NNOAL REP
2024-25
RT
## CONTENTS
||CONTENTS||
|---|---|---|
||A NOTE FROM OUR FOUNDER|4|
||A NOTE FROM OUR CHAIR AND CEO|5|
||HIGHLIGHTS FROM OUR YOUTH ADVISORY BOARD|6|
||OUR VISION|8|
|DRIVING CHANGE|OUR MISSION
MISSION 44 IN NUMBERS
THE CHALLENGE|9
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||OUR PRIORITIES|14|
||OUR IMPACT MODEL|15|
||WHO WE FUNDED|16|
||2024/25 PARTNER SURVEY RESULTS|18|
||OUR COMMISSIONED RESEARCH|20|
||PUBLIC FIRST POLLING|22|
||WHO’S LOSING LEARNING?|23|
|NOTHING HAPPENS IN ISOLATION|24||
|---|---|---|
|PROGRAMME HIGHLIGHTS|28||
|OUR YOUTH ADVISORY BOARD|40||
|INCLUSION IN MOTORSPORT|42||
|CORPORATE PARTNERSHIP HIGHLIGHTS
FUNDRAISING HIGHLIGHT
OUR FUNDRAISING STRATEGY|44
48
49|DRIVING CHANGE|
|OUR INCLUSIVE CULTURE|50||
|THANK YOU TO ALL OF OUR SUPPORTERS|52||
|CHARITY OVERVIEW|53||
|FINANCIAL REVIEW|54||
|STRUCTURE, MANAGEMENT & GOVERNANCE|56||
|INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF MISSION 44|62||
|FINANCIAL STATEMENTS|63||
|||3|
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## A NOTE FROM OUR FOUNDER
From day one, we have known that for Mission 44 to have a lasting impact, we need to think big. We need to take collective action. And we need to inspire those in positions of power to play their part in building a more inclusive future.
Seeing so many organisations in the room determined to take action made me feel so energised and optimistic as we expand our reach and continue to grow.
Throughout the year, we had the pleasure positions of power to play their part of connecting with many young people in building a more inclusive future. around the world who dream of a career in STEM. From our motorsport scholarship recipients at Silverstone to the young Mission 44’s big thinking in 2024 took groups at our Miami and Austin Grand Prix us all the way to 10 Downing Street, to events, I am constantly amazed by the drive the United States, and beyond, as we and determination of all the young people continued to spread our message and drive I meet, and grateful to see more and more change for young people. incredible partners opening doors for them. Our meeting with the UK Prime Minister You are only young once, and it only takes
Our meeting with the UK Prime Minister earlier this year was the result of a powerful ongoing campaign we began in 2024 to make education more inclusive for young people across England – and that meeting led to a government pledge to take action. For far too many young people, school is full of hurdles that are impossible to overcome.
You are only young once, and it only takes one person to believe in you to set you on the road to success. Teachers, mentors and employers everywhere have the power to transform lives – we are here to champion them, so they can do the same for young people.
Thank you to each and every person who works with and for Mission 44. You are playing your part in creating a fairer, more inclusive, more compassionate world. And to any young person reading this, keep
We have a vision of a more inclusive system and are working hard to make that vision a reality. We are hopeful that this pledge will be a part of that movement.
believing in yourself – and know that we’ve got your back.
After years of successfully collaborating with F1, Mission 44 proudly made our partnership official in 2024, and brought together industry leaders at an event designed to formally address inclusion.
## _**Sir Lewis Hamilton**_
## A NOTE FROM OUR CHAIR AND CEO
In November 2024, we launched our first-ever public policy campaign, Nothing Happens In Isolation. A pivotal moment for Mission 44, the campaign called for urgent, coordinated action to build an inclusive education system where every child feels safe, heard, and able to thrive. Our campaign ultimately opened the door to 10 Downing Street, where we met with the UK Prime Minister and Secretary of State for Education. As a result, the government pledged to take action on education reform, and we will continue to keep the pressure on and hold them to account.
The last year continued to be a challenging one for too many young people, with just one in four UK students feeling they belong in school, child poverty a pressing issue, and the most vulnerable students around the world being left behind, unable to access the education they deserve, aspire to a great career, and achieve the life they want.
Despite these challenges, we’re proud that Mission 44, along with our brilliant partners and inspirational young people, has been able to make significant progress in our pursuit of a fairer future
for all. There was much to celebrate in
Internally, we have welcomed new colleagues and trustees who have enabled us to deepen our presence in the US and further embed inclusion into our organisation. Mission 44’s diverse and determined team is a source of great pride to us, and we would like to thank every member, along with our young advisors, trustees and partners, and our founder, Sir Lewis Hamilton, for all their hard work and dedication this year. We also wish to extend a huge, heartfelt thank you to our supporters for backing our mission and making all of this possible.
our third year of operation. Through our collaborative work, the voices of young people grew louder, the collective efforts of our partners grew stronger, and our reach grew further.
The momentum is truly building. We’re evolving our approach and, together with our collaborators, sparking action. More STEM employers are now backing our mission than ever, dedicating their funds and resources to diversifying an industry that has the power to transform young lives. On the pages that follow, you will see a snapshot of many impactful initiatives creating opportunities for young people around the world.
_**Mark Hamlin,** Chair_ _**Jason Arthur,** CEO_
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## HIGHLIGHTS FROM OUR YOUTH ADVISORY BOARD
‘Working in ‘Recognising collaboration with Mission 44’s our partners and journey and vision seeing young people for the future at our advocating for a Reimagining the better world, and Future gala. ’ leading change in their communities. ’ LOUIS
LOUIS
NEISHA
‘Heading to Silverstone for the first time with the team and celebrating the success of our Motorsport scholars. ’ JOHNAL
‘The collaborative process of turning our vision into concrete action, methodically mapping out how we can create the change we want to see. ’
JOSHUA
‘Speaking in front of 200 guests at our gala. I left feeling seen, inspired, and proud to be part of a movement dedicated to empowering youth. ’
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SAFA
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‘Being a part of the Learning and Evaluation team, unpicking our approach to designing the Youth Empowerment Programme. ’ BUKUNMI
‘Welcoming a fourth member to the Impact Committee, furthering Mission 44’s commitment to intergenerational grantmaking. ’
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MICHAEL
DRIVING CHANGE
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‘Working on the Youth Empowerment Programme has given me the agency to explore unique areas where we can make a difference for marginalised young people. ’
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JADA
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## OUR VISION
TO BUILD A FAIRER, MORE INCLUSIVE FUTURE FOR YOUNG PEOPLE AROUND THE WORLD
## OUR MISSION
WE DRIVE CHANGE SO THAT EVERY YOUNG PERSON CAN THRIVE IN SCHOOL AND ACCESS GREAT CAREERS IN STEM
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## MISSION 44 IN NUMBERS
## A SNAPSHOT OF OUR ORGANISATION’S IMPACT TO DATE
£8M8M 43 awarded in grants partnerships established in the UK, US and Brazil
550K £8M8M young people supported awarded in grants through our partnerships 94% 51% of partners said working with us of partners led by improved their effectiveness people of colour
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## THE CHALLENGE
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DRIVING CHANGE
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EDUCATION DOES NOT SUPPORT ALL YOUNG PEOPLE TO THRIVE
In the UK, only UK 15-year-olds have the 1 IN 4 LOWEST **students feel like they belong** in **average life satisfaction in Europe** school ‘every day’ _(PISA, 2022) (Department for Education, 2024)_ 39% HALF of pupils said they **felt safe at school** of young people leave school every day in the past week **unprepared for work** _(Department for Education, 2024) (IPPR, 2025)_ Disadvantaged pupils in the UK are 19 MONTHS LESS THAN HALF **behind** their peers by the end of of students globally **feel as though** secondary school **they belong** at school _(Education Policy Institute, 2024) (Programme for International Student Assessment, 2022)_
## ACCESS TO CAREERS IN STEM AND MOTORSPORT IS UNEQUAL
In England, disadvantaged students are 44% LESS LIKELY
15 MILLION
**students** live in US households **without broadband internet** or a suitable learning device _(Pew, 2023)_
**to progress** to advanced STEM studies compared to their more advantaged peers _(EPI, 2024)_
**Women** make up just 29% **of the global STEM workforce** _(World Bank, 2024)_
Those from higher social grades are 25% MORE LIKELY to be interested in STEM jobs than those from lower social grades _(Mission 44 Opinium survey, 2024)_
In the UK, fewer than 1% **of professional motorsport engineers are Black**
_(Hamilton Commission, 2021)_
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## OUR PRIORITIES
We believe in the power of education and employment to transform lives – and we know we must create _systemic change_ in these areas for all young people to thrive. Every young person, no matter what their background, should have the opportunity to thrive in school and access a great career. And every young person should feel empowered to create the fairer future they deserve.
INCLUSIVE EDUCATION
Build an inclusive education system in which every young person is supported to succeed
Create opportunities for young people to pursue great careers in STEM and motorsport
STEM EMPLOYMENT
Empower young people to take action and shape the world they live in
YOUTH EMPOWERMENT
## OUR IMPACT MODEL
At Mission 44, we seek out the most effective initiatives, so we can expand their reach, understand what works, and influence society’s leaders to drive greater change.
IN ORGANISATIONS WITH SYSTEM-CHANGING INVEST POTENTIAL OUR PARTNERS TO SHARE LEARNINGS CONNECT AND COLLABORATE FOR CHANGE DOMESTICALLY AND STORY TELL ON A CAMPAIGN GLOBAL SCALE
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DRIVING CHANGE
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## WHO WE FUNDED
Oasis Community Partnerships CEAP – Professionalizing Educational Assistance Center Power the Fight Code2College Rekindle Gender Action Thomas Coram Foundation for Children Driven By Us The Traveller Movement Motorsport UK The National Foundation for North Hertfordshire College Educational Research in Peregum Black Reference Institute England and Wales Royal Academy of Engineering Stevenage Borough Council STEM EMPLOYMENT upReach Ação Educativa
## INCLUSIVE EDUCATION
Aspiring Heads Being Luminary The Black Curriculum Black Equity Organisation CAPE Tuition & Mentoring Centre For Young Lives Chartered College of Teaching Chiltern Learning Trust
Class 13
Coop Academies Trust The Difference Milk Honey Bees
YOUTH EMPOWERMENT
Ann Richards Young Women’s Leadership Network Association For Black & Minority Ethnic Engineers
The Advocacy Academy The Felix Project Fair Education Alliance My Life My Say
Mindful Equity UK Partnership
Black Women in Science Network Partnership National Institute Bradford College of Teaching Casa Amarela Now Teach
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## 2024/25 PARTNER SURVEY RESULTS
## AREAS FOR IMPROVEMENT
79%
felt our reporting was proportionate. However, we know that for smaller organisations, the frequency can be overwhelming, so we’re looking to tailor our approach in future.
Our 2025 survey was completed by **19 partners** . While this means the results may not fully represent the views of all partners, they still offer valuable insights that can inform our grantmaking approach.
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IMPROVING IMPACT
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94%
said partnering with us improved the effectiveness of their organisation
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TRANSPARENCY
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EVALUATING WORK 100% YOUTH ENGAGEMENT felt they could be open 90% with Mission 44 staff about successes and 84% said partnering with us challenges said partnering with us helped them learn where increased awareness of they could enhance their work their impact
100%
said partnering with us helped them learn where they could enhance their impact
COLLABORATION COMMUNICATION 95% felt Mission 44 is 89% collaborative and said our proposal genuinely values their and assessment expertise and experience processes were clearly communicated
61%
79%
said they benefited from access to networks in the Mission 44 ecosystem. As a funder with a bird’seye view, we are keen to facilitate opportunities for more collaboration.
felt they had clear communications guidance. However, we’re committed to amplifying our partners’ stories and will refine our processes to make this as easy as possible.
