2025-03-31-accounts

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ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

ROYAL MENCAP SOCIETY ANNUAL REVIEW - APRIL 2024 to MARCH 2025

Foreword – Dame Carolyn Fairbairn, DBE, Chair	6
Foreword – Jon Sparkes, OBE, Chief Executive	8
Foreword – John Phillips, MBE, Chair of Voices Council	9
Trustees’ Report	10
View from our trustees	16
Individual	20
Community	38
Society	68
Thriving organisation	90
Income generation and fundraising activities	96
Environmental Impact	106
Our structure, governance and management	108
Section 172(1) Statement	112
Financial review	114
Statement of trustees’ responsibilities	122
Independent Auditor’s Report to the Members
and the Trustees of Royal Mencap Society	123
Financial statements	126

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Introduction

FOREWORD

Dame Carolyn Fairbairn, DBE, chair

This past year has been one of change and significant achievement for Mencap, and our mission to ensure people with a learning disability can live happy and healthy lives has never felt more relevant.

As you will read in this report, we have been successful on many fronts, making a real difference to the lives of people across England, Wales and Northern Ireland.

We have made further progress on all the priority areas we set out in 2023. We’re pleased to have rebuilt our financial resilience – especially as we are to be tested this next year with National Insurance rises. I look around the sector and think about how fortunate we are to have taken early action. It was tough to do this, and the board and I are indebted to colleagues across our whole organisation for the part they played in restoring Mencap’s financial health. As a result we can look forward to a brighter future with the opportunity to have an even more positive impact on the lives of people with a learning disability.

The board began work this year on a new strategy to take us to 2030. We kicked this off over two days

in Nottingham where we assessed the latest trends, insight and data – meeting local decision makers to talk about devolution and discuss our appetite for growth. We also spent time reflecting on areas we know we need to improve and change. We expect to be able to share our new strategy during 2025 and work on it will begin in earnest in 2026. This next year we will lay the foundations for this work.

In June, we were delighted to welcome Jon Sparkes OBE as our new Chief Executive. He is highly experienced and has brought exceptional leadership to Mencap. I was also delighted that John Phillips and Karen Gray stepped up as the new Chair and CoChair of the Voices Council. Their leadership will be instrumental in guiding our efforts to amplify the voices of those we serve. I extend a heartfelt thanks to all of my trustees – both new trustees and those who have now left.

However, I continue to be concerned about the quality of life of many people with a learning disability, too many of whom still face unacceptable inequalities in health, employment and access to public services. The government has set about making change, and we’re doing our best to ensure that the voices of people with a learning disability are listened to, and the impact of the different initiatives properly considered. I am struck by the growing complexity of the cases coming through to our information and advice service – people are experiencing hardship on multiple fronts.

Never has it been more important for Mencap to ensure the voices of people with learning disabilities are fully heard.

Finally, I would like to express my deepest gratitude to all the colleagues at Mencap for their hard work and dedication throughout 2024-2025. Your commitment and resilience have been the cornerstone of our success. I’m confident that, together, we will continue to make a significant difference in the lives of people with a learning disability.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

FOREWORD

Jon Sparkes, OBE, Chief Executive

I joined Mencap in June 2024, while Learning Disability Week was in full swing. From that moment on I’ve been impressed by the impact we have. During my first year, I have spent time with the people we support, our services, programmes and network partners the length and breadth of England, Wales and Northern Ireland. I’ve been blown away by the expertise and commitment of my colleagues supporting people with a learning disability to live life to the full.

Whether it’s people receiving social care support from Mencap, supported interns on one of our employment programmes, or someone involved in one of our local campaigns or community groups, they are all shaping their own lives. The thought and care that goes into supporting and enabling people to do this is truly impressive.

Many charities are facing difficult times, especially those delivering public services like adult social care, which continue to be undervalued despite their hugely positive impact on society. Mencap continues to work hard to manage its financial position well through effective commissioning relationships with public sector partners, sensible cost containment and an increasingly compelling demonstration of our impact for our generous donors and funders.

We’re more needed than ever

We need to be in good shape to weather the storms of charity funding. During my first year, we have been working inclusively with people with a learning disability, our staff colleagues and volunteers and our partners to develop our strategy for the next five years. We’ve been building our capability and ambitions for the future – not just for Mencap – but to ensure people with a learning disability can thrive at every stage of their lives. We are in good shape, but we can do so much more.

As Carolyn highlights in her foreword, this is not just fortunate, but absolutely vital as never have we been more needed as we approach our 80th anniversary. Mencap is a unique organisation formed of amazing people and communities. I would like to thank everyone involved – whether a colleague, a network partner, a supporter, a volunteer, a donor or someone who shops in our high street or online stores – for everything you’ve done in the last year. Having seen close-upthe impact of a lack of equality in our society for people with a learning disability, it is a great privilege to have been selected as Mencap’s Chief Executive and to join the Mencap family. I look forward to playing a part in building our impact for and with people with a learning disability.

FOREWORD

John Phillips, MBE, Chair of Voices Council

This past year has been a real journey. My first full year as Chair of the Voices Council has been both exciting and challenging. There has been a lot to learn, especially with all the paperwork. The biggest thing I have learned is how much of a difference the Voices Council can really make when we speak up. I am proud of the progress we have made this year.

We have challenged decisions around handing back services, making sure that people receiving support are not left behind. As a Voices Council, we have asked tough questions and pushed for answers – especially when it comes to things like agency staffing, access to benefits, and how people with a learning disability experience services. We have reminded the executive team to put people at the heart of decision making and have seen the positive impact of that.

We need more fairness

It’s important to say that I have not done this alone. The strength of the Voices Council is in all its members. This year, we’ve helped shape Mencap’s new strategy and what people with a learning disability want from life. We have worked hard to make sure that everyone’s voice is heard. We have started working more closely with other inclusion groups, listening across the organisation, and making sure we are truly inclusive in everything we do. There’s still a lot more to be done. Too many people with a learning disability are still living in hospital settings. Too many families are struggling to get the education and support their children deserve. Too many people want to work but cannot get the right support or wait too long for access to work. And too many are being pushed through the benefits system when it’s clear they will never be able to work.

To the government I say this: we need fairness. We need proper housing and support. We need more than policies, we need understanding. People with a learning disability are just people, trying to live their lives. They deserve the same dignity, the same chances, and the same voice. Maybe one day, the government will have its own Voices Council. Until then, we will keep raising ours.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Trustees Report LS

THIS IS MENCAP

We want everyone with a learning disability to get the best chance in life.

We’re here to make sure that the rights and needs of people with a learning disability are fully recognised throughout society.

We will continue to work tirelessly until public services are fair and inclusive, and until people with a learning disability are afforded the choice and freedoms they deserve without being held back by outdated attitudes.

We use our wide-reaching connections to hear directly from people with a learning disability and their communities so that we can help create change where it’s needed. We spread our message far and wide and will not stop until we have eradicated inequalities.

WHAT ARE WE DOING ABOUT IT?

We work directly with individuals providing support, information and guidance to people in England, Northern Ireland and Wales.

• We work to make communities more inclusive supporting people with a learning disability to make the change.

We work to change society campaigning alongside people with a learning disability for rights and a fairer society.

What is a learning disability

A learning disability is a reduced intellectual ability, usually identified soon after birth or in the early years, and which lasts a person’s whole life. People with a learning disability are likely to take longer to learn and need support to develop new skills, understand information or interact with other people.

Many people with a learning disability, such as people with Down Syndrome, may have difficulty with everyday activities – for example household tasks, socialising or managing money. Other people with a learning disability need to be fully supported in all areas of their life, such as with personal care, accessing the community and staying safe.

Although a learning disability is permanent, many people can develop new skills throughout their lives. And, of course, societies and communities can change to be more inclusive. With the right support and an inclusive community, people with a learning disability can thrive.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Our winning partnership with Omaze raises £3.9m

In August 2024, Mencap was incredibly proud to be announced as the charity partner for Omaze’s Yorkshire House Draw.

Omaze is an entertainment company with a social purpose. Through the Omaze Million Pound House Draw, Omaze offers people the chance to win lifechanging prizes, while supporting good causes.

The public had the chance to win a stunning Georgian mansion, valued at over £2.5 million. In just six weeks, our partnership raised an incredible £3.9 million and boosted vital awareness of people with a learning disability, helping to challenge misconceptions and reduce the stigma they face.

Mencap supporter, actor and Dr Who star Jodie Whittaker, was the face of our partnership alongside many people with a learning disability and our Mencap Myth Busters. The total raised was announced in a fantastic reveal video in Yorkshire featuring people with a learning disability.

The whole organisation joined together to raise as much money and awareness of people with a learning disability and Mencap’s work. All teams came together with real energy and commitment – we engaged our corporate partners, major donors, and regular

supporters, ensuring they had every opportunity to get involved. Across our media outreach, website, social channels and email communications, we made the most of every platform to highlight the incredible impact the prize draw could have. With the support of our ambassadors and community, we made this a moment to be proud of — one that brought people together and helped raise vital funds for people with a learning disability.

The transformational funds raised will be invested into programmes and campaigns in England, Wales and Northern Ireland to reduce the unacceptable health inequalities that people with a learning disability face. They will help us to save lives now and in the future.

In just six weeks, our partnership raised an incredible £3.9 million and boosted vital awareness of people with a learning disability, helping to challenge misconceptions and reduce the stigma they face.

REVEAL VIDEO

Mencap supporter, actor and Dr Who star Jodie Whittaker, was the face of our partnership alongside many people with a learning disability and our Mencap Myth Busters.

The total raised was announced in a fantastic reveal video in Yorkshire featuring people with a learning disability.

screen grab from video

Click here to watch

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Trustees strategic report

VIEW FROM OUR TRUSTEES

Life continues to be a struggle for many people with a learning disability. We’re deeply concerned about the state of public services and the impact this will have on those who are very dependent on them.

We’re also concerned about increasing levels of confusion about learning disability with the rise in awareness of neurodiversity and learning difficulties. We recognise the need to foster greater awareness and understanding and protect the interests of the people we serve.

The new government brings changes, including potential cuts to benefits and Special Educational Needs and Disabilities (SEND) support. We’re keen to ensure that their combined impact on people who rely on health, social care, welfare and public transport is acknowledged. It’s important Mencap steps up to help people navigate these changes and minimise any adverse impact.

Mencap has had a successful year, and we’re pleased to see growing resilience on many fronts. Our focus on quality, people and financial sustainability has better equipped us to weather the storms that will come in 2025/26 – like National Insurance Contribution increases and the change to immigration visas.

There is no question that it was tough to get here though. We’ve had to hand back loss-making contracts, bear down on agency costs and drive efficiency – and that has meant a lot of hard work across our whole organisation.

Boosting impact and driving growth

We’re pleased that we made progress on all fronts, particularly our agency spend, which has come down from £400,000 a week in 2023 to less than £100,000 in the last year.

During the same period we had a 7% improvement in colleague engagement. As a result we can now look forward to a brighter future and will be able to do more for people with a learning disability.

Work began this year on developing a new strategy to take us to 2030. Thanks to our hard work over the last couple of years, we now have choices on where to invest to have an even bigger positive impact on people’s lives. We are fortunate and grateful to have had the benefit of pro bono support from McKinsey & Company and BNY (Bank of New York) in developing this. It’s too early to be specific about what these will be. But we are treating 2025/26 as the foundation year when we will transition from our current priorities of quality, people and financial sustainability to our new aims of growth and increased impact.

Jon Sparkes

We were delighted to welcome Jon Sparkes to Mencap as Chief Executive in June 2024. With his extensive experience and excellent leadership he will guide us to achieve great things.

We look forward to telling you more in future years. Rest assured that Mencap will . continue to do all we can to support people with a learning disability to thrive

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

OUR STRATEGIC GOALS

We are treating next year as the foundational year for our new strategy which will take us to 2030.

We’ll continue to make progress on our plan to stabilise and strengthen our organisation, which focuses on quality, people and financial sustainability. We will also finalise our plans for the next five years, with an emphasis on growing our financial income and expanding our services so that we can reach more people and invest more in our impact in future years.

AS AN ORGANISATION WE WILL:

Create and implement a strategy to strengthen belonging and culture

across Mencap — ensuring all colleagues feel connected, valued and part of a shared mission.

Proactively invest in fundraising and new income - generating initiatives, enabling us to grow our impact and increase discretionary spend to support innovation and long-term priorities.

NEXT YEAR WE WILL:

Individual:

Develop and roll out a clear, ambitious growth plan for our services, underpinned by consistent, high-quality models of care tailored to meet specialist needs.

Community:

Collaborate closely with our network partners and the wider Mencap family to set out and shape a shared vision – defining what we want to achieve together and how we’ll get there. We’ll take a clear three-country approach across England, Northern Ireland and Wales, ensuring our work reflects local needs and priorities. Alongside this, we’ll grow and strengthen our programmes to increase our reach and impact.

Society:

Drive progress across all our core campaigning priorities. Commission work to look at how we can describe a learning disability better so that the general public really understands.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Individual

DIRECT SERVICES – personal support in England, Wales and Northern Ireland

Supported Living

We support people with a learning disability to find a home that works for them. Working closely with both social and private landlords, we help secure housing that meets individual needs. Some of our supported living services are purposebuilt or adapted, using technology that promotes independence. For many people, having the right support is just as important as having the right home. We focus on both.

Residential Care Homes

Our small, personalised care homes are designed around the needs of people with a learning disability. Each home offers 24/7 support and can include specialist equipment and adapted spaces to make life easier and more comfortable. We support people to use personalised technology to live as independently as possible. Everything we do is focused on providing high-quality, tailored support in a safe, welcoming environment.

Community Support

We work alongside people with a learning disability and their families to offer flexible, person-centred support in the community. Whether it’s help with daily living, accessing local activities, or building social connections, our goal is to promote independence, inclusion and choice. We also provide advice, resources and opportunities for families and peers to connect and support one another.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Making a difference every day

Since 1946 we have been determined to change the UK for everyone with a learning disability, and from 1955, when we opened our first service, we’ve been dedicated to providing quality support for people with a learning disability and their families and carers. Despite the financial challenges our sector faces, we’re continuing to make a difference every single day.

3,464 people we support with a learning disability to live life the way they choose.

119 local authorities we work with and 29 Integrated Care Boards to do this.

582 care settings including 33 registered care homes and 82 domiciliary care services (providing support to people at home).

92.2% of our personal support services are rated as ‘good’ or ‘outstanding’ (or equivalent) by regulators Care Quality Commission, Care Inspectorate Wales and Regulation and the Quality Improvement Authority.

Supporting independent living in Suffolk

Everyone deserves the opportunity to live independently in a place they can call home.

At Mencap, we believe people with a learning disability should have access to housing and support that empowers them to lead fulfilling, self-directed lives.

In partnership with Suffolk County Council, we reviewed and strengthened the support provided at Drummond Court, a former Southern Cross home. This included redesigning service models and funding arrangements to ensure long-term sustainability and quality.

One registered care home was successfully transitioned to a supported living model – and an empty property was refurbished to offer accommodation for more people.

Improving independence through tech

Volunteers played a key role in transforming the living areas – brightening homes and gardens to make them more welcoming and accessible to better reflect the people who live there.

A review of individual support plans enabled us to increase use of assistive technology, giving people greater confidence and autonomy. For example, one person we support uses a special alarm featuring GPS tracking which alerts staff if they have a fall or seizure. It helps them access the local community more freely with the reassurance that staff will help if they have problems.

These changes have had a tangible impact on people’s lives – from building practical skills to boosting confidence and community connections. The progress and personal achievements we’ve seen are a testament to what’s possible

when we work together with families, volunteers and local partners to create spaces that truly support independent living.

LEWIS FINDS HIS VOICE

Lewis Potter has recently discovered a love for sensory activities and a curiosity for new experiences. Recognising this growing interest, his support team worked closely with him to explore opportunities that matched his passions – particularly music, storytelling and socialising. In response to his enthusiasm for singing and being around others in lively settings, the team adapted Lewis’ support plan, shifting his oneto-one hours to the evenings. Staff worked creatively and positively to research local venues and tailored activities that would give Lewis the chance to enjoy himself.

A moment of joy and belonging

One standout moment was captured at his local pub, where Lewis joined a band on stage during a jam night, singing confidently in Welsh. It was more than just a performance. It was a moment of joy, self-expression and belonging. Since then, Lewis has enjoyed live music events, karaoke nights, bingo and community meals. He’s reconnected with familiar faces from his college days and met many new people along the way. These experiences have not only enriched his daily life but have helped expand his world, boosting his confidence and independence. This journey has also brought out the best in his support team. They show flexibility, enthusiasm and dedication to person-centred care. By listening to Lewis and adapting support around his interests, they’ve helped create meaningful change. Not only in his routine but in his quality of life.

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24 ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025
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ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Navigating ongoing funding pressures in England

DAVID’S JOURNEY BACK TO INDEPENDENCE

Like many people, David faced significant challenges after the pandemic. The disruption to his routine and support systems led to a period of deep isolation.

He became increasingly dependent on his parents, withdrew from activities he once enjoyed and no longer felt comfortable spending time, or even sleeping, in his own room.

David’s keyworker, service team and the local NHS support team, came together to provide tailored, creative solutions to help David rebuild his confidence. This close collaboration, built on trust and consistency, has brought about remarkable change.

Today, David sees his room as his own space and chooses to spend time there independently – something that once seemed impossible. Moving to and from his day service, which used to be distressing and overwhelming, is now smooth and calm.

Most significantly, David has started reconnecting with the world around him. He’s returned to activities he loved but hadn’t done in over four years – like visiting the local library and travelling to and from his day services independently. His family and support team have noticed a real shift in his mood and wellbeing. He’s more relaxed, more engaged and visibly happier.

David’s journey shows how, with the right support and patience, it’s possible to rediscover joy, rebuild independence and create meaningful change, even after a difficult time.

Social care has faced sustained underinvestment for years. Rising costs, workforce challenges, and local authorities simply not having the money to pay any more, makes it harder to deliver high-quality support.

As one of the UK’s leading providers for people with a learning disability, we remain committed to our mission: providing person-centred, high-quality care that helps people live independent, fulfilling lives. But without urgent government action, these challenges will continue to threaten service stability across the country.

The government’s recent budget has created serious financial pressures for Mencap. Increased costs, particularly from the rise in the National Living Wage and Employer National Insurance Contributions, are set to add over £10 million to our annual spending from April 2025. These cost increases are not matched by equivalent uplifts in funding to local authorities, creating a significant and widening gap in social care funding.

We have also had news of changes to the sponsorship visa scheme. We’re worried about the impact this will have on our much-valued colleagues with us under this scheme – and also on our ability to recruit a professional and skilled workforce in the future. The UK Government’s Fair Pay Agreement to cover social care workers in England will require an increase in the funding available for support worker pay and cannot come fast enough.

In response, we’ve done a comprehensive review of our financial position and service delivery. We continue to focus our efforts on three strategic priorities:

1. Assessing service viability

Where funding falls far short of actual costs, we’re reviewing the sustainability of services . In some cases, this has resulted in returning contracts to local authorities. We also do this through careful planning and a commitment to safeguarding people we support.

2. Reducing operational costs We’re driving efficiencies across our organisation, including reducing reliance on agency staffing, managing vacancies and cutting non-essential spending.

3. Sustainable growth

We’re working with commissioners to explore opportunities for service expansion where it can be done sustainably and without compromising quality.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Viewing quality through lived experience

During the year we piloted a new quality checking tool that captures the voice of people with lived experience of a learning disability into our view of quality in a service.

11 services took part in the pilot, which explored how Inclusion Consultants (people with lived experience in paid roles) could offer fresh insights into what makes a service person-centred and high quality.

Inclusion Consultants, alongside a dedicated Quality Assistant, visited services and spoke directly with the people we support. Their involvement meant gathering feedback in a more personal, meaningful way, giving people a real voice in shaping the support they receive.

For our staff, this process provided a different lens through which to view their practice, grounded in the lived experiences of those they support every day. The pilot has strengthened our understanding of quality.

Strengthening safeguarding through targeted audits

To improve how we respond to sexualised behaviours and associated serious incidents, we carried out a focused safeguarding audit across 57 services.

The audit examined how well teams were managing risks, responding to incidents and protecting the people we support. Each audit was carefully moderated to ensure consistency and objectivity.

Findings from this work are already making a difference. They’re informing improvements to staff training, incident reporting and safeguarding systems across Mencap. This has helped us pinpoint where services are excelling and where further support is needed, ensuring our response to complex behaviours and safeguarding issues is robust and person focused.

Driving safer practices through service manager roadshows

To reduce avoidable harm and increase awareness of health and safety risks, we participated in a series of Service Manager Roadshows and delivered specific sessions on safe eating and drinking.

Roadshows were held in every region across England, Wales and Northern Ireland, with all service managers attending. Topics included choking prevention, falls, medication safety, delegated healthcare tasks, assault, diabetes, seizures and pressure sore prevention. We’ve developed an avoidable harm dashboard to help us monitor where we need to place further support.

As a result, we’ve seen an increase in reported incidents, not because more incidents are happening, but because staff are now better equipped to recognise and report concerns. This has allowed us to deliver targeted support to more services and reduce risks more effectively, ultimately keeping more people safe. These initiatives show how we’re responding to challenges and proactively creating safer and higher-quality services for people with a learning disability. By monitoring, learning, and acting, we’re making a meaningful difference where it matters most.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Helping more people into work

In England, we provide a range of employment support services. Our programmes are designed to develop employability skills and job readiness, empowering people to secure meaningful, paid employment.

Mencap Training Academy

Already in the 2024/25 academic year we have 198 learners across our programmes (155 on supported internships and 43 on pre-internships).

Nine learners have completed the programme and secured a paid job. We look forward to many more success stories.

https://trainingacademy.mencap.org.uk/

: Over the 2023/24 academic year[*]

117 people completed our supported internships – 68% progressed either into paid work or further education.

PROVIDING PRACTICAL TRAINING

Through our supported internship and pre-internship programmes, Mencap Training Academy supports learners aged 16-24 who have an Educational Health and Care Plan (EHCP). We provide classroom sessions focused on essential workplace skills and behaviours, plus English and Maths, led by experienced tutors. Supported internship learners also benefit from extensive practical training, completing at least 420 hours of work experience throughout the year, guided by a skills coach.

We were delighted that our Ofsted inspection in October 2024 rated us ‘Good’ overall, reflecting how far we’ve come in a short space of time. This wouldn’t have been possible without the incredible dedication of our staff and the determination of our amazing learners. While we’re celebrating this success we know there’s always room to grow. Ofsted’s feedback has given us clear goals, including providing even more support for our tutors and improving success rates in English and Maths.

Some of our programmes had especially high paid outcome rates like:

Staffordshire 78%

North West London 83%

Northamptonshire 96%

56 people completed our pre-internship study programme with 91% remaining in education, mostly progressing onto our supported internship.

*reporting period to October 2024.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

From anxiety to achievement: Emily’s story

Emily completed our pre-internship study programme in central London in 2022/23 before progressing to our supported internship the following year. Then she started a work experience placement with Italian restaurant chain, Bella Italia.

During her time on our programmes, Emily significantly developed her skills and confidence. At first she was very shy. But by the end she was confident enough to sing a solo at her end of year celebration event and to work independently at the restaurant, taking and fulfilling customers’ orders. At the end of the programme she was offered a job at the restaurant – where she remains a key member of their team today.

