Annual Report Beacon Centre for the Blind 2024-2025 CELEBRATING 150 YEARS OF SIGHT LOSS SUPPORT è'..'j lJl' Beacon Contents About Beacon 25_28 Independent Auditor's Report on the Financial Statements Beacon's Vision Our Team 29 statement of Financial Activities Chair Message 30-31 Consolidated Balance Sheet 32-33 Charity Balance Sheet Consolidated Statement of Cash Flows Our Services 9-10 Building Independence Building Awareness 34 11 12 Building Resilience 35_60 Notes to the Financial statement 13 Thankyou 14 Building Resilience 15-16 Building Partnerships 17 strategic Aims 18 150th Birthday 19_23 strategic and Structural Governance Trustee Statement of Responsibilities 24 About Beacon Whowe are Beacon's mission is to create a more inclusive society for visually impaired people by empowering individuals with sight loss and breaking down barriers through innovation and collaboration. From helping people build independent living skills and providing employment support, to offering digital training and social activities, we are here to help people live life to the fullest. We're also helping to shape a world that's more inclusive and accessible for everyone through our strategic work with key organisations to improve the health and social care sector, as well as access to employment and skills opportunities. Company information Company number: 00710129 Charity number: 216092 T: 01902 880111 E.. enquiries@beaconvision.org W.. www.beaconvision.org Company secretary: Debbie Fox Auditors: Crowe UK LLP Bankers.. Natwest Investment Managers.. JM Finn & Co Ltd Beacon in numbers 177,000 pre-loved items sold 108.500 customers in our shops 45.000 listens to our Talking Newsi'.I 3.328 hours of befriending calls .540 attendances at our health and wellbeing activities 1,169 training courses completed 541 referrals 198 volunteers 89 staff One national award You can keep up to date with our latest news, events, and stories by following Beacon on social media. Facebook: @Beaconcentre Instagram: @Beaconvision Linkedln: @Beacon Centre for the Blind This report is available in a range of alternative formats to ensure accessibility for all. OUR VALUES: WE ARE APPROACHABLE Our staff are available through drop-ins, community events, and digital platforms to ensure no one feels alone. Beacon WE ARE COMPASSIONATE We provide tailored support recognising each individual's challenges and goals. Our Vision WE ARE INNOVATIVE A society where individuals value and protect their sight and where visual impairment does not limit or determine opportunity. We develop new services to better meet the changing needs of our community. WE ARE PROFESSIONAL Our Mission We uphold high standards in all interactions, ensuring reliability, integrity, and respect in every service we provide. Our mission is to support visually impaired people and promote eye health. We inspire, support, and provide appropriate care that nurtures people's independence, ambitions, and achievement. We educate all about the importance of looking after their eyes and highlight the impact of sight loss. Our Senior Leadership Team during the 202412025 financial year consisted of: Chief Executive Lisa Cowley Lisa oversees Beacon's services, championing new approaches and building partnerships to strengthen the charity. With a focus on delivering high-quality support, she drives strategic initiatives that improve outcomes for the communities we serve. Lisa is passionote about fostering collaboration, inspiring staff, and ensuring that Beacon remains responsive, inclusive, and forward- thinking in all its work. Head of Health and Wellbeing: Becky Green With a career devoted to the charity sector, Becky has focused on providing care, support, and wellbeing to our beneficiaries. Head of Systems and Infrastructure: Victoria Wilcox Victoria's leadership ensures the charity operates efficiently and that its resources are used to their fullest to support people living with sight loss. Head of Impact and External Income: Helen Brown Overseeing fundraising, marketing, grants, legacies, trusts, and contracts, Helen ensures Beacon measures and monitors its impact. Head of People and Governance: Debbie Fox Beacon depends on Debbie to manage HR for its staff and also to oversee volunteer management, fostering a supportive and positive workplace for all. Head of Finance: Alexandria Smith-Edwards Alexandria is responsible for the charity's finances, ensuring smooth processing of invoices and effective oversight of all budgets. Health and Wellbeing Director: Jan Burns MBE. Jan left her position in March 2025 after10 years of service to the charity. We thank her for her dedication. I I Each year, we ask our staff to share their views through our wellbeing survey, helping us understand what we're doing well and where we can improve. The latest results reflect the passion, pride, and commitment that runs through our team, with overwhelmingly positive feedback. We use these insights to shape initiatives that support our people, foster a positive workplace culture, and ensure everyone feels valued and heard. staff Survey Results IO0% would recommend Beacon as a good place to work. IO0% felt that Beacon is successfully supporting people. IO0% are proud to work for Beacon. 