2024-12-31-accounts

OUR IMPACT IN DIABETES UK XIIOW DIABETE& FIGHT DIABETE& 2024 I M SUPPORTING DIABETES UK 3632 DO GOOD, FEEL GREA Annual report and accounts

.¢4 34 I YEAR UILD ON Read on to find out how we've made a difference for people affected by diabetes.

CONTENTS Foreword Our vision Our strategy Our impact at a glance How we're creating a worfd where diabetes can do no hami 10 Changing the narrative: tackling stigma and inequality Fighting stigma Tackling diabeles-related inequality Curing and preventing diabetes Pr8venting type 2 diabetes Driving towards a cure for type 1 diabetes Supporting people to live well with diabetes Supporting the newly diagnosed Improving diabetes care Empowering young people with type 1 Our offer for all in the fight against diabetes Advancing our ambitions through research Supporting people to live well with diabetes We can't do it without you Your contributions to our essential work Partners who share our passion Vital insights from lived experience Thank you Looking ahead to 2025 Get involved 12 14 16 18 24 26 28 32 Get support How we're run 52

AMBITIOUS FOR CHANGE Colette Marshall Chief Executive Dr Carol Homden CBE Chair Welcome to Diabetes UK'S 2024 annual report and accounts. The following pages are packed with stories of the impact we as a community made this year. So many people make up the charity: people with and at risk of diabetes, supporters, volunteers, healthcare professionals, researchers, partners and colleagues. We're proud to share our collective achievements and ambitions for the future. This year, UK data revealed an alarming rise in the number of people under 40 developing type 2 diabetes, especialw in those from Black and South Asian backgrounds and people in our most deprived communities. This is a shocking developmenl and, as complicalions tend to be more aggresswe in these people, swift action is absolutety vrtal. That s why, ahead of the generd election, we tCx)k the opporiunily lo compel incoming decision- makers to prioritise diabetes prevention and care. We'll continue to work tirelessty to push diabetes LJP the healih agenda in 2025. My family make plans around my diabetes, InvesltTEnt in diatEles research also continues to tE key to driving impact. The incredible areas of progress in diabetes care in recenl years - particularfy remission from type 2 and hybrid closed loop technology- slem from research. And now, immunotherapies to treat Ihe root cause of type 1 diabetes are starting lo become a reaty. We a￿ hopeful we'll start lo S￿ w)ple getting access to a UK-licenced immunotherapy in 2025. and our long-standing investment in Ihis area of research is paving the way for rapid progress in its wake. In June, we revealed the annual UK healthcare cost of diabeles complications has topped £6 billion. However, Ihe figures showed that front-loaded investment - such as in diabeles technology- saves money further down the line. This adds a clear economic argument to priorttise prevention. support after diagnosis, and annuaj checks for everyone IDiing wtth diabetes. A rea watershed moment for us this year was the start of our work lo raise awareness of the stigma associated with diabetes. This rea

li gained momentum when we invited peop18 with diabetes to send us their day-to-day experiences of stigma. We were inundated with stories, and shocked by what they revealed. We'd expected to be lackling issues around public opinion and health system bias, which we will, but people told us that stigma from friends and fami￿ hurts the most and is widespread. Th8S8 insights shaped 'lf You Knew,, our first stigma campaign, and informed a session at Ihe Diabetes UK Professional Conference, where we started the conversation about sligma and bias with heahhcare workers and researchers. We're totalty committed to the wotk in this area because we ￿lIeVe rt's critical to the future of diabetes care. Enlrenched stigma and misconceptions have held diabetes back as a heatthcare and research priority. Shame and guilt are holding p￿pIe back from living life to Ihe ftjllest. It has to stop, and we won't stop until tt does. I didn't realise how much my sister's family judged me until they came round, and told me I should walk more. Finalw, we want to send a huge Ihank you to the whole diabetes community who work phenomenalty hard year in, year out. Reading Ihis report. people should f￿1 really proud of what's been achieved together and excited about what we'll do next to realise our ambition of a wodd where diabetes will do no harm. My family will say, 'do you have to do that right now,, when my insulin alarm goes off.

WE'RE FIGHTING FOR A WORLD WHERE DIABETES CAN DO NO HARM How we're getting there We're listening to and working with people living with diabetes, healthcare professionals, researchers and many others to drive change. e're developing, delivering and championing the most effective ways for people to manage their diabetes, or their risk of type 2, so they can live more confident lives. e're building a strong community of support that finds and shares the knowledge needed to fight diabetes.

We are Diabetes UK and it's OUT mission to tackle diabetes, day in and day out, until it can do no harm. It's why we campaign for better care, give support in times of need and fund ground-breaking research into new treatments and cures. Diabetes doesn't stop, so neither do we.

A GENERATION TO END THE HARM Our strategy is focused on curing and preventing diabetes, as well as helping people to live well and longer with the condition. We want to end the harm of diabetes within a generation. What we're aiming to achieve To do this we are focusing our efforts on working towards Ambitions in the key areas that people with and at risk of diabetes tell us are important to them. These are: Ensuring more people newly diagnosed with diabetes get the support to live well with diabetes. Delivering the ground-breaking Type 1 Diabetes Grand Challenge, to bring us closer to new treatments and a cure. Ensuring more people with diabetes get the essential care they need. Delivering our Together Type 1 programme for all 11-25 year- olds with type 1 diabetes. Stemming the rise in type 2 diabetes and improving support for those at greater risk. Tackling inequality in diabetes care and outcomes. Tackling the stigma of diabetes and the discrimination it can bring.

OUR IMPACT ATA GLANCE OVER12,000 people were recruiled into dinical trkqls and studies fvnded by us. OVER 20,000 1 new users registered for Learning Zone, taking the total to over 190,000. Together, we changed lives in 2024. Here are some highlights. 563,000 people reached through our World Diabetes Day campaign, and over 250 stories from p￿pIe with lived experience. OVER131,000 AN ADDITIONAL contacts requesting help and information through our Cuslomer Care Centre. We aiso had over 574,000 forum visrtors. £392,000 was secured for diabetes research through worting in partnership. £4 MILLION OVER £1 MILLION invested into 17 new research pro1￿lS exploring all types of diabetes and tts complications, bringing the total value of our active grants to over £45 million. committed to new research into beta ell therapies for people with type 1 diabetes, through the Type 1 Diabetes Grand Challenge partnership. 10

99 people living with diabetes sat on committees and panels to help us make decisions about our research. OVER 7,000 healthcare professionals signed up to our CPD e-learning platform in 2024, bringing total number of registered learners to over 20,000. , 3804 871. of people using Learning Zone have said that it has helped improve their confidence in managing their diabetes. OVER 349,000 OVER 300 people completed our Know Your Risk tool to find their risk of developing type 2 diabetes. new research articles in academic publications acknowledged our funding. 321. OVER 500 of people who completed NHS England's Path to Remission programrne, which we campaigned for and was informed by Diabetes UK fvnded researGh, put their type 2 diabetes into remission experts from over 100 institutions worked on Diabetes UK-funded projects to improve diabetes care and gel us closer to preventing and curing the condition.

FIGHTING STIGMA Breaking new ground in research Stigma ifTr diabetes has been largely overlooked, but addressing it require8 understanding its roots and impacls. To lead the way. we funded two pioneering studies. Professor Nick Oliver at Imperial College London is investigating how stigma around type 1 diabetes develops and evolves, providing insights lo shape strategies that miligate its harm. Meanwhile. Professor Angus Forbes and Dr Rita Forde at King s College London are foGused on gestational diabetes, developing tools to chalenge miscon￿ptIOnS and educate healthcare professionals and communities. People living with or at risk of diabetes face stigma that harms their health and wellbeing. We envision a world where no one encounters discrimination or judgement due to diabetes. Over the past year, we've deepened our understanding and strengthened our commitment to confronting this persistent issue. We have also supported research into the muttIfa￿1ed causes of type 2 diabetes. These findings will not only advance treatments but also chalenge the misconceptions fudling stigma. By uncovering ihe origins of stigma and creating tools lo combat it, we aim to build a wodd where people with diabetes feel empowered. understood, and free from judgement. Our aim: This year we learnt: We know that diabetes stigma hinders progress,. tackling it now is vital to create lasting systemic change for everyone affected. We will remain open to conversations about stigma, recognising its challenges. while addressing potential resistance from some healthcare professionals to acknowledge it as an issue, we must work in partnership to ensure we have a joint objeGtive to reduGing harm from diabetes. 12

Guided by lived experiences and addressing cultural misconceptions I've faced countless unkind comments over the years from classmates. colleagues, and even healthcare Professionals. So when Diabetes UK set out to tackle stigma, I knew I had to be involved. Helping to shape a vision for change was emotional, but I'm proud to have contributed to work that will educate, challenge mindsets, and improve life for people with diabetes. Christine. who has type 1 diabetes. provided invaluable lived experience to help produce our stigma resource for Wodd Diabeles Day. 99 Our approach is shaped by those most affecled. In June 2024, we established a group of 18 individuals with lived experience of diabetes. They meet regularly, guidirvJ our initiatives, including refining our 2025 plans and shaping our Wodd Diabetes Day campaign. Their insights are iniegral to our direction and success. To tackle stigma in underrepresented groups, we undertook research lo explore the unique experiences of people from Black African, Black Caribbean, and South Asian backgrounds. The findings revealed entrenched beliefs passed through generations, making stigma particularty challenging to address. For instance, individuals are often expected to hide thar diagnosis from extended family, and despite diabetes being viewed as inevitable, blan and shame persist. allows us to tailor support and information more effeclively, ensuring culturally relevant and impacfftil messaging. Together, through understanding, action, and collaboration. we are building a future free from d￿beteS stigma - a future where everyone affecled by diabeles can thrive wrthout judgement. Language also plays a crucial role., lor example, some participants of Black African descent preferred the lerm 'conlrolling" diabetes over "managing. it. This research

TACKLING DIABETES- RELATED INEQUALITY Ensuring young people have access to diabetes tech During Diabetes Week, the North of England team and NHS England Northwest hosted the third annual Northwest Children and Young People s Technology Conference, led entirely by inspiring Young Leaders. They celebrated strides in reducing inequalities in diabetes technology access. with 91 Yo of children with type 1 diabetes using continuous glucose monitors and 50Vo Utilising hybrid closed- loop technology. Gracie, 7. opened with a heartfelt video message, setting the lone for a day I￿used on real-life impacts. Young Leaders Diabetes does not affect everyone equally. Ethnicity, location, and income can all influence a person's risk of developing type 2 diabetes, the care they receive, and their long-term outcomes. Tackling these inequalities is at the heart of our work. Our aim: Grow and act on our understanding of inequality in diabetes. This yeaT we learnt: Equality data collection at Diabetes UK is limited, however, colleagues aspire to improve but lack confidence. We have used 2024 to share best practices internally and externally to enhance understanding and drive meaningful change. 14

shared powerful stories- including Aaron's story, which underscored the need for integrated diabetes and psychological care. Interactive sessions spotlighted underserved communities, while presentations showcased technology's transformative impact. This is a big step in the right direction. We need more diabetes researchers from Black British backgrounds - they will be in a better position to focus on issues relevant to their own communities and the end result of their research will provide a better understanding of the most effective care for underrepresented groups. The Young Leaders, contribulions resonated deeply, securing further NHS England involvement and reinforcing their mission.. amplifying yOLJng voices and shaping the future of diabeles care. Addressing inequality in Northern Ireland Nana, as a member of our Diabetes Inclusive Communities Engagement Group, is hopeful the Black Leaders scheme will help make diabetes research more inclusive. During Diabetes Week 2024. we launched the Western Diabetes Group in Northern Ireland, responding to slark disparities in the Western Tnjst locdity. This region faces significant challenges. with 24Vo of residents living in relative poverty compared to the nationa average of 17Yo. Of the 300,CKJO residents, 17,5Ct) live with diabetes, and 11,000 have prediabetes. The group - comprising statutory bodies, community represenlalives, researchers, and people with lived experience- aims to raise awareness, deliver prevention programmes and improve diabetes management in the region, 99 Increasing representation in research Black researchers remain underrepresented in the UKS diabetes research community. In 2024, we launched the first UK funding schemes to support aspiring Black students in pursuing careers in diabeles research. These initiatives provide financial support, mentorship and skill development to ensure researchers from underrepresented backgrounds thrive. By increasing representation in the diabetes research community, we hope to unlock new ideas and insights that can address inequalities in diabetes care, particularly for Black African and African Caribbean communities. We also hope it will encourage grealer involvement of Black people affected by diabetes in research. bringing previously unheard VO￿ to the forefront. Diabetes UK is committed to inspiring fLrture generations from underrepresented backgrounds to join the fight against diabetes Ihrough research. 15

PREVENTING TYPE 2 DIABETES Type 2 diabetes is caused by a combination of genetics, age, body weight and how body fat is stored. Our environment significantly impacts health and type 2 diabetes risk. At Diabetes UK, we aim to shape policies for healthier environments and support high-risk individuals including those with prediabetes or gestational diabetes, to reduce their risk. Our aim: Fewer people will get type 2 and gestational diabetes. This year we learnt: Our Continuing Professional Development ICPDI platfonn for healthcare professionals has added new content, including mini-modules and webinars to improve the learner experience. r's 16

Reversing the trend - reducing type 2 diabetes in young people prevention services. A campaign amplified the initiative online, achieving 648,283 social media impressions. Crucial￿, 101 pwple were urgently referred to th&r GPS following test results, highlighting the pr(oramme s life-changing potentid. In Type 2 Prevention Week in May we took our 'Fleverse the Trend, report to Partiamenl. calling for government action to address Ihe alarming rise in the number of people under 40 developing type 2 diabetes. I like the traffic light for patients, it is clear and simple... to bridge the gap and help stop these patients slipping through the net. A diabetes specialist midwife in Bristol congratulates us for the effectiveness of our easy-to-use traffic light tool. We held a padiamentary reception centred around stories from people living wilh diabetes, attended by around 30 MPS, including the Ihen Minisler for Public Health. Andrew Stephenson. Significant awareness of the need to do more to prevent type 2 diabetes was raised, with 56 headlines in national print and online media coverage, reaching more than 120 million people. A key highlight was The Guardian front page story.. "Aiami over big increase in under-40s with diabeles" which was discussed on 88C Breakfast. Improving women's health A pilot in our Soulh West and South Central region introduced a 'traffic light tCx)I' to improve follow-up care for women with gestational diabetes, reducing their risk of lype 2 diabetes. The lool assigns a red, amber, or green rating based on tests after pregnancy, prompting engagement between women and primary care leams for ongoing support and Diabetes Prevention Programme referrals. Partnering for community impact With £25,000 funding from NHS England, our Midlands & East team launched a diabetes prevention and awareness inttiative in partnership with medical devices and healthcare company Abboll. From May lo July, a health bus in Tesco car parks offered health Checks and tests in areas of deprwation and diversity. More than 650 people were tested.. 60.6Yo We￿ found to have high blood pressure, 8.8Yo non-diabetic hypoglycaemia, and 9.8Yo type 2 diabeles. Another 2.mo people received leaflets to support self-management and access kKal One GP practice using the tool recalled 12 out of 18 high-risk women, and referrals to the Diabetes Prevention Programme rose from 20 10 120 within six monlhs. The Midlands & East team hosted the 131h annual Diabetes in Pregnancy UK Conference, drawing 8(K) delegales from the UK, Ireland, USA. Palostan. and beyond. Estimated to impact over 15,000 diabetes-in-pregnancy cases annually, the event has drwen awareness and best practices while elevating gestational diabetes on the NHS agenda. In Ihe post-evaluation suNey, 88Yo agreed Ihey now f&1 mre knowledgeable about diabetes in pr￿nancy, and 80 /0 agreed they now feel more confident to speak to patients about their diabetes in pregnancy. 17

DRIVING TOWARDS A CURE FOR TYPE1 TYPE I DIABETES DIABETES D.... CHALLENGE Since its launch in 2022, the Type l Diabetes Grand Challenge has invested over £23 million in 19 groundbreaking research projects, uniting 161 experts from 47 institutions across eight countries in pursuit of better treatments and a cure for type I diabetes. Together, the global Grand Challenge community is harnessing expertise, innovation, and lived experience to tackle the toughest challenges in type I, bringing hope to millions. The Grand Challenge is funded by the Steve Morgan Foundation. We thank the incredible generosity, ambition and support of Steve and Sally Morgan. FOUNDATION OUT aim: To accelerate the development of new treatments and a cure for type 1 diabetes. This year we learnt: Our inaugural Grand Challenge Symposium, which brought together over 100 researchers and individLbals with lived experience of type 1 diabetes, highlighted the power of a shared ambition to spark new ideas that can accelerate progress for those affected by the condition. 18

Innovation at the heart of the Grand Challenge believe will be most beneficial. Collaboration is embeddeol al every stage with people with type 1 supporting and influencing funding decisions, and the design, management and dissemination of the research projects. Some co-lead pro1￿lS as grant co-applicants, direclly contribuling to the groundbreaking wo￿. A p￿r support networf( has been established lo bridge Ihe research and lived experience communities. In 2024, the race towards a cure picked up pace with £1 .1 million allocated to three pioneering beta cell Iherapy projects. These cutting-edge studies are exploring microRNAs (recently recognised with a Nobel Prize in Physiology and Medicine) in beta cell suNival, if insulin-producing brain cells can help in the development of immune-resistant Iherapies, and immune-evading Ireatmenls inspired by tick salwa. Focused on replacing insulin- producing cells and hatting immune attacks. these projects aim to eliminate the need for insulin injections and immunosuppressive drugs, offering transformative hope for millions. The collectwe effort of people with type 1 and researchers is the lifeblood of the Grand Challenge. essenlial for translating research inlo the clinic as quickly as possible. 99 Amplifying lived experience My hope for the future is a cure. It would be amazing if we can find a solution where people with type I don't have to rely on technology or insulin. Something that makes their lives easier. At the heart of Ihe Type 1 Oiabetes Grand Challenge is the community itself - 29 individuals living wilh type 1 diabetes are using their expertise, gained through years ol living with the condition, lo shape the research and ensure tt meets rea-world n&ds. A￿Ella. whose daughter has type 1 diabetes, is hopeful we can find a solution where we don't have to re on technology. These experts by experience help identify priority areas for funding, ensuring that research aligns wtth the treatments Ihey 19

