# **ANNUAL REPORT** **FOR THE YEAR ENDED 31ST DECEMBER 2025** ## **TABLE OF CONTENTS** |**FOREWORD FROM THE CHAIR**|**3**| |---|---| |**FOREWORD FROM THE CEO**|**5**| |**MISSION, VISIONS, OBJECTIVES**|**8**| |**PROGRAMS AND IMPACT**|**9**| |PARENTS / CARERS WORKSHOPS|10| |URBAN DEBATERS|12| |LONDON’S NEXT TOP ROLE MODEL|14| |FINISHING SCHOOL|16| |JUNIOR APPRENTICE|18| |CRESCERE|21| |YOUTH POWERHOUSE|22| |NEWGEN PROJECT|23| |MOREH MENTORING|24| |SAFER STREETS 2025|25| |CAREER DAYS WITH OUR CORPORATE PARTNERS|27| |ONE-OFF INITIATIVES|28| |ABC PARTNERSHIP|28| |HEBE CHRISTMAS BOXES|28| |CHURCH WORK|29| |**FINANCIAL STATEMENTS**|**31**| |**THANK YOU TO OUR FUNDERS & DONERS**|**49**| |**THE HEBE FOUNDATION STAFF & TRUSTEES**|**50**| |**LOOKING FORWARD**|**51**| 3 ## **FORWARD FROM THE CHAIR** 2025 has been a year marked by growth, resilience, and remarkable achievements across The Hebe Foundation. As Chair of the Board of Trustees, I am proud to present this foreword, reflecting on a year in which we continued to champion the potential of young people and expand our impact in communities across London and beyond. The Hebe Foundation CIO, (registered charity number 1197091, formerly RCN 1139610) is a charitable, not-for-profit organisation working for the benefit of young people and their communities. We exist to provide facilities for educational, recreational and leisure-time activities with the object of improving their conditions, character and life prospects. Over the past twelve months, our programmes have empowered hundreds of young people to discover their abilities, build confidence, and take meaningful steps toward brighter futures. Through initiatives focused on leadership, enterprise, creativity, and community engagement, we have seen young people embrace ‑ challenge, grow in self belief, and demonstrate the talent and optimism that continue to inspire all of us. A significant highlight this year has been the strengthening of our partnerships—across local authorities, corporate supporters, schools, churches, and community groups. These collaborations have not only expanded opportunities for young people but have also enabled us to innovate and adapt our delivery to meet emerging needs. We are especially grateful to our volunteers, mentors, facilitators, and programme partners whose dedication remains central to our mission. Our financial stewardship and governance have remained strong throughout 2025. The Board has continued to develop our oversight, ensuring that our resources are directed responsibly and strategically to sustain ‑ long term impact. We have also invested time in refreshing our organisational strategy, ensuring that Hebe remains well‑positioned to serve young people in an ever‑changing social and economic environment. Looking ahead, we enter 2026 with excitement and determination. The challenges young people face continue to evolve, but so too does Hebe’s commitment to walking alongside them. With the support of our partners and the continued energy of our staff and volunteers, we are poised to deepen our work and extend our reach even further. On behalf of the Board of Trustees, I offer heartfelt thanks to everyone who has contributed to our mission this year—our team, funders, volunteers, alumni, community partners, and the young people themselves. Your belief in what young people can achieve is what makes this organisation exceptional. Together, we look forward to another year of transformation, opportunity, and hope. ## **Erol Thompson** Chair of The Board of Trustees The Hebe Foundation 4 ## **FORWARD FROM THE CEO** 2025 was an interesting year for The Hebe Foundation. We turned 18 years old. 18yrs of serving the community of what will be thousands of young people across London. It has been such a privilege to have a hand in seeing so many young people realise and use their gifts & talents to further themselves and their communities. On Hebe’s birthday, rather than celebrating this milestone, I personally spent the day in court with one of our young people -unfortunately he was being sentenced for murder. We've stuck to the mission and although hard at times, we would do it again and again and again because every one of the young people we engage with is worth it. We look forward to the next 18yrs of helping young people fulfil their destiny. I actually haven't had significant time to process the impact of this fatal decision made by my young person that changed so many lives including his own. What I have been able to reflect on fully is that 18yrs ago we set up Hebe because of the gang and gun crime that was rife in the city, because our young people had no safe space to understand who they were and grow into the amazing plan God had for their lives. 18yrs later we are still dealing with the same issues. Not so many gangs and guns now, but the same weapons with different names.....knifes, depression, disadvantage, self-harm, social media addiction, seclusion to name a few; all still trying to rob our young people of their joy, childhood and passion for life. All this reminds us that the work we do with young people is still so much needed in our community’s. While the issues are many, we must celebrate the wonderful experiences we have provided for our young people throughout the year. We are joyful for the growth and opportunities the young people experienced through Hebe projects and support. For the laughter and light that radiates from them. We give thanks to the awesome team/staff, volunteers, partners, mentees, trustees, donors and champions who poured into Hebe in various ways, so we can pour out to our young people. It’s been great to see the continuing pipeline of our young people becoming youth workers at Hebe and giving back to the younger generations. You'll read in this report that we had a great alumni event connecting with young adults from across the 18yrs. We strengthened our corporate partnerships and engaged in much consultation to find ways to work more efficiently. We created new projects and supported over 170 families in need at Christmas. As with any 18-year-old, it’s been a year of ups and downs. Of will a project happen or not? Or will we get the funding or not? Or will they see the benefit or not? But what we can be sure of is that Hebe is now a young adult, it’s had many life experiences that has given it a rich history of success and some failures. We've stuck to the mission and although hard at times, we would do it again and again and again because every one of the young people we engage with is worth it. We look forward to the next 18yrs of helping young people fulfil