2025-05-31-accounts - Project Giving Back

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PROJECT GIVING BACK | TRUSTEES’ REPORT
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FOR THE YEAR ENDED 31 MAY 2025

CHARITY NUMBER: 1198478

A MESSAGE FROM OUR 4 TRUSTEES

4.6 Going concern

4.7 Related party transactions

SECTION 1

Our impact 6

SECTION 5 Our governance 43

5.1 Our trustees and management team

SECTION 2

Our purpose 26

2.1 Our founding ethos

2.2 Our purpose and public benefit 2.3 Our values

5.2 Our charity’s governing document

5.3 Our governance and compliance approach

5.4 Board composition and activity 5.5 Risk management

5.6 Related parties, managing independence and interests

SECTION 3 Our strategy

3.1 Our vision and purpose

3.2 Our objectives and strategy

3.3 Our core activities

SECTION 6 50

Our people

6.1 Our team

6.2 Training and development

SECTION 4

Our financial review 40

4.1 Financial review
4.2 Our source of funding
4.3 Reserves policy and cash flow
4.4 Remuneration

SECTION 7 Our grantmaking 52 approach

7.1 Grantmaking policy

7.2 Grant conditions

7.3 Grant management

4.5 Charitable commitments

PROJECT GIVING BACKPROJECT GIVING BACK | TRUSTEES’ REPORT | CONTENTS

SECTION 13 61

SECTION 8 54 SECTION 13 61 Statement of Accounting trustees policies responsibilities

SECTION 14 63

SECTION 9 55 Notes to the Independent financial statements

Independent auditors report

SECTION 10 58

Statement of financial activities

SECTION 15 70 Administrative details

SECTION 11 59 Balance sheet

SECTION 12 60 Statement of cash flows

All photography by Britt Willoughby Dyer and Gary Morrisroe

A message from our Trustees

instead ensure the focus remains on the charities and their stories. On behalf of the entire PGB family, we extend our heartfelt thanks to them for making this all possible.

On behalf of our Board of trustees, we are pleased to report on another wonderful year of funding gardens for good causes at the RHS Chelsea Flower Show in May 2025. This year we funded 10 gardens for a range of charities, and as trustees we continue to be blown away by the creativity, dedication and heart behind these gardens. They don’t just showcase gardening excellence - they tell powerful stories, shining a bright light on the incredible charities behind them.

However, as some say, all good things must come to an end. We have now completed our grant making activity and next year will be our final year. We have taken the decision to close the charity in 2027 once we finalise our work on ensuring a lasting legacy.

By then, Project Giving Back will have funded over 60 gardens for over 60 amazing charities. This is a wonderful achievement, and we look forward to celebrating together in 2026.

This year’s cohort of gardens and causes sparked conversations across a diverse range of topics: from the importance of access for all to hospice care, to the necessity for art in the national curriculum; from the importance of seagrass for the biodiversity of our oceans and lochs, to raising awareness of the work needed to restore native British rainforests; from celebrating the unique qualities of people living with Down’s syndrome, to the transformative effects a second chance in horticulture provides to women in prison. Each garden carried a message that taught us something and moved us deeply.

On behalf of the Project Giving Back Board of Trustees

Rosie Atkins Chair, on behalf of Project Giving Back’s Trustees 10 December 2025

Those messages didn’t stop at the gates of Chelsea. Millions watched on the BBC, and thousands more read about these causes in the press. In fact, PGB-supported gardens featured in over 2,400 articles this year — a 35% increase on last year.

The real legacy, however, lives on in the communities. Over the summer, six of the gardens have already been fully relocated to their sites around the country. Communities get actively involved to receive the garden and benefit from it, and we hear stories back that demonstrate real impact and transformation. The remaining four gardens will all have been finalised by the time we file this document, which is the fastest complete set of relocations we’ve ever achieved.

In total PGB has now funded 52 gardens over the course of the last four years, all thanks to the extraordinary vision and generosity of our philanthropic founders. They continue to prefer to remain out of the spotlight and

PROJECT GIVING BACK | TRUSTEES’ REPORT

PGB’s Trustees (L to R), Alexandra Denman, Arne Maynard, Rosie Atkins and Mark Fane at The RHS Chelsea Flower Show 2024.

r¢ // J•J SECTION 1 Down's Syndrome Scotland OLJr irripact h•lwng p•opk• rwliw thtyrpol•nliol

PROJECT GIVING BACK | TRUSTEES’ REPORT

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SECTION 1 Our impact

jiijj .11?¥ i" ¥y THE GLASSHOUSE

PROJECT GIVING BACK | TRUSTEES’ REPORT

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SECTION 1

Our impact

ri, fi r ,,'2fi¥i 10 Klng'sTrust

Designed by ,Jo(; P(;rkin, The King s Trust believes that every young person should have the chance to succeed. no matter their background or the challenges they are facing. It helps young people from disadvantaged communities and those facing the greatest adversity by supporting them to build the confidence and skills to live. learn and earn. The garden imagines a volcanic landscape. showcasing how pioneer plants can thrive in challenging conditions. This environment symbolises the resilience of young people supported by The King's Trust. ref lecting how they overcome adversity and flourish. The theme of seeds throughout the garden reflects life. growth 8nd optimism for the future. drawin8 a parallel with the potential within young people to thrive when given the right support. Rclocation The garden has now become an outdoor learning and garden space for students at Uxbridge College. West London. including young people enrolled on King's Trust programmes. 61 Thanks to the generous support of Project Giving Back. our Seedin8 Success garden offered a unique opportunity to showcase the resilience and potential of the young people we support. The brand awareness. media coverage and new connections it generated have already opened valuable opportunities to support us in our mission helping young people gain the conf idence and skills they need to get ready for work, and to take control of their future. Yoi Ing pc,ople, .siJpporte,d iiii.()li'(:(l ill. (:1 I:I"!' .%1 cixS(; ()r tlie gcll-deii's deie.lop)iiie,rit. 'I'lie, (;licll'iLI' %LJC(;e,.%%l i Illi. I ciiscd l Liiids clL ils ci'ciiiiig ciciits. Joi Icll I Icll I '[ uii11SL'I )(1. Lll< (:Fiicl' E.xc'CLlliI L, ol. Tlic IKilig'S TI-LISI

4i- SONGBIRD SURVIVAL 12 Saving songbirds With science

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PROJECT GIVING BACK | TRUSTEES’ REPORT

Sue Morgan, CEO, SongBird Survival

1 -.4 t-r The Wildlife 14 Trusts

Designed by Zoc Clai'riioi-c For more than a century The Wildlife Trusts have been saving wildlife and wild places. and bringing people closer to nature. As movement of 46 charities across the UK. Alderney and Isle of Man. wherever you are. Wildlife Trust people. places and projects are never far away. Inspired by the ambitious 100-year mission of The Wildlife Trusts and Aviva to bring rainforests back to the British Isles. the garden evokes the wild and wet woodlands that once blanketed a fifth of our country but now only covers about i/.. RelocJcoI.ion The garden has been relocated to The Bristol Zoo Project, and will continue to provide ongoing learning opportunities for visitors about British rainforests. 66 Highlights of being at the show included people coming up to us and quoting our very own rainforest Stats back at U5, showing the impact this garden had. l-hc, chdl-ils. liciol onc ol Lhc i i iosL siicLcs%I Lil i i icolicl Gcll I IL)ciigAris ol. Ih(: gi?i-dens ii,'e'Ke fLiiided. li illi oi'(:i- (J4() pi-(:%.% rri(:I Il ioi-l%. (].% IK'(:11 j1,% ?9 1)ii:(:(:.% ()r L)r()cl(l(J(i%l l i i(:(licl dijrii ig Sl ii)ii' Ik'(:(:l<. iiL$ B{'.i ii i(:1 l. C.1 ii(:r F.x(:(:I Il li (: Tl )(:

2r¢ f '.*l' - fr 1,1,. 16 Pathway Homeless & Inclusion Health

Designed by Allori Ho.%kin & Rob(;r( B(;c'iiJdiii Pathway is the UK'S leading homeless and inclusion health charity. It exists to improve the health of people experiencing homelessness and other severe Social exclusion. It works collaboratively with the NHS and other partners to develop better models of care to meet the complex needs of vulnerable groups. Inspired by the work Pathway does to support people out of homele55ne55. the garden is built using recycled and upcycled materials. Key features are the Sculptural mycelium structures. made from recycled flower show waste. They symbolise Pathway's life- sustainin8 network5 that nurture recovery, just as mycelium the 'root system. of fungi ~ provides natural fungal network in woodland ec05yStems. Reloc<il.ion The garden is now permanently relocated to the Shekinah Centre in Plymouth, a community-based day centre supporting people experiencing homelessness with a full range of services and activities. 66 The Pathway Garden touched my soul. The twists and turns of life are so hard and I truly know that your work 15 50 vital - I have my family and the thought of homeless people going through sickness really hit me. B(:ri(:I'i(:icll-i(:% ol. I I ](: (;licll-i11,' i.i..'I'i() K'oli1111(:(:I"(:(I cil I l ](', %lioi.i.' Ik'('I"(', oKI:I"ii'lie.Ii i ie.d Li5,. 1 I ie. .%iJi)p)01-i ol- Cl i(:Is(;c'.I I'i.%il()i-% [()- I I .%(: IK'I I() (JI-I: 1101 i ILIL'bs. Tl icil kii ILII Ic%s coi ILII ILICS 10 l)e. leli cll Il ie %lie.l<iiicili (:eriii-e.. K.'i.sii()i- iu 'l'lic' l)clll liicli. Gcll-(1c'ii cll 111 1%

