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2025-03-31-accounts

The MaternityTeacher PaternityTeacher Project

Trustees Annual Report

For the period (start) 1[st ] April 2024 to (end) 31[st ] March 2025 Section A: Reference and Administration Details

The MTPT Project is the UK’s charity for parent-teachers, supporting teachers, leaders and support staff across all education settings when they become parents, and throughout their early years as working parents.

Whilst this year has shown that women aged 30-39 are still the largest demographic to leave teaching, there is cause for some celebration. The total number of leavers in this demographic has fallen from 9,147 in 2023 to 8,453 in 2024, which now makes up 20.5% of all leavers instead of the 27% reported in 2016 when The MTPT Project was founded.

Thanks to the attention garnered by our Missing Mothers report (in collaboration with The New Britain Project) in August 2024, we now have access to an increasing range of data about our parent-educator audience. This includes a formal maternity attrition figure that shows that we lose an average of 3,835 teachers in the four years after returning from maternity leave. This loss peaks in the first twelve months of the return, where we lose 1,775 teachers every year.

The MTPT Project and our research is now supporting organisations like The Key Group, the Teaching Commission and the House of Commons to better understand our parent-educator audience, causes of retention and attrition, their impact on the health of our overall workforce and the sustainability of our education sector as a whole.

We are therefore making great strides towards our goal of giving voice to our community in order to better serve their needs and retain colleagues in the

education sector when they become parents.

Other names the charity is known by: The MTPT Project

Charity’s principal address:

c/o Haines Watts Swindon Ltd. Old Station House Station Approach SWINDON SN1 3DU

Names of the Trustees who manage the charity:

Trustee name Office
(if any)		 Dates acted
(if not for
whole year)
Bridget Clay Chair
Meera Gupta-
Chaudhary		 Treasurer
Rosie Kelly-
Smith		 Partnerships
Kathleen
Cushnie		 Coaching
Madeleine
Fresko-Brown		 resigned 12th
June 2025
Helen Philpott Schools /
MATs
Jenna Crittenden
Claire Neaves Inclusion
Paul Hunter Fathers appointed 12th
June 2025
Vic Walker Community appointed 12th
June 2025
Charlotte-
Claudia Osborne		 Community appointed 12th
June 2025
Danielle England Safeguarding appointed 12th
June 2025

Name of chief executive or names of senior staff members: Emma Sheppard, Founder

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Trustees Annual Report, 2024-25

Names of the trustees for the charity, if any, (for example, any custodian trustees): None

Names and addresses of advisers

Type of
adviser		 Name Address
Community
Organising		 Sebastien
Chapleau,
Citizens
UK		 Jacquard Point 1 and 3,
Tapestry Way, London, E1
2FJ
Charity
Mentoring		 The
Cranfield
Trust		 Court Room Chambers, 1
Bell Street, Romsey,
Hampshire,SO51 8GY
Charity The Fair
Education
Alliance		 8-10 Grosvenor Gardens,
London, SW1W 0DH

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Trustees Annual Report, 2024-25

A Welcome from the Chair of Trustees, Bridget Clay

Introduction from the Founder, Emma Sheppard

Women aged 30- 39 are still the most likely to leave the teaching profession. Meanwhile, the gap between underserved pupils and their peers is wider than ever. This means it has never been more important to retain, develop and support great teachers, who enable great learning and success for children in our schools.

This is the challenge that the MTPT Project is tackling. We are seeing increased awareness, with national coverage of our Missing Mothers report.

Our ‘Cradle to Classroom’ support continues to grow and nearly 500 teachers have now benefitted from the coaching and targeted support.

Through the MTPT project continuing to inspire, connect and empower teachers, the narrative, the culture and the support for parent teachers is changing,

I am excited to work with Emma to see this continue into the future.

This has been an exciting year for The MTPT Project, with our Missing Mothers report, published in collaboration with The New Britain Project, spotlighting our community of parent-educators and their importance to the health of our workforce.

Although almost 8,500 women aged 30-39 left the profession, they also now represent a third of our workforce.

Real change is now being seen in the sector: increasing research is being undertaken by large organisations to better understand the needs of our community; multiacademy trusts around the country are making family policies fairer and more inclusive; and an increasing number of stakeholders are investing in the practical work of supporting parent-educators through our coaching and workshop programmes.