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DRIVING CHANGE
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OUR
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DRIVING CHANGE
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COMMISSIONED RESEARCH
These two important pieces of research paved the way for Mission 44’s first-ever public policy campaign, ‘Nothing Happens in Isolation’ (covered in detail on page 24).
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## PUBLIC FIRST POLLING
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1,096
1,008 ADULTS
13-19
YEAR OLDS
INCLUDING 663
675 PARENTS TEACHERS
DRIVING CHANGE
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## THE PARTICIPANTS ACROSS ENGLAND
Following the release of figures showing school exclusions in England had reached record levels, and that children the most at risk are those from vulnerable backgrounds, Mission 44 took action. We commissioned Public First to conduct three nationally representative polls. 1,008 adults, 663 teachers and 1,096 13–19-year-olds took the time to share their honest views on exclusions – and the results were enlightening.
## KEY FINDINGS
Behaviour is widely seen to be a serious issue in schools
Teachers almost universally agree that pupils at risk of exclusion can be identified early
There is widespread agreement that reducing exclusions should focus on tackling the causes of poor behaviour
There is widespread support for better Alternative Provision
Our polling revealed a desire for more to be done upstream; better Special Educational Needs and Disabilities (SEND) support, more investment in schools, and interventions such as mentoring to ensure young people have the support they need.
## WHO’S LOSING LEARNING?
## KEY FINDINGS
Schools cannot give children the opportunities they deserve if they are not in lessons
The children losing the most learning are those facing the greatest challenges in their lives.
Suspensions and permanent exclusions have grown by one-third in a single year Lost learning perpetuates cycles of disadvantage and stifles economic growth
To turn the tide, the education system must evolve. Our report set out recommendations for national government, local authorities, trusts and schools which, if delivered, would see a measurable improvement in inclusion. It also informed our campaign, which you can read about on the next page.
Powered by
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## CAMPAIGN HIGHLIGHT
NOTHING HAPPENS IN ISOLATION
Over the last three years, Mission 44 has invested in a number of interventions that support young people facing exclusion. After seeing first-hand the positive impact our partners can create, we collaborated with them to get a deeper understanding of the complexity of the issue of exclusion, and to determine how it could be addressed on a bigger scale.
In November 2024, this collaboration, powered by our newly released research (see p23), culminated in Mission 44 delivering our first public policy campaign, ‘Nothing Happens in Isolation’. The campaign put into sharp focus the UK’s record-high school exclusions, which limit children’s futures and fail to tackle root causes such as unmet special needs, mental health issues, discrimination, and socioeconomic challenges.
Backed by overwhelming evidence and the support of 31 sector leaders, Mission 44 published a joint statement calling for urgent government action.
This led Sir Lewis Hamilton and the Mission 44 team to 10 Downing Street in June 2025, for a roundtable discussion that resulted in a commitment to deliver on our first three recommendations.
From March 2025 onwards, Mission 44, in partnership with the Centre for Young Lives, then delivered a series of events across the UK, bringing together educators, academy trusts, local authorities, policymakers, funders, community organisations and young people, to explore what practical action can be taken to reduce lost learning, and share best practice.
## THE STATS BEHIND THE CAMPAIGN
In 2022/23:
Permanently excluded children are:
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10.9K
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5X
exclusions
more likely to have special educational needs
955K
5.5X
suspensions
more likely to be eligible for Free School Meals
34M
17X
days of learning lost
more likely to have a mental health issue
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## GOVERNMENT COMMITMENTS
Mission 44 recommended four key priority areas of work to tackle exclusions, along with 13 policy recommendations. So far, the UK Government has pledged to deliver on the following:
- **1** National framework for inclusion in schools
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Annual national student experience survey
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**3**
Targeted funding for an inclusive workforce
## IMPACT HIGHLIGHT
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DRIVING CHANGE
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80% of partners involved in the campaign said it **boosted awareness** of their work
This groundbreaking campaign raised awareness of the need for inclusion initiatives like those funded by Mission 44. Read some examples of the important work our partners in education are undertaking on the next page.
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## PROGRAMME HIGHLIGHTS
The following pages showcase some of our most impactful programmes of the year and demonstrate the transformative power of organisational collaboration.
INCLUSIVE EDUCATION STEM EMPLOYMENT YOUTH EMPOWERMENT
Building an inclusive education system in which every young person is supported to succeed
Creating opportunities for young people to pursue great careers in STEM and motorsport
Empowering young people to take action and shape the world they live in
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DRIVING CHANGE
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Building an inclusive education system in which every young person is supported to succeed
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INCLUSIVE EDUCATION
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ROMA COMMUNITY LINKS
WITH CO-OP ACADEMIES TRUST
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## PROMOTING INCLUSION WITHIN AND BEYOND THE SCHOOL GATES
Co-op Academies Trust is a Multi-Academy Trust in England that aims to give students the skills and experiences they need to succeed, no matter where they come from.
With Mission 44’s support in 2024/25, the Trust was able to introduce a community links programme between schools and the Roma community, employing Roma Community Liaison Officers in Leeds and Bradford. It also developed internal Alternative Provision spaces, and is working with schools on a Roma charter and Roma student apprenticeship routes. Young people from Co-op Academies Trust also proudly represented the initiative at Mission 44’s 10 Downing Street roundtable discussion.
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IMPACT HIGHLIGHT
Over the past year,
suspensions for
the Trust’s Roma
population reduced by
20%
‘With Mission 44’s support,
we’ve been able to diversify
our curriculum to support our
Roma pupils better and help our
Roma families feel a better sense
of belonging. ’
PHILIPPA SADGROVE,
DIRECTOR OF BEHAVIOUR
AND ATTENDANCE
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DRIVING CHANGE
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Building an inclusive education system in which every young person is supported to succeed
INCLUSIVE EDUCATION
##
## H.E.R SPACE WITH MILK HONEY BEES PROVIDING PERSONALISED SUPPORT FOR VULNERABLE LEARNERS
Milk Honey Bees is a London-based creative and expressive safe space for Black girls to flourish and put Healing, Empowerment and Resilience (H.E.R) first.
Using funding from Mission 44 in 2024/25, Milk Honey Bees was able to expand and strengthen its H.E.R Space programme, doubling the number of schools it works with, to support Black girls who have experienced exclusion or are at risk of exclusion.
‘Due to Mission 44’s support, we’ve been able to reach more Black girls, with 70% reporting improved behaviour in school. ’
EBINEHITA IYERE, MILK HONEY BEES FOUNDER
## IMPACT HIGHLIGHT
## **At South Bank University Academy**
83% WERE TAKEN OFF REPORT
and faced fewer sanctions as a result of improved behaviour
Building an inclusive education system in which every young person is supported to succeed
## INCLUSIVE EDUCATION
INCREASING DIVERSITY IN ITT WITH CHARTERED COLLEGE OF TEACHING, CHILTERN LEARNING TRUST AND BEING LUMINARY
## CREATING A MORE DIVERSE EDUCATOR WORKFORCE
Working as a consortium powered by Mission 44’s Diversity in Education Fund, the Chartered College of Teaching, Chiltern Learning Trust and Being Luminary have created a project to break down the systemic barriers that ethnic minority trainee teachers face throughout the Initial Teacher Training (ITT) journey – from application to Qualified Teacher Status.
With Mission 44’s support in 2024/25,
the consortium launched a national coaching programme for school-centred ITT providers, developed an inclusive online training programme for 1,000 teachers and school placement staff per year, and will be funding 100 chartered teachers through accreditation, supporting their professional development as inclusive educators.
‘Mission 44’s investment and structured support have enabled us to build the infrastructure for long-term, systemic change in the teaching profession. ’
YAMINA BIBI, PROJECT MANAGER
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DRIVING CHANGE
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## IMPACT HIGHLIGHT
**Inclusivity coaching reached 10 school-centred ITT providers across England, covering**
900 790
SCHOOL SCHOOLS PLACEMENTS ACROSS
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Creating opportunities for young people to pursue great careers in STEM and motorsport
STEM EMPLOYMENT
## IMPACT HIGHLIGHT
## MSC MOTORSPORT SCHOLARSHIPS WITH THE ROYAL ACADEMY OF ENGINEERING
## INCREASING DIVERSITY IN THE MOTORSPORT WORKFORCE Now in its second year, Mission 44’s scholarship
Now in its second year, Mission 44’s scholarship programme was created in response to a key recommendation of The Hamilton Commission – a report launched by Sir Lewis Hamilton to tackle underrepresentation in motorsport.
During the 2024/25 period, eight new students were awarded scholarships. All are from Black or mixed Black backgrounds, three are women and five are from a lower socioeconomic background. Each received a £28,000 grant as well as career development support.
At the British Grand Prix in July 2024, the scholarship’s first cohort was invited to meet
Lewis, enjoy an exclusive behind-the-scenes tour and industry networking lunch, and celebrate the launch of Mission 44’s formal collaboration with Formula 1 (see page 42).
‘I always watched Formula 1 on TV and wondered, where are the Black girls? Now, thanks to Mission 44, I know they’re there. I’ve met them, and it’s empowering. I know if they can make it, I can, too. ’
GERREN, MSC MOTORSPORT SCHOLARSHIP STUDENT
## IMPACT HIGHLIGHT
In November 2024, our second cohort of scholars was officially welcomed at a special event hosted by Channel 4 F1 television presenter Ariana Bravo. Held at the Formula 1 Exhibition in London, the event was attended by industry leaders from Formula 1 and Mercedes-AMG Petronas F1 Team.
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Creating opportunities for young people to pursue great careers in STEM and motorsport
Creating opportunities for young people to pursue great careers in STEM and motorsport
## STEM EMPLOYMENT
## STEM WORKSHOPS WITH THE ASSOCIATION FOR BLACK ENGINEERS (AFBE)
## INSPIRING UNDERREPRESENTED STUDENTS TO PURSUE CAREERS IN STEM
This programme aims to inspire and support ethnic minority and economically disadvantaged students, girls and women in pursuing careers in motorsport through STEM education.
With Mission 44’s backing in 2024/25, the AFBE was able to deliver a 10-week series of talks and hands-on workshops at schools in Edinburgh and Birmingham. Delivered by industry experts and academics, these sessions brought to life topics including project management, problem solving, car handling and aerodynamics.
‘This experience has ignited a passion in many of our pupils, opening their eyes to possibilities they never considered before. ’
LEAD PROGRAMME TEACHER, BIRMINGHAM
## IMPACT HIGHLIGHT
## **Students’ reported interest in studying STEM increased**
80%
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55%
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## STEM EMPLOYMENT
## MOTORSPORT CAREER EVENTS WITH UPREACH
## RAISING AWARENESS OF MOTORSPORT CAREERS AMONGST ECONOMICALLY DISADVANTAGED STUDENTS
Working in partnership with leading employers and universities, upReach delivers personalised support to 3,000 UK students from lower socio-economic backgrounds, so they can access top graduate jobs.
With Mission 44’s funding in 2024/25, upReach was able to introduce a specialist Motorsports programme designed to break down barriers to access by combining real-world immersion, targeted coaching, and community support for students who might never otherwise see themselves working in the industry.
‘It really is a programme that helps you build your confidence. There’s a big focus on self-reflection and understanding your career strengths. ’
ASAR, LOUGHBOROUGH UNIVERSITY AUTOMOTIVE ENGINEERING STUDENT
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DRIVING CHANGE
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## IMPACT HIGHLIGHT
**Up to January 2025, the programme reached**
135 117
UK ENGINEERING FROM ETHNIC AND TECHNOLOGY MINORITY UNDERGRADUATES, BACKGROUNDS INCLUDING
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Empowering young people to take action and shape the world they live in
YOUTH EMPOWERMENT
## GIVE AN X CAMPAIGN WITH MY LIFE MY SAY
## ENCOURAGING YOUNG PEOPLE TO PARTICIPATE IN DEMOCRACY
My Life My Say is a youth-led, non-partisan movement on a mission to encourage young people to participate in democracy and get every single young person voting. Mission 44’s funding supported the organisation’s campaign to encourage young people to vote ahead of the 2024 UK General Election.