? 1-447 4 }*•_ 18 HospiceUK

O.¥J *ti . Designed by Toiii HoLili'ri Hospice UK is the national champion for hospices. fighting to make sure hospice care is there for all who need it. It represents more than 200 hospices across the UK. working to ensure they are able to deliver the best. most personalised care. today and in the future. The garden is a celebration of life and the connections we share. making it a fitting tribute to the essential work of hospice care. It draws on the spirit of Mediterranean landscapes. showing how thoughtfully designed spaces play a crucial role in providing comfort at the end of life. Reloc)col.ion The garden is being relocated to St Cuthbert's Hospice in Durham where it will nurture patients. their families and healthcare staff. 66 The garden helped raise awareness of our work, build new partnerships and engage a wide audience. as well as helping deepen understanding of hospice care. It also provided a space for our community to come together. reflect. and remember. Together. we have created a lastin8 legacy that continues at St Cuthbert's Hospice. 'I'lie (;1 iciri li, %e(:I11-e.d LJOk iii .%i)ori%oi",%lii[) Ic)r li s 'oiJ I ol. li()iJr.%' (:i'(;rii % cill()ii irig i( 10 IIos( &SLicsIS c1( (ii'o bLisiricss bi-ciiklasi Ho8[)ic.e LIK

SEAWILD, 20 Community-led Marine Habitat Restoration

Designed by Ri ari N4cNqciFioti Seawilding is the UK'S first community-led native oyster and seagrass restoration project. Based in Loch Craignish. Argyll and Loch Broom, Wester Ross, the charity is fighting for more 5UStainable management of inshore marine habitats by engaging and empowering local communities. They aim to restore biodiversity, sequester carbon and create green jobs. Inspired by the landscape of Loch Craignish on Scotland 5 west coast. this garden reflects the home of the Seawilding project. The ru88ed coastline supports a rich marine environment where efforts focus on restoring two keystone species- sea£rass (Zostera morinal and native oysters (Ostrea edulisj. Reloc)col.ion The garden has now travelled back to Loch Craignish, relocated to a public green space in the centre of Ardfern village that is used for community events. The opportunity enabled us to shine a spotlight on Scottish coastal biodiversity. in loriously creative form, to an audience of millions of enthusiastic people. F()I" il ,%1 I Icjll (;1 Icirii i.. L)cl,%(;(l ir I cl I"(;fY i()I(; )Ill-l ()I' %(;()I Icll Icl. I I k)()l-I 111 iii s. 1() li i(;i-e•cise* Illl'cll-V.I ie.%% li (].% il i(;i-e.(1iL)le,. Tli(:ii- l)ri)cid(J(l%l cll l(1 p)i-irii (:oi'(',rclg)(: I-({1(;1 ](:(] clll (:%1 il I Icll(:(I cJiJcIii:I ](:(: i)I' 01 Cl" 4u iiiiIIioii.

ADHD Foundation Neurodiversity Charity 22 The

Designed by Kcl l y, Teri-y The ADHD Foundation was a neurodiversity charity. offering support to the one in five of us with neurodevelopmental conditions such as ADHD. Autism. Dyslexia. Dyscalculia. OCD 8nd Tourette's Syndrome. Inspired by designer KatyTerrys own ADHD diagnosis. the garden celebrates how plant diversity mirrors human diversity. encouraging visitors to 'think differently about thinking differently.. The richly layered environment features a unique tree, shrubs and planting combinations that reflect the individuality of the one-in-five people with neurodivergent condition5. An artwork of f ive 5teel-me5h umbrellas representing the ADHD Foundation's emblem of neurodiverse inclusion hang above, connecting symbolically with umbellifers in the planting. The garden has been relocated to The University of Liverpool to support their neurodiverse student and staff community. 66 To see the ADHD Foundation Neurodiversity Charity represented on Such a world-renowned stage was profoundly moving. The opportunity significantly increased our reach, strengthened our community, and amplified our voice at a national level. "I'lic i-csponsc ol i'isiioi-s cll I h(: ,%li()Ik' l() I (ilk cil)()L11 I l i(',ii" (:.xp)(;ri(:ri(:(:% ()r ADHf) 1:11 I ](:]- PCI-%Ol Iiill!. 01- I l iroii%l i Ikicii- rcl11 iili, Iirid frie,iid% lii&f kilixil Iie,d .%l(:u)l }(:[ i ()i-l(:&K(i. l)i-()j(:(:l % Klcll Ici&f(:r. Tl i(: supwi-l loi- (ill cil'lcclcol.

Ji H@SPlTALFIELD ARTS 24

Designed by Nici{;I l )iJriii(:l.I Hospitalf ield is an arts centre in Angu5, Scotland, dedicated to contemporary art and ideas. It supports artists in their working lives through its renowned artist residency programmes and commi55ioning opportunities. It a150 champions the teaching and learning of the art5, inspiring and nurturing the creative health of young people. The garden takes inspiration from the coastal location of Hospitalf ield in North East Scotland on a fragile sand dune coastline. The colours, forms and ecolo8ies of this sparklin8 Scottish dunescape are the starting point for a highly abstracted, sculptural design. focusing on dramatic dune topography and resilient coastal planting. Reloc)col.ion The garden s permanent home is at Ladyloan Primary School, situated close to Hospitalfield and next to the beach in Arbroath. It has brought great visibility to our organisation and there is a huge legacy for Hospitalfield that we must now Set about building upon, not to mention the wonderful garden that is now nestled in its new home at Ladyloan School. LLIL!, BN'¢ll l. DifL'cIoi-. I Iu.%p)ilcill i(:lol ,11-Is (:iii-ri(:IiliJi11 Ilcl% il k(:I,' (:l(:iii(:iii ()[' Il i(: i i i(:%.%ci&fji Ig5 ol. Ikii,% &S(11-cl(:i i. l)i-{)i'i(1ii i&f I I i(: &f(11-(l{:I i li ii:Ii1(1iriKf I l'ie, heJC)l (,(1 L)()I kis, 1 () cl l()lJiil i)l-11 Tlcll-l. .%(:1 i()()I cil'l.(:i- I l i(: %1 i()i.i. ii'ill i i icJl<(: cl L)igS (lirr(:I"(:i i{:(: l() I l li)%(: (:kiil(Ii"(:I i.

SECTION 2 Our purpose

We provide grants to fund gardens for good causes, using philanthropic donations from our founders
Over five years we will sponsor over 60 gardens for good causes at the RHS Chelsea Flower Show
The platform of the show allows charities to raise significant awareness for their cause
All the gardens go on to be relocated around the UK after the show, providing ongoing benefit

PROJECT GIVING BACK | TRUSTEES’ REPORT

2.1 Our founding ethos

Project Giving Back (PGB) was founded on the vision of two private philanthropists who wanted to give back by supporting a wide range of charitable causes, and ensure their giving had an impact.

They believe that gardens have the power to change lives. As a result the charities who are granted the opportunity to stage a garden at the RHS Chelsea Flower Show can benefit from: increased awareness of their cause, opportunities to raise funds, and the chance to experience a world renowned flower show with their members and benefactors. However, the charity is also gifted the garden as part of the grant and they therefore have the opportunity to rehome the garden to a site around the country where it will live on. There it can provide a space for members of the charity and often the wider public to: learn, grieve, contemplate, play, nurture or simply just to be together.

2.2 Our purpose and public benefit

Through its grants, Project Giving Back gives UK-based charities and other charitable organisations the chance to apply for a fullyfunded (or for 2026 a match-funded) garden at the RHS Chelsea Flower Show, subject to

the usual RHS selection process. This provides charitable organisations a unique opportunity to raise awareness of and support for their work at the world’s most famous horticultural event.

In understanding its activities, the trustees have had regard to the Charity Commission guidance on public benefit.

Grants for the RHS Chelsea Flower Show in 2026 have now been awarded, and no further applications are being considered as the charity will have reached its target of funding at least 60 gardens.

A key element of the application to PGB has been the relocation site. These sites are geographically diverse and range from public parks to hospitals, from schools to hospices, and from botanic gardens to a sexual health clinic, to ensure lasting public benefit.