SUPPORTING NEWLY DIAGNOSED PEOPLE Absolutely fabulous. As I am very new to addressing diabetes, I have found it both informative and supportive. As a vegetarian I was surprised with the references to a meat-free diet. Feedback on our shop for our revised 'Your guide to type 2 diabeles, Our aim: More people will live better and more confident lives with diabetes, free from discrimination. Each year, on average, roughly 250,000 people in England Wales are diagnosed with type 2 diabetes. We are continuing to enhance our support to reach more individuals at this key moment of diagnosis, guiding them towards remission, and empowering them. By doing so, we can help to boost confidence and create the foundations for support throughout their time with diabetes. This year we learnt: A lack of unified health service pathways for new type 2 diagnoses complicates influencing efforts. Work is underway to improve coordination, ownership, and partnerships with governments and trusts. 20

Support through partnerships Growing remission support We're proud of our partnerships which support people to better understand all types of diabetes. Thanks to our partnership wtth Tesco, Let's Talk-trained pharmacists are available in the communty to provide advice and support lo people Iwing wrth or at risk of type 2 diabetes, and our joint recipes are an accessible source of healthy. affordable mealtime inspiration. We are proud that the findings of our innovative DIRECT research programme have led to the development of the NHS England Type 2 Diabetes Path to Remission Programme. Our research and influence have signfficantly expanded the programme and this joinl iniliative betw&n us and NHS England is now available in 42 loca health areas across England, doubling ils capacity from last year. Eligible patienls can now access this programme in every part of England. Thanks to our partnership with Slimming World, we have been able lo support people to make informed choices and challenge misconceptions through sustainable and healthy changes, including tailored recipes and resources. Our Clinical Team have also delivered Diabetes Education Sessions to key Slimming World staff members which are designed lo further their knowledge and understanding of all types of diabetes. As access to remission grows, we created our Remission Information and Support Services IRISS) to raise awareness and support for Ihose with type 2 diabetes on Iheir remission journey. RISS includes a Remission Forum for peer support, a Remission Hub on the website for infomalion. and a 45-minule Remission Course on our Learning Zone e-learning platform. Over its one-year lifecycle ending in May, the Forum saw over 1,200 new posts. Surveys revealed users sought detailed information and inspirational support. On Learning Zone, 92% of participants felt more knowledgeable about type 2 diabetes remission after compleling the course. Expanding support through Live Well Hubs in Northern Ireland In Northern Ireland, we launched two additional Live Well Hubs, increasing the total to five as part of a five-year project funded by the National Lottery Community Fund. With neady 115,000 people living wtth diabetes and 73,500 more diagnosed with prediabetes, these hubs provide eSs￿bIlal, accessible support. Launching an updated guide to type 2 diabetes We rdaunched 'Your guide to type 2 diabetes,, offering updated, user-centred content informed by people with diabetes and healthcare professionals. Available in versions for England, Scotland, Wales and Northern Ireland, our guide emphasises emotional support and practicd tools. Live Well Hubs offer a one-stop shop where individuals at risk of, or Iwing with, diabetes can connect wf(h local healthcare professionals in a supportive, non-clinical setting. Participants can access lailored advice on managing their condition, understanding their risks, and improving emotional wellbeing. The hubs also share key insights on diabetes care and breaking the stigma surrounding the condition. Redesigned to be shorter and more aC￿Ssible, our guide addresses Ihe emotional journey of a diagnosis while offering practical steps for coping and achieving remission. 21

IMPROVING '.,,,,,,,,,,:.,, DIABETES CARE key to improving health outcomes, reducing mortality and achieving treatment targets. We prioritise strong leadership, an equipped workforce, effective data use and integrated care within health systems. Making diabetes a political priority The 2024 General Election and the formation of a new UK government marked key moments in a pivolal year for our campaigning and advocacy efforts to improve access to essential diabetes care. Our policy work is highlighting to decision-makers that real change is possible, to both transform the lives of people with diabetes for the better and reduce pressures on the NHS. In June, we commissioned research from the York Health Economics Consortium, published in Diabetic Medicine Journal, lo emphasise the seriousness of diabetes to political and NHS decision-makers. This research provided updated estimates of the current and fulure costs of diabeles to the NHS and UK ￿OnOmy.11 highlighted the devastaling and largely prevenlable complications of diabetes, which cost the UK healthcare syslem £6.2 billion annually, and showcased the significant opwrtunity for the new government to transform Iwes through greater focus on eaty diabetes care and suppori. OUT aim: More people will get the quality of care they need lo manage their diabetes. This year we learnt: Feedback from healthcare professionals highlights that the Why Diabetes Check-ups Matter- Easy Read is popular and valuable with target audiences. However, they also suggest reconsidering the fomiat because limited. digital-only resources may not be inclusive for all groups. Our campaigners played a vital role, sending nearly 7,000 emails to 2.750 padiamentary candidates across the four nations, urging them to champion diabetes. After the eleclion, nearly 2,000 emails reached 594 of 650 MPS, laying the foundation for impactful engagement. 22

One-stop-shop for annual checks This kind of one-stop shop is invaluable for people with diabetes living in areas like mine who often cannot get to appointments further afield due to lack of available transport and finances. We are all very passionate about diabetes care and helping deliver high-quality care for our patients. Especially for a condition like diabetes. that is often complex and difficult to manage and treat. Clinical pharmacisl Rob sees new ways of reaching as many people with diabetes as vrta. 99 To address rural isolation and healthcare disparities, we partnered with Cornwall Integrated Care Board to piOn￿r diabeles super clinics. These one-stop sessions offered all nine essential care processes in a single 30-minute appoinlment at local practices. Held outside regular surgery hours, the clinics served nearly 300 individuals, saving significant appointment time and reducing health inequalities for those less able lo travel lo appointments. Oelivered by a Mu￿1-agencY team, the clinics identified urgent referrals and provided social prescribing links to ruralty isolated, lower income and working age populations. This innovative model has gained national interest, wrth plans to expand in 2025. Addressing systemic health inequalities We partnered with the Black Men's Consortium to examine the policies, bureaucracies and power struCtU￿S within Ihe diabetes system that help shape the experiences of those living with the diabetes. Clinical Champions from our healthcare professional leadership programme identified areas for improvemenl and witnessed how addressing inequality could Iransfomi health outcomes. Champions were encouraged to embrace systems leadership over 'heroic leadership, focusing on diverse perspectives and shared to drive meaningful change. Subsequent sessions delved into power dynamics and stakeholder engagement, equipping Champions with a d&per understanding of complex syslemic challenges. Clinical Champions will use Ihe skills developed through this and olher aspects of the programme vwthin their health systems to bring about more systemic change to improve Ggre. 23

TOGETHER TYPE I EMPOWERING YOUNG PEOPLE WITH TYPE1 Living with type I diabetes can be challenging frustrating, isolating, and overwhelming. That is why Together Type l (TTI) exists: to create a supportive community for 11 to 25-year-olds living with type I diabetes. We connect, share, and thrive together, because no one should face diabetes alone. Together Type l is funded by the kind generosity of the Steve Morgan Foundation. gtevefvgw FOUNDA TION 24

Supporting wellbeing and awareness Measuring impact We've captured the transformative impact ofTt1 through a new report and video, highlighting how young people are shaping the future of diabetes care. From advocating for better hearthcare to improving clinical environtrEnts. their slories reflect real change. Partnering wilh an evauation consultant, we developed an evidence-based framework lo assess the programme's effectiveness, culminaling in the Stories of Change report and video. Our Th1 Youth Teams have introduced the Tr& of Life programme, a one-day wellbeing initiative designed to help young people reflect on Iheir diabetes journey. Guided by healthcare professionals, participants explore their experiences through the metaphor of a tree its rools, branches, and the stO￿S tt endures. This programme has already launched in English and Welsh regions, offering valuable tools for self-refleclion and resilience. Together Type 1 is more than a community it is a movement empowering young people lo shape a belter future for everyone living with type 1 diabetes. We are also wor￿ng with schools to raise awareness and provide support. For example, our Southwest and South Centrd teams delivered a live school assembty from their TV studio, reaching over 2.200 pupils and 88 classes. The session covered the 4Ts of diabetes, busted myths, and educated students about life with type 1 diabetes. The highlight of being a Young Leader has been the sense of community that we have. We are people from all backgrounds, but we all share the fact that we are diabetic or have some sort of connection to diabetes. I'm proud to be able to be a part of this incredible movement that empowers so many people. Calum, a Together Type 1 Young Leader, celebrates the empowering effects and achievements of Together Type 1. Amplifying young voices Empowering young people to share their experiences is al the heart of Th1 . In 2024, seven Young Leaders represented us at the Diabetes UK Professionals Conference. They engaged heallhcare professionals through Intetviews, panel discussions, and co-facilitating sessions, ensuring ihat youth voices influenced key conversations. These leaders also presented their insights lo the Steve Morgan Foundation and Diabetes UK'S Executwe Team, drwing change at the highest levels. Our aim: This year we learnt: The Together Type 1 programme supports 11-25-year-olds living with type 1 diabetes offering community, skills, advocacy, and improved diabetes care. We involved young people in developing the Digibete app, recognising the importance of authentic engagement, though creating a new digital space is time-intensive and requires working within external partners, capacity. 25

ADVANCING OUR AMBITIONS F_, THROUGH RESEARCH Every improvement in diabetes care, every step toward preventing and curing diabetes, begins with research. That's why in 2024 we invested £4 million into 17 new projects, bringing the total value of our active grants to over £45 million. and stigma, prevent and treat diabeles distress, develop better treatments for type 3c diabetes, and support younger people wrth type 2 diabetes. With over 5(X) researchers from 100 instrtutions working on 123 Diabetes UK- The impact of our research this year has been funded projects in 2024, we're committed remarkable. From screening 20,000 children lo ensuring thal every penny invested in for their risk of developing type 1 diabetes research delivers maximum benefits for people and helping thousands of people wilh type 2 wilh or at risk of diabetes. Supporting the diabetes go into remission to uncovering UK s brightest diabetes researchers, both new ways lo tackle retinopathy, the results loday s leaders and tomorrow's innovators, are transforming lives. Looking ahead. we're remans a top priority. This year, we're proud excited about the potential of the new projects lo have launched two new pioneering funding we've funded this year. These include those schemes to address the low representation of that aim lo advance beta cell therapies for Black heritage researchers in the UK diabetes type 1 diabetes, tackle health inequaty research commLJnty. We've ￿s0 continued to 26

C8ITLIW.8 We work to make sure the research we fund has the greatest possible benefit for people with diabetes. Knowing the most important priorities of people with or treating diabetes helps us direct funding to where it's needed most. prioritise involving people wf(h diabeles at every stage of the research pro￿sS. Around 100 people with diabeles srt on our research committees and panels. Their views inform our funding decisions. and how our research is designed, delivered and disseminated. In diabetes research, it's often the small, steady steps that pave the way for breakthroughs. Each discovery builds on the last, bringing us closer to transformative change. Thanks lo the incredible diabeles research communty and our generous supporters, step by step, our research has and will continue lo make life belter for everyone affected by diabetes in the UK. Dr Elizabeth Robertson, Director of Research and Clinical at Diabetes UK. 27

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SUPPORTING PEOPLE TO LIVE WELL WITH DIABETES your Checks Planner. Diabetes MOT and the Check In tcol. We will be adding further diabetes education content throughout 2025, and Ic¥)king to collaborate with colleagues lo signpost to other products, services and campaigns across the charity. In 2024, we continued to deliver outstanding and vital services to people with diabetes as part of our universal offer. We used our expertise, knowledge and understanding to ensure you can rely on us when you need the best information to manage your diabetes or to support others who need that valuable guidance. It's good to talk The highly trained advisors on our dedicaled diabetes Helpline offered support and information by phone. email. webchat, and social media, ensuring people could reach the Helpline however worked best for them. The thr￿ biggest areas we were contacted about were healthy eating, physical activity, insulin, mediCat￿ns, and day-lo-day management of diabeles. Our Online Community Forum continued lo grow with over 4,500 new members joining. New volunt*r hosts and moderalors joined the team and gave their precious spare time lo welcome new members and supporl the moderation of the over S¥),(KK) posts shared by members. Learning Zone We successfully launched our new and improved Learning Zone, the charty's personalised online diabetes education service, which helps people undersland their diabetes and how best to manage it for them. Learning Zone provides conlent and support on diabetes care, healthy ealing. physical activity and emotional wellb&ng, and everything is tailored based on a person s type, medication, ethnicity, and much rrK)re. 11 launched wilh a suile of new bitesize Mdeos and quizzes, four new online courses, and several new app-style features including Learning Zone taught me everything I needed to know about the basics, as well as all those things I felt reluctant to ask about at a medical appointment. George, who lives wth type 1 diabetes. tells us how Learning Zone has helped him understand more about his condition. 29

WE CAN'T DO IT WITHOUT YOU Your contributions to our essential work Strengthening partnerships and driving change Our partners and supporters are essential to transforming lives for those living with or at risk of diabetes. Their unwavering commitment has driven another year of remarkable progress toward our vision., a world where diabetes causes no harm. Reaching the local community In November, the Sheffield Diabetes UK Group hosted tha impactful Diabetes and Me event, attended by 70 people seeking vital diabetes care, Se￿ices, and support. Prof Simon Heller led an expert panel. while a marketplace showcased local services and a children's wellbeing session added value. The Bexley group raised over £2,000 through fundraising events, including supporting a supporter who planned on running 100-mile in 24 hours. The Bexley Group have also strengthened ties with Darent Valley Hospital, engaging Trainee Diabetes Ward Champions and hosting hospital staff talks, further enhancing community support. 30

I've raised just over £9,000 in five Swim22s. I swam 70 miles and raised £3,500 in my first Swim22. Every pound makes a difference. I was 25 stones when I started swimming - I'm now 20 stones. I have gained so much - a sense of purpose, self-respect. It's helped my mental health. And importantly, my diabetes is mostly under control. I still swim it's part of who I am now. q_ Swim22 fundraiser Archie tells us about how much money he has raised to support our vital work and how much swimming has improved his life - both mentally and physically. Legacy Giving Campaign Success Through these partnerships and innovative work, we are transforming lives and building a healthier future for people affected by diabetes. Our'A World Without Diabeles, legacy TV campaign reached millions of people and we're so thankful to the thousands of supporters of this campaign who have enquired about leaving a gift in their Will. At our annual stewardship event, hosted by CEO Colette Marshall, we celebrated the profound impact of these gifts, inspiring continued support for a future without diabetes. 31

WE CAN'T DO IT WITHOUT YOU Partners who share our passion Our partners are vital in helping us achieve our shared vision of a world where diabetes can do no harm. We have big ambitions, and we couldn't do it without the continued support and commitment of our partners. Working together, we've made huge steps forward this year, in essential care for all, prevention of type 2, and supporting those newly diagnosed. We thank all partners who share our passion for your ongoing support, without which we couldn't do this vital work. Steve Morgan Foundation Thanks to the unprecedented £50 million pledge from the Sleve Morgan Foundation in 2022 and our partnership with Breakthrough T1 D. the Type 1 Diabetes Grand Challenge research programme continues to thrtve. Building on last years progress. over £4.8 million has been committed in 2024 across the programme's thr￿ research streams. launching 10 new projects. Of this funding, Diabeles UK has allocated over £1 .1 million to advance research into beta cell therapies. Next Next once again kindly chose us as beneficiaries of their Charity Christmas cards. with a portion of funds supporting our life-changing worl<. 32

Tesco We renewed our Health Charity Partnership wtth Tesco, Brrtish Heart Foundation and Can￿r Research UK through lo March 2027. Since 2018, we have b*n working together to tackle the nation s biggest health challenges and inspire. empower and support Tesco colleagues, customers and their families to Iwe healthier lives. The partnership has b&n recognised as the mst admired charity partnership. raising over £32 million for the chanties since its inception. We're proud of our joint work supporting people living with and at risk of type 2 diabetes through Tesco pharmacies, our Colla￿ratIon on healthy and affordable recipe conlent on Tesco Rea Food, and our 2024 summer campaign which saw us working with Tesco to provide advice, recipes, and tips to support families to eat well during the summer holidays. Slimming World In 2024, we teamed up wilh Slimming World in a three-year partnership to work together and share expertise on weight loss, healthy eating and diabetes. In our first year, we reviewed all Slimming World's materials where diabetes was mentioned, and updated it where required, to ensure the best possible fit and information for people living with diabetes. On top of this, we created 24 tasty new recipes for members to try. We also ran Diabetes Education Sessions with Slimming World staff, designed to increase their knowledge and underslanding of diabetes. We're very much looking forward to working together in our second year of partnership and beyond. Trusts and foundations The Drapers, Company The Drapers, Company chose us as its charity of the year. As part of this support. Neil Redcliffe, Rej Bhumbra. Piers Thomas and Richard Winstanley, from The Drapers, Company. look part in the Four Nations Bike Ride, a remarkable 1,216km cycle ride from north to south and across the four nations. The challenge raised over £55.000, which will support us in our vital work, including events for children and young people living with type 1 diabetes. Over 100 trusts and foundations supported us in 2024, funding a range of ambitious projects to improve the lives of people living with and at risk of diabetes. They helped to fund our peer-to-peer support programmes for young people living with diabetes, our pioneering research into better treatments and finding a cure, and supported our collaboration with the Obesity Alliance as part of our policy and campaigning work. 33

WE CAN'T DO IT WITHOUT YOU Care arapy nts Partners who share our passion We're proud to have sector- leading partnerships with pharmaceutical and medical technology companies, where their support helps us to continue working to improve the lives of people affected by diabetes. We received £1.4 million from pharmaceutical and medical t8chnology companies in 2024, which includ8d £485,000 supporting diabetes services and our work with healthcare professionals and £960.000 for event sponsorship and advertising. We developed new relationships with trusts. foundations. and corporate partners in 2024, helping to transform lives and build healthier futures for people affected and at risk of diabetes. Novo Nordisk We'd like to thank all our partners for their generous support. and we look forward to achieving even more together in 2025. We're grateful to Novo Nordisk for contributing funding towards our Clinical Champions Programme in 2024. This programme aims to enable healthcare professionals to drive system-level change, and tackle complex challenges within diabetes care. See page 42 for full list. 34