Mission 44’s funding supported the organisation’s campaign to encourage young people to vote ahead of the 2024 UK General Election. Our funding also allowed My Life My Say to professionalise its Squad programme, which trains skilled young leaders from underrepresented groups to engage in the political system and shape policy initiatives at a local, regional and national level.
‘What’s particularly special is the synergy between our Squad leaders and Mission 44’s Youth Advisory Board. Mission 44 haven’t just funded our work, they walk alongside us, and that makes all the difference. ’
DAN LAWES, MY LIFE MY SAY CO-CEO
## IMPACT HIGHLIGHT
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488,000
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## YOUNG PEOPLE
**registered to vote as a direct result of the campaign**
Empowering young people to take action and shape the world they live in
## YOUTH EMPOWERMENT
## FAIR EDUCATION YOUTH SUMMIT WITH THE FAIR EDUCATION ALLIANCE EMPOWERING YOUNG PEOPLE TO INFLUENCE EDUCATION POLICY
The Fair Education Alliance (FEA) is a coalition of organisations aiming to tackle inequality in the education system, with the vision that no child’s success is limited by their socioeconomic background.
In 2024, with Mission 44’s support and in collaboration with our Youth Advisory Board, the FEA delivered its biggest-ever Fair Education Youth Summit. Attended by 166 young people from 72 like-minded organisations, this event successfully attracted 40 expert speakers and facilitated roundtable discussions. Guests included MPs and representatives from the Department for Education, the Department for Digital, Culture, Media and Sport, Ofsted, and the Children’s Commissioner’s Office.
‘Mission 44’s
partnership with the FEA has been transformational in empowering young people to lead change for a fairer education system. ’
GINA CICERONE, FAIR EDUCATION ALLIANCE CO-CEO
The FEA has since become a go-to organisation for Ofsted and the Department for Education to work with when there are opportunities for young people to inform upcoming government policy.
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DRIVING CHANGE
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## IMPACT HIGHLIGHT
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87%
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## OF ATTENDEES
**felt they had the opportunity to influence policymakers during the event**
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## OUR YOUTH ADVISORY BOARD
Mission 44 sees young people as active collaborators in creating an inclusive future. We are committed to sharing power to ensure young people have meaningful influence over decisions that affect their lives, their communities and the systems around them. Internally, Mission 44’s Youth Advisory Board puts this ethos into action. This talented group of young people ensures every decision we make truly reflects the needs of those we seek to empower.
## THE YOUTH EMPOWERMENT PROGRAMME
Between April 2024 and March 2025, the Youth Advisory Board was responsible for co-designing Mission 44’s Youth Empowerment Programme, with an investment of £450,000. Our young advisors worked to define a problem statement, undertake research, consult with other social action organisations, brainstorm solutions, and plan the programme outcome. They worked in collaboration with the youth development agency HUDL and with the support of our learning partner, The Social Innovation Partnership. In 2025/26, the Youth Advisory Board will finalise its delivery model.
## THE PROBLEM STATEMENT
ENABLE MORE YOUNG PEOPLE FACING SOCIAL INJUSTICE TO INFLUENCE DECISION-MAKING AND SHAPE INTERGENERATIONAL APPROACHES IN THE PHILANTHROPIC SECTOR
## NEISHA’S EXPERIENCE
“‘Even though you don’t always say much, when you talk, it’s very powerful.’ That was said about me at 15. Since joining Mission 44 at 16, I’ve come to embrace this as my leadership style – I influence through listening, asking the right questions, and knowing when to challenge the status quo.
I have always been someone who likes to challenge ideas and not just accept things at face value. In my work on the Youth Empowerment Programme, I was encouraged by the Mission 44 team to think boldly, critically and ambitiously, testing ideas and bringing in different perspectives.
At the start, like most young people, I knew nothing about grantmaking and philanthropy, and I now understand that funding is not about starting from scratch but enabling the incredible work being done across the world. This thinking has reshaped how I approach systemic change.
As a team of 13 from across the UK with different backgrounds and experiences, we don’t all see things through the same lens. Bringing our insights together enables us to see things holistically. Everyone on our team brings something indispensable that the rest of us can learn from.
I’ve learnt that it isn’t about being the loudest in the room, but it is about being in the room – making decisions, speaking up for those not present, and ensuring the communities affected by our work are at the heart of every action we take.”
## NEISHA
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## INCLUSION IN MOTORSPORT
## MISSION 44 X FORMULA 1
Since our beginnings, Mission 44 and Formula 1 have joined forces to drive meaningful change and create lasting opportunities for young people from underrepresented backgrounds. In 2024, at the British Grand Prix, our partnership became official as Mission 44 was named a supported charity of F1, amplifying our work around the world. During the race weekend, we also hosted a major convening event focused on diversity, bringing together experts from across the motorsport industry.
## F1 DIVERSITY & INCLUSION CHARTER
In 2024, F1 delivered its new Diversity and Inclusion Charter, which was signed by all 10 teams and the Fédération Internationale de l’Automobile. Informed by The Hamilton Commission’s recommendations, this agreement turned commitments into action, embedding accountability and inclusivity across the industry. The Charter’s implementation will be supported by Mission 44.
## UNITED STATES GRAND PRIX STEM IMMERSION EVENT
In Austin, we partnered with F1, Circuit of the Americas and Hot Wheels to engage 50 young people in an immersive STEM career day, with hands-on workshops, behind-the-scenes tours from organisations such as Pirelli, and talks with industry professionals, including Sir Lewis Hamilton.
Storytelling from these events generates global PR coverage and millions of views on social media – and, in a participant post-event survey, 95% said they were considering a career in STEM or motorsport.
## MIAMI GRAND PRIX BUSINESS OF F1 WORKSHOP
In May 2024, we teamed up with Miami International Autodrome to deliver a workshop at Hard Rock Stadium, co-hosted with F1 Academy Managing Director Susie Wolff. At the event, we heard directly from young people about their aspirations within motorsport, and the industry listened as young voices spoke of the transformative power of seeing themselves reflected in leadership roles.
‘I loved hearing from all the professionals. A lot of them were women and people of colour. Despite being in predominantly white or male spaces, they had made it, and they were giving us hope. **After that, I told everyone, I’m going to work in motorsport** . ’
AMRUTHA, STEM CAREER DAY ATTENDEE
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DRIVING CHANGE
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## CORPORATE PARTNERSHIP HIGHLIGHTS
This highly valued partnership stems from research by the Hamilton Commission into the disproportionate rate of school exclusions of vulnerable young people. In 2024/25, with Sky’s support, our work in this area reached new heights.
**Thanks to Sky**
80,000 YOUNG PEOPLE
To date, over 80,000 young people have been supported through interventions funded by the organisation
CAREERS INSIGHT
Over 50 young people from partner schools attended a Sky Careers Insight Day, with 75% saying it increased their interest in careers in the creative industry
CORAM
Our partner Coram won a landmark High Court case allowing families in permanent school exclusion cases to access legal aid when challenging exclusions based on race or disability discrimination
As our founding corporate partner, UBS Group AG is invaluable to Mission 44. Together, we’re working to make education more inclusive and open up career opportunities for undersupported young people.
**Thanks to UBS**
Our ‘Nothing Happens in Isolation’ campaign launched, resulting in Mission 44 working with the Department for Education on implementing our recommendations
Mission 44 commissioned the National Foundation for Educational Research to report on the drivers behind ethnic underrepresentation in the teaching workforce
10 GRANTS
We launched our Diversity in Education Fund and awarded 10 capacity-building grants to partners, including one-to-one coaching and skill matching
Our Youth Advisory Board was able to design and deliver its own empowerment fund with the support of a learning partner
We hosted the Diversity in Education Summit (Oct 2023), bringing together sector leaders to discuss research findings and explore solutions
We developed our Funder Plus strategy, shaped by six months of partner feedback, with areas of support including communications, youth engagement, fundraising and project management 45
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We are extremely grateful to American Express for joining Mission 44 as a strategic partner in our expansion into the United States, supporting our work to ensure more young people can access opportunities in STEM and motorsport.
## **Thanks to American Express**
Mission 44 launched its US expansion strategy, focusing on Austin, Las Vegas and Miami – thriving locations for STEM and motorsport careers
We started to build a network of grassroots partners in the US
We laid the foundations for a US youth-powered movement for equality in STEM and motorsport
Mission 44 was proudly announced as the inaugural global partner of the Hot Wheels Challenger Spirit Fund during the 2024 United States Grand Prix, marking the start of a powerful collaboration to unlock opportunities for underrepresented young people.
## **Thanks to Hot Wheels**
At our STEM immersion event, attendees experienced physics and engineering workshops including toy track-building, putting into action a “fail, repeat, grow” mindset
Our Reimagining The Future event was made possible, bringing together partners and donors to raise awareness of and funds for Mission 44’s work
Other notable corporate partnerships in the 2024/25 period included CFI, Copper, Fanatics, Ferrari, Lululemon and Rimowa. We are grateful to all of the organisations listed for backing our mission to drive change so that every young person can thrive in school and access great careers in STEM.
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## FUNDRAISING HIGHLIGHT
## REIMAGINING THE FUTURE
Mission 44 held its second gala in 2024, bringing together corporate and charitable partners, philanthropists and young people for a memorable evening at London’s Design Museum. Sponsored by Meta and Hot Wheels, with in-kind support from Almave and auction support from RM Sotheby’s, the event raised a total of **$677,909** .
Guests were welcomed into an immersive reception, with projections telling the story of what inspired Sir Lewis Hamilton to create Mission 44 and our achievements so far. In the museum atrium, guests were treated to performances by the East London Arts and Music School and Flames Collective, as well as a headline performance by singer-songwriter Pip Millett.
Hosted by F1 television presenter Ariana Bravo, the evening’s standout moments were an interview with Lewis and Laila, a recipient of Mission 44’s motorsport scholarship, and emotive speeches from Bukunmi, Jaiden and Safa, members of our Youth Advisory Board.
Following dinner, guests were granted the opportunity to bid at a charity auction which included sought-after F1 memorabilia, luxury experiences and art.
Powered by
## OUR FUNDRAISING STRATEGY
2024/25 KEY OBJECTIVES:
HOW WE AIMED TO ACHIEVE THEM:
IN THE 2025/26
FINANCIAL YEAR, WE WILL FOCUS ON:
Global fundraising growth, continuing to strengthen our US and international presence, diversifying revenue streams and building new philanthropic networks
Diversify and grow income across our target donor categories of corporates, major donors, trusts and foundations, and events Grow the fundraising team to meet the demands of our global ambitions
Engaging a spectrum of supporters through our employment access initiative, Fuelling Futures Developing our corporate partnerships to fund our work and increase our visibility
Deliver significant income growth across our target donor categories of corporates, major donors, trusts and foundations, and events
Creating a calendar of events, from intimate donor salons to large-scale activations
Introduce systems, processes and tools to make our fundraising more strategic, efficient, and data-driven for long-term sustainability
Designing bespoke, value-aligned corporate partnership models that ensure deep integration and measurable impact
Our events programme, developing high-profile fundraisers with potential for multi-market reach
Growing our internal capacity by recruiting key roles and exploring new CRM systems
Deepen our supporter relationships using events and high-touch engagement
CRM implementation, rolling out a unified system across the organisation to enable consistency in tracking and reporting
Mission 44’s fundraising activities are primarily carried out by internal staff with the support of trustees and board members. When necessary, the charity works with fundraising consultants on its strategy and operations. When this is the case, consultants are required to abide by the charity’s fundraising policy and their work is monitored throughout the lifecycle of the contract.
