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
St*t•m•nt of *nanclal acti￿1
Bd•nc• ih••t
23
sthtemenl of u•h fflow8
24
Not•8 to th• flnanclal •t41•M￿t0
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, exp￿dIlure 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 h￿h8￿1 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

1. 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 Engl￿d 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 Pow￿1ng 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 IiavelawotditsndBup￿￿l•￿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 all￿ating 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 chrtyttg￿t*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 wo￿5 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(ha￿*r￿u￿I
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 be￿een
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
F￿str UKl8 a chwrtyr•glbt•r•d Ih England and Wal88111784
7 e811 Yard. Lon¢*n WC2A 2JA
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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¢hM￿l.
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
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7 Bèll Yard, Lor￿On WC2A ?JFt
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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
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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 eXpe￿ence, 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 gr0￿h.
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 I￿￿9 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$tlng and reporting
Updating its SAGE HR plattorm to provide consistent staff onboarding, training and reporting
Refreshing the charty webglte to make It easier to navlgate
'7hroughout the years, it's built me to who l am and it's got me to love who l am."
Joel Tomy, fornier Hotwire Rewired. Englneerlng Studont at Unlversity
3. Financial Review
3.1 Income
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7 Bell Yartl, Lonth)n WC2A 2JR
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The ¢harty grew income in year 56% to £951 K. Thi$ was achieved primarily through securing two new
key partners each contributing significant gifts, some ir￿reaS8 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 I￿50K 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 ap￿tIt8 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
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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 dOr￿r 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
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penslons and any pOt￿tial 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
Trust￿9
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 reg￿t￿8¢ In Engknd Ind w•r••1117043¥
7 B811 Yar(I, LorK1on WC2A 2JR
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Founding CEO E￿QorY￿ 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 waks11178￿I
7 BBII Yard, London WC2A 2JR
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••

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 Pro￿lon3 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 a￿SsmentS 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 W￿K 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 sUpp￿t 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
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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 rn9knttr*d In Eno1￿1 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 w￿h teams
Increa80 Penetra￿On {# 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 engageffl￿t with student den70graphKs that might have initially wled out tech and robot￿5 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 Eng*nd Wa1•8111784SY)
7 Bell Y*rJ. 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•0￿1￿•￿ 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 rts8ponsi￿e 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 l￿bIll(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• •t*i•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 1n￿rP(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 R￿ornmended 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 fin*nclal statam¢nl8 are round•d lo the n•8r•gt £.
The flnanclal statements have been p￿pared 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 fvnd*r, 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 cond1t1￿S 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 lo￿gniSed once thor• Is a legal or G￿struCtive obligatitsn t¢ transfer economic benerrt to a
third party, it is probable that a transler of er￿n0￿1C 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 Jp*nl. and
depre¢lalion chgrge8 are allocated on the port￿0￿ of the asset's use.
Cost of gen•r•tlng fund8 comprf8e lh8 costs a1￿claI•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 Tomo￿n9 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 Subs￿￿entfy 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 receiva￿e within one year arg not amortised.
B•slc fln•nclal Ilabllhloj
Basic financial Iiabilib"es, includlng ¢redllcf$ and bank loan8 are Inrtially recognI￿d at tranBJction price unleBS
the arrangem•nt constitutes a financlng tran8aclb￿, wh•r• the debt in8lNm*nt is measured at the present
value of tho future payments dis¢ounted at a market r8le of interest. Finandal liabilrties daS￿fi•d as pay8bl•
wIINn one year are not amort188d.
Debt in$lruments are subsequenty carrled al amortised co8t, U￿n9 th¢ effective Inter•it rate malhod.
Trade creditor8 gre obligations lo pay for goods or sèNlc•s that have been acquired in th• ¢rdinary course of
operaJ¢ns Irom suppliers. Amount$ 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 $ubs•quenty measur•d •1 •moriised coll usln9 the effedve interest method.
D•r•cognltlon olflnancl•l Ilabllltles
Flnancig1118bllllle8 ore derecognised when th• charfty's Contractu￿ obligation8 •xplr• or are disch8rgod or
¢anc811od.
1.10 Employ•• b•n•fit•
The cost of any unu8ed hollday enullemenl li ro￿gnised In th• period In whith th• emF4oyee'8 8•Nlce$ are
r8c8ived.
Termination benefits are recognl$8d immediately 81 an expanse when the ¢har4ty is demonstr8￿Y committed
lo lermiDale the employment of an employee or lo provide terrninalion b¢nefrt9.
1.11 Reilr•m•nt b8nefft•
Peymenls to defined c￿trIbutiOn Telremenl benefit schemés 8re charged as an 8xpen8e as th*y 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 ￿g01r￿j ba516. R￿lS1On8 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 revi￿on 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
DonatIc￿9 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 & sta￿onery
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••'.
ACcount￿cY
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 chargingllcredl￿ngl'.
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 G￿t¥
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
FI￿r•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 pen￿0￿ 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 ch￿ty ¢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[o￿l 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 ft￿0￿1¢￿ 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'c*s durlng the year.
20 C••h l•b•orb•d byVgan•rnt•d from op•r•tlons
2026
2024
SurFlu￿(defir￿t1 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•r*t•d from op•rntlon•
170,8691
82,276
21 An•lyBh of chinqo• In n•t fund•
Th• eharfty had no materl•l debt du￿ng tho y8ar.