well as leading volunteering organisations (such as STEM L&arning, Science Museums, Computlng at School hubs) to slgnpost positive volunteering opportunltias. 1.3.2 Volunteer tralnlng To malntsin the quallty of its volunteers thé charlty provides guidanG8 on the skills required In acce55 to e-leaming content, and offers in-p8rson land onlSnel training. The charity runs regular volunteer training day5 loGally in hubs and at employ88 engagement events. A network of mor8 experlenced, committed Key Volunte8rs assume lead roles at events, mentoring oth8r volunteers, as well as providSng insight on enhancing volunteer experience and quality. Rsf UK Ri a In Engknd Bnd WalBJ1117e4831 7 Bell Yard, London WC2A 2JR
Vrllunteer Onboarding WEkLWèto FIRST reth(haruI 1.3.4 Volunteer parfornianco Teams are regularly canvassed for feèdback on the quality of mentor interactions. Mentors, teachers and volunteers are also survey8d. Such reporting enablès the charity to maintain a dynamic, real-time pictur8 of the volunteèring experience, identlfy potential ar of concern or improvement, The Key Volunteer Committee meets regularly to assess feedback and provlde ongoing Input. 1.3.5 Safeguardlng volunteers AJI volunteers Imentors and event staffj must regSster with FIRST UK acknowledging rec81Pt of the charity's prior to IH'ng consider8d for volunteerfng opportunities. Volunleers are provided with a safeguarding brief on the day by the designated charity safeguarding lead, Detsils of the nominated 3afeguardlng lead and reporting proc8ss are i88ued to all volunteers and displayed at events. FIRST UK does not contract nor èmploy mentors. It facilitates the brokering of a rélallonship beeen volunte8rs interested In mentorlng and teachersneam leads. Prlor to maklng an Introduction to a school, a prospectlve m8ntor fflust: 1. Complete online mentor training (which includes Safeguarding modules) via the Charity portal 2. Recelve a satisfactory enhanced DBS lor PVG Scotland, Dlsclosure Nll check which is conducted by the Charlty DBS partner. The D8S checking servlce is offered by the Charlty as an additional safeguard, but ultimately It rwmalns the responsibility of the school/partlcipating organisation to ensure the mentor is fit and appropriate. Mentor interactions ar8 self-r6ported by the mentor at the end of each session - logged on the Charity's mentor F)Ortal. Feedback is regulady captured and evaluatlon surveys conducted. "I didn't hav8 th8 chance to compete in FIRST Tech Challenge UK as a young person, but volunteering as Game Changer as an adutt has hdpèd transform my confidence and pushed me to tackle challenges I never woulcl have before." Robert Stack, Digital Education Spo¢lallsL Heart of Mldlolhian FC Innovation Cantre 2. Charity Achievements & Performance Fstr UKl8 a chwrtyr•glbt•r•d Ih England and Wal88111784 7 e811 Yard. Lon¢n WC2A 2JA Iz:zz'zi
Overview Across 2024-25 the charity Continued its growth trajectory, increasing participation 38% with 214 teams participating in FIRSTTech Challenge lup from 1551 across all four nations of the UK. Income grew 56% to £951 K Ifrom £608K), whilst economies of scale and operational efficlencies saw expenditure increase only 90h from £696K lo £758K in year. The cost per student dropped to Und £295 for c40 hours per learner of industry linkad, robotics-based STEM education and careers ènrl¢hMl. Over the course of 12 months from )ri12024 to March 2025 the charity: Directly impacted c2,$00 young people from less rèpresented and less advantaged backgrounds: 44% glrls, 37% ethnically diverse backgrounds, 20% neurodiverse or SEND >50% from lower socio-economic backgrounds Embedded industry linked robotics in 77 new organisations across the UK Achieved an 89% return ratè of organlsatlons lup from 82%) Grew regional hubs from 10 to 16 in all four nations of the UK Delivered 15 regional competrf(ions lup from 10} Hosted the UK'S largest robotics toumament at Cambrldge Universlty Delivered our second annual volunteering conference at the National Robotarium Grew activè volunteers 69% Yoy to 607 It8rated our educational contént plattonn and associated student, teacher, volunteer journeys Commenced development and piloting of alternative delivery models Maintained18an govemance costs increasing staff by only one to seven Created a new Head of Delivery role to support scaling Restructured the organisation's Dellvery function to make It fit for future Appointed a new Chalr of Trustees and addltlonal new TNst8e 2.2 Delivery model UK18 a ¢har6ty r•Blbtsr•d In Etytsnd and W•6(1178433> 7 Bèll Yard, LorOn WC2A ?JFt zi:zz'zi
The regional hub model adopted by FIRST UK has been validated and refined over time- it remains core to the Charity Scaling sustainably whilst retaining quality, driving acquisition, community support and event d81ivery. "Vp RQBIRTGOADOM Vpyih• In 2024, the Delivery function was reorganised io introduce a H8ad of Delivery alongside establishing a 'hyper-local' rnodel, improving reactt, customer experience, volunteer engagement, operational quality and scalabllity. Regions expanded from 10 to 16, each capable of serving up to 24 schools. New growth was seen across Scotland with the support of outreach partners like the National Robotarium, Heart of Midlolhian Innovation Centre, Glasgow Sclence Centre and Robert Gordon University. Similar growth was experienced in Northern Ireland with the help of W5 Sci8n¢e Museum. In the South-west a particulady active Champion Oroanisation IBournemouth School for Girls) attracted over 25 new schools to the programme whilst also establishing new relationships with Bournemouth Unlversity, and local industry partners such as the RNLI, Babcock, JP Morgan, BAE Systems and more. At the heart of this growth is always a passionate, committed protagonigt - be that a teacher, outreach partner. volunt86r, or industry lead. How the charity works to identify, cultivate, steward and leverage these relationships will be key to the success of the hub model, growth and sustainability. 2.3 Partnerships strong partn8rshlps with leading global tech-enabled busine5se5 have endured - including wilh Bloomberg. XTX Mark8ts, RTX, Qualcomm and more. New relationships established include Smiths Group. Intuitive, Marshall Wa¢e, Garfield Weston and others. 2.4 Volunteerlng FIHSf UK A chRrtty ragl8ter6<1 In England w•ith•111784&91 7 B911 Yard. London WC2A 2JA
