GLOBAL
TREEHOUSE
TRUSTEES 2025 ANNUAL REPORT
## **REPORT OF THE TRUSTEES**
**Letter from the Executive Director............................................................................3 Letter from the Chair........................................................................................................4 Objectives and Activities................................................................................................5 Impact.....................................................................................................................................6 Governance (Legal and Administrative Information)......................................14**
**CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025 Statement of Financial Position.................................................................................18 Independent Examiner’s Report................................................................................19 Statement of Financial Activities..............................................................................20 Notes to the Financial Statements..........................................................................22**
## **LETTER FROM THE EXECUTIVE DIRECTOR**
When we founded Global Treehouse, we were clear about one thing: tools alone do not change systems; people do. But people cannot act without the right support, data, community and visibility. In 2025, we saw that belief tested and strengthened.
We have seen providers use the Magnify Tool not just as a document, but as a practical lever for change. With more than 700 downloads, clinicians across multiple countries identified concrete improvements in their services — from implementing structured family feedback surveys and strengthening pain assessment, to analysing referral and cancellation data to improve access to respite care, and addressing staff wellbeing where secondary trauma was identified. The translations into Portuguese, French and Spanish, alongside our first AI-enabled assistant, have made the tool more accessible across contexts.
We have seen leaders from Brazil to Kenya translate ambition into action — building services, shaping local conversations and connecting internationally. In the Asia-Pacific region, 13 hospital teams worked through focused sprints, using their own service data to prioritise changes. These are early but meaningful signals of locally led system building.
We have also seen a shift in how the sector approaches technology. Through our published principles, research scans, innovation dialogue and competition, we have started to bring responsible technology into practical discussion within the field. Children’s palliative care is deeply human work. Precisely because of that, it should shape how technology is adopted, not be left behind.
Behind the scenes, 2025 was a year of strengthening foundations. We welcomed new clinical expertise to our board, invested in our team and set a clear direction for the next stage of our growth.
**Across all of this, one pattern is clear: when leaders are equipped with practical tools and connected to peers, change becomes more possible — and more visible. This is the multiplier role Global Treehouse is beginning to play: helping the knowledge, courage and innovation already present in the field travel further, faster and with greater confidence.**
Looking ahead, we will stay focused: deepening our anchor partnerships, expanding the practical use of the Magnify Tool, advancing responsible innovation and backing leaders who are building and scaling services.
Global Treehouse is not a clinical provider, and not a technology company. We exist to connect people, ideas and investment so that compassionate, high-quality care becomes more accessible — wherever a child lives.
2025 did not solve the challenge. But it showed that practical, locally led change is underway — and that the right support can accelerate it.
Thank you to our partners, trustees, advisors and supporters who make this work possible.
With determination,
Laura Dale-Harris, Executive Director
**3**
## **LETTER FROM THE CHAIR**
In a difficult year for many in the public health sector, I am pleased that Global Treehouse has continued to expand and strengthen as we work to improve children’s palliative care around the world.
As many children’s palliative care providers and the families they support struggle with increasing uncertainties over funding and other pressures, the need for innovation has never been greater. Fortunately, the opportunities to innovate — through new tools, new business models and new ways of working — are becoming faster, more affordable and more accessible.
While still in its early stages, this report documents the considerable achievements already made through our work, thanks to our brilliant staff and our ever-growing network of partners, advisors and collaborators around the world.
**With artificial intelligence making a huge impact on the wider world in 2025, Global Treehouse has helped steer the transformative power of this and other technologies within the children’s palliative care sector.** This work has been foundational, guiding the debate on the principles and ethics of these new tools; informational, by collating evidence, documenting case studies and celebrating breakthrough uses; and practical, by working with the growing number of provider communities adopting our Magnify Tool.
Innovation means far more than new technologies, of course, and responding to the funding squeeze affecting the sector has also meant finding new ways to communicate the value of children’s palliative care. We were pleased to support several funders in making their first investments in children’s palliative care this year. Looking ahead to 2026, this will continue to be a key theme as we work to develop new narratives and methods for sharing the stories of the 8 million children worldwide in need of children’s palliative care, and of the individuals and organisations working to support them.
