E.A.S.A. (EDUCATION ADVICE SERVICES FOR ADULTS)
Report and Accounts
For the Year Ended 30th September 2025

E.A.S.A (EDUCATION ADVICE SERVICES FOR ADULTS)
REPORT AND ACCOUNTS
CONTENTS
Company Information
Trustees Report
Independent Examiner's Report
Statement of Financial Report
10
Balance Sheet
11
Notes to the Accounts
12-13
Detailed Profit and Loss Accounl
(Does not form part of statutory accounts)
14

COMPANY INFORMATION
Directors l Trustees
Georgios Voumas
Wayne Swallow (Director)
Shamim Khan {Diredor}
SECRETARY
Farkanda Neam
ACCOUNTANTS
Charterfields {Huddersfield) Ltd
225 Bradford Road
Fartown
Huddersfielé
HD16EW
BANKERS
Yorkshire Bank PLC
14 Broadway
Bradford
BDI 1EZ
REGISTERED OFFICE
Kenburgh House
Ground Floor, 28 Manor Row
Bradford
8014QU
COMPANY REGISTRATION NO.
02882510
CHARITY REGISTRATION NO.
1194155

STRATEGIC OVERVIEW
In 2024-25, EASA ¢ontinued to deliver strong organisational perfomiance and
meaningful social impacL $upporting individuals who face the most Significant barriers
to employment, learning and wellbeing. The organisation fully utilised ils funding allocation
to support 2.500 seNice users. with provision focused overWhelm￿nglY on priority groups who
are less likely lo benefft from mainstream setvices. Through a participant-led model that
combines trusted infomiab"on, advice and guidan￿ with practical workshops, community-
based delivery and tailored wellbeing SUPFX)rt, EASA has enabled more people to build
confidence, develop skills and move towards sustainable employment. leaming and improved
life outcomes.
Key measure
Service users supported
Career management oulcomes
Employment outcomes
Learning outcomes
Customers from priority groups
Respondents reporting positive impaci
Customer satisfaction
2024-25 result
2,500
969
363
816
99•/.
100¥/.
This report demonstrates not only strong delivery against core objectives, but also the wider
strategi¢ value of EASA'S approach. Ils strengih lies in comly.ning reach, responsiveness and
trusted local partnerships with a clear focus on inclusion, accountability and long-term impact.
Aiongside measurable employability and leaming outcomes, the organisation has continued
lo strengthen ils contribution to equality, diversity and inclusion, social responsibility,
environmental sustainabilty, and mental health and wellbeing. Collectively, these
achievements position EASA as a resilient, community-rooled organisation with a proven
ability to respond to need, deliver public value and create lasting opportunity for those at
greatesl risk of exclusion.
EASA Services, Quality and Impact
EASA is an established Bradford charity supporting individuals and families who fa
significant barrsers to employment leaming, social inclusion. wellbeing, and opportunity.
EASA is dedicated to empowering exduded individuals and communities to achieve
meaningful leaming. work, and Itfe outcomes fulfill their potential. Our Mission drives
everything we do, and all our programmes are shaped by the voices of the people we
support, ensuring they are participant-led, responsive. and relevant. We believe in
seeing the potential in every Ftrson, particulady those who have been overfooked or left
behind.
We support the most socially excluded people, induding long-tem unemployed adults, single
parents. over-50s, and adults ￿th SEND. "EASA is especialty effective at reaching and
engaging customers other providers struggle to involve.. (Matrix assessment). We provide
safe, welcoming spaces where people feel valued. build friendships. gain peer support. and
strengthen local networks.
We specialise in identifying gaps in local provision and delivering innovative. pre-accrediled
programmes that combine employability. digital and English language skills, wellbeing, and
community integration. By listening to participants, aspirations and priorities, we ensure
our work meets real needs and enables them to take ¢ontrol of their lives.

