## Trustees’ Annual Report
Reporting Period: 5[th] May 2024 to 11[th] August 2025
## Reference and Administrative Details
Charity Name: The Mitchell Foundation
Charity Registration Number: 1208135
Registered Address: 86 Regent Street, Aberdare, Rhondda Cynon Taf, CF44 6EU
Appointed Trustees:
|Trustee|Appointed|
|---|---|
|Jade Harries|5thMay2024 to Present|
|Jenna Williams|5thMay2024 to Present|
|Kiah Evans|5thMay2024 to Present|
|Kara Davies|5thMay2024 to Present|
## Structure, Governance and Management
The Mitchell Foundation acting as Charitable Incorporated Organisation (CIO) were trustees are the only members.
The trustees of the Foundation were initially appointed by the founder and current Chair, Jade Harries, at the time of the Foundation’s establishment in August 2023. These appointments were made in anticipation of the Foundation’s formal registration with the Charity Commission, which was successfully completed on 7th May 2024.
The selection of trustees was based on their demonstrated interest in the mission and objectives of the Foundation, as well as their relevant personal and professional experiences. These attributes were considered essential in ensuring that the governance of the Foundation would be both effective and aligned with its charitable aims.
Looking ahead, the appointment of additional trustees will be undertaken collaboratively by the existing board. Such decisions will be guided by a careful assessment of how new appointments can enhance the Foundation’s work, strengthen its governance, and contribute to its long-term sustainability and impact.
The Board of Trustees convenes on a quarterly basis to discuss strategic initiatives, organizational growth, and the overall outlook of the Foundation. Each meeting is conducted with an open-minded and inclusive approach, ensuring that all perspectives are considered to achieve the most beneficial outcomes for the Foundation.
Key discussion areas are revisited in subsequent meetings, where the Chair presents findings and research conducted in the interim. This iterative process supports informed decision-making and fosters a safe and collaborative environment for guiding the charity’s direction.
Although our charity’s core activities do not involve direct engagement with families, there are occasions when trustees may come into contact with bereaved families while fulfilling their duties. In recognition of the sensitivity required in such interactions, trustees were offered the opportunity to undertake training through The Foundation for Infant Loss. Two trustees successfully completed this training, gaining valuable insight into how to appropriately support bereaved families and understanding the hospital journey experienced by families following the loss of a baby.
This training, or a similar alternative, will be made available to newly appointed trustees should they wish to participate.
The Mitchell Foundation maintains a Privacy Policy, which is publicly accessible via our website. We also have a Safeguarding Policy in place, although it is infrequently applied due to the limited direct contact with bereaved families.
In addition, the Foundation holds Public Liability Insurance, which provides coverage for financial loss, third-party property damage, and bodily injury. This insurance primarily covers our stock used to create care packages and any community-based activities we undertake.
## Objectives and Activities
The Mitchell Foundation is committed to supporting families during one of the most emotionally challenging experiences imaginable—the loss of a baby through miscarriage or stillbirth. Our primary objective is to provide essential hygiene items within hospital settings wherever possible, ensuring dignity and comfort for individuals navigating this deeply traumatic time.
The loss of a baby, regardless of gestational age, can be a profoundly distressing event. It often occurs unexpectedly, leaving families in a state of shock and grief. In many cases, individuals experiencing pregnancy loss are placed in hospital waiting areas for extended periods while awaiting medical attention. Unfortunately, during this time, basic hygiene needs are frequently overlooked, compounding the emotional and physical discomfort of the situation.
It is not uncommon for partners or family members to be tasked with sourcing hygiene essentials—such as sanitary products and wipes —at a time when their focus should be on providing emotional support and remaining close to their loved one. The Mitchell Foundation believes that families should not be separated during such a vulnerable moment. By supplying hygiene care packages directly within hospital environments, we aim to alleviate this burden and allow families to remain together, supported and cared for.