The expansion of our Cradle to Classroom programmes of parental transition support means that we are having a positive impact on the wellbeing, gender equality and retention of an increasing number of parent-educators within our system, and evaluations of the success of these programmes is beginning to shape government conversations around retention and CPD.

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Trustees Annual Report, 2024-25

Section B: Objectives and Activities

The objects of the CIO are to advance education for the public benefit by maintaining high standards in teaching by ensuring the continued professional development of teachers during or on their return from parental leave, including assisting in the re-training of teachers who have taken a caring-related career break.

Since 2022, we have operated according to a vision statement and accompanying 10 point manifesto, which captures our long-term goals and the activity which will enable us to achieve them.

community, this manifesto identified goals that would make education a more family-

friendly, and therefore sustainable profession.

In February 2025, we chose two of these manifesto points to move forwards with as part of our 3-5 year strategic plan:

Vision

The MTPT Project’s vision for education is for teaching to be a career choice that is amongst one of the most family / lifefriendly professions in the UK so that we no longer have the recruitment and retention issues that disadvantage our students, and place such strain on our workforce.

We imagine an education system that includes an equal gender split at all levels, so that teaching is no longer viewed as a “caring profession for women” and leadership positions are no longer disproportionately dominated by men.

With this equal gender split, we want to abolish the gender pay gap across all levels of teaching and leadership. To achieve this, we want to address the many grains of sand that result in the motherhood penalty in education, and eliminate this penalty entirely.

3-5 Year Strategy

From February 2023 to February 2025, we ran a series of roundtables bringing together a group of high level stakeholders. These roundtables asked the question, Can teaching be a sustainable career choice? and were underpinned by a 10-point manifesto. Informed by our research and

From September 2024, our fundraising was focused on securing fully-funded access to the group elements of our Cradle to Classroom programme for colleagues working in state schools. This offer is made up of three programmes:

Making these group coaching programmes nationally available means that our partnerships with multi-academy Trusts and local authorities can focus on providing 1:1 coaching places, which is the final part of our Cradle to Classroom offer. This fully-funded approach also provides a core income for the Founder and monthly administrative / social media support.

Our principal campaigning and research focus is now on the impact of equal and improved parental leave and pay on wellbeing, gender equality and retention.

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Trustees Annual Report, 2024-25

Main Activities

Our Trustees have regard to the guidance issued by the Charity Commission on The MTPT Project’s public benefit: “to advance education for the public benefit by maintaining high standards in teaching by ensuring the professional development of teachers during or on their return from parental leave, including assisting in the retraining of teachers who have taken a caring-related career break.”

The coaching and workshop activities aimed at our core audience of teachers, leaders and support staff who are parents, remain our main activity, generating the bulk of our income (64%).

Training aimed at our wider audience of school, organisational and systems leaders is our second core activity, generating 21% of our income.

Our Missing Mothers conference continues to generate around 10% of our total annual income.

penalty in education, and our campaigning work. During the reporting year, this included three roundtable events, and the start of our initial review into equal and improved parental leave and pay.

Team Members and Volunteers

The MTPT Project is made up of 41 volunteers who contribute to the organisation across the following teams:

We also have a team of 13 coaches, all of whom work on a freelance, paid basis, taking on pro bono clients when their capacity allows.

During the reporting year, we have welcomed two new Regional Representatives to the team in Manchester and Brighton, and one new coach. Two coaches who had paused their activity with The MTPT Project for a period, have rejoined our freelance team.

Non-income generating activity includes our ongoing research into the motherhood

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Trustees Annual Report, 2024-25

Section C: Achievements and Performance

Parent-Educators

This was our second year of offering fullyfunded access to state school colleagues in England to two of our Cradle to Classroom programmes:

Once again, we ran five coaching cohorts over the academic year 2024-25 and seven workshops, which were freely available to colleagues during their leave, or as they prepared to return to work.

These programmes were fully funded by a group of supporting Teaching School Hubs and unions, and will be expanded next academic year to include our Sustain and Grow group coaching programme. As of August 2025, we have secured 95.6% of the total funds needed to run this expanded programme.

By August 2025, 464 colleagues had benefitted from one or both programmes, more than double the number accessing the programmes in the previous academic year (223).