97% feel comfortable contributing ideas about how our services could improve. Our Trustees and Volunteers At the heart of Beacon's leadership are our trustees. Our Chair, Kathy Roper, uses her lived experience of sight loss to lead with clarity, passion, and determination to improve the lives of those impacted by visual impairment. Also serving on our trustee board during this period were Phil Turner, lan Bowers (resigned February 2025), Jeanette Suwe, Sharon Phillips, Karen Scott, Beth Wynn-williams, Richard Ennis. and Clive Small. During this year, 49 new volunteers joined us, bringing our total number of volunteers to198. Whether driving and guiding, chatting and cheering, or lending their skills across15 different roles in multiple locations, they bring energy, compassion, and commitment in abundance. Quite simply, we couldn't do what we do without them. Chair message This year has marked an extraordinary milestone for Beacon as we launched our150th anniversary. Since1875, we have stood alongside people impacted by sight loss, helping them to build skills, confidence, and independence. Today, we honour that legacy while looking firmly to the future. A defining achievement of 2024125 has been the development and launch of our five-year strategy, Bigger. Bolder. Brighter. Created in partnership with staff, volunteers, members, and stakeholders, it sets out four clear priorities: making eye health a priority for all, ensuring accessible health pathways, promoting inclusivity, and building strong, collaborative systems for our communities. These goals are now embedded in our Annual Operating Plan, guiding everything we do and holding us accountable for our impact. Partnership working has been at the heart of our progress. This year, we have strengthened relationships with a range of organisations, while leading system-wide initiatives that deliver real change. Our national award-winning Sharing the Vision project has united NHS, social care, and voluntary sector partners to improve services, from job shadowing programmes to practical hospital improvements such as colour contrasting crockery for visually impaired patients. Our leadership in the voluntary sector has led to better outcomes for thousands of people in our region. As lead facilitator for Dudley Talking Therapies Plus and Wider Determinants of Health programmes, both of which launched during this year, we have now helped support more than 4,000 people respectively. We hove also delivered employment, training, and skills opportunities for 174 people, befriending and wellbeing support for 202 people, provided vital updates for up to 45,000 people through our weekly Talking News service, dealt with 541 referrals for advice, information, or support, and provided hundreds of lifestyle activities for111 people. Chair Message Each number represents a person whose life has been touched by our work, and each is a reminder of why we exist. Innovation has been a theme of the year. We launched a new accessible website to make it easier for people to find support, provided external charity finance services, and developed a bespoke leadership programme for the health and social care sector. These initiatives not only strengthen Beacon but also build the capacity of our partner charities, securing hundreds of thousands of pounds in inward investment. It has also enabled us to diversify our income streams to strengthen resilience in a challenging market, a reflection of our careful management and proactive approach. We would like to thank everyone who has helped to make this year a success: our funders, supporters, volunteers, and partners, including the many people who have shopped in our stores, donated items, or contributed financially. Your generosity and commitment enable us to deliver vital services, innovate for the future, and ensure that people living with sight loss can lead fuller, more independent lives. We would like to pay special thanks to the Mayor of Wolverhampton during this year, Councillor Linda Leach, who chose Beacon as one of her charities of the year and has proved a tireless fundraiser for our cause. As we celebrate150 years, we do so with gratitude for all who make our work possible, our staff, volunteers, and of course our amazing beneficiaries, and with a renewed determination to be bigger in our ambition, bolder in our actions, and brighter in our impact. The next chapter of Beacon's story is already being written and together, we will ensure it changes lives for the better. Beacon Chair of Trustees This year, Beacon has delivered a wide range of services that empower people with sight loss to live well, stay connected, and feel confident. From centre- based activities to community outreach, care, transport, and befriending, every service is shaped by those who use it and supported by our dedicated stoff and volunteers. Lifestyle Activities Our Lifestyle Day Centre and community activities offer safe, welcoming spaces for friendship, fun, and skill-building. We ran 170 day centre sessions and 299 community sessions, with over1,500 attendances. Our gym hosted 190 sessions, supporting members to stay active and independent. Feedback tells us these services boost confidence and self-esteem. One member told us her days ot our Lifestyle Centre have "benefited from making new friends." Engagement and Referrals The 541 new referrals received this year included self-referrals and those from NHS and local authority partners. Our engagement team made 272 onward referrals within our chority and externally to ensure people access the right support at the right time. A key focus of the Engagement Team's work is helping people access low vision aids and adaptations. Learning Team Our Learning Team provides the only specialist support of its kind in the region to help people gain new skills and access volunteering, employment and training opportunities. The team helps those looking for education, training, or volunteer opportunities or to get into or stay in work. One beneficiary told us:"The support given made a huge difference to what I was able to do and I returned to work, using the adjustments shown to me. Being able to return to work had such a positive impact on my mental health, and l am so grateful for the help of Beacon." rse rai Talking News Each week, 120 audio CDS go to some of the most isolated people in our community, keeping them informed and connected, and over the year, it received around 45,000 digital listens. Care and Transport We delivered over18,199 hours of care and drove19,610 miles to help members get to appointments, activities, and social events. Befriending support With 3,328 hours of calls and 1,352 hours of home visits, our volunteers reduce loneliness and bring companionship to members aged 37 to100. Strategic work Alongside our direct services, Beacon plays a leading role in