The charity has not received any complaints with regards to fundraising in the period.
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## OUR INCLUSIVE CULTURE
At Mission 44, inclusion is not an add-on; it is the foundation of who we are. From the composition of our team and Board to the partners we invest in and the young people shaping our decisions, inclusion runs through everything we do.
In 2024/25, we continued to build on strong foundations, embedding inclusive practices across our organisation and strengthening our commitment to participatory philanthropy. A dedicated working group has been at the heart of these efforts, helping us to sustain a diverse team, foster a culture of belonging, and ensure inclusion sits at the centre of our impact.
We’re proud that the majority of our team and Board are people of colour, and over half of the organisations we fund are led by people of colour. Yet we acknowledge that inclusivity goes beyond race, and our commitment to fostering inclusion across race, gender, ability, and lived experiences will ensure we and our partners truly reflect the communities we serve.
This year, young people’s lived experiences remained central in shaping our decisions. Through our Youth Advisory Board and Impact Committee, Mission 44 was able to embed young insights and perspectives directly into our strategy and grantmaking.
## BUILDING A DIVERSE ORGANISATION
- 63% of our team and 78% of our trustees come from ethnic minority backgrounds – our diversity focus to date
- We are also proud to share that 60% of our Senior Leadership Team are women
- We plan to focus on other areas of representation in the future by developing and delivering an inclusive recruitment plan targeting underrepresented groups
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## FOSTERING A SENSE OF BELONGING
- Setting out a whole-team learning and development action plan on
inclusion issues
- Recognising and celebrating three national/international awareness campaigns for underrepresented groups
- Integrating inclusion into our new staff induction process
- Implementing inclusion progress reporting structures
- Conducting a policy audit to identify gaps in progressive HR policies
## EMPOWERING UNDERREPRESENTED GROUPS
- Designing a youth-led empowerment fund ready for launch in 2025/26
- Piloting a participatory research approach through our empowerment pillar
- Producing an inclusion action plan based on feedback from our partner survey
- Updating our grantmaking approach webpage to allow different accessible formats for applications
- Publishing success rates for applications to open-call funds
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## ADVOCATING FOR STRONGER INCLUSION PRACTICES IN THE PHILANTHROPY SECTOR
- Establishing clear language guidelines for external audiences
- Establishing a framework for embedding thought leadership in philanthropy
- Publishing analysis of our effectiveness and learnings through our annual report and website
- Aiming for high average scores from colleagues on psychological safety, wellbeing satisfaction, and satisfaction with our inclusion approach
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## THANK YOU TO ALL OF OUR SUPPORTERS
This year, your belief in our mission has helped us turn bold ideas into real opportunities for young people. Whether through major philanthropic commitments, strategic corporate partnerships or one-off donations, your support fuels every step we take towards a more inclusive future.
Thank you to our founder for his ongoing commitment, and for opening doors to new corporate partnerships, including CFI, Copper, Fanatics, Ferrari, Lululemon and Rimowa. With Lewis’s support over the last year, Mission 44 has successfully diversified our funding sources, with 76% (£1.2m) of corporate funding from new partners, the rapid expansion of international partnerships, and a notable growth in multi-year pledges.
At a time when economic uncertainty and social divides are impacting young people’s ability to thrive, your contributions are a vital source of stability and hope. Together, we are proving what’s possible when young people get the resources, networks, and support they deserve. We can’t wait to see what we’ll achieve together next.
## CHARITY OVERVIEW
Mission 44 is a Charitable Foundation founded by Sir Lewis Hamilton MBE, as a company limited by guarantee without any share capital, registered in England and Wales on 9 December 2021 with number 13792350, and a Registered Charity since 8 July 2022 with number 1199596.
## PRINCIPAL OFFICE AND REGISTERED ADDRESS
## COMPANY SECRETARY
81 Rivington Street, London EC2A 3AY
Jason Arthur
## TRUSTEES
## PATRON AND FOUNDER MEMBER
Sir Lewis Hamilton MBE
## **Ajaz Ahmed MBE**
## **Aziza Ajak**
## CHIEF EXECUTIVE OFFICER
**Baroness Valerie Amos** appointed 26 Sept 2024
**Mark Hamlin** Chair
Jason Arthur
## SOLICITORS
Bates Wells, 10 Queen St Pl, London EC4R 1BE
## AUDITORS
HaysMac LLP, 10 Queen St Pl, London EC4R 1AG
## ACCOUNTANTS
Buzzacott LLP, 130 Wood St, London EC2V 6DL
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DRIVING CHANGE
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## **Dawid Konotey-Ahulu CBE**
## **Anne Mensah**
**Natacha Minniti** appointed 26 Sept 2024
## BANKERS
Metro Bank plc, One Southampton Row, London WC1B 5HA
## INVESTMENT MANAGERS
Flagstone, Clareville House, 26-27 Oxendon Street, London, SW1Y 4EL
## **Isobel Obeng**
## **Matthew Otubu BEM**
Barclays Bank plc, 1 Churchill Place, Canary Wharf, London E14 5HP
## WEBSITE
**Dr Hayaatun Sillem CBE**
mission44.org
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## FINANCIAL REVIEW
## 1. OVERVIEW
Mission 44’s operational model is to raise funds to support grantmaking and charitable activities. Our objective is to ensure we are financially viable with sufficient funding to deliver our charitable impact in the long term.
We hold and distribute unrestricted funds and restricted funds. Restricted funds consist of grant income from supporters jointly funding some of our initiatives. The detail on restricted funds is presented in note 18. In accordance with the required accounting policy, once approved by the trustees and communicated to the recipients, grants are recognised in our statement of
In accordance with the required accounting policy, once approved by the trustees and communicated to the recipients, grants are recognised in our statement of financial activities irrespective of the future period over which payments are to be made, and obligations left outstanding at year-end are recognised as liabilities.
## 2. STATEMENT OF FINANCIAL ACTIVITIES (SOFA)
## **The surplus for the period is £0.5m (FY24: £5.0m).**
## INCOME
The total income for the FY25 period is £5.7m, slightly above the £5.5m of the previous financial year. This increased revenue has been achieved thanks to an increasingly successful fundraising campaign, raising £2.7m beyond our funder’s donation of £2.8m (FY24: £4.0m). In addition to donations, our fundraising events have raised £0.6m (FY24: £0.0m). Our other income, which includes interest and investment income, has increased to £0.2m (FY24: £0.1m).
## EXPENDITURE
Total expenditure for the period was £5.1m, slightly above the £5.0m expenditure in FY24. There was a focus in the year on restructuring our fundraising approach, with increased investment aimed at growing our future revenue and diversifying our sources of income. Charitable activity spend was £3.7m (FY24: £4.1m), with the lower amount resulting from the accounting recognition of expenditure rather than a decrease in the volume of activities. There was a focus on consolidating the current grant relationships, launching new grants with new partners in our Education pillar, and increasing our direct charitable activities to £1.2m (FY24: £0.7m) with the strengthening of our Youth Participation Programme and the launch of the Nothing Happens in Isolation campaign.
## 3. RESERVES
Mission 44’s medium-term financial strategy is to raise enough funds to fulfil its grantmaking and charitable objectives and strengthen the core capabilities of a growing organisation in the UK and internationally.
Our long-term financial strategy is to ensure financial sustainability by building reserves, to mitigate the variability of grantmaking on one hand and voluntary income on the other, to provide funds for our expansion, and to generate income.
The Board, with delegation to the Finance and Operations Committee, has agreed to maintain unrestricted cash reserves of £3.1m, which equates to the total of grant commitments at year-end (£1.7m), four months of sustainable operating costs (£0.9m) and £0.5m for future grants.
The funds at year-end are £6.9m, comprised of £5.5m of free funds, £1.4m of designated funds, and £0.0m of restricted funds. The designated reserves include £0.9m designated safety reserves and £0.5m of a new future grants designated reserve.
## 4. GOING CONCERN
As part of the annual business planning process and monthly management reporting, Mission 44 has reviewed its liquidity and rolling 12-month cash flow requirements and is satisfied that existing resources are sufficient to support ongoing operations.
Our cash and cash equivalents balance as at 31 March 2025 was £8.1m, and the balance of free funds was £5.5m, which corresponds to 29 months of nonprogrammatic expenditure.
On this basis, the trustees believe that Mission 44 has sufficient funds to operate for the foreseeable future and that there are no material uncertainties to this going concern position. Therefore, accounts have been prepared on the basis that Mission 44 is a financially viable organisation.
## **Olivier Pierre-Noël**
## _**Head of Finance and Operations**_
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## STRUCTURE, MANAGEMENT & GOVERNANCE
## GOVERNING DOCUMENT
The company’s Memorandum and Articles of Association are the primary governing document, and the current version was approved on 6 July 2022.
## GOVERNANCE STRUCTURE
Mission 44 is governed by a Board of Trustees who are also directors of the company for the purpose of company law. There is a minimum of two trustees and our chair is elected by the trustees. The trustees are also members of the charity.
Details of the trustees who served during the period are included in the Reference and Administrative Details on page 53.
Our Board of Trustees meets on at least a quarterly basis and has an Annual General Meeting. To delegate some of their powers, the trustees have formed four committees: the Finance and Operations Committee, the People Committee, the Nominations Committee and the Impact Committee. The day-to-day management of the charity is delegated to the Senior Leadership Team (SLT), which is led by the Chief Executive Officer. The Delegation of Authority Policy and the Committees’ Terms of Reference detail the delegations to the Committees and to the Senior Leadership Team.
The recruitment process for new trustees is delegated to Mission 44’s Nominations Committee, who agree on whether the process is managed by an external recruiter or managed in house. Once applications have been received, potential candidates are interviewed by a mixed panel appointed by the Committee, usually consisting of the Chair of the Board, the Chief Executive and another Trustee. Once appointed, Trustees receive an onboarding pack including Charity Commission resources. Mission 44 is also committed to annual governance training for all Board members to re-state key responsibilities.
## **Its members are:**
Mark Hamlin Dawid Konotey-Ahulu, Chair
## PEOPLE COMMITTEE
The purpose of Mission 44’s People Committee is to provide oversight, assurance and decision-making relating to Mission 44’s staff team, Senior Leadership Team, remuneration and overarching HR policies.
Policy on the remuneration of the Senior Leadership Team forms part of our wider remuneration policy, which is approved by the Board of Trustees and takes and 3 March 2025. into account market factors, affordability and fairness, among other things. The Board approves the framework **Its members are:** for Senior Leadership Team remuneration, including in Mark Hamlin the context of any annual pay award to staff. The benefits Anne Mensah to key management personnel are detailed in note 10 of Hayaatun Sillem, _Chair_ the financial statements.
The Committee met three times during the reporting period, on 3 June 2024, 16 January 2025, and 3 March 2025.
## IMPACT COMMITTEE
The purpose of Mission 44’s Impact Committee is to oversee Mission 44’s grantmaking and research, including the design of new funding programmes, support in identifying and reviewing a pipeline of potential new delivery partners, making funding decisions, reviewing the grant portfolio’s performance, and gathering learning.
## REMUNERATION OF TRUSTEES
No trustees have been remunerated or paid expenses by
Mission 44 during the reporting period.
The Committee ensures young people are embedded in Mission 44’s grantmaking and guides the development and implementation of future participatory grantmaking approaches.
## OUR COMMITTEES
## FINANCE AND OPERATIONS COMMITTEE
The Committee met four times during the reporting period, on 16 December 2024, 15 May 2025, 5 March 2025, and 5 September 2025.