Of the colleagues who completed our feedback forms for Return to Work workshops run in this reporting year, all

said they would recommend the workshop to a colleague.

34 colleagues completed our Sustain and Grow group coaching programme – a decrease from last academic year (55) when criteria-specific funding was available.

Our established partnerships remain strong, and we have worked with these organisations to embed our coaching offer and identify appropriate engagement targets.

We received new funding from the English Association for places on our Sustain and Grow group coaching programme, and repeat funding from The Ogden Trust (Physics teachers) for the same programme.

System-Wide Change

Following the success of our Missing Mothers report, we rebranded our annual conference to use the same name and deliver it in partnership with The New Britain Project, who published the report.

We reformatted the event to run it over two mornings, with the first morning aimed at school and organisational leaders, and the second aimed at parent-educator colleagues.

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Trustees Annual Report, 2024-25

The event was once again fully-sponsored, and ticket sales enabled us to raise £775.08 to contribute towards our core costs. 140 delegates attended across the two mornings, including approximately 60 school and system leaders on the first morning.

We ended our series of roundtable events for high-level stakeholders in February 2025, after identifying our 3-5 year strategic plan:

Engagement in our Life Friendly Leadership programme has encouraged us to think more strategically about the placement of this work, and to nurture relationships with organisations who are ready to commit to this essential training.

We have seen an increased amount of attention paid to women aged 30-39 in DfE rhetoric, particularly in conversations around the retention of staff with caring responsibilities.

Diversity and Inclusion

We continue to promote diversity and inclusion through our annual reporting process, which takes place between August and the final Trustee meeting of the year in October. The Diversity and Inclusion report is shared with all volunteer and team members and feedback is solicited before submitting the report to the Board of Trustees for further review.

We recognise that by retaining a diverse range of teachers in the education system when they become parents, we are providing our students with powerful role models. We therefore don’t just want our

MTPT community demographic to reflect the diversity of the national workforce; we want the community that we empower to represent the student body that we serve.

During the reporting year, we focused on campaigning for equal and improved parental leave and pay; improving our data tracking processes, and increasing diversity amongst our Board of Trustees.

On our 1:1 and group coaching programmes, we have seen positive engagement from participants from minoritised ethnic backgrounds, and an increase in engagement from fathers.

Our 2025 Diversity and Inclusion report highlights an ongoing need to improve live engagement amongst our fathercommunity, and colleagues of Asian heritage. There is also work to be done regarding the diversity of our team of volunteers and freelance coaches.

Future Plans

Over the academic year 2025-26 we intend to:

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Trustees Annual Report, 2024-25

conversations around parental leave and pay

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Trustees Annual Report, 2024-25

Section D: Financial Review

Reserves

The MTPT Project is a small charity with relatively low reserves and very few commitments outside of fully funded work. All staff are engaged on a freelance basis, and we have no permanent employees. Our reserves reflect this.

The Trustees are in the process of developing a reserves policy, as we build a more accurate understanding of our core costs.

Further financial review details

Our year on year income shows slight growth in this reporting year, but our net income shows a loss of £5,785.

----- Start of picture text -----
Year on Year Income
70 63 64
60
50 44 44
40 33
30
20
12
10
0
FY22 FY23 FY24 FY25 FY26 FY27
Forecast Forecast
£'000
----- End of picture text -----

This can be largely explained by three factors:

Next reporting year, the inclusion of our Sustain and Grow group coaching in our Cradle to Classroom programme will reduce some of these discrepancies, as invoices for 2025-26 activity will be paid in the same year (September – December 2025).

Much of the grant funding received at the end of the reporting year 2023-24 has now been spent on activity in this reporting year, and so should no longer affect our accounting.

Our financial records reinforce that, as a charity our identity continues to be a provider of coaching and parental transition support, and associated training for school and systems leaders.

Our annual Missing Mothers conference presents an increasing income opportunity thanks to sponsorship and ticket sales.

Our expenses confirm this identity, and demonstrate the support that a fullyfunded Cradle to Classroom programme

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Trustees Annual Report, 2024-25

(where some administrative fees are “tucked in” to the costs) can provide for our costs.

We are also now better able to compare income and expenditure according to matching categories, as the key aspects of our activity become more established, and we are required to experiment less with other income streams.