As we move forward, our focus is to build on this foundation to continue supporting local leaders doing remarkable work around the world, advancing the responsible adoption and adaptation of new technologies and shaping new narratives among global partners to mobilise more investment in this essential component of care.
In partnership,
Jonty Roland, Chair of Trustees
**4**
## **OUR VISION, OBJECTIVES AND IMPACT Objectives and Activities**
## **Our Vision**
Our vision is that every child, regardless of their health condition, receives the palliative care support they need to live life to the fullest. Our mission is to catalyse change, scale investments and build a supportive community to advance paediatric palliative care globally. Together, we’re building a community of locally rooted, globally connected initiatives to transform children’s palliative care worldwide.
## **Children’s Palliative Care**
Children’s palliative care (CPC) provides a holistic and active approach to care for children with life-limiting and life-threatening conditions, ensuring they and their families have the best possible quality of life. This care is delivered alongside curative or life-prolonging treatments and can include management of pain and other distressing symptoms, respite breaks for families, care at the end of life and bereavement support. Children’s palliative care is provided in various settings: children’s hospices, hospitals (including specialist and tertiary care), community health centres and children’s own homes.
## **Our Objectives**
The trustees have regard for the focus on providing a public benefit with all of our efforts. Our objectives, as laid out in our governing document, the purposes of the Charitable Incorporated Organisation, are:
- To relieve sickness and to improve the lives and treatment of children and young people with life-limiting and life-threatening conditions, their families and carers globally. In particular, by working with hospitals, hospices and other stakeholders to bring the best practices to bear and improve access to and quality of children’s palliative care globally. To advance the education of the public in general (and particularly amongst those working in health and social care) in all areas relating to palliative care and/or pain relief for children and young people. In particular, by creating and supporting innovationoriented networks and promoting the provision of the best quality children’s palliative care globally.
- Global Treehouse Foundation’s aims, objectives and planned activities were based on the Charities Act 2011 and the Charity Commission’s general guidance on public benefit.
## **Our Impact**
## **Achievements and Performance**
As we work towards our vision of every child receiving the palliative care support they need to live their lives to the fullest, Global Treehouse is proud to share our work from 2025.
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## **IMPACT**
## **TECHNOLOGY**
## **Leveraging the Role of Technology and AI for Human-Centred Care**
In 2025, Global Treehouse focused on bringing responsible, rapidly evolving technology, including AI, into children’s palliative care in a grounded, practitioner-led way. Our activities reduced hesitation, made technology feel less abstract and helped practitioners and partners engage with AI and other digital tools in an informed, values-led way that aligned with the deeply human nature of care.
Throughout the year, our efforts helped demystify the role of technological innovation. Global Treehouse participated in a workshop at the International Children’s Palliative Care Network (ICPCN) conference, where we brought innovation to the forefront of the conversation about children’s palliative care and discussed the rapidly evolving technological landscape. A clear theme emerged from the thoughtful and candid conversations: practitioners and partners want to engage with AI and other technology in thoughtful, relevant ways that strengthen compassion, connection, and quality of life for children and families — and they need tools and training to help them navigate emerging technology.
A foundational step in leveraging technology in human-centred care was the publication of our AI and technology principles for children’s palliative care, which serve as a model of how technology can support children and families in their most vulnerable moments. Our vision is that technology and AI within healthcare will strengthen compassionate care — not substitute for it. These principles help guide Global Treehouse as we act as a bridge between emerging technologies and the children and families who need high-quality care. Every child receiving palliative care deserves an opportunity to live life to the fullest, and we strive to set a global example of how innovation can support children with integrity and compassion.
**----- Start of picture text -----**
Children’s palliative care —
the full continuum of care
that seeks to ensure the best
possible quality of life for children
with life-limiting conditions —
is profoundly human and relational.
Precisely because of this, we believe
it has the potential to benefit greatly
from digital innovation that
amplifies compassion.
