fiitlire •now Unlting business to tackle the essential dlgilal skill$ gap inthe UK workfor¢e FutureDotNow Annual Trustee Report and Financial Statements Financial year onding 30 Soptsmbor 2025 FutureDotNow l Annual Trustee Report and Financial Stat&mentsl February 2026 R*IM•J•Jtr•M'. FulurétknNow. MInoa {s@. Edmund Halw Ro&J. OxfordBusin8ssPath. oLd. OX4 4DO 1197358 lof20
Annual Trustee Report and Financial Statements 2025 Contents Reference and administrative details . Introduction. Why this matters.......................................................................................................................... Ourstrategy.................................................................................................................................... Ourtheory ofchange................................................................................................................... Routes lo 20 Million.................. Performance and achievements.................................................................................................... 10 Financial review............................................................................................................................ 16 Plans forfuture periods................................................................................................................. 18 Structure, govemance, and management..................................................................................... 20 FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 2of20
Annual Trustee Report and Financial Statements 2025 Reference and administrative detsils Registered charity name.. FutureDotNow Charity registration number.. 1197358 Registered office.. Minerva House Edmund Halley Road Oxford Business Park Oxford OX4 4DQ Trustees.. Sir Peter Estlin Camilla Drejer Jemma Waters Aidan Hancock (Resigned 25102120251 Chintan Patel Independent Examiners of Accounts.. Goldwins Limited 75 Maygrove Road London NVV6 2EG Bank.. HSBC Business Bank FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 3of20
Annual Trustee Report and Financial Statements 2025 Introduction FutureDotNow was established in October 2019 and operated as a collective, incubated by Nominet, until gaining charitable status on 5 January 2022. The charity's purpose, as set out in its Constitution, is to advance education for the public bonofit in the fiold of digital skills. FutureDotNow is the UK'S leading authority on the Essential Digital Skills needed for work. We work across business, government and civil society to build a digitally confident and capable workforce, ensuring that working-age adults are equipped with the skills required to thrive in today's economy and adapt to a rapidly evolving digital future, including the opportunities and challenges presented by Al. Our purpose is to inspire and enable organisations to take action, starting with their own employees, to support people to reach the digital starting line. By doing so, we help drive individual opportunity, organisational performance and national productivity. Through our expertise in the essential digital skills gap and strong relationships across multiple sectors, FutureDotNow provides authoritative insight into the scale and nature of the challenge, alongside practical, evIden-baSed solutions to close it. Sitting at the centre of a powerful network of employers, policymakers and delivery partners, we coordinate collective action, share learning and resources, and connect organisations that can support one another. Guided by our Theory of Change, our work influences business practice, public policy and individual behaviour. Wh thls matter8 Digital capability is now fundamental to how people work, live and participate in society. As technology and Al become increasingly embedded in everyday tasks and workplace processes, essenlial digital skills are no longer optional., they are critical foundations for securing and sustaining employment, accessing services and contributing productively to the economy. Fewer than half of working-age adults are able to undertake all of the Essential Digital Skills for Work recognised by government and industry. This gap exists across every sector, region- and demographic group, including among groups often assumed to be digitally confident, for example, 1 in 4 workers in the tech sector lack some essential digital skills, Among high earners, 1 in 3 individuals eaming over £75,000 per year are missing at least some of these skills. Even among young people, 1 in 2 aged 1 >24 are without all the essential digital skills. FutureDotNow's own research during the year reinforced the scale and urgency of Ihis challenge. Despite pockets of progress, overall digital capability across the UK Workfor is moving in the wrong direction. The proportion of working-age adults with the full suite of Essential Digital Skills for Work has fallen from 48/0 in 2024 to 45%, meaning fewer than half of working-age people now have the full suite of skills recognised by government and induslry as essenlial. Early analysis suggests that the rapid emergence of Al technologies is beginning to undermine confiden in individuals, own digital capabilities. This reinfOrS a longstanding challenge.. the pace of technological change continues to outstrip Workfor upskilling. All statistlC8 taken from Lloyds Banking Group 2025 Essentl81 Digit81 Skills Report O FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 4of20
Annual Trustee Report and Financial Statements 2025 This is not simply a skills deficit, but a structural barrier lo opportunity and progress. Individuals without essential digital skills are less able to adapt as roles change, to access better employment opportunities, or to engage confidently with new technologies, including Al. For employers, these gaps show up as slower digital adoption, weaker returns on investment in technology, increased support costs and constraints on productivity and growth. FutureDotNow's economic analysis conducted with the Centre for Economics and Business Research {Cebr) in 2025 showed that closing the essential digital skills gap could deliver substantial retums for individuals, employers and the wider economy. Improved digital capability across the workforce was estimated to unlock a collective income boost of more than £10 billion per year for working-age adults and to generate productivity gains of around £23 billion annually for the UK economy. Beyond economic impact, FutureDotNow's work during the year also showed the wider social value of essential digital skills. Upskilling working-age adults has a disproportionate positive effect, not only on individuals themselves but also on families, communities, public services and employers, helping people to stay resilient, confident and engaged as technology continues to evolve. Without focused and coordinated action, the gap is likely to widen further, particularly as the pace of technological change accelerates. FutureDotNow exists to address this challenge by bringing clarity to the scale of the issue, building momentum for action and creating the conditions for organisations to support people to build strong digital foundations. This is essential if the UK is to develop a thriving, inclusive and future ready workfor. FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 5of20