shaping the wider health and core system. As lead provider on the Wider Determinants of Health project, we have enabled voluntary sector partners to support more than 3,800 people to date. We also deliver the Dudley Talking Therapies counselling service, which has handled almost 300 referrals over the course of the project, ensuring timely emotional support. Our impact In our most recent survey of beneficiaries of our Lifestyle Service, IOO°A of respondents told us they enjoy being part of Beacon, felt empowered to be more independent and confident, that they had a person-centred support plan, and that they are provided with a service that meets their needs and goals. "We go out for meals, which is fun. I really enjoythe socialising in the lounge and I'm starting to get into my cooking." encp Building independence is at the heart of everything we do. Our services are designed to help people with sight loss gain the skills, confidence, and opportunities they need to live life on their own terms. Through our learning programmes, we support people to develop employment skills, build digital confidence and take steps into work or training. During this year, the team helped 124 people improve their digital skills and 54 people into employment, education, or training. Our Engagement Team carries out detailed assessments so individuals better understand their own needs and how to meet them, whether that means accessing low vision equipment, or taking part in health and wellbeing activities that support independence. They delivered sight loss awareness training to a range of organisations, from a local Chamber of Commerce to voluntary sector groups. They raise awareness of how others can enable independence through school workshops, and assemblies and at community occasions including Vaisakhi celebrations, sight loss drop- in sessions, roadshows, craft fairs, and business networking sessions. The team attended more than 20 such events during the year. Case Study When S came to Beacon, they wanted part-timework to improve their finances but faced several barrlers - worries about benefits, limited dlgital skills, and concerns aboutcommuting wlth sight loss. We offered tailored support. creating a CV. provlding IT training so S could apply for jobs online. and helplng them secure Access to Work funding lor taxis. Withthesg supports in place, S secured a part-time hospitallty role. With Beacon's guldanceand support, S not only secured employment but also galned the confidence to navigate the workforce despite their visual impairment. They now have an additional source of income. providing them with greater financial security and independence. Idip Transport is another key enabler, helping people overcome one of the biggest barriers to participation by getting them safely into their community. During the year, our transport team received 1,245 passenger bookings and completed 19,610 miles connecting people with sight loss to their local community across the Black Country and South Staffordshire. Our Social Care services provide tailored support that allows people to remain in their own homes for longer. Tfte staff are cheerful. friendly, and helpful. There is a great atmosphere. people to talk to and activities to enjoy. Independence also shines through our health and wellbeing sessions, from swimming to practical life skills such as our sight-friendly cookery classes. With the launch of our hub and spoke model, we are reaching deeper into communities, creating new groups across the Dudley borough so people can access support closer to home. Those who are housebound are able to stay connected through our Talking News Service, which is sent out to120 of the most vulnerable homes on CD each week and receives around 50,000 digital listens a year. Every service, whether it's advice and guidance, digital training, or simply enabling someone to travel independently, is part of the same goal: giving people the tools, confidence, and support they need to live as independently as possible. 10 This year, we made significant strides in achieving our aim of building awareness about the needs and potential of people with sight loss. A major milestone was the launch of our new website, designed with accessibility at the forefront, ensuring that everyone, regardless of visual ability, can easily access our services and information. We also proudly hosted our first event as part of the West Midlands Business Festival, focused on making businesses more accessible for disabled people. Our work reached a wider audience through extensive media coverage, spanning national platforms such as the BBC App as well as local newspapers and radio, helping to shine a spotlight on our activities and advocacy work. We welcomed our first Communications team member with sight loss through the Thomas Pocklington Trust paid internship scheme. During the year, he shadowed external organisations, including the City of Wolverhampton Council, and received valuable support from local PR company Osborn Communications, gaining hands-on experience and insight into advocacy and sector communications. We also extended our reach through the wider sight loss sector by delivering two workshops at Visionary Conference, sharing best practice and inspiring others to champion accessibility in their organisations. We had a record-breaking year for our annual Bright For Sight campaign, which highlights the importance of bright colours and good contrast to help you make the most of your sight. It raised over £1,300 and reached 3,000+ people through schools and community groups. Our charity shops have been transformed into hubs for eye health information, with more than 25 staff and volunteers trained in sight loss awareness and accessibility, and the launch of our first-ever eye health awareness campaign through our retail division, which included eye health messages being printed on our clothing tags. We've also expanded our reach online through an eye health social media campaign on topics like screen strain, nutrition, and lighting, which engaged more than 15,000 people and directly led to support enquiries. 