**----- End of picture text -----**
With these principles as our guide, Global Treehouse published a technology and AI resource hub, “Harnessing Technology and AI for Human-Centred Care.” This platform provides a single access point to a wide array of technologies available to practitioners and families. The hub includes:
- **Magnify Tool AI** : Created for children’s palliative care providers, this powerful tool uses prompts and user-uploaded evidence to help providers strengthen their practice, improve data use, and plan for future care. You will find more on this tool on page 9.
- **Technology in the Children’s Palliative Care Library** : This open-access library lists technologies currently used within children’s palliative care globally, spotlights ideas for application or adaptation in new and novel contexts, and creates a shared knowledge base. It is a living resource, continuously shaped and updated through contributions from the field.
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## **TECHNOLOGY**
- **Rapid Scan of Research** : This review of existing literature on digital innovation in children’s palliative care examines how technology is currently used and how it could potentially improve access and quality of care. It aims to map existing and emerging tools, assess user attitudes and barriers, and identify priority areas for investment and scaling. One key finding: digital solutions have strong potential to improve care, but their impact depends on thoughtful design and overcoming systemic barriers such as training, funding and infrastructure.
- **Virtual Community Discussion** : This WhatsApp community for practitioners and professionals provides discussion opportunities and a space to ask questions about technology and AI in children’s palliative care.
## **COLLABORATION SPOTLIGHT**
## **The Radical Innovation Challenge**
**The winner, Nabunje Diana Lubega,** is a
Finalist **Zama Ndlazi** is a medical officer at a long-term psychiatric hospital in
Finalist **Nuhamin Tekle Gebre** is a physician, palliative care researcher and advisor for
**7**
## **MAGNIFY + PROGRAMMES**
## **Sparking Improvements in Palliative Care**
In 2025, Global Treehouse supported palliative care providers by empowering them to reflect on their data to build evidence-based roadmaps for change. Through our research scan and ongoing field engagement, Global Treehouse positioned itself as a credible partner for scaling evidence-based practice. At the heart of this progress was the Magnify Tool, a customisable resource that helps children’s palliative care providers and teams explore and use their service data. This tool was launched in 2024 and encompasses 100 metrics organised into 10 focus areas to help providers across the globe demystify and contextualise service data. **The Magnify Tool is available in English, French, Portuguese and Spanish, and is free for all providers.**
## **COLLABORATION SPOTLIGHT**
## **Asia Pacific Hospice Palliative Care Network**
Global Treehouse and the Asia Pacific Hospice Palliative Care Network (APHN)
**----- Start of picture text -----**
“As a palliative care practitioner
and paediatrician, it was so
wonderful to facilitate a small group
and explore in-depth the work
happening within and across teams.
For paediatric palliative care teams ready to
examine their own practices, download the
Magnify Tool and — most importantly —
focus on an area of your service you want to
better understand related to your data.”
– Dr Ng Su Fang
**----- End of picture text -----**
**Magnify By the Numbers**
**700+ downloads globally**
**15 participating countries**
## **20+**
**providers supported through deeper implementation work, including cohorts, mentoring and quality improvement support**
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## **MAGNIFY + PROGRAMMES**
## **The Magnify Tool Cohort**
Global Treehouse supported a global cohort of providers — from Kenya, the United Kingdom, South Africa and Kuwait — through months of mentoring and coaching. The Magnify Tool cohort focused on using the tool to interpret their data and initiate quality improvements. Five cohort participants completed full improvement cycles, translating insights from their data into concrete interventions that have enhanced the quality of the care they provide. One resulting initiative, led by Noah’s Ark Children’s Hospice in the United Kingdom, used referral data to inform strategic improvements and was shared with an international audience.
## **The Magnify Tool AI Assistant**
To make the Magnify Tool even more accessible to providers, Global Treehouse launched the Magnify Tool AI Assistant. This low-risk innovation allowed providers to engage more easily with their data and supporting resources and was met with strong early uptake. Built on NotebookLM, the assistant uses practical prompts, allowing teams to ask plain-language questions to learn more about their existing service data and integrate insights into day-to-day decision-making. The AI assistant enhances the Magnify Tool by supporting faster learning, clearer interpretation and more collaborative use across teams. It enables access in over 80 languages and opens new pathways for providers worldwide to translate data into action.