their destiny. ## **Amie Buhari** CEO The Hebe Foundation 6 ## **MISSION, VISIONS, OBJECTIVES** The Hebe Foundation is a Christian Youth organisation that works with all young people aged 13-20 years old to help them discover & use their talents; to further themselves and their communities. The Hebe Foundation provides young people with a safe environment in which they can expand their minds, learn new skills and discover their talents in fun creative ways. We focus on building young people’s key life skills, employability skills and ethical values through quality projects London wide, in response to the genuine needs of the young people and their communities. Our projects are positive, productive and serve to show young people in a favourable light. We share a burning passion to see young people grow in every area, and for us to be able to provide them with the environment and tools for that growth. We create innovative, inspiring, educational and engaging projects for all young people. We believe that no matter a young person’s personal circumstances, ethnicity, ability or economic placement, they all deserve an equal chance to discover and use their talents with the support of those equipped to do so. ## **We work together towards:** - Identifying, developing and releasing the talents within a young person. - Providing young people with a safe environment in which to expand their minds, learn new skills and discover their talents in an enjoyable creative ways. Developing confidence, self-exploration & renewal of a young person. - Teaching the young people the merits of good work ethics, hard work, team building, good leadership, wisdom & love. - Helping young people take healthy ownership of the environments they operate within. - Equipping young people with skills that can be applied to all areas of their lives, enabling them to become well rounded members of society that bring about positive change. - Building relationships with the community and local businesses to bridge the generational and social gap, creating community cohesion. 8 ## **PROGRAMS & IMPACT** **414** YOUNG PEOPLE 10-23 YEARS OLD ENGAGED IN OUR ACTIVITIES PROGRAMMES/INITIATIVE OFFERED TO YOUNG PEOPLE **23** VOLUNTEERS INVOLVED ACROSS **36** ALL THE PROGRAMS **80%** **10%** **3%** **Of our young beneficiaries are from a Black British Caribbean, Black British African** **or Black British Other ethnic background.** **Of our young Of our young beneficiaries are from beneficiaries are from white, with-mixed an Asian background. and/or other ethnic background.** 9 ## **PARENTS / CARERS WORKSHOPS** Between March 4th and May 20th, 2025, a series of eight weekly online parenting workshops were delivered, attended by 37 parents and carers. This programme aimed to support parents and carers in building more productive relationships with their young people by providing free, weekly workshops. Through discussions on communication, mental health, social media, culture, neurodiversity, legal rights, and more, the sessions offered practical tools and insights to help adults better understand and respond to the realities young people face today. |**Dates**|**Hours**|**No. of young people**| |---|---|---| |**Week 1**|2h|12| |**Week 2**|2h|16| |**Week 3**|2h|24| |**Week 4**|2h|16| |**Week 5**|2h|18| |**Total No. of hours**|**10h**|| |**Number of unique beneficiaries**||**37**| The workshops were consistently praised for their inclusive, supportive environment and rich, relevant content. Topics such as Neurodiversity, Mental Health, Parenting Styles, and Self-Care were highlighted as especially impactful. One of the most memorable sessions featured a young person guest speaker, which gave parents a powerful, firsthand insight into the realities young people face today. Many participants shared that the workshops were “different from most parenting courses” because they allowed them to “enter the world of young people.” Parents reported applying what they learned directly in their relationships at home, particularly those caring for children with SEND. 10 AL ••* 1 ## **URBAN DEBATERS** The Urban Debaters project was a six-session structured programme aimed at enhancing critical thinking, public speaking, and leadership skills through curated debates. Delivered in partnership with Eversheds-Sutherland law graduates and in collaboration with Lilian Baylis Sixth Form School in Lambeth and Saint Francis Xavier Sixth Form School in Wandsworth. The sessions explored contemporary social and political issues through interactive activities such as debate games, lawyerversus-student quizzes, and preparation for The programme engaged 13 Year 9 ELA students (12 female, 1 male, ages 14–15) during the first trimester. The programme is still ongoing and will continue until the first week of January 2026. An additional group of approximately 32 students will participate in the remaining sessions. Their data and survey responses are not yet included in this report, as these will only be collected at the end of the project. an offsite finale event. |**School**|**Dates**|**Hours**|**No. of young people**| |---|---|---|---| |**Lilian Baylis Sixth Form**
**School in Lambeth**|**April 23rd - April 27th**|6h00|21| |||6h00|| |||9h30|| |**Urban Debaters Saint**
**Francis Xavier**|**7th Nov 24**|1h20|13| ||**14th Nov 24**|1h20|| ||**9th Dec 24**|3h00|| ||**13th Jan 25**|3h00|| ||**16th Jan 25**|1h20|| ||**20th Jan 25**|3h00|| |**Total number of hours**||**34h30**|| |**Total number of beneficiaries**|||**34**| 12 ## **Testimonials** **----- Start of picture text -----**
I learned how to argue without getting
emotional, while still making sure my
points are clear. It really helped me
stay calm and think critically during
debates.
Urban Debaters taught me to be
patient and wait for people to finish
speaking before sharing my own
points. This made my contributions
more thoughtful and helped me listen
better to others.
With this project I learnt to speak my
mind and not be afraid of an
audience. Now I feel more confident
expressing my ideas in front of people.