An adjustment to our invoicing procedure at the end of our previous reporting year also supports this alignment: all Cradle to Classroom activity is now invoiced ahead of time and therefore funds are in our account within the reporting year.

Grant applications continue to be an unreliable source of income to cover core costs, or provide security coaching or workshop programmes.

We have improved our tracking of restricted funds, and are now able to report on this with greater accuracy.

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Trustees Annual Report, 2024-25

Section E: Risks, Uncertainties and Opportunities

The principal risks we’ll manage during the upcoming financial year, according to our 2024-25 accounts are:

Risks to Income (anticipated at the end of previous reporting year)

Ambiguity regarding the DfE’s Flexible Working Ambassador Schools and MATs Programme

The DfE’s FWAMS programme ran for four years, from 2021, and was extended for a further year (until July 2026) by the new Labour government.

We have delivered a number of webinars as part of this programme, but our annual income from this work has dropped from £4,450 (2022-23) to £2,490 (2023-24) to £900 (2024-25).

Flexible working in education remains a priority for many, and so even if this is not a specific income stream, The MTPT Project’s positioning as a key voice in this conversation, particularly when it comes to the parental transition period, may lead – indirectly – to ongoing income.

Individual Memberships

In the summer of 2024, we chose to end our individual membership. Although these memberships generated £1,265 of income in 2023-24, and £1,189 in 2022-23, the return to in-person networking events and the growth of our group coaching programmes rendered the principal appeal of this package obsolete.

Our individual membership was replaced with an Easy Fundraising account, which earns us passive income when subscribers shop online, at no cost to them.

Our intention was that EasyFundraising donations would cover most of our core costs (£1,973 in this reporting year). However, for the second year in a row, we have only raised £283 through EasyFundraising.

Ticket sales and speaker fee donations from our Missing Mothers conference raised a further £1,745, and leaving us with £228 of core costs that were not covered.

Over the next academic year, the following fundraisers / income streams will be used to cover an estimated £2,000 - £3,000 of core costs per year:

Looking ahead to the academic year 202627, we could consider building core costs into our Cradle to Classroom fundraising budget.

Grant Funding

Four grant funding applications were made this year, and two were successful:

We were not successful in securing funding requests made to Garfield Weston, or Rosa’s Voices from the Frontline fund.

Ticket fees from our Missing Mothers conference, donated speaker fees and a small amount of sponsorship overflow helped to bolster our core costs in place of designated grant funding.

Diverse Educators also sponsored four of our six coffee mornings.

Unanticipated Risks

At the end of the last reporting year, we did not anticipate that we would experience lower-than expected sign up to two of our programmes, which resulted in cancelling one of three Life Friendly Leadership programmes throughout the year, and one

11

Trustees Annual Report, 2024-25

of four Sustain and Grow group coaching programmes. This resulted in approximately £9,000 of lost income, and further confirmed the need to incorporate our Sustain and Grow group coaching programme into our fully-funded Cradle to Classroom model.

Risks to Income (for next reporting year)

Conference Income

An increasing move to in-person conference and training events, four years on from lockdown that demand the presence of the Founder as the “draw”, combined with the Founder’s residence in France means that often expenses are negotiated instead of conference fees.

We will need to consider ways to continue growth in this area whilst covering both delivery fees and expenses of conference speakers.

Risks to Cashflow

Coaching

Following changes to our invoicing process, we our coaching programmes no longer present a risk to cashflow.

All contributions to our Cradle to Classroom coaching programmes are now invoiced in September for payment in the Autumn term. 1:1 coaching programmes are invoiced in full following the first fulllength coaching session.

options to confidently cover our core costs, anticipated to be between £2,000-£3,000 per year over the next three years.

Activities Currently Not Meeting their Potential

Activities aimed at school and systems leaders (Life Friendly Leadership programme, School Membership Consultation) have not met their anticipated potential over the last two years.

Sales from our book are now making a small profit (£38.47), as we have paid off our advance. We will continue to promote this at events and on social media.

A number of webinar and on-demand series are available on Eventbrite and receive little attention. This includes our Supporting Maternity Returners webinar, and our What to Expect as an Expectant Teacher series, which we hoped would provide passive income to support our core costs.

