The Together Initiative (A company limited by guarantee) Annual Report and Financial Statements for the Year Ended 30 June 2025 Charity Number . 1193060 Company Number: 12707290 The Together Initiative ogether Contents Foreword from the Chair Report of the Board of Trustees for the year ended 30th June 2025 Independent Auditols Report to the Members of The Together Inltlatlve 299 Statement of Financial Activitles 33 th Balance Sheet At 30 June 2025 34 Statement of Cash Fl¢)ws 35 Notes to the Financial Statements 36 The Together Initiative ogether Foreword On VE80 Day this year, the nation stood silent to commemorate all those who had served to secure peace, freedom and democracy. Working with DCMS, and across the four nations, the Itogether Coalition helped catalyse the public to participate in the biggest event the country has seen in recent times and to recognise a shared national story. l am particularly proud of our VE Mail letter-writing initiative, connecting UK schoolchildren with living WWII veterans. In my own family, my grandfather never spoke of hi5 front-line experiences. This autumn I had the privilege of meeting not only the schoolchildren of one exchange, but also the veteran- who said to me "I never felt I could speak about it before" The ltogether Coalition was formed in response to growing social division and discord during Brexit. Up to now, we have driven significant positive impatts through our participation activities and the development of our cohesion work. But the need for collective action to promote kinder, closer and more connected communities has continued to grow. This past year, we extended work on the Together for Humanity campaign to include University Dialogues and support for those tacklinE antisemitism and anti-muslim hate. Following the tragedy in Southport, we rapidly developed a collective organisational infrastructure for partners across society that allows an evidence-based response to cohesion risks. Based on trusted relationships and communication channels across communities, we help to connect national and local orEanisations in affected areas. This includes a national strategic communications campaign that highlights hospitality, interfaith connection, and communities Standing together. At a key moment, when communal life in the UK is threatened by social disconnection and social division, trustees have invested resources into a core Cohesion Programme, that we strongly believe can have the most long-term impact. Earlier this year, with cross-party support at the highest national levels, we launched the Independent Commission on Community and Cohesion. We are grateful to the commitment of the highly-qualified Commissioners co-chaired by Sir Sajid Javid and lon Cruddas, who have begun their work. With British Future and Belong, we have generated an evidence base and engaged the public, to better understand what is happening in their communities and what people want from community life. The first phase of the Commission has led to the The Stute o Us.. Foundationol Re ort the most complete picture yet of the current state of connection and cohesion in the UK. You can read more about /together's impact over the last year in the report that follows. The Stote of Us makes clear that cost of living pressures, mismanaged immigration, divisive politics, and algorithm-driven social media are compounded decades of decline in the fabric of community life, weakening family and social bonds, rising inequality, and political neglect. The result is a chronic and long-term crisis. Looking ahead, the next phase of work will combine Commissioner-led expert inquiry with large-scale public engagement campaigns, so we can develop practical recommendations and a shared vision for the future. The challenge is too big for any one organisation or sector to tackle alone. If the /together Coalition didn't already exist, it would need to be invented in the face of powerful lonE-term forces that are The Together Initiative ogether creating a dangerous tippinE point in society. We know that long-term solutions based on deep insight are needed to address this deep crisis of connection and cohesion. Collective impact needs collective resources. The /together Coalition is made up of some of the most influential organisations and communities both large and small all across the UK. The /together Initiative is the charity facilitating this coalition. Over the last three years, the Board of Trustees has been implementing a plan to move beyond a 'start-up', by growing our capacity as an infrastructure organisation that enables the Coalition to have a tombined effect that is greater than the sum of its parts. We have developed an established team delivering a multi-year programme that extends beyond major public campaigns and moments. Alongside this. a key priority has been to Brow unrestricted Inancial reserves and sustainable funding to support this multi-year programme. While we have made some progress towards this goal, our financing remains fragile. This remains a critical success factor if the ltogether Coalition 15 to have the scale of long-term impact needed, to ensure that we will all live in a future society of kinder, closer and more connected communities. YLk OI_L Professor Mike Clarke Chair, Board of Trustees The Together Initiative ogether Report of the Board of Trustees for the year ended 30th June 2025 The Board of Trustees presents its directors, report and audited financial statements for the year ended 30th June 2025. Reference and Administrative Information Charity Name.. The Together Initiative Charity Registration Number.. 1193060 Company Registration Number.. 12707290 Registered Office and Operational Address: 71-75 Shelton St, London WC2H 9JQ Board of Trustees Chair.. Professor Mike Clarke Bishop Toby Howarth MrTendai Bwanya Ms Emma Crookes Ms Frances Hawkins (retired and reappointed 19 March 20251 Mr Sam Jacobs (retired 19 March 20251 Mr Sean Moore (appointed 19 March 20251 Mr Marcus Peffers Chief Executive Mr Jonathan Knight Audltors UHY- Hocker Young Thames House, Roman Square, Sittingbourne, Kent. ME104BJ Bankers CAF Bank Sollcltors Morrison and Foerster LLP The Together Initiative ogether Purpose and Aims The Itogether Coalition is made up of some of the most influential organisations and communities both large and small all across the UK. The /together Initiative is the charity facilitating this coalition I'the Charity"), all of us focus on creating kinder, more connected communities. More information can be found at to ether.or Our Chariws purposes as set out in the objects contained in the Memorandum and Articles of Association: To advance the education of the public including without limitation in the subjects of citizenship, racial and cultural harmony, national identity, and social inclusion, including by carrying out or commissioning research on such topics provided the useful results are published,. •To promote good citizenship including without limitation by encouraging and facilitating participation by the public in democratic and civic processes with a view to enabling people to develop their capacities, help meet their needs and participate more fully in society, especially across social, racial, cultural and other divides and differences,. This report covers the activities of the Together Initiative in 202412025, those include.. Community Celebrations for the 80th Anniversary of VE Dav The Launch of Let's Dance- a community dance initiative The formation and launch of The Independent Commission on Community & Cohesion Ongoing work to create a Cohesion Risk Forum and Working Groups It also covers the ways and means we have evaluated our success in this regard. The Initiative has been generously supported by the National Lottery Community Fund, the UK'S biggest provider of community funding. We received £lmillion over 3 years, thanks to the players of the National Lottery. While the activities themselves are also generously sUPPOrted by the Department for Culture, Media & Sport IDCMSI, the Aziz Foundation, the Randaree Trust, the Henry Smith Charity, the Pears Foundation and other key donors, such as Royal Mail. Why does social connection matter? We have come /together because we share the conviction that one of the most important challenges facing the UK today is a crisis of social connection. The case for this is well stated in Yhe State of Us,, a report commissioned by /together as part of our major Commission initiative, authored by our partners Belong & British Future, which says.. The 2024 summer riots demonstrated the consequences of t711owing tensions to rise undfailing to invest in community cohesion. Additional policing costs were estimated to be £28 million, withforces removing officers from their ordintyry roles to maintoin order. During the Covid-19 pondemic, places with stronger sociol networks coped better. Research by the Belong Network showed thot ureos that invested in community cohesion initiatives exhibited higher levels of neighbourline5S, trust in local government and optimism during the pandemic. The Together Initiative ogether Strong and cohesive communitie5 ore better equipped to odapt to population changes, such as those resulting from internotionol migrotion. In cohesive communities, the bonding, bridging and linking relotion5hip5 between residents 0150 help discourage crime ond onti-social behoviour. Bonding and bridging social relationships help peoplefind jobs andprogress their coreers. The role that social networks play in the economy has been recognised by successive governments, most recently in the 2021 Levelling Up White Paper. There is also a growing body of evidence highlighting the benefits of social connertion on good health and wellbeing. Loneliness 15 o documented riskf(yctorfor depressiorj, and has also been linked to heart disease, stroke and dementia., It is for these reasons, and the continued support and passion of our member organisations, that we continue on our mission to build kinder, closely connected communities. Our Objectives We aim to build kinder and more closely connerted communities by focussing the efforts of the UK'S broadest coalition of partners. A profound Crisls of social connection Kinder, closer and more connected communities INPUTS A,"'TlVITr OUTPUTS ,UTCOMES Partlclpauon e¢)allUtsn Indt¥ldual opportunftlos to connecl A clpar m•sJay• atth nght mom•nt 55kn•liThq55 Create and share our nattatlve Narrall¥* Communlty Open brand UK Poltcy Inslght & leaming Chango ppliry & pr4cb¢9 Orgdnl6atlon6 M¢)Y￿•￿t T￿￿ Tal8ffl& Grow & SuppDrt movemènt We have 4 key missions that help us achieve this aim. The Together Initiative ogether Every community is kinder, closer and more connected Build opportunities for participation and connection Create and popularise a narrative of togetherness Advocate for changes in policy and practice Grow and maintain our movem¢nt Activities IVEDay80 2025 marked 80 years since the nation rose to an unimaginable challenge and achieved what seemed impossible. VE Day, or Victory in Europe Day. Faced with an enemy which threatened our whole way of life, the UK pulled together to defend freedom and democracy- the right of us all to be who we are, and live the life we choose. ThrouEhout the British