**----- End of picture text -----**
## **Project Objectives and Topics** The primary goal of the Urban Debaters project was to provide students with a deeper understanding of critical global issues while promoting participation in discussions and debate. Key topics included: Should drug education be a mandatory part of the school curriculum? - Are electric cars effective in reducing pollution? - Is drug addiction a disease or a choice? - Is it ethical to use performance-enhancing drugs in sports? - Is it more important to conserve endangered species or focus on human development? Should drug dealers receive harsher penalties than drug users? - Should posts on social media channels be factually checked? - Should animal testing be banned? - Should students be allowed to grade their teachers? - Is it important to teach financial literacy in schools? These topics were designed to engage students with current global issues and to help them develop their debating skills, while enhancing their ability to think critically and speak confidently. 13 **LONDON’S NEXT TOP ROLE MODEL** London’s Next Top Role Model is a creativity and expression project designed to encourage young people to reflect on identity, leadership, and the influence they have within their communities. Participants take part in a series of interactive workshops that challenge perceptions and assumptions about the people, values, and behaviours that shape them. Through this experience, they are encouraged to think critically about the attitudes and actions they can adopt to become positive role models within their families, schools, and local communities. In 2025, the programme engaged 17 young people in the first trimester and 10 in the last, supporting them in exploring the concepts of Role Models, Identity & Culture, Image, and Self-Awareness. Throughout the sessions, participants identified the characteristics they believe define a role model, as well as the qualities they need to develop to succeed and give back to their communities and beyond. These themes were explored through the creative lens of photography, modelling, and design, allowing each participant to express their ideas visually. |**Dates**|**Hours**|**No. of young people**| |---|---|---| |**18th Feb**|6h|15| |**19th Feb**|6h|11| |**20th Feb**|6h|11| |**21st Feb**|10h|9| |**28th Oct**|6h|10| |**29th Oct**|6h|5| |**30th Oct**|10h|7| |**Total No. of hours**|**50h**|| |**Number of unique beneficiaries**||**27**| The project included masterclasses delivered by photographers, models, and graphic designers. Participants were encouraged to apply the knowledge gained to produce their own art pieces and portraits, reflecting the traits of a role model in a final exhibition setting. The main highlights of the programme included: - Masterclasses with professionals – Participants had the opportunity to learn directly from experts and practice together with them, as well as to build a valuable network. - Final exhibition – Participants invited friends, family, and the local community to view their artwork and hear the personal stories behind each piece. The project aims to foster confidence, self-expression, and inspiration, encouraging young people to become role models for each other. 14 "tssrfer 41 ## **FINISHING SCHOOL** The aim of The Finishing School is to equip young people with the skills, confidence, and understanding needed to operate comfortably and effectively across different environments. Whether in educational, employment, or social settings, the project supports young people in getting the best out of every situation, while encouraging them to contribute positively to those around them. The programme provides participants with the opportunity to experience and learn new skills, combined with practical judgment and applied wisdom. This approach enables young people to understand where and when to apply what they learn to maximise both their own potential and the potential of others. In 2025, a total of 36 students took part in the programme: 18 boys and 18 girls, aged between 16 and 17 years old. This year, the initiative included two editions: a school-based version of Finishing School and a summer edition, delivered during the holiday period as Finishing Summer, offering the same core learning in a more intensive communitybased format. |**Dates**|**No. of young people**| |---|---| |**Community**
**11th Aug – 15th Aug**|13| |**School**
**1st October – 17rd Oct**|36| |**Total No. of hours**|| |**Number of unique**
**beneficiaries**|**49**| Both groups successfully completed the programme and were awarded an AQA certification in recognition of their learning and achievements. ## **Demographics of young people who participated in the community project:** *due to GDPR the demographic details of young people who participated in the school edition (September- October) could not be collected ## **GENDER** - 50% of the participants were boys. - 50% of the participants were girls. ## **AGE GROUP** 100% of the participants were aged between 15-19 years old. ## **ETHNICITY** - 83% of the participants were coming from Black communities. - 15% came from Asian or Asian British backgrounds. - 2% came from other ethnic groups (Hispanic, Arab). ## **NEET STATUS** 100% of the participants reported to be in Unemployed - in Education. ## **SEND** 3 participants reported to have SEND/additional needs. 16 L+ i A 17 ## **JUNIOR APPRENTICE** The Junior Apprentice 2025 programme ran across five London sites: Clapham, Croydon, Lewisham, Peckham, and Tottenham, engaging young people in a series of innovative, fun, and teamwork-based challenges. The project aimed to develop skills in leadership, communication, problem-solving, decision-making and business thinking, while also fostering confidence and building healthy relationships amongst young people. Over 10 days, 75 participants were challenged with several tasks: ## **Your Ideal Borough (29 July 2025)** Participants reimagined how communities are built and designed their “ideal borough”, considering housing, transport, green spaces, jobs, safety, and inclusivity. Working in teams, they created maps and 3D or digital models, incorporating features such as gender-neutral facilities, multilingual signage, safe cycling routes, and accessible public spaces for all ages. Teams then pitched their designs showing their skills on planning, budgeting, and presentation skills. ## **Dragons Den (30, 31 July & 5, 6 July 2025)** Young people worked in teams to developed business ideas, change learning platforms, build models or prototypes and pitched their ideas in a Dragons’ Den-style format to judges from **our partner companies** , explaining both the concept, the budget and the story behind it. Pitches were judged on impact, innovation, and community value, with participants encouraged to be bold, imaginative, and to show not just what their idea was, but why it mattered. ## **Double Your Money (1st August 2025)** Given £20, teams worked to legally and ethically double their funds. Proceeds from non-winning teams were reinvested into The Hebe Foundation bringing an element of social action to the task. Alongside fundraising, participants competed in a “Follower Rush” challenge to boost Hebe’s social media engagement. This activity tested entrepreneurship, time management, and public engagement skills. 