Abbott Thanks to continued funding from Abbot. we commissioned further market research to understand how diabetes stigma is experienced by Black British and Caribbean communities. This research helped us to gain a better understanding of diabetes related stigma experienced by people living with diabetes in these communities. This growing body of knowledge will be key in moving our plans forward in tackling diabetes stigma in 2025 and beyond. 3 'plk In 2024, Abbott's Fre8Style Libre wer8 the headline sponsors of our Glasgow, Bimiingham and London Bridges Wellness Walks. We're so grateful to have the support ol Abbott at our Wellness Walk events, and in 2024 we hit a huge milestone with our London Bridges walk having 5,444 walkers. our biggest number yetl Lilly UK and Sanofi Funding from Lilly UK and Sanofi enabled us to tackle inequality and stigma through the creation and production of new, easy-to-read materials about living with diabetes. These guides were developed in partnership with people living with diabetes, healthcare professionals and community organisations. Abbott, Lilly UK, Dexcom and Boehringer Ingelheim Thanks to the funding of these partners, we continued to grow our Continued Professional Development platform to enable us to educate healthcare professionals so that they have the right knowledge and tools to confidently support people to live well with diabetes. To further our understanding of diabetes-related stigma, we began a review of internal materials to inform any areas that needed adjusting internally. We achieved this through working with focus groups and the results will help inform the development of new internal guidelines next year. The Diabetes UK Clinical Champions Programme has been developed and led by Diabetes UK. Novo Nordisk has provided sponsorship to Diabetes UK to support the costs associated with running this programme. Novo Nordisk has had no influence or involvement in the selectionl recommendation of delegates, programme content or arrangements. We thank Lilly UK and Sanofi for funding this wort(. 35

WE CAN'T DO IT WITHOUT YOU Vital insights from lived experience We strive to provide the services that people with diabetes want and need. We use our influence to fight for the things that really matter to you. Being part of such a knowledgeable, passionate, committed and friendly group of people who want to help Diabetes UK achieve its aims of tackling diabetes until it can do no harm. Meeting so many inspiring people who really care whether lay or professional members. 36

We strive to provide the services that people with diabetes want and need. We use our influence to fight for the things that really matter to you. Diabetes research can't happen without the help of people living with the condition. We involve people affected by diabetes in every stage of our research funding process to make sure all our projects address issues that matter most to them. From reviewing applications for funding. to helping researchers understand the day-to-day realities of life with diabetes, and advising research teams on the design and delivery of their projects. Input from people affected by diabetes helps to make sure that every project we fund has the best chance of transforming lives. We strive to provide the services that people with diabetes want and need. To make sure we're getting it right, we involve people affected by diabetes in all our work. You'ré the experts by experience living with the realities of diabetes day in and day out, $0 who better to help shape our work and the decisions we make? So when we say involvement, we really mean it. We want leadership, staff and volunteers across Diabetes UK to work hand in hand to shape the design, delivery and review of every service and activity. We want lo ensure that involvement is meaningful and that it matters. In 2022, we launched Diabetes Communities in Action. A vibrant community of over 500 individuals affected by or al risk of diabetes, their unique insights, knowledge, and experiences take centre stage to make positive change happen. It offers opportunities for anyone affected by diabetes to get involved in a way that works for you- picking and choosing opportunities based on their interests and in ways that fit into busy lives. Anyone whose life has been touched by diabetes or is at risk can join. Your personal experiences and willingness to contribute are what we value most. A more formal way that your voices influence our work is via our Diabetes Lived Experience Advisory Committee IDLEAI. It consisls of up lo 30 volunteers from across the UK who all have experience of living with or caring for someone with diabetes. Members can volunteer for up to six years and meet regularly with our Executive Team to discuss our strategy and long-term projects. We also have a panel for healthcare professionals, our Healthcare Professional Advisory Committee. It's a group of up to 30 members from a range of healthcare professions. including psychologists, pharmacists. dietitians, podiatrists, practice nurses, consultants and GPS. They volunteer to bring insights from the frontline of diabetes treatment and care, to make sure our work meets the needs of people living with diabetes and the healthcare professionals who deliver their care. For me, it was about my concerns being heard and actioned. I was happy to see the team discuss solutions. Examples of feedback from our annual survey of DLEA members showing how important the committee, and lived experience, is in shaping our work. 37

THANK You. k- Our supporters continue to amaze and inspire us with the incredible ways they have fundraised for us over the past year. Thank you for continuing our journey together to create a world where diabetes can do no harn]. Without you, our work quite simply wouldn't be possible. Daniel Fairbrother In 2024. Daniel attempted lo beal the word record for 'the fastest marathon carrying a household appliance Iwhrte goods), at the London Marathon, for his best friend Sam, who lives with diabetes. While training wilh his fridge Tallulah, police stOPP8d Daniel as they Ihought he'd stolen herl After an explanation, Oaniel was released. Their story spread in the press, with appearances on B8C, Sky News, Good Morning Britain and Ihe One Show lo name a few. Daniel raised over £12,OLY)- incrediblel 38

Douglas Robertson The wonderful Douglas took part in Wellness Walk London Bridges at the end of September- at the age of 911 He took the 10 mile walk and the fundrasing in his stride, raising £600 in memory of his partner who passed away from diabetic ketoacidosis IDk<AI. Douglas was our oldest participanl, but that didn't stop him waking the whole route without stopping, as he wanted lo share awareness of DKA to increase knowledge. Gail Walker Gail fundraised for us in memory of her late brother, Gary White. Gail raised an amazing £6,437 back in April. by holding a fundraising nighl marking the first anniversary ol Gary's passing, and then a bingo event in November raising a further £2.318. She is a Irue inspiralion as she has put so much into both raising awareness of diabetes and much needed funds, while going through such a traumatic time as a family. Gail has pul her heart and soul into whal she does for our charity, thank you. Ros Ros, a 21-year-old content creator, hosted Build by Build, a creative Minecraft event raising £3,015 for us. Diagnosed with type 1 diabeles Iwo years ago, Ros combined her passion for gaming and her mission to raise awareness of the condrtion. Held from 8 10 17 July, the event inspired a vibrant communty to support our important cause. Thank you Ros, lor your crealivity and dedication, your efforts make a real difference! 39

THANK You Scamp and Dude Huge thank you lo the ongoing support we re￿1ve from Scamp and Dude and beauty guru Caroline Hironsl They raised a massive £19.570 in 2024 through their Swag Bag for Purpose campaign. donaling funds from each bag sold to Diabetes UK. Caroline chose to support us in honour of her husband who was diagnosed with type 1 diabetes, designing a Stylish bag ihat SUPFX)rted our cause as welll We couldn't be more grateful! Shane Fardon Shane was diagnosed earfy in 1961 at just 7-months old. At the time. his parents knew nothing about diabetes and turned to us for support. Throughout his life. Shane was fiercely committed to Diabetes UK and the people we support, as a long-term member, fnend and advocale. Sad￿, Shane passed away in February and kindly included a gift in his Will to us as "a gift from our generation to the next". We are forever grateful for Shane's unwavering support and extend our heartfelt sympathies to his family. 40

Lisa Sutton and her husband Marcus Q'GRQIIS Lisa was diagnosed with type 1 diabetes in 2023, at age 54, following a routine GP fitness check. Her diagnosis inspired Lisa and Marcus to lake on the challenge of waiking from Land's End to John O'Groats to fundraise and raise awareness of the importance of booking that overdue GP check. They walked 1,114.7 miles in 79 days, raising an incredible £6,4191 Rasing awareness, challing with many people en route and featuring on local BBC News and the 'WE ARE T1 D PODCAST,, they are truly amazing ambassadorsl NEW YORK sL•v.~ Kirstin Cushnie In JUW 2022. Kirstin's daughter Isla was diagnosed wilh type 1 diabeles and it came as a massive shock. Kirstin went on to take part in Swim22 2024 to raise awareness, and to fundraise towards finding a cure. When nearing her original distance of 22 miles, Kirstin's page totd had far exceeded her expectations, so she went on to omplete the full 44 milesl A huge thank you Kirstin for raising an amazing £1,269. 41

THANK You Individuals We'd like to thank our dedicated and committed philanthropists and thelr families, members of our Banting Circle and Reith Lawrence Circle, who generously support us each year. Kip and Alison Bertram Shaun and Jennie Bowler Mr Donakj Burt Mr David Duponl Mr Bryan Jenkins Mr and Mrs Trevor and Evie Pitman Mike and Angle Rutherford David and Chnstine Thorp Mr Paul Plewman Mr Graeme Clark Jane and Tony Smilh Together th8y hav8 join8d forc8S to create a better life lor people with and at risk of diabetes. We couldn't do il without you, thank you. We couldn't achieve the incredible things we do, wrthout your consistent and dedicated support. Abboll AmarTn UK Astrazeneca UK Ltd Boehringer Ingelheim Limited Dexcom Eli ￿1 Next PLC Novo Nordisk Ltd Places for People Sanofi UK Slimming Wodd Tesco The Drapers. Company Th8 Insurance Surgery Xpert Workwear Corporate partners 42

Trusts and foundations AN McKechnie Foundation Apex Fund & Corporate SeNices (UK) Ltd Cancer Research UK Catteralls Solicitors Cecil Pilkington Charitable Trusl Colton Trust Ltd Genesys Legacy Project Lld Hospital Saturday Fund Lidbury Family Trust Lloyds Bank Private Banking Ludlow Trust Company Ltd Masonic Charitable Foundalion Moondance Foundalion Mukul Madhav Foundation UK Pilkington Charities, Fund ShareGift Steve Morgan Foundation The Access Foundation The ALLIANCE and Mental Health Foundation The Corton Hill Trust The Foster Wood Foundation The Joseph & Lena Randall Charilable Trust The Nationd Lottery Communty Fund Northern Ireland The RS Macdonald Charitable Trust The Second Joseph Aaron Littman Foundation The Simon Gibson Charitable Trust Tarrisse MLJrphy Foundation The Johnson Family Trust Regional and national partner organisations All volunteers, fundraisers and supporters Aclion Mental Health Age UK Aware Bedford, Luton, Milton Keynes, Bsol, and Mid & South Essex ICB Callaloo Club Waltham Forest Cardiff Council Connected Voices Faizan e Islam Mosque Inverclyde Health and Social Care Partnership Leyton Orient Trust Muhicultural Network Wales NACRO Wales National Lottery Community Fund NHS England Midlands and East of England NHS Scotland and associated partnets Natural England Northern Ireland Ambulance Service North West Children & Young People Transformation Programme, NHS England One You Kent Richmond and Wandsworth Councils Rolherham United Football Club Scottish Diabetes Group Scottish Professional Football League Trust Somerset and Gloucestershire NHS Diabetes Prevention Programme providers South Yorkshire ICB St Michael's Hospital, Bristol Turning Heads Unwersity of Oxford Centre for Research Equity- Nl Partnership Valley Veterans Western Diabetes Group 43

LOOKING AHEAD TO 2025 Improving diabetes care Our aim is to improve care for people wrth diabetes by increasing access to all nine care processes, the foundation of effective diabetes management. We will work with national governments to pnoritise diabetes care and collaborate with healthcare professionals, whose support is essenlial to Ihis effort. By engaging with health systems, we hope lo drwe meaningful change and improve access to these prixesses. Additionally, we will support people with diabetes by providing resources to enhance their understanding of the care they need, empowering thom to advocate for better care and improved health outcomes. Supporting all newly diagnosed people In 2025, we aim to empower thousands more people newly diagnosed with type 2 diabetes by ensuring they receiva vital support al the right time. By the end of the year, we will have launched and promoted a tailored support journey to provide essential information and guidan￿ at diagnosis. New strategic partnerships will enable us to reach underSe￿ed groups, tackling health inequalilies head on. We'll Jso collaborate closely with the NHS and healthcare professionals to encourage direct referras, ensuring more people benefil from our support when they need it most. 44

We have ambitious plans to make a real difference to diabetes care and to challenge the narrative around diabetes, tackle inequality and enable breakthroughs at scale. In 2025. we're focusing on key areas that people with or at risk of diabetes have told us are most important to them, and where there is potential for us to have a major influence. Here we look at some of the vital work we are planning over the year. Preventing type 2 diabetes The Type 2 Diabeles Grand Chdlenge ams to challenge the research community lo come together to accelerate progress in tackling key questions in type 2 diabetes. Guided by a steenng group chaired by Professor Nick Wareham and including people living with type 2. Ihe challenge will focus initially on how to drive innovatwe research lo prevent diabetes for everyone at risk. We know type 2 diabetes does not aff￿t people in the same way. A precision prevention approach enables the research community to lind ways to target populations at high risk, including those who are underserved by current prevention programmes. During 2025, as lived experience shapes the research ambition to answer the most important and urgent questions. we will work with partners to drive this work fotward. Reducing risk of type 2 diabetes We aim to hdp stem the rise of type 2 diabetes by influencing governments across the UK to tackle our unheathy l(KxJ environment, and improving support for people with prediabetes and women who have had gestalional diabetes which puts them al higher risk of developing lype 2 diabetes. We will continue advocating for stronger obesty prevention policies, better access lo treatmenl and support for people Iwing with obesity, as well as sustanable type 2 diabetes prevention programmes across all parts of the UK. We will provide information and support for people at an increased risk of developing type 2 diabetes and the health professionals involved in their care. J57 45

LOOKING AHEAD TO 2025 Tackling diabetes- related inequality During 2025, we will be launGhing a 5-year plan to taC￿e diabetes-related inequality in response to our Tackling Inequalities Commission. We will focus on developing internally as an inclusive organisation, funding and enabling more inclusive research and calling for action across the health system to improve Iwes of people experiencing inequity. We wll implement our equality, diversty and inclusion in research strategy and use our voice externally to highlight and challenge inequilies. The pilot of a new Council of community organisations will strengthen relationships with undersetwed communities to keep our work to tackle diabetes health inequity aligned with the needs of those with Iwed experience, Fighting stigma We aim to ensure that people with or at rlsk of diabetes no longer face stigma or discrimination, and that stigma d￿S not hinder progress in care or research, We will expand our stigma campagn community lo engage more people with diabetes, deliver two major campaign moments to raise awareness, and work wf(h healthcare professionals, decision-makers, and support networks to challenge stigma. We will develop a long-term strategy to address diabetes stigma alongside our manifesto for change, including securing significant funding to sustain this work and drive meaningful change for those affected. ora 46

We have big plans to make a real difference to diabetes care and to challenge the narrative around diabetes, tackle inequality and enable breakthroughs at scale. In 2025. we're focusing on key areas that people with or at risk of diabetes have told us are most important to them, and where there is potential for us to have a major influence. Here we look at some of the vital work we are planning over the year. Driving forward towards a cure for type I diabetes In 2025, we aim to make the UK the global leader in bela cell therapy trials by launching Ihe Type 1 Diabetes Cell Therapy Clinical Tnal Network. To overcome a critical challenge in beta cell therapy research - the limited availabilty of bela cells for research we will facilitate the development of a reliable suppfy of high-qualty, pre-made cells for UK scientists. We're also eager to share findings from our innovative projecls as they emerge, and lo hosl our second 8eta Cell Therapy and Root Causes Symposium that will unite the Grand Challenge community lo drD/e foward progress towards a cure for type 1 diabetes. Empowering young people with type I We will continue lo deliver our funded programme Together Type 1, empowering young people to develop confidence in self-managing their type 1 diabetes. Through 2025 we will fiKus on recruitment and development of Young Leaders, delivery of p*r support activities lonline and face-to-facel for children, young p￿pIe and families. We will build local and national partnerships with community organisalions, schools and the health system to make posrtwe change to support young people living with type 1 diabetes. We will explore resources and guides lo support people at the point of diagnosis and through the first year of care. Together, we're building a vibrant, supportwe Communty that drives positive change for young people wrth type 1 diabetes. 47

GET INVOLVED Without you, we couldn't achieve our vision of a world where diabetes can do no harm. Here are some of the ways you can be part of our fight. Donations Your donations help us fund everything from research and camp&gns to services such as our helpline. Thank you, diabetes.org.ukldonate Become a member Membership gives you expert, up-to-date information on diabetes, pul together by our team of nurses, dielitians and edilors to support you every step of the way. diabetes.org.uklsupport-for-youlmembership Challenge yourself Whether it's walking, running or cycling, we have a range of fundraising events to get ir)V0￿e￿ with - both in person and virtual. diabetes.org.uklsupport-usnundraise/fundraising-evenls Fundraise 'Your Way, From the silly to the strenuous, your one true passion to facing your fears, raise vital funds Your Way in your community, at work or at ￿h0O1. Download the fundrwsing pack today. diabetes.org.uklget_involvedlraising_funds 48

Volunteer your time Run events, raise awareness in local communities or proiAde advice at one of our local groups. Our volunteers are the backbone of our organisation. diabetes.org.uklget_involvedlvolunteer Community Champions help educate and raise awareness of diabetes and Diabetes UK to people from Black, Asian and minority ethnic communities across the UK. For volunteers like me, there are a lot of people at Diabetes UK we can reach out to for advice. As an organisation. it's great at supporting its volunteers. Muhammad, a doctor and one of our Community Champions, appreciates our work in supporting volunteers, especialty to raise awareness of diabetes to minority ethnic groLJPS. Leave a gift in your Will Gifts in Wills raised 36¥0 of our voluntary donations in 2024. These special gifts. from ￿nd people like you, are vital to every aspect of our work. Find ffore al diabetes.org.uklgiftsinwills or contact our fn'endty Gifts in Wills team al [e-mail] Campaign for change Join our netwoth of campaigners pushing for improved care and supporl for p￿pIe wilh and at risk of developing diabeles. You could be campaigning to secure government action at a national level one day and pushing for improvements lo services Ihe next. diabetes.org.uklget_involvedlcampaigning Philanthropists, You can be part of our story, like mary olher individuals, trusts and charltable trusts and foundations foundalions who have helped to fund our pion&ring research and supporl services like our Learning Zone and helpline. Find OLrt how you can help by contacling [e-mail] Corporate partners We're proud to work with businesses from a variety of sectors and sEes. Our partners are vttd in helping us be there for people living with and at risk of diabetes. If you'd like to team up, get in touch wtth us at pathershipenquiriesQdiabetes.org.uk 49

GET SUPPORT Go online Our website is packed WTlh useful information and tips lo help YOLJ learn more about diabetes. Find out your risk of developing type 2 diabeles by using our Know Your Flisk tool. More advice and help are avalable from our interactwe Learning Zone tool, online support forum and Facebook and X communities. They're reaty and waiting to answer your questions and point you in the right direclion. Head to.. diabetes.org.uk riskscore.diabetes.ory.uk learningzone.diabetes.org.uk forum.diabetes.org.uk Idiabetesuk X @DiabetesUK 50

111 Talk to us Join a local group We have a dedicated helpline for anyone living with diabeles, their family or friends, and people who are worried they might be at risk. If you'd love to m*t and talk to people in your area, check out your local support group. We run more than 180 of them up and down the UK, with many of them Our team can provide advice on practical m￿tIng online too. Our groups are filled with issues like driving or problems at work, or talk people who've been there, done that and got through any sccial, en￿tIonal or psychological the Diabetes UK t-shirt. Along with providing difficulties you might be facing. Gall us if you support, information and understanding, they need expert advice and trusted infomiation also raise awareness. campaign. fundraise about living well wrth diabetes, reducing your and organise social events. risk of diabetes, and even potentialty putting your type 2 diabetes into remission. Or rf you Find your nearest group.. simply just want to chat to someone who Visit diabetes.org.uklgroups understands and will listen without judgement, Call 0345 123 2399 we're here. Email [e-mail] Call 0345 123 2399 Monday to Friday, 9am to 6pm Email [e-mail] 51

HOW WE'RE R Our governance financial state Il ARE,WE.'