Annual Trustee Report and Financial Statements 2025 Our strategy We review the charity's aims, objectives and activities each year and hold regular strategy discussions to ensure that FutureDotNow remains focused on delivering impact. Our strategy sets out how we deliver on our charitable purpose and work towards closing the essential digital skills gap for working-age adults. Our thao of chan FutureDotNow's strategy is grounded in a clear Theo of Chan e, which defines how we believe systemic change can be achieved. Three mechanisms underpin all of our work.. Narrating.. building a common agenda on workforce essential digital skills, alongside provision of authoritative insight. Expert understanding and cross-sector relationships enable us to narrate the challenge and how to solve it in new and compelling ways. Campaigning.. Continuous communication is core to our work. FulureDotNow's campaigning mindset and strategy is designed to influence business action, public policy and ultimately individual behaviour. Convening.. A powerful coalition of business leaders, policy makers and experts enables us to Surfa practical solutions and coordinate collective action to drive systemic change through mutually reinforcing activities. We also ensure focus on impact metrics and shared measurement systems. Together, these mechanisms enable FutureDotNow to move beyond advocacy, creating the conditions for coordinated, system level change. Routss to 20 Mllllon Building on the foundations established in 2024, we launched Routes to 20 Million, FutureDotNow's five year strategy to support the c.20 million working-age adults who currently lack one or more of the Essential Digital Skills for Work. The strategy reflected a deliberate shifi from foundational asset-building towards designing for scale. In 2024, the coalition aligned around the action required to close the workforce digital skills FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 6of20
Annual Trustee Report and Financial Statements 2025 gap, validated the Essential Digital Skills Framework with business, and put in place the infrastructure needed to support collective action. In 2025, the strategic focus moved decisively towards addressing systemic barriers and testing new routes to reach people at scale, building on these strong foundations. Routes to 20 Million is a joint mission and shared plan. Progress depends on coordinated effort across business, government and civil society, and on reaching people at multiple touchpoints throughout their working lives. The strategy was organised around four mutually reinforcing pillars, each designed to support and amplify the others. Campalgnlng In 2025, campaigning activity ntred on placing the needs of working-age adults firmly on the national agenda, particulatly those in the "hidden middle. who are often overlooked by existing digital skills initiatives. Our approach focused on positioning the workforce digital skills gap as a critical issue for productivity, inclusion and economic resilien, and on ensuring that the needs of working-age adults were reflected within the wider digital inclusion and skills policy agenda. A ntral element ofthe campaigning strategy was to increase the number of organisations committing to action through the Workforce Digital Skills Charter. The Charter was used as unifying mechanism to bring employers together around a shared statement of ambition, enabling organisations to commit publicly to improving workforce digital capability and to amplify messages through a collective business voice. To support campaigning activity and create cut through with key audiences, FutureDotNow also focused on producing and curating authoritative insight and evidence. By translating research and insight into accessible messages, FutureDotNow sought to strengthen understanding of workforce digital skills gap as an economic and social priority. Convenlng In 2025, convening activity focused on providing the infrastructure required to enable collective action at pace. As convener, FutureDotNow continued to bring together employers, policymakers and delivery partners around a shared plan, creating the conditions for collaboration, accountability and progress at scale. A central element of this approach was our sprint-based delivery model, which structured activity across the year into three focused ten-week sprints. This model enabled delivery plan members to work together on clearly defined priorities, supported by a co-leadership approach with industry leaders guiding every enabler and pathway workstreams. FutureDotNow has created an action focused environment that makes participation straightfomard and contributions visible, the sprinl model empowered members to take ownership and accelerate delivery. Convening activity was reinforced through moments of colleclive alignment and energy, most notably the annual Workforce Digital Skills Summit. The Summit acted as a focal point for the oalition, bringing partners together to champion the issue, share progress and insighl, and strengthen commitment to the shared mission. Alongside this, FutureDotNow continued to develop shared measures and scalable assets, supporting consislent understanding of impact and enabling more organisalions to engage in coordinated action to close the workforce digital skills gap. FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 7of20
Annual Trustee Report and Financial Statements 2025 Enablors In 2025, we continued our work to identify and resolve the systemic barriers that prevent working- age adults from building the Essential Digital Skills for work. Some enabler workstreams continued from 2024, and others were launched to understand and address emerging issues. FutureDotNow also prioritised closing gaps in the eviden base and four enabler projects were funded by Department of Science, Innovation and Technology IDSIT). Working with the Centre for Economics and Business Research {Cebrl, a key strategy was to provide authoritative insight into the economic impact of workforce digital skills, nationally, at a business level and individually, supporting the case for investment into upskilling. In parallel, work started on a separate research report focused on quantifying the social value of essential digital skills, with the aim of demonstrating how workforce upskilling can be recognised as social value, including through public procurement and ESG frameworks. Working alongside the Alan Turing Institute and NHS England, we focused on strengthening stewardship of the Essential Digital Skills Framework, validating it with industry, and ensuring it reflects technological developments, including the growing use of Al. The third DSIT funded project aimed to set out recommendations for embedding Al into the Essential Digital Skills Framework to ensure it remains fit for purpose in an Al enabled world of work. The workstream also focused the adoption of a consistent and credible digital skills baseline across sectors and help align the Framework with the wider skills ecosystem. Recognising that motivation, confidence and access remain significant barriers, FutureDotNow also focused on enablers that support effective workforce action. This included collaboration with Barclays and Nationwide to embed the Framework within training provision submitted by learning providers, enabling the development of a learning directory mapped directly to EDS Framework tasks. The last DSIT funded project worked with the Behavioural Insights Team to build evidence around what motivates adults to upskill, infomiing more effective employer led approaches to digital upskilling. Given the importance of smaller employers to the UK economy, we had an enabler workstream focused on understanding what works for small and medium sized enterprises and adapting approaches to their needs. This was co-led by Digital Boost, Together, Ihe enabler workstreams formed the backbone of FutureDotNow's 2025 strategy to address the systemic barriers that limit progress at scale. Pathways In 2025, pathways were introduced as a new element of the strategy, providing practical routes to reach working age adults at scale. Operating in a hub and spoke relationship with enabler workstreams, pathways focus on applying and scaling solutions through sectors, places, skill areas and priority groups, translating system level change into realworfd impact. FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 8of20