Isles and across the Commonwealth, the men and women who fought and filled essential roles pulled together to save freedom for the future. Our lives today are almost unrecognisable, but the values we share are the same, and their amazing spirit is an inspiration to us as we face the daunting challenges in front of us. This May we worked with DCMS and a range of partners to honour their victory, bring people together to celebrate the freedoms we enjoy as a result of the efforts in WW2, and resolve to write the next chapter in our shared story, together. Our activities focussed on.. Celebration Events on the Bank Holiday, Monday 5th May 2025 Recognising Veterans and connecting them with fLJture generations Marking the contribution of diverse community members to the war effort Supporting partners to share their messages and commemorate VE Day We were particularly interested in intergenerational connection, recognising that this was the last significant anniversary of WW2 that there would likely be living veterans able to tell their story. The Bank Hollday As in previou5 years, we chose the Bank Holiday Monday 5th May as a focal point for community connection. We organised and thampioned connecting over food with The Great British Food VEstival' supported by Ross Kemp and Dame Kelly Holmes. We also worked with diverse partners and specialist outreach support to ensure a range of events took place across differing communities and cultures - recognising and celebrating the diversity of modern Britain as representative of the diverse participation in WW2 itself. The Together Initiative ogether VE Mail As part of the VE Day 80 Schools Programme, the VE Mail Initiative aimed to connect every UK schoolchild with a living WWII veteran through a letter-writing exchange. This initiative ensured that first-hand memories from veterans were passed on to the next generation in a meaningful and educational way. The free nationwide initiative invited all schools, educators and parents to request a letter from a veteran by Visiting our website. Children then wrote a letter in response to a veteran. ensuring they had an opportunity to thank them and explaining how they will preserve their legacy. We collected a series of six letters including from a diverse group of veterans, and offered them to download or receive by post. Schools and youth groups then 'wrote back, to the veterans via a PO Box Icourtesy of Royal Maill. These letters were sorted by our partner, Compare the Market, and 'Eolden letters, were selected and shared with those veterans who wrote them. The Commonwealth War Graves Commission will be storing and displaying a selection of the letters in years to come. E mail has been such a positive thing to bring into the education system. My father cried when he received the letters from the school children and is so happy about the fact that the story of the Second World War is finally being talked about to the younger generation. The VE mail gave my father the opportunity to be heard, itslkingl about a part of the war that 15 often forgotten. Projects like these are so beneficial not only for closing the generation gap but a150 for giving children insight into the past from someone who was artually there, and it also gives the veterans some recognltlon of what they achleved.- Tom's daughte¢, (Eileen, Tom Jones, daughter) "The girls thoroughly enjoyed the age appropriate letter, rather difficult when they are $0 young lage5 4 to 6), but it was spot on. You have to laugh... the girls were amazed that Mr Tom Jones is 103 and actually alive. They were shocked that he slept in a trench in the ground with snakes in the jungle, and found it hilarious that he sald his mate Pete got chased by an elephant!! We have "wrltten" thanklng hlm for hls service.. Laura Thompson, Unit Leader, 1st St Ives Rainbows Impact of VE Day, 31.1 million people147%1 participated in VE Day in some way, making it the biggest community event in recent history. 17.2 million of them took part in an active event, 260A of people. 17.2 million people126%1 took part in VE Day events through volunteering, attending or organising an event or taking part in workplace activities. To compare, the 2022 Platinum Jubilee celebrations saw 16.8 million people take part and the 2023 King's Coronation mobilised lin 5 Brits IDCMS national survey 20231 Engagement wa5 the highest recorded by Itogether, (including the Big Help Out for the King's Coronation) across every metric, including age, ethnicity and socioeconomic demographics The celebrations and event improved public perception of the importance of VE Day and thanking The Together Initiative ogether veterans, as well as generally improving recognition of diverse participation in WW2 across the board Icompared to pre-pollingl Over 320 hits of broadcast and printed media coverage were recorded, including major broadcast coverage for launch, event and on VE Day, with 2.2 billion in social reach Across many metrics, the effect of coverage on the lead up to, and participation in VE Day activities had a positive impart on perceptions of VE Day, Veterans and the diverse participation in WW2. Thanking Veterans All of our communications efforts, including VE Mail, focussed on telling the stories of Veterans. This culminated in one of the most impactful moments of the Campaign, on VE Day itself. Taking over Piccadilly Lights at 1500 hours, exactly 80 years on from Winston Churchill's famous address declaring peace. We showed 3 speci311y commissioned video featuring veteran Metvyn Kersh, who joined us for the screening. We are hugely grateful to our partners M&C Saatchi and Ocean Outdoor for supporting this, as well as Mervyn and hi5 daughter Lynne. This was just one of the many veterans who generously donated their time and their stories to feature in our media launches. According to pre-poll results (March, 20251 , 'Recognition for all those who served, was the feeling that most resonated toward ahead of VE Day. As a result of our efforts, almost 7 in 10 adults in Great Britain felt that this year's VE Day activities were effective in thanking veterans for their contributions Recognition of Diverse Participation in World War 2 through VE Day Equally important as mass participation and the thanking of veterans, w35 that VE Day was an opportunity to raise awareness of the diverse participation of communities from across the commonwealth in WW2, and how that reflects the diversity of modern Britain. From careful storytellin& working directly with partners from diverse backgrounds and utilising outreach into faith communities we made this a strong theme of our community efforts. As a result 50% reported being aware of diversity in WWII efforts, they reported having heard a great deal or quite a bit about the contributions of ethnic minorities about the war effort. 54% felt that the contributions of ethnic minorities during the war were recognised to some extent with 67% feeling that the balance in ethnic minority representation was about right. There was also a positive change on the perception of diversity recognition and celebration, as in March 2025, pre-poll results showed only 41% of respondents felt that the contributions of different ethnic groups to the World War11 effort were recognised and celebrated. The Together Initiative ogether 2 Beyond VE Day Lets Dance Working with the Sport & Recreation Alliance and TV personality, Angela Rippon, we supported the development and launch of a new mass-participation Dance campaign, Let's Dance. On the first 'National Day of Dance, on March 2nd, hundreds of events were organised, with many more happening spontaneously. Dance groups were engaged and positive, even returning surveys in drove51 Polling3 showed 35% of people heard of Let's Dance, with mostly positive perspectives. Driven by Angela Rippon, there was great broadcast (news and magazinel media coverage, with print and social media appetite too. Plus ready made ambassadors in Angela's fellow Strictly Dancers, and lots of press interest in the dancers and events themselves. Data suggests 14Yo of people who heard of Let's Dance were inspired to Dance for the first time, 50% inspired to Dance morelagain. IO% of people who responded were 'first time, dancers. We are intending to work with the partners to develop a bigger, better proposal for 2026 and beyond. Planning for the future of The Big Help Out Volunteering is essential to UK societyi delivering essential services and improving health outcomes. It also generates social connections, helping thousands build and maintain connections in their communities. We want to accelerate the transformation of volunteering to ensure it remains fit for the future by appealing to younger and more diverse audiences. The Big Help Out, _ launched in 2023 as part of the Coronation Celebrations - is set to become an annual event. In 2024 it took place in Volunteers Week from Friday 7th until Sunday 9th lune 2024. What is the vision for the Big Help Out? An annual mass mobilisation of volunteering across the UK, which we want to: Raise the profile of volunteering and the benefits it brings Provide easy ways to try volunteering and easy to access pathways to take up longer term volunteering role Provide an annual opportunity to bring people together Target those who wouldn't normally volunteer, in areas where opportunities are low. This year the event aimed to mobilise wider civil society to provide such opportunities, promote their availability via a digital platform, and draw attention to this action via a mass public engagement communication campaign. That in turn would hopefully lead to more engagement and sustained volunteering. For 2025, we briefly paused the campaign while we turned to the VE Day Commemoration, actioning our approach that a single, focussed campaign achieves more than multiple smaller events. We have worked in the background to secure funding, web resources and concept development ready to return to the campaign in 2026 in support of DCMS and their new vision for volunteering. io The Together Initiative ogether 3 Sustaining our Impact For the second time this year, we built on our insight to better understand the longer term effect of participation in our social connection campaigns. in 2024 that looked like both Thank You Day ITYDI and the Big Help Out IBHOI. According to the Sustainability poll run between the 13th and 16th of September 2024, the following findings were observed.. 2 in 10 respondents118%1 believe the UK 15 becoming more united as a society, while 6 in 10 disagree with this statement. Moreover, 7 in 10173%) of respondents believe that the cost-of-living crisis is dividing society. 0 6￿￿ of those who participated in social connection activities such as BHO and TYD believe the UK is becoming more united as a society. 6 in 10159%) respondents believe that community and social connection are important for them. The same proportion of respondents, 6 in 10163%) respondents believe that volunteering is important for society, and 7 in 10167%) believe that social connection is important for physical and mental health. o On average, 73% of those who participated in BHO and TYD, believe volunteering is important for society. 