2.3 Our values

We recognise that being a grantmaking charity comes with responsibility. It’s vital that we behave and act in a way that remains true to our founding ethos and enables the best outcomes for everyone with whom we work. We are guided by three core values - integrity, innovation, and collaboration.

INTEGRITY

INNOVATION

COLLABORATION

We are honest

We are fair

We manage conflicts of interest

We are transparent in our grant-making

Our trustees are dedicated

We are not afraid to try new ideas

We seek to support smaller charities, and charities across the range of causes

We seek to give opportunities to less experienced designers

We provide mentoring and regular information events

We provide support with project management

We work with expert photographers and videographers

Our trustees also adopt the following Code of Conduct, such that collectively and individually they:

Act legally and properly
Take accountability
Act with integrity
Create a safe space where everyone is encouraged to speak
Positively challenge
Act strategically
Understand that operational delivery is the remit of the CEO
Focus on solutions
Welcome differing viewpoints
All contribute
Accept their responsibility

The Project Giving Back lounge at The RHS Chelsea Flower Show 2025, which was awarded 5 stars.

PROJECT GIVING BACK | TRUSTEES’ REPORT

SECTION 3 Our strategy

3.1 Our vision and purpose

Exhibiting at the RHS Chelsea Flower Show is not easily affordable for UK charitable organisations and that is where Project Giving Back’s gardens for good causes grants provide value and public benefit. Through our grants, charities can work with the very best UK horticultural talent to create high-quality, engaging exhibits that provide unrivalled campaigning and fundraising opportunities, while greatly enhancing the experience for RHS Chelsea visitors and viewers.

3.2 Our objectives and strategy

Project Giving Back has a funding commitment from the founders and sole donors to support grant making activity for at least 60 gardens up until 2026.

The total funding commitment over the 5 years from the founders and sole donors is expected to be c.£25m. Those funds will be used to fund gardens across a range of charity sectors and sizes.

Assessment of strategy

In Project Giving Back’s fourth year of funding gardens for good causes, and its third year as a registered charity, the strategy for engaging applicants, reviewing applications, awarding grants and supporting the project management of exhibiting at the RHS Chelsea Flower Show is now well established. Experience and

learnings from past relocations have also helped to ensure that these were completed quicker in 2025. To finalise the project’s work in 2026 further work will be undertaken to build awareness of the legacy of PGB. Raising awareness will help to inspire others to give back, be that through funding gardens for good causes, other philanthropic initiatives, or the gift of time to help charities and community projects.

PROJECT GIVING BACK | TRUSTEES’ REPORT

3.3 Our core activities

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1. GRANTMAKING

In 2025 we funded 10 gardens and made grants of £3.4m. These gardens generated over 2,400 press articles, which resulted in 1.85m opportunities to learn about the good causes.

The level of applications received for a garden at the RHS Chelsea Flower Show 2025 was again very high, with 133 expressions of interest received (2024: 187 expressions of interest). From this we longlisted 86 applications (2024: 90 longlisted), which was then shortlisted to 34 (2024: 45).

Following presentations to our panel, 10 gardens were allocated funding from the grantmaking process. Further details on the grantmaking policy and process are provided in section 7.

SUMMARY OF GARDENS FUNDED

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2022 2023 2024 2025
Gardens 2026 plan Total
actual actual actual actual
Large show gardens 3 5 7 4 6 * 25
Medium show gardens 5 4 2 2 1 14
All About Plants gardens 4 6 6 4 4 24
Total 12 15 15 10 11 63
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3 of these gardens will be match funded.

We use the government’s published list of charitable purposes to ensure the gardens we fund are benefiting the full range of charity sectors in the UK. The table below shows the purposes our gardens have benefited to date.

Note: Charities that benefit more than one purpose have been counted against each of their relevant purposes.

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Total to 4 year
Charitable cause funded 2022 2023 2024 2025
date spread
The relief of those in need by reason of
youth, age, ill-health, disability, financial 5 10 8 5 28 22%
hardship or other disadvantage
The advancement of health or saving 5 8 5 2 20 17%
lives
The advancement of citizenship or 1 3 6 3 13 11%
community development
The advancement of environmental
3 2 4 3 12 10%
protection or improvement
The promotion of the efficiency of the
Crown, or the efficiency of the police,
2 5 1 3 11 9%
fire and rescue services or ambulance
services
The advancement of education 3 4 - 2 9 7%
The advancement of the arts, culture,
2 2 1 2 7 6%
heritage or science
The prevention or relief of poverty 2 1 2 1 6 5%
The advancement of human rights,
conflict resolution or reconciliation
1 3 2 - 6 5%
or the promotion of religious or racial
harmony or equality and diversity
The advancement of animal welfare 1 3 - 2 6 5%
The advancement of amateur sport 1 - 1 - 2 2%
The advancement of religion - - 1 - 1 1%
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Note: Charities that benefit more than one purpose have been counted against each of their relevant purposes.

PROJECT GIVING BACK | TRUSTEES’ REPORT

LEGACY GARDEN SITES BY TYPE

The aspiration is that all gardens supported by PGB will be relocated and repurposed around the UK into a range of spaces. Of the gardens supported at the RHS Chelsea Flower Show 2025, all gardens will be relocated by Autumn 2025. This is the first year all relocations have been completed so quickly. The repurposing of gardens from 2022 to 2024 also continued throughout the year, with the majority from prior years now completed. Some projects are ongoing as they form part of larger development plans with longer timescales.

The geographic spread of legacy gardens has continued and the map shows the far reach across the UK. We are also very excited to announce that a garden from 2026 will be relocated to Northern Ireland.

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Total to
Charitable cause funded 2022 2023 2024 2025
date
Community garden 4 3 4 3 14
Hospital/hospice 2 2 3 2 9
School 2 2 1 3 8
Public access maintained garden 1 2 1 - 4
Charity: branch, residential unit - 5 2 - 7
Other public space 3 1 - 1 5
Prison - - - 1 1
Still in progress - - 4 - 4
TOTAL 12 15 15 10 52
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2025 Garden Relocations

Down’s Syndrome Scotland Garden
The ADHD Foundation Garden
The Glasshouse Garden
The Hospice UK Garden of Compassion
The Hospitalfield Arts Garden
The King’s Trust Garden: Seeding Success
The Pathway Garden
The Seawilding Garden
The SongBird Survival Garden
The Wildlife Trusts’
British Rainforest Garden

Discover more about the location of our gardens for good causes

PROJECT GIVING BACK | TRUSTEES’ REPORT

PARTNERSHIP WITPARTNERSHIP WIT H T HE RHS:HE RHS:

The RHS Chelsea Flower Show is considered the greatest flower show The RHS Chelsea Flower Show is considered the greatest flower show on earth. The on earth. The work and planning which goes into the show by the team work and planning which goes into the show by the team at the RHS is phenomenal and at the RHS is phenomenal and provides the platform for the charities provides the platform for the charities we fund.

we fund.

Our thanks are extended to the team at the RHS, for ensuring the Our thanks are extended to the team at the RHS, for ensuring the success of this partnership over the last four years. We look forward success of this partnership over the last four years. We look forward to to celebrating the final year together in 2026.

celebrating the final year together in 2026.

Visitors at the RHS Chelsea Flower Show 2025.

2. PROJECT & RELATIONSHIP MANAGEMENT

Whilst some of the garden designers involved have exhibited at RHS Chelsea before, for many of the teams we work with this is their first experience of RHS Chelsea Flower Show. PGB provides ongoing project management support throughout the year.

Isabella Nunes da Costa is our Project & Production Manager and provides ongoing support to each team throughout the project. A monthly project tracker, updated by each team, ensures everything is in place for the show, for the PR for the charity, and for the relocation. Milestones are carefully monitored and regular status updates on all the garden teams are provided to the PGB team and to the trustees.

In addition to the monthly status meetings she arranges with each team, Isabella also organises a series of online and in-person ‘coffee mornings’, which all teams are invited to attend. These are designed to ensure teams are maximising the opportunity Chelsea provides and cover topics from managing volunteers to working with celebrities on press day.

Isabella Nunes da Costa Project & Production Manager

PGB’s 2025 Gardens for Good Causes Breakfast event, hosted at The Conduit.

PROJECT GIVING BACK | TRUSTEES’ REPORT

3. STORYTELLING

We invest in the creation of high-quality promotional material, marketing and communication of the gardens and charitable organisations that Project Giving Back supports.

MEASURING ACTIVITY

Each charity is provided with:

a film in relation to the charity in advance of RHS Chelsea Flower Show, which can be used on social media channels and other digital platforms
a set of photographs of their garden at RHS Chelsea Flower Show to support the ongoing promotion of the garden
a film in relation to the relocation of their garden, which can be used on social media channels and other digital platforms
a set of photographs of their garden once relocated, to help promote the legacy of the garden.

In 2025, we also invested in PR and developing our own social media channels to promote the gardens and the impact of our grantmaking. This included articles in national newspapers and filming with Kate Silverton, Paula Sutton and Jason Williams (The Cloud Gardener) to extend our reach.

