Pledgeball Trustees Report and Financial
Statements 2024-5
For th8 year 1st May 2024 - 31st klay 2025
Legal and adrninistrative infonnation
Charlty numb•r: 1194263
Prlnclpal address: T7 Maple Road, Bristol. BS7 8RE
Trust8•8:
Chris Duncan (Chalr)
Mark Powell (Treasurer)
Mark Doidge
Katrin Schweig8rt

About Pledgeball
Overview of our work
At Pledgeball we are sports fans driven by a pa55ionate belief thal we must prolect where
we play. We are a team of staff and volunteers working to ervJage football and sports fans on
dimate action and catalyse wideT Structural change at dubs and within leagues.
We want lo bring about a cultural shift where Pfioriti5ing env￿￿Mental sustainabillty
becomes a social nomi. We're doing this by:
Sparking dimate conversatlons amtmg fans and at dubs
Encouraglng fans to take suslainatAe lrfestyle choices through its ￿edgIng platfom.
Accelerating structural change by workin9 With clubs. leagues and the wider industry.
Jr core public engagement approach 1$ to encourage fans to commit to low￿¢art)0n lifestyle
pledges through a dlgltal plattorm. AdL)pting the competitive spiril of sport, the cumulattve
carbon emis61￿ reduction of fans. individual pledges ts quantified so that teams ,￿mPete,
on matGh days and on a league table throughout the season.
Clubs. on-site and online publicity arfvertises the Pledgeball competition aTrJ thereby mek8S
fans, support for dimate action visible to each other. This visible demonstratlon of peer
support for climate action addresses a key current public engagement barrier.. the vast
m8iority of people support climate action, but they believe that others do not.
Pledgeball works in Iwo ways:
Football Flxtures: Each match day. Pledgeball encourages fans to Tnake pledges in support
of their team. Whilst teams ￿MPete on the pitch. fans compele virtually by choosing frorn a
list of pledges. These range from recyded tollet paper to installing solar panels making
it poSsi￿e for each indiwdual Inderendent of hislher financial sttuatson lo contribute. During
the period of this annual report ihe Centre for Sustainable Energy wa5 commissioned to
cr055 check the carbon claims made in the pledges. The team of fans thal pledges to save
the most carbon emissions wins Ihat fixture and their posrtion in the Pkedgeball League is
detennined by the cumulalive amount they have pledg8d lo save. Whilst any fan (an pledge,
Pledgeball is working wth an ever-growing list of partner dubs and Supporters,
Associalions.including the likes of Bristol City FC, Bimiingham County FA and the F¢)olball
Supporters, Assotiation.
pl￿geball events: Anyone can apply to h05t an event. Events range frrffi one-off dasses
to season-long projects. the event partscipants making sustainable lrfestyle pledgels) to
enter, with the individual's C02e sawng together with that of Iheir fellow group members
automatically calculated. This fa(alÉty is used by a number of professional rugby clubs as well
a5 the Lawn Tennis Associatiijn for tsr Grassroots Clubs.

Aims and publlc benefft
The object ol PledgebaS1 is to promote the con5wvation. improvem￿￿ and protection of the
Fthysical and natural enViron￿￿nt for the public benefit by..
advancing education and increasing awareness amongst th8 community of the
benefits of reducing carbon emissions and energy saving and effects've ways to make
6uth reductions and savings promoting amongst the communty the feduction of
arbon emissicms and energy savbng.
Detailed performance review
The organisation Continued to grow its impact, deepening engagement viith sports fans.
dubs and administrators M order io drive action on dimate and environmenlal issues. Below
we have reviewed our perfomwnc* against the ￿le￿IveS set L￿t in 20234
Trustees Report.
1) Increa￿ Impact
We continued wrth the implementation of recommendations from our 2024 impact review, all
of which have eilher now been delivered 01 work is undeTh¥ay. One exlensNe area of wor11
was the development and implementation of an email r[￿rketing strategy lo increase repeat
pledges and support Pledgeball users on Iheir sustainability j¢)umey_ Generaling the ¢Xfyntent
was incredibly time intensive and the project was rn0￿ far reaching and of a higher spec
than initially anlicipated but we're confident that the rigour will deliver greater imp8Ct for lh8
organisation. Truslee Katrin Schweigert used leaming from ongoing acadèmic research and
the approach was ratified by the leadin9 behaviourd psychologist, Lorraine Whilmarsh.
2) Grow our fan audlonce
We had a huge spike in the numb6r ol fans engaged through the Pledgeball Se8gue and
media exposure as a result of our partnership around the UEFA Champions League 2024,
We estimate that we reached 6.2m fans with messaging about climate change and the
campaign messaging appeared in a range of large media ouuets, including the BBC, Sky
News, Thg Sun. Metro and The Ifmjependenl. We also gained media cov8rage Ihrough
focused outreach around the Sustsinable Travel Charier. The number of dubs thal have
signed up to the charter has now increased to 14 and VR were at4e to tell this story through
a number of major oudets including Sky Sports. This kind of coverage is vital In nomiallslng
lirnate conversations within sport.
3) Grow our nelwork
We conbnued to build a strong ne￿ork WTthin the 5POrts world, across fans. players, clubs
and adrninislralors. We're focused on devek)ping long-term relationships that allow us to
deepen engagement and help others to drive dwnge within their wmmunilie5. We know that
our influence and network has been growing but resource constraints meant that we didn't
rigorously track the full extent of all our relallonships. We're aiming io address thig in future
periods.
41 Ensurè flnan¢lal sustainability
We planned lo develop a fundrdising strategy in the period but postponed this to pivot to
dealing with the realitses of capacity restraints and 5hort-temi pnoritios, induding responding
to commercial partnership needs and the changing lunding landscape. We were able to