Before I started I was very nervous, quiet and anxious.

But my Mencap Skills Coach supported me, like explaining new skills when I was feeling anxious and overwhelmed.

Watch Emily’s story

EMILY

https://www.youtube.com/watch?v=_J5_FC5NqH0

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Support to thrive: Regan’s story

Regan was one of our 2024/25 learners who secured a paid job. He worked for B&Q in their busy transport office at their Branston warehouse as part of his supported internship.

He benefited from excellent support from Andy, his manager at B&Q, and his team. They ensured Regan felt comfortable and part of the team and they found a suitable role for him. They created a script for him to practise and refer to on calls with customers – which he was initially nervous about. With extra support from our wellbeing officer, Regan’s confidence speaking to people quickly grew and he became more confident and engaged in class as well. He also became an independent traveller, making his way to our classes and work on time on the bus.

B&Q were so impressed with Regan’s hard work and professionalism that they offered him a full-time position, working 37.5 hours a week. We were delighted to recognise B&Q with our Employer of the Month award for January 2025 which Regan presented to Andy and the B&Q team at the warehouse (pictured).

I’m very thankful for the support from Mencap and helping me to get a job.

I’ve settled in my new role and Andy and the team are very supportive and friendly. I’m now earning money and enjoying being able to buy my favourite designer wear and being able to treat my close family. I want to keep in touch with my friends at Mencap and plan to visit them when I take holiday leave from B&Q.

REGAN

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Inaugural Employer Partner of the Year Awards

In November 2024 we held our first ever Employer Partner of the Year Awards. Our new awards recognise and celebrate the hard work and support of employers who offer work experience and paid jobs to learners on our programmes. Kindly hosted by our partner, Greene King, at their historic pub, The George Inn in Southwark, the event was a huge success.

As one award-goer put it: “you provided a welcoming, happy, and inclusive space for everyone. Being recognised is an overwhelming, joyous moment.”

We aim to hold more events like this in the future to celebrate inclusive employers and raise even more awareness of the benefits of inclusion.

Employ Me

We also supported 775 people this year through other programmes including Employ Me which helps people develop the skills they need for the workplace and for looking for work.

Amazon Employ Me Traineeship Programme

The programme aimed to support adults aged 18+ who were eager to enter work but faced barriers to employment. A total of 20 people completed their placements.

In 2024 we worked with Amazon to launch a supported employment programme for adults with a learning disability, learning difficulty or autism.

Delivered through our Employ Me programme, the traineeship ran across three sites in Bedfordshire and Northamptonshire.

Before and after the placement, participants completed surveys measuring their skills and confidence. Results showed improvement in areas such as teamwork, understanding workplace expectations and using public transport. Several participants reported increased confidence and said they enjoyed working with colleagues.

The model combined two weeks of classroom-based preparation followed by a 10-week paid placement as an Amazon Associate. Each participant received on-the-job coaching, funded by Access to Work.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Community

ACTIVE COMMUNITIES

Thanks to funding from Sport England, since January 2023, Mencap is proud to be a System Partner driving a national push to tackle inequality through movement.

We’re creating inclusive communities where people with a learning disability can lead active, healthy, and connected lives. Through partnerships with councils, leisure centres, and day services, we’re breaking down barriers and expanding opportunities for people to be active in ways that matter to them.

A key part of our approach is leadership by lived experience. We’ve supported the employment of 8 Community Connectors, who all have a learning disability. They’re not just involved - they’re leading. They have been involved in various activities, including planning and co-hosting community forums, speaking at local network groups, organizing community engagement events, meeting with stakeholders, and more. In Nottingham and Derby, a local volunteer with a learning disability has helped lead interviews, joined forums, and played a key role in shaping community-based activity.

We have co-delivered 18 inclusive sport workshops, co-led by a trainer with a learning disability. Reaching 263 people across 16 organisations.

Partners included Disability Rights UK, Queens Crescent CA, Active Norfolk, and Everyone Active Suffolk. We’re also in talks with Basketball England to embed the workshop into their coach development programme.

Thanks to £83,092 in seed funding, we’ve supported 20 organisations to provide inclusive activities, ranging from silent disco walking groups, seated exercise, creative dance and inclusive fitness sessions. Each one is tailored to local needs, designed with and for people with a learning disability.

This year we have launched our new website, where organisations can access resources, network, and attend training opportunities.

I am really liking this job as I have proved to myself that I can do things I never thought I could, such as helping people with our activities.

COMMUNITY CONNECTOR

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Connecting people through Bradford Buddies

Bradford Buddies is all about connection and inclusion. It matches people with a learning disability in Bradford with volunteers who enjoy the same things – whether that’s music, movies, or meals out. Through one-to-one pairings and regular group socials, the project helps people build friendships, grow confidence and feel part of their community.

This year, people with a learning disability have taken part in a range of activities. From volunteering at the Bradford football ground and Age UK, to joining clubs like the Bradford Disability Football Club and a community gardening group. Engagement spanned 22 locations, with some buddies also venturing beyond Bradford.

POSITIVE RESULTS

Results from our programme survey show:

NEW FRIENDSHIPS:

86% of participants made new friends.

COMMUNITY CONNECTION:

76% felt more connected to their community.

AWARENESS AND PARTICIPATION:

77% became more aware of local events and activities and 73% participated more in their community.

INDEPENDENT ACTIVITIES:

68% of respondents indicated they could do more things on their own because of the programme.

CONFIDENCE BOOST:

64% felt more confident as a result of their involvement in Bradford Buddies.

Liam matched with Annette

Liam has been matched with Annette since August 2023. Since then they’ve been to snooker nights, gigs and The Bradford Bulls rugby matches – including away games.

I have grown my confidence in trying new things, I am more comfortable going to places I have not been before LIAM

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Empowering families through community-led support in England

Parents understand better than anyone the realities of raising a child with Special Educational Needs and Disabilities (SEND). At Mencap, we believe that supporting families means working with them, not just for them.

Thanks to generous funding from The Zochonis Charitable Trust (to Tameside), The Marlene Gabriel Charitable Trust and Pears Foundation (to Newham), we’ve continued to develop and expand our family engagement programme for parents and carers of children aged 0-5.

This includes peer support groups, workshops around topics such as transitions, Disability Living Allowance and Education, Health and Care Plans (EHCP). There’s also a bespoke support group for Dads in Newham, which now has 56 members.

This year we’ve strengthened relationships with local organisations and community members and hosted and attended a variety of community events. These include coffee mornings, SEND stay-and-play sessions and an Early Years Conference in Newham.

To ensure our work continues to meet the evolving needs of families, we collect feedback after every session. This has been overwhelmingly positive, with both parents and professionals praising the emotional support, practical tools and fresh ideas gained through our sessions.

SUPPORT HIGHLIGHTS

families have 1,945 engaged with our family support programme so far.

527 new families engaged with the programme this year.

parents are 1,024 part of a WhatsApp peer support group.

523 parents have taken part in workshops or peer support groups.

As a parent with significant mental health issues and social anxiety, attending Mencap sessions with my children has made a huge difference to all our lives.

The family engagement project has been a massive help navigating the world with a child with additional needs and I don’t know what I would do without the project.

The meet ups are amazing as well to chat with other parents going through similar situations. I have been led to resources and learned things I may have not found out about through reaching out to them.

I never felt able to attend play groups with my children through fear of judgement but these offer a safe space for my children to be children and I am eternally grateful that we have access to this.

PARENT SUPPORTED IN TAMESIDE

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Taking early years action

SUPPORT HIGHLIGHTS

Our eight-week Early Positive Approaches to Support (E-PAtS) programme gives caregivers of children up to five a supportive space to share experiences and learn what matters to them: from sleep to communication skills and personal wellbeing. The programme is always co-facilitated by trained professionals and parents who’ve lived experience of raising a child with additional needs.

125 parents in Newham, have completed E-PAtS sessions.

25 parents have taken part in E-PAtS sessions, in Northern Ireland (Derry/Londonderry and Strabane, and Belfast).

I would highly recommend going to this group to anyone navigating life with a child with additional learning needs. I’m now lucky enough to call the other parents friends.”

11 families in Wales, have taken part in E-PAtS sessions.

PARENT SUPPORTED IN WALES

Early years support in Ynys Môn

Over the past year we’ve continued to expand our support for families across Wales, with a particular focus on early years engagement in Ynys Môn. Through toy libraries, soft play sessions and education drop-ins, we welcomed 47 new families. We offer them both fun and practical support as they navigate life with young children with Special Educational Needs and Disabilities.

I couldn’t believe how much we were missing out on.

FAMILY MEMBER

In partnership with Ynys Môn local authority and funding from NHS Executive in Wales, we ran the Here and Now project to give families the support they need, when they need it most. Co-designed with families, the project set up welcoming community hubs where people could drop in for advice, practical help and peer support – without needing a diagnosis to access support.

I’ve been more proactive with his schooling and challenging more often when things aren’t right for him in class.

As a result, families felt more supported, less isolated and more empowered to speak up for what they need. The project also helped reduce unnecessary referrals and encouraged a more joined-up, preventative approach to care and support.

FAMILY MEMBER

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Supporting children and families in Northern Ireland

In partnership with Belfast Health and Social Care Trust (BHSCT), we support two-to-three-yearolds with developmental delays through our Early Intervention Service at the Children’s Centre.

Children thrive in a nurturing environment with playbased and therapeutic learning tailored to their needs. Our February 2025 early years inspection received glowing feedback, praising strong leadership, engaged children and holistic care. This highlights the dedication and resilience of our team.

This year, we’ve partnered with One Equine to deliver Equine-Assisted Learning – a powerful therapeutic approach especially beneficial for children with a learning disability. The children and families have all engaged well with this programme and the children’s development and confidence is growing weekly.

Overall we supported 99 children during the year (academic year 23/24 and 24/25 combined).

DURING 2024-25:

100% of parents agree that attending the Children’s Centre was beneficial for their child
93% of parents agree that their child made positive progress at the Mencap Children’s Centre

We also provide a six-week early learners programme as part of our early intervention service to children on the Children Centre’s waiting list. Overall, 28 children benefited from this service this year.

DURING 2024-25:

100% of parents said that the Early Learners Programme has been beneficial for their child’s early learning and development
100% of parents said that their child had a fun and stimulating experience while attending the Early Learners Programme sessions.
100% of parents said that their child has made positive progress while attending the Early Learner’s programme.

The Northern Ireland Education Authority has contracted us to deliver a pre-school service for 28 children.

DURING 2024-25:

100% of parents agree that attending the preschool was beneficial for their child
100% of parents agree that their child made positive progress at the preschool
100% of parents are happy that their child feels safe and secure at the preschool

My child absolutely adores coming to Mencap. It’s given him exactly what he is in need of.” FAMILY MEMBER

My child always has a good time at Mencap. He might not be able to tell me but he is always so happy on the car ride home, laughing and smiling. I feel it really sets him up for a good day every week. He is eager to go and will run through the doors, which puts me at ease knowing he is comfortable and the staff are caring for his needs. He has learnt a lot of new skills since starting and no longer has a fear of climbing on soft play. All of the staff have been brilliant with him and I know he will miss it too. Thank you.” FAMILY MEMBER

WHAT FAMILIES TOLD US:

The biggest highlight from Mencap is that my son found his voice and now chats away to us. He didn’t speak a word when he first joined Mencap and through hard work by his key worker, speech and language [therapist] and occupational therapist he has come on leaps and bounds. I’m so grateful for this whole process.”

FAMILY MEMBER

Mencap has been absolutely amazing for my son. He has learned so many new things, found confidence and began to speak and take part in so many activities that would have terrified him before.

FAMILY MEMBER

I was so happy my child was able to go back as he loved it so much. All the staff were wonderful and so caring and the facilities amazing. It was such a weight off hearing that he was to attend Mencap, I couldn’t have been happier.”

Staff were very helpful I can clearly see that my and communicative. daughter has made progress If ever there was an and it is fantastic to see. In issue with my child it her last placement she didn’t was taken very seriously get the chance to build on her and I felt listened to and social skills but at Mencap she reassured.” has flourished and has friends!”

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

FAMILY SUPPORT IN MENCAP CHILDREN CENTRE

DURING 2024-25:

81%

81% of parents at MCC said their practical skills and confidence to support their child’s learning and development improved

81%

81% of parents at MCC stated that their wellbeing improved

WHAT FAMILIES TOLD US:

I have absolutely found a second family in Mencap. Before I was home all day [and] spent time with my child alone due to their needs. Now I have [a] full network of people I can turn to and call my close friends.”

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EARLY YEARS
TRAINING
PROGRAMME
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In 2024, we provided 2,590 courses to 552 people from 535 unique settings covering important topics like wellbeing, global development delay and supporting children with a learning disability.

Mencap made me feel like part of a big family. All key workers, workers, staff etc were amazing at making you feel welcome and like you fit in. Everyone was so considerate and helpful.”

I wanted my child to get a place in Mencap to help support his learning and development. I didn’t realise how much I needed this place for myself. My wellbeing has improved watching him grow and develop with staff that cared for him so well and celebrated his success as much as me. I didn’t realise I needed the peer support bubble that I have gained through meeting other parents who just get it – we’ll keep in touch with the friends we’ve formed at Mencap.”

Advocating for parents in Walsall

We offer dedicated advocacy support in Walsall for parents with a learning disability involved with child protection proceedings. Our aim is to help parents understand the legal system, build their parenting skills, and make informed decisions — all to give them the best possible chance of staying together with their children.

Our advocate works in partnership with children’s social services to ensure parents are supported throughout the process, their voices are heard, and they’re fully informed at every stage. Where staying together isn’t possible, we help parents maintain meaningful connections through letters, updates and visits.

Over the past year, we’ve supported 32 parents through our advocacy service – 16 were navigating court proceedings related to their children.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Investing in young people is key to safeguarding peace and prosperity at the heart of Northern Ireland’s future. That is why the UK is proud to provide £730 million to the PEACEPLUS programme. Through this funding, the PEACEPLUS partners are able to support the launch of the HEROES+ project.” CHRIS HEATON-HARRIS

Support for young people in Northern Ireland

In 2024/2025 we worked with

approximately 712 young people. This year the Youth Team in Northern Ireland delivered a range of programmes, activities and events to young people. These included: Two projects funded by PEACEPLUS through the Special EU Programmes Body:

HEROES+

HEROES+ is a cross-community, cross-border youth programme for young people aged 14–24 with a learning disability, additional needs, or those excluded from school.

It offers inclusive, transformative experiences to support personal growth, promote citizenship, and build peace. By bringing together young people of diverse backgrounds and abilities, the programme fosters inclusion and reduces stigma. It builds on the original HEROES project and runs across Northern Ireland and the border counties.

HEROES+: engaged with 226 young people engaged in the project across the partnership; 86 young people in Mencap.

Empower 2 Transform

Empower 2 Transform, led by Mencap Northern Ireland with youth partners, is a Good Relations programme. It empowers young people aged 14–24—especially those with a learning disability or at risk of exclusion—to build confidence, skills, and positive relationships across communities. The programme promotes citizenship, employability, and peacebuilding.

Cohort 1: 12 registered, 11 completed (Jan 2025)

• Cohort 2: 9 currently engaged

Being seen through art

In January 2025, young people from Longstone School launched an art exhibition at Dundonald Library. Titled ‘Unique Unframed’, the young people worked through different ideas before choosing a final medium to work in. From framed art to fashion, footballs to fighting words, the young people chose their own way to express who they are. They were excited to show off their final pieces to family, teachers and friends. As one said: “It felt good being heard and seen.”

Raising funds together

In August 2024, young people on the HEROES+ Project in Belfast hosted a car wash fund raiser event at the Mencap Centre. As part of the planning for the car wash the young people were responsible for designing posters and promoting the event. They assigned roles and agreed who would be responsible for different stations on the day. The car wash was held on 17 August with about 25 cars coming to be washed. The team raised £200 for Guide Dogs NI.

Going on new adventures

In September 2024, young people on the HEROES+ programme in Belfast went to East Coast Adventure in Rostrevor for a residential weekend. This is the first time since Covid-19 that we’ve been able to provide the opportunity to go away for an outdoor activity weekend. It was also the first time most of the young people had been away from home overnight without their parents. During the residential the young people got involved in team activities and water sports including paddle boarding. They took the opportunity to push themselves to try new things and build greater relationships with their friends. The weekend was a great success.

Promoting HEROES+

In May we held the HEROES+ launch event at Corr’s Corner Hotel in Belfast. We were delighted to have the previous Secretary of State for NI, Chris HeatonHarris, attend and speak at the event . He spent time chatting with our young people and hearing all about their experiences. Our partners spoke about the importance of the project for their organisations and the lasting impact it will have for young people and their local communities.

I want to congratulate everyone involved in getting this programme launched and I wish the very best to all the young people involved in the HEROES+ programme and look forward to seeing them fulfil their potential.” CHRIS HEATON-HARRIS

Other activities included Club Nights and Activities for nearly 200 young people and a project with grant support from Google.org for 328 young people across 8 schools.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Making art in Tameside:

As part of the National Greater Manchester Hate Crime Campaign, the group got a £500 grant to collaborate with a local graffiti artist. Their powerful artwork was showcased on Tameside Council’s social media and in local press.

ME TIME

Me Time supports people with a learning disability to live healthy, happy lives and take an active role in their communities.

Working hard in Nottingham:

Me Time volunteers completed a 10-week placement in a Mencap store, gaining skills in customer service, stock management and Gift Aid. They got reward vouchers for exceeding their targets.

Running in Islington, Nottingham, Tameside, Suffolk, Sutton and Llanfyllin, the programme empowers people to shape their own futures. This could be through education, trying new hobbies, building friendships, or getting involved in local communities.

Going green in Islington:

Volunteers joined local parks teams to help prepare Spa Fields, a local park, for spring, contributing to a greener community.

Creating change in Sutton:

Participants attended local Speak Up Sutton advocacy meetings, using their voices to influence change.

This year, people taking part in Me Time have gone beyond leisure activities to make meaningful contributions in their communities.

Across all locations, Me Time is co-produced with the people we support, ensuring that activities reflect their interests and ambitions. In Tameside, this approach is central to Jubilee Gardens, a long-term project aimed at transforming a public garden into an inclusive, welcoming space for everyone. It’s a powerful example of how Me Time supports people with a learning disability to break down barriers and become active citizens.

187 people in England and Wales supported 4 9 local organisations engaged within England.

Working Together: Supporting and strengthening our network

Reaching more people

This year, our Community Engagement team launched the Your Network Fund to help Network Partners boost their activities and reach even more people. We were thrilled to award funding to 17 Network Partners – chosen from 77 applications, which represents around 32% of the network.

Our local groups, known as Network Partners, are independent charities doing amazing work in their communities to support people with a learning disability and their families.

The funding is being used in lots of inspiring ways, from supporting community events and leisure activities to investing in equipment and training. A new round of funding, made possible by generous donations from the public in response to TV star Alexander Dragonetti’s support for Mencap (read more on page x), will open in June 2025 to continue building on this momentum.

We’re proud to work closely with over 284 Network Partners across England, Northern Ireland, Wales and the Channel Islands, coming together to share knowledge, resources and ideas to create real local and national impact.

Strengthening our voice

In January 2025, nine Network Partners joined us at a parliamentary event where they had the chance to meet MPs, share their stories and talk about the work they’re doing locally. Events like this are such a great way to raise awareness and strengthen our collective voice.

We’ve teamed up with Bayes Business School to create a new fundraising workshop resource, designed specifically for our network. This toolkit will offer practical advice and guidance to support long-term planning and sustainability – something we know is a top priority for many of our partners.

We’re also looking at how we can make our digital support even better. This year, we reviewed the online space available to Network Partners and are exploring ways to improve access to useful tools, resources and connections.

Looking ahead, we’ll be launching a 12-month strategy review for the network. We want this to be a collaborative process, so we’ll be inviting Network Partners to take part through a mix of roadshows, online events, one-to-one calls and a network-wide survey. It’s important to us that the future of the network reflects the voices and experiences of those who are part of it every day.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Retail with purpose

Our stores are more than places to shop – they are inclusive community hubs where people with a learning disability can connect, access opportunities and gain employment.

We continue to collaborate with our community and employment services to provide work placements and job opportunities for people with a learning disability across our retail network.

This year we hosted six retail roadshows. Colleagues responded positively, highlighting the value of shared learning and team connection. We’ve also invested in digital skills, upskilling colleagues in content creation to enhance store visibility online.

We continue to outperform sector benchmarks, with recent highlights showcasing both innovation and impact. For World Down Syndrome Day, as part of our Rock Your Socks fundraising campaign, we partnered with singer Rag’n’Bone Man to launch branded socks. They sold out in eight hours – a success driven by strong collaboration and social media and community engagement.

RETAIL STATISTICS

31 stores

504 volunteers

178 volunteers with a learning disability

669,926 customers served

282,238 bags of stock donated

£4,152,806 income our stores raised this year

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Recruiting a faithful on Traitors

In January 2025, Alexander appeared on hit BBC1 series The Traitors. During the show he spoke fondly about his late brother, who had a learning disability, and of their time spent at a Mencap summer camp. Alexander mentioned that he wanted to donate some of his prize money to support Mencap if he won.

This was picked up by Traitors fans on social media, and we created content and paid ads, working with influencers and mainstream media to maximise coverage and publicity. It inspired an overwhelming wave of donations and support for Mencap which raised an incredible £96,556 from a total of 5,510 cash donors and 196 regular givers.

Some of these invaluable funds will be invested into providing respite activities just like the one Alexander’s brother enjoyed so much.

Following his appearance, we were delighted to announce Alexander as a new Mencap high-profile supporter with content across mainstream and social media. Watch this video of him thanking some of the people who donated.

Click here to watch

https://www.youtube.com/shorts/DygObLuU2Mk

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Providing advice and information in England

IN THE YEAR WE:

Helped with 5,879 enquiries from individuals, families and carers. Many were highly complex and required tailored support over a number of weeks or even months.

At a time when many helplines have closed, our helpline in England has continued to provide a vital and reliable source of support for people with a learning disability and their families.

This work resulted in individual 33,533 interactions, demonstrating just how in-depth, responsive and sustained our support is.

Despite being a small team, our specialist advisers and caseworkers delivered outstanding support this year, consistently going above and beyond to provide essential guidance, reassurance and advocacy during some of the most challenging moments in people’s lives.

Secured over £321,000 in financial gains for people.

Responded to 139 safeguarding concerns with care and sensitivity, ensuring that people were protected from harm and that risks were swiftly identified and reduced. Supported people across a wide range of issues – from benefits and housing rights to safeguarding, social care access and navigating health and education services.

Top five reasons for calling:

1. Social care

2. Money

3. Adult diagnosis

4. Mental capacity

5. Welfare benefits

Outreach and inclusion

The National Lottery

Community Fund: Reaching Communities

This year, in addition to offering telephone advice, our British Gas Energy Trust-funded outreach

programme expanded. This enabled us to provide practical, on-the-ground support that made a tangible difference, allowing us to connect with people directly in their communities, ensuring they received the support they needed in person.

In October 2024. we commenced a vital 3-year partnership with the National Lottery Reaching Communities Fund. With the cost-of-living crisis and cuts to support and services, we have been receiving many complex enquiries from people with a learning disability, who had reached crisis point and had nowhere else to turn.