Customer satisfaction data for the first quarter of the year {20251 showed that 1000/0 of survey
respondenls felt thal the service had had a positive impact of their life and 100°/o were satisfied
with the service.
Customers inte￿IeWed similaTly described vh)at IAG yovsded by EASA had enabled them
to achieve, for example, one descnbed having been off sick due to workplace stress for a long
time, and how the advisor had helped her lo identify and engage with some NHS talking
therapy and a wellbeing group. given her the confidence lo consider looking for alternative
employment, and then had provided infomation about the Ac￿sS to Work scheme that
enabled her new employer to better accommodate her needs- "I felt I was stuck, I didn't see
that I had any oplion but lo stay off sick until they forced me lo go back... but she really helped
me see I had a choice, and I didn't know anything about the Access to Work Scheme. that has
really helped my new employer out, they didn't know either. The whole thing just feels really
positive now.. Another described needing lo find work that. as a single parent, accommodated
her childcare needs - 'We started by identifying the nursery first, and sorting out what I was
entitled to, she told me about financial assistance options I didn't know about,. and then using
that lo find a Workpla￿ in the same area. l also had this real phobia about interviews, but she
helped me to overcome that too. I've been in my job six weeks now, it's going great.
In 2024-25, EASA utilised its full financial allocation supporting 2.500 of service users in
developing their skills, moving doser lo the labour market. going into training and further
education or finding employment.
EASA delivered..
969 Career Management Outcomes
363 Employment OUTCOMES
816 Learning Outcomes
Infomiation Advice and Guidance
EASA is an IAG provider for the National Career servi￿ in the Yorkshire and Humber Region.
EASA is especially effective at reaching customers who would not traditionally engage with
NCS provision or employability programmes. This equates to 99Qk of the organisation's
customers being from the six NCS priority groups Iyoung people aged 1 &24 not in education.
employment. or training {NEETs), Adults unemployed for more than 12 months, Low-skilled
adutts without a Level 3 qualffjicalion. Single pa￿nIs, Unemployed adults aged 50 and over,
Adults with special educational needs or disabl1￿eS).
EASA'S understanding of Ihe customer profile infomis its development of complementary
services such as our employability workshop programme. For many, rf not most. customers
informal IAG continues to be provided within the context of the workshop provision. Customers
de$¢ribed how they had received IAG in relation to a variety of matters such as benefits,
housing, mental health, Lrfe in the UK, drtving, self*mployment. childcare. wellbeing groups,
lalking therapies and employmenl rights.
'The customer might not have the skills to even look at the NCS website or Indeed, or
whatever...they mighl have no understanding of what a CV is...they might lack confidence.
ju51 generally, or specifically in relation to using English... they might have things going on
that gel in the way and distract them, housing issues, PTSD. We can't just ignore all of that.
that needs to be addressed before they can get anything from the Career's guidance..
Encouraging people to take part in workshops in Creative English or CV writing, or even
crafting, addresses some of these Ghallenges so that customers can then make use of their
guidance action plan. 'The goal is empowerment. self-sufficiency and resilience..

EASA is especially effective al reaching and engaging customers other providers struggle
lo involve. Many customers come lo EASA via word of mouth or through other
organisations - EASA'S ￿pUtatIOn encouraging people to access support. This ensures
that the NCS and associated wider IAG is available to a more diverse demographic,
contributing to better inclusion and more equrtable provision.
EASA'S established presence...and its track record of Suc￿$$fUl delivery means that the
organisation is very well connected and has particularfy comprehensive understanding of
the local labour market. local support organisations and the local community. All of this
feeds into well infomied IAG provision supported by up-to-date intelligence. St also
contributes lo reach and engagement and enables effective signposting and referrals.
EASA is part of a network of organisations who work together formally and informally lo
respond to local needs and collaborate lo make the besl use of stretched
$our￿$...Through this, EASA is able to be part of developing provision lo meet
customer needs.
Staff have a genuine understanding of, and empathy for. customers and their needs,
challenges, and goals and aspirations_ The understanding of this complexty of
circumstances contribLrtes to EASA recognising that sustainable progress. in most cases,
cannot be achieved through one guidan￿ session_ Staff provide IAG that is 'realisti¢' and
'pragmatic'_ based on achievable goals.
Customers unanimously cited EASA'S main strength as ￿Ing the approach of the staff,
and through them the atmosphere that was ueated.
There is strong support for staff CPD, vthich ensures that staffs skills and knowledge are
kept up to dale.
Sustainable Development Goals
EASA is a charity with a vasl experien￿ of working vnth all communrties and individuals from
diverse backgrounds.
Because of Ihis experience, our communities and pat1ners and Servi￿ users value our work
and we are their first port of call.
The people al EASA, al all levels from the Board of Directors, the EO, the senior management
team, the members of staff and the volunteers. represent a wide range of communities and
experiences and have a deep understanding of the needs and aspirations of individuals in the
UK and intemationally.
Our work contributes directly towards achieving the Sustainable Development Goals.
particularfy but not exdusively..
QUAUTY
EoufATiim
GEIKIEI
[￿tEN[Wor￿AND
ECIJIJIIIGGROWTH
10
REIIUCED
IriEQUAUT