4. COMMUNITY BUILDING

We invest in bringing people together to connect, share their experience and learnings, to be ambassadors and ultimately give back in their own way.

At the beginning of their journey with Project Giving Back, garden teams are invited to a workshop held during RHS Chelsea Flower Show week in the year prior to their exhibition. This session provides valuable insight into what participation entails and how to make the most of the opportunity, while also fostering a sense of community among the cohort and the wider PGB team.

Once the garden teams have received approval from the RHS, they begin the project management phase and receive ongoing guidance and support from the PGB team throughout the process.

Following the RHS Chelsea Flower Show in May, Project Giving Back hosts an exhibition at the Garden Museum to showcase the relocations of the gardens — both those completed and those planned. The museum welcomes approximately 100,000 visitors each year, and the exhibition is consistently well attended. All garden teams are invited to the launch event to celebrate their achievements and share their experiences.

The PGB community — or “PGB family” — continues to grow each year. We are especially grateful to the many teams who stay connected by mentoring new participants, joining panel discussions, or generously sharing their RHS Chelsea insights. Several garden designers have also gone on to support their partner charities in the longer term, taking on roles such as ambassadors, trustees, volunteers, or advocates.

PROJECT GIVING BACK | TRUSTEES’ REPORT

The 2025 Gardens for Good Causes Exhibition at The Garden Museum.

SECTION 4 Our financial review

As a charity, PGB takes financial control and oversight seriously. We seek to ensure that donations are spent carefully, with garden grants monitored, and charity expenditure controlled.

4.1. Financial review

In the financial year to 31 May 2025 the charity recorded a financial outturn in line with expectations:

Donations from the founders reduced to £4.5m (2024: £6m), which along with gift aid claims resulted in income of £5,206,000 (2024: £6,826,750). This reduction was planned and related to the decrease in the number of gardens being funded, moving from 15 in 2024 to 10 in 2025.
As a result, garden grants reduced from £4,906,067 in 2024 to £3,390,340 in 2025.
There was also a decrease in other expenditure, with direct costs and support costs decreasing from £1,600,309 in 2024 to £1,256,408 in 2025.
Finally a small amount of other income was earned from interest, which rose from £36,122 to £58,866 in 2025.

Net income for the year therefore increased from £340,618 in 2024 to £618,118 in 2025. This corresponded to an increase in unrestricted funds from £1,604,235 in 2024 to £2,222,353 in 2025. This is in excess of the reserves policy value of £750,000. Included within debtors is a balance of £1,152,00 for accrued gift aid claims, but cash at bank was also at £962,150 to ensure sufficiently accessible reserves can be available if required.

The small and agile nature of the PGB team ensures that the majority of donations received can be directed towards funding garden grants. In 2025, even with fewer gardens being funded 73% of total expenditure was still directed solely towards garden grants (compared to 75% in 2024). Remaining expenditure goes towards the running of the charity, including the staff team and governance and administration costs. Other direct costs include the support provided by PGB to the garden teams with project management, story telling and community building, alongside costs incurred to have a presence at the RHS Chelsea Flower Show itself.

PROJECT GIVING BACK | TRUSTEES’ REPORT

1. Grantmaking

Note 4 to the accounts provides analysis of how the garden grants have been allocated, and any amounts which have been or will be used post the year end to complete relocations of the gardens.

The grants provided range from less than £100,000 to create a smaller garden in the All About Plants category, to £600,000 for the large show gardens on the show’s ‘Main Avenue’ which involve greater amounts of construction and usually involve architectural structures. These costs include funds towards the relocation of the garden.

In the financial year we undertook a review to consider the impact of inflation on building a garden at the show, and the Board agreed to a small increase in the grant value for the All About Plants gardens, which were disproportionately being impacted by increased transport and hotel costs in London. Whilst the budgets for building the gardens may seem generous on face value, the cost of building a garden in the centre of London under tight time constraints and to the standard required can in fact place significant pressure on the funds provided. We work with the teams throughout the year to ensure they can deliver the best possible gardens for their good causes within these parameters.

the provision of trustee training in 2024 and increased professional services fees incurred before our Finance Director commenced in role at the start of 2024.

During this financial year, improvements were made to automate payment processes, and analysis being provided by the accounting system. Our annual review of financial controls against the Charities Commission financial controls checklist (CC8) identified no gaps for a charity of our size.

Trustees receive quarterly management accounts, which includes analysis of expenditure against budget and against prior year. In addition, any material expenditure requires their sign off. The trustees meet once a year with the auditors to receive the accounts and a report on their independent audit work and findings.

Financial outlook:

Looking forward, we plan to fund 11 gardens in 2026 and plan to keep other expenditure in line with that recorded in 2025. Donations for the 2025/26 financial year have been agreed with the founders.

4.2. Our source of funding

2. Project management

Garden teams (designers and charities) are required contractually to meet milestones which Project Giving Back outlines as part of its funding commitment. These are phased over the course of the year leading up to RHS Chelsea and the payment of grants is aligned to these and predicated on the milestones being achieved. This includes ensuring that budgets are being managed carefully by the garden teams.

3. Storytelling & community building

A key feature of a Project Giving Back sponsored garden is the provision of support to tell the story of the charity and the garden. This is seen as an investment in storytelling through the provision of high quality films, social media reels, photography and high level PR advice and support. Project Giving Back also has its own presence at the RHS Chelsea Flower Show with a tradestand which creates an opportunity to connect with visitors about the charities being supported and direct them to the gardens or to further information.

4. Governance and oversight

Finally, as a charity, we recognise the importance of ensuring good governance and strong financial control.

Project Giving Back was founded by and is solely funded by two private individuals who wish to remain anonymous. They are RHS Life Members, British/EU citizens, UK residents and UK tax residents. Having enjoyed successful individual careers, they are now committed to helping UK-based good causes achieve their fundraising and awareness-raising potential.

PGB is supported by a team of professionals to ensure the correct due-diligence processes have been met with regards to the founders’ donations each year, and that funds are managed appropriately and efficiently.

In the financial year ending 31 May 2025, we were very grateful to our founders for their ongoing donations amounting to £4.5m in the year (and totalling £19.4m since Project Giving Back formed initially as a Limited company). As a registered charity we are able to claim Gift Aid on these donations and a further £706,000 was accrued on these donations in the year, bringing total income for the year to £5,206,000.

As the charity doesn’t fundraise, it hasn’t signed up to a voluntary fundraising regulation scheme, and has received no complaints relating to fundraising.

4.3 Reserves policy and cash flow

The trustees’ policy is to retain an amount of £750,000 in unrestricted reserves. This would ensure that operational expenditure could be met if there were to be a delay in receipt of a regular donation from the founders. Unrestricted funds at the end of the period were £2,222,353. The reserves in excess of the target will be used for charitable activities in the coming year.

The reserves policy is reviewed annually, with its most recent review and approval in October 2025. There are no restricted funds held within the charity.

The charity is able to continue its operations due to the regular donations received, which are covered by a signed letter of intent from Project Giving Back’s founders/donors and an agreed donation schedule ahead of each grantmaking cycle.

4.4 Remuneration

All of PGB’s trustees give their time freely and no trustee remuneration was paid in the year. Remuneration of Project Giving Back’s employees is benchmarked against both the charity sector and equivalent roles in organisations of a similar nature and, on an annual basis, an inflationary adjustment is made using ONS RPI data. Details of key management personnel remuneration and trustee expenses are disclosed in note 6 to the accounts.

4.6 Going concern

Given that the founders do not intend to fund gardens beyond the RHS Chelsea Flower Show 2026, and that the project will have surpassed its target to fund 60 gardens over 5 years, the trustees have taken the decision to begin the process to wind down the activities of the charity from autumn 2026. We anticipate that all legacy matters and final administration tasks will have been completed by 2027 and the charity will close by 31 May 2027.

For that reason, the accounts have been prepared on a non-going concern basis.

Financial forecasts have been prepared which extend out to May 2027 to ensure sufficient donations and income will be received to cover the ongoing costs of running and then closing the charity. Our founders and donors remain committed to meeting the full amount needed to fund this expenditure.

Due to the relatively straightforward nature of the charity set up, there are no adjustments required to the value of assets, and no onerous leases or provisions to recognise. At this point in time the staff members remain in full employment, and redundancy arrangements have not yet been agreed.

The trustees are satisfied that all known liabilities will be met in full, and steps are being taken to ensure there will be an orderly wind-down of operations.

4.7 Related party transactions

4.5 Charitable commitments

Grant commitments of £579,877 (2024: £604,896) relating to relocation costs will be recognised when the beneficiaries meet the requirements set out within the contract with PGB to successfully relocate the gardens (see “Grants” accounting policy and note 4 to the financial statements).

All trustees, our CEO, and our Finance & Compliance Director are key management personnel and are required to annually declare related party transactions. These are also managed on a day-to-day basis using the conflicts of interest policy, should they arise.