During the year we:

Distributed 127 energy-saving packs – containing a total of 567 individual items including hot water bottles and blankets to individuals and families living in fuel poverty

Through this funding, we have been able to recruit two new Learning Disability Caseworkers, who will support over 1,000 people with a learning disability to access the advice and support they need, when they need it and tailored to their specific concerns or queries.

Provided-face-to face advice and support on energy efficiency, welfare entitlements and local resources, helping people to feel more informed and better equipped to manage during difficult times.

Since the project started, we have been providing specialist information and advice, in an accessible format and through a range of assets, (including easy read guidance, video content and in person support), to ensure people with a learning disability are able to address the complex challenges they face.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

What our support means to people

Our advice helps people make confident choices, access opportunities and build resilience. Feedback shows that the people we help feel more informed, empowered and supported. As a team we’ve also expanded our knowledge – enabling us to provide a more holistic approach to advice and support.

Over the years we’ve contacted quite a few organisations for advice in relation to our complex situation and found that Mencap was the most supportive and accessible. I felt listened to, and there was an appreciation of all the nuances of our case.”

“The adviser was amazing and gave me great advice [on] my son’s benefits but also advised me on other help I could receive. She helped me with an application for white goods so we now have a new fridge/freezer that doesn’t unfreeze our food.”

“I was surprised at how easy it was to access the support. We received a telephone call from an advisor within a few hours. She was super helpful, professional, incredibly supportive and knowledgeable, ready to answer all my questions and share the information we needed to draft our mandatory reconsideration letter. There was empathy and genuine concern for the situation we found ourselves in. We are truly grateful for the help we received from Mencap. Thank you so much.”

Housing rights made simple

In partnership with Shelter, we also developed a range of Easy Read housing guides, now available on our website. Topics such as rent, repairs and rights as a tenant were adapted into accessible formats, ensuring people with a learning disability can better understand and act on their housing situations. We’re developing more Easy Reads, further strengthening this vital resource.

More than help: A lifeline in a cold winter

In November 2024 we were called by a lady with a learning disability following one of our community outreach sessions at a Gypsy, Roma and Traveller campsite. She needed support with her energy debts and to understand and manage her bills. She was struggling to keep warm as her home is an outbuilding/shed on the site and is not well insulated.

There was not enough room in the outbuilding to accommodate a standard double bed, and the lady had been sleeping on her sofa. The sofa had worn out due to more than two decades of use and was very uncomfortable. Our community caseworker visited the lady in her home and reassured her that we could provide a confidential, non-judgemental service.

The lady connected with our helpline and spoke with an energy and money adviser. With some support from us, and her family, we were able to support her with fuel vouchers, budgeting advice, a washing machine and provided a sofa bed that fitted her home. The lady was very grateful that the washing machine was professionally installed, and we were able to provide her with new bedding too. She told us our support had made a massive difference to her physical and mental health.

Improving access to online information

Everyone should have the opportunity to access information online – so we’re working hard to make our website easy to use for everyone. This year we received over 440,000 views of our advice and information pages and over 137,000 views of our Easy Read pages.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Feedback from people we supported:

Wales learning disability helpline

In the past year, the Wales Learning Disability Helpline has been a crucial resource for people with a learning disability and their families, offering vital advice, support and guidance during challenging times. During the year, we helped with 1,095 enquiries.

Top five reasons for calling:

1. Emotional Support

2. Health

3. Support services

4. Local authority 5. Money and finance

Supporting people to keep their homes in Caerphilly

Our Housing Information and Advice service,

funded by the Supporting People programme, supports people with a learning disability at risk of homelessness. In partnership with Caerphilly Borough Council, we provided tailored support to help 266 people maintain stable tenancies.

We also helped 86 people secure £84,210.38 in benefits, strengthening financial independence and reducing the risk of homelessness.

Support in Carmarthenshire

Through the Mencap Cymru Compass Project, part of the Connecting Carmarthenshire initiative, we provided tailored advice and guidance to help people with a learning disability aged 18+ access the right local services and support.

Over the past year, our specialist team supported 211 people with a learning disability, helping them navigate services and make informed choices to improve their independence and quality of life.

I’m so grateful for you being there in all the ways you support me.”

“Without Mencap, I would not be here today. The adviser went out of her way to send a letter when she could not get through on the phone to me. No other agency has done this.”

“Having someone to come out to my house has really helped me.”

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Research

We want a world where people with a learning disability are valued, listened to and included.

Research can help us gain a deeper understanding of the challenges faced by people with a learning disability and how we can help people to live the lives they choose.

This year we’ve worked with a wide range of academics and other researchers to help champion the importance of research into learning disabilities and support more people with a learning disability to become involved in research. For example, we supported a research project led by University College London (UCL) aimed at improving the lives of children with complex health needs. We’ve also co-funded research exploring potential ways to make energy costs more affordable for people living with a disability.

Improving our work

Making transport better

Mencap is also committed to ensuring that we’re using research and evaluation to understand how effective our own work is and how we can make it even better. To do this we’ve commissioned independent researchers to evaluate a number of our projects. These include an evaluation of our Active Communities programme by The Centre for Sport, Physical Education & Activity Research (SPEAR) based at Canterbury Christ Church University, and the National Development Team for Inclusion (NDtI) evaluation of our Be Internet Citizens programme.

Our research shows public transport is a major source of anxiety for people with a learning disability. Our findings revealed that two of the top three concerns when going out are getting lost and using public transport.

With generous support from the Motability Foundation, our latest project set out to explore the barriers people with a learning disability face when accessing public transport in the UK and to develop practical recommendations for change.

We’ve also commissioned and carried out our own research. For example, we commissioned a piece of qualitative research looking at the extra costs of living for people with a learning disability. Plus, with the generous support of the Motability Foundation, we designed and delivered an important research study exploring people with a learning disabilities’ experiences of using public transport and what changes can be made to make it better.

Five Research Champions took part in training to build their research skills and co-produced the design and delivery of interviews, a national survey and a series of focus groups.

Sharing experiences

To inform the research and shape focus group discussions, 10 people with a learning disability across the UK captured their travel experiences by filming journeys using GoPro cameras. These videos provided powerful, real-life insights and were followed by interviews where participants shared their stories in more detail. The videos will be shared on Mencap’s website and social media channels to raise public awareness about the everyday challenges people with a learning disability face when using public transport.

Our Big Public Transport Survey, carried out in October 2024, received 1,137 responses. In addition, seven focus groups were held to gather both qualitative and quantitative data on how transport barriers affect wellbeing, social connection and access to work. Findings from this research will be shared in August 2025 at a celebration event recognising the contributions of all involved.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

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Campaigning for a fairer society

People with a learning disability face barriers in everyday society. We work hard to remove these and make society fairer.

The arrival of a new government in July brought significant policy shifts, especially in England, across the areas that matter most to our community – social care, health, Homes Not Hospitals, cost of living and benefits, and employment. From the start, we’ve worked tirelessly to ensure that the voices and rights of people with a learning disability are not only heard but acted on.

We work in the areas we talk about below because we know these are where the inequalities are greatest. All our work is rooted in what people with a learning disability tell us, and wherever possible, we simply provide the platform for them to speak to policy makers directly. We’ve a wide range of tools to use on each issue – from full scale campaigning and generating national media coverage all the way to quietly advocating for a small change which often can make all the difference.

Before the election, we published our own manifesto, based on the views of our 600-strong Policy Shapers who have lived experience, so that all political parties know what is needed.

https://www.mencap.org.uk/what-we-do/mencapmanifesto

Making progress

We welcomed some early progress, including commitments to Mental Health Act reform, extension of the Household Support Fund and adoption of our apprenticeship accessibility recommendations. Yet we remain vigilant. The government’s decision to reduce the number of people eligible for Personal Independence Payments caused huge anxiety among those with a learning disability. And the increase in National Insurance Contributions without additional funding has placed immense pressure on the social care sector.

We are concerned that the focus on tackling waiting times could threaten the progress that has been made to improve people’s health, and are alarmed about recent measures to reduce the welfare budget. Mencap has responded with urgency – campaigning

for funding, engaging directly with ministers and amplifying the voices of those affected through national media and parliamentary channels.

We launched a powerful new influencing campaign called ‘Do You See Me’ for Learning Disability Week 2024. It aims to make sure that people with a learning disability are seen and recognised for who they are: people with feelings, unique needs and a whole lot to give. Visit the webpage and watch our co-produced launch video to find out more.

We displayed Do You See Me adverts at Westminster train station to raise awareness of the fact that people with a learning disability die over 20 years earlier than the general population. Several MPs posted on social media about them.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

MEET RAHIMA

Rahima is a lively and creative 19-year-old with a passion for photography, fashion and music. She has a mild learning disability and Cerebral Palsy, which means she requires 24-hour care and uses eye-tracking technology to communicate.

Supported by her loving family, Rahima enjoys college classes in music, art and dance. She’s a big fan of Beyoncé, Rihanna, and One Direction – especially moved by Diamonds in the Sky, which she finds calming during painful times.

Rahima has faced challenges, including delays in education and feeling unheard in mainstream settings. But she’s determined to change perceptions. Through Mencap’s Young Ambassador scheme and the Here I Am campaign, Rahima is using her voice and platform to raise awareness and advocate for others. She dreams of owning her own fashion boutique one day.

I need more opportunities, I want fairness, choice and not to be limited.”

RAHIMA

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Our Big Issue takeover

We continue to challenge, and collaborate with, media outlets to improve the representation and inclusion of people with a learning disability across their work. During Learning Disability Week 2024, we partnered with The Big Issue magazine to create the first-ever issue coproduced by people with a learning disability.

People with a learning disability worked alongside the editorial team to write features, create designs and collaborate on how to make The Big Issue more accessible. All articles in the issue focused on the real-life experiences and achievements of people with a learning disability.

This innovative approach to authentic coproduction created a buzz in the wider media, with 244 pieces of coverage, including on ITV News, Channel 5 News, Daily Mail Online and The Standard. It also secured a CharityComms Inspiring Communicator Award for ‘Best In-House Campaign’ in 2024.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Ellie Goldstein

Championing inclusive research in learning disability

We’ve worked with a wide range of academics and other researchers to help champion the importance of research into learning disability and support more people with a learning disability to become involved in research. For example, we supported a research project led by University College London (UCL) aimed at improving the lives of children with complex health needs. We’ve also co-funded research exploring ways to make energy costs more affordable for people living with a disability.

Our Myth Busters

In 2024–25, Mencap’s Mythbusters squad continued to be a powerful force for change – challenging outdated perceptions and championing the voices of people with a learning disability.

This diverse group of ambassadors, including models, athletes, actors and activists, worked to break down barriers and show what’s possible when people are seen for their individuality, not their labels. Their stories reached millions through national media and social campaigns, helping to shift public attitudes and build a more inclusive society. They embodied Mencap’s mission to ensure people with a learning disability are visible, valued and heard.

Among the year’s standout moments was Ellie Goldstein’s feature in the Daily Express on the International Day of Persons with Disabilities, where she shared her journey from being told she’d never speak to becoming a Vogue model.

George Webster’s World Book Day appearance on BBC Breakfast and the accompanying book giveaway generated significant engagement and user-generated content. Also, Michael Beynon’s Guinness World Record achievement captivated audiences, with over one million views on social media. Meanwhile, Nigel Smith’s powerful testimony on ITV News about the life-saving importance of annual health checks brought critical attention to health inequalities. These moments not only inspired but also sparked vital conversations across the UK.

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ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Pushing for better health care

In September 2024 Lord Darzi published his independent investigation into the state of the NHS. We fed into this and the report a number of our concerns and led the work to develop a 10-year Plan for the NHS.

On the back of our concerns about lack of accessibility, we launched our “NHS – Do You Include Me?” campaign and mobilised over 1,000 responses to the NHS 10-year Plan consultation, ensuring people with a learning disability were not left behind. In October 2024, we gave evidence to the Covid Inquiry about the treatment of people with a learning disability during the pandemic. We provided evidence which showed that blanket Do Not Resuscitate orders were applied in hospitals and that some people with a learning disability had reported being told they would not be resuscitated if taken ill with Covid.

Coverage: I news, BBC Online, Talk Magazine BBC’s Covid Inquiry podcast. Big Issue

At the end of January 2025, we were invited to give oral evidence to the committee of MPs scrutinising Kim Leadbetter’s private members’ bill on introducing a right across England and Wales to assisted dying for terminally ill people who have mental capacity to make such a decision. The invitation followed representations by MPs on the committee who are strong advocates for disabled people. Our position reflected the wide range of views of our Voices Council and set out important tests for any legislation. These include rights to advocacy support, doctors being able to raise assisted dying with patients proactively, and the need for guidance and training under the Act to be co-produced. After the session, we engaged with MPs on the committee, working with them to advise on amendments on these and other areas.

“NHS – Do You Include Me?” Click here to watch our campaign video

Homes not Hospitals

This year started with discouraging data that 2,045 people with a learning disability and/or autism are still detained in mental health hospitals. The government had again failed to meet their promise of halving the number of inpatients by the end of March 2024.

We’ve built key media relationships to bring this complex and shocking issue to national attention. This achieved considerable coverage on national and regional TV as well as BBC Radio 4’s File on Four – definitely worth a listen. ‘File on 4 Investigates’

The piece features three people’s stories, including the deeply shocking treatment faced by Kassiba, a woman detained for nearly 50 years, starting as a child, but who is now living in her community.

We celebrated a campaign win when the Mental Health Bill was announced in the King’s Speech in July – one of the first reforms that the new Labour government put forward. We have been campaigning, alongside National Autistic Society, Challenging Behaviour Foundation and Voice Ability, for this for many years.

Ensuring access to health care

We’ve worked hard to amplify the voices of people with a learning disability and their concerns about access to healthcare throughout the year.

In January 2025, the government announced plans for vital NHS targets to be scrapped, including the goal for 75% of people with a learning disability to receive an annual health check.

We highlighted the potential deadly consequences of this in the media. Our Chief Executive, Jon Sparkes, met Health and Social Care Secretary Wes Streeting to discuss this in March. We’re planning measures to demonstrate the government’s commitment to tackling health inequalities in 2025/26.

Coverage: The Independent, The Telegraph, The Guardian, The Standard, The Guardian, Channel 4, Inews

https://www.bbc.co.uk/programmes/p0kpb0vx

The Bill will ensure that people with a learning disability and autistic people with no co-occurring mental health condition can only be detained for up to 28 days. This should prevent the number of people in units from rising once it comes into law.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Helping people into work

Official data shows that only one in four people with a learning disability are in work, yet 85% want to work. We’re working with governments in UK, Wales and Northern Ireland to try to fix that and have made some progress. People with a learning disability want to work – they want to be independent and contribute to society.

We’re pleased to say that apprenticeships in England are now accessible for those without an Education, Health & Care Plan by relaxing English and Maths qualification requirements to make them available to people with a learning disability.

There’s also better-supported local employment, which the Government included in their Connect to Work scheme in the government’s ‘Get Britain Working’ white paper with £110 million in funding.

We think that supporting people into work is the best way to save money on welfare. It’s better for people with a learning disability, for employers and for society.

Oliver McGowan Mandatory Training

Our Professional Education and Training team have had a highly successful first full year delivering programmes for clients across the health and social care sector to support the national rollout across England of the Tier 2 Oliver McGowan Mandatory Training on Learning Disability & Autism.

This training plays a crucial role in raising awareness among staff working in health and social care of learning disability and autism – and the changes to practice that can make a difference in supporting people and reducing healthcare inequalities. Appropriate training on learning disability and autism was mandated for health and care staff working in regulated services in the Health and Care Act, 2022.

Supporting teams

Our work with clients has ranged across direct delivery of the one-day tier 2 face to face training, through to four-day courses for Lead Trainers that only Mencap have permission from NHS England to deliver commercially, who can then support the development of training teams in their own organisations.

The team have delivered training to 1,832 external delegates across all the courses we deliver between 1 April 2024 and 31 March 2025. This amounts to 10,992 learning hours and campaign exposure to reduce the number of premature avoidable deaths of people with a learning disability.

For the next year, we have already secured substantial bookings, showing potential for further growth, impact on reducing health inequalities and generating unrestricted income for our mission.

In our training delivery, we work with 30 experts with lived experience of autism and learning disability, who co-deliver sessions. We’re proud of the support we’ve been able to provide for our experts, and of the opportunities they have been able to take up to deliver training.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Protecting benefits

The government proposed significant changes to how benefits will work, including Personal Independence Payment (PIP), Universal Credit and Access to Work.

These benefits are a lifeline for people with a learning disability. We helped the government to understand the importance of maintaining these benefits and the impact of their proposed changes.

Watch Voices Council member Bryony explaining the importance of these benefits. https://www.youtube.com/shorts/yUeeGEu1Wr8

We commissioned Cordis Bright to carry out qualitative research into the extra costs facing people with a learning disability and their experiences of PIP.

The Government also announced it would end all ‘legacy’ benefits and migrate everyone to Universal Credit. This has significant implications for people with a learning disability, because it changed the way they needed to access support and the benefits system. We championed creation of accessible information resources including Easy Read guides to help people understand the migration process and negotiated extra time for people who requested them.

Coverage: Big Issue, The Independent The Standard and BBC.

Alongside a broad coalition of anti-poverty charities, we pushed to extend an extension of the Household Support Fund which provides vital local crisis support to low-income and disabled households. It has now been extended until March 2026. We’ll continue to push for long-term funding for local support which is accessible and more strategically targeted at disabled people in crisis.

We’re very pleased that The Consumer Council for Water accepted our recommendation that government extend the main water bill discount scheme to people in receipt of disability benefits to reduce their bills.

Mencap’s Parliamentary and Government Officer, Ismail Kaji, who has a learning disability, has been a proactive advocate for change this year. He’s spoken to two major BBC Radio 4 programmes – Money Box and You & Yours – about accessibility in finance and the support needed from banks for people with a learning disability. Plus, he was interviewed on Channel 5 News and in the Daily Mirror (alongside Voices Council Member Bryony Moss) about upcoming welfare reforms.

Winning progress on social care

We’ve continued to use our voice nationally, alongside sector partners, to press the government for urgent reform. We’re calling for accelerated progress on the Fair Pay Agreement for social care, a fundamental review of adult social care funding, and meaningful investment in social care.

We hold one of the Chair positions on the Care and Support Alliance and worked hard with the other 60 charities to develop Show Us You Care – an interactive, multimedia campaign aimed at MPs. Every MP in England has received at least one letter and over 24,000 people have taken action.

These are long-overdue changes needed not only for Mencap, but for the wider social care sector and the 150,000 people with a learning disability who rely on properly funded care. We will continue to push for change – because the people we support deserve better.

As the government prepared to announce its plans for a Fair Pay Agreement for care workers, we handed in our Why We Care campaign petition – with over 7,000 signatures – to Angela Rayner. Our campaign called not only for better pay for social care workers but also for more funding for the social care system. Thank you to everyone who signed our petition and stood with us to celebrate our amazing support workers. The agreement can’t come fast enough – although the money to fund it will need to be provided too. It’s vital that care workers are paid properly for the skilful role they do.

In January, Jon Sparkes, our Chief Executive, spoke to the BBC about the pressures charities now face due to the increase in National Insurance Contributions and how valuable Mencap’s work is.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Community activism: Empowering employment for people with a learning disability

In 2023, we met twin brothers Paul and Andrew Aitken at a New Forest Mencap Listening and Activity event. Both are passionate activists leading the Learning Disability Voices Fight Back (LDVFB) campaign to improve work and volunteering experiences for people with learning disabilities in Totton, Southampton and the New Forest.

Paul and Andrew have faced both positive and negative experiences in employment. They value opportunities that allow them to showcase their skills and gain recognition – such as Paul’s time volunteering at the British Heart Foundation where he earned Volunteer of the Year and other accolades. However, they also highlight ongoing barriers like inaccessible job ads, poor employer support, communication challenges and lack of accessible resources.

Raising awareness

NAVIGATING NIC RISES

As a care provider, we found ourselves at the heart of the issue as squeezed local authority budgets meant that some Mencap services were running at a deficit – and we could no longer run them without huge costs. We took part in extensive media influencing work to highlight this issue, particularly in regions that were worst hit by funding deficits.

We continued to raise concerns after the sector was rocked by the announcement of increases to National Insurance Contributions. Most notably with a BBC News feature, outlining the real impact of the increases on the people we support.

We welcomed the announcement of Baroness Louise Casey to conduct an independent commission on social care.

Together, we have worked on a variety of campaign activities, including creating and distributing leaflets, producing videos sharing lived work experiences, and managing social media accounts on platforms like Facebook and TikTok. A key achievement is designing an Easy Read version of a ‘Work Passport’ – a tool to help people with learning disabilities communicate their needs at work more effectively, addressing shortcomings in government guides.

The brothers have raised awareness through BBC Radio Solent and attended the Mencap Parliamentary Event in January, meeting their MP, Rt Hon Julian Lewis, who has praised their campaign. Recently, Paul and Andrew have been invited to help the BHF improve volunteer training and manuals based on their insights.

Their dedication and energy have made them invaluable campaigners and our first community activists and influencers promoting better employment outcomes for people with a learning disability.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

OUR WORK IN NORTHERN IRELAND

General election campaign

We ran a month-long awareness campaign around the General Election to support people with a learning disability in understanding and exercising their voting rights. As part of this, we produced and shared the Do You See Me campaign video and other materials, which helped amplify the voices of people with a learning disability and offer guidance on how. Wto register and vote. To ensure our materials met the needs of young people, we ran a youth focus group on first-time voters. This campaign significantly boosted political engagement and visibility for people with a learning disability – too often excluded from the democratic process.

Influencing policy

Our policy team played an active role in influencing change across a wide range of areas. Notably, we lobbied on the SEN Preschool Contract, contributing to several positive changes reflected in the 2024–2025 update.

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Storytelling & digital media

This included a new episode of our Shared Goals podcast, featuring James Martin MBE focusing on disability and human rights. We also shared a series of lived experience stories across social media, tying into national campaigns and events. Updates from the Disabled People’s Parliament and our Westminster visit were included.

We continued to create and share high-impact digital content to raise awareness and celebrate the experiences of people with a learning disability.

Building strategic relationships

We made significant progress in maintaining and expanding our relationships with political representatives and government departments.

This included attending several party conferences and holding direct discussions with ministers, MPs and MLAs from all major parties. Our conversations focused on priority issues such as education, health, housing and employment. We also provided support to four external policy meetings. One example was a Q3 session on housing, where we welcomed guest presenter Shane Elliot. These strategic efforts helped ensure that the perspectives of people with a learning disability remained at the centre of political discourse.

Transitions and adult life

Addressing the critical transition from school to adult life, we focused on the post-19 gap that affects many young people with a learning disability. We took part in Department for the Economy (DfE) meetings coordinated by Arc NI and met directly with the DfE Transitions Team to share insights grounded in lived experience. Our team also attended a key post-19 policy event at Parliament

Buildings, where we advocated for a more joined-up and supportive approach to adulthood transitions. This work lays important groundwork for improved outcomes for young people with a learning disability and their families.

Amplifying voices

Empowering people with a learning disability to participate in political life remained a priority. Campaigns Assistant Eoin represented Mencap at the inaugural Disabled People’s Parliament at Stormont, contributing to plans for a special parliamentary sitting later in the year. We also organised and facilitated four themed focus groups. These included three Healthier Me sessions –targeted at youth, community members and partner organisations – focusing on food and nutrition. Another session explored voting rights and the election process with young people. These engagements enabled people with a learning disability to shape the direction of our campaigning and influencing work.

