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Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 Charity registration number.. 1200928 TECHNOLOGY sfRATEGY ROLEPLAY ANNUAL REPORT AND UNAUDrrED FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 5 APRIL 2024

Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 TECHNOLOGY StRATEGY ROLEPLAY LEGAL AND ADMINIsfRATIVE INFORMATION Trustees Dr Shahar Edgerton Avin Jessica Bland Dr Peter Glenday {AptN)inted 7 November 2022) {AppK)inted 7 November 2022) {Apkx)inted 7 November 2022) Charity number 1200928 Registered office 35 ElwcK*1 Street London N5 IEB Independent examiner Tom Wilcox Counterculiure Pdrtnership LLP Unit 115 Ducie House LJ(le Street Manchester Ml 2JW

Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 TECHNOLOGY StRATEGY ROLEPLAY CONTENTS Page Trustees, report statement of trustees, re5tK)nsibilrties Independent examinerfs repN)rt ststement of financial activities io Balance sh*t li Notes to the financial ststements 12-17

Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 TRUSTEES, REPORT FOR THE PERIOD EIVDED 5 APRIL 2024 The trust present their onnual report aThJ financial statements fv the FEriThY ended 5 April 2024. The financial statements have been prepared in Kcornlan with the accounting kx)licies set out in note I to the financial statements and comply with the charity's meMondM of aoCiation, the Charities Art 2011 and "Accounting and Reporting by Charities.. Ststement of Recommended Pt7ctyce applicable to charities preparing their accounts in accordance with the Financial RewrbrKJ Standard applicable in the UK and Republic of Ireland (FRS 102)" {effecbve I january 2019). Objectives and activities At TSR, our vision is to shatt a future where deciSn$ relating to the devdopmenL deploymen¢ and govemance of transformative technologies, particulèty transf0mtive ari031 Intelligen (AI), are guided by foresight, responsible decision-making. and a deep understsnding of their impart tKptential on humanity's future. Our mission is to provide prioritised decision-makers in governments, technolcKJy fimis, and other relevant groups with participatory role-playing eXriences. fostering a profound understanding of the potential consequences of decisions lating to transformative Al. Policies and objectives The principal ob]"eth"ves of the Charity are for the public benefft: To advance the education of the public in general (and particulady current and fvture decision makers) on the subjects of the impart and g0Veman of transfomiative technologies (such as artificial Intelligen), through the prowsion of participatcry YrkshopS and other educational rur$ and training. To promote research that will inf(Km tyltional Kbvitie5. To publish the useful resull When planning the Charitys activrtres for this pericrfj, the trustees confimi that they have complied with the requirements of section 17 of the Charities Art 2011 to have due regard to the public benefit guidan published by the Chority Commission for England and Wats. TSRS current initiatives focus on addressing the risks assiKiated with the development and deployment of transformative At technologies, through the training of decision makers and education of the broader PLJblic. We engage decision-makers in roleplawng workshops that simulate hwJh-stakes decision junctures, where we underscore risks and tM)tential harmful Consequen of AI rf not carefully govemed, which could be catastrophic to human life and society. We also share lessons from these engagements with the broader public, to increase awareness of these issues and accountsbility for decision makers. Through this we aim to increase awareness, knowledge and preparedness for nSf0mlatIVe Al te(hr#)loJies. helping decision makers develop the skills required to Steer AI ftJture5 that increase the public goc#Y.

Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 TECHNOLOGY StRATEGY ROLEPLAY TRUSTEES, REPORT (CONTINUED) FOR 7HE PERIOD ENDED 5APRtL 2024 Programs The flagship project, Intelligence Tbsing (IR). has played a pivotal role in achieving our mission. IR was designed collaboratively by researchers at the University of Cambridge, UnNersty of Oxford, and Wichita State University, alongside non-academic collaL¥Jrators. It is inspired by the efficient model of war games, expK)sing partiapants to dynamics and decision junctures representstive of the future of Al tech and policy development. The game design is infom)ed by academic earch and current discussions within the Al community, seeking to address safety, ethical, and security COnrn$ related to Al. AnaliJJOUS to wargaming, Intelligen Rising is generab"ve, creating tM)ssible futures through adversarial interartions btheen teams with different, conflitting objectives. This approach enables individuals to explore scenarios and outcomes that they might not readily conceive independenljy. Our clients to date have primarity belonged to the following categories.. l. Teams of professionab in the tech settor. 2. Government A] tM)licy teams and govemment Alffech Foresight teams. 3. Stsff and board members at think tanks aThJ NGOS working on teth lICy/tech futureslrisks. 4. Students and young professionals enrolled in advanced degrees or fellowship programs. 5. P0cIpants at events and Conferen with a fcKus on At governance or roleplaying. Through this, we aim to advance decision-making skills that redu the fijttjre risks of transformative technologie5 to society at large. We currendy believe that such scenarios m05t likely involve transformative Al 5yStem5, and so we have oriented our primary fiKus to achieve the ft)Ilowing ob]"&tive5: Develop.. Dign and iterate parbcipatory experience5 providing exploration of geopolitical, ethical, safety and security COnmS related to Al futures. Deliver.. Immersive roleplawng experien to target groups aimed at improving awareness and govemance of transfomiative AI. Disserninate.. Insights from the impatt our methfyys. sharing learnings, on methl010gY and Al futures, with relevant C(KnmUnes. The long term impart loutcome5) we hope to achieve are that: Decision-rnakers are eqUipEd to make 'g( deLisions' based on the rvK)st advanced research and awareness of risks a$slated with transfom)ative technolLMJies. There is heightened awareness and infom)ed understsnding of the strategic landscape around transfomiative technolcxJies [). Key outcomes and learnings emerging from engagement with influential decision-makers are shared with the Al governance community for onward deliberation and advancement.

Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 TECHNOLOGY StRATEGY ROLEPLAY TRUSTEES, REPORT (CONTINUED) FOR 7HE PERIOD ENDED 5APRtL 2024 Achievements during the period Since incortK)ration in 2022, the organi&)tion has significandy matured ts govemance and processes, has increased its capacity to deliver Intelligence Rising, ttrs main project, through trained facilitstors, and has entered into very promising collaboratiorbs. Noteworthy milestones indude: o TSR: The estsblishment of an organisatsonal stnjcture around Intelligence FSIng {IR) and rKtential fijture projects, demonstrab.ng our collective Msion and commitment. A transition to a M(e1 of (largely) paid compensation for organisational WOrkstms, recognising and rewarding the invaluable contributions towards our shared mission. OntM)arding of a Chief Operating OffIr (CCX)) to sustsin and operations on the projecL o Intelligence Rising . Continued progress, with 20+ games run in the reting pericKJ (overall -50 games) A high-stskes partnership with a leading AI consultancy and think tsnk to deliver a series of high-stakes Al wargames, fft of which have already bn delivered, in suprK)rt of a mass-outreach educational produrt. Three short-term contrdctors were onlJMrded for deliverablb05ed work on asset development and projert branding At least 8 facilitators are now W)ts0ned to vutr1rE1Ye fee-based suptK)rt for running IR (of which 4 are in training) The intellectual prrtY (IP) for the game was offioally transferred to the charity from its 9 original collaLK)fttors Formal applicats.on for trademarking "Intelligence RisiThJ" in the UK was in pesS and exed to be completed by May 2024 We are yet to fom)ally putAish our learnings from our impact evaluations aimed at assessing impart through multi-modal delivery of IR since 2019 (when it was a projert incubated at an academic institution). However a conseNative estimate from our dcKumented records would suggest approx. 150 participants across 11 clients in the US and EU have had a chance to experien At futures decision-making through our roleplaying garne in the reporting period (since November 2022). Our offerings are Lurrently categorised under the following channeLs.' High-stakes games Regular and conference IR game5 Assets and t(K>ls for players and facilitstors Research papers on the efficacy of aml lessons from immersive roltrplay exercises We believe that these categories reflett wr commiknent to Strategic collaiKJTrtions, educational initiative5, controlled dissemination of propnetary resources, and th0ht knjership in Ihe domain of At ftjtures. High-stskes games Through significant partnerships with global leaders. we aim to simulate rea1-¥rfd geopolitical dynamics, allowing participants to engage with state actors a global stage. DuriThJ wi¢)J. the following prcNJress was made.. Two high-stakes games were run - under an ongoing partnership wth a leading industy Al consultsncy, that aims to convene key ecosystem actors like industry, govemment, and civil sety. We are scheduled to run the third and final game under this partnership in July 2024, after which there will be a mu1-coUn publication released tentatively by the end of 2024. Through our involvement in designing and adjudicating the games, the decision junctures and futures narratives rtrayed in the publication will more realisbc and tetter refiect the decisons that will be faced by state and ' One run of the game is typtslty played btheen 4-18 rwers (We' c(5ts"¥Y awming an average of 8 per game). At Y)e time of re"ng 19 rur6 of the game were recor in tr*alkn"ryJ an estimate of 152 paCipants in both online and in-pemn ddivery of the garrE.

Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 TECHNOLOGY StRATEGY ROLEPLAY TRUSTEES, REPORT (CONTINUED) FOR 7HE PERIOD ENDED 5APRtL 2024 corporate actors as technology advan towards diCallY tronsfomtive impacts for humanity at large, according to current research on the topic. Regularand conference IR gan$ Our workshops enable participants to simulate deogon-making scenarios thrDugh role-playing, catering to diverse groups through both paid and pro-tK)no initiatives. During the perictl, we made the following prcrfJress.' -20 games run with industy, a(ademia, cNil 9xiety and govemment stakeholders in UK, EU and USA Multi-session game with an academic paTtrer- a game was faolitated over 3 separate sessions, followed by a seminar, to explore a new mcJel of running IR with an additional tdagogical comkK)nent. Local practice games- with new faolitators tesbng out MulIngUa1 fcmats of the game acmss UK and EU EAGX games- community organised conferences with an interest in At governan Assets and tools forplayets and Gms During the period, we reviewed and developed standardised materials for our rolepL3ying game to expand the reach of our mission, increase the pace of new llitatOr recruttment, and improve COstencY across our workshops. Iv. Research papers on immersive rolplaYIng gan$ (RPGS) These papers contribute to the discourse on AI futures and fijtures meth(xJologies, sharing insights from our workshops and experience. During the peri. projress was made on the following publications l¢utrenily in pr¢pdraliun}'. A paper by 1ntdllgen Rising's senior f30litstors. reflecting on the aviou1 patiems, recurring storylines, nd strategic insights that have emerged from Intelligen SIng workshops. A paper examining the effecbveness of nan0-baSed RPGS, specifically Intelligen Rising, in communicating global catsstrophic risks linked to afiCIal intellen development and its impart on players, attitudes, knowledge, and behavioural changes. Sharing Insights for educationalpuryx Under the high-stakes partrership, we pledged sUPtKsrt vp to E200,000 to aid Nice ght Ltd. in the produrtion of a documentary film based on the objethves and methodolc¥Jy of our approach with £150,000 already being sub-granted in ¢Mober 2023 and disbursement of £50.000 is contingent on mutual review or project needs and confirmation of updated projert milestones being achieved.The acttl temis of disbursement and final subgranting amount will be reflected in a signed grant agreement. Evaluation We collect systematic feedback on our okErations projects through sutveys and interviews. We aim to collect feedback on our research by submitting artides to ioumals & conferences and by requesting fback on drafts of dUments from relevant extemal researchers. Financial review In the reporting period TSR rai £222,940 in donations, £149,988 was registered in res of the Nice ght project with the remainder for unrestrirt& use, in addition £8,745 was raised via charitsble activitie5. Totsl expenditure was £192,548 leading to a surplLJS for the year of £39.137 to carry forward. all of which is unrestricted funds. Reserves policy It is the kK)licy of the charity that unrestricted fvnds whith have not L7 deggnated for a specific use should be maintsined at a level equivalent to ttheen thr* and six month s expenditure. The trustees consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to conts.nue the charity s current artivities while consideration is given to ways in which addonal funds may be raised. This level of reserves has been maintsined throughout the period

Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 TECHNOLOGY StRATEGY ROLEPLAY TRUSTEES, REPORT (CONTINUED) FOR 7HE PERIOD ENDED 5APRtL 2024 Risks and uncertainties The trustees have considered the key risks and uncertainties to TSR'S ability to carry out its charitsble purposes, including reputational and organisational risks, and are Satiled that systems, acbons andlor prOdureS are in place in order to manage those risks. Key risks and unrtaInties, and their mitigations, indude.. Risks l Uncertainties Mitigation Opportunity Mapping: Given the complex path to impart enabling safety of emerging Strategic uncertainty around the most technokNJies, we aim to.. promising opportunitie5 Set annual obiecbve5 basis a reSeah and prototypir sprint of all key functions of the organisation during the Team's annLJal retreat Regulady review pr(yJress on strategic priorrties in b1-WeeY all team calls Prowde quartedy updates to the Trustees for exploring regularly tracking relevant opwrtunities Tracking an Evolving Landscape: Stay current with rapidly adnCing technology and regulatory landscapes. ftU5Ing on understanding key developments and frameworks Engaging tiVe pK)licymakers and researchers for best prattl wrthin the domain and At- interested community Enhancing GM training to indude regular utmjates on relevant technol(xJical and p)licy developments Data privacy: Implementing robust cyLErsecurity measures Developing a comprehensive PrivBCY Policy with opt-in options for most pardmeters Conducting tkri(Mlic security audits and assessments Ensuring dats privacy compliance with best-in<la5s industry stsndards (to the extent wssible) Establishing dats redundancy and bkup systems to mitigate the risk of a single Foint of failure Impact evaluation: Comprehensive review of societal impact Engaging extemal impart wdluation experts to establish an evaluation press. Integrats"ng the defined pr£ into project operations. Publishing finding5 in pEer-reviewed academic journals. Financial risk: Maintaining steady 0rational njnway for sustained Proj operdtions Rewewing and apwoving annual tget at the beginning of an orErdtional year Sourcing cost optimization strdtegie5 to cover operdting expense5 Diverstfying funding sources and maintaining substantial financial Personnel risk: Risks to volunteerl trained game tscilitstor retention Regular urxjates to ensure volunteers are motivated and aligned with TSR'S mission (short-temi) Implementing more remunerated contracting models for charity personnel to enhan engagement {long-temi) Efficiency risk: Developing standard operats.ng prctedures for comprehensive onboarding game facilitstcws and game delivery Implementing and transparency measures through a codified Tern)s & Conditions in project okErntions Intrease investment in feedbad( collation and integration of irbsights into assets and GM training

Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 TECHNOLOGY StRATEGY ROLEPLAY TRUSTEES, REPORT (CONTINUED) FOR 7HE PERIOD ENDED 5APRtL 2024 Set Annual Objettives- review past projert artivibes and set annual objecbves and milestone5 Build TSR Research - explore the feasibility of furthering our agendas through an in-house researth unit Organisational development- build ceRtional efficietKies in areas of personnel management and projett operations Hire resources- in areas of research. operati(5 and gan faolitstors (multi-region and multilingual) Scale Intelligence Rising - pilot mulb'_market growth opwwtunity areas for the Intelligence t45ing proj&t High Stskes partnerships- continue maximising impart through collak¥rations with leading organisations Impact assessment - track impart and ltete to incorp)r3te kYcKlucts and projects more in line with mission objectives Financial seff-sufficiency achieve fiscal wabilty arKI a self-sufficient operdtional njnway Funding TSR was pThiously granted funds from the LoThJ-Tem) Future Fund (LTFF) LEfore incowration for the Intelligen Rising project, a of which was carried forward once TSRS fomial accounts were set up and has been reported as such. Another donation for £50,000 was received from an individual donor in March 2023 which was awarded gift aid for £13,172.37. Other revenue for the projert came through income reiVed from fees paid by clients . Operational expenses over the rewbng peri(KJ have been inCued from only these sources of funds. strurturei governance and managemert consti0 Technology Strdtegy Roleplay {'TSR', the "Chaiity") is a Charitable IncorFMlTrted Organisation, governed by its Constitution, as dated 7th November 2022. The Charity registered as a charrtable incorpN)rated organi53tion (CIO) is a ct)rporate tY with a constrfcution that is registered with and regulated by the Charity Commission. It was registered on 7 November 2022 wf(h S Charity Registration Numttr being 1200928. See the Affiliations seth.on tElow for detsils of the Charity's founding. In order to serve on the charity trustees, eth indmdual was app)inted for the following tenures through the passage of a resolution at the Trustee's Meetirvj held in (kt 2022 to approve the application and governing documents for the constitution of the charity.. Dr Shahar Edgerton Avin Jessica Bland Dr Peter Glenday (Apw)intd 7 NOVemr 2022) (AprKTrinted 7 NOVemr 2022) (ApFointaY 7 Novemter 2022) When choosing individuals to seNe as charity trustees, the goveming ttsyy of the charity considered the aptitudes, expeSe, and wactical know-how, which a essential for the efficient OFraOn of the ao. The tharity is gi)verned by the tx)ard of trustees. however day-ttFday operations are delegated to the senior management team, consisting of the foik)wing iThlNiduals who ensure the effeLtive delivery of our prograrns and initiatives- Dr Shahar Edgerton Avin (Trustee and Chair) sin InptiOn Ms. Sanjana KAshyap (Chief Ottrating Offir {C(K))) fmm June 2023 During the peric*l, Dr Shahar Edgerton Avin led the Ove11 strategic direction of the organisation, along with management and patherships of the Intelligence Rising {IR) proiect. Sanjana Kashyap led the development and implementation of effectyve operational strategies for TSR {viz. progTrm management, HR policy and charity re[m)ng).

Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 TECHNOLOGY StRATEGY ROLEPLAY TRUSTEES, REPORT (CONTINUED) FOR 7HE PERIOD ENDED 5APRtL 2024 The trustees consider that they, tcrfJether with the OforentIOned senior management team comprise the Charitys key management personnel. The trustees a not remunerated for their services to the Charity except Dr Shahar Edgerton Avin who may receive a fee for his Servi as a game faolitstor to the Intelligence Rigng projett. The remuneration of the senior management team is rewewed and agreed annualty by the trustees taknng account of employment market inft)rmation and the needs of the Charity. For contractors (i.e. game facilitstors, research consuliants, freelan contractors etc.), we review pay slabs for personnel annually when preparing the budget and during the Trustee's Annual General Meeting {where this may be accepted). Aternatively for untAanned Vdcancies during the operational year pay scales may be reviewed at the time of drafting the job description. For vendors, typicalty, at most thr quotstions for the prcKJucVseNce in consideration are sourced from prospective vendors and review1 by the sen1( Management before the most cost effKtive and SCOalIgned match is chosen. The Charity is recognised by HNRC for Gift Aid. The trustees have complete control of the Charity in rElation to the applicati of fvnds. Trustees are appointed in accordan with the Charity's goveming dcKument. Organisatsonalstwrture The trustees meet when required, Usual twi a year (one mandatory Annual General Meeting (AGM) and Special General Meeting {SGM} as and when deemed necessary). to make all decisions for the charity. Decisions may also be made in writing or in electronic fcmi with agreement of the majority of the trustees other matters Affiliations The Charity was founded in order to assume the operations of an existing researth project that was previously operated as part of a collaborats.on between The Centre for the Study of Existenb"al Risk fCSER'?, an interdisciplinary research trntre within the Instrtute for Technology and Humantty at the University of Cambridge and eight collaborators from academic centres and volunteers. These 0ratiOnS were transferred to the Charity in 2022 under the stewardship of Dr Shahar Edgerton Avin. TSR Trustee s have affiliations with CSER where Dr Shahar Edgerton Avin (Trustee) and Jess Bland (Trustee) hold full-time positions and the SchtK)l of Internab"onal Futures (SOIF) where Dr Peter Glenday (Trusteel holds a full time role. 1 trustees provide advisory for the strategic vision, repx)rbng approvals and financing requirements of the charity. In 2023 and 2024, TSR collaborated with NI Light Limited on a project aimed at developing an educational produrt in line with TSR'S charitsble goals. This collat)rabon also involved SUPkKjng the development of three high-stake5 game5 aimed at engaging key actors within policy, indusby, academia, and civil society. As part of this project, TSR engaged with three philanthropic organisations, who provided donations eamiarked for sub-granting tt) Nice Light Limited for the puctiOn and distribub.on of the educab.onal pruLt. The trustees, report was approved by the Board of Trust&s and %gned on their behalf by: Do¢uSynedtsy. 8FS?8A1F49YR4F8 Dr Shahar Edgerton Amn Trustee 6/14/2024 Date:.............................................

Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 TECHNOLOGY StRATEGY ROLEPLAY TRUSTEES, REPORT (CONTINUED) FOR 7HE PERIOD ENDED 5APRtL 2024 Recrultmentand appolntment of tntstees The trustees are ponSIble for preparing the Trustees, RetK)rt and the financial ststements in accordance with applicable law and United Kingdom AccountiThJ Stsndards (United Kingdom Generally Accepted Accounting Practice). The law applicable to charities in England and Wales requires the tsustees to prepare financial statements for eath financial year which give a true and fair wew of the state of affairs of the charty and of the incoming resources and application of resources of the charty for that period. In preparing these financial statements, the trustees are Uired to: select suitsble accounting p)licies and then apY them consistently; obseNe the meth(5 and prinoples in the Charities SORP. make judgements and estimates that are rea9)nable and pwdent. state whether applicable accounting standards have been followed, subject to any material departure5 disclosed and explained in the financial ststements- and prepare the financial statements on the goiThJ concem basis unless it is inappropriate to presume that the charity will continue in operntion. The trustees are responsible for keeping sufficient lunting reco1$ that disdose with reasonable accuracy at any time the financial rx)sition of the charity and enable them to ensure that the financial statements comply with the Charitie5 Act 2011, the Charity (Accounts and RetK)rts) Regulab"ons 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hen for taking reasonable steps for the prevention and detethon of ftaud and other irregularibes. The trustees are responsible for the maintenance and integrity of the Charity and financial infomiation included on the Charity's website. Legislatyon in the Unfted knngdom goveming the preparation and dissemination of accounts may differ from legislation in other jurisdictions. This report reflects our unwavering dedication to our mission and the growth of TSR'S impacL For any further information or assisiancei please do not hesitate to reach out to us at

Docusign EnvÈlope ID." 97276440-1A82471E-A417-D9F3ABE100A6 TECHNOLOGY StRATEGY ROLEPLAY STATEMENT OF TRUSTEES, RESPONSIBILITIES FOR THE PERIOD ENDED 5 APRIL 2024 INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF TECHNOLOGY sfRATEGY ROLEPLAY I report to the trustees on my examination of the finanoal siatements of Technd¢JJy Strategy Roleplay (the charity) for the period ended 5 April 2024. Responsibilities and basis of report As the trustees of the charity you are responsible for the prepaTrtion of the financial ststements in accordance with the requirements of the Charitie5 Art 2011 (the 2011 Art)- I report in respert of my examination of the charity s financial statements carried out under secbon 145 of the 2011 Art. In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under sertion 14515)(b) of the 2011 ALt Independent examinerfs statement Your attenkn.on is drawn to the fact that the charity has prepar8J financial siatements in accordan with Accounting and Reporting by Charities pparIng their accounts in accordance with the Financial Reporting Stsndard applicable in the UK and Republic of Ireland (FRS 102) in preferen to the Accounting and Reporbng by Charities: Statement of Recommended fvBCtice issued on l April 2005 which is referred to in the extant regulations but has now been withdrawn. l understand that this has been done in order for financial statemerbts to provide a true and fair view in accordan wrfch Generally Accepted Accounting Practice effe(tive for repK)rting peritKls b8Jinning on or after l January 2015. I have completed my examination. I confirm that no matters have come to my attention in conneth.on wf(h the examination giving me cause to believe that in any material respect.. accounting records were not kept in resp of the charity as required by section 130 of the 2011 Act. or 2. the financial statements do not accon1 with those recornls; or 3. the financial statements do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and RerKrts) Regulations 2008 other than any requirement that the accounts give a true and fair view which is not a matter considered as Part of an independent examination. I have no concems and have come across no other matters in connection wth the examination to whith attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached. ,7LG Tom Wilcox CounterCuUre Partnership LLP Unit 115 Ducie House Ducie Street Manchester Ml 2]W Dated: 18 June 2024

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