strengthen dedicaled resource and improve management and operational pr(￿eSses. whith
should allow us to focus on fundraising strategy. as outlined in Future Plans.
5) Grow our brand
We were delighted to be awarded BBC Green Swrts Grassrcots Organisation of the Year.11
was a strong end(ysement of ¢Jur work and offered a great bwst to our reputation and
standing. Our CEO, Katie, continues to be a strong media perfO￿er, taking the message of
our work and awareness of what we do to new audiences. This will continue to be a major
area of focus for us in the year ahead.
6) Digltal Iransformatlon
Work slarted on signific3nl projects: the complete redevelopment of our websile
. ) and the development of a completely new online community for
Pl6dgeballers. Athough we'd hoped to complete both projects in 2024-5, It became clear
that these gamtrchanging projects would require additional time to deliver their full benefits.
Huge progress was made to 811ow for laundi in the following reporbng perlod.
Challenges In 2024-5
Fundlng: While we were able to grow in(x)me. the funding landsca￿ presented a
number of challenges. Our main lundef dosed their grant-making in the area relevant
to U5 and Ihe political landscape contsnues to have an Impact on grant funding.
R•sourc?: the team cnntinued to be incredibly busy for extensive periods. leaving
staff stretched, particularly in communicalions.
Suslalnablllty backlash: there was a global downward trend in corporate appetite
for addressing environmwrtal sustainability. which has creatsd difficulty in Some of
our engagement.
Future plans
We conduded a research-led review of our impact in mid-2024 and this has helped us to
identify where we can further increase the impact of our work. The staff and Trustees came
together in earty 2025 to wcwk on a long-temi vision for our work and agreed the following
three overarching objectives for the next five years..
Engage 1.2 millicK)s sports fans
Environmental sustainability is an inherent part of sports organisations
The charity is sustainable and resilient
The Truslees agreed the following priorities and objecbves for 2025-6, ￿lch Y￿11 help us
deliver on that ambition for the future:

Objectives for 2025126
Intensify work with exisb.ng changernakers in gr&w(x)ts communities. giving them
more support to drive attttudinal and behavioural shifts and start ￿nVersations.
• Build our onlin8 community. to reduce reltance on third parties and deepen
rel81ionships with fans online.
Work with ambassadors to support cornm￿￿ development. audience-building and
resonance of messaging.
Ddiver schedule of in-person events to Supp￿ in bufiding t)oth online and grassroots
community engagement.
Ensure effective use of CRM system to turt)0d￿rge users. sustsinabilily joumeys
and numbers of pl&Jgers.
Continue to directly suppxjrt and, where appropriate, apply pressure on EFL dub5 10
up thelr gaFre on environmental sustainability and climate action.
Produce Ihovght-leadership research repcrt and1￿ solution thal will help to fvrth8r
accelerale systemlc change in swt.
Develop and deliver a diversir￿d fijnding strategy to suppc*t our work.
Risk management
The trustees are responsible for oversight ol the rlsks fac£d by the organisation. Trustees
discuss risks as part of their regular meetings and have started implementation of a risk
register for the Organisation. Risks are rKlW captured, scored for likelihood and impact. wlth
mitigating actions agreed.
Structure, Governance and Management
Governing document
PSedgeb811 is conslituted as a ChariiatAe Incorr￿le￿ Organwts'on {CIO) registered with the
Charity Commission in Apnl 2021 under charity number 1194263 11 is govemed by its
consutullon which was last updated in April 2021.
Organisational structure
Trustees are responsible for the general wntrol and management of the charity. Trustees
give their tlme freely and receive no rernuner3tiL￿ or other finan(ial benefits. Trustees meet
formally every three months and are reswnsible for decisions taken in relation lo how it is
run and its strategic dTrrec￿n. The CEO is restK)nsible for the day-ttrilay man￿ernent of
Pledgeball.
Recrultment and appointment of trustees
The existing trustees a￿ ￿Sponsible for the recruilrnent of new trustees but in so doing the
trustees seek the views and recommerKlalions of those involved in the day to day running of