The Ghaity's employee engagement offenng is critical to mairrtaining and growing industry partnerships - providing highly unique. relevant, skills-based volunteerism. This enables partners to engage their workforce at all levels in activity from single day event volunteerlng to mre intensive mentoring. Our second annual 'Gamechanger Conference" hosted at Ihe Natlonal Robotariurn In Edinburgh provided a rich training ground for Champion Organisations and K8y Volunteers. The active volunteerlng pool grew to over 600 in year, with 344 Gompleting an event volunteering opportunity (many multiplel- With an Inllial cohort of 15 vetèran volunteers, a new Volunteer Advlsory Councll has been created to provide insight to enhance volunteer eXpeence, recruitment. onboarding, training and 8UPPOrt growth. This same group will also serve as the Championship Planning Committee whilst occupying leading role5 at events. With the volunteering modd well proven, the Charity will be locusing on the mentor-model across 2025-26 Implementing a new joumey, training, and facilitation. 2.5 UK Champlonshlp The Charity has outgrown Cambridge University Sports Centre- and moved Its national Championshlp in June 2025 to the Copper Box Arena in London's Olymplc Park. Thls high profile, accesslble venue provided a compelling platform to showcase the Charity's impact to a wSder audien¢e- reinforclng t mantra "where STEM meets sport" The mov8 was made possible due to Bloomberg underwriting most event Gosts as tltle partner. Bloomberg also provided support through thar evènts team and other assets. This flagship event created a great opportunity for raising awareness and fundraislng - as well as providing a highly asplrational aiming point for schools and students. 2.6 Communlcatlons The Charity was thrilled lo be approached by the technology programme BBC Cllck - who, with Broadcaster Spencer Kelly, sp8nt several months following a team from Bournemouth Schr)ol for Glrls on their journey to the UK Champs in Cambridge. aired on 88C Click, News24 and other outlets and provides rich content for marketing and fundraising. Wider awar8ness of the Charity and its work is below expectation and the organisation will be redefining, r8focusSng, and better resourcing Its fundraising and communications function in 2026 to ensure it is better positioned for gr0h. FIRSV UK o oharlty r•gL*tered In Engknd ond WHloi111784$3) 7 Bell Yaid, Lorwjon WC2A 2JFI
2.7 Incluslon fr The charity's lar00tiw Gontinues to be well adopted by schools. Trends related to diversity and inclusion remain encouraglng- wilh parti¢ipati¢)n by girls remaining steady at 440A and those from ethnically diverse backgrounds accounting for 37% of beneficiaries. This Is significantly higher than wider education and workforce benchmarks which see A-level computer science entries comprising just 15Vh girSs, whilst women make up just 290h of the wider STEM workforce, and I9 than 9% come from ethnically diverse backgrounds. A new rnoniloring and evaluation framework will run alongside a 5 year slrategy to publish in 2026 which will follow subl8Gt choic8 and career destinations more closely. 2.8 Safeguarding No notable incidents in resp8ct of safeguarding, or near-miss8S OGcurr•J during the reporting period. 2.9 Fitness for tho future Across 2024-25 the Charity continued to reflne its systems, processes and infrastructure to ensure it is fit for purpose and scaling by.. Restructuring its Sal8sforce CRM to improve data manao&ment and reportlng, whilst better supporting particSpant, teacher, volunteer, lunder journeys Iteratlng Its Moodlè e-16arnlng platlorm to Improve content and infomation infrastructure- ensuring greater accessSbillty, navigation arKI engag&ment Reorganising its financial management platform XERO to provSde better onllne budg8t management, team expenses management, driving admin efficiencies alongslde more robust financSal fore¢a$tlng and reporting Updating its SAGE HR plattorm to provide consistent staff onboarding, training and reporting Refreshing the charty webglte to make It easier to navlgate '7hroughout the years, it's built me to who l am and it's got me to love who l am." Joel Tomy, fornier Hotwire Rewired. Englneerlng Studont at Unlversity 3. Financial Review 3.1 Income Rsf UK 18 a reW8twed In Eng*1 and Wo10•11178434 7 Bell Yartl, Lonth)n WC2A 2JR ,rzz:zz'zz
The ¢harty grew income in year 56% to £951 K. Thi$ was achieved primarily through securing two new key partners each contributing significant gifts, some irreaS8 in the vdue of renewals from existing partners, whilst participation growth ySelded a 30% rise in oommitment faes from schools, which were so increased from £299 to £399. ren8w an existing 3-year grant which was award in 2Iy22 totalling E750K I50K per year). The charity 6nd8d 2024-25 wlth a £121 K restricted grant to be spent down across 2025-26. Accordingly, fund balarbces year-end grew 130% from £150K to £344K as of 31 March 2025. 3.2 Donor dlverslficatlon The charity remains overly rellant on a small number of funders and must diverslfy and expand its Income streams. There remains a strong aptIt8 in the Corporate sector to fund inteNentions which address the STEM skills gap and talent pipelin8. Th8 charity's hub operating model compllrnents an incr8aslng mov8 by corporates towards 'hyper-local' investment, whllst the strength of its volunteering and omployee èngagement proposltion is attractive to employers. TRII'LE f ' Trusts and Foundations are an untapped potentlal funding source. The charity Ss now In a rnore evolv• state (strategy, improved govemance, posltlve anecdotal impact data, provén operatlng m¢Jdel, strong scallng potentlal 8tc} to pursue such funding routes. Such funders are also likely to engage in less volatile, mutti-year commitments whSch are harder to extract from corporate donors. In year the Charlty was successful In grant applicatlons to Smith's Group Foundation, Hiscox Foundation, and Garfleld Weston Foundation - reinforcing cr8dlbillty wlth respected funders and the wtential for growth in Trusts & Foundation income. 3.3 Funding model In 2024 the Charity increased its Commltment Fee from £299 to £399 with no noticeable drop in retum or acqulsltlon. Schools are paying eadier than 8v8r Ilyplcally within 30 days). In 2025-26 the Charity intènds FIASf UK ¢htrlty wlit•r•d kn En•knd and Wale8111784 7 8811 Yard. LoncS)n WC2A2JR zz:Iz"zi