18 ## **Double Your Money (1st August 2025)** Given £20, teams worked to legally and ethically double their funds. Proceeds from non-winning teams were reinvested into The Hebe Foundation bringing an element of social action to the task. Alongside fundraising, participants competed in a “Follower Rush” challenge to boost Hebe’s social media engagement. This activity tested entrepreneurship, time management, and public engagement skills. ## **The London Trail (4th August 2025)** An urban navigation challenge where teams deciphered clues, visited cultural checkpoints, and completed creative mini tasks, from photography to performance, all documented on Hebe’s Instagram. Teams had to plan efficient travel routes using only public transport or walking, strengthening teamwork, problem-solving, and city awareness. ## **The Finale – Creative Takeover (7th–8th August 2025)** The final challenge tasked teams with launching a oneday creative brand or showcase, such as a pop-up shop, performance, or market stall. They developed branding, marketing materials, and event experiences while managing commercial activities like raffles or ticketed entries. This culminating task combined creativity, business strategy, and audience engagement, encouraging participants to take full ownership of a public-facing project. ## **Demographics of young people who participated in the community project:** ## **GENDER** - 31% of the participants were boys. - 69% of the participants were girls. ## **AGE GROUP** - 60% of the participants were aged between 11-14 years old. - 40% of the participants were aged between 15-19 years old. ## **ETHNICITY** - 90% of the participants were coming from Black communities. - 10% were came from other ethnic groups (Asian British (Bangladeshi, Chinese), Mixed heritage, White Portuguese, and selfdescribed identities such as Blasian). 19 ## **What our young people said...** _The London Trail made me step out of my comfort zone,_ _work closely with my team, and discover new parts of London while solving creative challenges. I really worked on all the skills I was hoping to develop._ _Double Your Money was my favourite challenge. It taught me how to think like a businessperson and gave me the confidence to approach people I didn’t know._ _“I loved creating our Ideal Borough because it gave us the freedom to imagine a better community and present our ideas as if they were real.”_ ## _Junior Apprentice showed me that I don’t need to be limited by my fears. I can do more than I thought I could._ _“Before Junior Apprentice I was really shy, but standing in front of the Dragons’ Den judges helped me build confidence I didn’t think I had.”_ _“Meeting new people and making friends was the highlight for me. It showed me that teamwork and bonding are just as important as winning.”_ - _“Being a project manager was stressful at first, but I learned how to stay patient, keep my team motivated, and finish the task.”_ - _“The Finale was amazing. It felt like we were running our own business and presenting it to the world. I was proud of what we created together.”_ _“I didn’t enjoy public speaking before, but now I feel much more comfortable sharing my ideas in front of others.”_ _“I realised that money management, teamwork, and confidence are skills I can use not just here, but in real life too.”_ 20 ## **CRESCERE** The aim of our residential “Crescere” lies in the definition of the word, meaning “growth” in Latin. In this residential we aim to take away young people from the the busyness of London and provide them with the safe space to reflect about questions like “who am I?”, “what am I here for?” and “what am I good at?”. In this residential we supported young people growing in purpose by raising their awareness of the talents that they have that may be hidden, repressed or repurposed. Crescere 2025 took place over 3 full days (18th Aug – 21st Aug) at Hoppers and had 14 young people in attendence. 21 ## **YOUTH POWERHOUSE** The Youth Powerhouse project is designed to empower young people to speak confidently about the social issues that affect them most. Through the creation of podcasts as a storytelling format, participants are encouraged to share their insights, express their perspectives, and contribute their voices to wider conversations. By collaborating with community radio stations, we support young people in developing media skills while giving their work a real platform for broadcasting. ## **Demographics of young people who participated in project:** ## **GENDER** - 54% of the participants were boys. - 46% of the participants were girls. ## **ETHNICITY** - 92% of the participants identified as Black / African / Caribbean / Black British communities. - 8% identified as Asian or Asian British. |**Dates**|**No. of young people**| |---|---| |**October**|13| |**Number of unique**
**beneficiaries**|**13**| 22 ## **NEWGEN PROJECT** The NewGen Society project was delivered at Saint Francis Xavier Catholic Sixth Form College with Year 11 Sociology students, aiming to deepen their understanding of democracy, participation, leadership, and decision-making. Across nine sessions held between March and April and a second edition during October, November and December. A total of 57 students engaged in interactive activities combining theory with practice. ## **Demographics of young people who participated in project:** ## **GENDER** 32% of the participants were boys. 68% of the participants were girls. ## **AGE GROUP** Students were aged between 15-18 years old. The programme explored key topics such as the meaning and importance of democracy, voting and elections, forms of participation, marginalisation, conflict resolution, and leadership. Methods included presentations, group discussions, simulations, and reflection exercises, ensuring students could both learn concepts and apply them in participatory ways. 23 ## **MOREH MENTORING** Moreh Mentoring is a targeted youth support programme designed to provide one-to-one mentoring for young people navigating personal, social, and emotional challenges. The project focuses on building trust, increasing confidence, and helping participants make positive choices for their future. Through regular mentoring sessions, young people are supported in developing self-awareness, accessing resources, and improving communication with parents and carers. The programme also aims to reduce isolation and increase safety, particularly for those