In addition to supporting patients, the Foundation also recognises the challenges faced by nursing and midwifery staff. These professionals consistently deliver exceptional medical care under difficult circumstances, yet they are often left without access to standard hygiene provisions to offer their patients. By equipping healthcare teams with these resources, we not only enhance patient care but also empower staff to uphold the dignity and wellbeing of those in their care.
Through this initiative, The Mitchell Foundation seeks to foster a more compassionate and responsive healthcare environment—one where emotional and physical needs are met with equal consideration, and where no family feels forgotten in their moment of loss.
Women experiencing the loss of a baby prior to 16 weeks gestation are typically cared for within hospital departments such as the Early Pregnancy Unit, Gynaecology, or Accident and Emergency. In these settings, The Mitchell Foundation provides discreet and compact care packages designed to meet immediate hygiene needs. These
packages include items such as disposable underwear, sanitary products, intimate hygiene wipes, and waste bags. The aim is to ensure that individuals have access to basic hygiene essentials during a time when dignity and comfort are often compromised due to the clinical nature of the environment and the emotional distress of the situation.
For families experiencing a later loss—generally beyond 16 weeks gestation—initial care may still be provided within the aforementioned departments. However, the majority of care is delivered within the Labour Ward, where women typically undergo a natural delivery. During this time, partners or designated birthing companions are encouraged to remain present, offering emotional support and helping to create meaningful memories with the baby. The Foundation recognises the importance of these moments and seeks to ensure that families are not burdened with practical concerns during such a sensitive time.
Hospital stays associated with later gestational losses are often longer, and many facilities offer specialist bereavement labour rooms to support families through their experience. In these settings, The Mitchell Foundation provides comprehensive care packages for both men and women. These packages include hair care products, sanitary items, showering and bathing essentials, and dental hygiene supplies. By offering these resources directly within the hospital environment, we aim to relieve families of the responsibility of sourcing such items themselves. This allows them to focus entirely on supporting one another and cherishing the limited time they have with their baby, without the added stress of managing practical needs.
Through these tailored interventions, The Mitchell Foundation continues to uphold its commitment to compassionate care, ensuring that dignity, hygiene, and emotional wellbeing are prioritised for all families experiencing pregnancy loss.
## Achievements and Performance
During the period leading up to this reporting cycle, The Mitchell Foundation successfully distributed hygiene care packages to 19 hospitals across England and Wales. By 11th August, this initiative had grown significantly, reaching a total of 77 hospitals.
These hygiene care packages, which contain essential toiletries and comfort items, have provided vital support to thousands of patients during their hospital stays—particularly those who lack access to basic personal care provisions. Feedback received from both
hospital staff and patients has been overwhelmingly positive, consistently emphasising the dignity, comfort, and sense of care that these packages bring to individuals during vulnerable times.
In total, 41 hospitals have formally requested restocking of the care packages, demonstrating their continued value and the appreciation expressed by families and healthcare professionals alike. In recent months, we proactively contacted 36 of our partner hospitals to offer automatic restocking services, ensuring that sufficient supplies are maintained. Of these, 13 hospitals opted into the automatic restocking programme, while the remaining 23 chose to continue with restocking upon request. This decision was largely influenced by factors such as the smaller number of families served or limited storage capacity within those facilities.
In addition to the distribution of care packages, The Mitchell Foundation remains a committed advocate for baby loss awareness and remembrance. We actively promote the importance of honouring and remembering much-loved and deeply missed babies through initiatives such as our online remembrance tree and participation in commemorative events, particularly those held during Baby Loss Awareness Week (9th– 15th October).
Throughout the year, we have also engaged with the midwifery community by attending student midwifery events and midwife-led conferences. These opportunities have allowed us to raise awareness of our work, share our mission, and educate both current and future midwives on the impact we strive to make within hospital settings and among bereaved families.
One of the primary challenges we encountered was establishing initial contact with hospitals in order to offer our care packages. By conducting targeted searches through online search engines, we were able to identify and obtain publicly available contact information—such as email addresses and telephone numbers—for bereavement midwives. These details enabled us to reach out directly and introduce our support services to hospital staff. Once initial contact was successfully made, we were often able to expand our outreach by being referred to or connected with neighboring hospitals within the same trust or region.