4 in 10141%) find it easy to build relationships with new people in their local area, while 3 in 10 127%) do not. o For those who took part in social connection events including BHO and TYD the percentage of those who find it easy increases to 72% 6 in 10160%) of respondents are aware of way5 to connect within their local area, for example, through events or volunteering. o Being aware of, and participating in social connertion activities Isuch as Big Help Out, Thank You Day and Volunteering Weekl was consistently linked to feeling higher levels of social connection and positive attitudes to community tonnectedness. Most of the respondents161%1 rarely or never attend events, volunteer, or participate in initiatives to connert within their local area, while 37% often or sometimes do it. 39% of respondents are familiar with the National Lottery Community Fund for projects that 5UPPOrt people and communities across the UK to thrive. Levels of awareness for TYD remained at 26%, and for TBHO at 43%. Respondents reported higher levels of awareness for TBHO than for the VolLJnteer's Week136%1. Of those who heard about these event5, 34% recall having attended or organised in person or online activities or events in TYD, and 24% in the BHO. li The Together Initiative ogether o London was the most likely to be aware of and participate in TYD and BHO and other similar social connection activities. o Younger cohorts, 18 to 34 year olds, were much more likely to participate in the BHO and TYD, and other social connection activities. o AB (the highest levels of income and mobilityl were the most likely social class. to participate in TYD and the BHO, as well as other social connection activities. Those with children were more likely to be aware of and participate in past and future social connection activities. Regarding social connection impact, the following table summarises the main findings.. Of those that have participated in the Big Help Out people felt: % respondents that agreed (20241 More likely to meet or talk to people from different backgrounds Bridging 68% More likely to volunteer or continue volunteering Volunteering 65% More likely to speak to mv neighbours Socialising 63% Stronger sense of belonging in my community Belonging 62% Easier to meet new people Socialising 61% Their local area feels more united Socialising and connecting 53% + About these events, on average, 3 in 4 people agree on their posltive impact on sOC131 connection, as the following figures show.. 73Yo of respondents think these events increase social connection. 75% of respondents think these events raise awareness of volunteering. 730A believe that these events celebrate togetherness. 75% think these events raise awareness of the importance of helping out in the community. 72% of respondents think these events foster greater involvement within the community By contrast, 21Yo responded that these events create division. Regarding future participation: o Approximately 6M19% of respondentsl across the UK said that they would definitely participate in a future BHO, buoying our approach to continue this campaign. 12 The Together Initiative ogether Approximately 7.4M Ill% of respondents) across the UK said that they would definitely participate in a future event that celebrates VE Day. o Approximately 6M19% of respondentsl across the UK said that they would definitely participate in a future event that brings people together through dancing. Further underlining our commitment to 'Let's Dance, o Approximately 6.7M IIOYO of respondents) said they would definitely participate in social connection initiatives or activities in their community, a figure greatly exceeded by VE Day. 4 Cohe5ion- Building Bridging Connertion In previous years most of our convening and mobilisation work to date has focused on creating opportunities to connect, like we have this year with VE Day & Let's Dance. But over the past 18 months we have ramped up our focus on bridging connection, leading many cohesion focussed activities that target those communities facing disconnection. In late 2023 we launched Together for Humanity a coordinated national response to the surge in antisemitism, anti-muslim hate, and political polarisation following the October 7th Hamas attacks, and the escalation of the ongoing1srael-Pale5tine conflict. Our vision for this work was always about more than a single campaign. We recognised from the outset that the tensions in UK communities, and the fragmented response across civil society and government, were indicative of a deeper set of challenges. By late 2023, it was clear that the risk to social cohesion in the UK had become more complex and volatile. The events of October 7th and the sharp, immediate spillover effects they triggered, including record spikes in anti-muslim hate and antisemitism underlined how quickly crises, both domestic and international, can reverberate in communities here. The response also exposed how under-developed the UK'S infrastructure and capacity were for dealing with cohesion challenges at scale.. insight was fragmented, coordination slow, and too much relied on ad-hoc goodwill rather than established systems. Against that backdrop, our shared aim for Together for Humanity was two-fold- Deliver an immediate, high-impact intervention at a moment of acute risk to community cohesion. Build the relationships, infrastructure, and methods to respond to strategic threats in the longer term. Over the past 12 months, Together for Humanity has done both. It has met its short-term objectives and evolved into the Cohesion Programme now embedded in our core work: The Together for Humanity phase delivered.. 13 The Together Initiative ogether Nationally visible bridge-building at volatile moments using coordinated media engagement, high-profile events, and shared public messaging to model unity when the risk of division was highest. Capacity-building pilots in sectors under strain, including universities and local government testing approaches that could be replicated and scaled in the places and institutions most affected. The foundations of a cross-sector cohesion intelligence network bringing together government, policing, civil society, and business to share insight, track risks, and coordinate responses through a 'Cohesion Risk Forum ICRFI,. These foundations have since been deliberately staled into the Coheslon Programme a permanent part of our core work that now addresses a wide range of threats identified in a regularly updated Cohesion Risk Register, from far-right mobilisation and targeted disinformation to unrest in Northern Ireland. This capacity is now one part of the shared infrastructure that partners across sectors can draw on when responding to cohesion risks. Together for Humanity has now concluded as a standalone campaign. While the wider context particularly the continuing escalation of the Israel-Palestine war has meant that many of the underlying tensions remain, the campaign demonstrated what was possible in terms of rapid mobilisation, coordination, and bridge-building at moments of acute risk. Those approathes, relationships, and insights have been carried forward and embedded in our wider cohesion programme, which is desiEned to sustain and expand this work over the long term. Southport Riots Response The unrest that began in Southport in August 2024 spread quickly to other parts of the UK, fuelled by misinformation and inflammatory narratives targeting Muslim communities. Because of the infrastructure developed through Together for Humanity trusted relationships across communities, a habit of coordinated rapid response, and established communication channels we were able to mobilise within hours. We convened partners including national organisations, and local organisations in affected areas, to share intelligence and develop real-time responses, including a national strategic communications campaign. Together, we coordinated a "Day of Solidariv with mosques across the country, encouraging them to open their doors to visitors and local neighbours. We produced a joint communications pack based on materials from Together for Humanity with template statements, key messages, and social media assets, enabling local leaders in affected areas to respond quickly and consistently. We also sent team members to a number of key locations, to support community leaders directly, including media management during high profile broadcast moments. Media coverage shifted from focusin8 solely on disorder to also highlighting hospitality, interfaith connection, and communities standing together. 14 The Together Initiative ogether University Dialogues In early 2024, intelligence and insights gathered through Together for Humanity's partner networks including national community organisations, sertor bodies, and frontline university staff highlighted that UK campuses had become a key pressure point for cohesion. Antisemitic and anti-muslim incidents were rising, and tensions around the Israel-Palestine conflict were creating polarisation both between and within student groups. In many institutions, staff were also struEEling to manage sensitive discussions in a way that protected both free expression and community safety. Drawing on the experience, relationships, and credibility built through Together for Humanity, we designed and delivered a pilot series of structured dialogue sessions on campuses facing the most acute challenges includinE King's ColleEe London, UCL, Nottingham, and Cambridge. Each session was led by two peacebuilders one Israeli, one Palestinian who had both experienced personal loss as a result of the conflict. By sharing their own stories of grief, empathy, and reconciliation, they modelled how respectful and humanising dialogue could take place even in the midst of deep disagreement. The sessions were deliberately co-created with each host university's equality, diversity, and inclusion teams. This ensured the format reflected local context and that those teams could continue the work after we left. Participants both students and staff were given space to discuss their own perspectives, listen to others, and agree shared principles for safe, respectful engagement on campus. To support sustainability, we provided each university with a tailored facilitation guide and a set of short video resources, adapted from Together for Humanity's materials, so they could replicate the format without our direct involvement. The pilots had an immediate impact. Students reported feeling more confident in having difficult conversations without fear of escalation, and staff described the sessions as 'breakinE the logjam" in situations that had previously felt too polarised to address. Learning from these pilots is now shaping an emerging model for sector-wide engagement on campus cohesion showing how targeted, relationship-based interventions seeded by Pears, Support can translate into practical, replicable tools for institutions across the country. British Muslim Civil Society Support As part of staling our Coheslon Worklng Group on antlsemltlsm and antl-musllm hate, we have strengthened engagement with Muslim civil society to ensure these voices are fully represented in cross- sector cohesion work. This has involved mapping and identifying credible partners with reach into different parts of Muslim communities, initiating and maintaining trusted relationships, and providing informal strategic advice where appropriate. Much of this ha5 focused on helping partners connect into the networks, insights, and coordination mechanisms established through Together for Humanity from sharing relevant data and analysis, to advising on governance approaches, to brokering introductions to Jewish, interfaith, and other civil society actors. 