struggling or facing marginalisation. During the reporting period of October to December 2025, the programme engaged 25 young people across 3 mentoring sessions. The majority of participants were aged 16–19 (23 individuals), with 2 aged 12–15. The gender breakdown included 14 female and 11 male participants. No participants identified as non-binary or other gender identities during this quarter. The programme tracked progress across five key outcomes using **self-reporting tools** and **mentor observations** : - 1.Increased confidence to make positive choices - 2.Increased awareness of support available - 3.Increased safety - 4.Improved communication between young people and parents/carers 5.Improved access to support and information 24 ## **SAFER STREETS 2025** The Safer Streets project was a creative, youth-led initiative developed to explore safety in public spaces through art, storytelling, and active community engagement. Delivered between March and June 2025 in partnership with Devas Club and The Hebe Foundation, the programme worked with young people from Lambeth and Wandsworth, empowering them to express personal and collective experiences via photography, videography, music, theatre, and peer research. Over the course of the programme, a total of 30 young people participated, with varying levels of attendance due to academic obligations such as GCSEs and A-Levels. Sessions included street photography, videography, music creation, theatre workshops with the Metropolitan Police, and community insights activities. The project culminated in a youth-led exhibition combining photography, video, and sound recordings, designed to spark dialogue on safety and violence prevention. The outcomes of Safer Streets were significant: young people produced original photos, videos, and music reflecting their lived experiences, and co-designed a survey to capture wider community perspectives. A core group of participants expressed interest in continuing with a follow-up phase focused on music production, demonstrating the lasting impact of the initiative. Plans are also underway to take the exhibition into local schools, accompanied by peer-led workshops and community dialogues. ## **Demographics of young people who participated in the community project:** ## **GENDER** - 25% of the participants were boys. - 75% of the participants were girls. ## **AGE GROUP** 100% of the participants were aged between 15-17 years old. ## **ETHNICITY** 85% of the participants were coming from Black communities. - 15% came from Asian or Asian British backgrounds. ## **SEND** 3 participants reported to have SEND/additional needs. 25 |**Dates**|**Theme / Session Title**|**No. of young people**| |---|---|---| |27th Mar|Official Launch|10| |23rd Apr|Street Photography|8| |30th Apr|Videography|7| |7th May|Music Creation|6| |14th May|Theatre with Met Police|6| |21st May|Personal Branding|5| |4th Jun|Community Insights|8| |11th Jun|Exhibition Prep +
Community Insights|30| |**Total number of hours**|**25**|| |**Number of unique beneficiaries**||**30**| 26 **CAREER DAYS WITH OUR CORPORATE PARTNERS** This year, we delivered three Career Days in partnership with three of our corporate supporters: Vanderlande, Northern Trust, and Allianz. Each event offered young people valuable exposure to the world of work and direct insight into different professional pathways. Across the three Career Days, participants engaged in: - Talks with industry professionals who shared their career journeys and practical advice Mock interviews to help build confidence and interview technique - CV and application workshops focusing on how to present skills and experience effectively Interactive skills-building sessions, including teamwork tasks and workplace challenges These sessions equipped young people with practical tools, boosted their confidence, and strengthened their readiness for future education, training, and employment opportunities. We are grateful to our partners for opening their workplaces, sharing their expertise, and providing an inspiring learning environment for our young participants. In total we had 18 young people participating in these careers’ day. 27 **ONE-OFF INITIATIVES, ABC PARTNERSHIP & HEBE CHRISTMAS BOXES** ## **One-Off Initiatives** ## **Theatre Trip** As part of our commitment to broadening young people’s cultural experiences and encouraging reflection on leadership, identity, and social change, the Hebe Foundation took 10 young people to see Hamilton: An American Musical. The experience offered an engaging and accessible way for participants to connect with history, creativity, and contemporary storytelling, while also supporting confidence-building, discussion, and shared learning outside of the classroom. ## **Hebe Alumni Event** Hebe Alumni are the living proof that our work works. They carry the story forward, not as a logo or a stat in a report, but as real people who’ve been through the project and gone on to build lives, careers, and communities. Staying connected matters because Alumni create a bridge between where Hebe started and where the next generation is heading. Looking ahead, this can take many forms: annual alumni gatherings to strengthen the network, careers and recruitment events that open doors, mentoring opportunities where lived experience becomes guidance, and practical support for current beneficiaries finding their feet. For those who are able, regular donations from our Alumni help keep these pathways open. Together, alumni don’t just look back fondly - they actively shape what Hebe becomes next. We had 30 attendees at our Homecoming event in October, the main takeaway from the event was the power of reconnection. It was genuinely special to see alumni come together after such a long time, many meeting again for the first time in years. The space allowed people to reminisce, share memories, and reflect on how far they’ve all come, while also rebuilding connections that had naturally faded over time. More than anything, the evening reminded us that the Hebe community still exists well beyond the projects itself; the relationships, shared experiences, and sense of belonging are very much alive and worth nurturing going forward. ## **ABC Partnership** In partnership with our corporate collaborator, Aviation Business Continuity (ABC), we designed our taster days specifically for young people in 2024, giving them a comprehensive insight into airport operations and inspiring them to consider careers in the aviation sector. This programme led to two participants securing apprenticeships with ABC — and we’re delighted that one of them is continuing successfully in their apprenticeship during 2025. ## **Hebe Christmas Boxes** The main objective of this project is to bring comfort and joy to families during Christmas. Through our efforts, we aimed at spreading holiday cheer and ensure that families in need feel cared for and supported during this special season. This year, our initiative involved the collaboration of: - 18 volunteers from partners and companies . 