Pledgeball. The tnjstees believe this approad) ensures that new trustees are respected
rnernbers of their particular field of experli5e and have an intimate knowledge of the sector.
This ensures Increas￿ impact when meeting the aims of Pledgeball.
The Truslees began the process of recruiting new trustees to broaLlen the experience of thè
Board. Emphasis has been plawl on finding people with knowle6Je and experience of:
cotnrnercial sports operations: and charity operations. These were the two areas identified
as most in need of strengthening.
Inductlon and tralnlng of trustees
Following appointment. new trustees are introduced k) Iheir new role by the Chair and given
copies of the goveming constitution and publications from the Charity Commission such as
The Essential Trustee,. This ensures that new trustees are aware of the scope of their
reSpOn￿bIlitIeS und8r th8 Charities Act and Ihat they have the information about Pledgeball
that they need to be effective.
Use of volunteers
Volunteers are an integral part of Pledgeball, helyng us to d81iver our objecllves and so,
ultimately, our charitable aims. Ak￿gside our staff of four people, volunteers are involved In
supporting funding and partnership developmenl, social media, research and impact
assessment. We are incredibly lucky lo have some very qualified volunteers on our team. All
our Iruslees also give their ts'me freely. To all of these volunte8rs we would like to extend our
eartfelt thanks.
Financial Review
Prlnclpal fundlng sources
The Pledgeball model means there are three streams of funding: commeroal partnerships,
services provided and grants. The charity has been Su￿sful in growing its sources of
funding across all streams over the accounting year. This additional funding has enabled us
to build both the scope and penetralion of OUT adrvityes across our slated objectives.
Al the end of the pertod Pledgeball held a cash balance of £94,048. These ￿ndS are
earmarked to further advance our scope and penetratton acmss our stated objectives.
Reserves policy
The Charity aims to hold a minimum reserve equal to appr0￿matelY three month5. Worth of
projected expendilure. The reserve at the pericxl end, being the 30, April 2024, was
£g4,048. Three months of expenditure amcrtmts io carca £50.OCIO. However we have
additional plans to expand and h)Iding a surplus reserve is r￿esSary to 5UPPOrt this
expansion.

Investment policy and objectives
The charity has no long-terrn inve5trnents. Our cash rese￿eS are held in a charily bank
account.
Plans for the future
Whilst much of our work is supported and undertaken ty volunteers, we now have four
members of paid staff who lead the numerous projects we're involved in. There are clear.
cnmprehensive develcgment plans in place to ￿re funding for the long-temi viability and
survival of Pledgeball.
Notes
The accounts have been prepared ￿ an actual receipts and payments basis. As a
Charrtable Inc¢xporated Organlsation (CIO) we ￿ confinn Ihat:
There are no guarantees given by the CIO, where any wlenlial lia￿'l1ty under the
guarantee is outstanding al th8 date of the slatement of assets and liabilities.,
There are no debts outstanding at the date of the statoment of assets and liabilities
vthlch Is owed by the CIO and which Is secured by an express charge on any of the
assets of the CIO.

ntsf
nod from
5124
110512025
Statomont of Flnancial Activitios for the pgrlod from 1105r24 to 31105J2025 (13 Months)
Income
Totsl
Rostricted Unrestrl¢tod Total
Funds £
Funts £
2025£
2024 £
Income from generaled funds
Income from charitsble activities
155.255
213,255 121,940
Total Income and End0￿￿ents
155255
213,255 121,940
Expenses
Cost of generatsng funds
14,900
14,900
7,319
Expendtture on chantsble activiti8S
157.673
157,673 69,537
Total exp•ns•s
172,573
172.573 76,856
Net Galn8 on Investm•nl•
Net Income
40,682
40,682
45,084
Galnsl(lo$sosl on r•valuatlon of fixed asset
Net movemont In funds
Net Incom• for the perlod
40,682
40.682 45,084
Not funds carrled forward
94.048 53,366
This statement of finan¢ial aclivities includes all gainsilosses and incomelèxpenditure
recognised in the period.
sfort
Expfrns•s
2025 £
2024 £
Costs of gonerating funds
14,900
7.319
Charltable Actlvltlgs
157,673
69.537
Resources Expended Charrtable Adlvities
108,
51,798
Computer costs
23,569
3,665
Consultancy fees
4Tr)
Sundry expenses
25,400
14,074