15 The Together Initiative ogether Our aim has been to support and connect existing capacity, not to create or deliver any single organisation or project. Thi5 relationship-based. behind-the-scene5 approach has helped ensure that organi5ations tackling anti-muslim hate are better positioned to engage alongside other sectors in joint responses, while keeping the work firmly within the broader coordination and capacity-building. Strengthening these links is vital to ensuring that joint responses to anti-muslim hate are informed by credible voices within Muslim communities, have the trust and legitimacy needed to engage those most affected, and can be delivered in ways that reach and resonate across different audiences. The Independent Commlsslon on Communlty & Cohesion ltogether exists because we recognise that threat that communal life in Britain is under- driven by two converging crises.. social disconnection and social division. As we have outlined in our objectives earlier in this report, we know that disconnection is a chronic issue, following decades of declining community infrastructure Ifrom pubs and libraries to churches and youth clubs), weakened family and social bonds, rising inequality, and political neglect. It has left people more isolated and communities less resilient. Additionally, that long-term crisis is now compounded by acute polarisation fuelled by cost of living pressures, mismanaged immigration, divisive politics, and algorithm-driven social media. Together, these forces have created a dangerou5 tipping point. Our activities to date have focused on confronting and tackling this deep crisis of connection and cohesion. Whilst we have driven significant P051tive impacts through our participation activities and the development of our cohesion work, we know that the underlying challenge needs long-term solutions, and a much deeper understanding of how communities experience community life and what they want from it. This is why we launched the Independent Commission on Community and Cohesion earlier this year. The Commission aims to- Build the most comprehensive picture to date of connection and cohesion in the UK 2. Develop practical recommendations for public policy, wider system5, and local solutions 3. Create a compelling shared vision for how we want to live together in future, grounded in lived experience 4. Provide opportunities for connection using the process of engagement to bridge divides We'll deliver this throu h three interwoven strands.. 1. National conversation mass public engagement 2. Expert inquiry, academic research, and commissioner engagement 3. Positioning, influencing, and implementation planning 16 The Together Initiative ogether How the strand5 connect These strands are not separate workstreams they are deeply interconnected and mutually reinforcing. Each contributes to all three pillars of the Commi5sion'5 approach: diagnosis, solutions, and support. The national conversation is the primary vehicle for public engagement. Its core purpose is diagnostic understandinE what's happening in communities and what people want from community life but it will also generate early ideas and insights that help shape potential recommendations and narratives. The expert inquiry* academic research. and commissioner engagement strand provides depth and rigour. It will help interpret public input, stress-test emerging ideas, generate policy and practice solutions, and contribute its own understanding of what's happening in communities through data, research, and lived experience. The influencing and implementation strand will ensure that the work doesn't just stay on paper. It will position the Commission effectively, build relationships with decision-makers, and lay the groundwork for take-up of the vision and recommendations. It will also help shape communications and mobilisation strategies that reflect both expert and public perspectives. Rather than running in sequence, these strands operate in parallel one another throughout the life of the Commission. constantly informing and strengthening We have assembled a diverse group of expert commissioners co-chaired by Sir Sajid Javid Iformer cabinet minister) and Jon Cruddas Iformer Labour Party Policy Coordinator). Commissioners range from Caroline Lucas (former Leader of the Green Party) to Tim Montgomery (now of Reform), policy experts like Professor David Halpern and Dame Sara Khan, business leaders like Lord Bilimoria to political leaders like Sir Andy Street. Working with our core partners, British Future and Belong, we have already.. Run nationally representative polling,. Held focus groups in eight locations across all four nations,. Convened 15 expert roundtables- Received over 100 written submissions via a public call for evidence; and Conducted a literature review mapping the UK cohesion policy landscape. Our initial phase of work was about early diagnosis. It has given us the evidence base, relationships, and political profile needed to move into our next phase of work combining commissioner-led expert inquiry with a large-scale public engagement campaign to develop practical recommendations and a shared vision for the future. Phase One- Evidence Gathering Since January 2025, we have undertaken a significant evidence-gathering programme on social connection and cohesion. The goal has been to ensure that the next phase of the commission- combining mass public engagement, academic research, data analysis, and commissioner deliberations- is grounded in robust, representative. and multi-dimensional insight. 17 The Together Initiative ogether Our initial research in phase included the following strands: Focus rou Purpose.. To capture the lived experience behind the statistics hearing directly from people in communities about what connects and divides them, and how these dynamics have changed over time. Approach: We held 8 community focus groups171 participants) in Abergavenny, Belfast, Bolton, Croydon, Edinburgh, Gateshead, Rotherham, and Stoke-on-Trent - a mix of urban, rural, and semi- rural locations, including areas directly affected by the 2024 unrest. Recruitment: Participants were selected to reflect diversity in age, gender, ethnicity, socio-economic status, and political outlook, with deliberate inclusion of contrasting views on migration, national identity, and trust in institutions. Insights: Discussions revealed strong local pride and a desire for fairness, but also widespread concern about the erosion of shared spaces, declining opportunities for mixing, and growing distrust in decision-making. Many participants linked these changes to both local economic decline and national political discourse. Value: These qualitative insights brought depth and human context to the polling data, highlighting nuances such as the emotional drivers of division that numbers alone cannot capture. 2. Pollin Purpose.. To provide a nationally representative snapshot of attitudes towards community, difference, and cohesion, and to identify patterns across demographics and geographies. Approach: Conducted a UK-wide survey of 2,243 adults in April 2025. Questions explored trust lin neighbours, local councils, national government), perceptions of fairness, willingness to mix with people from different backgrounds, and attitudes towards policy issues like housing, migration, and etonomic redistribution. Analysis: Data was segmented by region, political alignment, age, ethnicity, and levels of social contact. Insights: While most people reported positive relations within their immediate area, there was a marked drop in trust towards national institutions. There was also evidence of a growing divide between those with frequent cross-group contact and those with little to none, with the latter more likely to hold pessimistic views about cohesion. Value: This polling provides the quantitative backbone for the Commission's work allowing commissioners to see not only the national mood but how it varies by context, informing where and how interventions might land. 18 The Together Initiative ogether 3. Stakeholder roundtables Purp05e'. To bring together leaders and practitioners with direct experience of f05tering lor repairing) connection, and to surface both policy-level and practice-level lessons. Approach: Convened 15 expert roundtables1177 participants) across all four nations, with representation from civil society, faith groups, youth services, housing providers, local government, policing, and business. Format: Each roundtable combined short presentations on local or thematic challenges with open discussion to share learning and interrogate emerging themes from the other evidence streams. Insights: Participants emphasised the need for better coordination between national policy and local delivery, and flagged the importance of long-term investment in community infrastructure rather than short-term project funding. Digital polarisation was cited repeatedly as a driver of division, cutting across geography and age. Value: These sessions helped identify both barriers to scaling effective prartice and concrete opportunities for action, many of which will be explored in Phase Two thematic discussions. Call for evidence Purpose: To give organisations and individuals with relevant insight an opportunity to contribute, ensuring no valLJable perspective was missed in this early phase. Approach: Issued a public call for evidence structured around five core questions on drivers of connection/division, effective interventions, priority areas for action, and examples of promising practice. Reach: Received 113 written submissions 104 from organisations (ranging from national charities to small grassroots groups) and 9 from individuals with lived experience or academic expertise. Inslghts: Submissions highlighted recurring themes such as the role of schools in shaping attitudes, the impact of insecure housing on community stability, and the importance of safe shared spaces. Innovative practice examples ranged from community sport initiatives in rural Wales to interfaith entrepreneurship scheme5 in London. Value: This material provides a rich menu of tested ideas and cautionary tales, giving commissioners a ready-made set of examples to interrogate, adapt, or scale. 