to test a new partially subsidised model whereby more schools are Charged £699, wth fully subsidised provision reseNed for organisations demonstrating acute deprivation need or finan¢iJ stressors. As the charity's reputation, value and impact proposition grows r( is exploring routes lo generating long térm sustainabillty less rellant on corporate donation and grants including: Charging sorne schools for more of the cost of provision Supporting schools to better access thlrd party grants to fund participation EmpowerSng team5 to S8t up online fundraising pages and attract industry sponsorship Generating revenue from holiday clubs and other monetizable eléments Defining the role private schools may play in supporting state school partlclpation Gradual adlustment to the revenue model will ensure the Charity can reduce cost base longer-term wlth schools ultimately assuming more responsibility for self-fundlng participatlon, allowing the Charlty to support mor8 growth arKJ economies of scale. The main sunk cost of partlcipation is outlay in reusable robotics equlpment to participate Ic£1200 per team/schooll. Whère more ol this cost is borne by new organisations, the Charity can support substantlal growth without significant uplift in Dlrect Activity Costs. 3.4 VAT relief The charity maintains its classlflcation with HMRC as a business - allowing It to Charge VAT on the cost of participation whilst recovering VAT on cost of supply. This unique status allow$ the charity to reduce Its operating costs by recovering all VAT paid to suppliers in relation to provislon of Its charitable actSvltles- making the organisation a more attractive dOrr invèstment opportunity. 3.5 Investment performance The charity currently does not cary out any investment actlvity. 3.6 Reserves policy Having achieved stability, the Tnjstees Increased the Charity's reseN6s pollcy from three months to five months. Charity reseNes cover the govèrnance and operating costs of the chaylty (staff salaries. Nl. UK l• a ¢hArty r•gl8lw•d kn En¥ond And WalB*111784 7 B811 Yard. London WC2A 2JR zz:zz'zz
penslons and any pOttial redundancy liability). alongside fixed costs such as rent, subscriptions. and contractual liabilities falling due. The polScy do&s not seek to cover variable Gosts related to provision n any non-contractual liabilities. The reseryes are fomulated from unrestricted furKJs. 4. Governance, People. Risk The charity is a company registered in May 2018 with no share capital - its governing document being the Constitution of a Charitable Incorporated Organisation whose only members are its trustèes. 4.1 Org structure Héadcount gr8w In year by one to eight with the appolntment of a new Head of Delivery to oversee a reorganised Delivery Function wlth streamlined operatlonal systems & processes, optimi58d delivery. improvlng ways of wothlng whllst suppothng better people management. Htad ol Delivery Capacity and capability gaps relatèd to supportlng income generation and growlh remain. The Head of Delivery role is anticipated to freè up the CEO to focus more on fundra151ng and sustainability. The Charlty antlcipates bolsterSng its FurKlraising & Partnerships capabllities and capacity across 2025-26. 42 Key personnel Trust9 Two new Trustees were appointed In year. with one re51gnation. The Charfty Intends to expand its Board to six to eight Trustees by the end of fly 2025-26 to help enact and drive a new 5-year strategy. Chief Executive Officer Fwsf UK l• 8 charlty regt8¢ In Engknd Ind w•r••1117043¥ 7 B811 Yar(I, LorK1on WC2A 2JR zz:,Ii'zi
Founding CEO EQorY wa$ appointed by the trustees in March 2018 bringing opèrational and strategic experience built within the commwcial and third sector. As Head of Innovation at Cancer Research UK, the country's largest fundraising charity, Ed's rol8 spanned both income generation - responsible for developing award-winning products,. and core purposè - disNpling the charity's funding Model and drivlng collaboratlon on a global scale. Head of lrnpact & Engagoment 2, has been with the Charity since 2018 and is a passionate inclusion advocate cutting her teeth at Sir Tim Bemer's Lee ODI, before working both agency and client side in th8 tech sector. Head of Delivery joined FIRST UK in 2024 brlnglng with her many years of exp8rienc8 Wlth the National Citizenship SeNic8 and Manchester Cares to ovèrse8 delivery of high-quality, scalabl8 provision. 4.3 People management and wellbeing The charfty utllise5 the servlces of an 8Xt8rnal sp8cSallsl small charlty HA wnsultancy (Roots HRI, who for a small retainer1<£250 per monthl provide the Charity wlth oversight, support and advlc& with respect to people matters. Each year the Charity undertakes full HFI audlt of policies, contracts, conditlons ensurlng t remains compllanl wllh leglslative changes, competitive and robust. The charlty operates a hybrid working model vthere employèès work from home wllh acc8ss to local workspaces whllst coming togeth&r regularly for team working. This model Is flexlble, hlghly cost eff8Ctlve. provides varSèty and cholce whilst MaIn'nIng team dynamic and wellb8ing. In 2025-26 as part of Its contlnuous Improvement plan the Charity wlll be introducing a new thtLwLllk att0£1 powered by Health Assured to provide 8mploye8S With access to financlal and life advlce, support, counselling, perks and discounts. 4.4 Flnanclal management FIRST UK ulilises XERO accounting software as Ihe backbone of Its flnancial management. Thls provide8 access to real time reporting for leadership and Trustees, forecasting, budget management, expenses, payroll In one unlfied platform. A robust financial management and risk pollcy with associated del8gated r8sponsibility to the CEO is overseen by the Trustees. Safeguards in¢lud& bank mandate specified transaction approval levels, dual authorisation, employee transaction limits Isingl8 and monthly). The Charity holds three bank accounts: Metro Bank maln account (to hold securely all grants, donatlons, Income) Metro Bank payroll account Iholding reserves) Wise expense aGGount (GBP. USD. EURI This structure ensures moniès are hold seeur81y in Metro wlth all movements within and from Metro requiring at minlmum dual authorisalion by CEO, a¢countant/or Trustees. FIRSP VK i¥ • chorityregijtffed in En9knd #nd waks11178I 7 BBII Yard, London WC2A 2JR Iz:Iz'zi ••
The distinGt WISE expense account ensures day to day transactions can be undertaken by employees using their own rdS Iwf(h associated payment limits and Gontrolsl, creating greater expenses efficiencSes, whilst ensunng segregation of main income from daily expenditure. WISE enables the Charity to transact in foreign currencies at competrtive ratas reducing FX costs previously incurred wilh Molro. 4.5 Rlsk management The Trustees have a duty of due diligence to identify and r8vSew the rlsks to which th8 charlty Is exposed and to ensure appropriats controls are in place to provide reasonable assurance against fraud and error. The charlty's rSsk reglster Is maintained by the CEO and reviewed at Trustee meetings. The Trustees are satisfied that th8s& affang8m8nts, combbned wilh the annual review of financial controls and the res8N8S policy. will ensure that the organisation can continue to fulfll ils charitable objectives. 4.6 Insurance The Charity works with speclallst insurers IAcc8ssI to ensure Sts activStles ar8 comprehenslvely Insurèd. All nsks are declared with accurat8 particlpation numbers and Prolon3 supplied annually. 