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**LEADERS**
## **Learning Together: Growing Our Community of Innovative Leaders**
In 2025, Global Treehouse saw our community come into sharper focus. We were more connected, more visible, and more steadfast in our collective voice. Our individual relationships with organisations and partners worldwide began to coalesce into a more dynamic, peer-driven network of leaders shaping the future of children’s palliative care. At the heart of this progress was a simple but powerful idea: leaders learn best from one another, through intentional collaboration and partnership. We are proud of the breadth and scope of our leadership collaborations.
## **Our partnerships extended across the globe.**
We partnered with children’s palliative care leaders in Romania, Kenya, Brazil, and Italy to share resources such as the Magnify Tool and to help organisations better articulate their impact and scale their work. In Brazil, we were proud partners with Casa Arara Azul, including presenting at their inaugural training series and facilitating shared learning with worldwide leaders, including the Spanish Enriqueta Villavecchia Foundation.
## **We supported South Asian leaders through the Two Worlds Cancer Collaboration Children’s Palliative Care Leadership Programme.**
Global Treehouse supported emerging children’s palliative care providers from across the globe, including the 2024 and 2025 leadership cohorts. We contributed faculty expertise in the programme's storytelling strand, funding innovation and strategic communication. We also offered targeted mentorship to leaders from Nepal and India.
## **We hosted a panel during the Skoll World Forum, dedicated to human-centred children’s palliative care.**
The conversation, “Dignity in Childhood: Closing the Gap in Palliative and Serious Illness Care”, brought together experts, philanthropists and social innovators to challenge assumptions and reframe the narrative around children’s palliative care on a global stage.
## **We participated in World Health Organization (WHO) working groups on palliative care.**
Global Treehouse advised the WHO working groups on the use of digital tools in palliative care and contributed expertise on digital health to support the development of the WHO digital tool roadmap.
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**LEADERS**
## **COLLABORATION SPOTLIGHT**
## **Living Room International**
Global Treehouse’s partnership with Living Room International in
Together, we co-developed a children’s palliative care model
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**INVESTMENT**
## **Mobilising Confidence and Capital in Children’s Palliative Care**
In 2025, Global Treehouse saw tangible success in translating ideas, relationships and leadership into meaningful investment for children’s palliative care. There is growing confidence among funders that children’s palliative care is a solvable, systems-level challenge, and we are grateful to the partners and funders who recognise the critical nature of this work.
Thank you to:
- Albert Hunt Foundation
- MAIS S.p.A.
- T. & J. Meyer Family Foundation
- The Kaizen Foundation
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.
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## **COLLABORATION SPOTLIGHT**
## **The Sanofi Collective**
investment from the Foundation S – The Sanofi Collective.
families. This project will be headed by AMPATH, with partners Moi Teaching and Referral Hospital (MTRH), Faraja Cancer Support Trust and Kenyatta National Hospital
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## **MATURING**
Amid the accomplishments and progress in children’s palliative care in 2025, Global Treehouse continued to mature and grow as an organisation. We strengthened our communications and visibility in the service of learning, connection and narrative change. Our participation in global conferences and our support for cohorts of palliative care leaders helped tell the stories of those affected by life-limiting childhood illnesses and made clear the need for innovation in children’s palliative care. We expanded our external communications, including the launch of a new blog interface, increased our social media presence on Instagram and Bluesky, and built out a dynamic, interactive website.
We also strengthened the internal foundations necessary to deliver complex, multi-country work consistently and with resilience. We grew our internal staff and onboarded Dr Renée McCulloch as a strategic trustee. Dr McCulloch is a leading consultant in Paediatric Palliative Medicine and Deputy Medical Director at Great Ormond Street Hospital for Children (GOSH), and she brings more than 20 years of leadership in the field.
Most importantly, Global Treehouse continued to grow our community. We amassed teams of leaders, experts and advocates, all aligned with our mission: to help providers deliver palliative care to children that is compassionate, dignified, and human-centred.