4. Llterature review Purpose: To ensure the Commission build5 on existing knowledge, avoids duplication, and learns from both UK and international experience. Approach: Conducted a systematic audit of academic and practitioner literature, mapping UK cohesion policy over the past two decades arbd 5c3nning comparative work from countries facing similar challenges. Insights: Found that while there is a substantial evidence base on certain themes le.g., integration policy, intergroup contactl. other areas such as the role of digital platforms in shaping local cohesion are under-researched. Also highlighted the fragmented nature of UK policy responses, with limited 19 The Together Initiative ogether cross-government strategy. Value: This review frames the knowledge gaps the Commission can help fill, and points to where existing evidence could be better mobilised to influence policy and practice. The State of U5- Headline Finding5 The State of Us.. Foundotionol Report brought together all the insights from Phase One to give the most complete picture yet of the current state of connection and cohesion in the UK. It captured both the challenge5 we face and the assets we can build upon. The evidence showed four clear patterns: • A deepening pattern of disconnection and division- Many communities reported a weakening of the everyday bonds that sustain trust and mutual respect. Long-term structural pressures such as economic inequality, the decline of shared Civic spaces, and insecure housing are being intensified by short-term polarising forces including political rhetoric, culture-war framing, and online misinformation. Interconnected, national-scale pressures- While the symptoms of division look different in different places, the underlying drivers are consistent across the UK'S nations and regions. Strong social assets to build on Despite these challenges, local trust, civic pride, and a widely shared appetite for fairness remain high. Many communities are already modelling inclusive, bridge- building practice, from grassroots intergenerational projects to cross-community volunteering. A fragmented and reactive policy landscape- Cohesion policy has too often been piecemeal and short-term, focused on crisis management rather than prevention. The UK lacks a coherent, long- term strategy to strengthen connection and bridge divides. Thematic Focu5 These findings give us a strong foundation for the Commission's next stage. Phase Two will deepen this diagnosis asking not just what is huppening in communities, but also what people want from community life in the future and start to develop practical responses that can be implemented at national, local, and institutional levels. From this evidence, we have identified seven thematic areas where the drivers of division and the opportunities for building connection most clearly intersect. These will structure both the National Conversation and commissioner deliberations in Phase Two.. l. The Economy, Business and Employment 2. Identity, Culture and Demography 3. Immigration 4. Voice, Trust and What Holds Us Together 5. Education 20 The Together Initiative ogether 6. 0i8ltal Connection, Social Media and Al 7. Housin& Place and Space By focusinE on these themes, the Commission will ensure its final recommendations are grounded in evidence, shaped by the voices of the public, and targeted where they can make the greatest difference. This work will continue into future years, and shape the strategic approach of the coalition for years to come. Sources 1 Bused on 2,006 GB odults, Fieldwork.. 9- 12 March 2025, More in Commorj poll. *Participation was culculated bosed on 66,344,827 Great Britoin populotion - (ONS 2023 mid-2023 edition of Estimates of the populotionfor the UK, Englond, Wales, Scotland, ond Northern Irelondj. Pleuse note Northern Irelond populationfigures were excluded 05 they were not polled. 2 & 3 Walnut Omnibus, a notionally representotive omnibus survey of adults across the UK between 7th ond 10th March 2025. 4 Walnut Omnibus, a nationally representotive omnibus survey of 2073 odult5 ocross UK between 13th - 16th September 2024. Public Benefit All our charit3ble activities have been undertaken to further our charitable purposes for the public benefit. Whilst this is a UK-wide and inclusive initiative, The Together Initiative has sought to make sure that some of its activities are targeted at areas and communities experiencing particular stresses and tensions. These are often economically deprived areas that olso have low levels of civil society activity, lower rates of civic participation and lack the community assets that bring people together. We have tried to improve our targeting and reach into these communities with limited success in this financial year, but have learnt significant lessons about what works and does not in terms of our model. Meanwhile, our continued Cohesion work positions us strongly to further explore and tackle issues of anti-muslim hate and Antisemitism, and our Independent Commission on Communities & Cohesion we support the whole UK to strengthen social cohesion and connection. The Trustees have given due consideration to the Charity Commissions guidance on Public Benefit requirements under the Charities Act 2011. Governance The Together Initiative is a charity registered in England and Wales by the Charity Commission111960301 and registered at Companies House as Company Limited by Guarantee1127072901. The Charity is governed by the Memorandum and Articles of Association adopted on 30th June 2020. As such, the Management Board acts as both a board of directors elected by the company members, and a board of Trustees accountable for the management of the organisation. A third of trustees retire annually on rotation, and are eligible to serve for two terms. Our company members are made up of founding and invited members of the Itogether coalition, who are represented by a Steering Group that aspires to meet quarterly, chaired until December 2024 by the 21 The Together Initiative ogether Archbishop of Canterbury, The Most Reverend Rt. Hon. Justin Welby. While not a decision-making forum, this group is consLJlted and communicated on organisational progress against its objectives and guides the organisation. A new chair for the Steering Group will be appointed later in 2026 as per the process of appointment for a new Archbishop of Canterbury The Office of the Archbishop of Canterbury has an important role in national life helping to bring society together as a whole, and the Trustees would like to record their thanks and appreciation for all Justin Welby did in his role as Convener, in founding the Coalition and chairing the Steering Group in pursuit of kinder, more closely connected communities. The Board of Trustees/Directors is accountable for the compliant and effective management of The Together Initiative. They meet at least quarterly to discuss progress against plans and budgets. They also have two devolved sub-committees with distinct responsibilities delegated to them, a Finance & Risk Committee and a People Committee. Each of these subcommittees £ontain5 members of the Board. In 2023, in accordance with the Together Initiative's Memor3ndum and Articles of Association Is. 591 the Directors reviewed whether, after its first three years, of operation, the Charity ought to continue or whether it has served its purpose and reached the natural end of its life. The Board had regard to current effectiveness and impact, and the intention not duplicate or displace the work of existing organisations and stakeholders. The Board concluded that the Together Initiative still met a need and should continue to operate over the medium term. This conclusion was supported by the Charity's ability to secure multi-year funding, and independent assessment of our mission and impact in making such an award. The Board completed a review of our strategy in Summer 2023, determining that there was both support and a need for us to continue our work over the next three years. This process was well engaged with by Steering Group members. This process will take place again in Summer 2026. The Board meets regularly on a quarterly basis and has two committees, a Finance and Risk Committee and a People Committee, which also acts as Nominations Committee. This year these committees also completed a review and redrafting of the sulte of governance tools and documents that underpin the Charitls operation. The purpose was to promote Clarity and simplicity to the organisation's governance structure, and to provide a useful basis for what we anticipate will be continued growth in future years. The graphic defines our approach to governance and devolved responsibilities within the Charity.. 22 The Together Initiative ogether Company Members (Steering Group) Board of Directors & Trustees People Committee Finance & Risk Committee yed Team Externil Accountant Chief Executive Office & Staff Members Contractors Company Membersl Steering Group The Members attend the Annual General Meeting and vote on the adoption of the annual report and accounts. They are invited to attend regular meetings of the Steering Group throughout. In so far as it is complementary to the Charity's objects, the Charity is guided by the advice and recommendations of the Steering Group. The Steering Group provides a quarterly forum within which strategy and ideas can be shaped and tested, and strategic plans can be driven. Steering Group members are consulted on substantial Strategic proposals or changes, with final approval residing with the Board of Trustees. To draw on the full strength of the coalition in the most effective way possible, organisations from different sectors and nations are also being drawn into informal working groups to share expertise, relationships, wisdom, and ideas, alongside pursuing cross-sector or national collaboration on projects and activities. Each working group is convened by a member of the Itogether coalition and supported by the central team. Appointment of Trustees Trustees are appointed to the 803rd via open recruitment for specific roles and tenures as defined by our Articles of Association and the requirements of the People Committee. The People Committee is responsible for the search and selection of candidates, via both internal and external recruitment. Once a candidate has been identified they are subject to a number of rounds of selection, including meetings with the executive and Board members as appropriate to the role. 23 The Together Initiative ogether Final appointment 15 first recommended by the People Committee and then passed to a full Board meeting (without candidates presentl for approval. Decisions are documented in the minutes of the respective Board meeting. Induction and training of new trustees consists of being invited to shadow Board meetings and charitable activity as appropriate to the role, induction meetings with executive team members and external training made available through the NCVO. Key documents, policies and previous Board minutes are made available, and the indurtion is supervised by both the Office & Governance Manager and the People Committee Chair. Executive Remuneration Pay and remuneration of executive team members is the responsibility of the People Committee. The experience and subject matter expertise of the members is augmented by external benchmarking reports from independent research and 3nnu31 Charity salary reporting compiled by NCVO and Charity Job. Salaries are reviewed annually and pay awards for cost of living are applied from January, subject to Board approval in Q4 People Committee and Board meetings. From time to time, exceptional pay changes are required to respond to market conditions and mitigate key risks, notably capacity. In this instance, the People