13 from Allianz and 5 from Turner and Townsend helping on packing and deliveries. - Felix project that donated fresh produce Financial support from iMGP + individual donations + Tomorrow group and Eversheds Sutherland - 3 dedicated members of our staff Together, we delivered hampers with essential items to 158 families. 28 ## **CHURCH WORK** In 2025, we worked with 104 Children, Young People & Young Adults across 13 direct Baptist churches in London and indirectly with a further 25 churches including other denominations through our partnership with London Baptists and our own independent work. The aim as always is to help churches grow their youth ministries and the work they do with young people in the community. In August 2025 our partnership with London Baptists to deliver CYF (Children’s, Youth & Families) work came to an end. We still support London Baptist churches but are actively looking to branch out and support more churches from a wider pool of denominations. Highlights of the year include: Our work ranged from consultation and training for churches to preaching and managing new and existing projects and initiatives. We provided IAG - information, advice & guidance, and served on interviewing panels, think groups, and conference panels. - Supported the 5 young adults of the LB Leadership Year Internship - Junction 25 -co ran a multi-denominational residential for over 30 young people looking at the theme of ‘Navigating Life’ - Developed programmes specifically aimed at developing young leaders -Young, Bold & Baptist (YBB) & The Joshua Project 29 ## **THE HEBE FOUNDATION** ## **FINANCIAL STATEMENTS** FOR THE YEAR ENDED 31 DECEMBER 2025 31 r*JGusign Enve** IO". C41389fL¥873C-8DCO&3B7-E096W23D64 REGISTERED CHARITY YUMBEIL. I I9709I RF.PORI' OF THF TRU.STELS' AYD UNAUIJI'TkD fr'INANCIAL STAI'EMLNTS FOR THE YEAR F.NDED.11 I)ECEMBER 2025 THE HF.IIF FOIIWDATIO BAND Adii50ry Cimiip Lirniled I I I cliartL'thuu￿. S¢rL'L l.unth> r.ci M fiAW 32 r*JGusign Envelope ID". C41389o&873C-8DC￿63B7-ED9sg￿2j￿84 THE HEBE FOUYDATIO CONTFP4T% (JF THF. FIYAYCIAI. STATF.MFNI For The Yiar Endtd 31 Dtecmbtr 2025 P•Re R¢pDrl oribe'j'￿1lee$ Indopoiidont F.%8niintr'% R¢port StHltmeHt Acllvltlts BAIA Trc¢ Shett Nffttts to iht TrlnAnelAI Si*itmtnts Dilallod Stthltmcnl ofFlnanclal ArllvllSE 33 r*JGusign Envelope ID". C413890&873C-8Dc￿83B7-ED9s￿2j￿84 THE HEBE FOUYDATIOTr4 RF.P()RT OF THF. TRU%TFF.8 For The Yiar Elldfd 31 Dtfcmbtr 2025 Tk 1rn4iee% wiseni Ih¢ir r¢rK)ri ￿'¥ih th¢ financial s{a￿'T￿nIN of Ihc Lharily for t￿. ylar vnJiJ .11 tk'¢¥n)b¢r 2D?5. nie Iru*￿'¥ havL *topi¢d IIK. pruVlsiull& ul'ALI'DUllllllg and kLWrtinb by LlwriiiLN'. SIJ￿.171Lnt ul'RLLtsIIIIIlLndL￿ IknLIILL app]￿li￿k. 10 Lliariiics PYLPJtiiig, IIILif &L'LullillS in JLwrdan¢¥ willi ilic FinAnci81 R¥pt)NittM sIAnJW￿ li￿liC￿bE¢ in lh¥ UK 8nd R¢wblic ofiYL'lon(I IfRS 1021 Icff¢¢tiv¢ l J•nu8ry 20191. STRUC.TbRE. CA)VERWATr4CE AliD F*lA￿AC.EMETr+T GovL'rTrlng dwllrnenl T1￿ Lharily i¥ iiiniNillc(I by il%gov¢rning thL'umcM. o dccduf1ru￿ up charithblc inLurpurutLyJ ur8oii1g￿l10n ICIOI. Tk C'IO WiLts ri'gi$1e￿Ll wilh IIK C'knriiy Cvnimi¥%il)n on 13 t)¢eeniber 21121 iindLr rL&pisiraiion niimiK'r 1197(N)I replaLing t￿ wL¥ViOU$ UliinL'tsQM)rAicd ¥iiiiiy TIIL. Ilty￿. l.oundttiiun ISt)iith London) ir¥isWJliOJi Juni￿YOf wliiili was I IJYOIU. RF.FF.RF.NCF A%I) ADP•lllilSTRATIVE DETAIIS Re%i%t¢red C.hgrlty 1197(Wl Prlnelwl •ddr¢R8 X23-X2% Wan¢l%WI)rtli Road London SWII 3JL Tru$leey N 4kiivi¥r{￿Ilui￿￿l 25.2.251 T OyLlIlLIc A U Ji>hiiwii ITrdL'I)viidont Exmmliitr I I I ('INinCr￿?V¥l. SirLYt rciM6AW Amrovcdby or(kr iifih¢ iK>iird ufini￿¢¢￿On 2n April 2020 oli il¥ ￿hAirby.. E Thoinpwn. Trust Pu8e I 34 r*JGusign Envelope ID". C413890&873C-8Dc￿83B7-ED9s￿2j￿84 INDEPETr4DENT EXAMI.YER'S REPORT TO THE TRUSTEES OF THE HF.BE FOUND¥tTroy IndL'yettdetti ¢x*bblntr'% r¢ptsrl 10 lh¢ knf'fh¢ Heb¢ Fouhd*tlo I T¢PLIrt Iv thi rhunty tryI%t¢￿'% Iny ¥%aminttlN)n vfihr ￿fT￿ H¥b¢ FouNlthtwn Iihc Tru$ii for IIK y¢Jr JI Di,¢¢m￿r 2025. Rt5ponsibilitie5 and bll¥i5 of repDrt As 11IL ¥liariiy Iru￿￿L.s vl'ihv Tnisi UTC fL*w>llsiblL' l<>r IhL' pr¢paraliUR Lifihe ￿￿￿Ul715 in &curdunLL' wlih I1￿ rLwuiremLMiy Of ChHriii¢$ Alt 2011 Illic ALI'I. I 111 r¥wi lif my cxkiinin8tion ol'th¢ Trusi'% aLiounis Lwri¥d oui Un￿'r k'¢ii(Jn 145 of thc A¥'l and in earryiJ8 oul my ¢x8minaiion I liav¢ fvlluwLxl all appliL4ibk. l)jr¢¥ijiii)s spivLn l>y thi C.￿rItY cuiiim1¥%￿n unJLr Sixiiun 143IJMbl vl'ik ALI. I￿￿'pr￿d¢llt txami*er'% st*ttmenl I l)avc Ll)iiipILii¢l my ¥XEimiiiJiii)n. I Confi￿77 Ihai material maii¢r% havt cMIt 10 my artcniitin in willi lh¢ ¢xamin*ion bkiving m¢ cLI)unlin¥ TL'L()nl¥ WL'rL' kl'pl in ofilie Tni41114 rL'quired by 8e¢ii{ID l.ltsi)f IhL' Aei: i)r Ili¢ lic¢1)u￿14 th) rK)l #cix)rd Wilh IhiJNi rtX%)r(IN'. or IIIL UL'LU)Ulll% nill LX)iiiply with iliL &tppliiablL r¢wirL'tll¥nls conc¢niin¥ ihc forin Jnd L'oni¥nt o( iiccounts oui in ilK Chori1145 con%i(krcd ii%pnn ul'8n I￿r￿ndeNt cxiiminlliii?n. I liilVL IIU iUllL'LrThs und havL LIIIIK. dil0￿ Iw Ol￿'r rnUilLrs in coniKYlK)n wilh t￿. cxaminllliun io wliiL'li allcniion th)uld IK. drnwn in ihi¥ rL'Wrt 111 i)rdif LNII?k' 11 pror￿1. un¢lLr%tUlKliiibTr ul'ihL aL'LXXllilS iu k. rL'uLIK'd. sQLI(4 Sl*lley WoikiTh ACA IJAND Advi4)ry (iliiup Limi￿. I I l ('IuiriLrlu>￿. StrL*'I LCIMhAW 20 April 2026 Pu8e 2 35 r*JGusign Envelope ID". C41389o&873C-8DC￿63B7-ED9sg￿2j￿84 THE HEBE FOUYDATIO STATF.￿lF.￿T (?F FINANf.IAI. ArrIviTIES For The Yiar Endtd 31 Dtecmbtr 2025 2(r25 TOL'II UnrL%triclccl funLI ToLil tutMIs rund No IP4CI)MF. A F.YD()ITr'MEYTS FRI)M 115.296 79.041 194.-337 2￿.$34 In1'¢￿Me￿i inwm¢ J93 J95 754 Tot41 79.041 194.¥32 WorkinL¥ witli Young P¢up 9).414 96,487 NF.T INC()MF.IIFXPF.liDITUREI 117.446} 2fy.¥45 19691 22.077 Tr4n%ltr% bchvccTr fil￿dY 126.%4.%1 Nrt movement In lundy {IIL36XI Y.399 1¢)691 22.1177 RECOYCILIATI(>N OF FVYDS Tthal brought IiYw¥AI 87.630 50,359 137.l}%y TOTAL FUND% C.ARRIFD F()R￿'ARD 77,262 59,738 117,020 IJ7,gNg Tk fonll partol.the￿ linancial SthlernL'nts Pw3 36 r*JGusign Envelope ID". C413890&873C-8Dc￿83B7-ED9s￿2j￿84 THE HEBE FOUYDATIOTr4 A1.A￿r.F SHF.F.T 31 tkctmber 2025 UnrLbtriclccl funLI RL'slricltd rund ToLil tiitmls No CURRF.TriT AS%ETS 9.057 69.563 9.057 1727 140.11)9 C&sli in hand 59.758 7X,620 59,738 138,371 143.Y26 CRb.Dl'l'OR lallitig wsihin year 12 lJ.Y371 NEI. CURt4KYT ASSE'rs 77.21Q 59.7S¥ 137.020 137.9%9 T()TAI. AS8FF.S I.E%8 CURRFYT I.IAIIII.ITIV.S 77.262 59.75¥ 137.020 137.9x9 NEI. A&SE'I 77.2(>2 59.758 lJ7.020 lJ7,9XY 7.fy30 JO,J51) 51J,758 'roi'AI, Pu￿1D$ 137.gRg T1￿ IlThniiLiul *th14'mgN¥ ￿n,￿Pr￿liv<'￿ by Ili¥, IliwvJ DnLI auilM>rI￿*d fvr i*¥￿. 