11 i? Il At Beacon, we continue to strengthen our financial stability, grow our capabilities, and adapt to changing needs, ensuring we can deliver vital services now and in the future. Colour Run 2024 Over 230 runners took part, raising over £3,000 net, while engaging new supporters in a community awareness event. Forget Me Not Service Our most successful yet, raising over £2,600 through a heartfelt remembrance campaign. Santa Run 2024 Despite storm disruption leading us to postpone our original event in early December, our rearranged January run was a triumph: £4,972 net raised, over 160 runners (plus dogs!), and a fantastic community atmosphere to kick off the new year in festive style. Grants & Community Support Ongoing investment from the National Lottery Community Fund is supporting our engagement team to reach new groups in need of support. We have successfully completed year two of our project, and in the coming year, we will expand our programme to support more children and young people. Shared Prosperity Fund grants from local councils enabled us to continue supporting people into work, training, and skills development across three local authority areas. We were delighted to receive funding from Fight for Sight this year to provide a project to tackle loneliness and isolation through physical health interventions in partnership with the Wolves Foundation. Funding from the Thomas Pocklington Trust enabled us to continue supporting blind and partially sighted people in the workplace through their paid internship programme. 12 National Lottery Community Fund Black Country ICB Thomas Pocklington Trust City of Wolverhampton Council Dudley Council Black Country Healthcare NHS Trust Tipton and Coseley Building Society Anthony and Gwendoline Wylde Memorial Charity HubBubs to our 202412025 grant funders Fight for Sight One Stop Shop National Grid Wolverhampton Community Voluntary Action Baron Davenport Trust Good Things Foundation Sandwell Council British Science Association Thomas Dudley 13 Our retail operations remain a cornerstone of Beacon's sustainability, generating vital income, reducing waste, and strengthening our presence in local communities. £692,514 generated through donated goods. 177,000+ items found new homes, saving 176,941 items from landfill. 8.5 tons of scrap metal recycled by our stores, raising funds while supporting sustainability. 108,500 customers welcomed across our shops across the region. This year saw exciting developments across our retail portfolio. We opened two new shops, each with a unique concept.. Wednesfield Clearance Shop: A treasure trove of bargains, offering up to 50 /. off donated stock. Pattingham Boutique". A curated haven for high-quality, handpicked donations, designed to offer something special for discerning shoppers, This concept store is already setting itself apart and demonstrating how Beacon can adapt to changing shopping trends while showcasing the best of donated goods. Beyond retail, our facilities generated £4,837 through 62 conference bookings, with repeat customers including Cygnet Health Care, Dudley Voices for Choices, Octopus Energy, The What Centre, and BCAP. We also installed one of the region's largest solar panel installations. The amount of energy we have produced from their installation has reduced deforestation by more than 7,000 trees. 14 Building Partnerships Partnership working is central to everything we do at Beacon. It enables us to extend our reach, strengthen referral pathways, and ensure people with sight loss are better supported across all areas of life. Over the past year, we have continued to build strong collaborations with health, social care, voluntary sector, and community partners, A highlight of this work has been our Sharing the Vision project, which achieved national recognition and now operates across all areas of the Black Country. Our Wider Determinants of Health Project, which is a pioneering initiative funded by Black Country Healthcare NHS Foundation Trust, brings together a diverse network of local organisations to improve the health and wellbeing of the Dudley community. During this year, the project ran almost 500 groups and delivered more than 6,500 interventions. We also delivered a self-care event at Beacon, where our voluntary sector partners were able to showcase their services to the community. Sharing the Vision- 2024 Visionary Award Winner Our Sharing the Vision Project brings together professionals from across the sight loss sector to ensure the best outcomes for everyone wlth a visual impalrment. As partofthis programme, we established shadowlng opportunlties between our staff and Dudley ROVI services. creating space for shared learning and closer collaboration. Building on this success. plans are undenmaytodevelopa blueprintforthe project to be rolled out on a natio basis. ui I., Our commitment to partnership extends across many areas of community life. Working with Chadd, we have continued to make domestic abuse support more accessible for people with sight loss, ensuring inclusive pathways to safety and care. In partnership with our local Integrated Core Board (Ic8), we have delivered specialist training to 25 GP surgeries, equipping primary care teams with the skills and understanding needed to support patients living with sight loss. We regularly host Occupational Therapy (OT) students on placement, giving them practical experience while strengthening our links with local services. The students work with our Lifestyle and Care teams, supporting activities and carrying out assessments to suggest ways of improving mobility and independence, giving them direct experience of engaging with people in need of support. Thanks to our partnerships, we also offer broader opportunities to our students, including the chance to spend time with local Rehabilitation Officers (ROVIS). This collaborative approach enriched the students, learning while bringing added benefits to the people who use our services, showing