Financial review Overall Income FinanGialW. as for many chartties. the year Income of £38.4 million reduced £4.3 was a challenging one. We look a number million due lo the fall in legacy income of decisions to reduce financiJ risk due to and also changes in phasing to the Steve the combined effects of very hoh inflation, Morgan Foundation funding. This income reduced income from some areas of is recewed in line with the associated fundraising and a signrficanl dip in legacy priy3ramme expenditu￿, so did not cause income. We also looked at opportunities to any financial issues. Income from donations invest in growing income with an eye on future of £14.1 million dropped slightly compared years. Having already made savings as part of to the previous year driven by a reduction in the year's budgeting, in eaty 2024 we could philanthropy income. see further income risk coming through and enacted a strategy led-change programme to further right size the organisation in line with our income outlook. Flesults for the year have confimied that this very difficult decision (the changes included 66 redundancies resulting in £389,000 payments to staff as they left the organisationl was the right one. We are now in a position where break even should be achievable in 2025, notwithstanding that there will always be a degree of financial risk Ihat we will need to continue lo manage. Despite Ihese very difficult changes. as you can see in the annual review, above, we have continued to deliver for people aff￿ted by all forms of diabetes now and in the future. We have also taken care, through our Slralegic Ambitions, to re-structure the organisation so we make the most impact with the resources we have. Despite the financial challenges, we remain absolutely committed to delivering Ihe maximum benefit we can. The hedth and fundraising partnership with Tesco. the British Heart Foundation and Cancer Research UK continued to provide vital funding and raised £1.2 million in donations for Diabetes UK. We are very excited to see this longstanding partnership th Tesco continue for another three years. Our trading aclwities generated £4.0 million of income, £0.3 million more than in 2023, due to an increase in corporate sponsorship and small increases in our income from merchandising and other income. Income from k)tteries of £1.5 million held up well in Ihe challenging environmenl, and was only down £1 Ook from the prior year. Income for charitable aclivities of £6.1 million saw a £1.7 million decrease on 2023. The key driver to this movement, as noted above, was the £2.7 million income from the Steve Morgan Foundation which reduced trom the £4.3 million received in 2023 due to Overall in 2024, our income reduced £4.3 the timing of spend on research grants. This million to £38.4 million1£42.7 million in 2023). is forecast to dramatically increase lo circa This was primari￿ due to our lowest level £7 million in 2025 as this highly impactful of legacy income for several years of £13.8 programme shtfts up another gear in our million Icompared to £16 million in 2023 and efforts to c￿￿ type 1 diabetes. £20.5 million in 20221. Our expendrture in 2024 We were aso fortunate to see an increase in of £44.1 million was a £5.3 million decrease our income from UK Flesearch & Innovation on 2023 due to the impact of the samngs 10 £1.1 million which compares to £0.8 million implemented during the year through the received in 2023. This is restricted funding that change programme. supports our vtlal research work. We continue to be deepty grateful for the gtfts we receDie as legacies, and from all our supporters. 53

Expenditure As set out above, we worked across the year to reduce costs and support income. spending £44.1 million in 2023, £5.3 million lower than 2023. We spent £16 million {2023'. £18.3 million) on our universal offer in the fight against diabetes. This includes our expenditure on core research, our type 1 events and family weekends and our helpline. Our online community forum continued to grow with 4,5(J) new members joining and we invested in and successfully launched our new and improved Learning Zone - our personalised online diabetes education service to support diabetes care. As an abiding principle, when we made cost changes in 2024, we really focused on ensuring ihat we leveraged the income we do have lo mayimise our impact in a very difficuti funding environment. This has put us in a good position for the start of 2025 where we are now committed lo achieving around break- even in our budget. Overdl, across dl areas we spent £6.2 million on research grant funding12023.' £9.8 million). This is lower than in 2023 largely due lo the liming of Sleve Morgan-funded researGh grants discussed above which meant that 2023 was an exceplionally high year.11 is also due lo the liming of the research grants which we had awarded in previous years and is dependent on the progress ol the research. The reach from this spend is phenomenal with over 500 researchers from 100 institutions working on 123 Diabetes UK-funded projects in 2024. Our expendituro on charitable spend was £31.2 million, £5.8 million lower than the £36.7 million due to the impacts of addressing our current financial position and the phasing of Steve Morgan Foundation funding. which was £1 .6 million lower in 2024. As noted, this programme will increase significantty in 2025. Spend on our support costs reduced from £5.5 million in 2023 to £4.8 million in 2024. In 2024, we spent £3.7 million12023.' £3.7 Our spend on charitable activity is directly million) on our work tackling stoma and related to the amounl of fundraised income inequalities surrounding diabetes launching our we rEreive and is therefore available for first stigma campaign "If you knew," tackling investment. Our expenditure on raising funds the stigma people with diabetes face from grew by £0.5 million compared to 2023, the public and also those best posf(ioned to standing at £12.9 million in 2024 compared support them. to £12.4 million in the prior year. In 2024, we invested in our Wellness Walks events, our We spent £4.5 million12023'. £7.7 million) membership programme and in our legacy on our work curing and preventing diabetes. marketing io ensure our long-term income was This included raising awareness on the protected with our "A world without diabetes" alarming risk in the number of pwple under 40 TV legacy campaign reaching over 10.5 million developing type 2 diabetes and our research people generating 2.494 new inquiries. We're work towards a cure for type 1 diabetes. continuing to ensure that our investment here is used effectively and in a way that reflects the changing fundr&sing landscape. We spenl £6.8 million12023'. £7.3 million) on our work supporting people to live well with diabetes. This includes growing remissior) support, increasing the number of Lwe Well hubs in Northern Ireland, launching an updated guide to type 2 diabetes and malong diabetes care a top political priority. 54

INCOME AND EXPENDITURE Income Expenditure £&1m £13m £16m Total Total £27.9m £38.3m £44.1 m 7m £￿eM Donations and legacies Expenditure on raising funds Other trading activities Changing the narrative.. lackling stigma and inequality Income from inveslmenls Curing and preventing diabetes Income from charitable actwities Supporting people to live well with diabetes Our offer for all in the fight against diabetes 55

Our approach to reserves management fixed assets1£2.6 Tnillionl we have £5.4 million considered available to fund regular actD/ilies. The baance of our total fvnds comprises restricted cash I£0.4 million) donated to us to fund specific activities. We hold reserves for severa practical reasons. these include.. In common with many charities who fund long-term research work, for our reserves policy, we use a measure of liquid reseNes which includes liquid investments and unrestricted cash onty. The policy is designed to ensure we meet our long-tenm research commitments1£11.1 million as shown in note 251 as they fall due, as well as dea with risk and investment opportunities. During the year, we revEwed our reserves policy and confirmed our minimum tolerable level of liquid reserves to a range of £11 million - £14 million, which is equwalent to four months projected forward cashflows. Our current level of liquid reseNes of £12.2 million is within our reserves range, despite financial pressures. Ensuring we are able to continue lo fund our vital work should our income fall below target. Our reseNes should give us time to adjust expenditure in a planned and slructured way so that disruption is minimised. To provide working capital to m￿t upfront expendilure during the year belore incorr is received. To provide resource for investment. for example, developing setvices and ensuring we maximise outreach by developing our ability to engage people at scde. As at 31 December 2024, our reserves totaled £8.4 million of which £8.0 million are unrestricted reseNes. After accounting for Our reseNe measures are calculated as follows (all £kl'. Total reserves General reserves Llquld reserrf88 Tangible fixed assets Fixed asset investments Stock Debtors Unrestricted cash Restricted cash Creditors Provisions 2,606 10,213 122 4.391 1.980 392 111,0321 12791 2,606 10,213 122 4,391 1.980 10,213 1,980 111,0321 12791 Total (X)1 12,193 56

Our approach to investments Pensions We provide employees with the opportunity to participate in a defined contribution pension We manage our reserves as a combination scheme. In the past, we also provided a of cash and investments. Cash reserves can defined benefit scheme. The scheme is subject be accessed quickly rf we need them, while to a formal triennial funding vauation, with investments guard reserves against being Ihe most recent completed on 31 December eroded by inflation over time. ReseNes that we 2022. This showed a strong position with a don't expect to draw down for five years are funding surplus of £0.4 million. held in a fund managed by Legal and General Investment Managers. The Finance Committ& The next valualion on 31 December 2025 reviews the amount of reseNes invested and will be available in late 2026. For financial our approach to investment al least annual reporting purposes, the actuary carries out a as part of our budget process. As part of our separate annual valuation in accordance with overall approach, we have an ethical tJoliGy FRS 102.. Employee Benefits, in which different that means the charity will not invest directty in lunding assumptions are applied. The FFIS tobacco production companies or those that 102 valuation on 31 ￿ernber 2024 showed derive greater than 1 Owo revenue from sales of a surplus of £0.3 million12023.. £0.2 million tobacco products. surplus) and is further explained in note 30 to the financial slalemenls. The Directors of the charity work closely with the Trustee Board of our pension scheme and Iheir fiduciary adwsers to review valuation reports, review sponsor risks and build the impacts of these into our financial modelling. This enables us lo understand any risks to our finances and manage them such that we remain able to achieve our charitable objectives. We transferred our investments to the Legal and General Fulure Wodd ESG Mulli-lndex 5 Fund in early 2024, which was chosen through a tender process to ensure we had the right combination of risk, return and environrrEntal considerations. We receive regular performance and ESG updates from th8 fund managers and we assess their performance throughout the year. During the year we made a gain on investments of £0.7 million12023: £0.3 million gain). Our current long-lemi larget return is Consumer Price Index ICPII plus 3% (measured on a tolal return basis nel of all fees) and we regularly assess perfomiance to check whether we are on track to achieve this goal. The Finance Committee were salisfied with performance during the year. Going concern The Board of Trustees has reviewed our activities. financial position and risk management policies together with factors likely to affect future developmenl, including the impact of economic uncertainty and cost of living pressures on voluntary income. The TruSt￿S therefore have a reasonable expectation thal the charity has adequate resources to continue in operational existence for the foreseeable future, being at least 12 months from the date of approval of these financial statements and are not aware of any other material uncertainties which may adversety aff￿t Ihe organisalion. Accordingly, Ihe financial statements continue to be prepared on the going concern basis. Cash is only held with credttworthy financial institutions and deposits are sufficiently diversified to manage risk. We aim to pla￿ more than £4 million in an individual instttution. and we do not commit funds for more than 12 months. Placemenl in any new instilutions musl be approved by the Finan￿ Committ￿. 57

Audit so StrategIcJ￿, there is a risk that we may experience financial difficulties which may impact our mid- to long-term sustainability and abilty to delwer. Crowe UK LLP have expressed their willingness to continue in office and will be reappointed for the next fi.nancial year in accordance with section 487121 of the Companies Act 21J)6 unless the company receives notice under section 488{1) of the Companies Act 2006. At the beginning of the year, with the support of the Board of Trustees, the Executive Team put a plan in place to manage the impacts of these polential financial challenges. Unfortunately, the risks we had identified played out during the year meaning that the plan was enacted. This has involved We have an established approach to risk comprehensively reviewing our expenditure management which we call Keeping Safe, against our strategic goals and making Legal and Healthy which is based on the three changes, including redundancies, to ensure lines of defence model. We encourage our Ihat expenditure continues to support employees and volunt&rs to notice and report people impacted by diabetes bul does not operationa risks as soon as possible through exceed our reduced levels of unrestricled a framework of risk leads and integrated income. Considerable effort was also made reporting. The Board and Executive Team lo ensure we supported colleagues and identify and monitor risks that may prevent managed potential disruption from our us from delivering our charitable impact. In change programme. addilion, our inlernal auditors, Btx) LLP, conduct independent audits each year to provide further assurance that we have Ihe systems and processes in place to identify, mitigate and manage key risks. Risk and uncertainties We do not sufficientty adapt our strategic choices to maximise the difference we make for people affected by diabetes. Th8 worfd continues to change at a fast pace and, while this throws up myriad challenges. we are also seeing many potential opportunities to improve the lives of people affected by diabetes Ithrough new t￿h￿logY and therapies, for example), including many made possible by Ihe work we have done. If we are not alive to these changes and adapt Sufficient￿ there is a risk we will not maximise our charrtable impact wrth the resources we have. Our Audit and Flisk Commitlee (which our internal auditors report tol. and the Board of Trustees, have overall responsibilty for ensuring we have appropriate systems and processes in place to manage risks, while reviewing the most significant risks regularty. Our risks and mitigalions are: Pressures on our income and cost base duo to challenging onvironmonL A key mrtigation to this risk is that we have an outcome-based strategy in place which, Ihrough regular horizon scanning and review, has allowed us to focus on long-term benefit through our slrategic ambitions while identifying and managing near-lemi risks (for example, changes to government, rising prevdence. and fi'nanciJ constraints) and opportunities. In common with many charities, the combination of high inflation, a flal economy and cost of living pressures has made for a challenging financial environmenl. In addition, towards the end of 2023 we could see a high likelihood of adverse volatility in our legacy income further eXa￿rbatlng the existing pressure on our net unrestricted income. If we did not address these pressures and did 58

Challenges and competing priorities in health care policy. Our approach to modern slavery and our supply chain Turbulen￿ due to the pandemic, funding shortages and changes in political leadership all pose risks to ensuring that both policy and the health care system adequatety prioritise prevention and the care of people already with diabetes. If we do not influence and engage successfulW the condition may become deprioritised. We have a zerO-toleran￿ approach to modern slavery and are committed to acting ethicaly in ail operalions. We conlinuousty improve our processes to combat slavery and human lraific￿ng in our business and suppty chain and hold our suppliers and partners to high standards in doing the same. We also have due diligence pr￿edureS around potential and current partners. Our full statement is available on our websile. Our mitigation is to ensure we engage both locJly and nationally with a range of key stakeholders including government, the NHS and heallh care professionals to influence policy, practice and the focus of research. We continue to be active in these areas, securing many benefits for people impacted by diabetes. How we're organised and governed Cyber security The Diabetic Association was set up in 1934 by the novelist HG Wells and Dr RD Lawrence, both of whom Iwed with diabetes. We changed our name 20 years later lo The Brilish Diabetic Association and whilst this remains our legal name, we have operated as Diabetes UK since 2CMX). Our technology and systems need to b8 secure in an environmenl of escalating ihreat from cyber criminals and other bad actors. The impact of Ihese threats may adversety affect our ability to operate and could harm our reputation. We follow industry guidelines to ensure our approach is robust and conduct regular external audits and testing lo idenlify weaknesses and ensu￿ these are addressed. Diabetes UK is a company limited by guarantee and registered with Ihe Charity Commission in England and Wales and the Office of Ihe Scottish Regulator in Scolland IOSCRI. which is the independenl regulator and registrar for Scotland's charities. This means our Iruslees are also company dIr￿orS so subject to both company and charity law. Assurance reviews of controls and processes of a selection of our broader risks take pla each year. We continue to implemenl our agreed three-year plan of internal audits with our internal auditors BDO LLP. This third-party view alongside OLJr own internai reporting provides assurance to trustees that we have identified and are managing the risks we face. We work across all four nations, adapting our seNices as appropriate to relevant regional and thal circumstances as well as need. 59

Our Board of Trustees huge￿ benefficial to the work of the Board and helped us increase dwersily within the context of meeling recommended practice in the Charity Governance Code. We also thank Dr Carol Homden for the completion of her first full term of three years and were delighted to confirm her reappointment to a second term of leading the Board as Chair for a fLJrther three years in December 2024. Our Board of Trustees - referred to as the Board from now on - has collective responsibility for everything we do and is responsible for= Our overall strategic direction, including evaluating progress against our slrategic plans In January 2024, the Board appointed two Trustees to the roles of Co-vice Chairs. Ensuring our financial slability, acting in the best interests of our organisation In addition, a fvrther four Trustees were successfulty reappointed lo their second lemi of three years in September 2024, including our Treasurer and one of the Co-vice chairs. Ensuring that we comply with our governing documenls, and any olher relevant legislation. The maximum number of trustees permitted under our Articles of Association is 14, and during 2024 they numbered between 12 and 14. TrUSt￿S are usualty appointed for up to three years and may be re-appointed for Iwo further terms of up to three years bLrt cannot serve for more than a continuous period of nine years. In March 2024. the 8oard passed a special resolution to retain a Trustee with specialist clinical expertise for a 1 Oth year, in order to recruit a replacement with the appropriate succession. This role was recruited lo in November 2024, and the successful Trustee is set to join from March 2025. The Board benefits from the wid8 range of skills and expertise across differenl disciplines that ils trustees bring, as well as personal experience of living with diabeles and experience as a hea￿h¢are professional. Charity Governance Code The Board firsl adopted the Charity Governance Code in 2019. After initially identifying increasing diversity as a key priority, work continued in this space. Trustee recruitment Particularty in recrurtmenl, where we saw an increase in diversity on our Board of Trustees. A sub-commtttee of the Board - our Governance and Nominations Committ IGNCI - is responsible for overseeing ttr recruitment and appointment process of trustees. We recruit truslees Ihrough open advertising or more targeted recnJr(ment searches when appropriale to ensure Ihat we have right balance of skills and experience that Board meetings we need. Our Board Usual￿ m&ts in person up lo six limes a year, holding one meeting as an annual away day where Iruslees and the Executive Team (the Chief ExecLrtive and senior staff colleagues) can explore key strategic issues in more depth. In December 2024, severa Trustees were involved in and attended the inaugural Tackling Inequality Advisory Group meeting, and will be inlegral to the planning of our Tackling Inequaities fiv&year plan in 2025. An induction programme is put in place upon appointment, and all trust￿ m&t the Chair of the Board on a one-to-one basis. The expertise and contributions of the single Trust￿ we appointed during 2024 have b*n 60