Equality Diversity & Inclusion
EASA is a Disability Confident Employer Level 1 and working towards achieving Level 2 within
the next year.
Central in a¢hleving our Charitable Aims and the Sustainable Development Goals, is
our elhos and philosophy of Equality. Dlversity and Inclusion.
In implementing these, we consider, amongst other legislation. regulations and best practice
the following..
Equality Act 2010.. Ensures protection against discrÉmination and promotes equality.
Worker Protection (Amendment of Equalrty Act 20101 Act 2023: Updates lo strengthen
worker protection.
Internatiorial Development (Gender Equalty) Act 2014.. Promotes gerKler equality in
development programmes.
SDG 4.. Ensure inclusive and equitable qualty education and promote lrfelong leaming
opportunities for all.
SDG 5.. Achieve gender equality and emp0v￿r all women and girls.
SDG 8.. Promote sustained, indusive. and sustainable economic growth, full and productive
employment. and de￿nI work for all.
SDG 10.. Redu￿ inequality wrthin and among countries.
SDG 11.- Make cities and human settlements inclusive, safe, resilienl, and sustainable.
Al the hoart of our work, projects and activities, lie:
Developing inclusive practice
Improving access to support
Addressing inequalities for those furthest from the labovr market
Improving skills and employment prospects
Creating new business opportunib'es
Facilitating business start-ups Investing time an¢J skills in disathantaged communities
Raising aspirations
Creating blended leaming programmes and virtual support lo address digital exclu￿On
Supporting ex-offenders and care leavers
Addressing learning barriers Delivery in community locations
Championing positive role models
Having access to bilingual staffing to address language barriers
Supporting Bradford's Cty of Sanctuarf for asylum seekers and refuges
Developing partnerships and joint working
Social Responsibility
EASA'S work is rooted in responsilylily to people, communFties and the wider environment in
which they live and work. Across our programmes, we have focused on delivering support in
ways that are inclusive. accessible and Socially responsible. while also contributing to wider
sustainable develoF*nent goals.
Our approach links equality. diversty and inclusion with sustainability by ensuring that people
who a￿ often fLtrthesl from opportunity are supported to participale fully in education.
employment and communty life. Through targeted outreach, community-based delivery,
blended learning and virtual support, EASA has helped reduce barriers linked to disadvantage,
digital exclusion. disability, unemployment and social isolation. This has enabled more people
lo access seThices locally and in ways thal reflect their individual circumstances.