The purpose of Mission 44’s Finance and Operations Committee is to provide oversight, advise on the organisational budget, scrutinise Mission 44’s financial plans and performance, and provide feedback to the Board on financial and operational matters.
## **Its members are:**
## Aziza Ajak
Bukunmi _(Co-Chair and member of the Youth Advisory Board)_
The Committee met four times during the reporting period, on 29 May 2024, 19 September 2024, 28 November 2024, and 2 February 2025.
Jason Arthur
Joshua _(member of the Youth Advisory Board)_
Louis _(member of the Youth Advisory Board)_ Mark Hamlin
Michael _(member of the Youth Advisory Board)_ Matthew Otubu _(Co-Chair)_
## NOMINATIONS COMMITTEE
The purpose of Mission 44’s Nominations Committee is to make recommendations to the Board on the appointment of new trustees and ensure the composition of the Board enables it to be consistent with its legal obligations.
The Nominations Committee met once during the period on 13 February 2025.
## **Its members are:**
Mark Hamlin Matthew Otubu, _Chair_
## CONFLICTS OF INTEREST
From time to time, Mission 44 delivers grants to or purchases services from organisations with which our trustees, Senior Leadership Team members or founder are connected. We take steps to ensure that decisions on these grants or purchases are made at arm’s length and in accordance with our policies for dealing with potential conflicts of interest.
Transactions with related parties are listed in note 22 of our accounts.
## PUBLIC BENEFIT
The trustees have complied with section 2(1)(b) of the Charities Act 2011, having due regard to the Charity Commission’s guidance on public benefit when reviewing Mission 44’s aims and objectives, when setting our grantmaking policy, and in other charitable activities.
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## OUR RISK MANAGEMENT
## **Mission 44 has a risk management framework through Areas of risk include: which we:**
|**Mission 44 has a risk management framework through**
**which we:**|**Areas of risk include:**|
|---|---|
|•Identify the key risks to which the charity is exposed
•Assess the likelihood of their occurrence and the
potential severity of their impact
•Mitigate risks where possible through action to
lessen the likelihood of the event occurring or lessen
its impact if it does
•Monitor risk on an ongoing basis, including
identifying and assessing new risks as they emerge
Our risk register is reviewed and updated on an ongoing
basis, with quarterly reviews by our Senior Leadership
Team and six-monthly reviews by our Finance and
Operations Committee.|CATEGORY
RISK AREA
MITIGATION|
||**Strategic**
•Grantee delivery and
organisational health
•Policy and economic landscape
•Overstretch
•Strong grantee management, grant agreements,
use of capacity grants and learning partners
•Engagement with policymakers, monitoring,
and fnancial reserves
•Prudent approach to growth and
international expansion|
||**Reputation**
•Failure to deliver impact
•Reputational damage linked to
key stakeholders
•Strong grant monitoring, evaluation
and learning
•Due diligence, crisis management, internal
governance and compliance|
||**Operations**
•Failure to recruit and retain a
high-performing team
•Compliance: safeguarding,
data protection, cyber security,
health and safety
•Focus on colleague engagement, learning and
development, performance management, culture
and reward
•Policies, action plans, training, governance,
external expertise/assurance|
||**Finance**
•Failure to secure
sufcient income
•Misuse of funds
•Fundraising strategy and investment in capacity/
capability, budget discipline
•Due diligence, contracts, segregation of
duties, auditing|
||**Governance**
•Loss of key personnel (trustees
or Executive team)
•Succession planning, clear delegations of
authority and decision-making|
## MANAGEMENT
The Chief Executive Officer (CEO) is appointed by the trustees to manage Mission 44’s operations. To facilitate this effectively, our CEO has, within the boundaries of the Delegation of Authority approved by the trustees, authority for operational matters including grants, fundraising and finance.
The Senior Leadership Team met regularly during the year to update on progress against our Objectives and Key Results (OKRs) and to identify new opportunities and risks.
## OUR ORGANISATIONAL DEVELOPMENT
In the 2024/25 financial year, we continued to scale our operations to support our mission of driving change so that every young person can thrive in school and access great careers in STEM.
Over the year, our team grew from 21 to 23, with employees organised across four directorates: Communications, Fundraising, Impact and Operations. We also welcomed two new trustees. The average number of employees in 2024/25 was 21.
**In consolidating our growth and ensuring a strong platform for continued delivery internationally, we:**
- Embedded young people further in our work, establishing our Impact Committee as a highly effective forum for intergenerational decision-making on grants, and laying the foundations with the Youth Advisory Board (YAB) for a new Youth Empowerment Programme
- Refined our mission statement to ensure it better **To support progression into great jobs in STEM 2** articulates our strategic priorities and the impact **and motorsport:** we seek to drive; also reflected in an ambitious set of Objectives and Key Results (OKR) and Key • Support young people into STEM career pathways Performance Indicators (KPIs)
- Support young people into STEM career pathways
- Shape STEM employers’ recruitment and retention practices
- Enhanced our policy capability and deepened our stakeholder networks, supporting the launch of our first major policy campaign, ‘Nothing Happens In Isolation’
- **To empower young people to reimagine and 3 shape the future:**
- Diversified our income streams, significantly increasing funds coming from sources other than our founder, securing sizeable corporate partnerships, and delivering our largest ever fundraising event
- More young people facing social injustice are able to drive positive change
## **We also pursued organisational objectives aimed at:**
- Prepared to incorporate Mission 44 US, a separate legal entity through which we will deliver our impact and fundraising objectives in the US over the long term
- Growing the capacity and capability of our impact partners
- Putting young people at the heart of the organisation
- Deepened activity aimed at making Mission 44 an
- outstanding place to work, with a particular focus on inclusion, supporting colleagues’ learning and development, colleague engagement, and reward
- Making Mission 44 one of the most accountable and transparent foundations in the UK
- Modelling best practice in inclusion
## **Our strategic impact objectives for the period were:**
- Raising funds to grow our impact and financial sustainability
**To build a more inclusive education system:1**
- Consolidating our strong governance structure
- Embed inclusive practice in the education system to support Black Caribbean and Gypsy Roma Traveller students
- Recruiting and retaining a happy and highperforming team
- Shift public perceptions and policy to prevent school exclusions
- Continuously improving our capabilities through professional development
- Increase ethnic diversity in teaching and school leadership
- Developing Mission 44 as an international organisation
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## OUR ESG PRINCIPLES
Mission 44 is a social purpose organisation on a mission to drive change so that every young person can thrive in school and access great careers in STEM. In parallel, we are committed to promoting Environmental, Social and Governance (ESG) principles in our day-to-day operations.
In some areas, our adherence to good practice is already well advanced, such as in our activity to promote youth empowerment and inclusion. Other areas require improvement, such as measuring our environmental performance and developing an investment approach that reflects ESG considerations.
**In the 2024/25 financial year, we developed a strategy and action plan reflecting the following priorities:**
- **Environmental** • Carbon footprint reduction
## **responsibility**
- Energy efficiency
- Waste management/ minimisation
- Supplier management
- Impact of travel
- Impact of events
- **Social** • Inclusive culture
## **responsibility**
- Colleague wellbeing
- Youth engagement
- Community engagement
- Stakeholder and supplier engagement
- **Governance** • Transparency and **practices** accountability
- Risk management
## STATEMENT OF TRUSTEES’ RESPONSIBILITIES
The trustees (who are Mission 44’s directors) are responsible for preparing the Trustees’ Report and financial statements in accordance with applicable laws and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires trustees to prepare financial statements for each financial year which provide a true and fair view of the state of affairs of the charitable company and group, and the incoming resources and application of resources, including income and expenditure of the charitable company and group 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 Statement of Recommended Practice (SORP)
They are also responsible for safeguarding the assets of Mission 44 and 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 corporate and financial information included on the Mission 44 website. Legislation in the United Kingdom governing the preparation and dissemination of the financial statements may differ from legislation in other jurisdictions.
## DISCLOSURE OF INFORMATION TO AUDITORS
## **Insofar as our trustees are aware:**
- There is no relevant audit information of which Mission 44’s auditors are unaware
- The trustees have taken all the necessary steps to make themselves aware of any relevant audit information and to ensure that information is shared with our auditors
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- Ethical practice
- Compliance
- Make judgments and accounting estimates that are reasonable and prudent
## **On behalf of the Board of Trustees**
- Board oversight
- Colleague training
- Youth voice
- Ethical fundraising and donor stewardship
- **Financial** • Transparency
**management/**
- Supplier selection/ procurement
**investment**
- Investment approach
- State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements
- Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business
- The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of Mission 44, and enable them to ensure that the financial statements comply with the Companies Act 2006.
Mark Hamlin, Chair Dated:
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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF MISSION 44
## OPINION
We have audited the financial statements of Mission44 Ltd for the period ended 31st March which comprise the Statement of Financial Activities, the Balance Sheet and the Statement of Cashflows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 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 charitable company’s affairs as at 31st March 2025 and of the charitable company’s net movement in funds, including the 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 requirements of the Companies Act 2006.
## 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.
## CONCLUSIONS RELATING TO GOING CONCERN
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## OTHER INFORMATION
## MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION
The trustees are responsible for the other information.
The other information comprises the information included in the Trustees’ Report and the Chairman’s report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Report (which incorporates the strategic report and the directors’ report).
In connection with our audit of the financial statements, our responsibility is to read the other information and, We have nothing to report in respect of the following in doing so, consider whether the other information is matters in relation to which the Companies Act 2006 materially inconsistent with the financial statements requires us to report to you if, in our opinion: or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify • adequate accounting records have not been kept by such material inconsistencies or apparent material the charitable company; or misstatements, we are required to determine whether there is a material misstatement in the financial • the charitable company financial statements are statements or a material misstatement of the other not in agreement with the accounting records and information. If, based on the work we have performed, returns; or we conclude that there is a material misstatement of this other information, we are required to report that fact. • certain disclosures of trustees’ remuneration We have nothing to report in this regard. specified by law are not made; or
- certain disclosures of trustees’ remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit; or
## OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006
- the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the trustees’ report and from the requirement to prepare a strategic report.
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the Trustees’ Report
- (which includes the strategic report and the directors’ report prepared for the purposes of company law) for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the strategic report and the directors’ report included within the Trustees’ Report have been prepared in accordance with applicable legal requirements.
63
62
## RESPONSIBILITIES OF TRUSTEES FOR THE FINANCIAL STATEMENTS
As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purposes of company law) 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 charitable company’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 charitable company or to cease operations, or have no realistic alternative but to do so.
## AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS
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 noncompliance with laws and regulations. We design procedures in line with our responsibilities, outlined
likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
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:
Based on our understanding of the and the environment
in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to GDPR and employment law, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.
those laws and regulations that have a direct impact on
the preparation of the financial statements such as the Companies Act 2006 and the Charities Act 2011, and consider other factors such as payroll tax.