Sub committees of the Board The Board delegates some areas of tts work to sub-committees. which usually meet belween three and four times a year. The sub committ&s of the Board are.. Finance Oversees and reviews all financial aspects and advises the Board according￿ and evJuates the annual budget before board approval. Governance and Nominations Ensures that we have sound governance arrangements so we can achieve our charitable ams and the highesi possible standards of governance and leads on trustee [￿rUrtMent. Remuneration Considers the total rewards policies, including remuneration and benefits, of the whole organisation as well as considering broader staff satisfaction and people melrics, and recommends organisation-wide pay increases for Board approval. Brand and Income Generation This committee is responsible lor assisting the Board in carrying out strategic oversight of brand, voluntary and commercial income matters, as well as supporting the Director of Engagement & Fundraising land the ExecLrtive Team) in maximising ihe Charitys income generation. Audit and Rlsk Oversees the financial audit and reporting process, reviews Ihe effectiveness of the 1ndependent audit, and leads on reviewing risk and monitors compliance with external requirements and internal policies. Research Assesses and approves applications for ftjnding for basic, clinical and health SeNi￿S research within the guidelines set by the Board and in accordance with the Association of Medical Research Charities. recommendations. Membership of our sub-committees is made of Trustees and co-opted members of the Committees with most seNing on al least one. Exceptions are our Governance and Nominalions Committee- there are two non- Trust￿ members including the committ chair as well as Trustee members. and our Research Committee. which is made up ol non-Trustee members who have specialist expert knowledge across al our varied areas of research. The Audit and Risk, Governance and Nominations. and Brand and Income Generation Committees benefit from the expertise of a single co-opled member as of January 2024. 61

Key stakeholders - our advisory groups Council Tnembers provide advice and support to National Directors and teams in developing and delivering locJ plans. The Scotland Advisory Council wll be reviewed in 2025. We are very grateful to the following permanently established advisory groups. who help us enormousty, and whose meeting minutes are circulated to the Board: The Science and Research Advisory Group The Science and Research Advisory Group is made up of people living with diabetes, diabetes researchers and healthcare professionals. Members of the group are responsible for working with Diabetes UK to formulate the research strategy periodicaly. They review the broad field of diabetes research and make recommendations to the Diabetes UK Board of Trustees on the areas in which the charity should focus its research effort. Diabetes Lived Experience Advisory Committee (DLEA) DLEA informs our work so that we focus on what ￿￿lY matters to people living wtth diabetes. There can be up to 30 members, drawn from all four nations. including people with direct experience of any type of diabetes as well as carers and parents of children with diabetes. This year, we are recruiting 10 new members from across the UK particularty those from Black or South Asian backgrounds and people living with type 2 diabetes. We experimented with new ways of working. such as increasing invO￿eMent opportunities belw*n meetings, working more close with our Healthcare Professional Advisory Committee, and making feeding back easier to share the positive impact of our work. How we organise our work The Board delegales responsibility for operational management to our Chief ExeculDie, who leads the Execulive team. We have six directorates, each led by an ExeculDie team member. Healthcare Professional Advisory (HPA) Committee The HPA committee helps us provide effective support and advice to Ihe wider communtty of healthcare professionals working in a range of disciplines and settings. There are up to 30 members who form a multidisciplinary team including GPS, diabetes specialist nurses, practice nurses, consumants, pharmacists. dietitians, a podiatrist, an ophthalmlogy specialist, a psychologist and a dentist. Chief Ex￿Ut￿e Office and Policy & CampawJns Research and Clinic P￿pIe and Organisationd Development National Advisory Councils in Scotland, Wales and Northern Ireland Each of the three nations has an Advisory Council comprising people wilh lived experience of diabeles, healthcare professionals and others with relevant experience or interests such as researchers. Engagement and Fundraising se￿1￿, Communities and Improvement 62

Subsidiaries and related parties How we fundraise We're almost entirely reliant on donations lo fund our work. Without the public's generosity we wouldn't be able to support people with or at risk of diabetes or make research breakthroughs. We have a wholly owned trading subsidiary Diabetes UK Services ￿MIted. Its princip activrties relate lo corporate sponsorship, running Ihe lottery, sales of various season goods including Christmas cards, and income from promotional aclivities. The results for the subsidiary are consolidated in the accounls and presented in note 26. We are registered with the Fundraising Regulator {FRI and are open about how we raise our lunds. We continually strive to adhere to the C(xle of Fundraising Practice and are committed to the Fundraising Promise. We are also a member of the Chartered Institute of Fundraising ICIOO, the Direct Marketing Associalion IDMAI and licensed by Ihe Gambling Commission. This report covers the requirements charities must follow as set out in the Chanties Act 2016. The Company's performance was comparable to 2023 where for a second year since Covid the Diabetes UK Professional conferen￿ was again held in person. The taxable profit of 0.4 million12023.' £0.4 million) will be donated to Diabetes UK under Grfi Aid. How our work delivers public benefit We seek lo minimise the risk of breaches of fvndraising compliance through training and inductions for new employees on the Fundraising Code of Practice and implemenling compliance policies. We will proactively engage with the Fundraising Regulator and other bodies as needed to ensure that any concerns raised are addressed as a priority. We have a duty to report on the public benefit that we deliver under section four of the Charities Act 2011 . Taking ihe Charity Commission's guidance into consideration. the Board is satisfied Ihat our public benelil requirements have been met. Our generous suptX)rters raise money for us in many different ways. including fundraising in their local communities and through our local groups. We run several in-person evenls including our Wellness Walk Series as well as our popular 'virtual challenges, such as One Million Slep Challenge and Swim22. We provide a range of direct services and practical support to people affected by diabetes or at risk of diabetes. We Irain and support heaPihcare professionds from a wide range of disciplines to improve diabetes services in their local areas. We continue to commil more of our own funds to research building our knowledge of diabetes, developing improved treatments and, one day, finding a cure. We have partnerships with several organisalions, including some commercial participator agr&ments for which written agreements are in place. We see partnership worlong as a cruciai route to achieving our mission - for more information, see 'Partners who share our passion, section. We have saf8Juards in place with our partners to ensure Ihat we do not compromise our independence in any way. We're also supported by charitable Trusts and Foundations. as well as receiving gen￿ouS philanthropic 9ifts from donors. 63

People can sign up to make a regular donation, play our lottery, or become a member through a variety of routes. We also ask people to give to us through our regular appeals, our raffles or by leaving a gift in their Will. A controls framework is in place for effective internd governance of our fijndraising. The Board receives regular reports on performance, compliance and plans. Our Audit and Risk Committee considers our fundrasing compliance in more detail and the Finance Committ ks closely at our financial performance. In addttion, we have reviewed in detail and reported on the conlrols we have in place relating to each area of accounlability covered in the Charity Commission's guidance sel out in CC20 Charity fvndraising.. a guide to trustee duties. Some of our fundraising aclivity is conducted on our behalf by carefully selected fundr&sing agencies who ask people rf they would like to take part in our weekty lottery, events or become members. We work very closely wtth our agencies Unty 4 ICIOF Corporate Member) and DTV Optimise (registered with Ihe FR, Corporale rrEmber of the CIOF and DMAI to ensure they represent our work and our organisation to Ihe very highest standards. We monitor our agencies regularly, to ensure that everyone who works on our behalf adheres lo our high standards. Our people Our cdleagues are key to our success, and we know that investing in our people enables Our website outlines our complaints proc&8s us to conlinue to make meaningful impact in clearly. In 2024, we received 13 complainls the lives of those affected by diabetes. This about fundraising. We work to ensure we year we provided additional opportunities to resolve, learn and take action to prevent issues support wdlbeing as we made changes to happening again. We report the number of our organisational structure. The key aim of complaints we receive each year to the FR. the change programme was to enhance our We also publish an internal complaints report organisalional efficiency and effectiveness. that is shared with our directors. Support provided include coaching sessions, open spaces to connecl with peers, managing through change sessions, interviewing skills as well as independenl support through our employ* assistance programme. Addilional outplacement support provided by a third party - Working Transilions, was also provided to colleagues who, sadly, left Diabetes UK Ihrough redundancy. We train and support our staff and agencies to identify and protect people in vulnerable circumstances in accordance wf(h our Vulnerable People Policy. All of our dir marketing communications conlain clear instructions of how a supporter can easily opt out of receiving any further communication should they wish lo. We are also signed up to the Fundraising Preference Service to enable people to let us know that they do not wish to receive fundraising communications from us. We recewed 15 requests from this service last year. Our and behaviours remain the comerstone of our organisational culture. This year, we engaged widely wrth colleagues through surveys and focus groups to refresh our values and behaviours to better reflect our outcomes-based strategy. A new visu identity was also crealed which emphasises Ihe centrdty of IDied experience to our work and our commitment lo tackling inequality. 64

To continue to foster an open and transparent organisalional culture, we introduced an anonymous feedback channel (Hive Open door) to enable colleagues to share their thoughts, concerns, and suggestions on an ongoing basis. This is in addilion to regular pulse and engagement suNeys and enables us to get more regular feedback from colleagues. experience- aligning ￿th our EDI commitment and ultimately leading to more crealivily. A half day online course was rolled to 400 colleagues and has been incorporated into induction programme for all new starters. We have reviewed and refreshed our Values and Behaviour framework and implemenled a self-authored e-learning plattorm to enable create and adapt our leaming conlent as needed. Equity, diversity and inclusion We are committed to creating an indusive cullure where every colleague and volunt*r can thrwe and be at their best. Communication and engagement Our charity k￿pS colleagues informed and fosters pride in our work by sharing updates on strategy, priorrties, finances, and impactful stories. We highlight our influence on governments, health systems, and fundraising efforts. benefiting millions affected by diabetes, This is achieved through information sharing, listening. and co-creating with colleagues. We created opportunities for colleagues to connect and learn about EDI through our regular 'Let's talk about, series and develope(J a new compulsory EDI module for new starters at the charity as part ol our inductK)n programme, 'Explore, Discover, Thrive,. Following a successful pilot, we launched Ihe Equity, Diversity and Inclusion Assessment tool, which helps colleagues to plan projecls and activities with inclusion in mind and w8 provided training for colleagues on how to use it. Staff slay updated via the inlranet, iKnow, and the bi-weekly e-newsletter, News Pump. Quartedy town hall events, online conversations, presenlalions, and vlogs provide additional updates. Regular meetings th trade union representatives and the Colleague Forum ensure staff voices are heard. Managers hold team and department meetings to help Individuals understand their contnbutions and progress. We continued to use data to inlorm our approach, completing pay gap reportiThJ for gender and ethnicity. In 2024 we also published our ethnicity pay gap externalw for the first time to demonstrate our commitment and outline the actions we will lake to address rt, as well as capiuring the diversity data of our Board of Trustees to identify any gaps and inform our recruitment approach. Pay and benefits To attract and relain top lalent, we ensure fair pay and competitive benefits. We benchmark against similar organisations and use an external tool to delemiine job value. Our trustees oversee pay policies, while Ihe Remuneration Committee approves pay rises for the entire organisalion and the Executive team. We also reward staff achievements with vanous beneffts. Learning and development We offer a range of learning and developrrErrt opportunities for our people, both in-house and external. Being able to -disagree well" wtth one another was a common theme laken from the 2023 Colleague SuNey. Improving this skill would enable more diversty of thought and 65

Our approach to grant making How we work to achieve our Ambitions Our research strategy and objeclwes are set by the Science and Research Advisory Group, underpinned by priorities developed in partnership with the Diabetes Research Sleering Groups. We invite applications for funding of research projects, eady career small grants, fellowships and sludentships through open advertisement to the research community via email, on relevant websites, social media and through partners. To be successful in achiemng our Ambitions, we n&d to hear the voices of people with diabetes, our volunteers, healthcare professionals, partners and our staff in everything we do. Section 172 of the Companies Act requires our directors to act in a way they consider to be moslly likely to promote the Suc￿sS of the charity to achieve our Ambitions. To do this we consider.. Applicants based at nol-for profrt UK-based academic or NHS institutions may submit proposals. Decisions about fundir¥J of sp￿IfiC projects are delegated lo the Research Committee, or specialty convened panels made up of experts from the the Research Committee and coopted experts. The long-term consequences of our decisions We are graleful for the support of our advisory groups who enable us to consider the impact of the decisions we lake over the medium and long lemi. You can read about the main ones on page 62. In 2024, we consulted with these groups on topics including our partnership with Slimming Wodd, NHS 10-year plan proposals to the government. the impact of stigma for people liwng with diabetes and our lackling inequalit￿S strategy. Applications are reviewed by a minimum of three external peer reviewers against criteria such as relevance to diabetes, scientthc merit, feasibility and value for money. The reviewers, assessments are then submitted to the Research Committee, or the Fellowship and Studenlship Panels. Shortlisled applicants for fellowships are invited for inleNiew by an expert scientific and lay panel who make the funding decision. At least one member of the Research Committee sf(s on each fellowship panel. Funding decisions for earfy career small grants and shortlisted sludentships are decided by an expert panel, including Research Committee members. We invO￿e our Grants Advisory Panel of people Iwing with or caring for someone wilh diabetes in our funding processes for project and strategic grants, early career small granls, and fellowships awards. Our slrategy sets out the change we want to see for people with diabeles Ipage 81- and we have developed a number of Ambilion pr(yJrammes Ihat contnbute to this change, and a measurement framework so we can Irack progress and learn. We also pay close attention to the external context, and views of people living with and at risk of diabetes refreshing our plans annually so we can adapt and restx)nd as needed. 66

The interests of our employees Our colleagues are our greatesl asset, and we value their input and feedback. We have a Colleague Forum that plays a vital role in shaping our policies and practices. The wellbeing of our colleagues continues to be a key focus and we offer a range of benefits that suit their n￿ds. We regular￿ measure employee satisfaction through 'pulse checks. and foster a culture of collaboration and inclusion through our employ￿ networks. The benefits of maintaining a reputation for high standards of conduct Our reputation is very important to us and to the people we support. We want to be trusted to inform and advise those who need our support and have clear expectations of staff and volunleers, underpinned by our vdues. The need to act fairly The need for good relationships Fairness is key lo achievement of these with partners, suppliers, aspirations and our organisation policies customers and others reflecl a Consistent￿ fair and transparent approach. We are also committed to equity in our workforce and are actively ensuring the fair treatment ol colleagues which you can read about on page 65. Our partners and suppliers are key lo much of the work we do, and we work hard lo drive high standards and to build great relationships with them. We have clear policies on who we work with and procure from and effeclwe contract and supplier management. You can read about some of our work with partners on page 32. We use feedback to improve our cuslomer service and are committed lo an ongoing programme of work aimed at ensuring excellent customer experience in all our interactions. The impact of what we do on the communities we work in and the environment We take care to consult the communities we work in. We recognise our responsibility to minimise our environmental impact and have implemented all practical recomtYEndations from our Energy Savings Opportunity Scheme repori. We also comply wtth the Streamlined Energy and Carbon Fleporting ISECRI reporiing regulations, conslantw reviewing our impact on the environment as an organisatK)n which you can read about on page 68. 67

Streamlined Energy and Carbon Reporting Executive summary This report summarises Diabetes UK Limtted s (Diabeles UFQ energy usage. associaled emissions, energy efficiency actions and energy performance under the government policy Streamlined Energy & Carbon Reporting ISECRI. This is implemented by the Companies (Directors, Report) and Limited Liabilily Partnerships (Energy and Carbon Reportl Regulations 2018. Mandatory information for compliance is oullined on pages 4, 6 and 7 01 this report. Annual reporting figures The following tables show the consumption and associated emissions for the years ending December 2024 and December 2023 for companson. Consumption and location-based emissions Scope 1 consumption and emissions include direct combustion of natural gas, and fuels utilised for transportation operations, for example, company vehicle fl*ts. Scope 2 consumption and emissions cover indirect emissions related to the consumption of purchased electricity in day-to-day business 0￿ratiOnS. Year-on-year changes Natural gas emissions (Scope 1) have decreased by 51.63¥0 from the previoLJS year because of occupancy levels and efficiency improvements. This includes the inslallation of a new boiler al the Wolverhampton office, alongside optimised heating controls thai prevent unnecessary energy consumption. Scope 3 consumption and emissions cover emissions resulting from sources not direclly owned by Diabetes UK i.e., grey fleet business travel undertaken in employee- owne(J vehicles onty. Electricity emissions (Scope 21 decreased by 14.61 % year-on-year driven by the implementation of a more efficienl Building Management System IBMS). Enhancements to the BMS, including the removal of pre-emptive timers, have ensured Ihat heating and cooling systems are used On￿ when needed, optimising overall energy consumption. Transport emissions {Scope 3) have decreased by 13.27Vo compared to last year owing to expanded hybrid working patterns. Increased use of remote collaboration tools and refined hybrid work policies have significant￿ reduced Ihe need for business travel, lowering associated emissions. 68

Totals Diabetes UK Limited FY2024 total energy consumption (kwh) UK 2024 Consumption (kwh) 38,780 266.778 144.074 UK 2023 Consumption {kWhl 80,164 312,395 164,832 Utlllty and Scope NatLJral gas (Scope 11 Grid-supplied Bectricity (Scope 21 Transportation (Scope 31 Total 557,191 Diabetes UK Limited FYW24 total location-based emissions. (tC02e) UK 2024 Consumpllon tC02e UK 2023 Consumpllon tC02e 14.66 64.69 37.03 Utility and Scope Natura gas (Scope 11 Grid-supplied Eleclncily Iscope 21 Transportation (Scope 31 55.24 32.11 Total 116.38 'NB Mark&l-bas8d emissons are r8p¥Nled n IC02 (N. xJ ref1 Ihè wific assxiotod wlh the suppli8r-8P8cific fuel mix. P￿$6 $88 the RqThing ￿￿￿olOgY fcy Ll&b. Diabetes UK Llmlted FY2024 totsl emlsslons Intenslty metrlc" Lo¢allon-based 2024 394.02 0.24 Market-based Intonsity motrics Total All Scopes tC028 per 2023 426.49 0.27 2023 426.49 0.33 394.02 0.32 Percentage change -1116% -1.81% "N8 The ￿p(rted Sccy 1. 2 and 3 hwe ljw to two deumaj pl￿. Myyear.cY).year compark%On calcULqti￿s have beg7 ¢c￿Ch￿ted uyng ca￿e ￿rAIn￿ figure> 69