EASA has also strengthened its organisational resFK)nsibility through improved monitoring,
data analysis and continuous review_ By tracking participation and outcomes across different
groups, including women, disabled people and people from ethnically diverse backgrounds,
we have been able to identify inequalities, respond to emerging needs and adapt our delivery
accordingly. This supports fairer, more effective and more accountable use of resources.
Our commitment lo responsibility is also reflected intemally. We have invested in staff
development, inclusive practice, a¢￿ssible materials and reasonable adjustments for staff
and participants, including through the Access to Work programme and the use of accessible
equipment and flexible approaches. These actions help ensure that sustainability is
understood not only in environmental terms. but also as creating resilient, inclusive systems
that support long-temi wellbeing and opportunity.
Overall. EASA'S adions demonstrate a practical commilment to sustainabFe and ￿sponsible
delivery.. supporting communities equitably, improving access, strengthening organisational
learning and contributing to the wider aims of reduced inequalities, decent work. quality
education and inclusive communrty development_
Environmental Sustainability and Environmental Responsibility
Environmental sustainabilty and environmental responsibility are increasingly embedded
within EASA'S strategic approach to service delNery, organisational development and
communrty impact. We recognise that reSponsi￿e environmental practice is essential to
building resilient. efficient and fulure-focused seNices, and that it must 511 alongside our
commitment to inclusion, accessily'lty and social value.
During the year. EASA continued to strenglhen delivery models that reduce environmental
impact while maintaining high-quality, accessible support. Through blended learning, virtual
engagement, digital systems and communty-based provision, we have reduced unnecessary
travel, lowered paFer use and improved the efficiency wtth which resources are used.
Delivering ServI￿S closer to the communities we support has nol only improved aC￿SSIbl111y,
but has also helped redu￿ the environmental impact associated with travel and cenlralised
delivery.
We have also taken practical steps to embed environmental resp)nsibility in our day-l04ay
operations. These include encouraging staff car sharing, banning single-use plastics in the
offi￿, reducing waste, supporting fecyclirrfJ, arKI giving greater attention to sustainable
procurement and resource use. In addition. by supporting public transport fares for customers
and beneficiarres, we have both redu¢xd barriers lo participalion and encouraged more
sustainable travel choices.
These actions reflect a wider strategic commitment". to ensure that environmental
responsibility is not treated as a stand-alone initiative. bul is integrated into how EASA plans,
operates and delivers its work. Our approach is based on continuous improvement.
recognising that small operational decisions. when consistenlly applied. contribute lo wder
environmental benefit over time.
Taken together. these measures demonstrate EASA'S commitment to practical, emtedded
environmental suslainabilty. By aligning environmental responsibility with aC￿sSibl11ty,
operational effectiveness and communiiy ￿nefit, we are building a model of delivery that is
more sustainable. more inclusive and better equipped for the future.
Mental Health and Wellbeing

EASA recognises that mental health and wellbeing are essential io effective participation,
sustainable employment and a healthy organisalional culture. Across our work, we have
sought to create supportive, indusive and accessible environments for both beneficiaries and
staff, recognising that many of the individuals we work wrth fa￿ multiple and overlapping
barriers, including long-temi health conditions. disability, social exdusion, stigma and low
confidence.
For seNice users, customers and tenefiryaries, our approach has empha$i$ed personalised,
culturally sensitive and empalhelic support. Through trust-building, stigma reduction.
accessible delivery and Ilexible engagement, including community-based provision and virtual
support, we have worked to create conditions in which individuals feel safe to participate, build
confidence and take positive steps forward. This has been particulady important for people
facing health-relaled barriers to employment and those from workless households or other
disadvantaged backgrounds.
EASA has also develoFed viith our own resources 2 online. introductory courses on Mental
Health and Well-being for service users and beneficiaries. These courses are available to
anybody who wshes to have a better understanding of these issues and include a list of
support services.
For staff, EASA pla￿d a clear focus on mental health and wellbeing during the year. Staff
were supported lo undertake free continuing professional development Ihrough our online
learning academy, including mental health fitst aid and wider mental health and wellbeing
Iraining. This was reinforced through regular one-to-one support, weekly team meetings,
leadership support, mental health awareness training, flexible working approaches where
appropriate, and practical workplace adjusbnents through the Access to Work programme.
Together. these measures have hel￿1 strengthen staff confidence. capabilrty and wellbeing.
while supporting a positive 2nd responsive working environment.
Taken together. these ath'ons reflect EASA'S commitmenl to embedding wellbeing in both
service delivery and organisational practice. By investing in supportive relationships,
accessible provision and staff developmen( we are helping to create an environment in which
people are better able lo engage, contribute and progress.