## **Board of Advisors**
- **Alex Jakana** , Gates Foundation
- **Andrew Clarke** , Save the Children UK
- **Dr Annabel Howell** , Children’s Hospices Across Scotland (CHAS)
- **Brian Walusimbi** , Bless a Child Foundation
- **Dianne Gray** , Hospice and Healthcare Communications and Elisabeth Kubler-Ross Foundation
- **Dominick Kennerson** , HSBC Innovation Banking
- **Dr Eve Namisango** , African Palliative Care Association
- **Ivor Williams** , Mortals
- **Jonathan Cotter** , National Center for Pediatric Palliative Care Homes
- **Dr Megan Doherty** , Two Worlds Cancer Collaboration
- **Miguel López de Silanes** , Family Office Exchange
- **Nagui Yassa** , Tech leader (product and marketing)
- **Dr Poh-Heng Chong** , HCA Hospice
- **Dr Tagore Charles** , Noah’s Ark Children’s Hospice
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## **GOVERNANCE**
## **This Report**
The trustees presented their report with the charity’s financial statements for the year ended 31 December 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts following the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).
## **Organisation**
Global Treehouse Foundation is a Charitable Incorporated Organisation (CIO) dedicated to the vision that every child receives the palliative care support they need to live their lives to the fullest.
We were established as a CIO on 25 February 2021. We are registered in the United Kingdom under number 1193670. Global Treehouse Foundation’s address is West Wing, Somerset House, London, United Kingdom, WC2R 1LA.
## **Trustees**
Our trustees and their periods of appointment and holding their office are below from 1 January 2025 to 31 December 2025:
## **Jonty Roland** , Chair
Appointed on 25 February 2021.
Served for all of 2025 (1 January - 31 December 2025).
## **Rebecca Eastmond**
Appointed on 25 February 2021.
Served in 2025 from 1 January 2025 until 17 October 2025.
## **Maurizio Petta**
Appointed on 25 February 2021. Served for all of 2025 (1 January - 31 December 2025).
## **Gianluca Fontana**
Appointed on 25 February 2021. Served for all of 2025 (1 January - 31 December 2025).
## **Dr Renée McCulloch**
Appointed on 19 March 2025.
Served for the remainder of 2025 (31 December 2025).
## **Trustee Appointment**
Trustees are appointed by the board of trustees in accordance with the provisions of the charity's governing document. The board regularly reviews its composition to identify any skills gaps and ensure a diverse and balanced mix of expertise. All members can consider potential candidates, and with a thoughtful interview process, can be proposed for appointment by the existing trustees. Strategic onboarding will be provided. This process was followed to identify, speak with, ask and onboard Dr McCulloch.
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## **GOVERNANCE**
## **Staff**
As of 31 December 2025, there are two paid employees: Laura Dale-Harris is the Executive Director and Laura McSorley is the chief of staff.
## **Independent Examiners**
The individual appointed to conduct an independent examination of our accounts (as required by the Charity Commission) is:
Niall Kingsley FCA For and on behalf of Duncan & Toplis Limited 3 Princes Court Royal Way Loughborough LE11 5XR
## **Bankers**
CAF Bank Limited 25 Kings Hill Avenue Kings Hill, West Malling Kent ME19 4JQ
## **Composition of the Board**
Global Treehouse Foundation is a Charitable Incorporated Organisation governed in accordance with the terms of its written constitution. The charity trustees are the only voting members, and the board of trustees is responsible for its management.
## **The Role of the Executive Director**
The organisation’s day-to-day management is delegated to Executive Director Laura DaleHarris.
## **Policy and Procedures**
Global Treehouse is committed to strong governance and safeguarding policies.
Global Treehouse Foundation has adopted many policies, including conflict of interest, risk management, reserves, privacy and safeguarding policies.
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## **GOVERNANCE**
## **Reserves Policy**
## **1. Introduction**
This Reserves Policy outlines the Global Treehouse Foundation's approach to managing its financial reserves. The purpose is to ensure the stability and sustainability of the organisation while complying with the guidelines set by the United Kingdom Charity Commission.