how Beacon's partnerships create value for all involved. Our Healthy Communities Together programme has brought together VCSE, Local Authorities, and NHS to explore new ways to collaborate and increase health equity. Through the programme, we have facilitated over £IOO,000 worth of pilot health equity programmes across the borough, supporting a range of organisations to expand their reach and impact. We have increased health equity and community engagement for specific conditions, including cancer treatment and screening, eye health, and stroke. We have also acted as a strategic partner in relation to digital accessibility, increasing access to the NHS App. The project has also enabled us to deliver leadership programmes for the health and social care leaders of tomorrow. Through this work, we have improved services, influenced the health and social care system, and secured funding to ensure support is accessible and joined-up. 16 rg Aim This year, as Beacon celebrated 150 years of supporting people with sight loss, we took the opportunity to look ahead and set our course for the next chapter. The result is our new five-year strategy, Bigger, Bolder, Brighter, a plan that builds on our proud history while driving fresh ambition for the future. Our strategy is more than a list of goals. It's a framework for action that keeps us focused on our mission. It sets out what we want to achieve, how we'll get there, and how we'll measure our success. We have listened closely to people with lived experience, including many of our own staff, beneficiaries, and volunteers, to ensure the voices of those we serve are at the heart of every decision for our charity. This collaborative approach has shaped our priorities for 2025-2030: Eye Health as a Priority for All Accessible Health Pathways Inclusivity for All A System for Our Communities These priorities align with our four aims from our outgoing strategy, Building Independence, Building Resilience, Building Partnerships, and Raising Awareness, which have guided our work in recent years. We will monitor our progress against them through our Annual Operating Plan, which is regularly reviewed by our Senior Leadership Team and Board of Trustees. This ensures we remain accountable and can adapt our approach as needs and opportunities evolve, and ensures we stay focused on delivering real impact for the 40,000 plus people living with sight loss across the Black Country and South Staffordshire. 17 In 2025, Beacon has celebrated a remarkable milestone,150 years of supporting people with sight loss. From our beginnings in1875, when braille classes were first offered to local people, to our role today as an innovator in health and social care, we have always placed the needs of blind and partially sighted people at the heart of all we do. Braille remains one of our most popular services, and over the past year, we have delivered 16 sessions, continuing the tradition of empowering people through access to information and learning. We are also proud to have been pioneers in retail. In1899, Beacon opened one of the UK'S first charity shops, helping to generate income while engaging the local community in new ways. That same spirit of innovation runs through everything we do today, from creating accessible pathways into employment to leading collaborative projects that improve the health and wellbeing of thousands across the Black Country. The need for our work has never been greater. Currently, around 37,000 people in the Black Country are living with sight loss, a number expected to rise to 42,000 by 2032. In South Staffordshire, there are 4,790 people living with sight loss, a number set to rise to 5,740 by 2032. This growing demand underscores the importance of Beacon's services and partnerships as we look to the future. We are proud to receive recognition from across the country for our anniversary. Labour Party politician and the first blind cabinet minister, Lord David Blunkett, shared his congratulations: "Congratulations to the Beacon Centre for the Blind on150 years of support and outreach to thousands of blind and partially sighted men and women. I was very pleased, some years ago, to be able to visit and learn more about the work at the centre. The late, and much lamented, Dennis Turner- who was one of Wolverhampton's Members of Parliament - was a great advocate for Beacon and for those with sight loss. His legacy, and the legacy of Beacon, continues to shine brightly." As we mark this milestone, we also look forward with determination, building on our proud history to meet the growing challenges ahead. 18 Strategic Governance Governing documentation Beacon Centre for the Blind is a charitable company limited by guarantee. The company was established under a Memorandum of Association, which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up, members are required to contribute an amount not exceeding £5. Recruitment and appointment of trustees The charity is administered by the Board of Trustees, which may comprise of up to 15 members. The directors of the company are also charity trustees for the purposes of charity law. The first term for a trustee is one year,. they can then serve two consecutive three-year terms. The charity's work focuses upon blind and partially sighted people first and foremost, but also work with people with other disabilities where appropriate. The Board of Trustees seeks to ensure that the needs of the visually impaired are appropriately reflected through the diversity of the trustee body. Beacon's articles recommend that as far as possible a minimum of 20% of the trustees should be visually impaired. The more traditional business skills are well represented on the board and, in the event of particular skills being lost through retirement, individuals who fit into the trustees, skills matrix are approached to offer themselves for election to the board. Trustee induction and training New trustees undergo an induction process to brief them on their legal obligations under charity and company law, the