4.7 Safeguardlng young people En8urSng young peopl8 have a posltfve and saf• axperSence partlcipatlng in the Chayty's programrnes Is paramount. Whilst the ultimate responsibillty fc* Safeguarding lies Wlth the partlcipating organisation the charlty has agreed in consultation with trustees and èxternal Independent consultsntS1&6EEG additional measures to ensure the protection of young people: Tha charity r8Stricts provislon to OFSTEO or DFE regbstered organlsatlons Iscottlsh & Nl equivalentsl. At the discretion of the CEO, this may be expanded to recognised Youth or Community Groups where a documented Safeguarding Policy 8xi8ts Partlclpatlng organlsatlons must appoint a deslgnated land a deputy) employe8 to act as Safeguardlng Lead and these representstives must remaln on slte and ensure participants are adequatély supervised - including when a mentor or FIRST UK Is present, Partlcipatlng organlsations must adh8r8 to Keeplng Childrgn Safe in Education and any addhlonal appllcable guidance and leglslatlon. It is the participatlng organisation's responslblllty to undertake necessary rlsk aSsmentS and take Into consideration any addillonal requlrements of participants in the projramme 4.8 Safeguardlng employees Charty employees (and Irusteesl hold enhanced OBS checks which are checked at least annualty uslng the DBS online checking service. All staff undertake Safeguarding Children and Young People, FGM and PREVENT training which is rècorded maintained in an online HR portal. Tralnlng Is renewed bi- annually. The CEO (Safeguarding Lèadl and appointed Deputy Lead {H8ad of Delivaryl hold Levd 2 Safeguarding Certrfication. The charity safèr recrultment practice includes declarations on its job adverts. screener questions and at least two references one of which must be conducted by phone. F$ UK l¥ a chwlty r•glBtw•d In Engkwd Wa1&•(117e 7 Bell Yard. London WC2A 2JR
4.9 Events A core part of the Charity's provlslon Is the delivery of robotics toumamenls locally in schools, colleges, and universities- regionally in industy locations, museums, mS1itary bases and conference centres,. and natlonally In stadlums. These events attract significant numbers of young participants, teachers, menlors, and volunteers occupying multiple roles. The scale of participation and relative complexity means there is inherent risk which is under constant review. The charity conducts site visits and risk assessmènts belore each event which are made available to participants. volunte8rs, and staff. All full time Charlty staff are trained in First Ald at WK on joining the organisation. Staffing of events and volunteer allocatlon for each event is to a clear protocol, with pre- briefings and standard oper*ing procedures in plac8. 4.10 Cyber 6ecurlty The Charlty works with an oxternal specialist obtalnlng ad hoc sUppt related to manag8m&nt of its IT Infrastructure and cyber securfty, FIRST UK is currently worklng towards Cyber Es88ntlals Plus accreditation which it hopes to achleve in 2025-26. 5. Sustalnability and growth Multiple extemal factors impact the organisation's growth potential, some within, soma withoLrt the Gharty's sphere of influence. 5.1 Educatlon envlronment Lack of funding.. curriculum pressur88,' competing priorities driven by att8ndance and attalnment; capacity and confidence of teachers; churn rate of staff: buy-in 58nior leadership; Creat a myriad of systemic challenges faced when operating in the school environm8nt. Thls Is more pronounced where an activlty 18 perceived as desirable. not essential - and typl¢ally delivered after-school as enrichment. FIRSP UK Its a eharlty Myl•t•Md kn Enqland and Wal•8111784 7 Bell Yard, London WC2A 2JR zz:Iz"zi
Word of mouth and r8ferral by educators is the strongest route to securirKJ partlcipation - even th8n commitment and capaclty of the lead teacher remaln crucial. Putting in place the right on-boarding package, trainlng and support for teach8r5 early In the journey is a priority. Ensuring this is supplemented with solid Charity and community support vla the champion organisation network Is critical. A growing trend towards home education, continued under funding of youth groups, present strong potential demand and alternative delivery opportunities. 52 Relevance The STEM enrichment landscape is a saturated one - with a myriad of competing offerings dellver8d by commercial organisations, charities, not for profits, lèamed socl8ties and government. Provision varies hugely In terms ol quallty, Impact, evidence base, duration, cost, geographical reach, target audlences, delivery models. Thls envlronment provides acute challenges in creatlng cut through and projectSng the qualily and Smpa¢t potential of the provlslon. Th8 charlty must therefore devdop and malntain a stand-out value proposition which: Reduces barriers to enty related to cost, capaclty, or confldence Maps and deliv8rs on areas of strategic priorlty, pollcy, and progress measures Offer5 multiple delivery styles- in the community, after-h0O1, in cuthGulum Demonstrates unequivocal impact, 15 qualily assured and Ovidence based Is sufficienlly unique to Compete or complement Within thls Gontext th8 Gharity must deploy Innovatlve and fresh marketing and communlcations to create tone of voice which resonates. It must use technology lo Capture and report on data undergcoring its impact. It must continue to identify and build critical friendships which allow it to arnplify its share of voice and accelerate the pace at which it achieves its mission. 'They don't just challonge themselves In terms of building a robot. mechanics, the design - they have to develop a business plan, a strategy with the game, plan their own trea¢ll with younger primary school children and fundraise.. Toby 08boume, Ass18tant Headteachor, Boumemouth School for Gir15 FIRSV UK ID a eharlty rn9knttrd In Eno11 8nd Walo811178WI 7 Bell Yard. London WC2A 2JR
l L;'éJ? 5.3 Retentlon and attrltion The charity must retain a close eye on return rates and r6peat participatlon as it seeks to scale. It continues to prove incredibly challenglng, costly and time consuming to acquire teams and organisatlons. Identifying the key protagonist wlth capacity and appetite to champion th8 programme is dith'cult. Obtainlng SLT buy-in and supporting the link teacher to recruit a diverse range of young people along wlth a mentor to dellver the programme is harder stlll. Loss ol this individual to a new role or different school Invarlably rlsks the programme discontinuing In the setting. The charity must: Bulld confldon¢818nd CPDI for teacher8 to make th8 programme easy and fun to deliver Provide Ilexible delivery optlons and natural obvious homes for the programme Maxlm180 placemènt and quallty of montorn wh teams Increa80 PenetraOn {# teams within org) to embed the programm6 to fabric of school Grow 8UPPOrt wlthln the wlder school communlty Igovernors. parent5 and beyond) Gollaborale with org8nl8atlon8 and nètworks wlth the relatlonships to expand reach 5.4 Polltlcal and economlc landscape A perl¢)d of relatlvè austerity, a cost-of-living crlsls. stagflation, increasing govemment debt and welfare cost8, and low economic growth create a challenging operating and lundraising envlronment. STEM, dlgltal skllls, and a talent plpeline ready to enter an increaslngly tech-led workforce is likely to r8main front and centre of the nation's Industrial Strategy and Is reinforced by comkyehenslve reports by Learrbed Societies into the state of STEM education and careers in the UK. Credible research such as Gatsby Benchmarks are sètting the bar for educators. Schools, and industy to moet. "What makes FIRST even more valuable to Ami Is that they're working hard to increase engagefflt with student den70graphKs that might have initially wled out tech and robot5 as being for them." Anna M818n, Communlty & Incluslon Lead, Ann FIRSfUK l• a eharllyi•gl•t•r•d lrt EniJ•nd and W81•8111784S31 7 Y¥d, London WC2A 2JFt