Westminster visit

In January, we coordinated a significant policy visit to Westminster in collaboration with Northern Ireland network partners, including Gateway Clubs from Carrickfergus, Ballymena and Fermanagh. During this visit we facilitated meaningful conversations with local MPs and shared the real challenges faced by people with a learning disability in Northern Ireland. The visit was a powerful opportunity to bridge the gap between community experience and national decision-making, ensuring the voices of people with a learning disability were heard at the highest level.

PSNI Collaboration

Our Disability Equality Officer and NI Director met with senior officials from the PSNI to discuss issues of community safety and dignity for people with a learning disability. These discussions led to a working dialogue aimed at developing a more

inclusive approach to policing. Plans are now in place to involve people with a learning disability directly in future meetings, ensuring their perspectives guide ongoing efforts to make communities safer and more inclusive across Northern Ireland.

Media coverage

Our work received strong media coverage across both national and regional platforms. Highlights included features on ITV News for World Down Syndrome Day and coverage from BBC News and Radio Ulster. We also contributed to the Special EU Programmes Body campaign with the launch of Heroes. This media attention helped us reach wider audiences and further amplify the voices and rights of people with a learning disability throughout Northern Ireland.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

OUR WORK IN WALES

Day services campaign

Access to day services for people with a learning disability in Wales has significantly declined since the Covid-19 pandemic. Through two Mencap Cymru surveys, families across Wales have shared the negative impact of these cuts – both on their loved ones and themselves.

In response, Mencap Cymru led a campaign calling for place-based day support and for the introduction of minimum consultation standards when local authorities consider changes. As part of this campaign, we delivered key workshops at two Welsh government conferences in March 2024, aimed at commissioners of respite and day services.

We will build on this momentum by focusing on the recommendations set to emerge from the Welsh government’s working group on day opportunities and respite services, expected later this year. Our goal is clear: to secure access to meaningful day opportunities for every person with a learning disability in Wales.

Cashless society campaign

In 2023, we submitted a petition to the Senedd’s Petitions Committee, which led to a formal enquiry, a published report and a debate in the Senedd in October 2024. We met with the Cabinet Secretary on 27 November 2024 and presented evidence to the UK Parliament Treasury Select Committee.

Our campaign has brought national attention to the barriers people with a learning disability face in a society increasingly going cashless. We’ll continue to urge Welsh Government to protect cash payment options for those unable to use debit or credit cards.

We’ll focus on raising awareness of digital exclusion and work across Mencap to explore inclusive solutions.

This campaign will continue to spotlight how the shift to a digital economy can unintentionally exclude people with a learning disability and seek collaborative action to ensure they’re not left behind.

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Reclaiming Stolen Lives

We’re supporting the Stolen Lives group – a network of parents whose children have been put in inappropriate hospital settings. Alongside the Learning Disability Consortium, we’re working to amplify their voices and influence systemic change.

Mencap Cymru sits on the Welsh Government’s Task and Finish group established to develop concrete recommendations to reduce the number of people with a learning disability in hospital settings. Currently 133 people are affected across Wales.

Media visibility & representation

HIGHLIGHTS INCLUDED:

Sara Pickard joined ITV’s stand at the Eisteddfod to promote the visibility of people with a learning disability in the media.
ITV Cymru Wales interviewed • Sara Pickard joined ITV’s participants at the Homes stand at the Eisteddfod Not Hospital protest at the to promote the visibility Senedd. of people with a learning disability in the media.
• Sara Pickard appeared live on Sharp End to discuss the • As part of a Senedd Petitions Committee’s report celebration of women in on the Cashless Society. media, Sara’s work and the ITV partnership were
• Mencap Cymru and Mencap recognised for advancing
Mon joined ITV Cymru Wales representation

This was the final year of our three-year media partnership with ITV Cymru Wales, during which we significantly increased the visibility of people with a learning disability in Welsh media.

Mencap Cymru and Mencap Mon joined ITV Cymru Wales at Pride Cymru.

Question the Minister

Better together

In June 2024, we organised a powerful event in Llanfyllin that gave people with a learning disability the chance to meet directly with the Minister for Mental Health and Wellbeing, Jayne Bryant MS. They raised critical issues around housing, transport, employment and day service access in rural Wales – bringing lived experience to the forefront of policy discussions.

We work with other charities on campaigns as we believe the charity sector is strongest when we work together and have one clear voice on an issue . We hold Chair positions on the Disability Benefits Consortium and Care and Support Alliance, are active members of the Disability Charities Consortium and host the Disabled Children’s Partnership. In Wales, we work closely with other charities in the Learning Disability Consortium and do the majority of our campaigning in partnership with other organisations.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

THRIVING ORGANISATION

Our values aren’t just words – they define who we are, how we work and the culture we continue to build.

We are passionate about making the world a better place

We are positive in our work and with each other

We are brave – challenging and trying new things

We are inclusive of everyone

We are kind to everyone

At Mencap, our 7,500 colleagues and 1,000 volunteers are the heart of our vision.

Whether supporting people with a learning disability in services and local communities or shaping national campaigning and strategy our colleagues and volunteers are united by a shared commitment.

To make the UK the best place for people with a learning disability, so they can live happy and healthy lives.

Living our values

Our values aren’t just words – they define who we are, how we work and the culture we continue to build.

Every interaction – between colleagues, with the people we support, and in the wider community – is guided by these values. They shape how we make decisions, how we lead, and how we hold each other accountable.

Recognising the need for clarity and consistency of our expectations, this year we introduced a refreshed Values and Behaviour Framework – co-designed with people with a learning disability. This framework brings our values to life in a more accessible, inclusive way and supports everyone at Mencap to align how we work with why we work.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Belonging, Equity, Diversity and Inclusion

Belonging:

All colleagues feel accepted for who they are and the needs they have. They feel safe and that they can truly be themselves. Equity: We understand specific characteristics of individuals and groups, providing targeted support for them to succeed.

Diversity:

We reflect differences in people and groups such as age, race, disability, religion, gender and sexual orientation.

Inclusion:

We value and include a diverse range of people by encouraging and enabling their participation in all that Mencap does.

We’ve launched a bold new vision for Belonging and culture at Mencap – co-created with our chairs and co-chairs of our Belonging network groups – because we know that culture is built by everyone, not just policies.

We’re building a workplace where:

Everyone is accountable for how they treat people and responsible for making Mencap an inclusive organisation.
Every day we embrace opportunities to grow, accept we make mistakes in this space, learn from them and take action.
Everywhere people will feel respected, valued and safe to be themselves.

Belonging and culture at Mencap means more than representation – it means action. Our colleague-led belonging network groups (including Race Inclusion, LGBTQIA+, Women’s, Disability & Health Conditions and Parents & Carers) are actively shaping policies, producing toolkits and advising leaders. These safe, supportive spaces also include allies who help build understanding across the organisation.

Our 2024/25

pay gap report

Overall gender pay gap: 1.9%

(based on the mean hourly pay difference).

Overall ethnicity pay gap: 5.8%

(based on the mean hourly pay difference). The gap is largest in the highest-paying roles, indicating that minoritised ethnic colleagues are underrepresented in senior positions.

Overall disability pay gap: 0.3%

(based on the mean hourly pay difference). This shows colleagues who have disclosed a disability earn 0.3% more than colleagues without a disability based on mean hourly pay, although our data suggests that disabled colleagues may be underrepresented in the highest-paying jobs.

Overall learning disability pay gap: 4%

(based on the mean hourly pay difference).

We’re committed to continuing to reduce these pay gaps through our commitment to fair pay structures and inclusive recruitment, with a particular focus on leadership levels and continued engagement with our networks. We’re also committed to improving career progression opportunities for our colleagues with a learning disability.

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Overall gender pay gap

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Overall ethnicity pay gap

0.3%

Overall disability pay gap

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Overall learning disability pay gap

Building an inclusive workforce

Inclusion isn’t optional – it’s foundational. This year, we reviewed how we recruit – trialing new application methods and more inclusive interview approaches to ensure that our workforce reflects the diversity of the communities we work with.

Our inclusive leadership expectations run through everything we do. And with over 3% of our colleagues, and 40% of our retail volunteers, having lived experience of a learning disability, as well as people with a learning disability sitting on our Senior Leadership Forum and Voices Council, inclusion is embedded into how we lead and make decisions.

We’ve also launched a focused action plan to tackle bullying and harassment, centered on building positive team cultures and creating safe, responsive reporting mechanisms.

Supporting wellbeing

We know that for our colleagues to thrive, wellbeing must come first. Our goal is to make Mencap a place where people feel supported, valued and empowered to do their best work.

Over the past year, we’ve launched a range of new policies – including neonatal leave, time off for special circumstances and support for those affected by domestic abuse. We’re committed to supporting people as individuals first – not just as employees

We’ve also continued to run regular wellbeing sessions that create space for open conversation, reflection and peer support. We’ve expanded our network of trained Mental Health First Aiders, ensuring colleagues have someone to turn to when they need it. We’ve also enhanced the support available through our free Employee Assistance Programme – offering more accessible, confidential help for personal or professional challenges.

Stronger leaders

We have successfully completed the initial rollout of our Leadership and Culture:

Develop Your People development pathway, with nearly all senior leaders and a growing number of middle and frontline leaders now engaged. This was launched in direct response to colleague feedback from recent surveys, which highlighted concerns about inconsistent leadership support and variable team cultures.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Smarter learning

We’ve introduced new tools and resources to help all colleagues take ownership of their performance and development. As part of this, we launched MyLearning – a user-friendly platform that makes it easier for colleagues and volunteers to manage their training, track progress and access learning that supports both their current role and future development.

Early feedback shows it’s already making a difference – with staff saying:

“It’s simple, no-fuss and direct. So much easier to navigate.”

“Assigning training to staff is quicker, and the system is more user-friendly – making learning part of everyday working life.”

Investing in leadership and data apprenticeships

We’ve added to our apprenticeship portfolio with partnerships with three key providers: Corndel, Multiverse and Cranfield University.

Corndel are working with 24 colleagues on our Leadership and Management levels 3, 5 & 7 and Multiverse are supporting 27 of our employees to develop their data literacy skills. There’s clear evidence of greater efficiency and time saving as people become more confident with handling data sets and new ways of interrogating their information.

The government will be withdrawing public funds for level 7 qualifications from January 2026. With this in mind, we’ve secured level 7 qualifications with Corndel and Cranfield University for eight colleagues, to support our leadership succession planning. We’re excited to see how these partnerships will develop in the future.

Listening to our colleagues

Championing fair pay and sector change

Volunteering

90% of people said Mencap is a good place to volunteer.

We listen actively to our colleagues – through surveys, forums and all-colleague Executive Team meetings. Their feedback is driving our improvements, and our latest survey results show encouraging trends across all areas – though we know there’s still work to do.

Social care remains under pressure from the costof-living crisis and funding limitations – but we’re committed to doing everything we can to support our workforce. We’ve prioritised pay uplifts for our lowest-paid colleagues and continue to campaign nationally for fairer funding and better pay across the sector.

Our volunteers are amazing. Through the year we’ve been developing partnerships with services to train and inspire more people with a learning disability to get involved in volunteering, gaining new skills and confidence along the way.

The last Colleague Survey in November 2024 showed positive upwards trends across almost all questions and roles, reaching an engagement level of 70%. This is a 2% increase from June 2024 and a 13% increase from November 2023.

We also launched Mencap Assemble – our dedicated volunteer management system designed to streamline processes, provide more accurate reporting and, most importantly, provide a better experience for our volunteers.

Trust in senior leaders was identified as a focus area for improvement, which we are working on. Support Worker engagement increased by 4.3% in the same period too.

We took the opportunity to ask for feedback on our future strategy – and many of the fantastic insights and ideas shared by our colleagues have been included in our strategy development work.

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Income generation and fundraising activities

We’re incredibly grateful for every single donation we received this year. The generosity of our supporters enables us to deliver our essential support to the 1.5 million people with a learning disability across the UK.

Our gross fundraising income in 2024/25 was £18,784,000. This is an increase of 66% from the year before. This growth was mainly a result of significant one-off donations. This year, people with a learning disability and the charity sector have faced unprecedented challenges, and so these funds are needed more now than ever before.

----- Start of picture text -----
FUNDRAISING INCOME
£18,784,000
-
Includes £1,301k TOTAL EXPENDITURE
grant income secured
by Fundraising team £12 347 000
, ,
within charitable
activities income
£4,178,000 Raising funds
Supporting people to build their own
£2,880,000
capabilities to find local solutions
£2,852,000 Campaigning for change
Supporting people with
£901,000 information and advice
Supporting our work in
£556,000 Northern Ireland
Researching & evaluating complex
£598,000
issues and opportunities
£382,000 Supporting our work in Wales
=
----- End of picture text -----

----- Start of picture text -----
£6,437,000
Net fundraising £131,000 £6,568,000
income for Net movement Fundraising
2024/25 + on restricted = 2024/25 surplus
fundraising to be spent in
reserves 2025/26
----- End of picture text -----

Our funders

British Gas Energy Trust

Since 2022, we’ve been developing Mencap’s Learning Disability Energy and Money Advice service in partnership with the British Gas Energy Trust.

People with a learning disability continue to be among the hardest hit by the cost-of-living crisis and higher energy bills. Thanks to the support of the British Gas Energy Trust, through Supporting Communities at Risk Programme (SCARP), Mencap was able to respond to the increasingly complex Money and Energy advice enquiries that people with a learning disability, and their families, are contacting us about. All too often they call us at crisis point.

Our Money and Energy Advice Caseworkers supported:

625 people

The British Gas Energy Trust is generously funding our work over a 2-year period (from April 2024 – March 2026). As energy costs continue to be unmanageable for so many people with a learning disability, we are able to continue to provide dedicated support for both people with a learning disability and those that care for and support them.

595 of these receiving in-depth, holistic support

issues, 1,822

We have also provided practical solutions such as hot water bottles along with accessible information and advice in a variety of formats, over the phone, online and in community settings.

hours of 4,593 casework support provided

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KPI Apr - Jun Jul - Sep Oct - Dec Jan - Mar Total
Supported 133 130 192 170 625
Complex 133 130 168 164 595
Issues 524 463 425 410 1822
Caseworker hours 692 885 1430 1586 4593
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ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Community & Events

Our funders

Cornwall Council’s Active Travel Social Prescribing Fund

Based in Cornwall, our 12-month project centres around co-producing an Active Travel Fund for people with a learning disability to receive financial support which enables them to overcome travel and transport barriers in accessing physical activity.

Over this period the team held a number of community forum meetings and individual conversations, as well as worked closely with established physical activity groups.

In January we recruited our Community Connector. A key team member, with a learning disability, who has been involved in the final shaping of the project. Through our consultations we have identified some of the barriers people faced locally and began co-producing a solution – an accessible walking challenge, that has been shaped by the experiences of the many people with a learning disability we have been hearing from.

Northern Ireland Appeal

In 2023 – 2024, Mencap ran a Northern Ireland Appeal to raise vital funds for our work locally. Our aims were to:

Refurbish the outdoor play facilities at the Mencap Children’s Centre in Belfast to make them more accessible for children with complex and mobility needs.
Raise money for a new multi-purpose, accessible community space, increasing our capacity to deliver parent and tots groups as part of our Early Years strategy. We could also use it as a training space and a general area for any of Mencap’s other service and community engagement teams.

The urgent refurbishment work was made possible by a number of generous supporters, including Ulster Garden Villages, Katie Fraser, Sean Coyle, Esmée Mitchell Foundation, B&Q Neighbourly, the Enkalon Foundation and Alan Campbell.

This project was also supported through the Department of Health’s Mental Health Support Fund, which is managed by the Community Foundation for NI.

These donations have made a huge difference to the children and their families, as well as the wider community who are now able to access this space. (can include photos here)

One Big Walk – Cooper

Cooper walked 46 miles in September and smashed his original target of £150, raising £260 by taking on One Big Walk.

Cooper has autism and is non-verbal. Alongside his mum he wanted to take on the walk to shine a light on the huge contribution people with a learning disability make to society. Cooper spread joy to those he met on his walks and sparked many conversations with members of the public. While Cooper is non-verbal, he stopped people in their tracks with his enthusiasm and happy nature, enabling Kate to talk about the great work Mencap does for those in the learning disability community.

Cooper walked 46 miles in September and smashed his original target of £150, raising £260

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Community & Events continued

Local Coporate – Chopstix

Chopstix has been supporting Mencap throughout 2024 and 2025 – volunteering at Lakeside Shopping Centre and helping to wrap Christmas presents.

The Junior Board also organised their own fundraising quiz raising over £1,000.

As well as this, the Chopstix Executive Team launched the Chopstix Foundation and donated £5,000, and took part in Rock your Socks by designing and selling their own socks to staff and customers.

London Marathon – Lucy Ball

Lucy is a part-time reprographics technician at a local secondary school and carer to nine-year-old Logan. Logan was born in November 2014 with an undiagnosed condition called Trachea Oesophageal Fistula and Oesophageal Atresia (TOF/OA) which means he was born unable to swallow. After his third birthday he was diagnosed with autism.

Mencap provide Logan with a weekly youth club session every Saturday for three hours where he is safe, supervised and gets to spend time with other children just like him, without judgement. Lucy took up running in 2023, realised she enjoyed it, and decided to apply to join Team Mencap at the 2025 TCS London Marathon. So far Lucy has raised £2,960.

I have never run for any charity before. But I felt compelled to give back to Mencap. They’ve really brought us a little bit of a lifeline that we wouldn’t have had otherwise. LUCY

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C ommunity & Events continued

Michael Beynon – Cardiff Half Record breaker

Michael has been a Mencap Myth Buster since 2021. It’s a voluntary role where Michael lends his time and significant public profile to Mencap, to increase visibility and representation for the learning disability community, while helping to challenge misconceptions about living life with a learning disability and Down Syndrome.

He became the first person with intellectual impairment from Wales to complete the London Marathon in 2021 and has since completed it multiple times, both virtually and in person, raising over £11,000 for Mencap across his various walking and running challenge events.

Google / Guardians of the Internet

After completing the programme:

YOUNG PEOPLE:

With thanks to a £500,000 grant support from Google. org to develop Guardians of the Internet – a digital citizenship programme designed to help young people with a learning disability stay safe online.

86% felt more confident online.
77% could identify online risks such as fake news and scams.

The funding enabled Mencap to co-design and deliver the programme across schools in England and Northern Ireland between Which ran from 2024-early 2025.

80% reported stronger critical thinking skills.

TEACHERS:

Nearly 90% felt better equipped to support digital safety in the classroom.

The internet can be a powerful way for people with a learning disability to connect, learn and build relationships, but it also comes with real risks. Many face online harms such as scams, harassment and threats of violence. Despite this, they are often left out of mainstream online safety education. The Guardians of the Internet programme set out to change this. It was shaped by the voices and experiences of young people with a learning disability, and delivered using accessible formats, inclusive teaching methods and practical, real-world scenarios.

Many reported that students were using what they’d learned in other subjects and everyday conversations.

One student, 14-year-old Jamie, said he used to accept friend requests from strangers without thinking. After attending a session, he changed his behaviour. He told his teacher, “I used to add people I didn’t know, but now I check their profile first and don’t add them if they look suspicious.”

The programme reached 895 young people across 39 schools, exceeding the original target of 500. Over 1,000 additional beneficiaries, including teachers and school staff, were also engaged. Sessions covered key topics including scams, misinformation, cyberbullying, grooming and data sharing. Teaching resources were developed to support different learning needs and styles, including visual prompts and minimal written content. Actors with a learning disability featured in training videos, bringing the content to life.

Engaging parents was more challenging. No parents responded to the post-programme survey, and teachers noted that families often struggled to engage with online safety content. Future phases of the programme will look at ways to involve families more effectively – for example, through in-person workshops, co-designed resources or short, accessible videos. Mencap also identified a need to adapt materials further for different levels of learning disability, and to offer a wider range of tools including Easy Read and Makaton options.

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Community & Events continued

Advent International – Employment Programmes

Supporting students

Throughout 2024, Head Start has supported 54 students across two Waltham Forest schools, exceeding our original target.

Since 2020, Advent International has been one of Mencap’s longest-standing and most generous corporate partners, contributing more than £530,000 to support people with a learning disability.

Nineteen took part in structured work experience placements, while younger students joined site visits and employability sessions to prepare for the world of work. All students completed vocational profiles and individual plans.

An initial £400,000 donation helped respond to the Covid-19 crisis – with £120,000 funding PPE for frontline staff and £280,000 invested in employment support for young people disproportionately affected by the closure of services and placements.

One learner, 16-year-old JB, had poor attendance and confidence before joining the programme. After a placement at The Co-op, he began arriving on time, worked independently and spoke confidently to staff. The opportunity gave him a sense of direction and allowed him to show his ability outside the classroom.

This investment laid the groundwork for Head Start and Right Start, our school-based employment programmes that help young people with a learning disability build skills, confidence and readiness for work.

Advent’s long-term support has helped us respond to urgent needs and build sustainable employment support that works. Together, we’ve supported over 100 young people into meaningful experiences that improve their future prospects.

The model piloted with Advent’s support has now been scaled using over £650,000 in matched funding from local authorities and other donors, with programmes now running in Waltham Forest, Camden, Bedford, Kingston and Sutton.

Improving how we work

Throughout 2024/25, our fundraising directorate and campaigning teams have been completing a Customer Relationship Management (CRM) migration project that will enable us to maximise our efficiency and effectiveness.

With this new and improved system, we’ll be able to enhance our data integrity and improve our supporter journeys. Automating processes and improving workflows will boost the experience of our staff and supporters.

How we work

We comply with the latest fundraising guidelines from the Fundraising Regulator, Gambling Commission and the Charity Commission. This includes the Code of Fundraising Practice for the UK.

Where people or organisations raise funds on our behalf, we require that they also comply with these standards. For individuals, this is through our fundraising guidelines, and for professional fundraisers it is included as a contract term. We’re not aware of any instances where those acting on our behalf have failed to comply.

We occasionally use professional fundraisers as part of direct appeals, but not for unsolicited approaches or ‘cold calling’. Other commercial participators are only involved as partner organisations fundraising from among their own staff or encouraging their staff to fundraise on our behalf on a personal level. Where we do use professional fundraisers, calls are monitored directly to ensure our instructions and requirements are being followed, and regular feedback is provided.

We have a supporter care team which can be contacted by telephone or email with any concerns or suggestions around our fundraising activities. Our events and community fundraising team provide people fundraising on our behalf with clear guidance about what we expect from them. They also maintain regular contact to give support and monitor their activities and progress.

Our approach to fundraising includes:

Encouraging people to remember us in their will.
Securing donations from corporate partners, philanthropists and charitable trusts.
Direct marketing appeals, raffles and weekly lottery campaigns for people who want to support us.
Encouraging people to get involved in fundraising events and activities.

In the year ending 31 March 2025, we had 5 complaints through our supporter care team and other channels related to fundraising activity. Of the 5 complaints, 2 related to direct marketing activity, 2 related to administration and 1 was related to partnership activity. All complaints were recorded and addressed appropriately.