In an effort to broaden our network, we also approached other organisations for assistance in acquiring hospital contacts. However, due to Data Protection Act (DPA) regulations, they were unable to share personal contact details with us. Despite this limitation, many organisations kindly offered to include information about our initiative
in their newsletters, thereby helping us reach a wider audience through their existing contact lists.
Additionally, it became evident that many hospitals were not being restocked with essential hygiene items in a timely or consistent manner. This gap in supply prompted us to implement the automatic restocking system described earlier, ensuring that hospitals could maintain adequate stock levels of critical hygiene products without interruption.
Due to the sensitive nature of the support we provide, direct feedback from families is often limited. The grieving process—particularly in cases of baby loss—is deeply personal and varies significantly from one family to another. As such, our approach must remain flexible and compassionate, tailored to the unique needs and emotional journeys of those we support.
Despite the challenges in gathering feedback, we are grateful to receive positive responses regarding our care packages. These packages have been acknowledged not only by families but also by hospital staff, who have expressed appreciation for the support we offer to their patients during such difficult times.
Below are some of the comments and feedback we have received, which reflect the impact of our work and the value it brings to both families and healthcare professionals:
Thank you so much for your support packages, parents are really appreciative of them especially when they arrive unprepared’
Specialist Bereavement Midwife
“Thank you for thinking of the things that matter the most during times we cannot change”
Bereaved Mother
“I was very grateful to recieve a pack on the day I found out I was going through a missed miscarriage”
## Bereaved Mother
“We were given one of your packs. I was so very relieved, since it meant I didn't need to face the outside world during the saddest period of my life”
Bereaved Father
‘Thank you so much for the offer of the hygiene care packages, I know they will make a great improvement to our services. Its lovely to have a charity to help with this’
Specialist Bereavement Midwife
“We unfortunately went through the loss of our son on the weekend and realised we had forgotten so many toiletries, so we’re so relived to see your lovely care packages”
Bereaved Mother
‘The staff have found this very useful to provide a pack to parents, they are easily identified as male and female packs which also makes the dads feel included. This has reduced the amount of time that staff are chasing around looking for items.’
Specialist Bereavement Midwife
## Financial Review
The current financial position of the organisation is positive. We have received a substantial volume of physical product donations through community initiatives and collection events held at supermarkets. These contributions have significantly reduced our expenditure on hygiene essentials. Additionally, we are registered with a supplier that provides hygiene products at prices below the recommended retail price (RRP), enabling us to purchase large quantities at a reduced cost and thereby maximise the impact of our spending.
During this financial period, we invested in promotional materials including windproof banners, leaflets, event-day handouts, and fundraising guides. We also benefited from generous donations of marketing resources, such as collection day leaflets, a branded tablecloth, and a gazebo.
Given our strong financial standing, we are actively exploring new ways to support families, including enhancements to bereavement labour rooms to improve their experience during hospital stays. These initiatives are outlined in our future plans.
Other expenditures include the organisation and hosting of fundraising events. To date, all events have generated a profit, raising essential funds for The Mitchell Foundation and increasing public awareness of our mission. These events have also helped us build valuable support within the community.
The Mitchell Foundation currently maintains a reserve fund of £2,000. This allocation enables us to fully replenish supplies for approximately six hospitals, based on average restocking requests received over a typical three-month period. However, it is important to note that the frequency and volume of restocking can be difficult to predict due to the nature of the support we provide. Each hospital experiences fluctuations in demand—often with peaks and troughs occurring at different times—which adds complexity to our forecasting efforts.
As our operations continue to grow and evolve, we anticipate gaining more comprehensive data on usage patterns and restocking trends across the hospitals we support. This will allow us to refine our planning processes, improve the accuracy of stock level projections, and ensure that funding is allocated more effectively. Ultimately, this data-driven approach will enhance our ability to respond promptly and efficiently to the needs of our partner hospitals.