E.A.S.A (EDUCATION ADVICE SERVICES FOR ADULTS)
ACCOUNTANTS. REPORT
Report to the Trustees on the preparation of the unaudited statutory accounts
of E.A.S.A. (Education Advice Services for Adults) for the year ended 30th
September 2025.
I report on the accounts for the year ende(J 30th September 2024, which are set out on pages
7t010.
Respective responsibilities of trustees and examiner
The charity's trustees (who are also the directors for the purposes of company law) are
sponsible for the preparation of the accounts_ The charity's Iruslees consider that an audit
is not required for this year (under Section 144 (2} of the Charities Act 2011 (the 2011 Aclll
and thal an independent examination is required.
Hawng satisfied myselfthat the charity is not subject to audrt under ¢ompany18w and eligible
for independenl exarnination, it is my responsibility to".
examine the accounts under section 145 of the 2011 Act..
to follow the procedures laid down in the General Directions gwen by the Charity
Commissioners under section 145 {5)(b) of the 2011 Act- and
to state whether particular matters have come to my attention.
Basis of independent examinerfs report
My examination was carried out in accordance with the General DIre￿lonS given by the Charity
Commission. An examination includes a review of the accounting records kept by the charity
and a comparison of the accounts presented wrth those records. It also includes consideration
of any unusual items or disclosures in Ihe accounts, and the seeking of exF4anations from you
as trustees conceming any such matters. The procedures undertaken do not provide all the
evidence that would be required in an audrt. arid consequently. no opinion is given as to
whether the accounts wesent a 'lrue and fair view. and the report is limited lo those matters
set out in the statement below.
Independent examiner's ststement
1. In connection ￿th my examination, no matter has come lo my 8ttention'.
to keep accounting records in accordance wtth section 130 of the 2011 Act., and
to prepare accounts which accord with those records and to comply with the
accounting requirements of the 2011 Act
have not been met, or
2. to which in my opinion attention should be drawn in order to enable a proper understanding
of the accounts to be reached.
Charterfields (Huddersfield) Ltd
Chartered Certified Accountants
225 Bradford Road, Fartown
Huddersfield, HD1 6EW

E.A.S.A. (EDUCATION ADVICE SERVICES FOR ADULTS)
Profit and Loss Account
for the year ended 30th September 2025
Notes Restricted Unrestricted
2025
2024
Turnover
275.064
199.618
474,682
396.949
Direct Costs
(15.617)
(13.469)
{29,086)
(19,860)
Surplus
259,447
186,149
445,596
377.089
Administrative expenses
(202,441 >
(197,689) {400.130)
294,244
Operation SurpluslDeficit
57,006
111,5401
45,466
82,845
SurpluslDefi¢it on ordlnary
activities before taxation
57.006
11,540
45,466
82,845
Tax on Ordinary Activities
(331)
1331)
11501
SurpluslDeficit for the financial period
57,006
(11,871)
45,135
82,695
10

E.A.S.A. (EDUCATION ADVICE SERVICES FOR ADULTS)
Balance Sheet
as at 30th September 2025
Notes
2025
2024
Fixed assets
Tangible assets
3,743
Current assets
Debtors
Cash al bank and in hand
36.225
169,883
206,108
172,476
97,376
269,852
Creditors: amounts falling due within
one year
(7,8861
{117,514)
Net Current Assets
198,222
152.338
Net Assets
201.216
156,081
Capital and reserves
Profit and loss account
201.216
156,081
Members, funds
201,216
156,081
The directors are satisfied that the company is entitled to exemplion from the requirement to obtain an
audit under section 477 of the Companies Act 2(￿.
Members have not required the company to obtain an audit in accordan￿ with section 476 of the Act.
The directors acknowledge their responsibilities for complying wrth the requirements of the Companies
Act 2006 wth respect to accounting records and the preparation of accounts.
The accouTts have b*n prepared in accordance with the provisions in Part 15 of the Companies Act
20￿ appli¢abl t
mpar¢ies subject to the small companies regime.
Shamim Khan
Approved by the board on .
g/L[Z&