Committee are empowered to enable the Chief Executive to make these changes, subject to approval by the Chair of the People Committee. Statement of Equality, Diversity and Inclusion Equality, Diversity and Inclusion I"EDI"l is of vital importance to the work of the /together Initiative. The intersection of EDI issues, in particular those of prejudice and denial of opportunity, and the issues of connection across lines of difference are well documented. For our public facing work, EDI means ensuring that our campaign materials are representative of the communitie5 we wish to serve, including ensuring that we use terminology, phrasing and messaging that is co-created with the groups we are seeking to connect with, or to represent. This can be as simple as proofing, or translation, or in the case of dedicated campaigns, require engagement with partners to build activities and messages together. We are committed to working in partnership to achieve these aims. Internallyi for the Itogether teams we are proud to have a rich and diverse network of partners and a represent3tion of all m3jor faiths, ethnicities and background5 in our 40-person Steering Group. The Trustees are also a diverse group of individuals with a variety of professional backgrounds designed to ensure we have a small, but well-resourced governing body. The staff team fluctuates depending on the nature of the work but we are proud to feature, at time of writing, staff and contractors from various parts of the United Kingdom and immigrant and diaspora backgrounds, as well as a cross section of faith and ethnicities. It is the belief of the Board that all hiring is done on merit, and that we use up-to-date recruitment methods to ensure equality of opportunity, however we also believe that a diversity of views and lived experiences in our team allows us to better serve the many different communities in the United Kingdom in our mission to build kirbder, more closely connected communities. 24 The Together Initiative ogether Fundraising Prartice Under section 13 of the Charities Act 2016, we are required to make a statement on our fundraising practice. The Charity does not carry out public fundraising artivities and does not solicit donations from the general public. Fundraising during the year was limited to applications to charitable trusts and foundations, engagement with high-net-worth individuals, and the development of relationships with corporate partners. All fundraising activities were undertaken directly by the Charity. The Charity is not subject to any voluntary fundraising regulation schemes or standard5. As no such schemes applied, there were no failures to comply with voluntary fundraising standards during the year. Trustees maintained oversight of fundraising activity through regular reporting to the Finance & Risk Committee. This ensures that all approaches were appropriate and aligned with the Charity's values. No complaints relating to fundraising were received during the year. In conducting our fundraising, we take steps to prevent potential donors being subjected to undue pressure or unreasonable intrusion. Given the bespoke and relationship-ba5ed nature of our fundraising activities, trustees are satisfied that appropriate safeguards are in place to protect vulnerable individuals from inappropriate fundraising practices. Risk Management The Management Board regularly reviews the major risks to which the Charity is exposed. A risk register has been established and is regularly reviewed and updated. The Finance & Risk Committee oversees risk management across all activities of the Charity. A review of risk registers is a standing discussion item on the quarterly agenda of both Committees. Where appropriate, systems or procedures are established and reviewed, to mitigate the risks the Charity faces. Measures have been taken during the year to strengthen cybersecurity. External risks remain around medium term funding, mitigated through ongoing fundraising and financial information management controls. Internal compliance with procedures is regularly monitored. Procedures and policies are periodically reviewed to ensure that they continue to meet the needs of the Charity. Key Risks & Uncertainties The organisation is currently managing several risks with the following identified as key risks.. Long Term Funding- While the medium term cashflow position is strong, multi-year funding is challenging to secure as we transition from focusing on bonding connertions to bridging activity le.g. the Commission). We seek to mitigate this by pipelining Trusts & Grants organisations with an interest in helping us deliver the outcomes of the Commission over the years to come, and High Net Worth individuals with a personal interest in bridging work. Inability to Grow Reserves- With the challenge of obtaining longer term unrestricted income, most of our grants and donations become restricted to shorter term delivery of specific projects. As a result, it is challenging to grow our reserve5 to a consistent desired level, which would afford us the confidence to grow our staff team and strategic flexibility to pursue projects. 25 The Together Initiative ogether Short Term Cashflow Gaps- While the Charity is considered to be a going concern, the flexible nature of our income can lead to the risk of gaps in our ca5hflow in the short term. This is mitigated by the provision of a loan facility to be vtilised in the event of a Significant gap in our finances. Team Capacity- The Charity operates with a small, agile team of key staff, utilising contractors and short term contracts to ensure capacity to deliver when required. The nature of the funding situation can lead to periods where the small, core team is required to deliver multiple projects and mitigate the inability to immediately recruit. Financial Review I Investment Policy We hold no investments at this time, with our current account at CAF Bank the only cash we hold. 2 Income & Reserves The Charity's income was £1,183,391 for the year ending 30th June 2025 (Up from £993,289 in 20241, an increase of 19% year on year. We are hugely grateful for the support of all of our funders in achieving this. At the time of foundation, the Charity lacked any provision for free financial reserves. The Trustees initially adopted a provisional target equivalent to at least 3 months unrestricted spending, in order to cover any unforeseen gaps in fundraising and enable the Charity to continue its operations. Accordingly, the Trustees adopted a financial model which maintained the Charity's liabilities at an appropriate low level, while seeking to build reserves. However, the Trustees have recognised that this model is increasingly a constraint in growing the Charity's capabilities and impact, and that it is a strategic imperative to significantly increase the level of free financial reseNes. The Board of rtl adopted what it considered to be a realistic target of growing free financial reserves during the year with a minimum set of £50,000. At year end, the total amount of funds held was £352,66112024 £157,047). Of this amount £263,98812024.. £62,365) was restricted and therefore not available for general purposes of the Charity. Unrestricted reserves at the year end were £88,69312024 .. £94,6821. Free reserves are calculated as follows 2025 2024 Unrestricted Reserves 88,693 94,682 Less Tangible Fixed Assets 11331 Free reserves 88,693 94,549 26 The Together Initiative ogether This is above our minimum reserves target and welcome progress towards meeting the ambitions of the Charity and the wider Together Coalition. However, the reserves remain below the original level set bv Trustees at association. plans for Future Periods As our activity evolves, the Trustees intend to develop the free financial reserves policy to enable it to sustain the growth necessary to meet our aims, plan Strategically, and to invest in opportunities. Trustees consider this to be critical to our mission as the Coalition expands work in the Cohesion space, where funding and partner interest may not always closely match the immediate needs of communities. Funds held as custodian trustee on behalf of others We hold no funds as a custodian trustee on behalf of others, with all grant fundinE owing to other organisations having been paid within the year. 3 Strurture* governance, and management Related Parties During the year M&C Saatchi were utilised for support services provided to The Together Initiative free of charge. Marcus Peffers is a Trustee of the Together Initiative and the CEO of M&C Saatchi. No fees were paid to M&C Saatchi this year, and there is no outstanding balance payable to M&C S33tchi at the year end. The Management Committee is responsible for maintaining adequate accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial staternents comply with the Companies Act 2006. The Management Committee is also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Members of the Management Commlttee Members of the Management Committee, who are directors for the purpose of company law and Trustees for the purpose of charity law, who served during the year and up to the date of this report are set out on page 2. Auditors The management committee has appointed UHY to act as Auditors for the year ended 30, June 2026. Statement of Trustees, responsibilities The Trustees (who are also directors of The Together Initiative for the purposes of company lawl are responsible for preparing the Trustees, Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practicel. Company law requires the Trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to.. 27 The Together Initiative ogether select suitable accounting policies and apply them consistently,. observe the methods and principles in the Charities SORP- make judgments and estimates that are reasonable and prudent,. state whether applicable UK accounting standards have been followed, subject to any departures disclosed and explained in the financial statements,. and prepare the accounts on a going concern basis unless It is inappropriate to presume that the Charity will continLJe in business. The Trustees are responsible for maintaining adeqLJate accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the accounts comply with the Companies Att 2006. They are also responsible for safeEuardinB the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Disclosure of information to auditors Each of the persons who are Trustees at the time when this Trustees, Report is approved has confirmed that.. so far as that Trustee is aware, there is no relevant audit information of which the Charity's auditors are unaware,. and that Trustees have taken all the steps that ought to have been taken as a Trustee in order to be aware of any relevant audit information and to establish that the Charit￿5 auditors are aware of that information. Auditors reappointment The auditors, UHY Hacker Young, have indicated their willingness to continue in office. The designated Trustees will propose a motion reappointing the auditors at a meeting of the Trustees. This report has been prepared in accordance with the special provisions for small companies under Part IS of the Companies Act 2006. This report was approved by the Trustees, on 22 January 