Energy efficiency improvements We are committed to year-on-year improvements in tts operalionJ energy efficiency. A register of energy efficiency measures has been compiled, with a view to implementing these measures in the next five years. Measures undertaken in 2024: Measures to be addressed in 2025: Optimised heating controls We have installed timers on eleclric radiator systems to ensure Ihey operate only during designated hours. This targeted approach prevents unnecessary energy consumption. improving overJl efficiency and reducing heating-related electricity usage. Office space review With multiple office leases set to expire in 2026, we will undertake a comprehensive review of our estate and office utilisation. This assessment will focus on optimising space usage to improve energy efficiency and ensure that office environments are used as eff￿lIvelY as possible. Building management system enhancements Further improvements to the Building Management System IBMSI were implemented lo ensure heating and cooling systems are used onty when necessary. Pre-emptive limers have been removed from most floors, preventing unnecessary climate control adjustmenls and optimising energy use. Space consolidation We plan to close 4,000 square feet of space in our London office, restructuring floor layouts to maximise occupancy per floor. This strategic move enhances energy efficiency by concentraling staff in fewer areas, allowing for more effective heating and cooling management while reducing overall operational energy demands. Hybrid work expansion We have continued lo leverage technokyJy to reduce travel wherever practicable. By utilising remote collaboration tools and refining hybrid working policies. the organisation has reduced the need for business travel, leading to lower energy consumption and associated emissions. 70

Compliance responsibility This report has been prepared by the ESG division of Inspired PLC for Diabetes UK Limtted by means of interpreting the Companies IDirectors' Report) and ￿mIted Liability Partnerships (Energy and Carbon Report) Flegulations 2018 as they apply to information supplied by Diabetes UK Limit and its energy suppliers. GovernrrEnt Emissions Factor Database FY24 version 1 .1 has been used, ulilising the published kwh gross calorrfic value ICV) and kgC02e emissions factors relevant for the reporting peri(Kl 0110112024 - 3111212024. Estimalions were undertaken to cover missing billing periods for properties directty invoiced lo Diabetes UK Limited. These were calculated on a kWh/day pro-rata basis at the meter leval. Diabetes UK Limited's registered CEO and CFO are responsible for complying wrth the Regulations. They musl be satisfied thal lo the best of their knowledge, all relevant information For the market-based emissions methodology, concerning Diabetes UK Limited's organisalion Ihe eleclricity supplied to Diabetes UK structure, properties, activities and energy during the period 01 /0112024 - 31112/2024 supplies has been provided to Inspired PLC. was sourced from Npower, Power Nl, and Energia Irenewable electricity). Markel-based This includes details of any complex ownership emissions were calculated using supplier- structures (for example, private equity funds. specific fuel mix factors with residual factors franchises for private finan￿ initialivesl and used for properties where the supplier was not electriciiy/gas usage thal is covered by the krK)wn. such as landlord sites. EU Emissions Trading Scheme I￿S) or Climate Change Agr*menls ICCAI scheme generated on-site (including Combined Heat and PowerlCHPII or supplied lo/from a third party li.e. not a licenced energy supplier or a landlord/tenantl. Al estimations equated to 0.02% of reported consumption. Intensity tTEtrics have been caculated using total IC02e figures and the selected performance indicalor agreed with Diabetes UK ￿Mited for the relevant report period.. FY2024 P12023 Reporting methodology This report lincluding the Scope 1, 2 and 3 kwh consumption and C02e emissions datal has been developed and calculated using the GHG Prolocol - A Corporate Accounting and Fleporting Standard (World Resources Inslitute and Wodd Business Council for Sustainable Development, 20041; Greenhouse Gas Protocol - Scope 2 Guidance (Wodd Resources InstitLJte, 20151,. ISO 14064-1 and ISO 14064-2 (ISO, 2018; ISO, 20191., Environmental Reporting Guidelines: Including Streamlined Energy and Carbon Reporting Guidance (HM Government, 20191. Full-time ￿u￿alent (￿E) 394.02 426.49 71

Statement of trustees, responsibilities The Board of Trustees is responsible for keeping adequate accounting records that are sufficient to show and explain Ihe charitable company's transactions, disclose Iwith reasonable accuracy) at any time the financial Posttion of the charitable company and enable Ihem to ensure that the financial statements comply with the Companies Act 2006, the Charrties and Trustee Investment (Scollandl Act 55 Contents 2005. the Charities Accounts (Scotlandl Regulations 2￿6 las amended) and the provisions of the charity s constilution. They are also responsible for safeguarding the assets of the charity and the group and for taking reasonable steps for the prevention and det￿tIOn of fraud and other irregularities. The trustees (who are also directors of The British Diabetic Association for the purposes of company lawl are responsible for preparing the trust&s' annual report and the financ stalements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial slalements for each financial year. Under that law, the trustees musl not approve the financial slalemenls unless they are satisfied that they give a true and fair view of the slate of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period, Insofar as each of the Iruslees is aware.. There is no relevant audit infomation of which the charitable company's auditor is unaware. The trUSt￿S have taken all steps that they ought lo have taken as trustees to make themselves aware of any relevant audit information and lo establish that the auditor is aware of that information. In preparing these financial statetTEnts, Ihe trustees are required to: S81ect suitable accounting policies and then apply them consistenlty. ObseNe the methods and principles in the Charities Statement ol Recommended Practice ISORPI. Make judgments and estimates thal are reasonable and prudent. State whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements. State whether FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" has been followed, subject to any material departures disclosed and explained in the financia statements. The Iruslees are responsible for the maintenance and int￿nIY of the corporate and financial information inclLJded on the companys website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Approved by the Board of Trustees of Diabetes UKon22Ma 2025 including in Iheir capacity as company irectors, the strategic report corrtained ther&n, and s￿ned on its behalf by.. Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. Dr Carol Homden CBE Chair 72

Trustees, officers and professional advisors Ambassadors Professor Sir George Alberti Anne Felton John Grumitt Sir Michael Hirst Professor Simon Howell Board of Trustees and the membership of sub committees Dr Carol Homden CBE, Chair Remuneration - Chair Lead Safeguarding Truslee Professor Linda Bauld OBE, Co-vice Chair Remuneration Joint Chair of our Tackling Inequality Commission Sian Jarvis Audit & Risk Committee Istepped down from Audit & Risk Sepiember 20241 Brand & Income Generation Committee (from September 20241 The Board thanks all the members of Ihe Research Comm11t￿ for Ihe expert adwce they provide and the following non-truslee members of the Governance & Nominations Committee.. Melanie Stephenson-Gray• Co-vice Chair Equity, Diversity and Inclusion Board Liaison Lead Alexandra Lèwls. Treasurer Finance Committee - Chair Audit & Risk Remuneration Anne Heal Chair ol the Governance & Nominations committee Our co-opted members of subcommittees: Ben Lewis Brand & Income Generation Dr Sarah All Martin Dewhurst Finance Committee Wivienne Dews Audit & Risk Committee Ngozi Emeagi Audit & Risk Joe Usher Governance & Nominations Committ Emma Foulds Brand & Income Generation Committee- Char We also thank Ihe truslees of the Brilish Diabetic Association Pension and Life Assurance sch￿.. Michael Gibbs Finance Committee Professor Wasim Hanrf Governance and Nominations Simon Hartley - Chair Colette Marshall (resigned 25 June 20241 Matt Higham Brand & Income Generation Commtttee Danielle Williams (appointed 25 June 20241 Simon O'Neill Dr Asiya Yunus Governance & Nominations Commtttee Peter ShoThick Kris Murali Audtt & Risk Commttt& - Chair 73

Senior management (the Executive team) Chief Executive Colette Marshall Director of Corporate Services Graham Gavin. Director of Engagement and Fundraising James Beeby Director of Policy. Campaigns and Improv8m8nt Dr Chadotte Augst (until 17 March 20241 Director of Research {and later Research and Clinicall Dr Elizabeth Flobertson Director of Care and Clinical Intelligence Simon O'Neill (until 17 December 20241 Director of People and Organisational Development Iréné Fufeyin Director of Operations (SeNices, Communities & Improvement) Dr David Chaney Bankers and professional advisors Bankers Barclays Bank PIC One Churchill Place London E14 5HP Legal advisors Bales Wells & Braithwaile LLP 10 Queen Str￿1 Place London EC4R 1 BE Auditor Crowe UK LLP 55 Ludgate Hill London EC4M 7JW Wilsons Solicitors LLP 4 Lincoln s Inn Fields London WC2A 3AA Withers LLP 20 Old Bailey London EC4M Investment managers Legal & General Investment Managemenl One Coleman Street London EC2R SM Diabetes UK is the operatiry name of The British Diabetic Association, a company limited by guarantee, registered in England and Wales (company no.. 3391811 and a charity registered with the Charity Commission for England & Wales Ir&Jistered charity no- 2151991 and with the Office of the Scottish Charty Regulator (registration no: SC0391361. 74

Diabetes UK Registered office address Diabetes UK Wells Lawrence House 126 Back Church Lane London E1 1 FH 0345 123 2399 [e-mail] National and regional offices Diabetes UK Midlands and East Suite 2C Sl David's Court Union Street, Wolverhampton WV1 3JE 01922 614 500 Suite 1, 1 st Floor sburn Square House Lisburn BT28 1 TW 028 6646 Diabetes UK Cymru Wing A, Global Reach DUnlea￿ Drive Cardiff CF11 OSN 029 21￿6 8276 Diabetes UK South East Coast and London Wells Lawrence House 126 Back Church Lane London E1 1FH 0345 123 2399 Diabetes UK North Suite C, 2nd Floor Dallam Court Dallam Lane Warrington WA2 7LT 01925 653 281 Diabetes UK South West and South Central Victoria House Victoria Street Taunton TA1 3FA 01823 448 260 Dlabetes UK Scotland The Venlaw 349 Bath Street Glasgow G2 4AA 0141 332 2700 Diabetes UK Northern Ireland 75

Independent Auditor's Report to the Trustees of The British Diabetic Association (Diabetes UK) Opinion We have aLJdited the financial statements of the British Diabetic Association I'lhe charttable company'l and its subsidiary I'lhe group'l for the year ended 31 December 2024 which comprise the consolidated slalement of financial activities, the consolidated and charitable company balance Sh￿ts. the consolidated cash flow statements and notes to the financial statements, including significant accounting policies. The financial reporiing framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Fleporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generaly Accepted Accounting Practice). Basis for opinion We conducted our audil in accordance with International Standards on Auditing Iulq IISAS (UK)) and applicable law. Our responsibilities under Ihose standards are further described in the Auditors responsibilities for the audit of Ihe financial statements s￿lI0n of our report. We are independent of the charitable group in accordance with the ethical requirements Ihat are relevanl to our audil of the financial statements in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with Ihese requiremenls. We believe that the audit evidence we have obtained is sufficient and appropriate lo provide a basis for our opinion. Conclusions relating to going concern In audiling the financld statements, we have concluded that the trustees, use of the going concern basis of accounting in the preparation of the financiai statements is appropriate. In our opinion the financial statements: give a true and fair view of the stale of the group's and the charitable company s affairs as at 31 December 2024 and ol the group's income and expenditure, for the year then ended. Based on the wotk we have performed, we have not identrfied any material uncertainties have been propedy prepared in accordance relating io events or conditions that, with United Kingdom Generally Accepted individualty or collectivety, may casl significant Accounting Practice., and doubl on the charitable company's or the group's ability to continue as a going concern have been prepared in accordance wtth t￿ lor a period of at least twelve months from requirements of the Companies Act 2006 when the financial statements are authorised and the Charities and Trustee InvestrrEnt for issue. Iscotlandl Act 2(K)5 and Regulations 6 and 8 of the Charities Accounts (Scotland Regulations 2006 lamendedl. Our responsibililies and the responsibilrties of the trustees with respect to going concern are descrIb￿j in the relevant S￿tionS of Ihis report. 76

Other information Matters on which we are required to report by exception The trustees are responsible for the other information contained within the annu report. The other information comprises the information included in the annual report, other than the financial statements and our auditor's report thereon. Our opinion on the financial slatemenls does not cover the other information and, except to the extenl otherwise explicitly staled in our report, we do not express any form of assurance conclusion thereon. In light of the knowledge and understanding of the group and charrtable company and th&r environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or Ihe dir6rtors' report included within the Irustees. report. We have nothing to report in respect of the following matters in relation to which Ihe Companies Act 2006 and Ihe Charities Accounts (Scotlandl Regulations 2006 requires us to reporl to you if, in our opinion.. Our responsibility is to read the other information and, in doing so, consider whether the other information is materialty inconsistent with the financial statements or our knowledge obtained in the audit or othenNise appears to be materially misstated. If we identify such material inconsistencies or apparent material misslalements, we are required to determine whether this gives rise to a material misstatement in the financial stalements themselves. If, based on the work we have performed, we conclude that there is a material misslalemenl of Ihis other informalK)n. we are required to report that fact. We have nothing lo report in this regard. adequate and proper accounting records have not been kept. or the financial statements are not in agreement with the accounting records and retums. or certain disck)sures of truslees, remuneration specified by law are not made; or we have not r&Ewed all Ihe information and explanations we require for our audit. Opinion on other matters prescribed by the Companies Act Responsibilities of trustees In our opinion based on the WO￿ undertaken in the course of our audrt.. As explained more fully in the trUSt￿s, responsibilities statement sel out on page 75, the trustees (who are also the directors of Ihe charitable company for the purposes of company lawl are responsible for the preparalion of the financial statements and for being satisfied that they give a true and fair view, and for such inlernal control as the Irustees determine is necessary to enable the preparalion of financial slatements Ihat are free from material misstatement, whether due to fraud or error. the information given in Ihe Iruslees. report, which includes the directors, report and the strategic report prepared lor the purposes of company law, for the financial year for which Ihe financial statements are prepared is consistent with the financial stalemenls., and the strategic report and the directors, report included within the Irust&s' report have been prepared in accordance wilh applicable legal requiremenls. 77

In preparing the financial statements, the Extent to which the audit was trustees are responsible for assessing the considered capable of detecting charrtable company's ability to continue as a going concern, disclosing, as applicable. irregularities, including fraud matters related to going concern and using the Irregularities, including fraud, are InStan￿S going concern basis of accounting unless the of non-compliance with laws and regulations. trustees etther intend to liquidate Ihe charttable We ident(fied and assessed the risks of company or to cease operations. or have no material misstatement of the financial realistic alternative but to do so. statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficienl and appropriate to provide a basis for our opin￿n. Auditor's responsibilities for the audit of the financial statements We have b*n appointed as audilor under section 4411 Ilcl of the Charities and Trustee Investment Iscotlandl Act 2(K15 and under the Companies Act 2CK)6 and report in accordance with the Acts and relevant regulations made or having effect thereunder. We obtained an understanding of the legal and regulatory frameworks within which the charitable company and group operates. f(cusing on those laws and regulations that Our objectives are to obtain reasonable have a direct effect on the delerminalion assurance about whether the financial of materid amounts and disclosures in the slalemenls as a whole are free from material financial statements. The laws and regulations misstatement, whether due lo fraud or error, we considered in this context were the and lo issue an auditor's report thal includes Companies Act 2006. Ihe Charities Act 2011 our opinion. Reasonable assurance is a high and The Charities and Trustee Investment level of assurance, but is not a guarant￿ that (Scollandl Act 2005, iogether with Ihe an audit conducted in accordan￿ with ISAS Charities SORP IFRS 1021. We assessed IUKI will always detect a material misslalement Ihe required Complian￿ with these laws and when it exists. Misstatements can arise from regulations as part of our audit procedures on fraud or error and are considered material rf, Ihe related financial statement items. individually or in the aggregate, they could reasonably be expected to Influen￿ the economic decisions of users taken on the basis of these financial statements. In addition. we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company's and the group's ability to operate or to avoid a material penahy. We also considered the opportunities and incenlwes that may exist within the charitable company and the group for fraud. The laws and regulations we considered in this context for the UK operations weff General Data Prolection R￿JulaI10ns, Heahh and safety legislation and Taxation legislation. Details of the extent to which the audrt was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below. A further description of our responsibililies for the audit of the financial statements is located on Ihe Financiai Reporting Council's website at.. www.frc.org.uklauditorsresponsibilities. This description forrns part of our auditors report. 78

Audtting standards limtt the required audtt procedures lo identify non-compliance with these laws and regulations lo enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any. Use of our report This report is made solely to the charitable company's members, as a body, in accordance wtth Chapter 3 of Part 16 of the Companies Act 2006. and to the charitable company's trustees, as a body, in accordance with Regulation 10 of the Charities Accounts (Scollandl Regulations 2LL6. Our audit work has been undertaken so that we mighl state lo Ihe charitable company's members those matters we are required to state to them in an auditor's report and for no other purpose. To Ihe fvllest extent permitted by law, we do not accept or assume responsibility to anyone other Ihan the charrtable Gompany and the charitable company's members as a body and Ihe charitable company's trustees as a body, for our audit work, for this report. or for the opinions we have formed. We identified the greatest risk of material impact on the financial statements from irregularities. inclLJding fraud, lo be wtthin the timing of recognition of Legacies, Granl and Carporate Partnership income and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, internal audit, and the Audit & Risk Commtttee about their own identification and assessment of the risks of Irr￿ularitIes, sample tesling on the posting of journals, analytical review and sample tesling of income, reviewing accounting eslimales lor biases, reviewing regulatory correspondence with the Charity Commission, and reading minules of meelings of those charged with governance. Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial slalemenls, even Ihough we have properly planned and performed our audr( in accordance with audiling standards. For example, the further removed non-compliance with laws and regulations lirregulariliesl is from the events and transaclions reflecled in the f1nancial statements, the less likety the inherently limrted procedures required by auditing standards would identify it. In addition, as wilh any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intenlional omissions, misrepresentations, or the override of internal controls. We are nol responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations. Dipesh Chhatralia Senior Statutory Auditor For and on behalf of Crowe UK LLP Statutory Auditor, London Date- 16 June 2025 79