The Mitchell Foundation remains in a strong financial position, with substantial reserves that enable us to continue providing meaningful support to families well into the foreseeable future. In addition to our ongoing commitments, we are also well-placed to respond to requests from new hospitals seeking assistance, ensuring that our reach and impact continue to grow.
Over the past year, we have undertaken significant efforts to optimise our operational costs while maintaining the high standard of service that beneficiaries have come to expect. This has involved carefully reducing quantities where appropriate and conducting regular price comparisons. These measures have allowed us to achieve greater cost-efficiency without compromising the quality or consistency of our support.
During this financial period, the primary source of income was derived from donations. These contributions were generously made by the families we support, either directly or through their own fundraising efforts, as well as from members of the wider community who chose to support our cause.
In addition to these donations, we were fortunate to receive a total of £5,000 in grant funding. These grants were awarded by three separate businesses and organisations, each of which recognised the value and impact of our work.
Fundraising activities contributed a smaller portion of our overall income. As this was our first year of operation, a significant amount of time was dedicated to researching and identifying event formats that would yield the most effective financial return. As a result, only three fundraising events were held during this period, each carefully selected and planned to maximise potential income while allowing us to build experience and community engagement.
See below a break down of this financial years breakdown:
||Amount(£)|
|---|---|
|Grants|£5,000.00|
|Donations|£7,723.00|
|FundraisingEvents|£3,506.00|
|Merchandise|£83.00|
|||
|Total Income|£16,312.00|
|||
|Total Expenditure|£11,313.00|
|||
|Last Year Funds|£3,275.00|
|||
|Reserve Held|£2000.00|
Note: Funds rolled over is the amount raised during period August 2023 to 6[th] May 2024 prior to registration with the Charity Commission.
We remain confident that, through our ongoing commitment to organising events and engaging in fundraising activities, we will be able to sustain the current level of financial support throughout this financial year. Our trustees continues to work diligently to ensure that our fundraising efforts are both effective and inclusive, allowing us to maintain and potentially expand our reach.
As part of our strategic development, we are actively exploring new methods to engage with a broader range of communities. Given that our charitable work supports hospitals across both England and Wales, we believe there are many additional communities that would be interested in and willing to support our mission. By identifying and connecting with these groups, we aim to strengthen our network of supporters and enhance the impact of our work.
In addition, we are currently registered with a charity support organisation that facilitates access to grant opportunities provided by a variety of businesses and institutions. We thoroughly investigate each funding opportunity presented to us, ensuring that we pursue all viable avenues of financial support. This proactive approach enables us to diversify our income streams and reinforce the sustainability of our charitable activities.
## Public Benefit
The Mitchell Foundation was established in August 2023 with the mission of alleviating the immediate and practical needs of families experiencing the sudden and devastating loss of a baby due to stillbirth or miscarriage while in hospital care.
Since its inception, the Foundation has distributed a total of 4,164 care packages across 77 hospitals throughout England and Wales. These packages are designed to offer comfort and dignity to families during an incredibly difficult time, and they have been instrumental in supporting medical staff across a range of departments, including Early Pregnancy Units, Gynaecology, Accident and Emergency, and Bereavement Labour Rooms.
While our primary focus is on supporting women, we also extend our care to men who are present and able to remain in hospital during these circumstances. Our aim is to ensure that all individuals affected by such loss are treated with compassion and respect.
The core objective of our care packages is to provide essential hygiene items that enable families to maintain a basic standard of cleanliness during their hospital stay. By prioritising dignity and personal care, we help to ease some of the immediate burdens faced by grieving families, allowing them to focus on healing and remembrance.
## Fundraising
During the reporting period, The Mitchell Foundation has actively pursued a diverse range of fundraising initiatives, encompassing both large-scale and smaller communitybased events. These have included adult-only gatherings, family-friendly occasions, and more informal efforts such as collection days, bake sales, and participation in local community events. Each of these activities has served a dual purpose: raising essential funds to support our mission and increasing public awareness of our work.