The desire of UK industry to tak& an active role in driving a talent pipeline of luture-ready young people equipped wlth the technlcal knowledge and life skills for the workplace makes the chthty's core offering highly compelllng - both as an investment opportunity, as well as a rich employee engagemènt platform. It Is hoped the rnuch-anticlpated Cufficulum and Assessment review expected in 2025 will provlde belter deflnition and proposed mechanism to drive uptake in STEM subjects in schools whilst placing greatér emphasis on the technical and life skills r8quired to build a talent pipellne ready to enter the workforce. Over tlme, the CharTly wlll seek to foster cleeper Ilnks wlth key Govemment departments Includlng DfE, DSIT and equivalents In Scolland and Northern Ireland. The Educatlon Secretary has met with particlpatlng teams, and the Charity has had several MPS attendlng regional events in thelr conslrtuencies. 5.6 Fundralslng Rebuilding post-covid with limited capacity Ino dedicated fundraising resource beyond CEOI the Charity focused on cultivating and sustaining lew high-value, longer term Imulti-yearl funding commitments, as OPPOS8d multiple lower value volati18 corporat8 partnerships. Whilst this strategy served the Charity well near term - assuring Its survlval and growth - reliancè on a small number of key funders carries obvious risk5 which the organisation seeks lo mitigate through Investing in its fundraising function, alongside diversification and growth of it5 inGome pipeline. 5.7 Independence Whilst FIRST UK is an independent registered charity in England and Wales, the organi5ation's primary product FIRSTTech Challenge Is licenced for a small1<£4K) fee from a global not for profit based in the USA- FIRST Inspires. This presents ben8fils such as being part of a global movement, leverage ol the brand, access to programmatlc content, and a vast network of industry partners and foundations who have long supported FIRST. This could inadvertently ¢ate dependencies, exposure, or t8nslon such as.. Over-reliance on one producl plattorm A need to comply with global brand or programmatic constraints Potential for negative reputational impact through association with parent brand F&gsfuK its a ¢harltyragl•t•r8d th Engnd Wa1•8111784SY) 7 Bell YrJ. London WC2A 2JR •••
Conflict of interests and relationships with partnws, funders ar#J Supporters Ownership of IP (content, leaming materials and technology, marketing, tone of volcel Unfavoufable amendments to duration or temis of any licenc8 The Trustee5 keep the charlty's posltlon under close review particularfy regard5 to brand identty. licenslng terms and conditions, IP, product diversification to ensure it remains wholly independent, competitive and ab18 to conduct its activitie5 fully without impediment or concwn. In 2025-26 those arrangements will be independantly reviewed by lawyers and an 8Xtended1Scence with FIRST USA secured. UK-450 The Trust88s. who are also the dlrectors for the purpose of company law, and who served during the period and up to thé datè of slgnature of tho financlal statements wer8: V Bhargava A Gould S Karger {reslgned Jan 2024) T 05borne S Peyton Jones None of the trusteés has any bèn8ficial interest In the company. "I know that winning prizes is awesome but what I've seen happen today is so much bigger than that. These stud8nts have b8en collaborating and nagotiats'ng, thinking on their feet and strategising. It's easy to s8e why competitions Ilke this really do help students develop the skills they're going to need for the rest of their lives. Honestty, I wish I had sony8thing lika this when I was at school." Sponcor Kelly. Broadcaster, BBC Click FNsf UK18 a ehormy r•01• In EngloTrJ and Walo81117M3• 7 Bdl Yard, Li)n(k)n WC2A IJR
FIRST UK INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF FIRST UK I report to the trustees cfi my axaminatiorb of the financi81 statement8 of FIRST UK (the charity) for the year end•d 31 March 2025. RMpon•ibilltlM and basis of Mport As the trustees ol the charity you are rts8ponsie fcy the PT•paralicffl of the financial ststem•nts in accordanr with the requirernenl8 of the Charitie8Act 2011. I repDrt in respect of my exarninalion of th• charity's finandal slalaments c8nied out undèr so¢*on 145 01 th• 2D11 Act. In carrwng OLrt my examinalion I have fdlowed all the appU"c8bl& Dire¢tions glven by the Charity Commiy8bn under sedon 1451Sllbl of ihe 2011 Act. Independènt exaffllnerfo statement Since the ch8rity'$ 9ross income exceeded £250,000, thè independent 8xaminer musl bts a memb•r of a body Il$ted In 8e¢tion 145 of the Ch#rltias Act 2011. 1 ¢onflrm that l 8m qualffied lo undertake the •xarninalon becaus• l am a membw of ICAEW, vknich 18 one ofth&118ted btrJia8. I have completed my examination. I confirm that no rnatters have como lo my Attenllon In ¢onnectlon wrth the •xomination givlng mo cause to bellev& that In any mal•rfal respect.. Bccounting record$ wer• not kept in r•spact ol the charfty a$ wuired by saction 130 of the CharfUe$ A¢t 2011. the flnan¢ig18tatomenls do not a(xord wlh tho8¢ r¢cord8', or the financial statem•nts do n¢1 comply wrth the applicable requirernenis concernin9 thè lorm and ¢onlenl ol financi81 s18lements Bel out In the Charitie8 IAc¢ounts and Rep¢rt$l Regulations 2008 other than any requirement that the flnanaal slalernenl$ give a true and fair view, whith Is not a Tn8ttèr ¢on8idered ¥8 part of an independent examination. I hava no concerns And have c¢Jme auo$s no other matters in conngctlon with the examination to which 8ttention should be drawn in Ihls report In Ofder to enable a proper understanding of Iht flnanciol slal•m•nls lo be reached. Imon KayeACA Loplan Gro¥8 Barnttt & Co 1st Floor, Clc4stsr Hou88 Riverglde New 8ailey Slrnet M8nchester M3 5FS So, oi IO'IG 21