## **2. Purpose of Reserves**
Reserves are funds that are freely available to spend on any of the charity’s purposes. They exclude restricted funds and endowments. The purpose of holding reserves is to:
- Ensure the charity can continue its activities in the event of unforeseen shortfalls in income or unexpected expenses.
- Provide funding for future activities and strategic initiatives. Cover potential liabilities and risks.
## **3. Reserve Levels**
The Trustees have set a minimum reserve level of 3 months of operational costs to ensure adequate protection. This will be reviewed annually by the Trustees to ensure it remains appropriate in light of the charity’s circumstances and risk profile.
## **4. Calculating Reserves**
Reserves are calculated as the total unrestricted funds minus any designated funds. Designated funds are amounts that the Trustees have set aside for particular projects or purposes, which are not legally restricted but are earmarked for specific use.
## **5. Use of Reserves**
Reserves may be used for the following purposes:
- To cover short-term deficits in income or unexpected costs.
- To invest in strategic initiatives that further the charity’s objectives. To manage cash flow requirements.
- To cover one-off expenditure that could not have been anticipated.
Any decision to use reserves must be approved by the Trustees and documented in the meeting minutes.
## **6. Monitoring and Reviewing Reserves**
The Trustees are responsible for regularly monitoring the level of reserves. This includes:
- Reviewing the reserve levels twice a year during Trustee meeting. Consider updates as needed of the reserves policy.
- Adjusting the minimum reserve level, if necessary, based on changes in the charity’s risk profile and financial position.
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## **GOVERNANCE**
## **Reserves Policy**
## **7. Reporting Reserves**
The level of reserves and the reserves policy are disclosed in the charity’s annual report and accounts.
This includes:
- An explanation of the need for reserves.
- The target level of reserves and the current level.
- Any plans to build up or draw down reserves, with explanations for significant movements.
## **8. Policy Review**
This Reserve Policy will be reviewed annually by the Trustees to ensure it remains fit for purpose. Any amendments to the policy will be approved by the Board of Trustees.
## **9. Approval**
The Board approved this Reserves Policy of Trustees on 19 September 2024.
Jonty Roland, Chair of Trustees Global Treehouse Foundation
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## **FINANCIALS**
## **Financial Position**
Total incoming resources for the year were £315,205 (2024: £13,152), including grants of £314,953 (2024: £12,935). Expenditure was £200,480 (2024: £173,583), resulting in a net gain for the year of £114,725 (2024: Loss of £160,431).
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## **FINANCIALS**
## **Independent Examiner’s Report to the Trustees of Global Treehouse Foundation**
## **Independent examiner's report to the trustees of Global Treehouse Foundation**
I report to the charity trustees on my examination of the accounts of Global Treehouse Foundation (the Charity) for the year ended 31 December 2025.
## **Responsibilities and basis of report**
As trustees of the Charity, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act').
I report in respect of my examination of the Charity’s accounts carried out under Section 145 of the Act and in carrying out my examination I have followed all applicable Directions given by the Charity Commission under Section 145(5)(b) of the Act.
## **Independent examiner's statement**
Since your charity's gross income exceeded £250,000 your examiner must be a member of a listed body. I can confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
1. accounting records were not kept in respect of the Charity as required by Section 130 of the Act; or
2. the accounts do not accord with those records; or
3. the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Niall Kingsley FCA The Institute of Chartered Accountants in England and Wales
Duncan & Toplis Limited 3 Princes Court Royal Way Loughborough Leicestershire LE11 5XR Date _____________________ 23rd July 2026
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## **FINANCIALS**
## **Statement of Financial Activities for the Year Ended 31 December 2025**
**20**
## **FINANCIALS**
## **Statement of Financial Position, 31 December 2025**
The financial statements were approved by the Board of Trustees and authorised for issue on 3 July 2026 and were signed on its behalf by:
Jonty Roland, Chair of Trustees
The notes form part of these financial statements
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## **FINANCIALS**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **1. General Information**
Global Treehouse Foundation is a Charitable Incorporated Organisation (CIO) registered in England and Wales, whose only voting members are its trustees. The charity's registered number is 1193670. The principal address of the charity is West Wing, Somerset House, Strand, London, WC2R 1LA.