etsan
Assets
Restricted Unrestricted Endoyffl￿nt
Funds £
Funds £
Funds £
Cash Funds
other monetary assets
Investrnent assets
Assets retained for charities own use
Total
Llabllitl•8

Independent Evaluation of Annual Accounts for the Charity
Pledgeball for the period 11512024 to 311512025.
1 Check whether the charlty Is ellglblo to have an Independent examlnatlon
The Charity is a CIO and has in(x)me of circa £213k. so therefore in a￿sS of minimum
amount of £25k that requires an Independent evaluation. The accounts are prepared on a
receipts and payments basis. There is no requirement within the charity's goveming
document that states a formal audit must be conducted
2 Check for any confllct of intsrest that prevents the ¢xamin•r from carrylng out Iheir
Independent examination
OV LIK fw
l am able to undertake this independent evaluation as I do not have any of the following:
l am not a Trustee, employee or donor of the charity.
I do not serve on any sub committees of the charity.
I do nol have a 'dose' relationship with any Trustees or other related parties.
I do not have a slgnificant financial or commercial relationship wlh the charlty
3 Record your Indopendont examlnatlon
See 61 below
4 Plan the Independent examlnatlon
See 6) below
S Check that accountlng record• are knpt to th• r•qulr•d standard
See 61 below
6 Check Ihat the accounts ar• conslstent wlth the accountlng records
I met with the Treasurer for Pledgeball on Tues 6° Jan 2026 and undertook the following..
Reviewed the Charitys goveming document to c￿fim7 a formal 8udlt wasn't ￿qUi￿d.
Reviewed Ihe accounting records held by the charity. The records show a gO￿j level of
detail for the number of transactions processed during 2024125.
I reconThled the net positi.(￿ froffl the accounting records wlth the bank t)alances for thè start
and end of the accounting perioj. The records reconcile.
I reviewed how the expenses have been categorised wilhin the accounts, noting the
assumption that 10°A of the CEO'S time (and therefore expenses) is spent on 'Fund raising
activilies and Ihe remainder relates to 'Charitabie activities,. The c3teg0ri5ation within the
accounts is appropriale.
I reconciled both the 'Brought forward, balance and the'carried forward. balance with the
bank balances. This also then reconales with the cash assets shown within the balance
sheet.
10

7 If tho accounts are prepared on an accruals basis and one or more related party
transactions took place Ihe examiner must c￿ck rf these were property dlsclosed in
the notes to the accounts.
The acwunts are not wepared on an acc¥uats basis
8 Check the reasonableness of the slgniflcant estlmates and judgmonts and
accounting policies used In accountlng for the tyPO8 of fund held and in the
preparatlon of the accounts
See 613bovè relates to estimates over the split of the CEO'S time (and therefore expenses)
be￿een al Charitable actiwtses and b) Funding rais1r￿ activilies
9 The examlner must check whether the truslees have consldered the financial
¢ircumstanc05 01 the ¢harSty at the end of the roporting period and. if the aGcounts are
prepared on an accruals basis, Check whether the trustees hava made an assessment
of the charity's Positlon as a going concern when approving the accounts Part.
I have reviewed a draft of the Annual rewt and note the stalements coverlng the ongoing
vla￿.1rtY of the charity and the appropn'ateness of Ihe reserves held at th8 year end.
10 Check lh8 lomi ond conlanl of the accounts
See 6 above. In addition I have ffjviewed the fom)at of the accounts is broadly in line with
the recommend template issued by the Charity Crmnmission.
11 Idontty Itoms from the anatyllcal revlew of the aeeounts that need to bo followed
up for further explanatlon or evldenc•
This year no speclfic rtems required further anatysls.
12 Comparo the truste•s' annual report wlth th? accounts
S80 9) above. The commentary within the Annual re￿rt reflects the content of the Accounts
13 Wrlto and slgn the Ind•p•nd•nt examlnatlon repoiL
I can confirm that theTr are no mattefs of mat￿la1 significance Of any other relevant matters
to report to the Commission.
Si9ned by Richard Beale on 0810312026
72 Sl Albans Road
11