content of the Articles of Association, the committee and decision-making processes, the business plan and recent financial performance of the charity. During this process they meet key employees and other trustees. Trustees are encouraged to attend appropriate external training events where these will facilitate the undertaking of their role. 19 Strategic Governance Structure and management The board meets at least four times a year and there are sub-committees chaired by various trustees and including the relevant directors. They cover finance and general purposes and charity operations, which meet regularly and submit reports to the main trustee body. The remuneration committee meets annually and additionally as required, and reports to the board through the finance and general purposes committee. The sub-committee structure has forged stronger links between trustees and managers and enables a greater understanding of the day-to-day work of the charity by the trustees. A Chief Executive Officer ("CEO") is appointed by the trustees to manage the operations of the charity. To facilitate effective operations, the CEO is responsible for ensuring that the charity delivers the services specified and that financial targets are met. The remuneration committee, on which only trustees have voting powers, recommends the remuneration of the CEO, key management personnel and the whole staff of the charity which is agreed by the Trustee Board. Responsibilities of the Trustees Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity and of the surplus or deficit of the charity for that year. In preparing those financial statements, the trustees are required to: .Select suitable accounting policies and then apply them consistently. .Make judgements and estimates that are reasonable and prudent. .state whether applicable accounting standards and statements of recommended practice have been followed and give details of any departures. .Prepare the financial statements on the going concern basis unless it is inappropriate to assume that the company will continue on that basis. In line with its Articles of Association, the Beacon Centre provides trustees with 'Trustees and Individual Liability, insurance cover up to £lmillion. The trustees are responsible for ensuring that Beacon Centre has appropriate systems of controls, financial and otherwise. They are also responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. 20 Strategic Governance Responsibilities of the Trustees continued They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities, and to provide reasonable assurance that: .The charity is operating efficiently and effectively. .Its assets are safeguarded against unauthorised use or disposition. .Proper records are maintained and financial information used within the charity or for its publication is reliable. .The charity complies with relevant laws and regulations. Financial Information In the year to 31 March 2025, the charity operated a deficit of £492,000 before investment gains/iosses (2024.. £291k deficit). After investment losses, the net deficit is £565,000 (2024.. £181k deficit). Investment income in the year is in line with the prior year. Income was £80,000 higher than the previous year, there was movement in income strands with strong performance in grants ond trusts and new sources of contractual income. The chority has one wholly owned subsidiaries Beacon Enterprise Ltd, which carries out all other non-charitable trading in order to generate income to support the parent charity. Risk Management The Trustees have a formal risk management process to assess risks to the charity and its subsidiaries and implement risk management strategies. This involves identifying the type of risks the charity faces, prioritising them in terms of potential impact and likelihood of occurrence and identifying means of mitigating the risks. As part of this process the trustees have reviewed the adequacy of the charity's internal control systems and consider that they conform to guidelines issued by the Charity Commission. A risk register is maintained on an ongoing basis and is reviewed at least annually. Where appropriate, systems or procedures have been established to mitigate the risks the charity faces. Particular attention has been focused on both financial and non-financial risks arising from fire, health, safety, care, and wellbeing of vulnerable of residents and service users. 21 strategic Governance Risk Management continued A key element in the management of financial risk is the setting of the reserves policy and its regular review by trustees. The principal risks identified were workforce capacity and availability, consequent inability to deliver services and the operating model not being appropriate, also failure to meet budgeted performance. To mitigate against the workforce capacity risks the management have developed and monitored training matrices to ensure availability of skills and introduced a reward scheme for employees successfully introducing applicants for available positions. The charity has engaged with new groups of visually impaired people to ensure our services are relevant and effective. The board plans has reviewed the charity's compliance with the Charity Commission's Governance Code throughout the year. Investment policy Funds that are surplus to immediate needs have been invested in accordance with the powers available to the trustees. The current Investment Policy is to invest, via professional managers, in funds which are specifically tailored to the needs of a charity, to produce a sustainable income flow to support Beacon Centre's charitable activities whilst limiting the risk to capital values. The charity does not invest directly in alcohol or tobacco related products due to the potential impact of these products on sight loss. During the year, the portfolio returned an income, net of fees, of 2.5 /.. Total return, including gainlioss of revaluation and net of fees, was a £4,000 deficit which was 0.1 % of average portfolio value. The investment