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FutureDotNow
Annual Trustee Report and Financial Statements
Financial year onding 30 Soptsmbor 2025
FutureDotNow l Annual Trustee Report and Financial Stat&mentsl February 2026
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1197358
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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
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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
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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 reinfOr￿S 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
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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￿.
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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
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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.
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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.
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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 ac￿Ssible 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.
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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 wO￿lng-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.
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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
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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
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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.
I4￿1
REALI&4TION &
Em￿00￿
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
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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.
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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.
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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.
EX￿ndItUrn
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
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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 COn￿rn. 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
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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
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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
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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 se￿e 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 eX￿TrinatIOn
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 eX￿ndI￿r• •¢¢ounti
For the year ended 30 8epternber 2026
F￿mIS
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￿{8XpendI￿r8l forth0y￿r
107,078
12.9871
104.091
46.956
NBt InE0rrrf•x￿ThI￿rèl 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 proVid￿j 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•xpwJ￿r*It• m•t¢••hll•wfvw ¢%wthg%¥vl¥•*
2024
NètlÈXpendi￿rÈ> lincorne torthè rewrtsng period
las p8rth& slaternglligf finanrial actlViDg$1
Dep￿ti￿tIOft
IlncreasellD8cr8as& In dabtors
(Decreoseiiinerease In credltors
101091
1.623
{6.ODOI
81.149
46,956
136,0001
N•tc#h p￿d•d tyl{U•Ad In) op•rnUng 4¢lfvMI
180.763
20,029
b)An•￿ID ol¢ll•h •nd •w￿l•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
Tot*l¢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 re￿iVed 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 ServI￿S 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 serVI￿S 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 a￿1vIlle$ 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•pi￿hr2¢28
2024
R8stslctad
Unr8sltlcted
0(￿a￿D￿5 &Grftsin ￿nd
Gr￿ts
270.869
30.000
456.500
90.ODD
D.B46
300 889
2024
Umtricied
R85￿cted
Unrestrlcted
con￿aLl￿ndi￿j
Amual coalbonfee
p￿￿S￿1pfe2
5.096
37.250
205.000
247.346
120.000
2È0.000
2È0.000
120.000 280
2028
2024
To
staff c03ts
Oesign
c￿SUIl8￿cY
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.$42
Independ￿t&XamIll3bO￿
Indepefidentex8millation pri0rye8rovery￿￿￿On
OÉpi¢¢4ali¢n
k th￿ge$
8Mdry
148
Tothi•xpoThdttw•
779.$44
N•L{•Ap•ndkn•yhK￿*thxth1￿t
2028
2024
DepiE¢i*iO
1.542
2.$00

Forth•fftr•thW 30 8•pi￿hr2¢28
2026
2024
Stsff cpytswere 4sfolhxv5".
$aanes￿d w4&s
&xia security cosls
Employerfs ￿￿butio￿t0 deffined contrib￿10￿ pension ￿hernes
255.497
23.536
.235
2BB.26B
The nu￿ber￿lemPl￿yeE5Wh0Se rernuner*ioDwas£60.000 prrnorewprp..
202$
No.
£?0,￿￿79.
£EO.(W E89,Q
£$0,￿￿ E99.1
Th8 l0lalÉm￿￿YéÈbénèh1sIThthdl￿9 pan*Dn tontrlbutioThs ￿ thè kÉymana9èmnl parÈonnalin thay￿￿ÈréÉ2thj,70s{2o24
É186.6231.
Thé avèragé nUmb￿0f 8mploy88s Ih8ad c￿n￿bas8doTh numb8rof slaff empkny8dl th*p￿￿￿*WaS asfrklows.
2024
Therew4xe no tru5tee3' remunerthion (￿01her benefitststhe Ye￿end￿ 305eptember202& ThEreW￿e no truslee3'expen3e5
dffDrtheyear￿¢ed3o 5eplernbEr 2025.
Thr4lbknll￿￿
o+rKe
equ5pmÈnt
Atth8 slartofth8year
Addi11￿8 In year
AttheeThJoftheyee
AtthBeThJoftheyeai
Nrtb)okv41
Alth••Trd orth•y￿r
Atth8 sLgrtofth8year
2,749
29

Forth•fftr•thW 30 8•pi￿hr2¢28
26
2024
Tr* Detyttys
3$.000
36.000
2128
2024
Tr*crwJitois
Acc¥uaLs
2.850
in¢thne
TaxatsDn and sttlal s￿￿tIlY
17.740
7•￿6
18.428
10
Tatsl
Flx8d aS￿S
NeicuThent asset
assgls
370.816
372.042
578,510
104 AMI￿￿01￿010•••l• (W￿11￿110rK￿odl
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$¢*ndoty
10.4B7
110,48T)
1373,3461
10.487
¢￿.83￿)
GeTrEr4lfuDd
548,215
1441,1371
54B.215
441,13
J72
275.451
929.￿1
24.970
11• MmmOntlTh*J￿tslV￿rpeIIDdJ
Ata
t1 OGtobw
UFI VocTÈth Trusl
Owartni8nl olSci8nL*. Innovallon and TO￿n￿o
10.487
ieo.(KM)I
Tr¢alr•sirW￿ndI
GeTrEr4lfund
228.495
796.5
(7(M).￿311
264.964
22È.495
17(*),0311
264.9ts4
22È.495
1779,5441
12 m¢pthMntlTh*J￿{￿￿ts￿d)
It••trf¢t•d ftmd•ar•fQrth•f￿￿￿1ng pu￿(￿..
A ptsMioThoI IhÈAtcènlufègltsbal gianlwas lÈslilctÈdtol￿Thd a pi01é￿. RètO9nlsln¥ eombinÈd and IDta rl¥y
Pivotsl ralè in Ihis f4ions GMcAhaSèxpl￿Éd Ihg how IhèyCaTh hawé a POSilivÈ impacloTh thèl
¢￿vn WO￿10￿c8 bul also Ihal ollh8irrèJions buSinèssÉsaThdtomM￿mlllsSin tJDSiny thè EDS. Thèinswhl Jalnéd wdl
aÉ a b￿￿pIlMll￿ ￿s•bY0th￿riÉg1onS In thè UK
ThÈ SeNtèdèsign 9iaThlv¢aS rÈslritted tofu￿ ￿0￿￿1￿cl$, thèbulding atfjmmunity ProjÈ￿￿èsi¥med tOiThUÈaSÉ mÉmbÉ
¢ollabtsra1iDTh by &sts￿l￿￿1￿9 a stron9 membettothmnilyiÈSullin9 in yrèatéi tdlaboialion, Énga9ÉmÉnt, act￿￿n￿￿11ty. and
ross IhèmÉmb*ship aThd Its rÈfrÉshaThd thè FuiuiÈDDltr4tswwÉbsiiÉ. Ècth Wojéclshavèd￿1vÈredDhaSÉ l and movè irtl¢
thènéwfiThantia yè* Phasè h¥
Th8r8aM noi8tsiÉd ￿y￿anS￿lI￿nS to dIsck￿8 In thO￿ar( 2024.. NIII.