Annual Trustee Report and Financial Statements 2025 Pathway activity recognised that digital skills needs varied significantly depending on where people worked, where they lived and their stage of life. Earfy activity therefore prioritised sectors with high levels of unmet need, including Construction and Infrastructure, Health and Care and Education,. place-based work in the South West., priority skill areas such as being safe and legal online., and targeted approaches for those not currently in work. These pathways were trialled during 2025 to test what it takes to reach people at scale and to inform future expansion. A key feature ofthe pathways approach was the use of heatmaps to mobilise action and focus attention. By clearly visualising where digital skills gaps were most pronounced across sectors, regions and skill areas, the heatmaps provided an innovative and acSsible way to communicate evidence, align stakeholders around shared priorities and support targeted collaboration. Developing a sustainable oporating model In 2025 FutureDotNow began trialling a paid membership model as part of a wider approach to diversifying income and reducing reliance on a small number of funding sources, while remaining focused on the charity's mission. This model deepened engagement with employers committed to closing the workforce digital skills gap, while supporting FutureDotNow's role as a sustainable convening organisation. FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 9of20
Annual Trustee Report and Financial Statements 2025 Performance and achievements Campaignlng During the year, FutureDotNow's campaigning activity contributed to progress at national level in recognising workforce essential digital skills as a shared economic and social opportunity. Campaigning focused on strengthening awareness of the scale of the opportunity, influencing public policy, and encouraging employer action at scale. A significant milestone was the inclusion of Essential Digital Skills for work within the Government's ital Inclusion Action Plan, explicitly recognising that digital inclusion must encompass the needs of wOlng-age adults. This reinforced the importance of addressing workforce digital skills as part of the UK'S wider economic and inclusion agenda. Clearly articulating the digital skills gap among working-age adults and the productivity and policy benefits of closing it, directly advanced FutureDotNow's lever of change focused on framing the issue and making the case, ensuring the challenge and the opportunity resonated with employers and policymakers and helped mobilise action al scale. Campaigning activity was further strengthened through the publication and amplification of new insight from the enabler workstreams, particularfy the Economic Impact research, which reframed essential digital upskilling as a produdivity and growth imperative. This work directly advanced FutureDotNow's "strong d8t8 8ndstooge///i7fy' lever of change, using robust evidence and compelling narratives to influence decisionmakers and drive action. The Workforce Digital Skills Charter continued to gain momentum throughout the year, with over 220 organisations signed up, representing a reach of more than two million workers. The Charter provided a practical route for employers to demonstrate commitment and take action and ontinued to serve as a central mechanism for mobilising business engagement at scale. with Government endorsement through the Digital Inclusion Action Plan further strengthening its national profile. In 2025, FutureDolNow's reputation continued to grow as an authoritalive expert source on the 'hidden middle, of Workfor digilal skills gap, wilh increasing ability to shape national conversations and influence policy and practice. This was reflected in the growing number of invitations to speak at high-profile policy, padiamentary and industry forums. The organisation was approached to provide expert insight on the workforce digital skills gap at events including the UK Al Westminster Roundtable, the Digital Inclusion APPG the Liberal Democrats, Future ofwork evidence session, and a financial inclusion roundtable hosted by Barclays and Mastercard. FutureDotNow also contributed to influential sector platforms such as the NHS Digital and Data Confidence and Competence Special Interest Group, techUK's Skills & Diversity Council, the UK AI Summit and CIPD'S Festival of Work. This growing profile was further reinforced by our CEO Liz Williams, role as Deputy Chair of the Digital Skills Council (DISCI, an advisory body within the UK government. FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 Ioof20
Annual Trustee Report and Financial Statements 2025 Convening Alongside campaigning, FutureDotNow continued to provide sustainable coordinating capability to support collective action on workforce essential digital skills. Delivering system level change requires clear direction, shared focus and effective ways of working together, and the charity's convening role remained central to maintaining momentum across the coalition. A key feature of this work was the delivery of three ten week sprints across the year. involving more than 75 participants from over 35 organisations. Many participants remained engaged from the earliest stages of the programme, demonstrating sustained commitment to the mission. This ongoing contribution was recognised through the award of City & Guilds sprint badges, which were issued throughout the year. Senlor Leaders Coun¢ll The Senior Leaders Council, co-hosted by our Chair Sir Peter Estlin and Phil Smith CBE, Chair of Skills England, continued to play an important strategic role during the year, providing a forum for senior leaders from business, government and civil society to engage with FutureDotNow's mission and strategic direction. The discussions focused on the Routes to 20 Million strategy and the implications of the digital skills gap for economic growth, productivity and inclusion. Particular emphasis was placed on designing for scale, activating more organisalions and sectors to take action, and leveraging existing activity and momentum across the system to accelerate progress. It also explored how rapid advances in technology, including Al, were reshaping workforce skill requirements and reinforcing the importance of strong digital foundations for all workers. Our Senior Leaders Council helped ensure that FutureDotNow's strategic decisions were informed by real-world insight and senior level leadership. Workforce Digital Skills Summit In April, we held our