In our ongoing commitment to community engagement, we have invested time in researching and consulting with local residents to better understand the types of events that resonate with them. Feedback gathered during a recent family event highlighted a significant gap in provision for children with Special Educational Needs (SEN) and Additional Learning Needs (ALN). Recognising this unmet need within our local area, we have since taken proactive steps to ensure that all future events are fully inclusive and accessible to children and families affected by SEN/ALN.
As part of our strategic planning, we aim to host four major fundraising events annually. These events are designed not only to generate income—targeting a net profit of between £700 and £1,000 per event—but also to strengthen our visibility and presence within the wider community. We approach the planning and execution of these events with a focus on maximising both financial return and community impact.
It is important to note that all events, regardless of scale, play a vital role in promoting awareness of The Mitchell Foundation. As a charity operating within a discreet area of the hospital—often associated with difficult and emotional circumstances—we face unique challenges in making our work known to the broader public. Therefore, we place significant emphasis on using every opportunity, whether hosting or attending events, to share our story, highlight our objectives, and foster meaningful connections with the community.
At The Mitchell Foundation, whether we are organising a large-scale fundraiser or a smaller community event, we place significant emphasis on thorough planning before any bookings or financial commitments are made. A key component of this process is conducting detailed price comparisons to ensure we are securing the best possible value for goods and services. This approach helps us maximise our return on investment and ensures that the funds raised contribute meaningfully to our charitable objectives.
When external companies or service providers are engaged, we ensure that all relevant terms and conditions are reviewed and agreed upon in advance. For events involving children, we require that all external personnel provide valid and up-to-date Disclosure and Barring Service (DBS) clearance. Additionally, a trustee from The Mitchell Foundation is always present on the day of the event to act as the primary organiser. This ensures that the event is managed effectively, remains compliant with relevant regulations, and runs smoothly from start to finish.
To further safeguard our attendees and volunteers, The Mitchell Foundation maintains comprehensive Public Liability Insurance through Zurich. This provides reassurance to all stakeholders that appropriate protections are in place should any unforeseen incidents occur. Prior to each event, a visual health and safety inspection is conducted to assess the setup and identify any potential hazards. This proactive approach helps us minimise the risk of accidents and ensures a safe and welcoming environment for everyone involved.
## Future Plans
The Mitchell Foundation acknowledges that every family experiences the loss of a baby in a deeply personal and unique way. We understand that different forms of support are meaningful to different individuals, and we remain committed to offering compassionate assistance throughout their journey of grief.
We are proud to have successfully distributed our current care packages to a wide network of hospitals, and we are confident that our initial outreach has effectively covered the majority of facilities. This milestone gives us assurance that our foundational hospital stocking is complete.
Thanks to the generous funding we have received and the continued support from our communities—particularly through donations of hygiene essentials—we are now in a
position to expand our efforts. Moving forward, we will engage with hospitals in groups of ten to assess their specific needs and identify additional items that may support bereaved families. We recognize that each hospital offers different services and facilities, and we aim to bridge any gaps by providing thoughtful, supplementary items.
We are aware that even the smallest gestures can have a profound impact. These may include items such as Bluetooth speakers for playing music, educational books to help explain the loss of a sibling to children, or basic necessities like clothing and footwear.
To ensure sustainability, we have established a reserve fund of £1,000 dedicated to fulfilling these additional needs. Once this amount has been allocated, we will temporarily pause outreach to further hospitals until we have secured another £1,000 in funding.
The most consistent feedback we receive from bereaved families and hospital staff is that small acts of kindness make a significant difference during such a difficult time. We hope that our contributions, however modest, continue to offer comfort and support to families during their hospital stay.