FIRST UK STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025 Unr•8trl¢t•d RMtrf¢t•d fvndj funds 202S 2025 Totsl Unr••trlctod R••tricted lunds lund* 2024 2024 Total 2016 2024 Not Incom• from.. Donallons ond legad&4 Chantable activlUe6 614,421 71,815 265,844 B80,C65 71,815 442,848 48,076 117.384 560,230 48,078 Total Incom• 888,238 265,644 951,880 490,922 117,384 808.308 Exp•ndltur• on., Rglslng lund8 Charitable actlvib•8 32,144 581.575 32,144 725,719 24.362 553.878 24,382 871,282 144,144 117,384 Total •xpendltur• 613.719 144,144 757.883 578.240 117,384 695,824 Net In¢omellexpendltur•) and mov•mont In fund• 72.517 121.500 194,017 187,318} 187,3181 Reconclllatlon of fund•: Fund balances al 1 Aprfl 2024 149,e87 149.667 236,985 238,985 Fund balanc•• at 31 M•rch 2026 222,184 121,500 343,664 149,887 149,887 The statement of flnancial aciivilm Indud•8 all gain8 and Io$B68 recogn18•d in tho year. All Income and exF4nditure derive Irorn conlinulng activilles. -22-
FIRST UK BALANCE SHEET AS AT 31 MARCH 2025 1026 2024 Mot•• Flx•d a•••ts 12 2.547 3.5gZ Cuff•nt a•••l D•blorn C•th It I?k and in h•nd 13 229.737 138.414 22.126 147.283 388,151 189.409 Crndltorn.. •fftDunts l•lllng du• wlthln on• y••f 14 125,0141 123.334) N•t curr•nt •11¥ 341,137 148.075 Tolal •••t• h•• ¢urv•Trl lbIll(l 343,884 t49,887 Th• lund olth• ¢h•rfty R•sfficl•d In¢om• Unreltrlcted fvjndi 121,500 222,184 17 149.867 345,e84 149,667 Th• •ti•m•nt$ w¢r• •pproYqd by Ihe tNsl••• on . M$AGoukl Tru•t•• -23-
FIRST UK STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025 2025 2024 Nol•s Cash Ih)ws from op•ratlnB actlvltl•• C88h18bsorbed byllgeneraled from oparalions 20 110,8691 82,276 Inv•stlng actlvttl Purch88e of18nglblo flxod 4ssels 12,5001 Net c••h u••d In Invmtlng •¢tr•ltl 12,5001 N•t c••h genor•t•d fmm flnanGlng i¢tlvttl•• N•t IdecreaJ•ylncr•a•• In ¢a8h and ¢a8h •qulvalent• 110,8691 79,778 C&th and ¢osh equlvilBnt8 41 be9lnning of yeaf 147,283 87,507 Ca•h and c••h •qul¥al•nt• •t •nd of yoar 136,414 147,283 -24-
FIRST UK NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Accountlng pollcl•• Charlty Infomiallon FIRST UK18 a Ch¥rltable 1nrP(xated Organisalion in EnLl8nd and 188. 1.1 Ac¢ountlnq conv•ntSon The financial slatement8 h8ve been prepared in accordaru wth the ¢harrtYs gtrvemlng docurnenl, the Charities Act 2011 and "Accounting and Reporb'ng by Chariti$.' sial&ment of Rornmended Practice applicable to chadties preparing Ihelf gccoufi15 in accordance the Finan¢i81 Reporting Standard applicable in the UK and Republ of Ifeland IFRS 1021. las 8rnended for accounting periods CDmmencing Irom 1 Janu8ry 20161. The tharity 8 Putlic Benefit Entity as d?fin8d by FRS 102. The finan¢l•l statements are PTep8red in 81erling, Ithich is th• functional currency of the charity. Monetary amounts In theae finnclal statam¢nl8 are round•d lo the n•8r•gt £. The flnanclal statements have been ppared urmler the historical cost Convention. modified to include the revaluation of freehold properties Dnd to indude investment propertl•s and certain fingncial instruments at folr vahje. The pdn¢lpal accounlng polldas adopted are $81 out below. 1.2 Golng conc•m Al the tirne ol approving the flnanclal statements, th trustees hav• a r8asonable expectation Ihel the charfty has adequal? r8sourc65 to c¢nllnu8 in operabonal •xi8lence lor the foreBeeabl• future. Thus the trus1o•8 continue to adopt the going conc8m ba81s of accounting in pr¥paring the finanual stalem•nl$. 1.3 Charft•bl• lund8 Unr86tricted lund$ ar& ovgilable for use 81 the discretion of tho tru$le¢8 fvjrtherance of thelr ¢harilat4e obj'eth'veg. Re$lri¢ted funds are subject to Specific conditionB by donors 86 lo how Ih•y may be used and are $et out in grant agreements Is$ued by the fvndr, agreed lo by the chwlty gnd reported ag¥lnsl vlhen the funds have been expended or th& grant l•mi has concluded. Endomnenl lunds gre sublect to spaciflc cond1t1S by donor8 that the caprtal must be malntalned by th• charity. 1.4 Incorne Incr)m¢ is recogni6ed when Ihe charity is lègally entitled to it after yrformonce condlllons have beon met, Ihp amounts can be mea$ur•d lIablY, Und It is probable that income VAII b• received. Cash don8Uons 8re recogni$&d on receipt. Other don81ion$ 8re recogni8ed cnce the chafSty hos been nolifled of th• donation, unley5 perfomiance ¢¢ndltions require *Jelerral of the amount. Inc¢m• tax recoverable In relation to donalions re¢eived under Gift Aid or deeds of ¢ovenanl Is recognised at the tim6 of the dtsnalion. Legades are recognlsed on r•cthpt or othèrwisè if the d)arily has been notrfi•d of an impending di8tribution, the amounl is known, and 1p1 is expected. If the amount is not known, the legacy is treated as a contingent asyel. 25-
FIRST UK NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Accountlng pollel IContlnu•dl 1.5 E¥pendltur• Expendrture 18 logniSed once thor• Is a legal or GstruCtive obligatitsn t¢ transfer economic benerrt to a third party, it is probable that a transler of ern01C benefits be fequirod in sotUem8nt, and the arnount of the obligBbon can be measured rdiably. Expendliur• ig dassrfied by advlly. The costs of 88ch actiwty are made up of the total of direct costs and shared cosis, includlng support cosf5 Involvtsd In undertaklng each activity. Direct StS attrtbutablo to a single activily are allocated tlirectty to that aclvity. Shared GIS which con¢ribut8 to more than one actm'ty and support costs whlch ar• not attributabl? to a Single Bclivity are apportioned belween those actlvilieg on a b8818 con315tsnl th the use of resource$. Central 8taff costs are allocated on the basi$ of tlme Jpnl. and depre¢lalion chgrge8 are allocated on the port0 of the asset's use. Cost of gen•r•tlng fund8 comprf8e lh8 costs a1claI•d vAlh attracting voluntary incom•. Ch8ritabl• expenditure comprt8•8 th08e c08t$ incurred by th• thorfty in the d•livary of its a¢ts"vllies and sarvlces for its beneficiarles. It includes both costs that can be direclly 81tribul6d to particular haadingB', Ih•y have been allocated to o¢livities on a ba$1$ con8lstent wllh the use of resources. 1.6 T•nglbl• flx•d •s¥•t¥ Tangiblo fixad 88set5 are inillally measured al coil and 8ubiequenUy mgasur•d al cost or vdUal, n8t of d•pre¢lalion and any Impairm•nt108ses. Deprerjallon is recognlsed so a8 tc wrlt• off tho cost or valuallon of os8•ts1088 ihelr resldual value8 ov•r Ih•lr U8elul IIv•8 on the Tomon9 bas88'. Fix¢ure$ and fittlng8 25% 8tralght line The gain or 1088 8ri81ng on the dl8posal of an a8891 1$ dotemined as Ihe differen b¢een the $el• proceeds #nd the carrying v8lu• ol the asset, and i¥ wcognised in the statement oi fin8ndo1 actlvilieB. 1.7 Impalrment of flx•d ••••t• Al each reports'ng end d¥t&, the ch8rity reviows the carrylng amounts 01 tangible Bsse18 to determine whether Ihere S any Indicauon that thos assets have suffered an irnpaSm•nt logs. If any such Indication exists, the recoverabl• amount ol the asset Is estimated In ordar to determln¢ tho ext•nt of the mpaIrment 1088 lil any). 1.8 Cash and cash oqulval•nt8 Cash and cash equivalents includa cash in hand, deposits held at call with banks, clher short-lem li(wid investments wth original malunkn.es ol three months or less, and bgnk oyerdrafts. Bank overdraft8 are show wrthln borrowirwJs in currenl li8bilitie6. 1.9 Flnancial Instrurn•nts The charity has elected lo athy the prowslon8 of Seclion 11 '8asic Financial In$lrumen15' and Section 12 'Olh•r Fin8naal Instruments Issues. of FRS 102 to all ol ils ffin8no81 instruments. Flnancial In8truménts are recowissd In the charity's balance sheet when the charity b8¢omes party to th contractual provisions of the instrumenL Financial assets and liabilities are offsèt, the nel amounts presented in the financial stst¢ments, when there is a legally enforceable right to sat off the r8cogni$ed amoun13 and th8r• is an intenb.on to setNe on a net basis or to realiso the asset and $8tlJe the liability simultaneou81y. 28-