No related party transactions , other than the payment of salaries and the reimbursement of expenses, have been incurred for this year.

PROJECT GIVING BACK | TRUSTEES’ REPORT

SECTION 5 Our governance

As a charity we take governance seriously. Our trustees meet regularly and are actively involved in decision making, financial oversight and risk management.

5.1 Our Trustees and management team

Our trustees have been in role since the inception of PGB, and remain committed to the charity until it closes in 2027. Their wealth of experience and dedication provides oversight of all the charity’s activities. They are supported by a management team comprising CEO Hattie Ghaui, and Finance & Compliance Director Elisa Davies. The trustees delegate responsibility for the day to day operational delivery of the charity to Hattie and Elisa. During Hattie’s maternity leave in 2025 Elisa has provided cover.

ROSIE ATKINS Chair of Trustees

Rosie combines a passion for storytelling with her lifelong love of plants. She was awarded the RHS Elizabeth Medal of Honour (EMH) in March 2024 for her outstanding contributions to horticulture.

Rosie began her journalistic career at The Sunday Times and then launched and edited the award-winning magazine Gardens Illustrated. In 2001 she was appointed Curator of Chelsea Physic Garden, London’s oldest botanic garden. From early in her career she has devoted her time to various charities, serving on the Councils of both the Linnean Society and the Royal Horticultural Society (RHS), holding the positions of Vice-President and Chairman Emeritus of the RHS Woody Expert Group. She is a Vice-President of the Metropolitan Public Gardens Association and served on the boards of the gardening for health charity, Thrive and the Professional Gardeners’ Trust. In 2006 she became a founding trustee of the Great Dixter Charitable Trust and in 2009 co-founded the charity, London Gardens Network.

ALEXANDRA DENMAN

Trustee

Alex provides invaluable guidance to garden teams preparing for RHS Chelsea Flower Show, drawing on her extensive RHS Chelsea experience and now as Show Director of The Royal Windsor Flower Show, an event which she has taken from strength to strength.

Alex’s horticultural career includes managing the RHS Chelsea Flower Show from 2006 to 2014, during which time she curated the show’s horticultural content and oversaw hundreds of exhibits. She worked closely with designers, charities, and sponsors to navigate the complexities of exhibiting and turn their visions into reality. A passionate advocate for the opportunities the RHS Chelsea Flower Show provides, Alex appreciates the platform it creates for designers, growers, and charitable causes. She is a trustee of the Royal Windsor Rose and Horticultural Society and an independent consultant and project manager.

MARK FANE MBE

Trustee

Mark brings robust financial oversight and extensive experience in exhibiting and building gardens at RHS Chelsea Flower Show.

As co-founder and Chief Executive of online garden retailer Crocus, Mark has collaborated with leading garden designers over the past two decades, creating 38 show gardens at RHS Chelsea, earning 35 RHS Gold Medals and 13 Best in Show awards. He served on the RHS Council from 2009 to 2019, contributing to the Commercial, Investment, and Nominations and Governance Boards, and was made an RHS Vice-President in 2019. Additionally, Mark was Chairman of the Garden Museum from 2011 to 2023 and is currently a trustee of the Chatsworth House Trust. In 2025 Mark was awarded an MBE in recognition of his significant contributions to the horticultural industry.

ARNE MAYNARD Trustee

Arne provides invaluable support and advice on garden design for PGB-funded projects, bringing his meticulous attention to detail and creative garden and planting design expertise.

A highly regarded garden designer, Arne has earned accolades at RHS Chelsea Flower Show (2000, 2012) and is renowned for creating harmonious gardens that reflect the essence of their surroundings. He works predominantly with private clients worldwide to create gardens that seamlessly integrate with their environments. Arne is also transforming the garden and landscape at his home in Monmouthshire, Wales, showcasing his passion for hands-on gardening. A committed advocate for emerging talent, he actively supports growers and specialist nurseries across the UK and Europe and champions traditional crafts and trades.

HARRIET GHAUI CEO

Hattie is a key driving force behind PGB’s focus on creating impact, ensuring that the PGB team runs an effective grantmaking process, operates with an efficient project management style, and builds PGB’s legacy through compelling storytelling and collaborative community building. She is passionate about the project and the impact philanthropy can have.

ELISA DAVIES

Finance & Compliance Director

Elisa provides accounting, analytical and risk management experience to ensure the charity has strong financial controls and processes, and can deliver impact from the grants awarded.

PROJECT GIVING BACK | TRUSTEES’ REPORT

5.2 Our charity’s governing document

Project Giving Back was established on 31 March 2022 as a Charitable Incorporated Organisation (CIO) with the charity number 1198478.

The objects of the charity are to ‘provide funding and assistance to other charitable institutions, community interest companies and such organisations that are not operating with a profit-seeking motive, whom wish to develop and exhibit a garden exhibition at The Royal Horticultural Society Chelsea Flower Show.’

The charity is governed by its Constitution dated 31 March 2023. Full administrative details are given in Section 15 of these accounts.

5.3 Our governance and compliance approach

The charity is governed by a board of trustees who comply with the duty in the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit when considering the charity’s aims and objectives; and who take full responsibility for the effective management of the charity and the stewardship and care of its funds. The charity does not solicit donations from the public and therefore has no need to develop formal policies on its fundraising approach. The charity does not recruit or make use of volunteers and therefore has no need to develop formal policies on its volunteer approach. The charity does not invest its assets and therefore has no need to develop formal policies on its investment approach.

The charity does have policies in relation to:

Grantmaking Reserves Risk management Conflicts of interest Complaints Privacy Controls on expenditure

Various employment related policies: equal opportunities, grievances, disciplinary, family leave, flexible working, compassionate leave, expenses, and portable IT equipment

These policies are reviewed and approved annually by the trustees.

5.4 Board composition and activity Summary of board activity across the year Nine meetings in the year. held from September to May Facilitates regular Llpdates on activity, as well a5 review of financial information. budgets. risk reviews One meeting a year is focussed on compliance.. approval of policies and risk management review One meeting a year is focussed on the audit and presentation of the annual report and account5. including a going concern asse55ment Monthly update meetings strategy day Meet once a year to discuss strategy and plans for PGB All trustees are members of the panel which determines the awarding of grants to garden teams each year Ineludes review of the output of the due diligence work on applitants and the long list of application5 Two day review of in person pre5entation5 from the shortlisted applicants Follow up meetings before final grants are awarded Grantmaking presentations Attendance at RHS Chelsea Flower Show All trustee5 attend the RHS Chelsea Flower Show each year RHS Chelsea debrief meeting In June a debrief meeting takes place to review the m05t recent RHS Chelsea, and a8ree on learnin6s for the future Meetings with the RHS as required Garden Museum exhibition Events arranged by the charities being supported Workshops and coffee rnorning5 for the garden teams in each yearfs cohort Attendance at other events to represent PGB Ad hoc Ad hoc meetings are arranged Ivia Zoom) to discuss any emerging issues or risks as needed

PROJECT GIVING BACK | TRUSTEES’ REPORT

Any new trustees are appointed by the existing Board of Trustees for a term of three years. The Constitution provides for a maximum of 12 trustees and a minimum of 3. All trustees renewed their term for a further 3 years in 2025.

Through trustees’ meetings, the trustees agree on an annual basis the broad strategy and areas of activity of the charity, including consideration of grants, reserves and risk management. The Board also receives regular financial information for review and scrutiny. The day-to-day administration of grants and the processing and handling of grant applications is delegated to the management team who consult with the Board on a monthly basis.

The Board keeps the skill requirements of the trustees under review and in the event that a trustee were to permanently retire or additional trustees were required, the current Board of Trustees would consider potential candidates. No new trustees have been identified in the current period.

5.5 Risk management

The Board of Trustees holds overall responsibility for risk management. Key risks facing the charity are reviewed annually and maintained on a risk register, which is also revisited during strategy meetings and at other appropriate times. This approach is outlined in Project Giving Back’s Risk Management Policy, approved by the Board in October 2025.

Risks are assessed based on their likelihood and potential impact, including any associated financial consequences. Risks scoring highly are further evaluated to determine whether mitigating actions can be implemented, or whether the risk can be accepted within a tolerable threshold.

As the charity’s operations evolve and certain activities begin to wind down — such as the application and grantmaking processes — the overall risk profile of the organisation is reducing. This is occurring despite a challenging external economic environment for the wider charity sector. Project Giving Back benefits from a relatively secure source of funding and has conducted due diligence on charities receiving funding in 2026.

Looking ahead, ensuring a strong and lasting legacy for the charity’s work will become increasingly important. Reputational risk will therefore continue to be carefully considered as part of our risk management framework.

The major risks identified are:

Where possible, the trustees seek to mitigate the potential impact of these risks through oversight and controls.