2026 and signed on their behalf by- Professor Mike Clarke Chair of the Board of Trustees 28 The Together Initiative ogether Independent Auditorfs Report to the Members of The Together Initiative Opinlon We have audited the financial statements of The Together Initiative I'the Charity'l for the year ended 30 June 2025, which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland, (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements.. give a true and fair view of the state of the charitable company's affairs as at 30 June 2025 and of the charitable company's incoming resources and application of resources, including its income and expenditure for the year then ended,. have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice,. and have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are further described in the Auditorfs responsibilities for the audit of the financial statements section of our report. We are independent of the company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting CoLJncil's Ethical Standard, 3nd we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern We have nothing to report in respect of the following matters in relation to which the ISAS IUKI require us to report to you where.. the trustees, use of the going concern basis of accounting in the preparation of the financial statements is not appropriate,. or the trustees have not disclosed in the financial statements any identified material uncertainties that may cast Significant doubt about the charitable companvs ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue. Other information The Trustees are responsible for the other information. The other information comprises the information included in the Report of the Trustees, other than the financial statements and our Auditor's report thereon. Our opinion on the financial statements does not cover the information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 29 The Together Initiative ogether In connection with our audit of the financial statements, our responsibility IS to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially mi5Stated. If we identify such material inconsistencies or apparent material misstatement5, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Opinion on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit, the information given in the Report of the Board of Trustees for which the financial statements are prepared is consistent with the financial statements. Matter5 on which we are required to report by exception In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees, Report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion= adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not Vlslted by us,. or the financial statements are not in agreement with the accounting records and returns- or certain disclosures of trustees, remuneration specified by law are not made,. or we have not received all the information and explanations we require for our audit. Responslbilltles of Trustees As explained more fully in the Statement of Trustees, Responsibilities, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Auditor's responsibility for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAS IUKI will always detett a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these 30 The Together Initiative ogether financial statemerbtS. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatement5 in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.. Non-compliance with laws and regulations Based on- Our understanding of the charitable company and the sector in which it operates,. Discussion with management and those charged with governance,. and Obtaining an understanding of the charitable company's policies and procedures regarding compliance with laws and regulations,. We considered the significant laws and regulations to be the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS1021, the Charities SORP IFRS 1021, Charities Act 2011, Companies Act 2006 and UK tax legislation. The charitable company is also subject to laws and regulations where the consequence of non-compliance could have a material effect on the amount or disclosures in the financial statements, for example through the imposition of fines or litiEations. We identified such laws and regulations to be the Data Protection Att 2018, Employment Rights Act 1996, and the 8ribery Act 2010. Our procedures in respect of the above included.. Review of financial statement disclosures and agreeing to supporting documentation,. Review of minutes of meeting of those charged with governance for any instances of non-compliance with laws and regulations- Review of correspondence with regulatory and tax authorities for any instances of non-compliance with laws and regulations. and Review of legal expenditure accounts to understand the nature of expenditure incurred. Fraud We assessed the susceptibility of the financial statements to material misstatement, including fraud. Our risk assessment procedures included.. Enquiry with management and those charged with governance regarding any known or suspected instances of fraud,. Obtaining an understanding of the charitable companls policies and procedures relating to.. detecting and responding to the risks of fraud,. and internal controls established to mitigate risks related to fraud. review of minutes of meeting of those charged with governance for any known or suspected instance5 of fraud., disCUS5ion amongst the engagement team as to how and where fraud might occur in the financial statements,. performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraLJd. 31 The Together Initiative ogether Based on our risk assessment, we considered the area5 most susceptible to fraud to be journals and key estimates and judgements. Our procedures in respect of the above included.. Testing a sample of journal entries throughout the year, which met a defined risk criteria, by agreeing to supporting documentation,. Assessing significant estimates and judgements made by management for bias.; Testing the existence and accuracy of income recognised in the year. We also communicated relevant identified laws and regulations and potential fraud risks to all engagement team members and remained alert to any indications of fraud or non-compliance with laws and regulations throughout the audit. Our audit procedures were designed to respond to risks of material misstatement in the financial statements, recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery, misrepresentations or through collusion. There are inherent limitations in the audit procedures performed and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we are to become aware of it. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. The description forms part of OLJr Auditor's report. Use of our report This report is made solely to the charitable companvs members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditors, report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, for our audit work, for this report, or for the opinions we have formed. LXHY HAkn Y Tracey Moore BFP ACA (Senior statutory auditor) For and on behalf of UHY Hackeryoung Chartered Accountant5 and Statutory Auditors Th3mes HoLJse, Roman Square Sittingbourne. Kent. MEIO 4BJ Oate: 13 March 2026 32 The Together Initiative ogether Statement of Financial Activities (including Income & Expenditure Account) th Year to 30 June 2025 Notès Unrestricted Funds Restricted Funds Total 2025 Unrestricted Restricted Funds Funds Total 2024 (£1 1£) 1£) 1£) 1£) i£} Statement of Flnanclal Actlvltles Income and endowments from.. Don8tions and Legacies Investments 16,600 1,166,573 1,183,173 174,921 818,094 993,015 218 218 274 274 Total Expenditure on: Raising Funds Charitsble Activities 16,818 1,166,573 1,183,391 175,195 818.094 993,289 116,8781 116.8781 1948,0721 1970,8991 1964,9501 1987,7771 180,4091 180,4091 1113,8731 1793,3931 1907,2661 {113,8731 1873,8021 1987,6751 122,8271 122,8271 Total Net IncomellExpenditurel 16,0091 201,623 195,614 61.322 155,7081 5,614 Net movement in fund5 16.0091 201.623 195,614 61,322 155.7081 5,614 Raeoneiliation of Funds Total Funds al 1 July 94,682 62,365 157,047 33,360 118,073 151,433 Current year earnings 16,0091 201,623 195,614 61,322 155,7081 5,614 Total Funds at 30 Jun• 88,673 263,988 352.661 94.682 62.365 157,047 All activities relate to continuing operations. The Statement ol Financial Activities includes all gains and losses recognised during the year. The notes on pages 33 to 42 form part ol these financial statements. 33 The Together Initiative ogether Balance Sheet At 30th June 2025 Company number: 12707290 Notes 2025 (£1 2024 (£1 Balance Sheet Flxed Assets- Tangible assets Total Fix•d Assèts.. Current as$et$= 10 133 133 Debtors 11 78,493 6,183 304,363 211,239 382,856 217,422 130,1951 160,5081 352.661 156,914 Cash at bank and in hand Total Current assets.. Creditors.. Amounts falling due within one year Net Current Assets 12 Total Assets less Current Liabilities 352,661 157,047 Creditors". Amounts falling due after more than one year Total N•t Assèts 352,661 157,047 The funds of the Gharity.. Restricted Funds 263,988 88,673 352,661 62,365 94,682 157,047 Unrestricted funds Total funds of the charity: 16 These fin3nci31 statements have been prepared in accordance with the provisions applicable to companies subject to the small tompanies regime. These financial staternent5 were approved by the Board of Tru5tee5 and authorised for issue on 2210112026 and are signed on behalf of the Board by.. Professor Mike Clarke Trustee The notes on pages 33 to 42 form part of these financial statements 34 The Together Initiative ogether Statement of Cash Flows Total 2025 Total 2024 {£} Cash flows from operating activitie5: Net cash provided by operating activities 93,124 106,301 Change in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the period Cash and cash equivalents at the end of the period 93,124 211,239 304,363 106.301 104,938 211,239 Total 2025 Total 2024 Net income for the reporting period las per the statement of financial activities) Adjustments for.. Depreciation charges Ilncreasel/Decrease in debtors Decrease in creditors 195,614 5,614 133 172,3101 130,3131 93,124 1,602 142,217 143,1321 106,301 Net cash provided by operating activities 35 The Together Initiative ogether Notes to the Financial Statements General Informaiion The Together Initiative Is a charitable company Ilmired by guarantee, incorporated on 30 June 2020 and reglstered as a charity on 11 January 2021 and is governed by its Articles of Association. In the event of the Charity being wound up, the liability in respect of the euarantee is limited to £1 per member of the Ch8rity. Company number.. 12707290 Registered office address.. 