Consolidated statement of financial activities incorporating income and expenditure account and statement of total recognised gains and losses for the year ended 31 December 2024 Notes 2023 Unrestricted Restricted Total Unrestricted Restricted Total £'ow £'o £'ooo £'ooo In¢ome from: Donations and legacies Other trading aclivtties Investments Charitable activities 25,4 3,942 410 1,￿17 2,444 27,934 3,942 410 4,2CB 6,116 27,751 3,673 675 1,958 2.764 30,515 3,673 675 5,879 7,837 Total in¢ome 31,749 6,653 38,402 34,057 8,643 42,700 Expenditure on: Raising funds Charitable activities Stigma and inequality Cure or prevent Live well Universal offer 12.974 12,974 12,438 12,438 3.073 1,970 5,850 13,903 612 3.685 2.6ChS 4,576 938 6.848 2,160 16.063 3.448 3.316 6,369 15,844 244 3.692 4.415 7,731 917 7,286 2,415 18,259 Total expendlture 37,770 6,376 44,146 41,415 7,991 49,406 Net gain on Snvestments 17 717 717 2gg 299 Net lexpenditurnll Sn¢om• for th• year 15,3041 277 15,0271 (7,0591 652 16,4071 Transfers between fLJnds 22 407 14071 720 17201 Other recognised gains Actuarial gains on defined benefit pension Net movement in funds 14,897) 1130115,0271 16,3391 168116,4071 Fund balances al the beginning of the financial year 12,898 522 13,420 19.237 590 19,827 Fund balances at the end of the financial yoar 22123 8,001 392 8a93 12,898 522 13,420 There are no unreaised gans or losses which do not appear on the SOFA. Al the above results are derived from continuing activrties. The notes on pages &3 to 111 form part of these accounts. 80

Balance sheet at 31 December 2024 Notes Group 2024 Diabetes UK 2024 2023 £'ooo £'orJ) Fixed assets Tangible assets Investments in subsidiary undertakings Other investments 16 26 17 2,024 2,606 40 10,213 2,024 40 17,163 10,213 17.163 12,819 19.187 12,859 19,227 Current assets Stock Debtors Cash al bank and in hand 122 4,391 2,372 167 6,243 2,453 21 4,520 2,255 33 6,624 2,377 18 8.863 6,796 9,034 Creditors.. amounts falling due within ¢Y)e year 19 111.0321 114,3921 110,9831 114,6031 Net current liabilities 14,1471 15,5291 14,1871 15.5691 Not assets before provlslons 8.672 13.658 8,672 13,658 Provision.. for liabilities and charg8S 21 Provision.. defined benefit pension scheme liabilty 30 12791 12381 12791 12381 Net assets 393 13,420 8A93 13,420 Funds Restricted funds Unrestricted funds General funds Pension reserve 22123 392 522 392 522 8,W1 12,898 8,001 12,898 30 Unrestrict8d funds including pension liability 8,IX11 12.898 8,001 12,898 Total funds 393 13,420 8.393 13,420 The notes on pages 83 to 111 form part of these accounts. The net movement in funds for the financial year dedt wrth in the financial slatemenls of the parent Company was a loss of £5.Om12023: loss of £6.4m}. Approved by the Board of Trust￿ on 22 May 2025 and signed on their behalf by- Dr Carol Homden Ch&r Alexandra Lewis T￿aSU￿r Registered company no.. 339181 81

Consolidated statement of cash flows for the year ended 31 December 2024 2024 Cash flows from operatin9 activities: Net cash used in operating activities {note 1 below) IT,278) 17.3821 Cash flows from investing activities: Dividends and interest from investments Purchase ol tangible fixed assets Proceeds from the sde ol investments Purchase ol investments Movement on cash deposits Net cash provided/{used inl investing activities 410 18801 10.339 17,6241 4,952 7,197 675 17581 2,068 12,4861 2,963 2,462 Change in cash and cash equivalonts in tho roporting poriod Cash and cash equivalents al 1 January {81) 2,453 (4.9201 7,373 Cash and cash equivalents at 31 December 2.372 Note 1 to the consolidated statement of cash flows 2024 2023 Reconciliation of changes in resources to net cash (outflow)finflow from operalng a¢tlvltle$ Net expenditure for the year per the SOFA 15,0271 16.4071 Adjustmonls for. Depreciation charges Gain on investments Loss on disF)Dsal ol fixed assets Diifjdends and interest from investments (Decreasellincrease in stock (Decreasellincrease in debtors (Decreasellincrease in creditors Incrgase in provisions 298 17171 310 12991 14101 45 1,852 13,3601 41 16751 1511 12,9051 2,622 18 Net cash used in operating activities 17,278) The charty has taken advantage of the exemptions in FRS 102 from the requirement to presenl a charity only cash flow slatement. 82

Notes to the financial statements l. Charity information The charty is a private company (registered number 3391811, which is incorporated and domiciled in the UK. The address of the registered office is Wells Lawrence House, 126 Back Church Lane, London E1 1 FH. Going concern We consider the going concern basis of accounting to be appropriate following careful consideration of our fi'nancial position and a commitment to close management of Ihe ongoing financiai and operational risks. The finan¢iJ impact of the pandemic was ntral lo these assessmenls, both regarding delivery plans and our ability to conlinue to raise voluntary income in a period of economic uncerlainty. 2. Accounting policies Basis of preparation The financial statements have been prepared in accordance with the Charities SORP Critical accounting IFRS1021 applicable to charities preparing their accounts in accordance with the judgements and key sources Financial Fleporting Standard applicable of estimation uncertainty in the UK and Republic of Ireland and Ihe In the application of the charily's accounting Charities Act 2011 . the Gharilies and Trustee polices the trustees are required lo make Investment Iscotlandl Act 2￿5 and the judgements, estimates and assumptions about Charities Accounts (Scollandl Regulations Ihe carying values of assets and liabilities that 2006, and UK Generally Accepted Practice are not readity apparent from other sources. as it applies from 1 January 2015. The charty The estimates and undedying assumpiions has taken advantage of exemption 408 of the are based on historical experience and other Companies Act and as such a separale parent factors that are considered to be relevant. income statement has not been prepared. Actual results may differ Irom these estimates. The estimates and underlying assumplions are reviewed on an ongoing basis. Revisions lo accounting estimates are recognised in Ihe period in which the estimate is revised if Ihe revision aff￿lS only that period or in the period of the reMsK)n and future periods if the revision affects the current and future periods. Diabetes UK meets the definition of a public benefit entity under FRS 102. Assets and liabilities are recognised at historical cost or transaclion value unless otherwised stated in the relevant accountiThJ policy notes. The key sources of estimation uncertainty Ihat have a significant effect on the amounts recognised in the financial statements are pensions liabilitEs where the charity recognises its liability to its defined benefit scheme which involves a number of eslimates as disclosed in note 30. and legacies which are recognised when evidence of enlitlemenl exisls and the charity is able to measure reliably. Recognition is therefore sometimes in advance of receiving the cash. Basis of consolidation The consolidated financial statetYEnts comprise Diabetes UK and its local groups l Diabetes UK I together wilh rts subsidiary, Diabetes UK Services Limited I'the Group'l. A summarised profil and loss account and balance sheet for the subsidiary is given in note 26. The results of the subsidiary have been consolidaled on a line by line basis. 83

Notes to the financial statements Income Grants receivable Grants receivable are credited to income as these become receivable, except in situations where they are related to performance, in which case these are accrued as the charity earns the right through performance. All income is accounted for when the charity has entttlement, there is probability of r￿lpt and the amount is measurable. Legacies Income from legacies is recognised where evidence of entillement exists, the value is measurable with sufficient reliability, and on Al expenditure is accounted for on an accruals the earlier of the dale of receipt of finalised basis and inclLJdes irrecoverable VAT where estate accounts, the date of payment or where applicable. Redundancy and termination there is sufficient evidence Ihat Ihe legacy payments are accounted for when agreed. will probably be received. In addition, full provision is made for any clawback of18Jacy Raising funds payments when notification of such clawbacks Costs of r&sing funds comprise the costs is received. incurred in fundraising, commercial Irading activities and investment management. Expenditure Donations Where donations have been collected by a third party, these are recognised when the value is measurable wilh sufficent reliability through the third paty systems. Fundraising costs include salaries, direct costs and an appropriate allocation of centr overhead costs. Charitable activities Expenditure is allocated to the relevant charitable activities on a basis Gonsislent th resource use against the strategic plan and includes salaries, direcl costs and an appropriate allocation of central overhead costs. Membership subscriptions In general, subscriptions, including life membership subscriptions are credited to income on receipt, as these are considered lo be in the nature of donalions. Donated goods, setvices and facilities These are included at Ihe value to the charity where this can be quantified. In accordance with the Charilies SORP IFRS 1021, no amounts are included in the financial stalements for services donated by volunt￿$ Research grants Diabetes UK contracts wrth a range of institutions to fund specific research projects. Paymenl is conditional on Ihe performance of key tasks and where such tasks remain incomplete, payrnent is wrthheld. Diabetes UK operates an annua review process whereby grants are reviewed to ensure progress is being made and the research programme complies wlh expectalions before continuing payment is confirmed. As a result of this Ihe first year of each research grant is recognised upfront, except where the grant is for one year on￿, when the final payment for Ihat first year is not recognised until the final report is received. Where possible, gifts in kind are valued at their market value on the date of receipt. If no market value is available, gifts in kind are valued at their estimated value to the chartty. 84

Support and governance costs reallocation Support costs consist of central team costs including governance, information technology, human resources, finance and office management functions. Taxation Diabetes UK has charrtable status and is thus exempt from taxation of rts income and gains lalling within ￿tIOn 478 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 lo the extent that Ihey are applied to rts charitable objèctives. No material tax charges have arisen in its subsidiaries and no provision is required for deferred taxation. Governance costs are made up of Ihe staff costs for the Governance Team, Board ol Trustee costs, and audit fees. Support and Governance costs are allocated to activities based on the number of slaff involved in each aclivily. Assets and Liabilities Tangible fixed assets l expenditure on fixed assets in excess of £2,CW is capilalised. Retirement benefits For the defined benefit scheme the amount charged to the SOFA in respect ol pension costs and other post retirement benefits is the estimated regular cosl of providing the benefits accrued in the year, adjusted to reflect variations from Ihat cosl. Currenl service costs, interest costs and expected return on assets are included within charitable expenditure, allocated on a headcount basis by department. The charge for deprecialion is calculated to wiite off fixed assets by equal instamenls over their expected useful lives. These are estimated to be: Leasehold improvements Office equipment, littings and furniture Computer hardware Computer software Motor vehicles 10 years 7to10years 3 to 5 years 3 to 8 years 5 years Actuarial gains and losses arising from new valuations and from updating valuations to the balance sheet date are recognised in the Where any assets are impaired in value, SOFA under Ihe heading of actuarial gains and provisions are made to reduce the book value losses on defined benefit pension scheme of such assets to the recoverable amount. For defined contribution schemes the amount charged to the SOFA in respect of pension costs and other post retirement benefits is the contributions payable in the year, allocaled between activities and to unreslricted and restricted funds on the same basis as other employee-related costs. Differences betW￿n contributions payable in the year and contributions actualy paid are shown as etlher accruals or prepayments in the balance sheet. 85

Notes to the financial statements Investments Funds The investments in the subsidiary undertalangs The funds of Diabetes UK consist of are stated at cost less impairment., all other unrestricted and restricted amounts. investments are stated at market vaue. Diabetes UK may use unrestricted amounts at tts discretion. The SOFA includes the net gains and losses arising on revaluations and disposds throughout the year. Investment cash is held for inveslmenl purposes on￿. It is the intenlion of the Iruslees that fixed asset investments will not be drawn upon wrthin the following year. Restricted fvnds represent income contribulions which are restricted to a particular purpose in accordance wrth the wishes of the donor. Financial instruments The charity has financial assets and finanGial liabilities of a kind that qualify as basic financial instrumenls. Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost using the effectwe interest method, Stocks Stocks are valued at the lower of cost and net realisable value. Stock is reviewed at year end lo identify any impairment with reference to saes activity and other changes in the environment. The cost ol publications held for charitable purposes is expensed as incurred. Financial assets held at amortised cost comprise cash at bank and in hand, logether wilh Irade debtors, other debtors and accnjed income. Operating leases Rental payments under operating leases are charged against income on a straight line basis over the term of the lease. Financial liabilrti8s held at amortised cost comprise Irade creditors, other creditors and accruals. Pension liability The defined benefit scheme assets are measured at fair value at the balance sh*t dale. Scheme liabilities are measured on an Investments, including bonds held as part actuarial basis at the balance sheet date using of an investment portfolio are held al fair the projected unil method and discounled at a value at the balance sheet dale, wilh gains rate equivalent to the current rate of return on and losses being recognised within income rated corporate bond yields. When scheme and expenditure. Investments in subsidiary assets are in excess of scheme liabilities and Underta￿.ngS are held at cost less impairment. the assets il not recoverable, in accordance with FRS102 it is not recognised. 86

1. Donations and legacies 21)24 2023 Incoming resources Legacies tk)nalions 13.825 14,109 15,974 14,541 30,515
2. Other trading activities 21)24 2023 Incoming resources Lolleries Advertising Corporate sponsorship Fundraising regislration18es Merchandising SeNice charges Other 1,526 125 1,478 117 1 ,565 147 1,295 73 540 43 10 41 17 3,673
3. Income from investments 21)24 2023 Dividends from listed securities Interest on cash at bank 87 323 515 410 675 87

Notes to the financial statements 6. Income from charitable activities 2024 2023 Conferences Service delivery Diabetes events Professional membership PLJblicalions Rental 418 347 6,563 30 134 623 140 139 516 137 6.116 7,837 Changing the narrative.. tackling stigma and inequaity Curing and preventing diabetes Supporting people to live well with diabeles Our offer for all in the fight against diabetes 263 3,824 1,625 2,125 2.129 1,637 2,012 6,116 7,837 7. Government grants 21)24 2023 Government grants used lo fund diabetes proj￿IS and recognised in the accounts are: NHS Bedfordshir8, Luton and Milton Keyn8s ICB NHS South Yorkshire ICB National Lollery Community Fund Northern Ireland Department ol Work & Pensions Department of Health Mental Health Fund INI) NHS East of England NHS England Nesla Central & North Wesl London NHS Foundalirm Trust Charit*e Fund NHS Midlands Scollish Government UK Flesearch and Innovation 18 128 10 15 21 12 820 There are no unfulfilled conditions and other contingencies attaching to government grants. 88

1. Expenditure on raising funds 2024 2023 Voluntary income Legacies Donations 772 564 8,447 10,056 9,011 Fundraising trading Lotteries Advertising Corporate sponsorship Merchandising Other 1,101 25 1,149 440 721 145 2,878 Investment management costs 59 12,974 11,573
2. Analysis of total expenditure A¢liviti•s undertaken Support and by grant governance lunding costs Activities undertaken directy 2024 2023 Expenditure on raising funds 11.862 1.112 11974 12,438 Expenditure on charitable activities Stigma and inequality Cure and prevenl ve well Universal offer 2.482 1.964 5,736 11,029 435 387 1,112 1,790 3,692 7,731 7,286 18,259 2.225 4,576 3,244 16.063 34073 237 4￿6 44146 49,4Q6 89

Notes to the financial statements 10. Support costs allocations Human Governance Facilities Finance resources £,0￿ £'ooo £'ooo £'cm £'ooo 2024 Total £'ooo 2023 Total Expondituro on raising funds 25 259 181 259 1.112 1,268 Expendlture on charitable activities Stigma and Inequality Gure and prevent "ve well Universal offer 10 101 91 259 418 71 101 152 135 389 625 551 496 1,212 1,984 387 24 39 260 417 291 1,790 1.128 1,127 1.689 4.&36 5,511 11. Governance costs 2024 2023 Trustee costs Governance and stakehdder support costs Externa audit 27 97 75 24 75 90

1. Grant funding The institutions receiving grant ftjnding in the year in excess of £100,000 were.. 2024 2023 King's Cdlege Lond( Imperid College Universily of Oxford University of Exeter University of EdinbLJrgh University of Birmingham University College London University of Lincoln The University of Manchester Queens University BeMast University of Dundee University of Glasgow Coventry University University of Bristol University of LiverF)ooI University of Aberdeen Forward Action Academy ol Medicd Sciences Cardiff Universty Health Data Flesearch UK University of Leeds Univ9rsily ol L8icester Gloucestershire Hospitals NHS Foundation Trust University ol Cambridge Manchester MetrotK>lilan University Department ol Health and Soci& Care University ol Newcastle University ol Ulster 277 1,455 459 811 229 299 2,140 1,189 972 706 585 411 355 244 244 212 192 192 184 156 153 126 119 118 110 108 213 125 463 120 409 233 224 179 136 163 107 9,024 Research grants lo other institutions Write back ol grant creditor to rellecl underspends Refund ol research grants from Instilulions Other grants 714 15061 1391 822 1951 20 Total grants to institutions 6,237 9,771 Of which funded by the Steve Morgan FourKlation 91

Notes to the financial statements 12. Grant funding (continued) 2024 2023 Grants reconciliation Creditor al the beginning of the year Grants awarded in the year "abilities arising on existing grants Write back of grant to reflect underspends Grants receiv8d back lo transler to new institutions Payments in th8 year 10,751 1,723 5.051 {5061 8,083 5,437 4,409 18,8411 17,1781 Crodltor at the end of the year 8276 10,751 The creditor at the end of the year includes £1,683k of grants {2023'. £3,179kl funded by The Sleve Morgan Foundation. 13. Net incoming resources for the year is stated after charging: 2024 2023 Net incoming r6sources for the year is stated after charging.. Depreciation (see note 161 Auditors remuneration external audit.. group stalulory audil tax services 310 Non-recoverable VAT 1,143 1,297 Operating leases - property 14. Transactions with trustees Trust&s have not been remunerated for their work as Injstees during the year12023.' £NILI. A total of 6 Irustees12023'. 6} have been reimbursed di[￿t￿ for expenses or had such expenses met by payments made lo third parties at a total cost of £6,60012023.. £5,173). All amounts were for reimbursement of Iravel and subsistence costs in relation to board of trustee and advisory council duties. 92