second Workforce Digital Skills Summit, extending it to a full day, in person event to reflecl the growing scale of the mission and lo facilitate deeper engagement, discussion and practical application. The Summit brought together over 170 senior leaders from more than 130 organisations across business, government and the wider skills and digital ecosystem. It featured a high-profile and diverse lineup of speakers, underlining the national importance of closing the workforce essential digital skills gap. Contributions included the Minister for the Future Digital Economy and Online Safety, alongside senior leaders such as Dr Dave Smith, National Technology Adviser, and Phil Smith CBE, Chair of Skills England. Senior leaders from major employers and partners also contributed, including representatives from Accenture, Deloitte, Marsh McLennan, Bouygues, NHS England, the Alan Turing Institute, CIPD, the Department for Work and Pensions and Digital Boost. The morning programme focused on national leadership, evidence and strategic challenge. New FutureDotNow research on the economic value of a digitally capable workforce was formally launched, supported by panel discussions that explored what this evidence means for productivity, growth, inclusion and organisational decision-making. Reflections from the NHS provided a FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 Ilof20
Annual Trustee Report and Financial Statements 2025 practical perspective on workforce development at scale, grounding the national discussion in real- world delivery experience. The afternoon programme marked a deliberate shift towards practical application and collective problem solving. For the first time, the Summit created space for interactive workshops, enabling participants to explore routes to scale through the lenses of sector, place, skill area, those not currently in work and the future workforce pipeline. These sessions encouraged participants to apply the tools and insight developed through FutureDotNow's enabler workstreams and to identify concrete opportunities for collaboration and action. Extending the Summit to a full day allowed FutureDotNow to balance thought leadership with meaningful engagement, peer leaming and networking. The Summit now acts as a central annual moment for mobilising and extending the FutureDotNow community, reinforcing our role as a national convener and accelerating momentum behind the Routes lo 20 Million strategy. Enablors During the year, the enablers pillar made substantial progress in addressing priority systemic barriers to closing the workforce essential digital skills gap. Enabler projects operated across different stages, mobilisation, active delivery and amplification, reflecting the varied nature and timelines of the work. Seven enabler projects were live across the year, of which two additional areas, digital badging and impact measurement, mobilised during the year. A ntral focus ofthe enablers work was the development and publication of a series of evidence based reports funded by the Department for Science, Innovation and Technology (DSITI. Each report was designed to address a distinct challenge in building workforce essential digital skills, strengthening understanding of the scale of the issue, what effective action looks like in practice, and how organisations can be supported to respond. Th8 SGonomiG /n7 8GI of C/osin the WorkEss8nti8/Di Ila/ Ski//s Ga provided the UK'S first comprehensive assessment of the economic implications of the workforce digital skills gap. The research demonstrated that closing the gap could unlock tens of billions of pounds in productivity gains annually and deliver an average eamings uplift of around £900 per worker per year. Alongside the report, an Economic Impact calculator was developed for member organisations, enabling employers lo explore the potential value of digital upskilling within their own workforce by region, size and sector. Lesrn/i7 /h8t C/icks addressed a critical behavioural challenge by examining which approaches to workplace digital skills development are most effective. The report distinguished between methods shown to work, approaches that show promise but where the evidence base remains limited, and approaches that are not supported by research. By clearly setting out these distinctions, the report supported employers to select inleNentions that best fit their workplace context, improving the effectiveness of investment in digital skills programmes. Embedd/n A//nto Ihe Essent/8lD/ /t8/Sk/l/s Framekvortexamined how the rapid adoption ofAI was reshaping skills requirements across roles and sectors. The report set out evidence based recommendations for updating the Essential Digital Skills Framework to ensure it remained fit for purpose in an Al enabled world of work, while retaining a sector agnostic baseline and a robust approach lo future review. The Department for Education is using the refreshed framework to inform their review of Essential Digital Skills national standards. FutureDotNow has also used this O FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 12of20
Annual Trustee Report and Financial Statements 2025 content to refresh our Colleague Self Assessment Guide to include the new Al-related tasks. Workforce Digital Skills Charter signatories and members are now able to select either the original version of the tool or the Al embedded version, reflecting differing stages of Al adoption. The Social Value workstream culminated in the publication of R/ /e Effecl.. Hom/ essent/a/ /f&/sk///s cr8at8 soc/s/ a17d1/17 mve /iv6s, a first of its kind report exploring the wider benefits of building essential digital skills among workingage adults. The report was launched in November 2025 at a House of Lords reception, with keynote contributions including Baroness Armstrong, Chair oflhe Government's Digital Inclusion Working Group and was attended by parliamentarians and senior business leaders. Alongside these reports, the enabler workslreams delivered a range of practical outputs to support action. An Al powered Essential Digital Skills Coach was developed as an experimental minimum viable product and progressed to pilot phase, providing tailored guidance across the Essential Digital Skills for Work. Enabler activity also focused on strengthening connections across the wider Al and digital skills ecosystem, particularly through collaboration with The Alan Turing Institute. This work supported the alignment of the refreshed Essential Digital Skills Framework with the forthcoming Al Skills for Business Competency Framework. As part ofthe measuring impact workstream, a five stage Organisational Maturity Index was developed to help organisations understand their starting point and progression in building workforce digital skills, supporting more consistent benchmarking of the FutureDotNow community. I41 REALI&4TION & Em00 Taken together, Enablers activity during the year strengthened the foundations for coordinated action. By combining robust evidence, shared frameworks and practical tools, this work provided a strong platform for pathway activity focused on reaching people at scale. Pathways Pathways were introduced as a new element of the Routes to 20 Million strategy to create practical routes to reach working age adults at scale. During the year, pathway activity focused on mobilisation, testing and learning, with four priority pathways active alongside an Influence pathway focused on breaking the cycle for young people. Progress was strong given that pathways were new to the strategy, providing early eviden that this approach is effective in expanding reach and translating system level insight into practical delivery. Within the sector pathway, in 2025 action communities were active across Construction and Infrastructure, Health and Care, and FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 13of20