## USE OF OUR REPORT
This report is made solely to the charitable company’s We evaluated management’s incentives and members, as a body, in accordance with Chapter 3 of opportunities for fraudulent manipulation of the financial Part 16 of the Companies Act 2006. Our audit work has statements (including the risk of override of controls), been undertaken so that we might state to the charitable and determined that the principal risks were related to company’s members those matters we are required fraud in revenue recognition and the risk of management to state to them in an Auditor’s report and for no other override of controls. Audit procedures performed by the purpose. To the fullest extent permitted by law, we do engagement team included: not accept or assume responsibility to anyone other than the charitable company and the charitable company’s • Discussions with management including members, as a body, for our audit work, for this report, or consideration of known or suspected instances of for the opinions we have formed. non-compliance with laws and regulation and fraud;
- Evaluating management’s controls designed to
- prevent and detect irregularities;
## _**Thomas Wilson** (Senior Statutory Auditor)_
- Identifying and testing journals, in particular journal entries posted with unusual account combinations, postings by unusual users or with unusual descriptions; and
For and on behalf of HaysMac LLP Date:
10 Queen Street Place London EC4R 1AG
- Challenging assumptions and judgements made by management in their critical accounting estimates
- Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less
## FINANCIAL STATEMENTS
## STATEMENT OF FINANCIAL ACTIVITIES
For the year ended 31 March 2025
||2025||UNRESTRICTED 2025|RESTRICTED 2025|TOTAL 2025|2024||UNRESTRICTED 2024|RESTRICTED 2024|TOTAL 2024||
|---|---|---|---|---|---|---|---|---|---|---|---|
|||**Note**|**£**|**£**|**£**||**Note**|**£**|**£**|**£**||
||**Income from:**|||||**Income from:**||||||
||Donations|3|4,471,652|453,333|4,924,985|Donations|3|4,359,902|1,027,770|5,387,672||
||Other trading activities|4|590,062|-|590,062|Other trading activities|4|22,473|-|22,473||
||Investment Income|5|164,075|-|164,075|Investment Income|5|89,090|-|89,090||
||**Total income**
**Expenditure on:**
Raising funds|6|**5,225,789**
1,481,712|**453,333**
-|**5,679,122**
1,481,712|**Total income**
**Expenditure on:**
Raising funds|6|**4,471,465**
899,830|**1,027,770**
-|**5,499,235**
899,830|DRIVING CHANGE|
||Charitable activities|7|3,077,479|577,351|3,654,830|Charitable activities|7|2,261,285|1,853,101|4,114,386||
|||||||||||||
||**Total expenditure**||**4,559,191**|**577,351**|**5,136,542**|**Total expenditure**||**3,161,115**|**1,853,101**|**5,014,216**||
|||||||||||||
||**Net income/(expenditure)**
**and net movement in funds**||666,598|(124,018)|542,580|**Net income/(expenditure)**
**and net movement in funds**||1,310,350|(825,331)|485,019||
|||||||||||||
||**Reconciliation of funds:**|||||**Reconciliation of funds:**||||||
||Total funds brought forward||6,276,768|124,018|6,400,786|Total funds brought forward||4,966,418|949,349|5,915,767||
||**Total funds carried forward**|17,18|**6,943,366**|**-**|**6,943,366**|**Total funds carried forward**|17,18|**6,276,768**|**124,018**|**6,400,786**||
All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in note 18 to the financial statements. The accounting policies and notes on pages 67 to 77 form part of these financial statements.
64
65
The trustees acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of the financial statements. The financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime and in accordance with the provisions of FRS 102.
## BALANCE SHEET
As at 31 March 2025
Approved by the Board of Trustees and signed on its behalf by
## 2025 2025 2024 2024
|**Note**
**£**
**£**
**£**
**£**
**Fixed assets:**
Tangible assets
12
**19,538**
26,366
Intangible assets
13
**6,350**
51,554
**25,888**
77,920
**Current assets:**
Debtors
14
**1,054,765**
2,218,571
Cash and bank and in hand
20
**7,632,967**
6,614,138
Investments
20
**425,000**
850,000
**9,112,732**
9,682,709
**Liabilities:**
Creditors: amounts falling
due within one year
15
**(2,022,321)**
(2,507,816)
**Net current assets**
**7,090,411**
7,174,893
**Total assets less current**
**liabilities**
**7,116,299**
7,252,813
Creditors: amounts falling
due within one year
16
(172,933)
(852,027)
**Total net assets**
6,943,366
6,400,786
**The funds of the charity:**
Restricted funds
-
124,018
**Unrestricted income funds:**
General funds
5,529,366
5,336,768
Designated funds
1,414,000
940,000
Total unrestricted funds
6,943,366
6,276,768
**Total charity funds**
**18**
**6,943,366**
**6,400,786**|Mark Hamlin
Chair and Trustee
Date:|
|---|---|
||STATEMENT OF CASH FLOWS
For the year ended 31 March 2025
2025
2024|
||**Note**
**£**
**£**|
||**Cash fows from operating activities**|
||Net cash provided by operating activities
19
**602,820**
2,416,237|
|||
||**Cash fows from investment activities:**|
||Purchase of tangible fxed assets
12
**(8,991)**
(16,440)|
||Disposal /(Acquisition) of investments
20
**425,000**
(850,000)|
||**Net cash used in investment activities**
**416,009**
(866,440)|
|||
||**Change in cash and cash equivalent in**
**the year**
**1,018,829**
1,549,797|
||Cash and cash equivalents at the beginning
of the year
**6,614,138**
5,064,341|
||**Cash and cash equivalents at the end of**
**the year**
20
**7,632,967**
6,614,138|
|||
The charity has no external debt, such as loans, borrowings, or financial leases. As such, a reconciliation of net
debt is not necessary.
MISSION44. A company limited by guarantee registered in England and Wales – number 13792350.
The accounting policies and notes on pages 67 to 77 form part of these financial statements.
## NOTES TO THE FINANCIAL STATEMENTS
For the year ended 31 March 2025
## **1. General information**
Mission44 Ltd (‘the charity’) is a private company limited by guarantee and is incorporated in England and Wales. The members of the charity are the trustees named on page 53. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. Its registered office and principal place of business is 81 Rivington Street, London, EC2A 3AY. The company registration number is 13792350 and the charity number is 1199596.
## **2. Principal accounting policies**
## **2.1 Basis of preparation**
The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or in the notes to these accounts.
The financial statements have been prepared in accordance with “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their financial statements in accordance with the financial reporting standard applicable in the United Kingdom and Republic of Ireland (Charities SORP FRS 102), The financial reporting standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.
The charity constitutes a public benefit entity as defined by FRS 102.
The accounts are presented in sterling and are rounded to the nearest pound.
## **2.2 Critical accounting estimates and areas of judgement**
The preparation of financial statements in compliance with FRS 102 requires the use of certain critical accounting estimates. It also requires management to exercise judgement in applying the company’s accounting policies.
The following principal accounting policies have been applied:
## **2.3 Public benefit entity**
The charitable company meets the definition of a public benefit entity under FRS 102.
## **2.4 Assessment of going concern**
## Expenditure comprises the following:
The trustees have assessed whether the use of the going concern assumption is appropriate in preparing these accounts. The trustees have made this assessment with respect to a period of one year from the date • of approval of these accounts. •
- a. The costs of charitable activities comprise expenditure related to the charity‘s primary charitable purposes. Such costs include:
- • Grants • Direct programme costs • Related support costs
The trustees of the charity have concluded that there are no material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The trustees are of the opinion that the charity will have sufficient resources to meet its liabilities as they fall due.
- b. The cost of raising funds comprises expenditure related to the charity’s expenses in relation to raising funds for the charity. Such costs include:
- • Direct costs • Related support costs
## **2.5 Financial instruments**
- c. Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs, governance costs, administrative payroll costs. They are incurred directly in support of expenditure on the objects of the charity.
The charity has elected to apply the provisions of Section 11, ‘Basic Financial Instruments’ of FRS 102 to all of its financial instruments. Financial instruments are recognised in the charity’s balance sheet when the charity becomes party to the contractual provisions of the instrument. Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Where support costs cannot be directly attributed to particular headings, they have been allocated to cost of raising funds and expenditure on charitable activities on a basis consistent with use of the resources.
## **2.8 Fund accounting**
## **2.6 Income recognition**
Restricted funds are to be used for specific purposes as specified by the donor. Expenditure which meets their criteria is charged to the fund. Unrestricted general funds are available for use at the discretion of the trustees in the furtherance of the general objectives of the charity.
Income is recognised in the period in which the charity is entitled to receive it, the amount can be measured reliably, and it is probable that income will be received. Where income relates to future periods, this income will be deferred. Grants and donations received for the general purposes of the charitable company are included as unrestricted funds; grants and donations for activities restricted by the wishes of the donor are allocated to restricted funds.
## **2.9 Debtors**
Debtors are recognised at their settlement amount, less any provisions for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material.
## **2.7 Expenditure**
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make a payment to a third party, it is probable that a transfer of economic benefit will be required in settlement and the amount of the obligation can be measured reliably.
## **2.10 Cash at bank and in hand**
Cash at bank and in hand represents such accounts and treasury instruments that are available on demand or have a maturity of less than twelve months from the date of acquisition.
Expenditure is accounted in the accounts on an accruals basis and includes attributable VAT, which cannot be recovered.
## **2.11 Creditors and provisions**
Expenditure is allocated to the particular activity on a direct basis or by allocation based on the level of direct expenditure relating to that activity.
Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the charity anticipates it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material.
66
67
Notes to the financial statements for the year ended 31 March 2025
## **2.12 Taxation**
Mission44 is a registered charity and therefore is not liable to income tax or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities.
## **2.13 Legal status of the charity**
The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.
## **2.14 Pensions**
The charity provides an auto-enrolment defined contribution pension scheme for staff and contributions are accounted for when they arise.
## **2.15 Gift Aid**
Gift Aid is recovered by Mission44 and third parties on behalf of Mission44 on donations from UK taxpayers and is recognised in the accounts when it is receivable. **2.16 Intangible fixed assets** Intangible assets are initially recognised at cost. After recognition, under the cost model, intangible assets are measured less any accumulated amortisation and any accumulated impairment losses.
Intangible assets are initially recognised at cost. After recognition, under the cost model, intangible assets are measured less any accumulated amortisation and any accumulated impairment losses.
All intangible assets are considered to have a finite useful life. If a reliable
estimate of the useful life cannot be made, the useful life shall not exceed ten years. The depreciation rates in use are as follows:
over 3 years over 5 years
Trademarks Software development
## **2.17 Tangible fixed assets**
Items of equipment are capitalised where the purchase price exceeds £200. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.
## **3. Income from donations**
||2025|UNRESTRICTED|RESTRICTED|TOTAL|
|---|---|---|---|---|
|||**£**|**£**|**£**|
||Individual donations|3,117,220|-|3,117,220|
||Corporate donations|146,527|-|146,527|
||Donation income in kind|24,005|-|24,005|
||Gift Aid|16,980|-|16,980|
||Grant income|1,166,920|453,333|1,620,253|
|||**4,471,652**|**453,333**|**4,924,985**|
||2024|UNRESTRICTED|RESTRICTED|TOTAL|
|||**£**|**£**|**£**|
||Individual donations|3,492,197|631,356|4,123,553|
||Corporate donations|187,028|-|187,028|
||Donation income in kind|18,000|-|18,000|
||Gift Aid|519|-|519|
||Grant income|662,158|396,414|1,058,572|
|||**4,359,902**|**1,027,770**|**5,387,672**|
Included in donation income in kind are donated services amounting to £18,000 in respect of marketing and communication fees, and £6,005 in respect of fundraising expenses paid on behalf of Mission44.