FIRST UK NOTES TO THE FINANCIAL STATEMENTS ICONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Accountlng pollcles IContlnu•dl Basic flnancl•lass•ts Baslc financial asset8, whlch includ8 debtors and cash and bank balances, ar• initsally rneasured at transactson price including transaction Costs and are Subsentfy carried al 9m0.Sed c081 using th8 effecb've Interest method unless the arrangement consbtules 8 financing transaction, where the transaction is measured at the pres8nt value ol the future receipts di9¢0unlgd at a market ral¥ of intere8t. Financial as6et8 dassrfied 88 receivae within one year arg not amortised. B•slc fln•nclal Ilabllhloj Basic financial Iiabilib"es, includlng ¢redllcf$ and bank loan8 are Inrtially recognId at tranBJction price unleBS the arrangem•nt constitutes a financlng tran8aclb, wh•r• the debt in8lNmnt is measured at the present value of tho future payments dis¢ounted at a market r8le of interest. Finandal liabilrties daSfi•d as pay8bl• wIINn one year are not amort188d. Debt in$lruments are subsequenty carrled al amortised co8t, Un9 th¢ effective Inter•it rate malhod. Trade creditor8 gre obligations lo pay for goods or sèNlc•s that have been acquired in th• ¢rdinary course of operaJ¢ns Irom suppliers. Amount$ payable are d8ssifi•d 88 current liabilities if payment Is due wllhin ono y•8r or less. If not. they are presented a8 notF¢ufTenl liBbilitieB. Trade creditors Ow racognised inillally al trana8ctlon p¢& and $ubs•quenty measur•d •1 •moriised coll usln9 the effedve interest method. D•r•cognltlon olflnancl•l Ilabllltles Flnancig1118bllllle8 ore derecognised when th• charfty's Contractu obligation8 •xplr• or are disch8rgod or ¢anc811od. 1.10 Employ•• b•n•fit• The cost of any unu8ed hollday enullemenl li rognised In th• period In whith th• emF4oyee'8 8•Nlce$ are r8c8ived. Termination benefits are recognl$8d immediately 81 an expanse when the ¢har4ty is demonstr8Y committed lo lermiDale the employment of an employee or lo provide terrninalion b¢nefrt9. 1.11 Reilr•m•nt b8nefft• Peymenls to defined ctrIbutiOn Telremenl benefit schemés 8re charged as an 8xpen8e as thy fall due. Crttlc*l accountlng èutlmotss and Judgem•nts In the apphcation of the charity's accounting polia¢8, the Iru8tee8 ar• r8qulred to rn8ke judgemen15, •stimal•8 And assurnplions #both the carrying amount of assets and liobllititry ihat are not ieadily apperenl from other 50UTce5. The e5tirnates and associBted asyumplions ore based on historical exp8rlence and other factors that are considered lo be felevant. Actual results may differ from these estimates. Th• èstSmates and vnderfyin9 aSSUmPticfjs arè rÉvi8wed on an g01rj ba516. RlS1On8 10 Jccountlng estimates are recognised in thtr period in which the estimate 13 re¥ised where th¢ rèvision affects only that period, or in the period ol the revion and lulura p8rtod8 tho reivi5ion affert¥ both current and future periods. -27-
FIRST UK NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Donatlong and Ivga¢lo8 Unr••trlrt•d R••trlctod fund• lund• Total Unrestrided R¢stricted funds lunds Totol 1026 2025 202S 2024 2024 2024 DonatIc9 and g1ft8 814,421 9.400 256,244 623,821 256,244 442.848 10S,946 11,438 548.792 11.438 814,421 265,844 880,065 442.846 117,384 560,230 Grants rnc•lvabl? for or• •cllvlti other 256,244 256.244 11.438 11,438 258,244 2S8.244 11.438 11,436 Incom• from Gharftabl• •ctlvlll Major EY•nl• 2025 Major Ev•nt• 2024 SAle of goods Servi¢e$ piuvl(led under contra 29,971 41,844 15,854 32,222 71,81S 48,078 Analygls by fvnd Unrestrictod funds 71,815 48,078 Expendltuf• on r¥l•lng funds Unrestrleled Unmtrlci•d fund• fund8 2026 2024 Fundral•lng and publlcty other fundrai¥ng costs 32,144 24,382 '8randing' cov•rs the costs of •ducational ccntenl d¢gn and produclng coUatsr¥l for ovMts. -28-
FIRST UK NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Charltabh actMtI•s Programm• d•llv•ry costs 2028 Dlr•ct actlvlty Paajor •v•nto Tot41 2026 Total 2024 202S 2025 Staff costs Dopraciation and impairmènt ISurplu511 deficit on di8pDsal of fixed $3el8 Equipment- Rotxjtlci & Technical Computer sofiware and maintenance Dueo and subscriptions Office equipment offi insuranc8 Direct Costs Postage & staonery Other Travel and Subs181•n¢• stor8g• & Dl8trtbuUon Rent and 8•rvlc• ¢h•rge8 266,936 1,045 266,938 1.045 242.58e 3.501 4,103 138,052 2,317 2,521 1,SOO 2,830 54,878 11,218 3,760 15,S43 31.344 2.904 8.952 6.4S4 4,179 158,041 166,993 8,454 4,179 171 3,467 72,049 6,086 3,487 70,132 4,201 1,917 11.131 9.486 9.468 29.439 2,470 29,439 2,470 316,138 281,813 1.917 579,866 515.055 Shara ofgov•m•nce costs I* note 71 145,853 145,853 158,207 481,989 281,813 1,917 725,719 871,282
FIRST UK NOTES TO THE FINANCIAL STATEMENTS {CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Charltabl• actfvitl•• Icontlnuedl AnafyBls by fvnd Unrestricted fund8 Restrfctad fund8 461,989 119,588 142,227 581,575 144,144 553.878 117.364 1,917 481,989 261,813 1,917 725,719 671,262 For th• y•ar •nd•d 31 P41•rch 2024 Unrestrf¢t•d funds R•sln'¢ted fundi 441.733 99.926 95,497 12.219 21.887 553.878 117.384 441,733 195.423 34,106 671,282 Support colts ollo¢at•d to •ctlvltl 2026 2024 Governan co8t8 145,853 158,207 Analysad betwe•n: OlheT 51# 145,853 156,207 2025 2024 Gov•rn•nco co•ts ¢omprl••'. ACcountcY Le901, professlonal, freelan and consultancy Sundry 8•nk thwges & exch•ngo losBes 8,118 139,597 5,172 148,729 758 3.S48 11,880 145.853 158.207 N•1 movement In fundi 2026 2024 The net movernenl In funds Is staled 8ft8r chargingllcredlngl'. Fees payablp for the independent examlnation ol the ¢hArity's finanaol staternenls D8prerAatson of owngd 1ongit4e fixed a$$et8 1,045 3,501 Trust••s None of tmstees lor 8ny F¢rsons connected with thernl received any remuneration ry bénefits from the charity during the year. N¢)ne of the Iruste?s lor any personj connected them) recélvad any relrnbursem&nt of expenses frorn the charity during the year.