Annual Trustee Report and Financial Statements 2025 Education, each co led with sector partners and adopting approaches tailored to their structures and routes to influence. In Construction and Infrastructure, activity was co led with Amey and Bouygues, focusing on engaging supply chains, mapping the sector ecosystem and raising awareness through industry conferences and events. In Health and Care, the pathway was co led with NHS England, Ramsay Health Care, Skills for Care and the Royal College of Surgeons of England, concentrating on internal workforce upskilling within one of the UK'S largest employment sectors. This work was supported by an offer of free membership to NHS Trusts that signed the Workforce Digital Skills Charter. In Education, activity was co led with Gateway Qualifications and the Association of Employment and Learning Providers {AELP), working through established networks to promote FutureDotNow's work via webinars and conference engagement. Alongside the sector pathways, the place pathway focused on mobilisation in the Southwest and was led by Cosmic, with support from Cornwall Council. Activity tested how essential digital skills initiatives could align with local economic and employment priorities. The skill area pathway prioritised online safety and remained in the mobilisation phase, focusing on initial scoping and exploration of how existing resources could be packaged into a more accessible and coherent offer, pending the appointment of pathway co leads. The not in work pathway, co-led with Accenture, progressed into delivery planning, defining a pilot to test the relationship between essential digital skills, including Al related tasks. and employability outcomes. FutureDotNow is focused on the digital upskilling of working age adults, however there is a longer term challenge with young people entering the employment market each year without the digital skills they need. Reflecting this, we launched an influence pathway, co led with BCS and IDEA, focused on breaking the cycle for young people. During the year, a successful consortium bid was made to the Government's Digital Inclusion Innovation Fund to deliver a proof of concept project bringing together Place and Not in Work pathways. The project is designed to support people not in education, employment or training {NEETsl to develop essential digital and Al skills and progress towards employment and will run from November 2025 to March 2026. Taken together, FutureDotNow's activity across campaigning, convening, enablers and pathways delivered a coherent and mutually reinforcing approach to system level change during the year. Campaigning strengthened national framing and policy recognition of workforce essential digital skills, while convening sustained momentum, senior leadership engagement and collective action across the coalition. The enablers pillar of work built a robust evidence base, shared frameworks and practical tools that addressed critical systemic barriers and supported more effective action. Pathways translated this system level work into practical routes to reach workingage adults at scale, testing new approaches through sector, place and populationfocused delivery. Collectively, this integrated model strengthened FutureDolNow's role as a trusted catalyst for change and laid strong foundations for accelerating progress towards the Routes to 20 Million ambition. FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 14of20
Annual Trustee Report and Financial Statements 2025 Devoloplng a sustalnabla oporatlng modol As part of the charity's strategy lo diversify income and strengthen long-term sustainability, FutureDotNow introduced a paid membership model during the year. The initial focus was deliberately on establishing the right infrastructure and foundations to support sustainable growth, rather than prioritising rapid uptake. Investment was made in a paid CRM system, enabling the charity to put in place robust mechanisms, workflows and data management processes to reach, engage and track its community more effectively. This infrastructure underpinned the paid membership model and also improved the ease and consistency with which organisations engaged with FutureDotNow more broadly. In particular, it streamlined how organisations signed the Workforce Digital Skills Charter and enabled clearer reporting on community engagement over time. Alongside this, an end-to*nd membership administration system was established, including efficient invoicing processes and the ability to accept credit card payments, ensuring the operational capability to support membership at scale. A clear membership offer was also developed, articulating the benefits of paid membership within FutureDotNow's wider community. Mid-year, the monthly newsletter was redesigned and relaunched as The Loop, strengthening regular engagement with the community and creating a clearer route for nurturing prospective members. Pipeline development continued throughout the year, supported by FutureDotNow's programme of events and webinars and by targeted system improvements. For example, the introduction of a newsletter signup popup on the website in October led to a 73 % increase in monthly subscribers, which was viewed as an early indicator of a developing membership pipeline. While membership numbers grew more slowly than originally forecast, there was clear eviden of future potential. Early members included a mix of public sector bodies and large employers, demonstrating the relevance of the offer across sectors. Members during the year included the Home Office, the Cabinet Office, and organisations such as Nationwide, Bouygues UK, Cisco, Vodafone and Holland & Barrett. Overall, the year focused on establishing the systems, infrastructure and engagement pathways required to support a sustainable paid membership model. Whilst take up remained al an early stage, the foundations have been put in place to enable more structured growth in future years. FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 15of20