Notes to the financial statements for the year ended 31 March 2025
## **6. Expenditure on raising funds**
## **4. Income from other trading activities**
|2025
UNRESTRICTED
RESTRICTED
TOTAL
**£**
**£**
**£**
Sponsorship
288,689
-
288,689
Sale of donated items
102,555
-
102,555
Event income
180,800
-
180,800
Other Services
1,843
-
1,843
Other income
16,175
-
16,175
**590,062**
**-**
**590,062**
2024
UNRESTRICTED
RESTRICTED
TOTAL
**£**
**£**
**£**
Other Services
21,418
-
21,418
Other income
1,055
-
1,055
**22,473**
**-**
**22,473**|2025
UNRESTRICTED|
|---|---|
||**£**|
||Legal & professional fees
4,004|
||Fundraising
942,728|
||Allocated support costs (note 8)
534,980|
||**1,481,712**|
||2024
UNRESTRICTED|
||**£**|
||Marketing & communications
102,635|
||Legal & professional fees
6,140|
||Fundraising
56,102|
||Allocated support costs (note 8)
734,953|
||**899,830**|
## **5. Income from investments**
||UNRESTRICTED 2025|UNRESTRICTED 2024|
|---|---|---|
||**£**|**£**|
|Income from fxed deposits|84,299|69,662|
|Bank interest income|79,776|19,428|
||**164,075**|**89,090**|
Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:
Furniture, Fixtures & Fittings over 5 years Computer equipment over 3 years
68
69
## Notes to the financial statements
for the year ended 31 March 2025
## **7. Charitable activities**
## **8. Support costs**
|2024
UNRESTRICTED FUNDS
RESTRICTED FUNDS
TOTAL
**£**
**£**
**£**
Grants committed
683,989
1,610,065
2,294,054
Direct charitable activities
474,783
226,372
701,155
Support costs (note 8)
1,102,513
16,664
1,119,177
**2,261,285**
**1,853,101**
**4,114,386**
**Grants committed**
Education
226,000
313,500
539,500
Employment
323,489
1,296,565
1,620,054
Empowerment
134,500
-
134,500
**683,989**
**1,610,065**
**2,294,054**
2025
UNRESTRICTED
FUNDS
RESTRICTED FUNDS
TOTAL
**£**
**£**
**£**
Grants committed
645,598
449,164
1,094,762
Direct programme costs
1,118,263
122,787
1,241,050
Support costs (note 8)
1,313,618
5,400
1,319,018
**3,077,479**
**577,351**
**3,654,830**
**Grants committed**
Education
394,218
346,782
741,000
Employment
167,000
-
167,000
Empowerment
50,000
40,000
90,000
Research
34,380
62,382
96,762
**645,598**
**449,164**
**1,094,762**|2025
COST OF
RAISING
FUNDS
COST OF
CHARITABLE
ACTIVITIES
TOTAL
UNRESTRICTED
FUNDS
TOTAL
RESTRICTED
FUNDS
2025
TOTAL|
|---|---|
||**£**
**£**
**£**
**£**
**£**|
||Staf costs (Note 10)
356,980
590,228
947,208
-
947,208|
||People Costs
18,601
137,366
155,967
-
155,967|
||Marketing &
communications
40,614
146,520
187,134
-
187,134|
||Rent
43,614
142,770
182,853
3,531
186,384|
||Consultancy
4,725
15,467
20,192
-
20,192|
||Travel & hospitality
12,899
42,224
54,505
618
55,123
|
||Ofce Costs
748
45,057
45,805
-
45,805|
||IT Costs
17,941
58,729
76,163
507
76,670|
||Bank fees
898
2,942
3,767
73
3,840|
||Insurance
1,711
5,601
7,312
-
7,312|
||Legal & Professional
-
-
-
-
-|
||Depreciation
3,605
11,798
15,403
-
15,403|
||Amortisation
4,347
14,232
18,579
-
18,579|
||Subscriptions
2,255
7,380
9,635
-
9,635|
||Foreign exchange
9,122
29,859
38,981
-
38,981|
||Printing and postage
56
181
237
-
237|
||**518,116**
**1,250,354**
**1,763,741**
**4,729**
**1,768,470**|
||Accountancy
8,246
27,663
35,238
671
35,909|
||Governance costs
8,618
41,001
49,619
-
49,619|
||**Total expenditure**
**2025**
**534,980**
**1,319,018**
**1,848,598**
**5,400**
**1,853,998**|
|||
Notes to the financial statements for the year ended 31 March 2025
|2024
COST OF
RAISING
FUNDS
COST OF
CHARITABLE
ACTIVITIES
TOTAL
UNRESTRICTED
FUNDS
TOTAL
RESTRICTED
FUNDS
2024
TOTAL
**£**
**£**
**£**
**£**
**£**
Staf costs (Note 10)
471,942
750,104
1,207,014
15,032
1,222,046
People Costs
37,712
73,205
110,917
-
110,917
Rent
53,011
105,097
155,916
2,192
158,108
Consultancy
38,056
73,873
111,929
-
111,929
Travel & hospitality
14,683
28,972
43,187
468
43,655
Ofce Costs
1,774
3,443
5,217
-
5,217
IT Costs
18,978
37,199
55,819
358
56,177
Bank fees
6,493
10,177
19,098
(2,428)
16,670
Insurance
1,207
2,344
3,551
-
3,551
Legal & Professional
3,142
6,098
9,240
-
9,240
Depreciation
3,803
7,383
11,186
-
11,186
Amortisation
6,660
12,928
19,588
-
19,588
Subscriptions
2,532
4,916
7,448
-
7,448
Foreign exchange
1,448
2,810
4,258
-
4,258
Printing and postage
131
255
386
-
386
**661,572**
**1,118,804**
**1,764,754**
**15,622**
**1,780,376**
Accountancy
26,505
373
26,505
373
26,878
Governance costs
46,876
-
46,876
-
46,876
**Total expenditure**
**2024**
**734,953**
**1,119,177**
**1,838,135**
**15,995**
**1,854,130**
2025
2024
**Governance**
**£**
**£**
Legal and professional fees
4,419
11,317
Trustees’ meetings and training
1,478
2,253
Audit
30,932
29,100
Other governance costs
12,790
4,206
**49,619**
**46,876**
|**9. Grant making**
INSTITUTIONS
2025 UNRESTRICTED
2025 RESTRICTED
2025 TOTAL
The following institutions were awarded grants during the year ended 31 March 2025.
Grants are not made to individuals.
**Year ended 31 March 2025**|
|---|---|
||**£**
**£**
**£**|
||**Education - General**|
||CAPE Mentors Charitable Trust
10,000
-
10,000|
||The Black Curriculum CIC
100,000
-
100,000|
||Milk Honey Bees CIC
100,000
-
100,000|
||Aspiring Heads CIC
20,000
-
20,000|
||The Chartered College of Teaching
-
144,000
144,000|
||School-Led Development Trust
164,218
202,782
367,000|
||**394,218**
**346,782**
**741,000**|
||**Education - Preventing**
**Exclusions Fund**|
||Association for Black Engineers (UK)
Limited
75,000
-
75,000|
||Development Education Centre (South
Yorkshire)
72,000
-
72,000|
||Black Women in Science Network CIC
10,000
-
10,000|
||Driven By Us CIC
10,000
-
10,000|
||**167,000**
**-**
**167,000**|
||**Empowerment**|
||The Advocacy Academy
50,000
-
50,000|
||Fair Education Alliance
-
40,000
40,000|
||**50,000**
**40,000**
**90,000**|
||**Research**|
||The National Foundation for Educational
Research in England and Wales
-
62,382
62,382|
||Oasis Charitable Trust
34,380
-
34,380|
||**34,380**
**62,382**
**96,762**|
|||
||**645,598**
**449,164**
**1,094,762**|
The VAT-exclusive amount in respect of the remuneration paid to external auditors was £25,950 (2024: £24,250).
70
71
Notes to the financial statements for the year ended 31 March 2025
## Notes to the financial statements
## for the year ended 31 March 2025
The following institutions were awarded grants during the period ended 31 March 2024. Grants are not made to individuals.
## **Year ended 31 March 2024**
|INSTITUTIONS
2024 UNRESTRICTED
2024 RESTRICTED
2024 TOTAL
**£**
**£**
**£**
**Education**
Class 13 CIO
10,000
9,500
19,500
Just for Kids Law Limited (see below)
-
(260,362)
(260,362)
Thomas Coram Foundation for Children
-
260,362
260,362
Rekindle Limited
66,000
44,000
110,000
The Traveller Movement
-
135,000
135,000
CAPE Mentors Charitable Trust
100,000
10,000
110,000
Milk Honey Bees CIC
-
60,000
60,000
Aspiring Heads CIC
-
50,000
50,000
Power The Fight CIO
-
5,000
5,000
The Diference Education Ltd
50,000
-
50,000
**226,000**
**313,500**
**539,500**
**Employment**
Stevenage Borough Council
50,000
-
50,000
Casa Amarela
30,000
-
30,000
Black Women in Science Network CIC
10,000
-
10,000
Driven By Us CIC
10,000
-
10,000
North Hertfordshire College
8,640
-
8,640
Ann Richards School Foundation
34,597
-
34,597
Code 2 College
34,597
-
34,597
Ação Educativa Assessoria Pesquisa e
Informação
34,580
-
34,580
Centro Educacional Assistencial
Profssionalizante
34,518
-
34,518
Instituto de Referencia Negra Peregum
t/a Uneafro
34,582
-
34,582
Motorsport UK Association Limited
-
460,400
460,400
North Hertfordshire College
-
200,000
200,000|Royal Academy of Engineering
-
187,937
187,937
|
|---|---|
||Association for Black Engineers (UK)
Limited
-
178,545
178,545|
||Upreach Charitable Company
41,975
269,683
311,658|
||**323,489**
**1,296,565**
**1,620,054**|
||**Empowerment**|
||The Advocacy Academy
10,000
-
10,000|
||Fair Education Alliance
99,500
-
99,500|
||MyLifeMySay
25,000
-
25,000|
||**134,500**
**-**
**134,500**|
|||
||**683,989**
**1,610,065**
**2,294,054**|
||In July 2023, the grant with Just for Kids Law Limited was transferred to the Thomas Coram Foundation, under
the same terms. The outstanding commitment of £260,362 with Just for Kids Law Limited was cancelled and a
new grant agreement was signed with the Thomas Coram Foundation for the same amount.
**10. Analysis of staf costs, trustee remuneration and expenses, and the cost of**
**key management personnel**
**Staf costs were as follows:**
2025 DIRECT
PROGRAMME
COSTS
2025
SUPPORT
COSTS
2025
TOTAL
2024
TOTAL|
||**£**
**£**
**£**
**£**|
||Salaries and wages
414,175
805,542
1,219,717
939,448
|
||Other benefts
6,276
15,595
21,871
-|
||Social security costs
47,520
93,164
140,684
105,079|
||Employer’s contribution to
defned contribution and auto-
enrolment pension schemes
19,423
32,908
52,331
39,489|
||**487,394**
**947,209**
**1,434,603**
**1,084,016**|
## **12. Tangible fixed assets**
The following number of employees received employee benefits (excluding employer pension costs) during the period between:
|2025
2024
**No.**
**No.**
£60,000 - £70,000
2
5
£70,000 - £80,000
3
-
£90,000 - £100,000
1
-
£110,000 - £120,000
-
1
£120,000 - £130,000
1
-
The total employee benefts including pension contributions and national insurance contributions of the key
management personnel was £459,924 (2024: £327,949). The key management personnel comprise the trustees
and the senior leadership team, who have the authority and responsibility for planning, directing, and controlling
the activities of the charity, under the guidance of the trustees.
Redundancy and termination payments amounting to £19,340 were made during the reporting period. These
payments were made following a review of stafng needs and were fully funded from unrestricted reserves. All
payments were made in accordance with contractual obligations and statutory requirements.
The charity trustees were not paid or received any other benefts from employment with the charity in the year.
No charity trustee received payment for professional or other services supplied to the charity.