manager works towards a target income return of 3% agreed with the Board of Trustees. During the year, the portfolio depreciated by 2.51. during the year. Total return, including gainlioss of revaluation and net of fees, was £29,000. The charity held a programme related investment of £5,000 (net of impairment) in Conigital Ltd, which was developing accessible systems for autonomous vehicles, this was dissolved during the year. 22 Structural Governance Reserves policy The Beacon Centre for the Blind's reserves policy is reviewed by the Board of Trustees at least once a year. Each reserve is addressed individually, taking into account the current risks and strategic objectives of the organisation. The trustees approach each review of reserves acutely aware of the fluctuations in income which can happen annually, especially around donations and legacies and local authority contracts. The Beacon Centre's current reserves have been put into place with due consideration given around these oreas by the board. The Beacon Centre's general unrestricted general fund enables medium term investments (which generate income for the organisation) and also enables the organisation to maintain a workable level of cash to effectively run the services delivered by Beacon. In formulating the organisation's reserves policy the Board of Trustees have determined that it is appropriate for the Beacon Centre to hold free reserves that are equivalent to between six and 12 months of budgeted expenditure. The Beacon Centre's free reserves which totalled £2,133,000 at 31 March 2025, represents eight months of the organisation's expenditure (£3,121,000 budgeted expenditure). In view of the need to maintain services for our beneficiaries who are deemed vulnerable as a result of factors such as their sight loss, other health conditions or age , the Beacon Centre's Board of Trustees have determined that it is reasonable to carry this level of reserves as an organisation. The Beacon Centre for the Blind's free reserves are calculated after deducting the organisation's restricted funds and designated capital funds, which are set out in note13 to the accounts. 23 BEACON CENTRE FOR THE BLIND STATEMENT OF TRUSTEES. RESPONSIBILITIES FOR THE YEAR ENDED 31 MARCH 2025 The Trustees (who are also the directors of the Charity for the purposes of company lawl are responsible for preparing the Trustees, report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounb'ng Practice). Company18w requires the Trustees to prepare financial statements for each fin8nci81 year. Under company law, the Trustees musl not approve the financial statements unless they are satisfied that they give a true and fair view of the sL9te of affairs of the Group and the Charity and of their incoming resources and application of resources, including their income and expenditure, for that period. In p￿parIng these financial statements, the Trustees are required to. select suitable accounting policies and then apply them consistently., observe the methods and principles of the Charities SORP IFRS 1021", make judgements and accounting estimates that are reasonable and prudent", stale whether applicable UK Accounting Standards IFRS 1021 have been followed, subject lo any material departures disclosed and explained in the financial stalemenls., prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Group will continue in business. The Trustees are responsible for keeping adequate accounting records that are sufficient lo show and explain the Group and the Charity's transactions and disclose with reasonable accuracy al any time the financial position of the Group and the Charity and enable them to ensure that the financial stslemenls comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Group and the Charity and hen￿ for taking reasonable steps for the prevention and detection of fraud and other irregularities. Oisclosure of infomiation to auditors Each of the persons who are Trustees al the time when this Trustees. report is approved has confirmed Ihal.. so far as that Trustees are aware, there is no relevant audit Information of which the Charity's auditor is unaware, and that Trustees have taken all the steps that ought to have been taken as a Trustee in order to be 8W8re of any relevant audit information and to establish that the charity's auditor is aware of that information. Approved by order of the members of the board of Trustees and signed on its behalf by.. K Roper Ichair of Trustees) Dale.. 22 December 2025 Page 24 BEACON CENTRE FOR THE BLIND INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF BEACON CENTRE FOR THE BLIND Opinion We have audited the financial ststements of Beacon Centre for the Blind Ilhe 'parenl charitable companll and its SLJbsidiaries Ilhe 'group'l for the year ended 31 March 2025 which comprise the Consolidated statement of financial aclivilie5, the Consolidated balance Sheet, the Charrty balance sheet, the Consolidated statement of cash flows and the related notes, including a summary of significant a¢¢ounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Stsndard 102 'The Financial Reporting Standard applicable in the UK and Republic of I￿land, Iuniled Kingdom Generally Accepted Accounting Practicel. In our opinion the financial stslements.. give 8 Iiue and fair view of the slate of the Group's and of the parent charitable companys affairs as al 31 March 2025 and of the Group's incoming resources and application of reSoU￿s, Including its income and expenditure for the year then ended", have been properly prepared in accordanee with United Kingdom Generally Accepted Accounting Practice., and have been p￿pa￿d in accordance with the requiiemenls of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are further des¢ribed in the Audiloi's responsibilities for the audit of the financial statements section of our report. We are independent of the Group in accordance with the ethical requirements that are relevant lo our audit of the financial slalemenls in the United Kingdom, including the Financial Reporting