Annual Trustee Report and Financial Statements 2025 Financial review This is the fourth year of formal accounts for FutureDotNow, following its establishment as a charitable incorporated organisation on 5 January 2022. The financial statements cover the year ended 30 September 2025. Incomo Total income for the year was £929,061 (2023124.. £826,500). Unrestricted income, excluding in- kind support totalled £282,84612023124.' £291,500) and comprised strategic partnership fees of £205,00012023124'. £280,000), annual coalition fees of £37,25012023124.' £nil), charitable donations of £5,50012023124'. £11,500), a charitable grant of £30,00012023124'. £nil) and contract funding of £5,096 relating lo contributions towards event attendance costs. Net assets brought from 30 September 2024 were £275,451 of which £10,487 were restricted funds. Reslricted incorne totalled £380,846. This primarily compNsed funding from the Department for Science, Innovation and Technology, including a contract valued al £120,000 and IMO grants lotalling £249,000, supporting the delivery of specific projects aligned to the Routes to 20 Million strategy. A further £11,846 was received in restricted grant funding for event delivery. The charity also benefited from substantial in-kind support during the year, valued al £265,369 {2023124.' £445,000}. This included a 12-month secondee and an Al-bot for our website from Accenture, facilitation for our delivery team workshops from Oliver Wyman, venue and catering support from the City of London Corporation for the Workforce Digital Skills Summit, and the issuance of recognition badges by City & Guilds. EXndItUrn Total expenditure for the year was £824,970 {2023124.' £779,544), including £243,750 of in-kind support. The largest areas of expenditure related to staffing costs and professional and consulting services supporting the delivery of funded projects. Expenditure also included investment in core infrastructure to support delivery and sustainability, including the charity's CRM system and Al programmes. Operating result and reserves The charity reported an operating surplus of £104,091 for the year {2023124.' £46,956). As at 30 September 2025, total funds stood at £379,542 (2023124.. £275,451). Restricted funds are applied in accordance with funder agreements. Vvhere projects span more than one financial year, unspent restricled funds are carried fomard for use in future periods. At 30 September 2025, restricted funds carried forward totalled £7,500. FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 16of20
Annual Trustee Report and Financial Statements 2025 ReseNes pollcy FutureDotNow's reserves policy is reviewed annually by the trustees. The policy aims to ensure that the charity maintains sufficient unrestricted reserves to manage risk, including fluctuations in income, timing of receipts, and the orderly wind-down of activities if required. During the year, the trustees agreed to continue holding unrestricted reseNes of approximately £120,000, representing the estimated cost of exit. Al the year end, unrestricted resetves exceeded this level. The trustees consider this level of resetves to be appropriate given the charity's scale, risk profile and funding mix. Investment policy The charity does not hold funds for long-term investment. Surplus funds are held in an instant access bank account to provide working capital and meet reserve requirements. Given the operating surplus generated during the year, trustees will review the charity's investment strategy in 2026. Going concern The trustees have reviewed the charity's financial forecasts and funding pipeline and consider FutureDotNow to be a going COnrn. Income diversification across strategic partnerships, grants and early membership income, alongside continued in-kind 5UPPOrt, underpins this assessment. FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 17of20
Annual Trustee Report and Financial Statements 2025 Plans for future periods FutureDotNow's mission remains constant.. lo ensure that working-age adults have the digital confidence and capability they need for work today and to keep Pa with technological change. In the coming period, this work will continue to be delivered through collaboration with employers, public sector bodies, skills organisations and expert partners, with FutureDotNow maintaining its role as convener and coordinator. Building on the progress made in recent years, the charity's focus will increasingly shift towards designing for scale and accelerating impact. Strong foundations have now been established, including shared understanding of the workforce digital skills gap, authoritative eviden and insight, and a growing suite of practical tools to support action. The challenge in the next phase will be to ensure these assets reach significantly more organisations and, through them, far more people. A central priorrty for the coming period will be to increase the number of organisations actively engaging with the workforce digital skills agenda. Sector based engagement will remain a key route lo achieving this, reflecting evidence Ihat employers provide the most effective pathway to reaching working-age adults at scale. FutureDotNow will continue to mobilise sector based action communities, working with industry co leads to raise awareness, encourage coordinated action and support delivery. This work will be informed by sector and place based insight, including heatmaps that help identify where skills gaps are most acute and where targeted intervention can deliver the greatest impact. Alongside this, the charity will continue to ensure focus on small and medium sized enterprises, recognising both their Importan to the UK workforce and the specifi challenges they face in accessing digital skills support. As awareness continues to grow, FutureDotNow's evidence indicates that many organisations require practical support to move from understanding the challenge to taking action. A further focus for the coming period will therefore be on making action easier, by curating and developing tools and resources that are accessible, relevant and aligned to different stages of organisational maturity. This will include continued refinement of the Essential Digital Skills Framework to ensure it remains future fit, including in relation to emerging technologies such as Al, alongside further work to strengthen the evidence base on economic impact and social value and to support organisations to measure progress and impact over time. Pathways will remain a central mechanism for translating system level insight into practical routes lo reach people at scale. In the coming period, FulureDotNow will continue to lest, refine and develop Pathway activity, building on early learning. This will include work through sectors and supply chains and place based approaches that leverage local and regional infrastructure. Learning from this activity will inform future strategy, helping the charity understand what is most effective in mobilising action at scale and where its convening role adds greatest value. As part of this approach, FutureDotNow will complete delivery of the Digital Inclusion Innovation Fund project, which brings together place based activity in the Southwest with a focus on people FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 18of20
Annual Trustee Report and Financial Statements 2025 not currently in work. The project is testing a proof of concept model to support individuals lo build essential digital skills, including emerging Al related skills, and to improve employability outcomes. Learning from this work will inform future programme design and support engagement with partners and funders, including consideration of opportunities for replication or scale. Alongside delivery activily, FutureDotNow will conlinue ta campaign and convene around the workforce digital skills gap. This will include ongoing promotion of the Workforce Digital Skills Charter, delivery of sprint based activity to maintain momentum and coordination and continued use of evidence and insight to influence employer action and public policy. Taken together, these plans represent a clear progression from building foundations to scaling impact. By focusing on engaging more businesses, providing practical tools and developing effective Pathways to reach people at scale, FutureDotNow aims to accelerate progress towards closing the workforce digital skills gap in the period ahead. FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 19of20