To protect vulnerable people and other members of the public, Mencap has a vulnerable customer policy in place, and our fundraising promise is displayed on our website.

Our fundraising team is required to complete enhanced General Data Protection Regulation training and all fundraising teams have policy and procedure handbooks which they’re required to abide by. We are careful to protect the private data of our supporters and give them clear options if they wish to stop being contacted by us. As part of our compliance with the Code of Fundraising Practice, we ensure our approach to fundraising is not unreasonably intrusive or persistent, and we do not aim to solicit donations by pressuring potential supporters. By doing this, we ensure that people have a choice about whether to donate to Mencap.

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Environmental Impact

In compliance with the Streamlined Energy and Carbon Reporting (SECR) framework, Royal Mencap Society has completed its annual energy and carbon emissions disclosure for the year ending 31 March 2025. The report, prepared by Sustainable Energy First, supports our commitment to transparency, sustainability and continual improvement in energy efficiency. Mencap qualifies as a Large Non-Quoted Company under SECR regulations, requiring disclosure of carbon emissions associated with UK-based operations, including electricity, gas, and transport-related activities.

Key Metrics

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Metric Value Comparison/Change Comment
Total Gross Emissions 2,749.2 tonnes CO [2] e 3% reduction vs 2023-24 -
(location-based)
Revenue Growth £228m to £244.51m Up 7% Improved emissions intensity
Carbon Intensity Ratio 11.2 tCO [2] e per £1 million revenue 10% decrease year-on-year Improved operational carbon efficiency
----- End of picture text -----

Greenhouse Gas Emissions Summary

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Scope Source 2024–25 (tCO [2] e) % Change from 2023–24
Scope 1 Gas, kerosene, company vehicles 1,403.3 -1%
Scope 2 Purchased electricity (location-based) 610.2 -9%
Scope 3 Fuel & energy-related activities, business travel 735.7 -3%
Total (Gross) All scopes (location-based) 2,749.2 -3%
----- End of picture text -----

Largest reductions occurred in:

Electricity emissions (Scope 2): -57.6 tCO[2] e
Business travel (Scope 3): -18.8 tCO[2] e

Energy Consumption Summary

----- Start of picture text -----
Energy Source 2024–25 (kWh) % Change
Natural Gas 7,196,174 -1%
Kerosene 61,702 0%
Electricity 2,947,218 -9%
Diesel (Vehicles) 296,544 -4%
Petrol (Vehicles) 4,753 -69%
Employee Vehicle Travel (miles) 2,538,038 -3%
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Environmental Improvement Initiatives

Royal Mencap Society implemented a series of carbon reduction and energy-saving measures:

LED lighting upgrades across services.
Boiler replacements with more energy-efficient models.
Installation of sub-metering and smart meters for enhanced consumption tracking.
Heating system upgrades in targeted locations.

These initiatives contributed to measurable reductions in both emissions and energy consumption, particularly in electricity usage and vehicle emissions.

Recommendations for Future Reporting

Develop a GHG Reporting Methodology: Standardise data collection and improve reporting quality.
Expand to Full GHG Inventory (Scope 1, 2 & 3): To support Net Zero planning, including supply chain (Scope 3) transparency.
Prepare for digitalised emissions reporting in line with anticipated government requirements.

Methodology and Assurance

Based on UK Government’s Environmental Reporting Guidelines (2019) and GHG Protocol Corporate Standard.
Emission factors from UK Government GHG Conversion Factors (2024).
Operational control boundary approach: Reporting includes only activities under direct control of Royal Mencap Society.
Scope includes both mandatory SECR data and voluntary Scope 3 emissions, including electricity transmission losses and employee travel.

Data Accuracy and Adjustments

Errors in the previous report (2023–24) related to duplicate data in vehicle mileage have been corrected.
Several sites had updated electricity/gas data following billing reconciliation.
Kerosene use at Hales Lodge was held constant across reporting years due to data limitations.

Conclusion

The Royal Mencap Society has made continued progress in reducing its environmental impact, achieving reductions in total emissions and intensity while increasing revenue. With strong internal initiatives and a commitment to data quality, the organisation is well-positioned to further advance sustainability performance in future years and prepare for Net Zero goals.

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Our structure, governance and management

We are Royal Mencap Society, a company limited by guarantee (registration number 550457) and a registered charity in England, Wales (222377) and Scotland (SC041079).

Our charitable purpose is to advance the health, education and wellbeing of people with a learning disability and their families. Our main governing document, the Articles of Association, was last amended on 16 May 2019.

Find out more about our trustees. Our trustees (also company directors) hold overall responsibility for Mencap, ensuring we meet our charitable objectives and comply with governance requirements. They are supported by input from our Voices Council, bringing lived experience into board discussions.

The board meets five times a year, including an annual strategy day. Trustees have approved a scheme of delegation which sets out decision making authorities. Conflicts of interest are reviewed regularly. Over the past year, trustees visited a range of our services, including in Nottingham where we held the annual strategy away day. This provided opportunities to engage directly with our work, staff and volunteer colleagues, and to spend time with people we work alongside.

Trustees serve up to two four-year terms. Trustee roles are unpaid, aside from expenses that are properly reported in our financial statements. Trustees are appointed through an open and competitive recruitment process, guided by skills audits which show the current skills and experience on the Board of Trustees, and confirming which priority criteria the Board seeks to recruit for. A Nominations Group is convened to oversee trustee appointments and benefits from strong representation from our Voices Council throughout the recruitment process.

Following competitive recruitment processes, trustees have confirmed the appointment of two new members on the Board in the past year. Trustees welcomed Alan Gosschalk in September 2024 and Nicola Gitsham to the Board in March 2025. Their appointments have strengthened the skills and experience of those serving on our Board of Trustees.

All new trustees complete an induction program covering Mencap’s strategy, values, operations and their responsibilities. This process is overseen by the Executive Director, Governance, and seeks to support trustees to make informed and confident decisions.

Our structure

Trustees 1. Dame Carolyn Fairbairn (Chair) 2. Lucy Edge (Vice-Chair and Senior Independent Trustee) 3. David Wolverson (Safeguarding lead Trustee) 4. Jackie Pollock (Belonging lead Trustee) 5. Catherine McDermott 6. Phil Hughes 7. Neil Hoskin 8. Kathryn Rees 9. Yogi Amin

10. Hayden Rustage (left the Board of Trustees June 2024)

11. Alan Gosschalk (joined the Board of Trustees September 2024) 12. Sohail Qadri (left the Board of Trustees October 2024) 13. Nicola Gitsham^* (joined the Board of Trustees March 2025)

1. Audit, Finance and Risk Committee

	1. Audit, Finance and Risk Committee
	Phil Hughes (Chair) Yogi Amin Catherine McDermott Alan Gosschalk
	2. Delivery and Strategic Impact Committee David Wolverson (Chair) Kathryn Rees Lucy Edge Sohail Qadri Nicola Gitsham
	3. People and Culture Committee Jackie Pollock (Chair) Neil Hoskin David Wolverson Hayden Rustage

Trustees meet regulatory ‘fit and proper persons’ test requirements, completing declarations both before appointment and on an annual basis. Royal Mencap Society has a fit and proper persons procedure in place, which applies to the Board of Trustees, Executive Team, and nominated or responsible individuals for our regulated services. This supports compliance with relevant laws and regulations, including when we provide regulated support services to people with a learning disability. The most senior leaders at Mencap are also expected to demonstrate the Nolan Principles of Public Life: which include selflessness, integrity, objectivity, accountability, openness, honesty and leadership.

Trustees recognise with warm thanks the committed service of outgoing trustees who left the Board in the past year. Trustees, and all of us at Royal Mencap Society, wish to acknowledge and sincerely thank Sohail Qadri and Hayden Rustage for their dedicated service to our organisation and their strong support for people with a learning disability.

How we make decisions

Our trustees oversee our charity’s strategic direction, guided by input from the Voices Council to ensure people with a learning disability remain at the heart of our work. Day-to-day operations are led by Chief Executive Jon Sparkes and the executive team. Find out more about our executive team here. Three boardapproved committees support governance through delegated responsibilities. Each committee has clear terms of reference and is regularly reviewed to ensure effectiveness. Chairs provide regular update reports at each Board meeting, with full minutes shared with all trustees to ensure strong accountability and transparency.

The Royal Mencap Society’s board committees are:

Audit, Finance and Risk Committee (AFRC)

Chaired by Phil Hughes, the AFRC oversees financial management, audit functions and risk assurance. It ensures effective governance, internal controls and long-term financial planning. The committee also reviews executive pay and provides assurance to the board on the accuracy of financial reporting.

Delivery and Strategic Impact Committee (DSIC)

Chaired by David Wolverson, DSIC monitors service quality, strategic impact and innovation across Mencap’s delivery, including our personal support services and Training Academy. It also oversees safeguarding through the Independent Safeguarding Scrutineer role, which was established, and has been held, by Frances Millar since April 2023.

People and Culture Committee (PCC)

Chaired by Jackie Pollock, the PCC was formed after the last governance review in 2021. PCC seeks to ensure we foster an inclusive and supportive culture across our 7,500 -strong workforce, supporting a people-first approach in decision-making.

In addition to these three Board Committees, a Nominations Group is convened when needed to lead on trustee recruitment, ensuring that Royal Mencap Society has a diverse and skilled Board. At the conclusion of the competitive recruitment processes, trustee appointments are made by the Board of Trustees.

We value the expert advice provided by our Wales and Northern Ireland Advisory Panels. This is grounded in local knowledge and lived experience. Groups such

as our Belonging Network Groups and our Inclusion Consultants also play an important role in informing decisions across our organisation.

Trustees are committed to regular reviews of effectiveness and to high standards of governance. The Board uses the Charity Governance Code to inform governance changes that recognise the importance of continuous improvement. In the year ahead, the Board of Trustees will define the timetable and scope of their next external Governance Review.

Our Voices Council	Our Voices Council
•	John Phillips MBE, Chair	•	Barbara Norris
•	Karen Gray, Vice Chair	•	Paul Savage
•	Jack Welch	•	Taylor Phillips
•	Sam Jefferies	•	Bryony Moss
•	Aisha Hazel-Edwards	•	Kylie Williams

We believe that the people most affected by decisions must be involved in shaping them. Collaboration and co-production are central to how we work.

The Voices Council is a group of people with a learning disability who provide insight, support, leadership and advice to Royal Mencap Society. The group work directly with our Board of Trustees and Executive Team. This is to ensure that the strategic direction and activities of Mencap are informed and influenced by people with a learning disability. The members’ own lived experience guides how we fulfil our charitable purpose and objectives. The Voices Council also have responsibility for ensuring that Mencap is truly inclusive. They have built different mechanisms embedded within the group’s structure to do this in partnership with colleagues with a learning disability.

The Voices Council has evolved from the Learning Disability Panel and was formally established in 2019 as the Voices Council. The Council’s membership is widespread, with people from across England, Wales and Northern Ireland. The group is made up of twelve members who advocate for themselves, their families, their friends and the people Mencap supports in our services and programmes.

The Voices Council is a powerful example of inclusive decision making, participation and advocacy, role modelling good practice in how to embed decision making into governance practices in our sector.

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Our structure, governance and management continued

Executive pay

All senior staff, including the Chief Executive and Executive Directors, undergo regular performance reviews. This includes feedback from the Board Chair, Chief Executive, peers and their teams. Regular performance and development feedback ensures strong alignment with our strategy and organisational values.

Our executive pay is guided by our commitment to transparency and fairness. It’s set using two key factors:

Independent job evaluation, reflecting the specific demands of each role.

Our Group structure

External market benchmarking, using data from charity sector pay surveys.

Royal Mencap Society is the parent company of the group. We also have several subsidiaries, including Mencap Trust Company and Mencap Limited and a dedicated trust fund to support our work through the Mencap Visiting Service.

We typically align executive pay with the sector median, allowing for some flexibility to attract and retain the right talent to meet the needs of our organisation and the people we support.

----- Start of picture text -----
Salary ER Pension Remuneration Remuneration
Role to 31/3/25 to 31/3/24
(£) (£) (£) (£) (£)
Chief Executive 174,071 20,951 8,163 203,185 209,029
Chief Financial Officer 137,957 16,831 6,898 161,686 156,924
Executive Director of Strategy and Influence (i) 109,541 12,852 5,327 127,720
Executive Director of PS England 132,362 16,077 6,763 155,202 159,168
Executive Director of Fundraising (ii) 28,880 3,281 1,438 33,599
Executive Director of People 104,782 12,722 4,255 121,759 160,961
Executive Director of Governance (iiiº) 41,376 4,681 2,152 48,209 116,650
Executive Director of ICP - Communities 121,727 14,703 6,086 142,516 138,316
Executive Director of Quality and Impact (iv) 107,473 12,794 5,358 125,625 61,194
Executive Director of Communications, Advocacy and Activism (v) 84,023 9,681 3,619 97,323 134,613
----- End of picture text -----

Mencap Trust Company Limited (MTC)

Mencap Trust Company Limited was set up as a subsidiary in 1976. The aim was to reduce parents’ worries about vulnerable family members by helping plan to provide for them in the future.

We have helped over 2,500 families and manage around 270 discretionary trusts for people with a learning disability and/or autistic people, with over 750 trust deeds awaiting activation.

MTC works in partnership with investment, tax and legal experts to provide a professional service, managing trusts for people with a learning disability. For more information about MTC’s work, see: https://www.mencaptrust.org.uk/

The directors of MTC include Yogi Amin, who serves as a trustee on the Royal Mencap Society Board of Trustees

Mencap Limited

Mencap Limited is a trading subsidiary of Royal Mencap Society. Most activities in Mencap Limited included income from two key areas: supporting our retail stores and income generating activities from completing external Disclosure and Barring Service checks for other organisations. The retail activity covered transactions where Royal Mencap Society bought in goods to be sold online and Mencap’s retail stores. It also included promotional events and charitable income we secured through sponsorship agreements with third-party commercial organisations.

In the past year, Mencap Limited was also used for the recovery of VAT of four contracts novated from Royal Mencap to Mencap Limited. Following HMRC’s subsequent advice on prospective future VAT novation, our trustees are consulting with legal and external auditors on our next steps. We expect this will lead to Mencap seeking to unwind these novations during the 2025/2026 financial year.

Mencap Promotions Limited

Mencap Promotions was a subsidiary company for our promotional and sponsored events. It has been dormant for several years.

Blue Sky Housing Limited

Blue Sky Housing was a subsidiary company for property development. It has been dormant for several years.

Mencap Visiting Service

The Mencap Visiting Service (MVS) is a trust fund established to provide a visiting scheme to named beneficiaries after the death of a donor. It is not a separate legal entity. MVS funds are held in a discretionary trust, and MVS activities are delivered by Royal Mencap Society.

The visiting service continues to offer a lifelong befriending service to beneficiaries already registered. We match the skills and interests of passionate visitors with the specific hobbies and interests of the people we visit. Visitors spend time with beneficiaries six times a year. In many cases, the visitor is the only person in someone’s life who isn’t paid to be there for them.

In 2024/25, MVS made a real difference:

1,328 individual visits were made to MVS beneficiaries
- 216 people were visited
130 visitors are taking part – supported by our team
59 sponsors confirmed they wanted the service to remain in place for their son/daughter for the future.
i) This was a new executive post from June 2024.
ii) This was a new executive post from January 2025.
iii) The previous Executive Director left in April 2024, with the new Executive Director in post from November 2024.
iv) The Executive Director was in post from October 2023. The 2024/25 cost represents a full year in the role.

The directors of Mencap Limited include the Chair of the AFRC, Phil Hughes, Royal Mencap Society’s Chief Finance Officer Richard Blakey and Executive Director, Governance and Company Secretary, Mary Mawhinney.

v) This role ceased to be an executive post in December 2024. The duties were moved into the Executive Director
of Strategy and Influence and the Executive Director of Fundraising posts.

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Section 172(1) Statement

Section 172 of the Companies Act 2006 requires our trustees to act in good faith, promoting the success of Mencap in fulfilling its charitable purposes. Trustees must consider various factors, including the longterm impact of decisions, the interests of employees and volunteers, relationships with stakeholders, and the need for high standards of conduct.

Our Board of Trustees oversees Mencap’s long-term strategy, with our current plan, The Big Plan (20212026), focused on putting people with a learning disability at the heart of everything we do. Since October 2024, trustees have been working closely with the Executive to develop our 2026-2030 Strategy. Trustees regularly review priorities, balancing immediate challenges like the cost-of-living crisis and the changes to National Insurance costs, with the need for medium and long-term sustainability.

With 7,500 staff, our People and Culture Committee plays a key role in fostering an inclusive and supportive environment, ensuring fair pay and advancing our Belonging agenda. We remain committed to improving equity, reward and the overall experience for our colleagues and those we work alongside.

Our community-focused approach is supported by a network of 284 local partners, fostering inclusion and resilience in the face of economic pressures. Our efforts also create employment opportunities for people with learning disabilities, reinforcing our commitment to community-led responses.

Mencap’s five core values – brave, inclusive, kind, passionate and positive, guide our operations. Trustees oversee transparent governance and receive independent safeguarding and audit reports to ensure we maintain the highest standards.

Finally, trustees ensure that all decisions consider the impact on our diverse stakeholders, including the people we support, their families, our staff, volunteers, donors and partners. At the core of our decisionmaking is a commitment to fairness, ensuring that people with learning disabilities are always at the heart of our work.

We work closely with local authorities, NHS Trusts, suppliers and other partners to deliver person-centred services. Through co-production and collaborative commissioning, we ensure the value, safety and quality of our services while advocating for better social care policy through our work with government and regulators.

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ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Financial review

The last two financial years have seen a significant improvement in Mencap’s financial performance with a positive and improving net income performance. This has been driven by increases in fundraised income during 2024/25 and the work undertaken over the last 18 months to improve the financial viability of the care and support contracts that we have with local authorities and health trusts. This has also led to a positive net movement in funds in 2024/25 after two years of negative movements.

Summary

The table below summarises the recent financial performance of Mencap. Income has consistently grown throughout the five-year period except for 2022/23 where total income fell primarily as a result of the subsidiary, Golden Lane Housing, demerging from the group on 1 April 2022. For 2021/22, Golden Lane Housing equated to £25.2 million of the total income figure.

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2020/21 2021/22 2022/23 2023/24 2024/25
£m £m £m £m £m
Total Income 238.2 239.0 216.1 228.0 244.4
Total Expenditure 212.8 225.3 233.9 226.0 235.4
Total net income 14.6 5.9 (6.4) 3.1 9.2
Net movement in funds excluding transfers to Golden Lane Housing 11.2 4.5 (8.1) (3.8) 11.8
----- End of picture text -----*

Total net income defined as income after expenditure and the net gains on investments

----- Start of picture text -----
Total income grew from £228m in 2023/24 to
£244.4m in 2024/25. The chart below summarises
the main reasons for this.
Changes in income over 2024/25 (£m)
Gain on
disposal of £-2.4m
fixed assets
Charitable
activities £11.5m
Donations
and legacies £6.8m
-4 -2 0 2 4 6 8 10 12
----- End of picture text -----

What made up our income in 2024/25?

----- Start of picture text -----
[Personal support ][84%] [Retail trading ][2%]
[Donations & Legacies ][7%] [Other income ][1%]
[Other services ][6%]
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Charitable activities

Ninety per cent of our total income comes from charitable activities. This relates to receipts for the provision of direct service delivery and includes income from central and local government learning disability contracts.

The increase of £11.5m in income from charitable activities is driven by a £7.1m increase in Personal Support income across England, Wales and Northern Ireland and a £4.3m increase in our delivery in employment, training and youth services. The Personal Support net increase is driven by price uplifts on existing contracts of £13.6m with a £5.7m reduction through a decision to no longer provide some financially unviable contracts.

Donations and legacies

Donations and legacies income increased overall by £10.7m to £17.5m in 2024/25. Most of our fundraised income is through legacies and there have been improvements in the probate service that had affected the charity sector last year.

One of the principal drivers of our improvement during 2024/25 was our partnership with Omaze which raised £3.9m.

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2020/21 2021/22 2022/23 2023/24 2024/25
£m £m £m £m £m
Donations 2.8 3.1 2.8 2.8 3.2
Legacies 7.9 8.3 5.5 6.6 7.4
Trusts 1.8 1.1 0.6 0.4 2.3
Community 0.4 1.1 0.4 0.2 0.1
Organisations
3.6 0.2 0.9 0.6 4.3
raising funds
Gifts in kind 2.0 0.2 0.1 0.0 0.2
Total 18.5 14.0 10.3 10.6 17.5
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Other trading activities

Other trading activities relates to the income generated from Mencap’s retail stores as well as doing DBS checks for external organisations and our trust management services. During the year, we opened another three stores meaning we now have 31 stores operating across England and Wales.

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Change
Other trading income 2023/24 2024/25 from 23/24
£m £m £m
Retail 3.8 3.7 (0.1)
DBS checks 0.3 0.3 0.0
Trust Management
0.7 0.7 0.0
Services
Total 4.8 4.7 (0.1)
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Gains on disposal of assets

We have an active asset management strategy and look to dispose of properties that are no longer suitable for the provision of services. During 2024/25, we disposed of two properties and made a gain on disposal of these assets of £0.6m. This compares to the gains on sale in 2023/24 which were primarily driven by the sale of our former London office in Golden Lane.

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Changes in expenditure over 2024/25 (£000)

Financial review continued

Total Expenditure

2024/25 Expenditure

The table below summarises the cost base for Mencap over the last five years. Expenditure, most notably staff costs, have grown throughout the five-year period predominantly due to rises in the National Living Wage.

Total expenditure grew by £9.3m to £235.4m in 2024/25. The chart opposite looks at the changes in expenditure. Please note that Governance and Support Costs are reallocated to Raising Funds and Charitable Activities.

Our increased spend on charitable activities was driven by increased payroll costs of £5.3m, predominantly driven by National Living Wage increases. Non-staff costs reduced by £0.6m as this reflected changes in provisions held on some of our properties.

Expenditure on raising funds increased by £0.9m to £4.2m in 2024/25. This was predominantly due to filing vacant posts from 2023/24 and an increased investment in fundraising activities.

----- Start of picture text -----
[Direct staff costs ][80%] [Finance & IT costs ][4%]
[Support staff costs ][6%] [Other direct costs ][4%]
[Property costs ][5%] [HR, management ]
& other support 1%
----- End of picture text -----

Expenditure on governance and support costs increased by £3.0m in 2024/25 due mainly to the increase in strategic investment in property maintenance, fundraising and quality systems.

96% of this total net expenditure was unrestricted.

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Areas of expenditure 2020/21 [1 ] 2021/22 2022/23 2023/24 2024/25
£m £m £m £m £m
Charitable activities 218.4 203.0 214.3 219.0 226.5
Raising funds 3.2 3.5 3.6 3.4 4.3
Trading Costs of Subsidiaries 3.7 3.5 3.8 3.6 4.6
Total 225.3 210.0 221.7 226.0 235.4
----- End of picture text -----

1 2020/21 includes costs relating to Golden Lane Housing that demerged from the group on 1 April 2022.