Council's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordan￿ with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate lo provid& a basis for our opinion. Concluslons relating to going Concern In auditing the financial slalemenls, we have concluded that the Trustees, use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed. we have not identified any material uncertainties relating to events or conditions that, individually or collectively. may cast significant doubl on the Group's or the parent charitable company's ability lo continue as a goin9 concem for a period of al least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the Trustefrs with respect to going concem are described in the relevant sections of this report. Page 25 BEACON CENTRE FOR THE BLIND INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF BEACON CENTRE FOR THE BLIND ICONTINUEDI Other infomiatlon The other infomiation comprises the information included in the Annual report other than the financial slalements and our Audilorfs report Ihereon. The Trustees are responsible for the other information contained within the Annual report. Our opinion on the financial slalemenls does not cover the other inforrnalion and. except to the extent otherwise explicitly 51aled in our report, we do not express any form ol assurance conclusion Ihereon, Our responsibilrty is lo read the other information and, in doing so. consider whether the other information is materially inconsislenl with the financial slalements or our knowledge obtsined in the course of the audf(. or otherwise appears to be materially misstsled. If we identify such material inconsistencies or apparent material misslatemenls, we are required to determine whether this gives rise to a material misstatement in the financial slalemenls themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required lo report that fad. We have nothing lo report in this regard. Opinion on other matters pre$¢ribed by the Companies Act 2006 In our opinion. based on the work undertaken in the course of the audit". the infomalion given in the Trustees, Report including the Strategic Report for the financial year for which the financial statements a￿ prepared is consistent w1th the financial slalemenls. the Truslees. Report and the Strategic Report have been prepared in a￿OrdanCe with applicable legal requirements. Matters on which we are requlred to report by exception In the light of our knowledge and understanding of the charitable company and its environment obtained in th& course of the aud(É, we have not identified material misslalements in the Trustees, Report including the Strategic Report. We have nothing lo report in respect of the following matters in ￿lation lo which Companies Act 2006 requires us lo report lo you if. in our opinion.. Ihe parent charitable company has not kept adequate and sufficient accounting records, or relums adequate for our audit have not been received from branches not visited by us", or the parent charitable company financial slalements are not in agreement with the accounting records and returns.. or certain disclosures of Trustees. remuneration specified by law are not made,. or we have not received all the infomiation and explanations we require for our audit. Page 26 BEACON CENTRE FOR THE BLIND INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF BEACON CENTRE FOR THE BLIND ICONTINUEDI Responsibilities of trustees As explained more fully in the Trustees, responsibilities statement, the Trustees Iwho are also the director5 of the charitable company for the purposes of company lawl are responsible for the preparation of the financial slalements and for being satisfied that th&y give a trLJe and fair view. and for such intemal control as the Trustees determine is necessary lo enable the preparation of financial slalemenls that are free from materi81 misslalemenl, whether due lo Iiaud or error. In preparing the financial 51alemenls, the Trustees are responsible for assessing the Group's and the parent chantable companys ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis ol accounting unless the Trustees either intend lo liquidate the Group or the parent Charitable ¢ompany or lo cease operations. or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financial statements Our objectives are lo obtain reasonable assurance about whether the financial ststements as a whole are free from material misslatemenl, whether due lo fraud or error, and to Issue an Auditor'5 report that includes our opinion. Reasonable assurance is a high level of assurance. bul is not a guarantee that an audit conducted in a¢¢ordance wrth ISAS IUKI will ahNays dele¢t a material misstatement when il exists. Misslatemenls can arise from fraud or error and a￿ consideied material if. individually or in the aggregate. they could reasonably be expected lo influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design pro￿ureS in line with our responsibilities, outlined above, to delect material misstalemenls in respect of irregulanties. in¢luding fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.. We obtained an understanding of the legal and regulatory frameworks within which the company operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The layvs and regulations we considered in this context were the Companies Act 2006, the Charities Act 2011 together with the Charities SORP IFRS 1021. In addition, we considered provisions of other laws and regulations that do not have a direct effect on the rinancial statements bLJt compliance with which might be fundamental to the charitable company's and the group's ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exi51 within the Charitable company and the group for fraud. The saws and ￿gUlationS we considered in this context for the charitable company's and the group's operations were General Data Protection Regulation IGDPRI, Health and safety legislation, employment law. and Anli-fraud. bribery and corruption legislation. Auditing standaids limit the required audit Procedures to identify non