1. Staff costs 2024 2023 SJaries Social security costs Other pension costs Redundancy and termination payments 18,227 18,698 1,915 1,127 1.121 21,620 21,740 The redundancy and termination payments include £53k of ex-gratia payments which were agreed as part of severance packages to 10 individuals. As al the year end no redundancy and termination payments were unpaid. 2024 number 2023 number Avorage headcounl Fundraising Charitable actiirity Support Governance 96 311 295 429 Pension costs Pension costs comprise £1,120,60712023- £1,126,837) in respect of defined contribution pension schemes and £NIL12023.' £NILI in respect of the defined benefit pension scheme. Number ol employees whose remuneration lell within the followng ranges.. 2024 number 2023 number £60,001- £70,OCK) £70,001- £80,0(K) £80,001- £90,OC £100,001- E110,000 £110,001 £120,000 £130,001 £140,000 32 14 30 The key management personnel lol the chwityl comprise the trust8es lunrèmunerated for their role as trustees, see note 141, the Chiel Ex￿UtiVe Officer, and the Executive Team. The total employee benefrts of the key management personnel lof the Charity) were £982,075 12023.. £1,124,225). 93

Notes to the financial statements 16. Tangible fixed assets Leasehold Office Computer improvements equipment equipment & fittings & software fumiture Total Group and Diabetes UK Cost Al 1 January 2024 Additions Disposals 1.238 325 2.790 880 12021 4,353 880 12021 Al 31 December 2024 1,238 325 3,468 5,031 Depreclatlon Al 1 Jar)uary 2024 Charge lor the year Disposals 18451 11441 12441 1291 11,2401 11251 202 12,3291 12981 202 At 31 December 2024 19891 12731 11,1631 12.4251 Nèt book value At 31 December 2024 At 310Écemb6r 2023 393 81 1,550 2,024 The compuler equipment and software caiegory includes £2,154k12023.. £1 ,352kl of intangible assets, and of these £1,647k12023.. £1,153kl were assets under construction at year end. All fixed assels are used for or to support charitable purposes. At the year end there were no contracted capital commitments12023.. £NILI. 94

1. Investments 2024 2023 Group and Diabetes UK Market value at 1 January Acquisitions at cost Disposal proceeds Gain on investments Net movement in short-term deposrts 17,163 7,624 {10,3391 717 {4,9521 19,409 2,486 12.0681 299 12.9631 Market value at 31 December 10.213 17,163 Represented by.. Listed securities Property funds Bonds Cash 6,348 470 2,697 7,648 2.696 10,213 17,163 Historical cast of investments al 31 December 9.978 16,357 All investments are carried at th8ir fair value. Investments in ￿untIeS are h81d in a diversified unit trust, the Legal & General Future World ESG Mulli-lndex 5 Fund. The basis of fair value for quoted investments is equwalent lo the markei price, using the bid pnce. There were no individual investments which comprised rTh)re than 5% of the tolal market value of non-cash investments at 31 December 2024. 95

Notes to the financial statements 18. Debtors: amount falling due within one year Group 2024 Diabetes UK 2024 2023 Trade debtors Donation due from subsidiary undertthng Olhar debtors Prepayments Accrued income 341 262 137 209 448 409 1.079 4,493 490 900 2,625 1,079 4,479 2,656 4891 243 4,520 6,824 19. Creditors: amount falling due within one year Group 2024 Dlabotes UK 2024 2023 Trade creditors Amounts due to subsidiary undertaking5 Taxation and social security Other creditors Accruals Deferred incorne Research grants creditor 1.020 1,871 1,820 289 528 40 627 548 10,751 269 367 26 462 603 8,276 528 40 876 8.276 571 10,751 14.392 10.983 14,603 96

1. Deferred Income Group 2024 Diabetes UK 2024 2023 Balance as at 1 January Income deferred in the current year Rel8ase from prior year 571 813 833 475 15671 (7461 1485) Balance as at 31 Do¢embor 876 571 Income received in advance to fund aclwrties due lo take place in 2025 has been deferred where this is consistent wrth the terms of the funding agreement.
2. Provisions for liabilities and charges Pensioner Oilapidation Cosls Provision Total 2024 Total Balance brought forward al 1 January New provision Increase to provision Payments made Release of provision 230 220 40 22 141 151 (51 Balance carried forward at 31 December 270 279 The pensioner cost provision is for future pensioner salaries that are estimated to be fully utilised by 2026. The dilapidation prowsion provides for the expected cost of returning our rented offices to the condttion in which Diabeles UK occupied Ihe properties. This expendilure is a condition of the lease agreements and provisions are expected to be utilised at the end of the lease agreements which range from 2025 10 2029. 97

Notes to the financial statements 22. Funds Group At1 At31 January Incoming Outgoing Gains Transfers December 2024 funds funds 2024 £.0￿ £'ooo General funds Diabetes UK SeNices ￿MIted Pension reseNe (see note 301 12.898 27,967 3,782 134,5781 13.1921 717 997 15901 8,001 Total unrnstricted funds 11898 31.749 (37.Th0) 717 407 8,(K11 Restricted funds Aesearch funds Care and information funds Geographical funds Children funds Prgvention Inequality and stigma funds {4,6101 11,3221 11421 1141 11851 11031 14071 177 35 42 1.251 145 13 181 178 67 75 Total restricted funds 16A76) (4071 392 Total of unre$triGted and restricted funds 13,420 3&402 144,146) 717 8,393 The research funds represent funds rec&ved and used to meet the direct costs of maintaning ihe research programrTE. The care and information funds are restricted to meeting the costs of providing care and information. The geographical funds are restricted to use in specified areas of the UK. The children funds are restricted funds to be used to meet the cost of youth actwities. The inequality and stigma funds are used to fund programmes which tackle inequality and stigma. The transfers from restricted lo unwtricted represent expenditure on restricted fund projects which in the prior year were funded by general funds. 98

Group- Prior year comparative At1 At31 January Incoming Outgoing Gainsl Transfers December 2023 funds funds Oosses) 2023 £'OOO £'LX General funds Diabetes UK SeNices ￿MIted Pension reseNe (see note 301 19.237 30,454 138,5551 12.8601 299 1,4f (7431 12,898 Total unrnstricted funds 19.237 34.057 (41.415) 12,898 Restricted funds Aesearch funds Care and information funds Geographical funds Children funds Prgvention 477 46 6,543 1.479 {5,9811 11,4021 15321 (71 1691 (7301 39 107 27 87 Total r88tricted funds 17.991) (720) Total of unre$tri¢ted and restricted funds 19,827 41700 (49.406) 13,420 99

Notes to the financial statements 23. Analysis of net assets between funds Total funds are invested as follows.. Unrestricted Restricted funds funds Total funds Current year Group Tangible fixed assets Fixed asset investments Net current liabilities Provisons 2,606 10,213 14,1471 12791 10.213 14.5391 12791 392 Total net assets 8,001 392 8,393 Unrestsl¢ted Restrl¢ted funds funds Total funds Diabetes UK Tangible fixed assets Investments in subsidiary undertakings Fixed asset investments Net current liabilities Provisions 2,606 40 10,213 14,1871 12381 40 10,213 14,5791 12791 392 Total net assets 8.(X)1 100

Un￿strICted Reslri¢ted funds funds Total funds Prior year comparative Group Tangible fixed assets Fixed asset investments Net current liabilities Provisions 2.024 17,163 16,0511 12381 2,024 17,163 15,5291 12381 522 Total net assets 12,898 13,420 Unrestsl¢ted Restrl¢ted funds funds Total funds Diabetes UK Tangible and intangible fixed assets Investments in subsidiary undertakings Fixed asset investments Net current liabilities Provisions 2,024 40 17,163 16,0911 12381 2,024 40 17,163 15,5691 12381 522 Total net assets 12098 13,420 101

Notes to the financial statements 24. Operating leases - commitments and contracted income Property 2024 2023 Total lease commitments due under non-cancellable operating leases: within one year between two and three years between four and five years 1,291 1,252 1,472 25 2,749 Proporty 2024 2023 Total lease income due under non-cancellable operating leases: within one year between two and three years 158 158 The lease income relates to the rental. to a third party, of Offi￿ space at our ￿ntral office. 102

1. Commitments to spend - research grants At 31 December 2024 Diabetes UK had entered into contracts in resp￿1 of expenditure on research amounting to £23,493.(m12023: £23.732.0001. These contracts are subject to an annual review process at which future fvnding is determined. Diabetes UK recognises grant expenditure on an annual basis as expl&ned in note 1. 2024 DUK SMF and SMF Funded Funded DUK Total SMF and SMF 2023 Funded Funded £'ooo Total 2023 within one year between two and three years between four and five years Six y8ars and beyond 3,467 6,356 1,299 5.895 5,748 728 9,362 12,104 2,027 968 6,306 3,970 273 5,476 5,688 1.042 6,444 11,994 5,012 282 11.122 1Z371 23,493 11.517 12,215 23,732 103

Notes to the financial statements 26. Subsidiary undertakings Diabetes UK has two wholly owned subsidiaries. BDA Research Limited and Diabetes UK Services Limtted which are incorporated in the UK and registered in England with registered office 126 Back Church Lane E1 1 FH. Their company registration numbers are 3339)62 and 891 ￿4 respective￿. The financial stalements of Diabetes UK seNi￿s are audited and filed al Companies House. BDA Research Limited did not carry out any business activity in the year. lal Inv8stment in subsidiary 2024 2023 Investment in subsidiary undertakings 40 Diabetes UK'S investment in BDA Research Limrted is £2, being the whole of the issued share capital of that company. BDA Research Limited has net assels and called up share capital of £2 as al 31 December 202412023: £21. Diabetes UK'S inveslmenl in Diabetes UK Services Limited is 40,003 ordinary shares of £1 each, being the whole of the issued share capital of that company. Diabeles UK Services Limited has net assels and called up share capital of £40,003 as at 31 December 202412023.. £40,CQ3). 104

Ib) Summary of results of ¢onsolidated entities Diabetes UK Intercompany Diabetes UK Ser¥l¢e$ Limited Transactions Total 2024 2024 2024 2024 £'(J)) £'ooo Income Donations and I￿a¢leS Other Iracling activities Income from investments Income from charitable actiwities 28.302 383 409 6,116 13681 27,934 12221 3,942 410 6,116 3.781 35.210 3,782 15901 38,402 Expenditure Expenclilure on raising funds Expenditure on charilable activities Donation lo Diabetes UK SeNce charge 110,0961 130,8581 12,8781 13141 13681 12221 112,9741 131 1721 368 222 140,954) 13,782) 590 {44,1461 Net loss on investments Actuarial gains on defined ben8fil pension 717 717 Net movement in funds 15.027) (5.0271 Icl Financial position of consolidated entities Dlabetos UK Intorcompany Diabetes UK SeThices Limited Transactions Total 2024 2024 2024 2024 £'ooo £'ocrf) Fixed assets Current assets Creditors due within one year Prowgons 12.859 6,796 110.9831 12791 1401 12,819 I￿8) 6,885 638 111,0321 12791 727 16971 Net assets {401 8,393 105

Notes to the financial statements 27. Result for the year under the historical cost accounting convention 2024 2023 Net expenditure Gainloossl on sale of investments calculated utyjer the historical cost accounting convention Deficit under the historical cost accounting convention {5,744) 235 16,7061 (5,5091 (6.825) 28. Members The legal members of the company are the Iruslees as explained in the annual report, The liability of the members is limited lo £1 per member. 29. Legacies The value of legacios notified to th8 charity but which do not meet the recognrtion criteria land so are not accounted lor within the financial statetrEntsl is approximatew £20.5 million 12023.. approximately £18.3 million). 106

1. Pensions Def ined contribution scheme The charity contributes towards a defined contribution scheme. The cost of this scheme is charged to the SOFA and amounled to £1.120,60712023.. £1,126,837). The scheme did not gwe rise to any provision. British Diabetic Association Pension and Lrfe Assurance Scheme The Charity sponsors the British Diabetic Association and Life Assurance Scheme, a funded defined benefil arrangemenl which closed lo fvIu￿ accruas on 31 August 2004. This is a separate trustee administered fund holding the pension scheme assets to m&t long term pension liabilities for some 81 current and former employees with entitlements to preserved benefits. Pensions in payment are currently secured by annuity purchase al retirement. The level of retirement benefit is principalw based on salary earned in the last three years of employment before accrual ceased and the length of service in the scheme. The trustees of the sche￿￿ are required to acl in the best interest of the scheme's beneficiaries, The appointment of the trustees is determined by the scheme's trust documentation. A full actuarial valuation was carried OLrt as at 31 December 2022 by a qualified independent actuary in accordance wilh Ihe scheme funding requirements of Ihe Pensions Act 2004. The funding of the scheme is agreed between the charity and the trUSt￿S in line with those requirements. These in particular require Ihe funding posilion to be calculaled using prudent, as opposed to best estimate, actuarial assumptions. This valuation revealed a funding surplus of £424,000. The next full actuarial valuation will be at 31 December 2025. The resutts of the most ￿Cent formal actuarial valuation as at 31 ￿ernber 2022 have b*n updated to 31 December 2023 by a qualified actuary. The far value of the scheme assets exceed the present vaue of the scheme liabilities, which are measured by discounting the best estimate of future cash flows. as at 31 December 2024 by £424,CY]). In accordance with FRS 102 the asset has not been recognised as it will not be realised. 107

Notes to the financial statements 30. Pensions (continued) Present value of scheme liabilities, fair value of assets and deficit 2024 2023 Fair value of scheme assets Present value of scheme liabilities 9,951 {9,6381 10,795 110,6411 Surplus in schem8 Less asset not recognised 313 154 {3131 11541 Surplus in scheme shown in the balance sheet The surplus has increased since last year. A lower value has been placed on the defined benefit obligation, primarily due lo a higher discount rate lollowing an increase in corporate bond yields. However, this has been partly offset by a fdl in the value of the Scheme's assets. Reconciliation of opening and closing balance8 of the pr•sont value of Iho s¢home liabiliti08 2024 2023 Scheme liabilities at 1 January Interest cost Actuarial gains Benefits pad 10,641 471 {1,0761 {3981 10,270 269 13821 S¢home Ilabllities al 31 Oe¢omber 10,641 108

Reconciliation of opening and closing balances of the fair value ol the scheme assets 2024 2023 Fair value of scheme assets al 1 January Interest income Loss/lreturnl on scheme assets, exduding interest income Benefits paid 10,795 478 {9241 {3981 10,431 492 254 13821 Falr value of scheme assets at 31 De¢ember 9,951 10,795 The total loss on the scheme assels over the period ended 31 December 2023 was £446,000 12023.. gain of £746,000). Total oxpense recognlsed in SOFA 2024 2023 Interest cost Interest income lrnleresl on irrecoverable surplus 471 {4781 14921 Total expense recognised in SOFA other comprehensive income 2024 2023 Actuarial gain on defined benefit obligation Actual return on assets less interest income mil on rec￿nitIon of asset 1.076 {9241 (1521 12691 254 15 Total gain ro¢ognised in other comprehensive incomo 109

Notes to the financial statements 30. Pensions (continued) Assets 2024 2023 Equities Diversified growth funds "ability driven investment With profits policy Annuili8s Credit funds Cash 305 452 2.473 570 2,547 2,279 2,￿5 1,648 48 2.552 Total assets 9,951 10,795 None of the lair values of the assets shown above Ir￿lude any of the charity's own financial instruments, any property occupied by Ihe company or any other assets used by the company. 11 is the policy of the trustees and the charity to review the investment strategy at the time of each funding valuation. The trustees, investment objectives and the processes undertaken to measure and manage the risks inherent in the Sche1￿ investment strat￿Y are documented in the scheme's Statement of Investment Pnnciples. A8sumptlon8 21)24 ¥0 annum 2023 % annum Inflation IRPII Rale of discount Allowance for pension in payment increases al the lower of RPI or 5% Allowance for revaluation of deferred pensions at Ihe lower ol RPI or 5% Allowance for commutation of penson lor cash al retirement 3.30 4.50 3.20 2.30 HMRC maximum HMRC maximum The mortality assumptions adopted at 31 December 2024 are based on the 100¥. S3PMA and 1 OOD/o S3PFA CMI Models 202311.25%] lyobl. These imply the following lrfe expectancies: 24 2023 Male reliring at aged 62 in 2023 Female reliring at aged 62 in 2023 Male ￿tiring at aged 62 in 2043 Female retiring at aged 62 in 2043 24.1 24.1 26.8 25.5 28.2 110

1. Related party transactions There have been no rdated paty transactions that require disclosure other than transactions with the subsidiary company, Diabetes UK Services ￿rnited. These are detailed below.. During the year the 2023 gift of £448k12023: £206kl was remitted from the subsidiary lo the chartty, and at 31 December Ihe subsidiary had a bJance of £99k12023: £159kl owing lo the Charity. This consists of the 2024 gitt aid payment1368kl and the 2024 service charge1£222kl and the vaue of the generd processing account {-£491 kl.
2. Financial instruments 21Y24 2023 Financial assets measured at fair valuo through income and expenditure Non cash inveslmenis 7.517 9,515 Financial assets measured at amortised cost Cash Cash investments Trade debtors Other debtors Accrued Incom8 2.372 2,696 341 490 2,453 7,648 282 409 4,493 15,265 Flnan¢lal Ilabllltles m¢a$ured at amortlsed ¢ost Trade creditors Other creditors Accruals Research grant creditors 1,020 1,871 40 631 10,751 8,276 9,789 13,293 The charity has taken advantage of the exemplions in FRS 102 from the requirement to presenl certain disclosures about the charity's financial instruments. 111

DIABETES UK KNOW DIABETES FIGHT DIABETE& Diabetes UK Wells Lawrence House 126 Back Church Lane London E1 1 FH Call 0345 123 2399 Email info@dlabetes.o￿.uk /diabetesuk DiabetesUK diabetes.org.uk Ino. 2151991aThJ in S¢d8rKI Iro $C(W1￿. Awpaiy Imit•a trtyJwa)tee re9St?￿a RÈglsteved w5th FR FUNDRAISING REGULATOR Lthidcfi E1 1FH. atkn UK2￿4. 102(WNT.