The following opportunities could improve the profitability of these activities:

Core Costs

As our financial management becomes more accurate, we are still exploring

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Trustees Annual Report, 2024-25

Section F: Structure, governance and management

The MTPT Project is a Charitable Incorporated Organisation (CIO). We operate in England (charity number 1192218).

We are governed by a CIO Constitution under deed trust, which was last amended in October 2020. Our Constitution sets out our charitable purpose, which is to advance education for the public benefit.

This reporting year, the subcommittee meetings were replaced with new Trustee recruitment and interviews.

Trustees who do not have up to date safeguarding or Safer Recruitment training through their employer are offered the NSPCC’s online training course. This year, two Trustees and the Founder completed the NSPCC’s Safer Recruitment training as part of the new Trustee recruitment process.

Board of Trustees

This year, we held our first round of public Trustee recruitment. Adverts for three specific vacancies were shared through our own communication channels, and those of our supporting partners. Four new Trustees were appointed into three new posts following an application, shortlisting and interview process:

New minimum term periods were agreed for different Trustee roles, and five permanent Trustees applied for, and were granted reappointment as per the new three-year terms. During the reporting year, one Trustee resigned (Madeleine Fresko-Brown).

Upon appointment, all Trustees must read and confirm understanding of our most upto-date Diversity and Inclusion report, and safeguarding policies (safeguarding children / safeguarding vulnerable adults). Updates to the safeguarding policies are circulated on an annual basis and Trustees are obliged to complete the update training in order to remain in post.

Trustees meet twice annually with subcommittee meetings organised once per year focusing on:

Wider Network Partners

The MTPT Project has close working relationships with a number of network partners.

Flexible working:

Diversity in the Education Workforce:

Programme Support and Sponsorship:

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Trustees Annual Report, 2024-25

Research:

Media Outlets:

Early Career Teachers:

Wider Maternity Advocacy: ● Nugget Savings

Networking Support:

  - LitDrive

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Trustees Annual Report, 2024-25

Section G: Other Optional Information

No further information to provide.

Section H: Declaration

The trustees declare that they have approved the trustees’ report above.

Signed on behalf of the charity’s trustees

Signature(s):

Full name(s): Bridget Clay Emma Sheppard

Meera Gupta-Chaudhary

Position (e.g. Secretary, Chair etc.):

Chair of Trustees Founding Director Date: 25.11.25

Treasurer

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Trustees Annual Report, 2024-25

Independent examiner's report on the accounts

Section A
Independent Examiner’s Report		 Section A
Independent Examiner’s Report		 Section A
Independent Examiner’s Report
Report to the trustees
On accounts for the year
ended
Set out on pages
Responsibilities and
basis of report
Charity Name
The Maternityteacher Paternityteacher Project
31 March 2025 Charity no
(if any)		 1192218

Independent I have completed my examination. I confirm that no material matters have examiner's statement come to my attention in connection with the examination which gives me cause to believe that in, any material respect:

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

Signed: Date: 08/12/2025
Name: Michael Webb
Relevant professional ICAEW
qualification(s) or body
(if any):
Address: Haines Watts Swindon Limited
Old Station House, Station Approach
Swindon, SN1 3DU

1

Section B

Disclosure

Only complete if the examiner needs to highlight material matters of concern (see CC32, Independent examination of charity accounts: directions and guidance for examiners).

Give here brief details of any items that the examiner wishes to disclose .