PROJECT GIVING BACK | TRUSTEES’ REPORT

5.6 Related parties, managing independence and interests

The trustees acknowledge that Project Giving Back operates within the horticultural industry, where all four trustees have built their careers and, in some cases, continue to work or maintain connections with individuals or organisations that may have direct or indirect links to the charity. As such, the trustees recognise the potential for links to exist — either personally or professionally — with charities or garden designers who may apply for, and subsequently receive, grant funding.

This is recognised as a potential risk for Project Giving Back. The following measures are in place to maintain independence and mitigate any potential conflicts of interest:

All key personnel are required to complete an annual declaration of interests. These declarations are reviewed regularly by the CEO and trustees.
Project Giving Back invites guest panellists to participate in the grant application decision-making process to ensure a broader and more independent perspective.
Prior to each grant assessment process, panellists are provided with the list of applicants and asked to declare any personal or professional interests. Where an interest is declared, the individual is excluded from any discussions or decisions relating to that applicant.

Across the 52 gardens funded to date, PGB funding has resulted in 40 new designers having a garden at the show, 35 different landscaping companies have been involved in the construction of gardens, and over 75 nurseries and specialist growers have been used to source plants for the gardens.

Right: Katy Terry, garden designer for the ADHD Foundation Garden, signing a note on the Project Giving Back stand at RHS Chelsea 2025.

SECTION 6 Our people

6.1 Our team

Project Giving Back’s trustees consider the full Board, the CEO and the Finance & Compliance Director to be the key management personnel of the charity - in charge of directing and controlling the charity and running and operating the charity on a day-to-day basis.

The charity has a reliance on its CEO for the day-to-day running of the charity, and during her maternity leave in 2025 the Finance & Compliance Director covered this responsibility.

Project Giving Back adopts a very agile approach and as such operates with a relatively small team. They are supported effectively with a number of external partners who provide support on PR and communications, accounting, legal, and HR.

Finally, the photography used across our publications, website and social media channels is thanks to Britt Willoughby and Gary Morrisroe, and Matt Greenwell provides all videography services.

The Project Giving Back team on the tradestand at RHS Chelsea Flower Show May 2024 From L to R: Clare, Isabella, Elisa, Hattie, Chantelle and Jennie

PROJECT GIVING BACK | TRUSTEES’ REPORT

ISABELLA NUNES DA COSTA Project & Production Manager

With experience in project management, and having worked for a range of NGOs in the field of humanitarian

aid, Isabella saw Project Giving Back as an exciting opportunity to work directly with charities, supporting them to make the most of the experience and platform the RHS Chelsea Flower Show offers.

CHANTELLE BARTRUP Digital Content & Brand Manager

Chantelle is a digital marketer experienced in design, content strategy, and brand management. She joined PGB in April 2024 to help shape PGB’s digital and online presence, seeing it as a fantastic opportunity to work alongside charities and help tell their stories through carefully crafted social media content.

6.2 Our team

Project Giving Back’s trustees recognise the importance of training and developing both the team and all trustees to enhance the performance of a small group. There are a number of training opportunities available including:

Professional coaching: provided to members of the team developing their leadership, management and presentation skills
NCVO: as a member of NCVO PGB has access to resources and training modules
Charities Commission and other professional services updates: PGB makes use of the communications and briefings on compliance matters from the Charities Commission.

JENNIE SPEARS & CLARE JOHNSON Bloom PR

Jennie (left) and Clare have been working together for over 25 years, specialising in horticulture and charity

PR and communications projects. Having met when they both worked in-house managing PR campaigns for the RHS, and having both gained experience individually, they helped launch Project Giving Back in May 2021 and have supported the development of the charity, and the individual garden teams it has funded, since then.

No recruitment was undertaken in the year, with the team being very stable.

SECTION 7 Our grantmaking approach

7.1. Grantmaking policy

In 2025, Project Giving Back awarded grants through an open application process. As the majority of our expenditure is directed toward grantmaking, we take a number of steps to ensure that grants are awarded fairly and appropriately, and that funds are used effectively to deliver public benefit. Our Grantmaking Policy is reviewed annually by the Board of Trustees.

Expressions of interest were invited from UKbased charities and other eligible charitable organisations via our website. All submissions were initially screened and subject to due diligence reviews with support from professional services advisors. Subject to passing the necessary level of due diligence, they are reviewed by a panel comprising trustees, the CEO, and independent guest panellists. Shortlisted applicants were then asked to provide a written brief and mood board, and were subsequently invited to deliver an inperson presentation for final consideration. At the final presentation stage, applicants are judged based on a number of selection criteria.

This includes:

Message of the charity and communication plans
Concept and inspiration for the garden
Masterplan design
Planting plan
Relocation plan
Experience and professionalism
Commercial acumen and project management

These criteria are shared with applicants ahead the presentation, and feedback is offered to both successful and unsuccessful applicants so there is transparency around the grantmaking process.

TIMELINE

----- Start of picture text -----
Panel scores
presentations
Longlist created: and decide RHS Exhibit at
moodboards on successful application RHS press RHS Chelsea
invited applicants process launch Flower Show
Expressions Shortlist created: Grants are Contract Grant Relocation
of interest: invited to present awarded and budget payments of garden
concept design and charity subject to agreed made subject
message to panel RHS allocation with PGB to milestones
being met
52
----- End of picture text -----

PROJECT GIVING BACK | TRUSTEES’ REPORT

7.2. Grant conditions

We provide guidance to applicants and successful grantees about what PGB’s funding should and should not be used for. Our grantmaking policy and FAQs on our website make clear that charities can only be funded once, but designers can be funded more than once, subject to the quality of their application and relevance of their charity’s cause.

Project Giving Back’s grants can cover the design, build and logistics of creating a show garden at RHS Chelsea. We limit designer fees to 10% of the total budget, and require a minimum of 10% of the budget to be ringfenced for the relocation of the garden.

PGB funding does not cover any costs the designer or charity might incur that fall outside of the garden design and build parameters. This includes costs associated with: PR, marketing, entertainment costs, fundraising events, and show tickets.

Grantees are able to secure additional financial support to help cover any additional costs they might choose to incur as a result of being at the RHS Chelsea Flower Show, but any public recognition of additional financial supporters must be approved by Project Giving Back.

7.3. Grant management

Each successful grant applicant is required to prepare a budget breakdown and payment schedule which is then included in Project Giving Back’s Exhibitor Agreement. This is a tripartite agreement that covers the roles, responsibilities and conditions of funding. Within this agreement, there is a schedule that outlines the payment dates and the associated reporting milestone. Grantees are required to provide status updates on a monthly basis and, if a status update has not been provided, the subsequent grant payment can be withheld until the Project Giving Back team and trustees are satisfied that relevant progress and reporting requirements have been met.

PROJECT GIVING BACK | TRUSTEES’ REPORT

SECTION 8 Statement of trustees’ responsibilities

The trustees are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Under Charity law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources, including the income and expenditure, of the Charity for that period. In preparing these financial statements, the Trustees are required to:

select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charities SORP;
make judgments and estimates that are reasonable and prudent;
state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;
and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in business.

The Trustees are responsible for keeping proper accounting records that are sufficient to show and explain the Charity’s transactions and disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011 and the Charity (Accounts and Reports) Regulations 2008 and regulations made thereunder and the provisions of the trust deed. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

PROJECT GIVING BACK | TRUSTEES’ REPORT

SECTION 9 Independent auditors report to the Members of Project Giving Back

OPINION

We have audited the financial statements of Project Giving Back (the ‘charity’) for the year ended 31 May 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows, and the notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

give a true and fair view of the state of the charity’s affairs as at 31 May 2025 and of its income and expenditure for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the Charities Act 2011.

BASIS FOR OPINION

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

EMPHASIS OF MATTER – NOT A GOING CONCERN

We draw attention to the paragraph headed “Going Concern” in the accounting policies which explains that the financial statements have been prepared on a

non-going concern basis for the reasons explained in that paragraph. Our opinion is not modified in respect of this matter

OTHER INFORMATION

The other information comprises the information included in the Trustees’ Report and Financial Statements, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the Trustees’ Report and Financial Statements. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

sufficient accounting records have not been kept; or
the information given in the financial statements is inconsistent in any material respect with the Trustees’ Annual Report; or
the financial statements are not in agreement with the accounting records; or
we have not received all the information and explanations we require for our audit.

RESPONSIBILITIES OF TRUSTEES

PROJECT GIVING BACK | INDEPENDENT AUDITORS REPORT

As explained more fully in the Statement of Trustees’ Responsibilities on page 54, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non– compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below:

We obtained a general understanding of the charity’s legal and regulatory framework through enquiry of management in respect of their understanding of the relevant laws and regulations. We obtained an understanding of the charity’s policies and procedures in relation to compliance with relevant laws and regulations. We also drew on our existing understanding of charity regulation.

We understand that the charity complies with the framework through:

Updating operating procedures and internal controls as legal and regulatory requirements change;
Regular reviews of risk by management and the Trustees;
Approval by the Trustees of the grants awarded;
The Trustees’ close oversight through regular board meetings and compliance reporting.