Annual Trustee Report and Financial Statements 2025 Structure, governance, and management FutureDotNow was established as a charitable incorporated organisation (CIO) on 5th January 2022 with its Constitution as its governing document. Operating since 2023 as a Trustee only board with four trustees and five legal members. A scheme of delegation is in place and the day-to-day responsibility for the running of the charity sits with the Executive Office, comprising of the Chief Executive Officer and the Chief Operating Officer. Under the requirements of the Constitution, the trustees at FutureDolNow are elected by the board and typically see for a period of three years after which they can stand for re-election. To prevent all trustee positions from expiring simultaneously, one trustee, Jemma Waters seNed a twtryear initial term, which was renewed 5th January 2024 for a three-year period. Sir Peter Estlin and Camilla Drejer both renewed their term as trustees on 5 January 2025 for another three years. Chintan Patel is serving his first lime having being appointed on 1 $1 July 2024. Aidan Hancock resigned from his position as trustee on 25 February 2025. Our board of trustees, which must consist of at least three and up to twelve members, were initially elected from our existing board members. Future or addilional trustees Gould be appointed to fill any required skills gaps on our board through open advertisement and, where appropriate, by using a recruitment agency with experience in recruiting charity trustees. Newly appointed trustees are provided with a copy of the Constitution and any amendments made to it, and a copy of the latest trustee report and statement of accounts. We also tailor induction to meet their needs, which could include shadowing of senior staff or briefing sessions by the board. The trustees, annual report was approved on 3 June 2026 at theAnnual General Meeting and signed on behalf of the board by.. Sir Peter Estlin Chair Dated.. 16 June 2026 FutureDotNow l Annual TrLJ5tee Report and Financial Statements | February 2026 20of20
Independent Examiners, Report To the Trustees of FutureDotNow I report to the trustees on my examination of the accounts of FutureDotNow for the period ended 30 September 2025. Responsibilities and basis of report As the charity trustees you are responsible for the preparation of the accounts in a¢¢ordan¢e with the requirements of the Charities Act 2011 ('the Act,). I report in respect of my examination of the ¢harity'"s a¢¢oiints carried out under section 145 of the 2011 Act and in canying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5){b) of the Act. Independent uaminer's ststement Since the charity's gross income exceeded £250,000, I confirm that I am qualified to undertake the cxamination bccausc l am a mcmbcr of thc ICAEW, which is onc of thc listcd bodics. I have coinpleted my examination. I Confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect.. accounting records were not kept in respect of the Trnst as required by section 130 of the Act. or the accounts do not accord with those records,. or the accounts do not comply with the applicable requirements concerning the forn] and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a 'true and fair view which is not a matter considered as part ot an independent examination. I have no concems and have come across no other matters in connection with the eXTrinatIOn to which attention should be drawn in this report in Order to enable a Proper understanding of the accounts to be reached. Anthony Epton BA FCA CTA GoldTrvins Chartered accountants 75 Ivlaygrove Road West Hampstead London LYW6 2EG 7 July 2026 21
FuturoDotNow statement of )Inanclal acUvltle$ lkn¢orpor•ting on in¢¢rng #nd eXndIr• •¢¢ounti For the year ended 30 8epternber 2026 FmIS Fund8 2026 2024 Incom•from: Grants and donaiions 300,869 247.346 260.846 120.000 581.71S 367.348 546,500 280.000 Charitab activilies Totsl Incoma 548,215 380,846 929.061 826,500 Charitable actimtes 441.137 383.833 824.970 779.544 Totsl•xp8ndknro 441,137 383.833 824.970 779,544 Net Incom{8XpendIr8l forth0yr 107,078 12.9871 104.091 46.956 NBt InE0rrrf•xThIrèl f•rth•y•*r 107.078 12.9871 104.091 46.956 Reconclmatlon of funds: Total fuNJ$ brought forward 264.964 10.487 275 228.495 Trt4lfund8 Garrlod forward 372.042 7.500 379.642 275.451 The allathed notes form part ofthe5e accounts. 22
IFuturoDotNow Balance shoot A8 at 30 september 2025 2025 2025 2024 2024 Fix•d a88•ts Tangible assèts 2,749 Curr•nt 888•ts Debtor5 Cash at bank 6.000 461,891 36,000 255,128 457,891 291,128 Current Ilablllllos Creditors.. Amounts falling due within one year 179,575 {18,4261 Not currant a••6ts 378,316 272,702 Totsl not a•••ts 379,542 275,451 Funds Re51ricled funds 11 10,487 Unrestricted funds.. General funds 372,042 264,964 Total fvnd• 379,TA2 275,451 Approved by the board of Iruslees on 16 June 2026 and signed on its behalf by.. Sir Peter Kenneth Estlin Chair The attached notes fomi part of these accounts. 23
FuthreDotNow statsment of ¢a8h 11 FartheythrqndBd 30 8qO•nbor2025 2024 2024 Netcash proVidj byl Iu8ed in) operatsng ÈctivitiÈ8 2D.029 Purchase offixed assets N•tM•h pr¥vbY•d tyllw•d Im ¢hanu• ln ¢h lTrth• wrfod 1fO,763 20,029 Gash 89uivalgnts al thg b9giDning of Ihg pgriod 166,128 235,099 ¢obh •nd cll•h •qthlqnts •tth• •Trd ollh• p•rlDd 415,891 255,128 •) R•¢•rt¢llWn •fMiknstyM I 1•xpwJrIt• m•t¢••hll•wfvw ¢%wthg%¥vl¥• 2024 NètlÈXpendirÈ> lincorne torthè rewrtsng period las p8rth& slaternglligf finanrial actlViDg$1 DeptitIOft IlncreasellD8cr8as& In dabtors (Decreoseiiinerease In credltors 101091 1.623 {6.ODOI 81.149 46,956 136,0001 N•tc#h pd•d tyl{U•Ad In) op•rnUng 4¢lfvMI 180.763 20,029 b)An•ID ol¢ll•h •nd •wl•Tr Atstartol the year Atstartof the year Cash Flow 2028 C2sh Flow 2024 Cash atbsnk In hand 255,128 196.763 235.099 20.029 255.12B Totl¢ath •nd •4utr¥l•ni 255,128 196.783 235,099 20,D29 255.128 24
FutureDotNow Notes to the flnanclal statements For the year ended 30 September 2025 l Ac¢ounting policlos Ba818 of preparatlon The financial statements have been prepared in accordan with Accounting and Reporting by Charities.. Statement of Recommended Practi applicable lo charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 102 effective 1 January 20151 Icharilies SORP FRS 1021 and the Charities Act 2011. The charity meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised al historical cost or transaction value unless otherwise staled in the relevant accounting policy or note. Going concorn In the financial year 23124, FutureDolNow diversified ils funding model from six legal members to fourteen strategic partners. This inclLJded cash, in-kind support. donations and a government grant, creating a more robust and resilient financial structure. Notsbly, the charity achieved the slalus of a going concern in December 2023 and this has remained throughout the financial year up until the lime of writing this report. In¢omo Income is recognised when the charity has entillemenl to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably. Income from government and other grants, whether 'capilal' grants or 'revenue' grants, is recognised when the charity has entillemenl lo the funds, any performan conditions attached to the grants have been mel, il is probable that the income will be reiVed and the amount Can be measured reliably and is not deferred. Income received in advance for the provision of specified service is deferred until the criteria for income recognition are met. Don•lions of gift8. 80rvi¢os and f¥¢ili¢i00 Donated professional services and donated facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the Charity of the item is probable and that economic benefit can be me8sured reliably. In accordance with the Chsrilies SORP IFRS 1021, volunteer lime is not recognised so refer lo the Iruslees, annual report for more infomiation about their contribution. On receipt, donated gifts, professional ServIS and donated facilities are recognised on the basis of the value of the gift lo the charity which is the amount the charity would have been willing to pay lo obtain serVIS or facilities of equivalent economic benefit on the open market," a corresponding amount is then recognised in expenditure in the period of receipt. 25