2

The MaternityTeacher PaternityTeacher Project

CC16a

For the period 1st April 2024 from

1192218

Receipts and payments accounts

31st March 2025

To

Section A Receipts and payments

Unrestricted Restricted Endowment funds funds funds

Total funds Last year

Unrestricted
funds		 Unrestricted
funds		 Restricted
funds		 Endowment
funds		 Total funds Last year
A1 Receipts to the nearest
£
8,083
3,800		 to the nearest £ to the nearest £ to the nearest £ to the nearest £
Conference / training fees and expenses 8,083 - - 8,083 125
Annual Conference Sponsorship 3,800 - - 3,800 4,150
Annual Conference - Ticket Sales 775 - - 775 292
TSH Funded Project (2023-24) 2,185 - - 2,185 13,739
TSH Funded Project (2024-25) 14,041 - - 14,041 -
Webinars 281 - - 281 -
Sustain and Grow group coaching 2,286 1,470 - 3,756 -
1:1 Coaching 6,520 1,810 - 8,330 15,910
Conference / Webinar - - - - 6,680
Flexible Working Ambassador Schools
Workshops		 1,100 - - 1,100 2,490
Article Writing 300 - - 300 500
Book Sales - - - - 56
Coffee Morning 231 - - 231 200
Book Review - - - - 50
Membership / Subscriptions 577 48 - 625 1,265
Referral Fee - - - - 600
Easyfundraising 283 - - 283 283
Donation - - - - 500
Amazon Smile - - - - 26
Error 160 - - 160 1,000
Other Income - - - - -
- - - - -
Sub total(Gross income for
AR)
40,622		 3,328 - 43,950 47,866
A2 Asset and investment sales,
(see table).
- - - - -
- - - - -
Sub total - - - - -
Total receipts
A3 Payments		 9,117
5,850
-
4,200
6,940
225
6,272
7,925
-
-
1,100
300
-
-
262
1,973
-
-
-
-
-
-
-
330
-
2,705
40,622
3,328 - 43,950 47,866
-
-
-
-
-
-
1,795
740
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 -
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 9,117
5,850
-
4,200
6,940
225
8,067
8,665
-
-
1,100
300
-
-
262
1,973
-
-
-
-
-
-
-
330
-
2,705
-
Conference / training fees and expenses 9,117 705
3,120
1,000
5,672
-
-
-
17,866
360
2,844
2,490
500
85
375
250
-
50
473
293
47
1,440
375
360
265
1,009
-
08/12/2025-
Annual Conference Fees 5,850
Annual Conference Organiser Fee -
TSH Funded Project (2023-24) 4,200
TSH Funded Project (2024-25) 6,940
Webinars 225
Sustain and Grow group coaching 6,272
1:1 Coaching 7,925
Certifications -
Conference / Webinar -
Flexible Working Ambassador Schools
Workshops		 1,100
Article Writing 300
Book Launch Expenses -
Book Sales -
Coffee Morning 262
Core Costs 1,973
Book Review -
Website Costs -
Mailchimp -
Research Costs -
Marketing / Administration -
Licensing Fee -
Accountant Fees -
School Member Consultation 330
ERROR -
Other 2,705
CCXX R1 accounts(SS) - 1
-		 -

----- Start of picture text -----
- - - - -
- - - - -
Sub total 47,199 2,535 - 49,734 39,579
A4 Asset and investment
purchases, (see table)
- - - - -
- - - - -
Sub total - - - - -
Total payments 47,199 2,535 - 49,734 39,579
Net of receipts/(payments) - 6,577 793 - - 5,784 8,287
A5 Transfers between funds - - - - -
A6 Cash funds last year end 8,334 9,055 - 17,389 9,102
Cash funds this year end 1,757 9,848 - 11,605 17,389
----- End of picture text -----

CCXX R2 accounts (SS)

08/12/2025

2

Section B Statement of assets and liabilities at the end of the period Section B Statement of assets and liabilities at the end of the period Section B Statement of assets and liabilities at the end of the period Section B Statement of assets and liabilities at the end of the period Section B Statement of assets and liabilities at the end of the period
Categories
B1 Cash funds
B2 Other monetary assets
B3 Investment assets
B4 Assets retained for the
charity’s own use
B5 Liabilities
Signed by one or two trustees on
behalf of all the trustees		 Details
Total cash funds
(agree balances with receipts and payments
account(s))
Details
Details
Details		 Unrestricted
funds
to nearest £		 Restricted
funds
to nearest £		 Endowment
funds
to nearest £
-
-
-		 -
-
-		 -
-
-
1,757 9,848 -
Unrestricted
funds
to nearest £
Fund to which
asset belongs
OK
-
-
-
-
-
-		 Restricted
funds
to nearest £
Cost (optional)
Cost (optional)
-
-
-
-
-
OK
-
-
-
-
-
-
-		 OK
Endowment
funds
to nearest £
-
-
-
-
-
-
Current value
(optional)
-
-
-
-
-		 -
-
-
-
-
Fund to which
asset belongs
-		 Current value
(optional)
-
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
Details
Signature		 Fund to which
liability relates
-
-
-
-
-		 When due
(optional)
-
-
-
-
-
Signature Date of
approval
04.12.25
04.12.25

CCXX R3 accounts (SS)

08/12/2025

3