----- Start of picture text -----
[Staff Costs ] [Non Staff Costs]
----- End of picture text -----

----- Start of picture text -----
£0.5m
Raising Funds
£1.1m
£5.3m
Charitable
Activities
£-0.6m
Governance & £0.8m
Support Costs
£2.2m
-1 0 1 2 3 4 5 6
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Charity Reserves The table below provides a fve-year summary of our reserves position. Each year in the table relates to the Mencap charity only and excludes subsidiaries. Overall charity funds increased by £11.8m to £48.4m in 2024/25. In restricted income funds, restricted income in 2024/25 totalled £11.5m, with our work with Omaze contributing £3.5m. There was also an approved transfer of £2.2m of surplus funds from MVS to unrestricted funds in the year. Unrestricted funds grew by £9.0m to £38.3m in 2024/25, through the performance in charitable activities and donations and legacies. Designated funds 2020/21 2021/22 2022/232023/24 2024/25 £m £m £m £m £m Restricted Income 14.1 14.0 12.6 11.3 12.2 Unrestricted Funds 27.1 30.8 25.0 29.2 38.3 Designated Funds 9.0 6.4 5.1 3.8 1.6 Pension Fund (2.6) (2.3) (4.4) (7.7) (3.7) Total Charity Funds 47.6 48.9 38.3 36.6 48.4		refect the multi-year drawdown of the £9m strategic investment funds designated in 2020/21. Key investment spend in 2024/25 included implementation of a fundraising CRM, learning management system and completion of the fnancial recovery plan. Net movement in funds The Group surplus was £11.8m. The split between restricted and unrestricted is shown in the table below.
		Total restricted surplus Total unrestricted surplus
		£m £m
		0.9 10.9
		The group had £10.3m in cash as at 31 March 2025, of which £9.5m belonged to the charity and the remaining £0.8m is retained by subsidiaries. Our cash position remains strong enough to allow us to operate effectively and contributes towards ensuring we meet our reserves policy requirements. Additionally, around £8.6m of investments are held in a portfolio with high liquidity. Together with an arranged, unused overdraft, this ensures Mencap has adequate liquidity levels.

Unrestricted funds grew by £9.0m to £38.3m in 2024/25, through the performance in charitable activities and donations and legacies. Designated funds

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Financial review continued

Actuarial gain on defined benefit pension scheme

Mencap operates several pension schemes for the benefit of our employees. As at 31 March 2009, the defined benefit section of the Mencap Pension Plan was closed to future accrual. This means that Mencap will fund the benefits that staff have earned to that date but does not offer the same benefit moving forward.

The defined benefit section liability is required to be valued in accordance with the FRS102 accounting standard. As at 31 March 2025, under FRS102, the scheme has shown a reduction in the deficit from £7.7m to £3.7m over the year.

This valuation is different from the valuation by the pension trustees and the pensions regulator used to assess whether the scheme has sufficient assets to fund its liabilities (the technical provisions). As at 31 March 2025, the technical provisions update shows a decrease in the deficit from £11.4m to £7.8m over the same period.

Mencap’s Reserves

Mencap has a reserves policy based on liquidity, with free reserves defined as the total of unrestricted cash plus unrestricted marketable investments.

This change was made to align reserves management more closely with the operation and to improve transparency, making it easier for all stakeholders to understand how the reserves figure is reached, and how it is used to support financial sustainability across the life of Mencap’s three-year financial plan.

Our target range for free reserves is reviewed annually and is currently set at between £16m to £21m. This was arrived at using scenario planning, incorporating key financial risks in the areas of Personal Support, Fundraising and Retail. The range increased from the previously agreed position of £15m to £20m, reflecting the ongoing risks within the care sector that Mencap faces. The next formal review is scheduled to be presented to Mencap’s Audit, Finance and Risk Committee in October 2025.

Unrestricted cash as at 31 March 2025 was £0.7m (2024: £3.8m) which together with unrestricted marketable investments of £23.1m, (2024: £22.1m)

gives a total of £23.8m of free reserves. For operational cash management, the cash at bank balance is pooled between unrestricted and restricted balances on the basis that there are sufficient unrestricted liquid investments to drawdown into cash as required.

This figure is above the free reserves range and discussions will be held about how we use excess reserves to further our charitable objective. The free reserves position is regularly monitored and reported to trustees as part of the quarterly reforecasting cycle. Ensuring that the minimum free reserves figure is not breached is a fundamental part of our regular stress testing of the resilience of Mencap’s three-year financial plan.

Following the results of the triennial valuation of the Mencap Pension Plan (as of 31 March 2023) a schedule of contributions was agreed between the charity and the pension trustee. Annual contributions of £1.8m a year are made and this has helped reduce the technical pension deficit. It is important to note that these annual contributions are budgeted in full and therefore taken account of as we manage our actual liquidity against the reserves target range. The next actuarial valuation is currently being undertaken with the valuation based on the position as at 31 March 2026.

Investment policy and performance for the charity

The returns over the year to 31 March 2025 were £1m. The long-term funds returned 3.8% over the year and the return for the MVS portfolio was also positive at 6.7%.

Our investment policy is designed to support the reserves policy. Mencap has adopted a prudent investment policy to balance potential returns with appropriate levels of risk.

The charity holds three investment portfolios. One portfolio relates to the Mencap Visiting Service and is designed to meet its funding needs over the long term so that the service can continue to operate for as long as the beneficiaries need it. The portfolio has a long time horizon and trustees monitor performance regularly to make sure that the assets will be sufficient to meet the needs of the service.

The other investment portfolios form part of the charity’s unrestricted funds and the free reserves. One portfolio is invested for the long term and its objective is to provide a return more than inflation, as measured by CPI. A second portfolio is invested in liquid funds, retaining access to the funds at short notice should they be required. We encourage our investment managers to hold investments in funds which have a positive benefit for society, including companies which take a positive approach to disability.

The investment positions as at 31 March 2025 are summarised below

----- Start of picture text -----
Value as at 31/3/25
Fund
£m
Mencap Visiting Service 2.2
Long Term Funds 14.5
Liquid funds 8.6
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During the year, we tendered our investment management services, and we engaged HSBC Private Bank to manage the Mencap and Mencap Visiting Service portfolios.

As at 31 March 2025, the bulk of the funds had transitioned to management under HSBC Private Bank with some remaining transactions to complete with Schroder and Co Ltd, trading as Cazenove Capital Management.

The funds were fully invested throughout the year, apart from a short transition period between managers.

Future forecasts

While 2024/25 financial performance was extremely strong, our future forecasts are set firmly in the context of continually achieving a sustainable and adequate margin to enable ongoing investment into our strategy, our services and our colleagues.

In a challenging operating environment, we are currently forecasting for a continuation of small, positive margins. As we develop our 2030 strategy, we will look at where we can invest to strengthen our margin position further. We have a target reach of 4.5% net margin, providing ourselves with more resilience in a difficult operating environment, maintaining an appropriate level of reserves and giving ourselves more choice and capacity in how we deliver against our strategic objectives.

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2024/25 2025/26 2026/27 2027/28
Unrestricted basis
Actual forecast forecast forecast
Operating Income £m 229.5 230.9 245.5 260.2
Operating Margin 14.7% 13.9% 13.4% 13.3%
Net Margin 3.5% 2.6% 2.3% 2.7%
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Financial review continued

Risk management and internal control for the charity

Risks will be logged on the assurance framework in the following circumstances:

A single operational risk may move to the strategic framework if the impact would result in the delivery of a strategic objective going off course.

Risk management is embedded across Mencap. Regular updates are provided to the Board of Trustees; and the Committees, under their delegated authority, regularly consider risks and mitigations in the areas of their remit.

A series of connected operational risks may, together, form a strategic level risk due to their combined effect on the delivery of a strategic objective.

Independent assurance of the robustness of the control environment is provided by an outsourced internal audit function from RSM UK.

As at 31 March 2025, the key risks on Mencap’s strategic risk register, together with the principal controls and main sources of assurances we have in place to mitigate these risks, are shown in the table below.

Risk management at the operational level is managed by the executive directors, who review risks regularly both within their directorates and as a group.

----- Start of picture text -----
Risk Title Key Controls Alignment to
Operating Priorities
We don’t • [People directorate SMT ] • [Colleague Engagement ]
• [Pay & Reward Strategy ]
recruit & retain • [Colleague survey data ] and Culture
• [External benchmarking]
enough people • [Brand tracker] • [Belonging]
• [Complaints Policy & procedures]
• [Managers assurance tool] • [Safeguarding policies & procedures]
• [Implementation ]
Serious • [Regulatory training/support for managers ] • [Registration & compliance manager ]
of the Quality
service failure • [Incident trend analysis] in post
Management System
• [Critical and serious Incident policy] • [Rolling Assurance Programme - touch ]
point with every service every year
Our safeguarding • [Safeguarding policies & procedures in ]
arrangements place • [Serious Incident Internal Audit] • [Implementation ]
are not sufficient • [Safeguarding training programme in place ] • [Safeguarding workplan] of the Quality
to protect people • [Critical incident reporting procedure in ] • [Safeguarding accountability group] Management System
we support place
• [Due diligence and contract process ]
• [Pricing model tested annually to ]
Poor requires review of operational delivery ensure it remains fit for purpose.
performance • [The tendering process includes changes/ ]
• [Dedicated team of business ]
in relation to additions to contracts which comply with • [Delivery of the PS ]
development managers embedded in
tenders for prescribed authorisation levels in terms of Commercial Plan
regions led by a Director of Business
new or existing value.
Development (new post).
business
• [Full cost pricing model used by BFPs ]
• [Delegated authority levels]
when tendering
Reduction of
• [Accountability meetings in place ] • [Successful Salesforce ]
Fundraising • [Maintain strong pipeline]
income • [Stewardship processes & procedures] CRM implementation
• [Controlled use of the Expression of Interest ] • [Delivery of the PS ]
Form Commercial Plan
Management
• [Implementation of central monitoring ]
of Certificate of • [Prioritisation approach to certificates in ] • [Colleague Engagement ]
Sponsorship place of use of certificate of sponsorships and Culture
• [Early oversight on visa expiry dates] • [Belonging]
----- End of picture text -----

Going Concern

In this report, we have highlighted our strong financial performance over the last five years, the level of reserves held and the principal risks and uncertainties that we face.

From a financial perspective, Mencap is well placed to manage these risks.

This assertion is supported by:

a three-year medium term financial plan reforecast regularly throughout the financial year
embedded stress testing of the financial plan which includes trigger points that will enable early mitigation action to take place should a trigger point be breached
a level of liquid ‘free’ reserves that currently exceed the top of the reserves range that has been approved by the Board of Trustees
a positive relationship with our key funders and a proven ability to retain and secure services.

The budget is approved by the Board of Trustees on an annual basis and performance against budget is reviewed monthly. The 2025/26 budget assumes an operating and net margin performance in line with target ranges.

Our medium-term financial plan to 2027/28 forecasts that we will remain above our minimum free reserves figure. As detailed in our reserves policy and explained here, we hold free reserves to provide cover for unexpected changes in income and expenditure and to allow us to adjust our cost base and continue activities. We will continue to monitor the situation and manage our finances accordingly.

As at 31 March 2025, we held marketable investments of £25.3m, in addition to £10.3m of operational cash. We acknowledge our pension fund obligations and have a clear strategy to manage the deficit. This includes a deficit reduction plan designed to get the scheme to self-sufficiency by Autumn 2029, subject to continued discussion and agreement with the pension scheme trustee board.

Our trustees therefore have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future, being at least twelve months from the date of approval of these financial statements. Accordingly, the financial statements continue to be prepared on the going concern basis.

Statement of Public Benefit

The trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have regard to the Charity Commission’s general guidance on public benefit, “Charities and Public Benefit”.

Royal Mencap Society’s charitable objects are enshrined within its memorandum and articles and as such the trustees ensure that the charity’s activities are carried out for the public benefit through its strategic priorities. This is done primarily through the delivery of services aimed at all those with a learning disability.

This report allows us to show how our charitable funds are spent and the impact and benefits that has on those using our services, as well as the wider impact on society.

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ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Statement of trustees’ responsibilities

Independent Auditor’s Report

Independent Auditor’s Report to the Members and the Trustees of Royal Mencap Society

The trustees (who are also directors of Royal Mencap Society for the purposes of company law) are responsible for preparing the trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards).

Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state 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 company/group for that period.

In preparing these financial statements, the trustees are required to:

Select suitable accounting policies and then apply them consistently.
Observe the methods and principles in the Charities SORP.
Make judgements and estimates that 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.
Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions, disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended) and the provisions of the charity’s constitution. They are also responsible for safeguarding the assets of the charity and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Disclosure of information to auditors

Insofar as each of the trustees of the charity at the date of approval of this report is aware there is no relevant audit information (information needed by the charity’s auditor in connection with preparing the audit report) of which the charity’s auditor is unaware. Each trustee has taken all of the steps that he/she should have taken as a trustee to be aware of any relevant audit information and to establish that the charity’s auditor is aware of that information.
The trustees report, under the Charities Act 2011 and the Companies Act 2006, was approved by the trustees on 17 July 2025, including approving in their capacity as company directors the strategic report contained therein, and is signed as authorised on its behalf.

Dame Carolyn Fairbairn: Board Chair

Phil Hughes: Chair of Audit, Finance and Risk Committee; and Trustee

Opinion

We have audited the financial statements of the Royal Mencap Society (‘the charitable company’) and its subsidiaries (‘the group’) for the year ended 31 March 2025 which comprise the Consolidated Statement of Financial Activities (Incorporating the income and expenditure account), the Consolidated and Charity Balance Sheets, the Consolidated Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

give a true and fair view of the state of the group’s and the charitable company’s affairs as at 31 March 2025 and of the group’s income and expenditure, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities and Trustee Investment (Scotland) Act 2005 and Regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (amended).

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company and the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustee’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s or the group’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information contained within the annual 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 statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

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ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Independent Auditor’s Report continued

Opinions on other matters prescribed by the Companies Act 2006

In our opinion based on the work undertaken in the course of our audit

the information given in the trustees’ report, which includes the directors’ report and the strategic report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the strategic report and the directors’ report included within the trustees’ report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In light of the knowledge and understanding of the group and charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 requires us to report to you if, in our opinion:

adequate and proper accounting records have not been kept; or
the financial statements 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 information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 122, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary

to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 44(1) (c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with the Acts and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.

Extent to which the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of noncompliance with laws and regulations. We identified

and assessed the risks of material misstatement of the financial 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 sufficient and appropriate to provide a basis for our opinion.

We obtained an understanding of the legal and regulatory frameworks within which the charitable company and group 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 laws and regulations we considered in this context were the Charities Act 2011, the Companies Act 2006 and The Charities and Trustee Investment (Scotland) Act 2005, together with the Charities SORP (FRS102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.

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 penalty. We also considered the opportunities and incentives 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 were CQC regulations for service providers and managers, General Data Protection Regulation (GDPR), Health and Safety legislation and Employment legislation.

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of grant, contract (including ad hoc) and legacy 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, Finance & Risk Committee about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing

accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission, and reading minutes of meetings 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 statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with 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 (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Dipesh Chhatralia Senior Statutory Auditor For and on behalf of Crowe U.K. LLP Statutory Auditor London Date: 29 July 2025

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Financial statements

Consolidated statement of financial activities for the year ended 31 March 2025 (incorporating the income and expenditure account)

----- Start of picture text -----
Notes Unrestricted Restricted Total 2025 Unrestricted Restricted Total 2024
funds funds Funds funds funds Funds
£’000 £’000 £’000 £’000 £’000 £’000
----- End of picture text -----


Income from:
Donations and legacies	2, 27	11,912	5,571	17,483	9,560	1,105	10,665
Charitable activities	3, 27	213,857	5,791	219,648	204,235	3,945	208,180
Other trading activities	4	4,720	-	4,720	4,800	-	4,800
Investments	5	761	98	859	590	124	714
Rental income	6	895	-	895	537	-	537
Gain on disposal of fxed assets		752	-	752	3,131	-	3,131
Total		232,897	11,460	244,357	222,853	5,174	228,027
Expenditure on:
Raising funds	7	4,066	208	4,274	3,306	44	3,350
Trading Costs of Subsidiaries	7	4,549	8	4,557	3,641	3	3,644
Charitable activities	7	218,425	8,099	226,524	211,873	7,177	219,050
Total		227,040	8,315	235,355	218,820	7,224	226,044
Net gains on investments	14	162	73	235	844	287	1,131
Net income		6,019	3,218	9,237	4,877	(1,763)	3,114
Transfers between funds	23	2,305	(2,305)	-	(437)	437	-
Other recognised gains / (losses)
Actuarial gains / (losses) on defned beneft pension schemes	24	2,563	-	2,563	(6,958)	-	(6,958)
Net movement in funds		10,887	913	11,800	(2,518)	(1,326)	(3,844)
Reconciliation of funds
Total funds brought forward		25,292	11,301	36,593	27,810	12,627	40,437
Total funds carried forward		36,179	12,214	48,393	25,292	11,301	36,593

Consolidated balance sheet as at 31 March 2025

----- Start of picture text -----
Notes 2025 2024
£’000 £’000
----- End of picture text -----

Fixed assets
Intangible assets	12	67	75
Tangible assets	13	11,466	11,199
Investments	14	25,319	26,357
Total fxed assets		36,852	37,631
Current assets
Debtors	17	36,027	34,781
Stock		2	9
Cash at bank and in hand		10,348	2,033
Total current assets		46,377	36,823
Liabilities
Creditors: Amounts falling due within one year	18	(25,426)	(24,348)
Net current assets		20,951	12,475
Total assets less current liabilities		57,803	50,106
Creditors: Amounts falling due after more than one year	19	(1,097)	(480)
Provisions for liabilities	21	(4,589)	(5,287)
Net assets excluding pension liability		52,117	44,339
Defned beneft pension scheme liability	24	(3,724)	(7,746)
Total net assets		48,393	36,593
The funds of the group:
Restricted income funds	23	12,214	11,301
Unrestricted funds		38,280	29,245
Designated funds		1,623	3,793
Pension reserve		(3,724)	(7,746)
Total unrestricted funds	23	36,179	25,292
Total group funds		48,393	36,593

These financial statements were approved and authorised for issue by the trustees on 17 July 2025 and signed on their behalf by:

Dame Carolyn Fairbairn: Chair Phil Hughes: Trustee

The notes on pages 132 to 159 form part of these financial statements.

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Charity balance sheet as at 31 March 2025

----- Start of picture text -----
Notes 2025 2024
£’000 £’000
----- End of picture text -----

Fixed assets
Intangible assets	12	67	75
Tangible assets	13	11,466	11,199
Investments	14	25,319	26,357
Total fxed assets		36,852	37,631
Current assets
Debtors	17	36,359	34,718
Cash at bank and in hand		9,541	1,640
Total current assets		45,900	36,358
Liabilities
Creditors: Amounts falling due within one year	18	(25,327)	(24,240)
Net current assets		20,573	12,118
Total assets less current liabilities		57,425	49,749
Creditors: Amounts falling due after more than one year	19	(1,097)	(480)
Provisions for liabilities	21	(4,589)	(5,271)
Net assets excluding pension asset or liability		51,739	43,998
Defned beneft pension scheme liability	24	(3,724)	(7,746)
Total net assets		48,015	36,252
The funds of the charity:
Restricted income funds		12,214	11,301
Unrestricted funds		37,902	28,904
Designated funds		1,623	3,793
Pension reserve		(3,724)	(7,746)
Total unrestricted funds		35,801	24,951
Total charity funds		48,015	36,252

The charity has taken exemption from presenting its unconsolidated profit and loss account under section 408 of the Companies Act 2006. The net income of the charity in 2025 was £9.2m (2024: net income £3.0m).

These financial statements were approved and authorised for issue by the trustees on 17 July 2025 and signed on their behalf by:

Dame Carolyn Fairbairn: Chair Phil Hughes: Trustee

Consolidated statement of cash flows for the year ended 31 March 2025

Cash fows from operatingactivities:	2025 £’000	2024 £’000
Net cashprovided byoperatingactivities (see below)	6,861	(6,219)

Cash fows from investingactivities:
Dividends, interest and rents from investments	860	714
Proceeds from the sale ofproperty,plant and equipment	1,481	8,111
Purchase ofproperty,plant and equipment	(2,100)	(666)
Proceeds from sale of investments	37,937	26,429
Purchase of investments	(36,664)	(29,653)
Net cash used in investingactivities	1,514	4,935

Cash fows from fnancingactivities:
Repayments of borrowing	(60)	(60)
Cash infows from new borrowing	-	-
Net cash used in fnancingactivities	(60)	(60)

Change in cash and cash equivalents in the reportingperiod	8,315	(1,344)

Cash and cash equivalents at the beginningof the reportingperiod	2,033	3,377
Cash and cash equivalents at the end of the reportingperiod	10,348	2,033
2025 £’000 Reconciliation of net expenditure to net cash fow from operating activities		2024 £’000
Net expenditure for the reportingperiod (as per the statement of fnancial activities)	9,237	3,114
Adjustments for:
Depreciation and amortisation charges	1,112	777
Gain on investments	(235)	(1,131)
Dividends, interest and rents from investments	(860)	(714)
Defned beneftpension expense	390	272
Proft on the sale of fxed assets	(752)	(3,131)
Decrease in stock	7	10
Increase in debtors	(1,246)	(4,365)
Increase in creditors (excludingloans)	1,755	1,201
Decrease inprovisions	(698)	(394)
Defned beneftpension defcit (reduction)	(1,849)	(1,858)
Net cashprovided byoperatingactivities	6,861	(6,219)

Analysis of cash and cash equivalents	2025 £’000	2024 £’000
Cash in hand	10,348	2,033
Total cash and cash equivalents	10,348	2,033

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Notes to the financial statements

1. Accounting policies

a. Company information

Royal Mencap Society is a public benefit entity registered as charity in England and Wales and a company limited by guarantee. It was incorporated on 9 June 1955 (company number: 550457) and registered as a charity on 23 July 1964 (charity number: 222377). It is also registered with the Office of the Scottish Charity Regulator on 11 December 2009 (charity number: SC041079).

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 (last amended 15 October 2014).

In the event of the company being wound up members are required to contribute an amount not exceeding £1 each.

The registered office of Royal Mencap Society is 6 Cyrus Way, Hampton, Peterborough PE7 8HP.

b. Basis of preparation and going concern

The consolidated financial statements have been prepared under the historical cost convention in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Companies Act 2006 and the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) – effective 1 January 2015.

Mencap is well placed to manage the business risks we face. This position is supported by a sufficient level of liquid reserves to cover business continuity and development plans, a good relationship with our key funders and proven ability to retain and secure new services.

The Budget for financial year 25/26 was approved by the RMS Board in March 2025. The 25/26 Budget anticipates an overall surplus of £1.1m, comprising a net surplus of £4.5m and £3.4m of strategic investment spend. We hold free reserves to provide cover for unexpected changes in income and expenditure, allowing us to continue activities while we adjust our cost base as required. We will continue to monitor the situation and manage our finances accordingly.

At the year-end RMS was holding marketable investments of £23m, in addition to £1m of operational cash.

Our planning processes, including financial projections, take into consideration the current economic climate and its potential impact on the various sources of income and planned expenditure. We acknowledge our pension fund obligations and have a clear strategy to manage the deficit, which includes a deficit reduction plan that is designed to get the scheme to selfsufficiency by 2028, subject to continued discussion and agreement with the pension scheme trustee board.