20 April 2112(I lit￿ w¢w i)n 118 b¢liMII'by.' E Th>mpwTh.TrUslL￿' The no*5 fonll partol.the￿ linancial 5th1ernents P#8e 4 37 r*JGusign Envelope ID". C41389o&873C-8DC￿63B7-ED9sg￿2j￿84 THE HEBE FOUYDATIO N()TF.%TO THE. FINANCIAJ. %TATF.MF.Tr4TS For The Yiar Endtd 31 Dtecmbtr 2025 C.OvER￿ANCE AND CO%STTfuTION Th Lhurily iswnlrullL'd by itytsJ￿crn1ngdvL￿ih￿n1. ad¢'l￿ vf N5t Is￿41 up 11Sgl LhurirablL' U￿ni￿all￿11 Icioi. CIO wa% te8isiwed with IK, Choliiy Commiknion 1.1 ix*¢'m￿r 2()21 TtBi%trntioN nu#ib¢r 1197091 rLyla¢ing the prvious unin¢o4M)rJ*d ¢niiiyTll¢ Il¢be Foundbiioi)IS(wih Lothnlthe ￿gIstration thumkrofwhich wa$ 1139610. ACCOUNTJYCV POI.ICIF.S B55is of prepAriTrR the financial 5tHltmtTrts TIK. finiillLliil %iaiLIIK'nl% vl. Ihts ih4irisy. wliiLh is u pibliL iK*i'lil enlily iinthr TrRS 102. hve p￿.p￿T¢d in ￿t(￿r(￿nl* with the 'publii v1.1￿1￿. IIK, I'huriiiL* All 21111.'n* fJnuMial yluiL'iiILnL¥ hvL' IKKii pr4'pwrd uiidLY Ik. li1￿￿TKa1 LN)yI LVIIVIlllwii. AII ilKOliK' is rccognised iii ihe Slaicmcnt uf Fironcial AcliviiiL% on¢c chDriiy ￿ enliilcin¢nt io Ihe thndx. il is PTobllblc ihal th¢ InLV￿L. ￿,111 k, ILXL'IVLd Ik. amuunl call ￿ mta¥urL'd ru'liably. F.xPL￿n(II1￿rl l.iThl?iliiiL% ufL' ￿(os￿15cd a5 Cx￿￿￿]ll￿rC as %x)n ag I￿rC is ll Ic¥BI or cunslnKlivc ubli8aiion commilling IhL chvJity lo Ihal ¥1¥ jiiii%j%linl ￿1117 IhL uyL' of rLY()ufiL¥. I'Rnklble *5SLits Pldni and machi SQ/oun c05r TAx*llvn T￿. c￿l￿ry i4L'XClllPt frum <)n il¥ Charil￿b￿ acliviiic¥. UiirL'%ifiitLII liiiiili Lun bc uxed inaL.￿r￿￿tt wilh Ilie L￿rit￿bIL ubjLYtIVLry Ut ihe di¥L'rciion IliL In1￿cO Re4triclcd luTht% only USL4 for Pafticulnr ￿￿1T1¢lcd puryJo￿S wiiliin Ihc objccl$ lif Ilie cliBrily. R￿trial(￿S aTiXC whL'n 5￿Cirt¢d by Ihe donvror whL'll Its￿￿ arL' railed ti>rparfiLiilar rcyifided piirpw& rurtlKr cxplllnlllion of Ilic no￿re Bnd pl1￿￿e ofencli IN inL.1￿led im ￿leS 10 ihc fini1￿1￿1 ¥laicmcni%. Donztod go(wJ (ivvd4 Iloiiiiied to t1￿. L'knrily llrc iiyuunix'd u4 iliLrymlC ul IhL'IT fuiT vuluL' vncc t1￿ I'linrily huy inliilL'ini'nl lu IIiL' ¢LunuilliL ￿licri11 C￿rItY. fa8c 5 oDlinud... 38 r*JGusign Envelope ID". C41389o&873C-8DC￿63B7-ED9sg￿2j￿84 THE HEBE FOUYDATIO NOT&8 T() THF FINAJllCIAI. ST ATF.MFYIS- wntiNued For The Yiar Endtd 31 Dtecmbtr 2025 IX)NATIOliS AYD LEGACILS 2025 9024 77.27Y 1.12.255 (hher incoiii¢ 14.65X 194.337 2(Y).534 Ol'ihc Llonuiion% rccL'IVL'¢J iii ihe >rur ￿3.5￿ 12024.. L(>1.503} wctc ￿￿triCIL￿. ()filic llrAni4 rnx'ClVLd in the ycllr£55.4R212()24.. (53.5311 wcre r¥xtrici¥d. tiTulll> lI￿L1vL￿, lllLludL'd in thL' th>vL'. IifL' Hs lulluw¥.' 2025 hL'rgrthni% 03.60J 1322JJ INVLS1'MEY'I' INCOMb. 2025 J)24 tkpoyil ACL'iiunl inlcrcyl 5Y5 754 CHARJTAMI,V. ACTIVITl&S cus'r l)irccl C￿1% IXL'L. Toiu15 Workin¥ willi Ywn¥ Peiipli, SUPPI)RT Finnrt¢ ¢()515 Workiny willi PLoplc 75 1fy,447 1(1.522 TRUSTKES, REMUYLRATION AND BEYEFIVJ T￿.rL. nii irusl¥l¥%' fL'iiiuNfuiiQn or 1)t￿'r b¥KfitJ fw lh¢ y¢ur ¢Thkd 31 tkL'Lth'r 2025 niir fw J¢Jr LtMk,d -11 IX'LcIMb¢r 2024, Truytct$' expensctt Th¢￿ w¢r¢ no InL%Irt¥' ¢APlWS Pilid liirili¢ y¢w¢nthd 31 Ik¢¢mb¢r 2n25 N)r for Il* y¢4r ¢nEl¢d 11 D¢4*mb¢r 21)24. oDlinud... 39 r*JGusign Envelope ID". C41389o&873C-8DC￿63B7-ED9sg￿2j￿84 THE HEBE FOUYDATIO NOT&8 T() THF FINAJllCIAI. ST ATF.MFYIS- wntiNued For The Yiar Endtd 31 Dtecmbtr 2025 STAFFCo￿$ The ttwi'ra¥L munihly niiinb¢rvl'¢mph)yLX% during IhL' year u5 fvllow 2025 )24 Proj¢¢i Manag¢nxni Nocmpllly￿S r¢ttiv¢d ¥Mol￿men1* in ex￿*£1)(£6￿￿O. Tuiiil ¥luft' L'O$t% foi. IIK. yLur Lll<￿￿ 31 tXKL'mbcr ?0?5 wcrL' L72.¥49 1•]24.. L72,1011. blll ihis is reflLY￿￿ %viiliiii pnijcci LX[￿ndlL￿ 'Wi)rkiiiB wilh Yoiinb Pcople.. C()IIPARATIV&S FOR THE STATEMFNT OF FlTr4ANCIAL ACTIVJTILS Unr¢strI¢￿￿ rund Total IICOMFANDENDOWIMF.wrs FROM iXinaiion$ dlMI Icgaci¥ 94,501 2fr1.334 Inv¥i%ii￿nl in¢om¢ 754 754 Y5,255 210,2118 Tr.XPfr.NDITIIRTr. <)N ui'kiiig willi Yuuiig I'L'opIc fy9.469 118.742 E'I. INCI)MFJIFXPF.liDITUREI I'ranyfl'rs bEIWL*n (wnds 25,7X6 13,7091 22.1177 10.049 12.fl28 22.(n7 R Tr:LUNI.'ILIA'I'I()% I)Tr TrUNDS 77.581 TOTAL FUND.5 CARRILD foRIVARD 7,630 511,359 137,4 TANC.IBLE FIXF.D AS8F,TS Plant and mKliirKIy Al l Jaiiuary 2025 atKI 31 [knym￿r 2025 3.767 DKPRVCIATI(TrW Al l J￿Ilu3ry2025 I I 2025 3.7fi7 E'I. BODK VALUE Al 31 tk'iK'iiiiK'r 2025 Ai 31 [kLYin￿r 2024 Va8c 7 oDlinud... 40 r*JGusign Envelope ID". C41389o&873C-8DC￿63B7-ED9sg￿2j￿84 THE HEBE FOUYDATIO NOT&8 T() THF FINAJllCIAI. ST ATF.MFYIS- wntiNued For The Yiar Endtd 31 Dtecmbtr 2025 DEBTnlL8.. AMOUYT5 FALLING DUE WITHIN OTriE YEAR 20)5 Trailc dcbMir5 (hhtr(k.biiir6 2.5(i0 1.227 1.21)7 ).057 -7.727 CREDITORS.. AMOUPITS Tr ALI.l*14G DUE II'II'HIli 0￿,E YEAR 2025 2024 Trnde ¢rLYlil( Taxaii(In ind sttiiri Ih¥r¥iKxliN)rs 11.X641 2,747 2,147 5.937 ij. M0VbME￿'T IY I.'UNDS N4l mOv¢￿nI fiind TNn%fLir w¢Ln Ai IlnrL'yirl¢ii'd lunds 12&.X451 77.262 I￿1￿c1rd f¥ndty {17,446 26,X45 5Y,75R TOTAI. FUNDS 137.9H9 137.02U Nei mvvcmLni in fiiiid& in¢ludLxI in Ik thvc ay follows.. Mvv¢nKni r¢￿)11￿¢¢8 ¢1pg￿4XI UnrL'Ytrl¢iL,d 11s,wi 199.4141 1(1.477 Re%tTlttcd fvnds 7Y.(KI 196.4871 117.4401 TOTAL F(lTr+D. 194.932 1195.9Ql I 19691 fa8c 8 oDlinud... 41 r*JGusign Envelope ID". C41389o&873C-8DC￿63B7-ED9sg￿2j￿84 THE HEBE FOUYDATIO NOT&8 T() THF FINAJllCIAI. ST ATF.MFYIS- wntiNued For The Yiar Endtd 31 Dtecmbtr 2025 13. P*10VEMETr4T 1*4 FbThD.S. continued Cojnparillveg for movement ID Nei movenicni Trnnsf¢rs tween rund Ai Ai 1.1.24 UTrrestrlcted fun+Js tiLncral fund 77,581 25,786 87.630 R¢*iAtlrd R¥￿tr￿¢￿￿ lu 15,737 IOTAL FUTr4DS 22.077 137,gN() Coinparaiivc ft¥l Inov¢iii¥Y¢i in liindli, Includ￿ in ih¢ th]v¢ liilknws.. RLXiiufLL% L'xpcndL UTrrt4trl¢t&'d 95,2.%5 169,4691 25,7X& RtstrfctL'd funds 115.03J 13,70YI TO'fAI. FUND.% 22.077 A ¢ilfr¢iii Y¢￿72 niuntli% ￿t￿PrIOr y¢¥r 12 Iwnilts ¥￿mbin￿d SX151110n 1% fjs folluwx.. N¥t IIIOVLniLni Trali￿r¢r Iwttii fundy L Trrf5trlcti,d fun+J¥ 77.5AI 42,2¢53 142.5112) 77,202 Rt*trlrtrd ftsnd$ 38,331 42.5¥2 59,758 TOTAL FUP4DS 137.Ir20 fa8c 9 oDlinud... 