71-75 Shelton Street, London, WC2H 9JQ Basis of Preparation and assessment of going concem The financial statements have been prepared in accordance with Accounting and Reporting by Charitie5'. Statement of Recommended Practice applitable to charities prepÈring their accounts in accordance with the Financial RÈporting Standard applicable in the UK and Republic of Ireland IFRS 102112nd Edition effective January 20191 ICharitie5 SORP IFRS 10211, the Financial Reporting Stèndard applicable in the UK and Republic of Ireland IFRS 1021 and the Companies Act 2006. The Financial Statements have been prepared under the historical cost convention. The Charity constrcutes a public benefit entity as defined by FRS 102. The financial statements have been prepared on the going concern basis as the trustees consider that there are no material ncertainties about the Charity's ability to continue as a going concern. The consideratlons tnade In this assertion include the review of the current and future operations of the Charity, together with a review of its cash and reserves position up to the end of January 2027. A5 the Ch3ritWs main income stream is grant5 and donations, the Charity has secured a flexible, interest free loan facility of up to £IOO,IKKI that Can be drawn upon to provide the Charity with enough flexibility to continue its planned charitable activities should there be 4ny interruption in the receipt of income. Income All income is included in the Statement of Financial Activities when the Charity is legally entitled to the income, it is probable that the income will be received. and the amount can be quantified with reason8ble accuracy. Grants Received Income from gr8nts and donations is recognised where the Charity is entitled to the income, it is probable that the income will be received, and the amount receivable can be quantified. Where there are specific terrn5 or conditions 3ttached to grants donations, these must be met before rhe income is recognised. Donat￿ SeNites Donated services are included èt the v31uÈ to the Charity where this can be quantified. The v31ue of services provided by volunteers h85 not been included in these account5. Expenditure Liabilities are reco8nised as expenditure as soon as there is a legal or constructive obligation committing the Charity to that expenditure, it is probable that settlement will be required, and the amount of the obligation can be measured reliablv. l expenditure is accounted for on an 3ccru31s basis. Charitable activities Charitable expenditure cotnprises those costs incurred by the Charity in the delivery of its activities and service5 for its beneficiarie5. It includes both costs that can be allocated directly to such activities and those costs of an indirett nature necessary to support them. 36 The Together Initiative ogether Notes to the Financial Statements (continued) Fund structure Unrestricted Income funds are general funds that are available for use ar the trustees, discretion in furtherance of the objectives of the Charitv. Restricted income funds are those donated for use for specific purposes, the use of which is restricted to that purpose. Irrecoverable VAT Irrecoverable VAT is charged against the expenditure heading for which It was incurred. Fixed Assets All assets costing more than £750 are capitalised Tangible fixed assets are stated at cost less accumulated depreciation. Cost includes costs directly attributable to making the asset CaP8ble of operating 8s intended. Depreciation is provided on all tangible fixed assets, at rates calculated to write off the c05t, less their estimated residual value, of each asset on è systematic basis over its useful life as follows. Computer Equipment- 3 years Cash and cash equlvalents Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject ro an insignificant risk of change in value. Debtors Short tÈrm debtors arÈ measured Èt transactlon pricÈ. less any Impairment losses. Creditors Short term creditors are tnea5ured at the transaction price. Judgement5 in applying Hcrounting policies and key sources of e51irnation uncertainty The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported for assets and li3bilities as at the balance sheet date and the amounts reported for revenues and Èxpenses during the period. The nature of estimation means the actual outcomes could differ from those estimates. There are nojudgments made that have a significant Èffert on thÈ amounts recoBnisÈd In the financial statements. Ineomè from Donations and Lègaeiès Unrestrlcted Restrlcted Total 202S Total 2024 1£) 1£) 1£) (£1 Grants 1,152.425 1.152.425 799.094 974.015 tk>nalions 16,6(X) 14.148 30.748 19.000 19.000 Total 16,600 1,166,573 1,183,173 174,921 818,094 993,015 Included in grant income is £500,000 received from DCMS for VEIVJ Day 80. There are no unfulfilled conditions or other contingencies. Expenditure on Raising Funds Unrestrfcted Restrlcted (£1 1£) 174,921 vnrestri￿ed Restricted Total 2025 1£) 16,878 16,878 Unrestricted Restricted Total 2024 1£ 80,409 80,409 1£) £1 16,878 16,878 1£) 1£ 80,409 80,409 Raising Funds Staff Costs Total 37 The Together Initiative ogether Notes to the Financial Statements (continued) 4 Support Costs Unrèstrietèd R•striet•d Total 2025 Unr•strietèd R•striet•d Total 2024 1£) 397 (£1 63,085 (£1 63,482 1£) 18,379 {£1 37,143 1£) 55,522 orrice and administration SLJPPOrt & Governance Staff Costs Gov81nanc8 COSt- Audivlndependent examination 49,087 49,087 56,087 56,087 6,500 350 6,850 1,000 1,000 Other Govemance costs Total 53 6,950 18,576 131,098 18,629 138,048 3,770 23,149 9,139 102,369 12,909 125,S18 Expenditure on Charitable S Actlvltles Unrestrlcted Restrlcted Total 2025 1£) Unrestrlcted Restrlcted Total 2024 1£) (£1 i£} (£1 {£1 Di￿t Costs Direct Staff costs Grants to organisations Direct costs Support costs Total 323.639 66,000 427,335 131,098 948,072 323.639 66,000 443,212 138,048 970,899 268,931 58,968 363,125 102,369 793.393 268,932 59,121 453,695 125,518 907.266 153 15,877 6,950 22,827 90.570 23,149 113,873 In 2025 and 2024 staff costs w8r8 allocated to raising funds, support and governance or direct ch8ritabl8 activities on the basis of estitnat8d time spent as follows. Category Actlvlty Catagory Total Support & Governance RaSs5ng Funds Olrect Support Project Staff CEO 100° 0° 100Y. 40°/. 100° 100° 100° 40/. 20.1 a Grants to Organlsatlons Unre$trl¢ted RÈstrlcted Total 2025 Unrestrlcted Rtrstrl¢tÈd Total 2024 1£) 1£) 1£) British Future 8elong The Nab"onal Council for Voluntary Organisations Others 50,000 16.000 50,000 16,000 58,968 58,968 153 153 Total 86,000 66,000 153 58968 59121 Total 2025 Total 2024 Net lexpenditurellineome for the yèar 38 The Together Initiative ogether This is stsled after ch8rging'. Independent Examiner Fees Audilorfs Remuneration Depreciation 1£) 1,000 6,850 133 1,602 Total 2025 1£) Total 2024 1£) 7 Staff costs Wages and salaries Etnployers National Insurance Pension costs Total 348,028 30,937 10,638 389.603 302,925 27,267 10,954 341,146 39 The Together Initiative ogether Notes to the Financial Statements {continued) There is one employee with emoluments of over £70.00012024 '. one over £70,0001. The average number of employees during the yg8r was 812024 .. 81. The trustees consider the CEO and trustees as comprising the key management personnel of the Charity in charge of directing and controlling the Charity and running and operating the Charity on a day to day basis. K8y rnanagement P8rsonnel compensation for the yearto 30th June 2025 was £86,61712024 .. £81,824) 8 Trustees remuneratlon and expenses None of the Trustees, nor any persons connected with them, received any remuneration or benefits in kind during the year12024 .' None). Three trustees were reimbursed for £511 travel expenses during the current year12024 '. Two trustees We￿ reimbursed £7791. 9 Taxation The Together Initiative is a registered Charity and is therefore potentially exempt from taxab.on on its income and gains as the Charity falls within the definition of a charitable company as defined in Part 1, Schedule 6 of the Finance Act 2010. No tax charge has arisen In the year. 10 Fixed Assets Computer Equipment Totsl Cost At 1st July Additions At 30 June 1£) 4,806 1£) 4,806 4,806 4,806 Depr8ciation At 1st July Charge for the year At 30 June 4,673 133 4,806 4,673 133 4,806 Nat Book Valu• 30 Juna 2025 Net Book Value 30 June 2024 133 133 11 Debtors 2025 1£) 1,305 75,000 2,188 78.493 2024 1£) 6,028 Prepayments Accrued Income Other debtors 155 6.183 12 Cr•ditors'. amounts falling duè within on• y•ar 2025 2024 1£) 5,790 1£) 15,018 Trade ¢reditors Pension payable Accru815 Taxation and Social Security Payable 2,176 13,248 8,981 30.195 1,693 35,510 8.287 60.508 13 Related paity transactlons During 2025 M&C Saatchi were paid £1,397 for catering servi￿$ foi a VE day event. Nothing was paid in the year to 30th June 2024. Marcus Peffets is a Trustee of the Together Initiative and the CEO ol M&C Saatchi. There is no outstanding balance payable tts M&C Saatchi at the year end. 40 The Together Initiative ogether Notes to the Financial Statements {continued) Balance at 110712024 1£) Balancè at 3010612025 (£1 14 Restrlcted Funds Income Expendlture 1£) 1£) National Lottery- Bringing People Together DCMS 437,425 508,200 1392,0911 1417,9541 45,334 90,246 Cohesion 62.365 220.948 154.906 128,407 1 166573 964 951 263 987 Restricted Funds 15 (prior yearl Balance at 110712023 1£ Balance at 3010612024 1£) Income Expenditure 1£) National Lottery Comrnunity Fund - Bringing P80ple Together Big Help Out Together for Humanity (renamed Cohesion in 20251 112,569 5,504 296,417 372,677 1408,9861 1378,1811 149,000 118,073 818,094 The specific purposes for which the funds are to be applied are as follows.. 86,635 873,802 62,365 62,365 Natlonal Lottery Communlty Fund - Brlnglng People Together The grant supports the co-ordination of UK-wide, co-created cornrnunity actiwty over a series of national comrnunity days during 2023-2025 as part of a growing movement ol social unity. DCMS Fund lo support the delivery of the public participation elements ol the 80th Anniversary of VE Day in 2025. Supported by grants from the DCMS and the Tides Foundation120241. In the early part of the financial year. some of the DCMS funds were spenl planning and preparing for the Big Help Out in future years. Together for Humanity (T4HI Icohesion Together for Humanity is a campaign aimed at connecting communities affected by antisemitism 8nd anti-muslim hate following the breakout of full scale war in the Middle East. This was supported by the Pears Foundation. ICS, the Randaree Trust, Haim Taib and the Livingston Charitsble Trust. Nat5onal Lottery Community Fund- Bringing People Together Analysis of net assets between 16 Funds Total 2025 Unrestrlcted Cohesion DCMS 1£) Restrlcted 1£) (£1 (£1 {£1 Fixed Assets Cash at bank and in hand Other current assets Creditors falling du8 within one year Total 95,211 47,515 60,167 101,47 209,152 304,363 1381 16,5001 1,317 76.598 616 111,83 78,531 78,493 13,4981 45,334 18,3591 123,6951 130,1951 88,673 128,406 90,248 263,988 3S2,661 41 The Together Initiative ogether Notes to the Financial Statements (continued) Analysis of net assets between Funds IPrior Yearl National Lottery Community Fund - Bringing Unrestrictèd P80ple Together Big Help Out 17 T4H Restrict•d Total 2024 (£1 1£> 1£) 1£) 1£) Fixed A55ets Cash at bank and In hand Othei current assets Creditors falling due within one year Total 133 133 101,105 18,1)42 6,104 62,834 29,258 79 110,134 211,239 6,183 6,183 16,5561 94,682 124,1461 14691 62.365 129,3371 153,9521 160,5081 62,365 157.407 18 Legal status of the Charity The Charity is a company limited by guarantee and has no share capital. In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £1 per member. 42