In the context of the audit, we considered those laws and regulations which determine the form and content of the financial statements, which are central to the charity’s ability to conduct operations and where failure to comply could result in material penalties. We have identified the following laws and regulations as being of significance in the context of the charity:

FRS 102 and the requirements of the Statement of Recommended Practice Accounting and Reporting by Charities in respect of the preparation and presentation of the financial statements; and
Charity law and regulation.

We performed the following specific procedures to gain evidence about compliance with the significant laws and regulations above:

Making enquiries with management and a Trustee (as representative of the Trustees as a whole) as to the risks of non–compliance and any instances thereof;
Reading minutes of trustee meetings.

The senior statutory auditor led a discussion with senior members of the engagement team regarding the susceptibility of the charitable company’s financial statements to material misstatement, including how fraud might occur. The key areas identified as part of the discussion were:

Management override of control; and
Recovery of gift aid debtor

PROJECT GIVING BACK | TRUSTEES’ REPORT

The procedures carried out to gain evidence in the above areas included:

Testing of a sample of journal entries, selected through applying specific risk assessments based on the charity’s processes and controls surrounding journal entries; and
Review of the git aid recovered after the year end, a comparison of the prior year estimated gift aid with actual outcomes and current year estimates, and an assessment of the accuracy of the closing estimate.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

S&W AUDIT Onslow House Onslow Street Statutory Auditor Guildford Chartered Accountants GU1 4TL

S&W Audit is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

USE OF OUR REPORT

This report is made solely to the charity’s trustees as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

PROJECT GIVING BACK | FINANCIAL STATEMENTS

SECTION 10 Statement of financial activities

FOR THE YEAR ENDING 31 MAY, 2025

	Notes	Unrestricted	Unrestricted
		funds	funds
		Year ended	Year ended
		2025	2024
INCOME FROM:		£	£
Donations	1	5,206,000	6,826,750
Investments	2	58,866	36,122
		5,264,866	6,862,872
TOTAL
EXPENDITURE ON:
Raising funds Charitable activities	3	- (4,646,748)	(15,878) (6,506,376)
TOTAL		(4,646,748)	(6,522,254)
NET INCOME AND NET MOVEMENT IN FUNDS		618,118	340,618
RECONCILIATION OF FUNDS:
TOTAL FUNDS BROUGHT FORWARD		1,604,235	1,263,617
TOTAL FUNDS CARRIED FORWARD		2,222,353	1,604,235

PROJECT GIVING BACK | TRUSTEES’ REPORT

SECTION 11 Balance sheet

AS AT 31 MAY, 2025

	Notes	Unrestricted funds	Unrestricted funds
		2025	2024
CURRENT ASSETS		£	£
Debtors	8	1,572,501	1,774,300
Cash at bank and in hand		962,150	286,123
		2,534,651	2,060,423
CREDITORS:Amounts falling due within one year	9	(312,298)	(456,188)
NET CURRENT ASSETS AND NET ASSETS		2,222,353	1,604,235
RESERVES
Unrestricted funds	10	2,222,353	1,604,235
Total Funds		2,222,353	1,604,235

The financial statements on pages 58-70 were approved by the Board and authorised for issue on 10 December 2025 and are signed on its behalf by

Rosie Atkins

Chair, on behalf of Project Giving Back’s Trustees

PROJECT GIVING BACK | FINANCIAL STATEMENTS

SECTION 12 Statement of cash flows

FOR THE YEAR ENDING 31 MAY 2025

	Notes	Unrestricted funds	Unrestricted funds
		Year ended	Year ended
		2025	2024
		£	£
OPERATING ACTIVITIES			233,919
Cash generated from operations	14	676,027	~~233,919~~
INCREASE IN CASH AND CASH EQUIVALENTS IN THE PERIOD		676,027
			52,204
CASH AND CASH EQUIVALENTS AT THE START OF THE PERIOD		286,123
CASH AND CASH EQUIVALENTS AT THE END OF THE PERIOD		962,150	286,123

PROJECT GIVING BACK | TRUSTEES’ REPORT

SECTION 13 Accounting policies

FOR THE YEAR ENDING 31 MAY 2025

BASIS OF ACCOUNTING

The financial statements have been prepared under historical cost convention. The financial statements have been prepared in accordance with the Statement of Recommended Practice Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) second edition (effective 1 January 2019) and the Charities Act 2011. The financial statements have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a true and fair view. This departure has involved following the Statement of Recommended Practice for charities applying FRS 102 rather than the version of the Statement of Recommended Practice which is referred to in the Regulations but which has since been withdrawn.

The Charity constitutes a public benefit entity as defined by FRS 102.

FUNCTIONAL CURRENCY

The financial statements are presented in sterling which is also the functional currency of the Charity. Monetary amounts in these financial statements are rounded to the nearest £.

GOING CONCERN

The Trustees intend to wind down the charity after the RHS Chelsea Flower Show in 2026 and ultimately close the charity in 2027. Accordingly, these financial statements are prepared on a non-going concern basis.

There have been no adjustments made to these financial statements as a result of the application of the non-going concern basis, as the carrying values of the Charity’s assets reflect their realisable values, and the carrying value of the liabilities reflects their settlement values.

INCOME

Income is included in the statement of financial activities when the Charity is legally entitled to the income, there is sufficient probability of receipt, and the amount can be quantified with reasonable accuracy.

GIFT AID

Gift Aid is claimed on all eligible donations and is included within donations in the statement of financial activities. The initial Gift Aid estimate is recognised in line with the donation it relates to, with any adjustments to the estimate being recognised in subsequent accounting periods.

EXPENDITURE

Expenditure is recognised as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure on charitable activities comprises those costs incurred by the Charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. Irrecoverable VAT is charged against the expenditure heading for which it was incurred.

All costs are allocated between the expenditure categories of the Statement of Financial Activities on a basis designed to reflect the use of the resource. As there is only one charitable activity, all support and governance costs have been allocated against this activity. Governance costs comprise all costs involving the public accountability of the Charity and its compliance with regulation and good practice. These costs include costs relating to statutory audit, legal fees and trustee training. Cost of raising funds

PROJECT GIVING BACK | FINANCIAL STATEMENTS

comprises costs incurred in relation to activities that assist with raising donations.

GRANTS

Grants payable are agreed by the Trustees, as detailed in the Trustees’ Report. The liability is included in the accounts once a commitment has been made and communicated to the beneficiary and any performance commitments have been met.

Financial liabilities

Basic financial liabilities, which include trade creditors and accruals, are initially measured at the transaction price and are subsequently measured at amortised cost, being the transaction price less any amounts settled.

CASH AT BANK AND IN HAND

Cash and cash equivalents comprises cash held at bank.

RETIREMENT BENEFITS

Grants are awarded to charities in order to cover the costs of exhibiting a garden at the RHS Chelsea Flower Show and for the relocation and repurposing of the garden to its agreed location after the event. There are 3 grants sizes awarded and irrecoverable VAT is also included in the level of the grant award where this is applicable.

Garden costs include the portion of the grant that has been awarded to a charity in relation to the costs of creating a garden exhibit at the RHS Chelsea Flower Show.

Garden relocation costs relate to the portion of the grant awarded to a charity to fund the costs of relocating a garden to its permanent site. These amounts will be recognised in the financial period when the relocation has been substantially completed which usually occurs in the period following the presentation of the garden at the RHS Chelsea Flower Show.

FUNDS

Unrestricted funds are income receivable or generated for the objects of the Charity without further specified purpose. There are no restricted or designated funds.

FINANCIAL INSTRUMENTS

Financial instruments are classified and accounted for according to the substance of the contractual arrangement as financial assets or financial liabilities.

For defined contribution schemes the amount charged to profit or loss are the contributions payable in the period. Differences between contributions payable in the period and contributions actually paid are shown as either accruals or prepayments.

CRITICAL ACCOUNTING ESTIMATES AND AREAS OF JUDGEMENT

In the application of the Charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised.

The trustees have estimated the Gift Aid that will be recoverable on the donations received in the year; the Gift Aid debtor as at the year end is £1,152,000 (2024: £1,451,750). Any variation in the percentage recoverable will have a corresponding impact on the debtor and on donated income.

Financial assets

Basic financial assets, which include accrued income, are initially measured at the transaction price and are subsequently measured at amortised cost, being the transaction price less any amounts settled and any impairment losses.