The trustees therefore have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future being at least twelve months from the date of approval of these financial statements. Accordingly, the financial statements continue to be prepared on the going concern basis.

c. Critical accounting judgements and key sources of estimation uncertainty

In the application of the group’s accounting policies, which are described in this note, trustees are required to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects the current and future periods.

Significant areas of estimate and judgement include provisions, assumptions used to value the defined benefit pension scheme, and the remaining useful life of assets. Related accounting policies for these items are noted below.

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the presentation of the financial statements are as follows:

Revenue recognition (Grant and contract income including ad hoc income) – for income to be classified as contract income, it must be roughly equal to the services supplied by the charity to the purchaser. Contract income is therefore recognised differently to grant income in the charity’s accounts. There may be a requirement to defer or accrue income in accordance with the charity SORP (see notes 3 and 6).
Revenue recognition (Legacy income) – there is a high level of judgement involved in recognising legacy income, which is accounted for when notified usually at the point of probate (see note 2).
Estimates and judgements (Pension liability) – the Trustees of Mencap hold responsibility for setting the assumptions on which valuation of the Mencap pension scheme is based. These assumptions form the basis of the FRS 102 defined benefit pension liability valuation by the scheme actuary and can make a significant difference to the result disclosed in the financial statements (see note 24).

d. Income

All income is accounted for when Mencap has entitlement, there is probability of receipt, and the amount is measurable.

Charitable activities (see note 3). Income in respect of contracts for the provision of services is recognised when Mencap is entitled based on services provided. Amounts received in advance of service provision are deferred until the relevant part of the contracted service is complete.

Legacies (see note 2). Legacies are accounted for when notified, providing the amount can be reliably measured and that ultimate receipt is probable. This is usually at the point of probate. Legacies which include a life interest held by another party are recognised on notification of the death of the party benefiting from the life interest.

Donations (see note 2). Income from donations is recognised when there is evidence of entitlement to the gift, receipt is probable, and the amount can be measured reliably. This is usually upon receipt of the donation.

Gifts in kind (see note 2). Donated goods and services are included as income within the statement of financial activities (with an equivalent amount in expenditure) at their value to the charity, where Mencap is entitled to the donation, it is probable that it will be received, and the fair value can be measured reliably.

Property Income (see note 6). Rental and service charge income is recognised on an accruals basis and recognised when the property is available for let, net of voids. Where periodic expenditure is required, this will be treated as deferred income and held on the Statement of Financial Position until the costs are incurred.

Investments (see note 14). Listed investments are stated at market value at the balance sheet date. The SOFA includes the net gains and losses arising on revaluations and disposals throughout the year. Interest income receivable or payable is credited or charged to the income and expenditure account in the financial year to which it relates.

Grants (see note 3 and 6). Grant income is recognised in the statement of financial activities when received or when the charity becomes entitled to receipt. Grants that have been received will be treated as deferred income where there are specific requirements in the terms of the grant that the income recognition is dependent on certain activities being completed in a future accounting period.

e. Expenditure

i. Activity related expenditure (see note 7)

The charity’s cost of operating includes staff costs, rent and other related costs. Costs are allocated between raising funds and charitable activities. Raising funds includes costs of raising funds, investment management costs and the trading costs of subsidiaries. Charitable activities include costs of providing services: campaigning for change; support with advice; researching & evaluating; building people’s own capabilities; providing housing and governance and support costs. All costs are accounted for on an accruals basis.

ii. Basis of allocation of support costs (see note 7)

Support costs include management, finance, information technology and human resources. They are apportioned across the charity based on use.

Governance costs other than those disclosed specifically in the notes to these accounts are included within support costs and allocated on the same basis.

iii. Pension costs (see note 24)

Mencap pension scheme (defined benefit). The Mencap defined benefit scheme was closed to new entrants on 1 October 2001 and closed to future service benefit accrual with effect from 31 March 2009.

Pension scheme assets are measured at fair value and liabilities are measured on an actuarial basis using the projected unit method and discounted at a rate equivalent to the current rate of return on a highquality corporate bond of equivalent currency and term to the scheme liabilities. The actuarial assumptions are reviewed every three years.

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1. Accounting policies continued

The valuation is updated at each balance sheet date and the resulting defined benefit asset or liability is shown separately after other net assets on the face of the balance sheet. This defined benefit asset or liability is also disclosed separately within unrestricted funds.

The amounts charged to the statement of financial activities are the current service costs, which are included within staff costs, and gains and losses on settlements and curtailments. Past service costs are recognised immediately if the benefits have vested. Defined actuarial gains and losses are recognised under other recognised gains and losses.

The defined benefit schemes are funded, with the assets of the scheme held separately from those of the group in separate trustee administered funds.

The value of the insurance asset is equivalent to the liabilities it insures.

If members of the defined benefit pension schemes have not yet retired, their costs are recognised over the period leading to retirement. Further details of the nature of these costs are given in note 24: Pension scheme.

Other defined benefit schemes. Mencap also participates in several local government pension schemes in relation to a small number of staff who have transferred over to Mencap. Mencap participates in these schemes by way of admission agreements. Full provision has been made according to FRS 102 in the financial statements in relation to one of the schemes. However, as the liability is not material, disclosure has been limited so as not to distort or overstate the importance of this scheme.

Defined contribution scheme. The charity also contributes to a defined contribution scheme, which was opened on 1 April 2002. This is currently operated by AEGON (Formerly Blackrock).

For the defined contribution scheme, the amount charged to the statement of financial activities in respect of pension costs and other post-retirement benefits is the contributions payable in the year. Differences between contributions payable in the year and contributions actually paid are shown as either accruals or prepayments in the balance sheet.

The cost of the charity’s contributions to the defined contribution scheme is allocated between restricted and unrestricted funds in accordance with the functions of the individual employees to whom the contributions relate.

iv. Redundancy and termination costs

Employee benefits paid on redundancy or termination include accrued amounts where Mencap is demonstrably committed to make these payments, but they had not yet been made at 31 March 2025. All accrued amounts are fully funded and expected to be settled within 12 months of the balance sheet date.

f. Tangible and intangible fixed assets

Tangible fixed assets (see note 13). Tangible fixed assets costing more than £2,000 are capitalised; all tangible assets costing less than this amount are expensed immediately.

Depreciation is provided to write off the cost of the assets (net of any shared investment contributions where applicable) in equal instalments over the estimated useful lives of the assets.

The depreciation rates used to achieve this are as follows:

Freehold and leasehold land and buildings: 1% - 10% per annum
Fixtures, fittings and equipment: 10% - 33% per annum
Motor vehicles: 25% per annum

Assets under construction is a category holding assets pending completion and transfer into the relevant fixed asset category. These assets are capitalised at cost and not subject to depreciation or impairment unless extraordinary circumstances have occurred which would require provision to be made.

Office properties are held at cost. Residential property is held at cost, less contributions from individuals and their families where applicable. Shared investment contributions are accounted in this way where individuals or families have a right to an equity share of the property on disposal, including any resulting profit or loss.

All other tangible fixed assets are subject to review for impairment/accelerated depreciation where there is an indication of a reduction in their carrying value. Any impairment/accelerated depreciation is recognised in the statement of financial activities in the year in which it occurs.

Intangible fixed assets (see note 12). Intangible fixed assets costing more than £2,000 are capitalised; all intangible assets costing less than this amount are expensed immediately.

Amortisation is provided to write off the cost of the assets in equal instalments over the estimated useful lives of the assets. The amortisation rates used to achieve this are as follows:

Software: 33% per annum

Finance leases. Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership of the leased asset to the group. All other leases are classified as operating leases.

Assets held under finance leases are recognised initially at the fair value of the leased asset (or, if lower, the present value of minimum lease payments) at the inception of the lease.

The corresponding liability to the lessor is included in the statement of financial position as a finance lease obligation.

Lease payments are apportioned between finance charges and reduction of the lease obligation using the effective interest method so as to achieve a constant rate of interest on the remaining balance of the liability.

Operating leases (see note 11). Rentals under operating leases are charged on a straight-line basis over the lease term, even if the payments are not made on such a basis. Benefits received and receivable as an incentive to sign an operating lease are spread on a straight-line basis over the lease term which runs to the date of the first relevant break clause.

g. Current assets and liabilities

Stock. Stock, which comprises stationery and goods for resale, is stated at the lower of cost and net realisable value. Donated stock is carried at nil value as it is considered impractical to obtain a reliable valuation. The value of goods is instead recognised at their retail price when sold.

Provisions – general (see note 21). Provision is made for present obligations where it is probable settlement will be required in the future and the amount can be estimated reliably, but the amount or timing is not certain. Amounts provided for, other than for Mencap Visiting Service and leasehold property dilapidations, are expected to be settled within 12 months and are therefore recognised at the estimated settlement amount.

Provisions – Mencap Visiting Service. Provision is made to cover the estimated all future costs of providing the Mencap Visiting Service over its remaining life. In estimating the provision, account is taken of the

estimated number of years that the service will be provided to individuals as well as estimated future inflation rates and rates of return on investments associated with the scheme. Investments held by Mencap to cover the liability of providing the Mencap Visiting Service are held in trust for this purpose.

Deferred income. Grants that have been received will be treated as deferred income where there is a specific requirement in the terms of the grant that the income recognition is dependent on certain activities being completed in a future accounting period(s).

h. Basic financial instruments (see note 20)

Financial assets (including cash and debtors) and financial liabilities are recognised when the group becomes a party to the contractual provisions of the instrument. Additionally, all financial assets and liabilities are classified according to the substance of the contractual arrangements entered into.

Financial assets and liabilities are initially measured at transaction price (including transaction costs) and are subsequently remeasured where applicable at amortised cost, except for investments which are measured at fair value with gains and losses recognised in the statement of financial activities.

Financial assets include cash, trade debtors, intercompany debtors, other debtors and accrued income. Financial assets held at fair value include investments.

Financial liabilities include trade creditors, other creditors, finance leases, bonds, loans and accruals.

i. Funds (see note 23)

The charitable companies within the group maintain various types of fund as follows:

Restricted funds are those which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charities for a particular purpose.
Unrestricted funds are funds which are expendable at the discretion of the trustees in furtherance of the objects of the charities.
Designated funds are unrestricted funds which have been set aside by the trustees of the charities for specific purposes. The aim and use of each designated fund are set out in the notes to the financial statements along with estimated timescales as to when the funds will be spent.

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2. Donations and legacies

----- Start of picture text -----
Unrestricted funds Restricted funds Total 2025 Total 2024
£’000 £’000 £’000 £’000
Donations 3,132 46 3,178 2,837
Legacies 7,242 201 7,443 6,606
Trusts 906 1,412 2,318 426
Community/Big Lottery Fund 44 23 67 196
Organisations raising funds 532 3,763 4,295 576
Gifts in Kind 56 126 182 24
Total donations and legacies 11,912 5,571 17,483 10,665
----- End of picture text -----

3. Income from charitable activities

----- Start of picture text -----
Group Group
2025 2024
£’000 £’000
Personal support 205,912 198,783
Other 13,736 9,397
Total income from charitable activities 219,648 208,180
----- End of picture text -----

Other income from charitable activities primarily consists of receipts for a range services: the provision of support, employment, youth services. Some of these are separately named in note 27(e).

4. Income from trading activities

----- Start of picture text -----
Group Group
2025 2024
£’000 £’000
DBS Checks 272 297
Retail trading element 3,720 3,767
Trust management services 728 736
4,720 4,800
----- End of picture text -----

5. Investment income

----- Start of picture text -----
Group Group
2025 2024
£’000 £’000
Income from listed investments 816 678
Bank interest 44 36
860 714
----- End of picture text -----

6. Property income

----- Start of picture text -----
Group Group
2025 2024
£’000 £’000
Rental income 895 537
895 537
----- End of picture text -----

7a. Total expenditure

----- Start of picture text -----
Other Reallocated
Staff costs Depreciation Total 2025 Total 2024
direct costs support costs
Raising funds: £’000 £’000 £’000 £’000 £’000 £’000
Raising Funds 2,163 - 1,574 441 4,178 3,264
Investment Management Costs - - 96 - 96 86
Trading Costs of Subsidiaries 2,181 36 1,859 481 4,557 3,644
4,344 36 3,529 922 8,831 6,994
Charitable activities:
Providing Services 178,742 207 14,149 22,764 215,862 209,806
Campaigning For Change 2,411 1 584 353 3,349 2,688
Support With Advice 1,098 - 481 186 1,765 1,756
Researching & Evaluating 368 - 167 63 598 605
Building Peoples Own Capabilities 1,713 - 1,648 396 3,757 3,383
Providing Housing 694 - 89 92 875 747
Defined Benefit Pension Scheme Fin costs - - 318 - 318 65
185,026 208 17,436 23,854 226,524 219,050
Governance & Support Costs 13,723 868 10,185 (24,776) - -
Total expenditure 203,093 1,112 31,150 - 235,355 226,044
----- End of picture text -----

7b. Support costs allocated

----- Start of picture text -----
Management Finance and IT HR Other Total 2025 Total 2024
£’000 £’000 £’000 £’000 £’000 £’000
Raising Funds 50 278 74 38 440 314
Trading Costs of Subsidiaries 55 303 81 42 481 351
Providing Services 2,604 14,347 3,841 1,972 22,764 20,221
Campaigning For Change 40 223 60 31 354 260
Support With Advice 21 117 31 16 185 170
Researching & Evaluating 7 40 11 5 63 59
Building Peoples Own Capabilities 45 250 67 34 396 327
Providing Housing 11 58 16 8 93 72
2,833 15,616 4,181 2,146 24,776 21,774
----- End of picture text -----

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8. Information regarding employees

The estimated average full-time equivalent number of employees by function was:

----- Start of picture text -----
2025 2024
Employees (FTE) Employees (FTE)
Providing Services 4,672 4,679
Campaigning For Change 45 42
Support With Advice 26 26
Researching & Evaluating 6 8
Building People's Own Capabilities 43 46
Raising Funds 41 39
Governance & Support Costs 245 242
Providing Housing 19 20
Trading Costs Of Subsidiaries 66 63
5,163 5,165
----- End of picture text -----

The estimated average number of employees by function was:

----- Start of picture text -----
2025 2024
Employees Employees
Providing Services 6,903 7,040
Campaigning For Change 45 42
Support With Advice 26 26
Researching & Evaluating 6 8
Building People's Own Capabilities 43 46
Raising Funds 41 39
Governance & Support Costs 245 242
Providing Housing 19 20
Trading Costs Of Subsidiaries 66 63
7,394 7,526
----- End of picture text -----

Employee costs in the year:

----- Start of picture text -----
2025 2024
£'000 £'000
Wages and salaries 183,725 178,865
Social security costs 15,149 13,578
Pension costs 4,219 3,982
Total as staff costs as per note 7a 203,093 196,425
Benefits in kind - 10
Total employee costs 203,093 196,435
----- End of picture text -----

Redundancy and termination payments:

Expenditure totalling £1,047,094 (2024: £1,105,730) was recognised in the year in respect of redundancy and termination payments for employees.

Number of employees with salaries over £60,000

----- Start of picture text -----
Total Total
2025 2024
£60,000 - £69,999 30 21
£70,000 - £79,999 13 16
£80,000 - £89,999 9 3
£90,000 - £99,999 2 5
£100,000 - £109,999 4 4
£110,000 - £119,999 1 1
£120,000 - £129,999 1 3
£130,000 - £139,999 3 1
£140,000 - £149,999 1 1
£170,000 - £179,999 - 1
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Of the 64 employees above, 55 are members of the defined contribution scheme. Payments made to the defined contribution scheme on behalf of these individuals amounted to £212,595 (2024: £188,242) for the year.

Trustees and senior management

The senior management of Mencap consists of the executive team. The total employee benefits received by members of the executive team during the year amounted to £1,215,685 (2024: £1,325,754). More details of executive remuneration can be found in the trustees’ report. Members of the board of trustees are not remunerated.

9. Expenses of the trustees

During the year, 11 trustees (2024: 11) were reimbursed for out-of-pocket expenses in relation to accommodation, travel and subsistence, or such expenses were paid on their behalf. The total amount of these expenses amounted to £10,863 (2024: £6,991). Members of the board of trustees are not remunerated.

Included in the above are amounts paid to temporary staff during the year totalling £10.1m (2024: £16.0m).

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10. Net incoming/(outgoing) resources for the year

----- Start of picture text -----
Group Group
2025 2024
£’000 £’000
Depreciation and amortisation
Own assets 959 777
Leased assets 153 -
Rentals under operating leases
Land, buildings & vehicles 2,451 2,148
Interest payable
Interest element of finance leases 30 -
Bank interest 31 35
Defined benefit pension expenditure movement for the year 318 65
Auditors remuneration
Audit of the group 101 96
Other non-audit work
- Tax 150 168
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Included in the audit fee charged for the group was £85k (2024: £81k) for the audit of the parent charity.

Included in the tax fee charged for the group was £139k for the provision of services by Deloitte to Mencap Trust Company (2024: £105k).

11. Operating lease commitments

At 31 March 2025 the group has the following annual commitments under non-cancellable operating leases:

----- Start of picture text -----
Land, buildings and vehicles Land, buildings and vehicles
2025 2024
£’000 £’000
Within one year 2,457 2,451
Within two to five years 6,690 7,684
After five years 6,392 7,692
15,539 17,827
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12. Intangible fixed assets

(a) Group

----- Start of picture text -----
Software Assets under development Total
£’000 £’000 £’000
Cost or valuation
Balance at 1 April 2024 2,753 75 2,828
Additions - - -
Disposals - - -
Transfers between classes 75 (75) -
Balance at 31 March 2025 2,828 - 2,828
Accumulated depreciation
Balance at 1 April 2024 2,753 - 2,753
Additions 8 - 8
Disposals - - -
Transfers between classes - - -
Balance at 31 March 2025 2,761 - 2,761
Net book value at 31 March 2025 67 - 67
Net book value at 31 March 2024 - 75 75
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(b) Charity

----- Start of picture text -----
Software Assets under development Total
£’000 £’000 £’000
Cost or valuation
Balance at 1 April 2024 2,732 75 2,807
Additions - - -
Disposals - - -
Transfers between classes 75 (75)
Balance at 31 March 2025 2,807 - 2,807
Accumulated depreciation
Balance at 1 April 2024 2,732 - 2,732
Charge for the year 8 - 8
Disposals - - -
Transfers between classes - - -
Balance at 31 March 2025 2,740 - 2,740
Net book value at 31 March 2025 67 - 67
Net book value at 31 March 2024 - 75 75
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13. Tangible fixed assets

14. Fixed asset investments

(a) Group and charity

----- Start of picture text -----
Freehold land Leasehold land Fixtures, fittings Motor vehicles Total
and buildings and buildings and equipment
£’000 £’000 £’000 £’000 £’000
Cost or valuation
Balance at 1 April 2024 10,795 24 8,514 1,302 20,635
Additions - - 2,100 - 2,100
Disposals (925) - (1) (895) (1,821)
Balance at 31 March 2025 9,870 24 10,613 407 20,914
Accumulated depreciation
Balance at 1 April 2024 1,708 24 6,402 1,302 9,436
Charge for the year 329 - 775 - 1,104
Disposals (197) - - (895) (1,092)
Balance at 31 March 2025 1,840 24 7,177 407 9,448
Net book value at 31 March 2025 8,030 - 3,436 - 11,466
Net book value at 31 March 2024 9,087 - 2,112 - 11,199
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----- Start of picture text -----
Group and Charity Group and Charity
2025 2024
£’000 £’000
Equities and multi-asset funds
Market value at 1 April 2024 9,954 9,846
Acquisitions 10,774 2,084
Disposals (11,712) (3,168)
Net investment gains 509 1,192
Market value at 31 March 2025 9,525 9,954
Bonds, cash and alternatives
Market value at 1 April 2024 16,403 12,156
Acquisitions 25,890 27,569
Disposals (26,225) (23,261)
Net investment (losses) (274) (61)
Market value at 31 March 2025 15,794 16,403
Total value at 31 March 2025 25,319 26,357
Cost at 31 March 2025 25,482 25,032
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Included in market value of investments is an amount for the Mencap Visiting Service scheme of £2.2m (2024: £4.2m). This amount is held in a separate investment fund for the purpose of funding the scheme in future years. The liability of the scheme is shown in note 21.

Acquisitions and disposals are significantly higher than in prior year due to the transfer and reinvestment of funds due to a change of investment manager.

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Equities and Bonds, cash and Equities and Bonds, cash and
Total Total
multi-asset funds alternatives multi-asset funds alternatives
2025 2024
2025 2025 2024 2024
£’000 £’000 £’000 £’000 £’000 £’000
Group and Charity:
- -
Equities 5,031 5,031 9,657 9,657
Multi-asset funds 4,020 - 4,020 297 - 297
Bonds - 3,041 3,041 - 3,239 3,239
Alternatives - 641 641 - 2,305 2,305
Cash - 12,586 12,586 - 10,859 10,859
Market value at 31 March 2025 9,051 16,268 25,319 9,954 16,403 26,357
Market value at 31 March 2024 9,954 16,403 26,357 9,846 12,157 22,003
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15. Subsidiaries

The charity owns 100% of the issued capital of the following companies.

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Subsidiary Company Charity Principal Net assets
undertaking registration number registration number activity
£'000
Blue Sky Housing Limited 4412276 - Property development -
Mencap Limited 889191 - Trading activities -
Mencap Promotions Limited 1016345 - Promotional and other special events -
Mencap Trust Company Limited 1233201 - Discretionary trust management 378
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All the above are registered in England and Wales. The above undertakings form part of the group consolidation. Blue Sky Housing Limited and Mencap Promotions Limited remained dormant throughout the year.

16. Net income of group companies, including consolidation entries

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Blue Sky Mencap Trust Mencap Mencap Total Total
Housing Limited Company Limited Limited Promotions 2025 2024
£’000 £’000 £’000 £’000 £’000 £’000
Trading subsidiaries
Turnover - 728 3,566 - 4,294 3,044
Cost of sales - - (3,279) - (3,279) (2,078)
Gross profit - 728 287 - 1,015 966
Administration costs - (652) (29) - (681) (669)
Net profit - 76 258 - 334 297
Paid to Royal Mencap Society under Gift Aid - - (258) - (258) (214)
Provision for tax - (23) - - (23) (16)
Retained in subsidiaries - 53 - - 53 67
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The costs of the above subsidiaries are included in the consolidated statement of financial activities under expenditure on raising funds, less any transactions between companies with the Mencap group.

----- Start of picture text -----
Royal Mencap Total Total
Society 2025 2024
£’000 £’000 £’000
Charitable companies:
Incoming resources 240,063 240,063 224,983
Resources expended (207,019) (207,019) (201,962)
Income/(expenditure) before administration costs 33,044 33,044 23,021
Administration costs (24,095) (24,095) (21,105)
8,949 8,949 1,916
Net gains/(losses) on investments 235 235 1,131
Net income/(expenditure) 9,184 9,184 3,047
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17. Debtors

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Group Group Charity Charity
2025 2024 2025 2024
£'000 £'000 £'000 £'000
Trade debtors 19,522 19,415 19,422 19,164
Amount due from group undertakings - - 596 856
Other debtors 215 363 215 347
Prepayments 2,498 1,340 2,496 1,331
Accrued income 13,792 13,663 13,630 13,020
36,027 34,781 36,359 34,718
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18. Creditors: amounts falling due within one year

----- Start of picture text -----
Group Group Charity Charity
2025 2024 2025 2024
£'000 £'000 £'000 £'000
Obligations under finance leases 728 0 728 0
Trade creditors 4,089 4,061 4,043 4,054
Taxation and social security costs 3,640 3,315 3,640 3,315
Other creditors 3,475 3,748 3,474 3,747
Accruals 4,792 5,246 4,746 5,161
Deferred income 8,642 7,918 8,636 7,903
Current portion of long-term loans 60 60 60 60
25,426 24,348 25,327 24,240
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Deferred income movement

----- Start of picture text -----
Group Charity
2025 2025
£'000 £'000
Balance at 1 April 2024 7,918 7,903
Amount released in the year (7,918) (7,903)
Amount deferred in the year 8,642 8,636
Balance at 31st March 2025 8,642 8,636
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Grants that have been received are treated as deferred income where there is a specific requirement in the terms of the grant that the income recognition is dependent on certain activities being completed in a future accounting period(s).