The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £.
The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.
The financial statements cover the individual entity.
The entity constitutes a public benefit entity as defined by FRS 102.
There are no material concerns relating to going concern.
## **2. Accounting Policies**
## **Basis of preparing the financial statements**
The accounts (financial statements) have been prepared in accordance with the relevant version of the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011 and UK Generally Accepted Accounting Practice. The accounts (financial statements) have been prepared to give a 'true and fair' view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a 'true and fair view'. This departure has involved following the relevant version of the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn.
## **Critical accounting judgements and key sources of estimation uncertainty**
In the application of the charitable company's accounting policies, management is required to make judgements, estimates and assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
**continued...**
**22**
## **FINANCIALS**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **2. Accounting Policies - continued**
## **Critical accounting judgements and key sources of estimation uncertainty**
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.
There are no critical accounting judgements or estimation uncertainty that, in the opinion of the trustees, will have a material effect on the financial statements.
## **Income**
All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.
For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.
Income from grants is recognised at fair value when the charity has entitlement after any performance conditions are met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.
## **Expenditure**
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.
## **Allocation and apportionment of support costs**
Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include IT support, public, policy and media support, irrecoverable VAT, professional fees and governance costs which support the charity's programmes and activities.
**continued...**
**23**
## **FINANCIALS**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **Tangible fixed assets**
Property, plant and equipment is stated at cost (or deemed cost) or valuation less accumulated depreciation and accumulated impairment losses. Cost includes costs directly attributable to making the asset capable of operating as intended.
Computer equipment 33% on cost
At each reporting date fixed assets are reviewed to determine whether there is any indication that those assets have suffered an impairment loss. If there is an indication of possible impairment, the recoverable amount of any affected asset is estimated and compared with its carrying amount. If the estimated recoverable amount is lower, the carrying amount is reduced to its estimated recoverable amount, and an impairment loss is recognised immediately in the income statement.
If an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but not in excess of the amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment is recognised immediately in the income statement.
## **Taxation**
The charity is exempt from tax on its charitable activities.
## **Fund accounting**
Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.
Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.
Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.
## **Hire purchase and leasing commitments**
Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.
## **Debtors and creditors receivable / payable within one year**
Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.
**continued...**
**24**
## **FINANCIALS**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **3. Donations and Legacies**
## **4. Investment Income**
**5. Charitable Activities Costs 6. Direct Costs of Charitable Activities**
**continued...**
**25**
## **FINANCIALS**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **7. Support Costs**
## **8. Independent Examiners’ Remuneration**
## **9. Trustees’ Remuneration and Benefits**
There were no trustees' remuneration or other benefits for the year ended 31 December 2025 nor for the year ended 31 December 2024.
## **Trustees' expenses**
There were no trustees' expenses paid for the year ended 31 December 2025 nor for the year ended 31 December 2024.
## **10. Staff Costs**
**continued...**
**26**
## **FINANCIALS**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **10. Staff Costs - continued**
The key management personnel of the CIO relates to management of the CIO. Total remuneration including employers pension and national insurance contributions was £118,345 (2024 - £111,226).
## **11. Comparatives for the Statement of Financial Activities**
**continued...**
**27**
## **FINANCIALS**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **12. Tangible Fixed Assets**
## **13. Debtors: Amounts Falling Due Within One Year**
## **14. Creditors: Amounts Falling Due Within One Year**
**continued...**
**28**
## **FINANCIALS**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **15. Movement in Funds**
**continued...**
**29**
## **FINANCIALS**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **16. Related Party Disclosures**
During the year grants without restriction totalling £290,500 were made to the charity by MAIS S.p.A. of whom a trustee is also a director.
**30**
## **FINANCIALS**
## **Detailed Statement of Financial Activities for the Year Ended 31 December 2025**
This page does not form part of the statutory financial statements
**31**
# **www.GlobalTreehouse.Foundation**