FutureDotNow Notes to the flnanclal statements For the year ended 30 September 2025 1 Ac¢ouThtlng pollcl88 lcontlnuod) Inl•r•st r•c•lvabl• Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity,. this is normally upon notification of the interest paid or payable by the bank. Fund ¥¢¢ountlng Unrestricted funds are available to spend on activities that further any of the purposes of charity- Designated funds are unrestricted funds of the charity which the trustees have decided al their discretion to set aside to use for a specifi'c purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity's work or for specific projects being undertaken by the charity. Expondlturn and lrrocov0rnb VAT Expenditure is re¢ognised once the is a legal or Conslruclive obligation lo make a payment to a third party, il is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified Ljnder the following activity headings.. Costs of raising funds comprise of trading costs and the costs incurred by the charity in inducing third parties lo make voluntary contributions lo it, as well as the wst of any a1vIlle$ with a fundraising purpose. Expenditure on charitable activities includes activities undertaken to further the purposes of the charity and their associated support costs. Other expenditure represents those items not falling into any other heading. Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. Allocatlon of 8UPPOrt costs Support costs are those functions that assist the work of the charity bul do not directly undertake charitable activities. Support costs include bsck office costs, fillan, personnel, payroll and governance c051s which support the charitable programmes and activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities. The bases on which support costs have been allocated on their lolal direct costs and are set out in note 3. Opgratlng loa808 Rental charges are charged on a slraighl line basis over the term of the lease. Tanglblo Ilx6d 888ats Items of equipment are c8Pit8lised where the purchase price exceeds £1,000. Dèpreci81ion is provided al rates calculated lo write down the cost of each asset lo ils eslimaled residual value over Ils expected useful life. The depreciation rates in use are as follows.. Office equipment 20°A on cost Dobtors Trade and other debtors are recognised al the selllemenl amount due after any trade discount offered. Prepayments are valued at the amount prepaid nel of any trade discounts due. 26
FutureDotNow Notes to the flnanclal statements For the year ended 30 September 2025 1 Ac¢ouThtlng pollcl88 lcontlnuod) Cash •t b•nk and In h•nd Cash al bank and cash in hand includes cash and short term highly liquid investsrents with a short maturity of three months or less from the dale of acquisition or opening of the deposit or similar accounL Crodllorn and provlslons Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third paty and the amount due lo sellle the obligation can be measured or estimated reliably. Crèditors and provisions are normally recognised al their selllement amount after allowing for any trade discounts due. Flnanclal Instrumonts The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic finanaal instruments are Initially recognised at lransacb.on value and subsequenrfy measured al their *ttlement valLJe with the exception of bank loans which are subsequently measured al amortised cost using the effective interest method. P•n•lon8 The charity operates a stakeholder defined contribution pension scheme. Contributions payable for the year are charged in the Statement of Financial Activities. 27
Forth•fftr•thW 30 8•pihr2¢28 2024 R8stslctad Unr8sltlcted 0(aD5 &Grftsin nd Grts 270.869 30.000 456.500 90.ODD D.B46 300 889 2024 Umtricied R85cted Unrestrlcted conaLlndij Amual coalbonfee pS1pfe2 5.096 37.250 205.000 247.346 120.000 2È0.000 2È0.000 120.000 280 2028 2024 To staff c03ts Oesign cSUIl8cY Staff training 2B8.26B 6.573 8.240 175 2447 430.000 8.854 IT and sothvai8 costs Athertising Sthscnptions Travel Postage 3tatlDnEry S.032 708 505 2.850 15DDI 1.$42 Independt&XamIll3bO Indepefidentex8millation pri0rye8roveryOn OÉpi¢¢4ali¢n k thge$ 8Mdry 148 Tothi•xpoThdttw• 779.$44 N•L{•Ap•ndkn•yhKthxth1t 2028 2024 DepiE¢iiO 1.542 2.$00
Forth•fftr•thW 30 8•pihr2¢28 2026 2024 Stsff cpytswere 4sfolhxv5". $aanesd w4&s &xia security cosls Employerfs butiot0 deffined contrib10 pension hernes 255.497 23.536 .235 2BB.26B The nuberlemPlyeE5Wh0Se rernunerioDwas£60.000 prrnorewprp.. 202$ No. £?0,79. £EO.(W E89,Q £$0, E99.1 Th8 l0lalÉmYéÈbénèh1sIThthdl9 panDn tontrlbutioThs thè kÉymana9èmnl parÈonnalin thayÈréÉ2thj,70s{2o24 É186.6231. Thé avèragé nUmb0f 8mploy88s Ih8ad cnbas8doTh numb8rof slaff empkny8dl thpWaS asfrklows. 2024 Therew4xe no tru5tee3' remunerthion (01her benefitststhe Yeend 305eptember202& ThEreWe no truslee3'expen3e5 dffDrtheyear¢ed3o 5eplernbEr 2025. Thr4lbknll o+rKe equ5pmÈnt Atth8 slartofth8year Addi118 In year AttheeThJoftheyee AtthBeThJoftheyeai Nrtb)okv41 Alth••Trd orth•yr Atth8 sLgrtofth8year 2,749 29
Forth•fftr•thW 30 8•pihr2¢28 26 2024 Tr Detyttys 3$.000 36.000 2128 2024 TrcrwJitois Acc¥uaLs 2.850 in¢thne TaxatsDn and sttlal stIlY 17.740 7•6 18.428 10 Tatsl Flx8d aSS NeicuThent asset assgls 370.816 372.042 578,510 104 AMI01010•••l• (W11110rKodl FIMed as3et5 2.749 26Z,Z15 2.749 272.7D2 10,487 a$$$i$ 11 IA(pthTr•niiTrfurAI• Ati Oetyb•r UFIVocTeth Tru51 Oepartm$ni otSty$n¢, InntsvaliM 8nd T$¢ndoty 10.4B7 110,48T) 1373,3461 10.487 ¢.83) GeTrEr4lfuDd 548,215 1441,1371 54B.215 441,13 J72 275.451 929.1 24.970 11• MmmOntlThJtslVrpeIIDdJ Ata t1 OGtobw UFI VocTÈth Trusl Owartni8nl olSci8nL. Innovallon and TOno 10.487 ieo.(KM)I Tr¢alr•sirWndI GeTrEr4lfund 228.495 796.5 (7(M).311 264.964 22È.495 17(),0311 264.9ts4 22È.495 1779,5441 12 m¢pthMntlThJ{tsd) It••trf¢t•d ftmd•ar•fQrth•f1ng pu(.. A ptsMioThoI IhÈAtcènlufègltsbal gianlwas lÈslilctÈdtolThd a pi01é. RètO9nlsln¥ eombinÈd and IDta rl¥y Pivotsl ralè in Ihis f4ions GMcAhaSèxplÉd Ihg how IhèyCaTh hawé a POSilivÈ impacloTh thèl ¢vn WO10c8 bul also Ihal ollh8irrèJions buSinèssÉsaThdtomMmlllsSin tJDSiny thè EDS. Thèinswhl Jalnéd wdl aÉ a bpIlMll s•bY0thriÉg1onS In thè UK ThÈ SeNtèdèsign 9iaThlv¢aS rÈslritted tofu 01cl$, thèbulding atfjmmunity ProjÈèsi¥med tOiThUÈaSÉ mÉmbÉ ¢ollabtsra1iDTh by &stsl19 a stron9 membettothmnilyiÈSullin9 in yrèatéi tdlaboialion, Énga9ÉmÉnt, actn11ty. and ross IhèmÉmbship aThd Its rÈfrÉshaThd thè FuiuiÈDDltr4tswwÉbsiiÉ. Ècth Wojéclshavèd1vÈredDhaSÉ l and movè irtl¢ thènéwfiThantia yè Phasè h¥ Th8r8aM noi8tsiÉd yanSlInS to dIsck8 In thOar( 2024.. NIII.