FIRST UK NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 AIARCH 2025 10 Employ¥ The 8verag8 rnonthty number of employees durlng th• year was.. 2026 Numbor 2024 Nurnb•r Employment Gt¥ 2025 2024 È988 and salaries Social 8ecurily cost$ Othar pen81on costs 241.239 20,010 5,887 222,051 15,940 4.595 2fj8,938 242.588 There were no employe•8 vthose annual r•rnunerallon w•$ mor• than £80,000. R•mun•r•tlon ol koy manag•m•nt p•r•onn•l The remunernllon of k•y managemonl PalBonnel wai 88 follow8., The CEO 18 now •ngaged a• a ¢on8ultant rather than an om 0Y•• ol the charlty %thlh the cost& r•cogni•vd within gov•rnance coJli. Tha •quiv8lenl remunerglion wa8 betrnen £90,001- £99,000. 11 Taxatbon The 1$ •xempt from laxgllon on118 a¢llvlts"•$ CaU88 all ils Income Is appllad for charitat4e purposes. 31
FIRST UK NOTES TO THE FINANCIAL STATEMENTS (CONTINUED FOR THE YEAR ENDED 31 MARCH 2025 12 T•ngllAe flxod Ms•ts FIr•S •nd flttlng• Co8t At 1 April 2Q24 19.404 At 31 Morch 2025 19.404 D•pr•¢l•llon and lfflp•lmi•nt Al 1 Apnl 2C24 Depreciation chargod in the ye•r 15.812 1,045 At 31 March 2025 16,857 Carrylng amount At 31 March 2025 2,S47 At 31 Mqrth 2024 3,592 13 D•btor• 2028 2024 Amount• falllng du• wlthln onè y•ar. Trado debtors Other debtors Prepaymerts and accTuod Incom 208,153 20,884 920 3,013 18,408 707 229,737 22,128 14 Crodltor¥: •mount• falllng du• wlthln on• y••r 2026 2024 Trade cf8dStors Accruals and d&f8rred income 6,581 18,433 5,770 17.564 25.014 23,334 15 Retlram•nt b•n•fit scheme• 2025 2024 Defin•d contrlbutlon ychem Charge to profft or loss in respect of defin•d ¢rfribthion 8cheme$ 5,887 4.595 The chawity (yerate5 a defined contribub.on pen0 scheme for all qu81ity.ng employees. The assets of Iho 8cheme aw hdd separalety from those of the charty in gn independentty administered furbd.
FIRST UK NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 16 Rv•trl¢t¢d fvnds Th8 revltricted fvnds of the chty ¢omprls8 tha Lmexpended balances ol don•bons and grants held on trust subject 10 6pecffic cMditions by dontys as to how they m•y be uoed. At 1 Aprll 2024 Incomlnq Rmourctt At 31 March r•sources •xpend•d 2026 265,844 1144,1441 121,SOO Pr•v[ol y••r: At 1 Aprfl 2023 Incomlng 8ourc•s RHourc•• At 31 M•rch oxp•nd•d 2024 t17.384 1117,3841 17 Unr••trlGt•d fvnd¥ The unréstricted funds Df the ¢h¥rlty comprf8e the unexpended balances of don8llons and gran18 which are nol subject to 6pedflc condltlon8 by donors and grantors as lo how they may bo u8•d. The88 include d88ignated fund• whlch hav& been set 8gld• out ol unrtr8lri¢t•d lundB by th• Iw8t•88 for $p•cific pu$6•. RDsourc•8 At 31 Mirch ?xpondod 2026 At 1 Aprll 2024 Incomlng f•Ul¢8 Ganeral fund8 149,687 886,238 1613.7191 222.164 Prnvlou• y•r. At l Apdl 2023 In¢omlng ft01¢ At 31 M•rch r••ourc•s •xpènd•d 2024 Gener81 funds 238,985 490,922 1578,2401 149,687 18 An•ly•l• ol n•t a•8•ts b•lwe•n fund• Unf••trlctsd funds 2026 Rostrlci•d funds 102S Total 2026 At 31 March 2025: Tgngible a55ets Currènt assetsllliabililie61 2.547 219,637 2,547 341,137 121.500 222,184 121,51JO 343,884 .33-
FIRST UK NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 18 Analyslg of n•t a•Mts between funds Icontlnuedl Unre•trl¢t•d lunds 2024 Re8trlct•d fundJJ 2024 Total 2024 At 31 March 2024: Tanglble 8s$els Cwrent asset(lIabilItltgI 3.592 146.075 3.592 148.075 149,887 149,687 19 R•lat•d p•rty TrUCtIonS Tharn were no dlBd08abh re18ted party tran88cb'cs durlng the year. 20 C••h l•b•orb•d byVgan•rnt•d from op•r•tlons 2026 2024 SurFlu(defirt1 for the year 1 B4,017 187,3181 AdJu•tm•nt• for. Depreaation and iFnpairm•nl of tanglble flx•d 98sels 1,045 3,501 Mov•mont• In rkIng caplt•l.. Iln¢reaMlldeu•85e in debtors InueaBe in ueth'tLYS 1207.6111 1,680 152,497 13,596 Ca•h l•b•orb•d byyg•n•rt•d from op•rntlon• 170,8691 82,276 21 An•lyBh of chinqo• In n•t fund• Th• eharfty had no materl•l debt dung tho y8ar.