PROJECT GIVING BACK | TRUSTEES’ REPORT

SECTION 14 Notes to the financial statements

FOR THE YEAR ENDING 31 MAY 2025

1	INCOME FROM DONATIONS	Unrestricted funds	Unrestricted funds
		Year ended 2025	Year ended 2024
		£	£
	Donations	5,206,000	6,826,750
		5,206,000	6,826,750

		Unrestricted funds	Unrestricted funds
		Year ended 2025	Year ended 2024
2	INCOME FROM INVESTMENTS
		£	£
	Other interest	58,866	36,122
		58,866	36,122

PROJECT GIVING BACK | FINANCIAL STATEMENTS

3 EXPENDITURE ON CHARITABLE ACTIVITIES

	Unrestricted funds	Unrestricted funds	Unrestricted funds	Unrestricted funds
	Year ended 2025		Year ended 2024
		£		£
Grants (see note 4)	3,390,340		4,906,067
Other direct costs	768,458		1,085,789
Support costs	487,950		514,520
	4,646,748		6,506,376

	Unrestricted funds		Unrestricted funds
Support costs include the following:
	Year ended 2025		Year ended 2024
	£		£
Finance and administration	217,245		244,631
Communications and marketing	50,660		73,996
Consulting	-		5,152
Staff costs	129,584		60,025
Professional fees	22,089		24,816
Governance costs	68,372		24,816
	487,950		514,520

	Unrestricted funds		Unrestricted funds
Fees payable to the auditor, S&W Audit and its associates,	Year ended		14-month
in respect of both audit and non–audit services are as	2025		period ended
follows:	£		2024
			£
Statutory Audit of accounts (included within governance)	33,942		31,371
Other non–audit services (included within support or	15,764		44,382
direct costs)
	49,706		75,753

PROJECT GIVING BACK | TRUSTEES’ REPORT

ANALYSIS OF GRANTS PAYABLE	Total	Total
(UNRESTRICTED FUNDS)	Commitment 2025	Commitment 2024
2024 Garden costs:	£	£
Bowel Research UK	-	84,000
Freedom From Torture	-	342,000
Muscular Dystrophy Group of Great Britain & Northern Ireland	-	530,160
The National Autistic Society	-	511,038
The National Garden Scheme	-	540,000
The Panathlon Foundation Limited	-	81,839
Planet Good Earth CIC	-	84,000
Pulp Friction Smoothie Bar CIO		88,622
Size of Wales	-	85,000
The Parochial Church Council of the Ecclesiastical Parish of St	-	444,000
James, Westminster
Stroke Association	-	418,230
Sue Ryder	-	82,021
The Terrence Higgins Trust	-	444,000
WaterAid	-	540,000
World Child Cancer UK	-	286,800
2025 Garden costs:
ADHD Foundation	87,498	-
Hospice UK	540,000	-
Hospitalfield Trust	370,938	-
King’s Trust	541,200	-
Down’s Syndrome Scotland	323,598	-
Pathway	324,001	-
Royal Society of Wildlife Trusts	91,200	-
Seawilding	89,349	-
Songbird Survival	86,190	-
Growing for Good CIC (trading as The Glasshouse)	540,000	-
Total	2,993,974	4,561,710
2023 Relocation costs	71,420	332,357
2024 Garden costs	(3,723)	-
2024 Relocation costs	328,669	12,000
Total grants recognised in the period (note 3)	3,390,340	4,906,067

PROJECT GIVING BACK | FINANCIAL STATEMENTS

(UNRESTRICTED FUNDS) (CONTINUED)

	2025	2024
	£	£
Grants awarded in the year:
2025 garden costs	2,993,974	4,561,710
2024 garden cost adjustment	(3,723)	-
Relocation costs of 2025 gardens	356,802	533,976
	3,347,053	5,095,686
Commitments at 1 June	604,896	416,296
Settled in the year	(3,390,340)	(4,906,067)
Adjustments to commitments in the year	18,268	(1,019)
Commitments as at 31 May 2025	579,877	604,896
Analysed as:
2023 gardens	-	82,920
2024 gardens	223,075	521,976
2025 gardens	356,802	-
	579,877	604,896

5

STAFF COSTS	Year ended	Year ended
	2025	2024
	£	£
Salaries and wages	280,030	167,372
Social security costs	25,691	13,429
Pension costs	4,698	2,925
	310,419	183,726

There were 4 (2024: 3) employees during the period.

PROJECT GIVING BACK | TRUSTEES’ REPORT

REMUNERATION OF KEY MANAGEMENT PERSONNEL
The key management personnel of the Charity comprise of the Chief
Executive Officer, Finance and Compliance Director and Trustees. The
total employment benefits of the key management personnel of the
Charity were £209,239 (2024: £112,656) which consists of salary, national
insurance and pension costs.
The number of employees whose total employee benefits exceeded
£60,000 during the period for the Charity were:
£90,001 - £100,000
£100,001 - £110,000
£110,001 - £120,000

2024
Number
2025
Number
1
-
1
2
-
1
-
1

The Trustees did not receive any remuneration in the period.

During the period, 3 (2024: 3) Trustees were reimbursed expenses of £4,831 (2024: £7,811). These costs related to travel and other out of pocket expenses.

7 RETIREMENT BENEFIT SCHEME

The Charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the Charity in an independently administered fund.

The employer’s pension costs charged to the Statement of Financial Activities during the period amounted to £4,698 (2024: £2,925).

8

DEBTORS Prepayments and accrued income Other debtors	2025 £ 1,569,824 2,677 1,572,501	2024 £ 1,751,283 23,017 1,774,300

Included within accrued income are balances of £1,152,000 (2024: £1,451,750) relating to Gift Aid.

PROJECT GIVING BACK | FINANCIAL STATEMENTS

9 CREDITORS:Amounts falling due within one year Trade creditors Accruals Other tax and social security	2024 £ 53,079 400,568 2,541 456,188 2025 £ 192,000 120,298 - 312,298

FUNDS Unrestricted funds Total funds 10 Unrestricted funds Total funds	At 1 June 2024 £ 1,604,235 1,604,235 At 1 June 2023 £ 1,263,617 1,263,617	At 31 May 2025 £ Expenditure £ Income £ 5,264,866 5,264,866 (4,646,748) (4,646,748) 2,222,353 2,222,353 At 31 May 2024 £ Expenditure £ Income £ 6,862,872 6,862,872 (6,522,254) (6,522,254) 1,604,235 1,604,235

ANALYSIS OF NET ASSETS BETWEEN FUNDS	Unrestricted Funds	Unrestricted Funds
	As at 31 May	As at 31 May
	2025	2024
	£	£
Current assets	2,534,651	2,060,423
Current liabilities	(312,298)	(456,188)
	2,222,353	1,604,235

PROJECT GIVING BACK | TRUSTEES’ REPORT

RELATED PARTY TRANSACTIONS

Charlie Hawkes Limited, a company controlled by a connected party of Mark Fane, partnered with the National Brain Appeal charity, was awarded a grant to supply services to exhibit at the 2023 RHS Chelsea Flower Show. Project Giving Back paid £nil (2024: £25,546) directly to Charlie Hawkes Limited in lieu of paying the grant directly to the participating charity for the contracted services. No balance was outstanding at the period end (2024: £nil).

13 TAXATION

The Charity is exempt from tax on income and gains under sections 466 to 493 of the Corporation Tax Act 2010 to the extent that these are applied to its charitable objects.

RECONCILIATION OF NET INCOME TO NET CASH GENERATED FROM OPERATIONS 14 NET INCOME FOR THE REPORTING PERIOD Decrease in debtors (Decrease) in creditors NET CASH GENERATED BY OPERATIONS	2025 £ 618,118 201,799 (143,890) 676,027	2024 £ 340,618 3,453 (110,152)
		233,919

ANALYSIS OF CHANGES IN CASH AT BANK AND IN HAND 15 Cash at bank and in hand As	As Cashflow £ 676,027 676,027 at 31 May 2024 £ 286,123 286,123	at 31 May 2025 £ 962,150
		962,150

SECTION 15 Administrative details

TRUSTEES

Rosie Atkins (Chair) (appointed 31 March 2022) Mark William Fane (appointed 31 March 2022) Alexandra Denman (appointed 31 March 2022) Arne Jens Maynard (appointed 31 March 2022)

Day-to-day management of the charity is delegated to the Project Giving Back team, with Harriet (Hattie) Ghaui as Chief Executive Officer (Appointed 3 October 2022), and Elisa Davies as Finance & Compliance Director (Appointed 8 January 2024).

REGISTERED AUDITOR CHARITY S&W audit (formerly CLA NUMBER Evelyn Partners Limited) 1198478 Onslow House Onslow Street Guildford GU1 4TL

REGISTERED OFFICE

BANK

6 Floor, 25 Farringdon Street HSBC UK Bank plc. London 1 Centenary Square, EC4A 4AB Birmingham B1 1HQ

ACCOUNTING

& BOOKKEEPING

RSM UK Group LLP 25 Farringdon Street London EC4A 4AB

LAW FIRM

Baker McKenzie LLP 100 New Bridge Street London EC4V 6JA

----- Start of picture text -----
PROJECT GIVING BACK | TRUSTEES’ REPORT
The Songbird Survival Garden at the RHS Chelsea
Flower Show 2025.
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CHARITY NUMBER: 1198478