Trustees did not claim reimbursement of expenses during the year.|2025
COMPUTER
EQUIPMENT
OFFICE
EQUIPMENT
TOTAL|
|---|---|
||£
£
£|
||**Cost**|
||At 1 April 2024
40,077
2,197
42,274|
||Additions in year
8,991
-
8,991|
||Disposals in year
(882)
-
(882)|
||**At 31 March 2025**
48,186
2,197
50,383|
|||
||**Depreciation**|
||At 1 April 2024
15,403
505
15,908|
||Charge for the year
14,963
439
15,402|
||on disposals
(465)
-
(465)|
||**At 31 March 2025**
29,901
944
30,845|
|||
||**Net book value**|
||At 1 April 2024
24,674
1,692
26,366|
||**At 31 March 2025**
18,285
1,253
19,538|
## **11. Staff numbers**
The average number of employees (head count based on number of staff employed) during the year was as follows:
All of the above assets are used for charitable purposes.
||2025|2024|
|---|---|---|
||**No.**|**No.**|
|Raising funds|4|4|
|Other Charitable Activities|14|11|
|Governance|1|1|
|Support|2|1|
||**21**|**17**|
72
73
Notes to the financial statements for the year ended 31 March 2025
Notes to the financial statements for the year ended 31 March 2025
## **13. Intangible fixed assets**
## **15. Creditors: amounts falling due within one year**
|2025
SOFTWARE DEVELOPMENT
TRADEMARKS
TOTAL
**£**
**£**
**£**
**Cost**
At 1 April 2024
54,623
22,966
77,589
Additions in year
-
-
-
Disposals in year
(46,614)
-
(46,614)
**At 31 March 2025**
**8,009**
**22,966**
**30,975**
**Amortisation**
At 1 April 2024
12,002
14,033
26,035
Charge for the year
10,925
7,654
18,579
on disposals
(19,989)
-
(19,989)
**At 31 March 2025**
**2,938**
**21,687**
**24,625**
**Net book value**
At 1 April 2024
42,621
8,933
51,554
**At 31 March 2025**
**5,071**
**1,279**
**6,350**
All of the above assets are used for charitable purposes.
**14. Debtors**
2025
2024
**£**
**£**
Trade debtors
87,100
7,311
Prepayment and other debtors
385,437
177,802
Accrued income
582,228
2,033,458
**1,054,765**
**2,218,571**|2025
2024|
|---|---|
||**£**
**£**|
||Grants payable < 1 year
1,561,933
2,197,917|
||Trade and other creditors
276,538
188,573|
||Taxation and social security
52,947
36,957|
||Accruals
130,903
84,369|
||**2,022,321**
**2,507,816**|
||**16. Creditors: amounts falling due in more than one year**
2025
2024|
||**£**
**£**|
||Grants payable > 1 year
172,933
852,027|
||**172,933**
**852,027**|
||**17. Analysis of net assets between funds**
2025
GENERAL
UNRESTRICTED
DESIGNATED
FUNDS
RESTRICTED
TOTAL
FUNDS|
||**£**
**£**
**£**
**£**|
||Tangible fxed assets
19,538
-
-
19,538|
||Intangible fxed assets
6,350
-
-
6,350|
||Net current assets
5,676,411
1,414,000
-
7,090,411|
||Creditors: amounts falling due
after one year
(172,933)
-
-
(172,933)|
||**5,529,366**
**1,414,000**
**-**
**6,943,366**|
||2024|
||**£**
**£**
**£**
**£**|
||Tangible fxed assets
26,366
-
-
26,366|
||Intangible fxed assets
51,554
-
-
51,554|
||Net current assets
6,110,875
940,000
124,018
7,174,893|
||Creditors: amounts falling due
after one year
(37,500)
-
(814,527)
(852,027)|
||**6,151,295**
**940,000**
**(690,509)**
**6,400,786**|
## **18. Movements in funds**
|2025
AT THE
START OF
THE YEAR
INCOME
EXPENDITURE
GAINS/
(LOSSES)
TRANSFERS
AT THE
END OF
THE YEAR
**£**
**£**
**£**
**£**
**£**
**£**
**Restricted funds**
Porticus
Apr 24 Fund
-
120,000
(120,000)
-
-
-
Inclusive
Education Fund
124,018
333,333
(457,351)
-
-
-
**Total restricted**
**funds**
**124,018**
**453,333**
**(577,351)**
**-**
**-**
**--**
**Unrestricted**
**funds**
General Funds
5,336,768
5,225,789
(4,559,191)
-
(474,000)
5,529,366
Designated fund -
safety reserves
940,000
-
-
-
-
940,000
Designated fund
- future grants
reserves
-
-
-
-
474,000
474,000
**Total**
**unrestricted**
**funds**
**6,276,768**
**5,225,789**
**(4,559,191)**
**-**
**-**
**6,943,366**
**Total funds**
**6,400,786**
**5,679,122**
**(5,136,542)**
**-**
**-**
**6,943,366**|2024
AT THE
START OF
THE YEAR
INCOME
EXPENDITURE
GAINS/
(LOSSES)
TRANSFERS
AT THE
END OF
THE YEAR|
|---|---|
||**£**
**£**
**£**
**£**
**£**
**£**|
||**Restricted funds**|
||Diversity in
STEM &
Motorsport fund
599,349
694,436
(1,293,785)
-|
||Preventing
Exclusions fund
350,000
-
(350,000)
-|
||Inclusive
Education Fund
-
333,334
(209,316)
-
-
124,018|
||**Total restricted**
**funds**
**949,349**
**1,027,770**
**(1,853,101)**
**-**
**-**
**124,018**|
||**Unrestricted**
**funds**|
||General Funds
4,326,418
4,471,465
(3,161,115)
-
(300,000)
5,336,768|
||Designated fund -
safety reserves
640,000
-
-
-
300,000
940,000|
||**Total**
**unrestricted**
**funds**
**4,966,418**
**4,471,465**
**(3,161,115)**
**-**
**-**
6,276,768|
||**Total funds**
**5,915,767**
**5,499,235**
**(5,014,216)**
**-**
**-**
**6,400,786**|
## **Purposes of restricted funds**
**Porticus Apr 24 Fund** - a grant from Stichting Benevolentia, managed by Porticus for Improving educational provision for children in adversity.
**Preventing Exclusions Fund** - developed in partnership with Sky, aims to tackle school exclusions of vulnerable young people.
**STEM & Motorsport Fund** - To create and strengthen pathways to and within STEM and motorsport careers for people from underrepresented and disadvantaged groups.
**Inclusive Education Fund:** developed in partnership with UBS Business Solutions, with the aim to increase the ethnic diversity of the teaching workforce and scale models of inclusive education.
## **Purposes of designated funds**
**Safety Reserves Designated Fund:** this fund corresponds to four months of sustainable operating costs.
**Future Grants Designated Fund:** this fund is designated for future grants to be committed in the following one to five years.
74
75
Notes to the financial statements for the year ended 31 March 2025
Notes to the financial statements
## for the year ended 31 March 2025
## **19. Reconciliation of net income/(expenditure) to net cash flow from operating activities**
## **22. Related party transactions 2025**
The member or trustee listed below donated funds to Mission 44 during the financial period.
|2025
2024
**£**
**£**
**Net income / (expenditure) for the reporting period**
**(as per the statement of fnancial activities)**
542,580
485,019
Depreciation & amortisation
33,982
30,774
Decrease in debtors
1,163,806
1,436,927
(Decrease)/Increase in creditors
(1,164,589)
447,691
Loss on disposal of intangible assets
417
15,312
Loss on disposal of tangible assets
26,624
514
**Net cash provided by operating activities**
**602,820**
**2,416,237**|NAME OF THE TRUSTEE OR MEMBER
NAME OF THE MEMBER’S GROUP
VALUE
2025|
|---|---|
||**£**|
||Sir L Hamilton
N/A
3,311,272|
||Dawid Konotey-Ahulu
N/A
6,005
(donation in kind)|
||£475,000 of Sir L Hamilton’s donation was committed in the period, recognised in receivables and paid post
year-end.
The members or trustees listed below provided sponsorship and other funds to Mission 44 during the fnancial
period (all amounts pledged were received in full during the fnancial year and there were no unsettled amounts
at the start or the end of the year).|
## **20. Analysis of cash, cash equivalents and investments**
## NAME OF THE MEMBER’S GROUP
## NAME OF THE TRUSTEE OR MEMBER
|2025
2024
**£**
**£**
Cash in hand
6,867,967
5,424,138
Cash deposits with a maturity under 3 months
765,000
1,190,000
**Cash and cash equivalents**
**7,632,967**
**6,614,138**
Cash deposits with a maturity above 3 months and under 1 year
425,000
850,000
**Investments**
**425,000**
**850,000**|NAME OF THE TRUSTEE OR MEMBER
NAME OF THE MEMBER’S GROUP
VALUE
2025|
|---|---|
||**£**|
||Sir L Hamilton
Almave LLC
120,000|
||Sir L Hamilton and Mark Hamlin
Project Forty Four Limited
65,990|
||Natacha Minniti
JP Morgan Private Bank / JP
Morgan SE
20,000|
||The following trustees are associated with organisations that have provided services to or received fnancial
|
The following trustees are associated with organisations that have provided services to or received financial support from Mission 44 during the financial year. The conflicted trustees have not participated in the decisionmaking process in relation to these services.
## **21. Analysis of net debt**
|NAME OF THE TRUSTEE|NAME OF THE TRUSTEES’ GROUP|VALUE|
|---|---|---|
|||2025|
|||**£**|
|A K Q Ahmed|AKQA|76,423|
An analysis of the changes in net debt has not been presented as all of the entity’s cash flows relate to movements in cash, and the entity has no items to include in such an analysis other than the cash flows in the Statement of cash flows.
## **Related party transactions 2024**
The following trustees are associated with organisations that have provided services to Mission 44 during the financial year. The conflicted trustees have not participated in the decision-making process in relation to these services.
The member listed below donated funds to Mission 44 during the financial period (all amounts pledged were
received in full during the financial year and there were no unsettled amounts at the start or the end of the year).
|NAME OF THE MEMBER
NAME OF THE MEMBERS GROUP
VALUE
2024
**£**
Sir L Hamilton
N/A
3,963,834
Sir L Hamilton
Plus 44 LLC
56,524
The following trustees are associated with organisations that have received fnancial support from Mission 44
during the fnancial year. The conficted trustees have not participated in the decision making process relating
to these awards.
NAME OF THE TRUSTEE OR MEMBER
NAME OF THE TRUSTEES’ GROUP
VALUE
2024
**£**
Dr H Sillem
Royal Academy of Engineering
187,937|NAME OF THE TRUSTEES
NAME OF THE TRUSTEES GROUP
VALUE
2024|
|---|---|
||**£**|
||A K Q Ahmed
AKQA
153,388|
||D A Bardowell
Ten Years’ Time
3,240|
||NAME OF THE TRUSTEE
NAME OF THE TRUSTEES’ GROUP
VALUE
2024
Of the £153,388 expenditure above with AKQA, £67,496 is outstanding at year-end and recognised in payables.
The following trustees are associated with organisations that have received services from Mission 44 during the
fnancial year.|
||**£**|
||M Hamlin
X44 Limited (UK)
21,418|
The following trustees are associated with organisations that have received services from Mission 44 during the financial year.
Of the £187,937 grant above, £nil was paid in the year and £187,937 is outstanding at year-end and recognised
in payables. Another £277,755 is recognised in payables related to a grant recognised in the period ended 31 March 2023.
Of the £21,418 expenditure above, £5,312 is outstanding at year-end and recognised in receivables.
## **23. Members’ Liability**
The liability of each member is limited to £1, being the amount that each member undertakes to contribute to the assets of the Charity in the event of its being wound up while he or she is a member or within one year after he or she ceases to be a member.
Of the £76,423 expenditure above with AKQA, £nil is outstanding at year-end.
Additionally, there is an existing grant payable to the Royal Academy of Engineering, where our trustee Dr H Sillem was Chief Executive, recognised in the years 2023 and 2024, of which £465,692 was payable at the beginning of the period. £416,618 was paid during the year 2025, and £49,074 remains outstanding at the end of the year.
76
77
Annual report and financial statements for the year ended 31 March 2025
81 Rivington Street London EC2A 3AY mission44.org
**Charity registration number** 1199596 **Company registration number** 13792350