E.A.S.A. (EDUCATION ADVICE SERVICES FOR ADULTS)
Notes to the Accounts
for the year ended 30th September 2025
1 Accounting Policies
Basis of Preparation
The accounts have been prepared under the historical cost convention and in accordance
wrth the Financial Repo￿"ng Standard for Smaller Enb"lies lettecknve Apiil 20081.
Income
Income represents the grants receNed and Invo￿ raised by the company for the
provision of advancing the education of the general public
Expenditure
Expenditure is accounted for on an accrual basis.
Depreclatlon
Depreciation has been provmjed at the folkywing rates in Order to write off the assets OV8r
their estimated useful lives.
Computer equipment
20% Reducing baLance
Leasing
Renlal8 payable under operating leases are charged against income on a slraighl line
basis over the ￿ase term
2 Operating profft
2025
2024
This is stated after charging".
Depreciation of owned fixed assets
749
936
3 Tanglble fixed assets
Plant and
machinery
etc
At 1 October 2024
Additions
At 30 September 2025
12.902
12,902
Depreciation
Al 1 October 2024
Charge for the period
AI 30 September 2025
9.159
749
9,908
Net book value
AI 30 Seplernber 2025
AI 30 September 2024
2,994
3,743
12

E.A.S.A. (ÈUUGATION ADVICE SERVICES FOR ADULTS)
Notes to the Accounts
for the year ended 30th September 2025
4 Debtors
2025
2024
Grants due
Trade deblorslprepayments
35.478
747
36.225
59.609
112,867
172,476
S Creditors: amounts falling due within one year
2025
2024
Deferred Income
Accruals
Taxation + Scoal Secunty
Loans
5.500
1.500
886
26,484
1,500
590
88.940
117,514
7,886
6 Profit and loss account
2025
2024
At 30 September 2024
ProfiU{Loss) for the year
AI 30 September 2025
156,081
45,135
201.216
73,386
82,695
156.081
7 Company Limited By Guarantee
Education Advi￿ SeNices for Adults is a company limf(ed by guarantee and accordingly
does not have share capital. The members of the company are the direclorsnnjstees
named on page 1. In the event of the company being wound up. the liabiltty in respect of
the guarantee is limited to £1 per member
8 Transactions with trustees..
One of the trustees received £3,000 during the year under rwew for consuttancy
services. paid from Ihe Charity's funds. The payment was prO￿rty aLrthorised and made in
accordance with the charivs goveming document and conflicts of interest policy.
9 Movement in funds
At 30-09-2024
NET
At 304)9-2025
Restricted funds
General funds
61.615
94,466
156,081
43.866
1,269
45,135
105,481
95,735
201,216
13

E.A.S.A. IEDUCATION ADVICE SERVICES FOR ADULTS)
Schedule to the Profit and Loss Account
for the year ended 30th September 2025
ror the informal￿? of the dir8Gtots only
Restricted Unrestricted
2025
2024
Income
Grants
Other income
105,559
94,059
199,618
105,559 124.971
369.123 271,978
474.682 396,949
275.064
275.064
Cost of sales
Subcontractor costs
Programme delivery
2,442
29,086 17.418
29,086 19.860
15.617
15,617
13.469
13,469
Administrative expenses
Employee costs".
Wages and salaries
Staff training and welfare
Staff recruitment
Travel and subsistence
186.891
149.619
4.365
336.510 251,972
4.365
1,715
2,586
6.252
3,529
347,127 259.802
3,470
190,361
2.782
156.766
Premises costs..
Rent
Light and heal
R*es
Cleaning
8,869
8.eo9
6.184
70
177
387
6,818
463
40
9.372
40
9,372
General adrninistrative expenses..
Management fee
Telephone and fax
Ststy'onery and printing
Subscriptions
Bank charges
Insurance
Repairs and maintenance
Equipment Expensed
Equipment Hire
Depreciation
Sundry expenses
Postage
Advertising
753
253
131
369
1,028
1.200
1.698
2,807
749
4.756
222
753
253
574
369
1,028
1,023
443
119
352
954
3,725
2,758
2,458
936
6,767
81
530
25,046 20.287
722
2.807
749
6.805
222
2,049
11.080
13,966
Legal and professional costs..
Accountancy fees
Book-keeping and payroll costs
Consultancy Fee
Other Legal & Professional
800
1,296
13,140
2.349
17,585
1.800
1.2
13,140
2.349
18,585
1,500
498
3,220
2,119
7.337
Total Cost
SurplusilDeficitl for the Y￿r
218,058
57,006
211.158
111,5401
429,216 314.104
45.466 82.845
14