42 r*JGusign Envelope ID". C41389o&873C-8DC￿63B7-ED9sg￿2j￿84 THE HEBE FOUYDATIO NOT&8 T() THF FINAJllCIAI. ST ATF.MFYIS- wntiNued For The Yiar Endtd 31 Dtecmbtr 2025 13. P*10VEMETr4T 1*4 FbThD.S. continued A LUTrv'ni yL'ur 12 nlulli115￿tt(Ipri0tY￿r 12 IN>niK4" e4>mb>'nL'd mLIVi'lllL*I in IbrK15. includLxI in ihL folknws.. Inii)ming r¢WU￿¢S R¢wurco ¢xp¢tMl¢d MOVL,n￿ in funds IlnrtitrlctLid 116¥.8831 42.263 Rtstrleted fvthd5 194.074 TOTAL FUTr•DS 14. RF.LATED PARTV DI￿lA)lu￿FS T￿.rl wer￿. llo fL'latLd ￿rty iTnnsx'iiun% for Ik. ycarenJLy131 IkYts'1mbL'r 2025. RESTRirfFD Fu￿D$ It¢￿tr￿lE￿ Ill￿￿ ar¥ mo￿1￿ry fwiil¥ t11￿ ￿￿¥r{kxl for g xr&¥ili¢ withiii th¥ Or￿￿1/￿10￿, Kfr)$1 komnionly li i* r¥￿ri￿￿￿ s[￿￿1r1& J%"r¥lr¢NliiiKn15" bn)LMI us"¥or¥ I%)￿¢s.. ThL' Yl'tr Tru*yfL'r% In TMn$ler51)ui 31112r21)25 XTr2 129.fi791 24,679 329 PIIH- LN'fRM lJ1115 I'knirLh Yvuili Wolk 123.52YI (77Y 696 396 2,.126 1,729 32.1129 PIIIX. Yoiiih Pi)Iv¥rI￿ll PIIN)- F.'aiili Work 2.05 ¥.5(K) 21.329 23.424 1S,J331 P121 PiifL'iiiiny WoTk¥lK)p P123- ('re￿ere 11129- XnidN Ilvxcs AptKJl 111.111- Nll% Yiiun¥ Pivpli. Ro¥L'wLh PI.11 VRII ('liiphiiin (.vnv)rtiiim 11.2(P)I 2.705 12.2561 .147 11.44UI 2.599 4.050 7,255 6.488 350 1.627 16.4231 727 P21MI- C-or¢ Yi)uth r.n¥iiBL111ioni TotBI Restric*d 50.351) 117.4451 7Q976 144,1311 59.759 43 r*JGusign Envelope ID". C41389o&873C-8DC￿63B7-ED9sg￿2j￿84 THE HEBE FOUYDATIO DETAJI.F.D STATF.MF.IT (IF FIWAliCIAI. ArrivrriF_8 For The Yiar Endtd 31 Dtecmbtr 2025 21)25 2024 INCONIL AND LNDOWMkNV3 Donations and lopcles tknnaiioiis ti￿ni OTIKr inLomc 77,279 132,255 194.337 2(￿).534 754 Tot￿1 Incumla¥ rt50urc¢y IY4.Y32 210288 FXPF•%i'DITURE I:h*rlt41)k 4¢ilvlilri Workin¥ willi Yi)uny P¢i)pl¢ 179,-379 169,329 .4upporl co%ts FlnqTrce uiik LI￿rue5 tk'prL'L1AllIl# Lil'thn8iblL lIx¥￿ 92 7S INli￿liK￿nl F.xom1￿r'A f¢¢x Irk%VrnIi ALx¥wiiianL'yand IL'8al I￿5 l.Q22 459 16.368 IA447 11.777 Tulal rcsuurccs exrAn￿1 lo%pondll¥roVliirom¢ IY691 22,077 Thispa8c does forni pan ofihe ￿al￿￿Ory financigl St￿e￿￿S Pwll tknusign Enveknpe ID.. C41389ll473c.wMB7-EO*￿2jo64 31.12.2025 JI.12.2024 INCOMF. ANI) r.NWWMENTS l)onAIIon¥ Athd Iti*de$ Dona110Tr5 7.636 8.350 5,250 7.0110 4.51)J 2.-727 TWt)$141' INilkL% PortllLY%hip C'i>rporiiic txyniirs JO￿l)h Ildnk Tnis¢ L4)iidon IlJptiSl As%OL'iUtM)Ii Ih¥ Kiiight% Ykiuth (¥iiir¥ 67.44 2U,l)74 5.953 ('hiirL'h Youth Work SunJry 743 77,27¥ 24.40X 3.26fy 2O.IMXI 2,¥J6 HlJ(' I'hiklren iii Ne.(MlO C'yuyduli Vvluniury #LIIDn Jiiwph Rank Tn15t The Knights YDuih Cciitrv 4.9%9 63.6(b5 32.255 Other iTrcomt frojn Chxritablt Afliyities Gift Aid St frdncis Xayier Sixih Forrn College Loiidon Ilaptjsl As8ocilltk)ii 1.325 13.J33 14.65% Thi5 page does T￿tfOrM part of thestatutoryfinancialstatefflents Page 12 45 tknusign Enveknpe ID.. C41389ll473c.wMB7-EO*￿2jo64 htr tr*dlnR attI￿l￿e% FunilrJi%ing¢vtni% (Xher Intomt 595 754 Ttsi41 194.932 210.2¥ LXIIENDITURE Ch*rk4blv A¢llvlilei 8iaff W￿lS- l4ilSC¥ & ¥ulariLI4 %iiitYco41%- wcial NLYiiriiy L051s SiiilTco515- ￿17%1￿n5 StalYco415- xidll'recharyes SpaLi' & HHII Hirc 2.02X 33.365 45,277 3.417 379 -1.224 7X 5Q¥ l.c¥% an(1 SiibsL'rpiions 4,OXO 3,3X5 4x6 61 2,(N)I 11)t) Svpprl Costs M4iiu8¢iMni fr¢¢$ InAM¢C ljaiik PLX'% & ('li￿r 75 92 75 GovernaTree e05ts 1,022 13.OXS 2.J40 45Y ALl{)￿niynLY 12,YS2 1.950 OtT1￿. I Riniul & Flir¢ ￿￿1cC Expell￿% Blld OilKY Overt￿D￿ 1,271 16.447 18.24Y Tviol ex￿￿J¢d 195.901 18X.210 Nel lexpendlturtlllTrcome 1969Tr 22.078 Thi5 page does T￿tfOrM part of thestatutoryfinancialstatefflents Page 12 46 ## **THE HEBE FOUNDATION** ## **END OF FINANCIAL STATEMENTS** FOR THE YEAR ENDED 31 DECEMBER 2025 47 ¢. J* 'ENAeLIN¢VOLIAG PIOPLE VOAEAUSÈ *NDVSÈTHEIPGIFT$ TALENTS. ## Thank You ## **TO OUR FUNDERS & DONORS** We extend our heartfelt thanks to all our funders and donors whose support has made this year’s achievements possible. Your support has enabled us to deliver meaningful programmes, create new opportunities for young people, and continue driving positive change within our communities. Your commitment to our mission ensures that every young person we work with has access to the resources, guidance, and encouragement they need to grow, learn, and thrive. We are deeply grateful for your belief in our work and for standing alongside us as partners in creating a brighter future. Thank you for investing in our young people and for helping us make a lasting impact. 49 THE HEBE FOUNDATION **TRUSTEES** **Amie Buhari** Founder & CEO **Deji Johnson** Trustee **Erol Thompson** Chair **Andy Garner** Trustee **Hadja Burns** Trustee **Treasure Olayade Maurine Crabb Elijah Emmanuel** Trustee Trustee Trustee 50 ## **LOOKING FORWARD** As we look ahead to the coming year, we are excited to expand our offer and strengthen the support we provide to young people and their families. We plan to introduce new wellbeing programmes that include both mental health support and sports-based activities, recognising the importance of nurturing confidence, resilience, and holistic wellbeing. We are committed to continuing our flagship programmes, including the Junior Apprentice, along with other much-loved projects that families and young people look forward to each year. A key development will be the launch of Finishing School – Next Chapter!, which will build on our existing work and further prepare young people for their emerging futures. Our vision remains centred on ensuring that young people thrive in their first opportunities of work, feel equipped to navigate their pathways, and are recognised as changemakers within their communities. We will continue to create spaces where they can reflect on who they are, what they value, and how they can contribute to a more just, inclusive, and dignified society - one in which global majorities also thrive. Together with our partners, donors, and community, we look forward to another year of growth, learning, and impactful opportunities for all the young people we serve. 51 ## **GET IN TOUCH** The Hebe Foundation is a Christian youth organisation committed to helping young people discover, develop and use their talents. We provide safe, supportive and inspiring environments where young people can build confidence, develop life skills and realise their potential. Through innovative programmes, mentoring and community initiatives, we support young people to grow personally, socially and professionally, regardless of their background or circumstances. We will continue creating opportunities, nurturing potential and investing in the next generation. The Hebe Foundation Empowering young people to discover their potential. ## **Find out more:** thehebefoundation.org.uk Tel: 07807 222010 info@thehebefoundation.org.uk ## **Partner with us:** thehebefoundation.org.uk/support-us ## **Donate:** localgiving.org/charity/hebefoundation Registered Office: 823 Wandsworth Road, London, SW8 3JL - Registered Charity Number 1197091