|**The Mitchell Foundation**|**The Mitchell Foundation**||**1208135**||
|---|---|---|---|---|
|**Receipts and payments accounts**||||**CC16a**|
|**For the period**
**from**|05/07/2024|**To**|08/11/2025||
|**Section A Receipts and payments**|**Section A Receipts and payments**||||||
|---|---|---|---|---|---|---|
|**A1 Receipts**|**Unrestricted**
**funds**
**to the nearest £**
**7,723**
**5,000**
**3,506**
**83**
**-**
**-**
**-**
**-**
**16,312**
**-**
**-**
**-**
**16,312**
**2,406**
**470**
**3,078**
**4,976**
**383**
**-**
**-**
**-**
**-**
**11,313**
**-**
**-**
**-**
**11,313**
**4,999**
**-**
**3,275**
**8,274**|**Restricted**
**funds**
**to the nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**|**Endowment**
**funds**
**to the nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**|**Total funds**
**to the nearest £**
**7,723**
**5,000**
**3,506**
**83**
**-**
**-**
**-**
**-**
**16,312**
**-**
**-**
**-**
**16,312**
**2,406**
**470**
**3,078**
**4,976**
**383**
**-**
**-**
**-**
**-**
**11,313**
**-**
**-**
**-**
**11,313**
**4,999**||**Last year**
**to the nearest £**|
|Donations|**7,723**|||||**-**|
|Grants|**5,000**|||||**-**|
|FundraisingEvents|**3,506**|||||**-**|
|Merchanise|**83**|||||**-**|
||**-**|||||**-**|
||**-**|||||**-**|
||**-**|||||**-**|
||**-**|||||**-**|
|**_Sub total_**_(Gross income for_
_AR)_|**16,312**|||||**-**|
||||||||
|**A2 Asset and investment sales,**
**(see table).**|||||||
||**-**||||||
||**-**|||||**-**|
|**_Sub total_**|**-**|||||**-**|
|**_Total receipts_**
**A3 Payments**|||||||
|||||||**-**|
||||||||
|
Cost of Fundraising|**2,406**|||||**-**|
|Insurance|**470**|||||**-**|
|Postage,Packagingand Stationary|**3,078**|||||**-**|
|Cost of Charitable Activities|**4,976**|||||**-**|
|Merchanise|**383**|||||**-**|
||**-**|||||**-**|
||**-**|||||**-**|
||**-**|||||**-**|
||**-**|||||**-**|
|**_Sub total_ **|**11,313**|||||**-**|
||||||||
|**A4 Asset and investment**
**purchases (see table)**|||||||
|**,**|**-**||||||
||**-**||||||
|**_Sub total_ **|**-**|||||**-**|
|**_Total payments_**
**_Net of receipts/(payments)_**
**A5 Transfers between funds**
**A6 Cash funds last year end**
**_Cash funds this year end_**|||||||
|||||||**-**|
||||||||
||**4,999**|**-**|**-**|
**4,999**||**-**|
||**-**|**-**|**-**|**-**||**-**|
||**3,275**|**-**|**-**|**3,275**||**-**|
||**8,274**|**-**|**-**|**8,274**||**-**|
CCXX R1 accounts (SS)
03/09/2025
1
|**Section B Statement of assets and liabilities at the end of the period**|**Section B Statement of assets and liabilities at the end of the period**|**Section B Statement of assets and liabilities at the end of the period**||
|---|---|---|---|
|**Categories**
Signed by one or two trustees on
behalf of all the trustees
**B1 Cash funds**
**B2 Other monetary assets**
**B4 Assets retained for the**
**charity’s own use**
**B5 Liabilities**
**B3 Investment assets**|Signature
**Details**
**Details**
**_Total cash funds_**
(agree balances with receipts and payments
account(s))
**Details**
**Details**
**Details**|**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
Agreement Error
OK
**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**liability relates**
**Amount due**
**(optional)**
**-**
**-**
**-**
**-**
**-**
Print Name
Jade Kathleen Harries|**Endowment**
**funds**
**to nearest £**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||OK|
||||**Endowment**
**funds**
**to nearest £**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**Current value**
**(optional)**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**Current value**
**(optional)**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**When due**
**(optional)**|
|||||
|||||
|||||
|||||
|||||
|||||
||||Date of
approval|
|||Jade Kathleen Harries|09/03/2025|
|||||
CCXX R2 accounts (SS)
03/09/2025
2