At 31 March 2025, the charity holds £6,523,395 (2024: £6,347,337) on behalf of people we support. This balance has not been included within these financial statements.

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19. Creditors: amounts falling due after more than one year

----- Start of picture text -----
Group Group Charity Charity
2025 2024 2025 2024
£'000 £'000 £'000 £'000
Obligations under finance leases, two to five years 677 - 677 -
Bank Loan 420 480 420 480
1,097 480 1,097 480
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Mencap

In 2007, Mencap obtained a loan for £1.5m, repayable in equal instalments over 25 years, at an interest rate of LIBOR plus 0.95%. As at 31 March 2025, the value of the loan stood at £0.48m. The loan agreement is secured by an unlimited guarantee between Royal Mencap Society, Mencap Limited, Mencap Promotions Limited and Mencap Trust Company Limited. It is further secured by a first legal charge over our property in Peterborough.

The group loans are repayable as follows:

----- Start of picture text -----
2025 2024
£'000 £'000
Under 1 year 60 60
Between 1-2 years 60 60
Between 2-5 years 180 180
Over 5 years 180 240
480 540
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20. Financial Instruments

----- Start of picture text -----
Group Group Charity Charity
2025 2024 2025 2024
£'000 £'000 £'000 £'000
Financial assets measured at fair value 25,319 26,357 25,319 26,357
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Financial assets held at fair value include investments.

The group’s income, expense, gains and losses in respect of financial instruments are summarised below:

----- Start of picture text -----
Income Expense Gains/ Income Expense Gains/
(losses) (losses)
2025 2025 2025 2024 2024 2024
£’000 £’000 £’000 £’000 £’000 £’000
Financial assets measured at fair value 816 - 235 678 - 1,131
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21. Provisions for liabilities and charges

(a) Group

----- Start of picture text -----
Mencap Visiting Service Dilapidations Employee benefits Other Total
£’000 £’000 £’000 £’000 £’000
Balance at 31 March 2024 1,959 990 1,273 1,065 5,287
Amount utilised in the year (371) - (1,273) - (1,644)
Amount released in the year - (271) - (1,068) (1,339)
Amount provided in the year 235 492 1,353 205 2,285
Balance at 31 March 2025 1,823 1,211 1,353 202 4,589
----- End of picture text -----

(b) Charity

----- Start of picture text -----
Mencap Visiting Service Dilapidations Employee benefits Other Total
£’000 £’000 £’000 £’000 £’000
Balance at 31 March 2024 1,959 990 1,273 1,049 5,271
Amount utilised in the year (371) - (1,273) - (1,644)
Amount released in the year - (271) - (1,052) (1,323)
Amount provided in the year 235 492 1,353 205 2,285
Balance at 31 March 2025 1,823 1,211 1,353 202 4,589
----- End of picture text -----

The provision for the Mencap Visiting Service is the accumulated costs of providing the visiting service for all of its beneficiaries for the remaining expected need of the service. The costs charged against this provision represent the annual costs of running the service which will run for the length of the life of the beneficiaries. This scheme is closed to new members.

A provision for dilapidations is recognised in respect of the properties which Mencap leases, where Mencap is required to restore the property at the end of the lease to the same condition as at the lease commencement. A provision is made where the amount can be estimated reliably. Mencap previously recognised the full amount required to restore the property at the end of the lease. However, this amount is now divided over the number of years remaining until the end of the lease which reflects more accurately the utilisation of the leased property.

22. Analysis of assets and liabilities between funds

----- Start of picture text -----
Unrestricted Restricted Total Unrestricted Restricted Total
funds funds 2025 funds funds 2024
Group £'000 £'000 £'000 £'000 £'000 £'000
Fixed assets 31,603 5,249 36,852 30,310 7,321 37,631
Current assets 36,372 10,005 46,377 31,276 7,064 38,340
Current liabilities (24,209) (1,217) (25,426) (24,739) (1,126) (25,865)
Long term liabilities (7,587) (1,823) (9,410) (11,554) (1,959) (13,513)
Total 36,179 12,214 48,393 25,293 11,300 36,593
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23. Group funds

----- Start of picture text -----
Balance Incoming Outgoing Transfers Gains and Balance
31 March 2023 resources resources losses 31 March 2024
£'000 £'000 £'000 £'000 £'000 £'000
Restricted
Homes 386 - (24) (3) - 359
Mencap Visiting Service 2,952 146 (125) - 287 3,260
NewBe Project 3,139 2 (64) - - 3,077
Northern Ireland Housing Executive – 3 640 (904) 261 - -
Supporting People
Omaze - - - - - -
Rothenberg Fellowship 18 - - - - 18
Service provision – 3,470 974 (2,620) (21) - 1,803
Communities & Programmes
Service provision – Lifestyles & Work 593 1,657 (1,887) 45 - 408
Service provision – Personal Support 414 676 (797) 191 - 484
Service provision – Strategy & Influence 431 270 (302) 2 - 401
Service provision – other 1,221 809 (501) (38) - 1,491
12,627 5,174 (7,224) 437 287 11,301
Unrestricted
General 25,072 222,853 (217,229) (2,295) 844 29,245
- - -
Designated reserves – Strategic Investment 5,112 (1,319) 3,793
Pension deficit (2,374) - (272) 1,858 (6,958) (7,746)
27,810 222,853 (218,820) (437) (6,114) 25,292
Total funds 40,437 228,027 (226,044) - (5,827) 36,593
----- End of picture text -----

Restricted funds

NewBe Project – capital project in Northern Ireland funding the construction of a new building for an early intervention centre for children with a learning disability and their families, and a new headquarters for Mencap in Northern Ireland.

Restricted funds include the following unexpended balances of donations and grants held in trust to be applied for specific purposes. Mencap holds sufficient resources in an appropriate form to enable each fund to be applied in accordance with its restrictions:

Omaze – funding to be spent on advocating for people with a learning disability, breaking down barriers to create a fairer, more inclusive society where they can thrive. This will include a community health project, campaigning work, research project and a project to increase the number of people on the learning disability register.
Homes – specific bequests to residential care homes.
Mencap Visiting Service (MVS) – special trust used to provide regular visitors to people with a learning disability.

----- Start of picture text -----
Balance Incoming Outgoing Transfers Gains and Balance
31 March 2024 resources resources losses 31 March 2025
£'000 £'000 £'000 £'000 £'000 £'000
Restricted
Homes 359 26 (15) (146) - 224
Mencap Visiting Service 3,260 136 (255) (2,158) 73 1,056
- - -
NewBe Project 3,077 (64) 3,013
Northern Ireland Housing Executive – - 787 (787) - - -
Supporting People
Omaze 3,510 - - - 3,510
Rothenberg Fellowship 18 - - - - 18
Service provision – 1,803 1,152 (2,326) 90 - 719
Communities & Programmes
Service provision – Lifestyles & Work 408 1,767 (2,090) - - 85
Service provision – Personal Support 484 588 (685) 13 - 400
Service provision – Strategy & Influence 401 364 (291) (31) - 443
-
Service provision – other 1,491 3,130 (1,802) (73) 2,746
11,301 11,460 (8,315) (2,305) 73 12,214
Unrestricted
General 29,245 232,897 (224,480) 456 162 38,280
- - -
Designated reserves – Strategic Investment 3,793 (2,170) 1,623
Pension deficit (7,746) (390) 1,849 2,563 (3,724)
25,292 232,897 (227,040) 2,305 2,725 36,179
Total funds 36,593 244,357 (235,355) - 2,798 48,393
----- End of picture text -----

Service provision – restricted by funders and Designated funds donors to specific areas of Mencap’s core services. £9m unrestricted funds have been specifically In each of the areas listed, restricted funds are designated by Mencap, with £2.2m spent in the year utilised for the purposes specified in their restriction (2024: £1.4m). The fund has been designated to deliver to further Mencap’s activities. More information a range of projects which progress the delivery of about Mencap’s work in these areas, funded by a Mencap’s Big Plan. combination of restricted and unrestricted funds, Transfers
can be found in the Trustee’s report.
In addition to the transfers related to restricted
• Young Ambassadors - supports young people aged and designated funds detailed above, £1.8m was 16 to 25 with a learning disability who volunteer transferred from general unrestricted reserves to with Mencap as part of a six-month programme, the pension deficit during the year. This corresponds to support the work Mencap does, and to develop with the actual cash payments made by the group their employability skills. to reduce the pension deficit. There was also an approved transfer of £2.2m of surplus funds from MVS to unrestricted funds in the year.

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24. Pension scheme

Mencap operates a number of pension schemes for the benefit of its employees. At 31 March 2009, Mencap’s defined benefit scheme was closed to future accruals. This means that Mencap will fund the benefits that staff have earned to that date, but does not offer the same benefit moving forward due to the inherent risk involved in running this type of scheme.

At 31 March 2016, Mencap was also participating in the Staffordshire County pension fund in respect of a single active member of staff. This employee has now left Mencap, but a management estimate of the scheme liability is included pending the final liability being settled.

Mencap pension scheme

This scheme is valued annually for the purposes of the annual report and accounts. This valuation, which is carried out under specific accounting rules and detailed in full below, is made so that Mencap can account for the pension liability on its balance sheet.

Staff are, however, able to save for their retirement through a defined contribution scheme to which Mencap contributes. All contributions are expensed in the year that they are made.

In addition to the above, Mencap participates in the Nottinghamshire County Council Pension Fund in respect of a small number of staff who have transferred over to Mencap. Mencap participates in this scheme by way of an admission agreement. Full provision has been made in the financial statements for this scheme. However, as the liability is not material, detailed disclosure has been limited so as not to distort or overstate the importance of this scheme within Mencap’s overall finances.

The Trustees of the pension scheme undertake their own formal valuation once every three years. This valuation provides the basis for agreeing the amounts that Mencap will pay each year to fund the scheme. The last valuation for this purpose was undertaken in March 2023 and Mencap agreed to continue with a schedule of contributions to settle the pension deficit over a period of 14 years.

From the year ended March 2016 and going forward Mencap agreed to make the following cash payments to the scheme:

----- Start of picture text -----
For the period 1 April 2015 to 31st March 2016 £ 4 million
For the periods 1 April 2016 to 31 March 2028 £ 2.1m per annum
For the periods 1 April 2021 to 31 March 2028
In 2023 the following amendment was made:
For the periods 1 April 2023 to 31 March 2029 £ 1.8m per annum
----- End of picture text -----

At the end of March 2025, the total scheme liabilities were valued at £89.1 million and the assets at £85.4 million. The net deficit is therefore £3.7 million. This is a change of £4.0m from the net deficit of £7.7 million reported last year.

The following assumptions have been used to place a value on the retirement benefit obligations of the charity:

Financial assumptions

----- Start of picture text -----
31 March 2025 31 March 2024
% per annum % per annum
Retail price inflation (% p.a.) 3.15% 3.20%
Consumer price inflation (% p.a.) 2.65% 2.60%
Discount rate 5.80% 4.90%
----- End of picture text -----

The Demographic assumptions used are:

Longevity assumptions as at 31 March 2025

----- Start of picture text -----
Male and Female
Base table S3PA
CMI 2022 core model with an initial addition of 0.1%, 0% 2020 2021 and 25% 2022
Future improvements
weightings, and 1.6%/1.2% long-term improvement rates for males/females
Life expectancies as at:
31 March 2025 31 March 2024
Males (M) or Females (F) M F M F
Average future life expectancy (in years) for a pensioner aged 65 at 31 March 2023 20.8 23.4 20.9 23.5
Average future life expectancy (in years) at age 65 for a non-pensioner aged 45 at 31 March 2023 22.6 24.7 22.7 24.9
----- End of picture text -----

Based on these assumptions the balance sheet position is as follows:

Assets

----- Start of picture text -----
Fund value Fund value
31 March 2025 31 March 2024
£000 £000
Liability driven investment 18,505 22,096
Investment grade credit (corporate bonds) 11,100 13,094
Infrastructure 7,877 5,775
Property - 685
Insurance contracts 34,403 38,189
Cash and cash equivalents 2,365 3,974
Total Return Fund 11,134 8,055
Total value of assets 85,384 91,868
Actuarial value of liabilities (89,060) (99,566)
Surplus/(deficit) of funded plan liabilities (3,676) (7,698)
Irrecoverable (surplus) - -
Surplus/(deficit) recognised in balance sheet (3,676) (7,698)
Net pension asset/(liability) (3,676) (7,698)
----- End of picture text -----

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ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

24. Pension scheme continued

Reconciliation of Plan benefit obligation

----- Start of picture text -----
31 March 2025 31 March 2024
£000 £000
Opening defined benefit obligation 99,566 97,346
Interest cost 4,743 4,640
Actuarial (gains)/losses (9,696) 2,959
Benefits paid (5,553) (5,379)
Closing defined benefit obligation 89,060 99,566
----- End of picture text -----

Analysis of amount recognised in Other Comprehensive Income (OCI)

----- Start of picture text -----
31 March 2025 31 March 2024
£000 £000
Actual return on assets excluding amounts included in net interest (7,133) (3,999)
Actuarial gains/(losses) on Plan obligations 9,696 (2,959)
Remeasurement gain/(loss) in Plan 2,563 (6,958)
Decrease/(increase) in irrecoverable surplus from membership fall and other factors - -
Remeasurement gain/(loss) recognised in OCI 2,563 (6,958)
----- End of picture text -----

Reconciliation of fair value of Plan assets

----- Start of picture text -----
31 March 2025 31 March 2024
£000 £000
Opening fair value of Plan assets 91,868 95,020
Interest income 4,402 4,566
Contributions by Royal Mencap Society 1,800 1,800
Actual return on assets excluding amounts included in net interest (7,133) (3,999)
Benefits paid (5,553) (5,379)
Plan administrative cost - (140)
Closing fair value of Plan assets 85,384 91,868
----- End of picture text -----

Sensitivity analysis

Change in assumptions compared with 31 March 2024 actuarial assumptions:

----- Start of picture text -----
Actuarial value of liabilities on
Change in assumptions compared with 31 March 2024 actuarial assumptions:
31 March 2025
£000
Base case 89,060
-0.1% per annum decrease in discount rate 90,094
1 year increase in member life expectation 92,146
+0.1% change in inflation 89,773
----- End of picture text -----

Analysis of amount charged to operating profit

----- Start of picture text -----
31 March 2025 31 March 2024
£000 £000
Current service cost - -
Administration costs - 140
Past service (cost) - -
(Losses)/gains on curtailments and settlements - -
Total operating charge - 140
----- End of picture text -----

Analysis of amount credited to other finance income

----- Start of picture text -----
31 March 2025 31 March 2024
£000 £000
Interest income on Plan assets 4,402 4,566
(Interest) on Plan liabilities (4,743) (4,640)
Impact of asset ceiling on net interest - -
Net interest on defined benefit liability (341) (74)
Total amount charged to profit & loss (total operating charge less net interest) (341) 66
----- End of picture text -----

Local authority pension schemes

Nottinghamshire County Council Pension Scheme

The Nottinghamshire County Council Pension Fund is a defined benefit scheme with 18 members at 31 March 2022, which is the latest valuation date. The assets of the scheme are held separately from those of the charity in an independently administered fund.

The agreed employer’s contribution rate for the year to March 2025 was 18.7% and this was expensed during the year. Contributions have been set at 18.7% for 2025/26.

The estimated asset allocation at 31 March 2025 revealed that Mencap’s share of assets of the scheme exceeded the value of Mencap’s share of the scheme’s liabilities by £0.98m (2024: Mencap’s share of assets of the scheme exceeded the value of Mencap’s share of the scheme’s liabilities by £0.46m). The surplus in the annual valuation cannot be withdrawn from the scheme until the end of the pension, therefore the valuation in the balance sheet is recorded at a no-surplus, no-deficit position.

Staffordshire County pension fund

The Staffordshire County pension fund is a defined benefit scheme. The assets of the scheme are held separately from those of the charity in an independently administered fund.

The pension scheme valuation at 31 March 2014 indicated that Mencap’s share of liabilities of the scheme exceed the value of Mencap’s share of the scheme’s assets by £48,000. As any movements in the deficit would not be material to the accounts, a new valuation has not been obtained for the year to 31 March 2025.

Mencap had no active members in the pension scheme in the year to 31 March 2025 and did not expense employer contributions during the year.

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24. Pension scheme continued

Other local Government pension schemes

----- Start of picture text -----
Dyfed Pension Fund No active members
Clwyd Pension Fund (Flintshire) No active members
Powys Pension fund No active members
Shropshire County Pension Fund No active members
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Mencap also participates in four other local Government pension schemes. However, as there are no remaining active members, and in view of the cost of obtaining disclosures and the likely liability being immaterial in the context of overall Mencap results, no account or disclosures are made for these four schemes.

An actuarial valuation was obtained for the Nottinghamshire County Council Pension Scheme, the following assumptions have been used in its valuation:

Financial Assumptions

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31 March 2025 31 March 2024
% p.a. % p.a.
CPI increases 2.85% 2.90%
Salary increases 3.85% 3.90%
Discount rate 5.90% 4.95%
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The demographic assumptions used are:

Life expectancy from age 65

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31 March 2025 31 March 2024
Retiring today:
Males 20.4 20.8
Females 23.3 23.6
Retiring in 20 years:
Males 21.7 22.1
Females 24.7 25.1
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Based on these assumptions, the balance sheet position is as follows:

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31 March 2025 31 March 2024
£’000 £’000
Present value of the defined benefit obligation (2,637) (3,118)
Fair value of Fund assets (bid value) 3,616 3,573
Surplus / (deficit) 979 455
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Reconciliation of present value of the defined benefit obligation

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31 March 2025 31 March 2024
£’000 £’000
Opening defined benefit obligation 3,118 3,044
Current service cost 51 63
Interest cost 153 145
Change in financial assumptions (574) (97)
Change in demographic assumptions (44) -
Experience loss/(gain) on defined benefit obligation - -
Liabilities assumed/(extinguished) on settlements - -
Estimated benefits paid net of transfers in (83) (56)
Past service costs, including curtailments - -
Contributions by Scheme participants 16 19
Unfunded pension payments - -
Closing defined benefit obligation 2,637 3,118
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Reconciliation of the fair value of Fund assets

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31 March 2025 31 March 2024
£’000 £’000
Opening fair value of Fund assets 3,521 3,145
Interest on assets 176 154
Return on assets less interest (113) 203
Other actuarial gains/(losses) - -
Administration expenses (2) (2)
Contributions by employer including unfunded 49 58
Contributions by Fund participants 16 19
Estimated benefits paid plus unfunded net of transfers in (83) (56)
Settlement prices received/(paid) - -
Closing fair value of Fund assets 3,564 3,521
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24. Pension scheme continued

Analysis of amount charged to operating profit

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31 March 2025 31 March 2024
£’000 £’000
Current service (cost) (51) (63)
Administration costs (2) (2)
Past service cost - -
(Losses)/gains on curtailments and settlements - -
Total operating charge (53) (65)
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Analysis of amount credited to other finance income

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31 March 2025 31 March 2024
£’000 £’000
Interest income on Plan assets 176 154
(Interest) on Plan liabilities (153) (145)
Impact of asset ceiling on net interest - -
Net interest on net defined benefit asset 23 9
Total amount charged to profit & loss (total operating charge less net interest) (30) (56)
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Summary of the amounts disclosed in the accounts

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Amount recognised in operating profit/(loss) 2025 2024
£’000 £’000
Mencap pension scheme - 140
Nottinghamshire County Council Pension Fund (53) (65)
Total (53) 75
Amount recognised in finance income 2025 2024
£’000 £’000
Mencap pension scheme (341) (74)
Nottinghamshire County Council Pension Fund 23 9
Total (318) (65)
Amount recognised in other recognised gains/(losses) 2025 2024
£’000 £’000
Mencap pension scheme 2,563 (6,958)
Nottinghamshire County Council Pension Fund 505 300
Total 3,068 (6,658)
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Analysis of amount recognised in Other Comprehensive Income (OCI)

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31 March 2025 31 March 2024
£’000 £’000
Return on Plan assets in excess of interest (113) 203
Other actuarial gains/(losses) on assets - -
Change in financial assumptions 574 97
Change in demographic assumptions 44 -
Experience gain/(loss) on defined benefit obligation - -
Changes in effect of asset ceiling - -
Remeasurement of the net assets/(defined liability) 505 300
Restriction on asset recognised (505) (300)
Net pension asset / (liability) recognised - -
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----- Start of picture text -----
Defined benefit pension liability 2025 2024
£’000 £’000
Mencap pension scheme (3,676) (7,698)
Nottinghamshire County Council Pension Fund - -
Staffordshire County Pension Fund (48) (48)
Total (3,724) (7,746)
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25. Related parties

Donations totalling £2,273 were received from related parties (trustees and employees) during the year without conditions. During the year we have received pro bono legal services from Irwin Mitchell Solicitors to the value of £7,000. They have provided these services at no cost to Mencap. Yogi Amin, a Mencap trustee, is a Partner of Irwin Mitchell; neither he, nor Irwin Mitchell, have received any benefit for these services.

Group companies

During the year, the following transactions took place between Royal Mencap Society and its subsidiaries:

27. Income

27.Income
(a) Included in Trust income is income from:	Total 2025
	£’000
Anonymous	28
The Michael Cornish Charitable Trust	250
Ulster Garden Villages	80

Mencap Trust Company paid its annual management fee to the charity £835,307
Mencap Limited paid annual earnings of £258,451 to the charity by way of gift aid

At 31 March 2025, the following intercompany balances were outstanding between the charity and its subsidiaries:

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2025 2024
£’000 £’000
Mencap Limited 392 1,615
Mencap Promotions Limited - -
Mencap Trust Company Limited 204 336
596 1,951
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26. Volunteers

During the year, Mencap received the generous donation of time from a great many volunteers. They provided contributions to a number of activities, as follows:

----- Start of picture text -----
2025
Number of volunteers
Raising funds:
Raising funds 465
Trading 956
Total raising funds 1,421
Charitable activities:
Providing services 757
Campaigning for change -
Support with advice 5
Research & Evaluation 3
Building peoples own capabilities 45
Providing Housing -
Governance & Support 31
Total charitable activities 841
Total 2,262
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(b) Included in Community/ Big Lottery Fund is income from:	Total 2025
	£’000
Cityof Bradford Metropolitan District Council	46

(c) Included in Organisations raising funds is income from:	Total 2025
	£’000
BerkeleySt George/St Josephs's	95
Omaze	3,925
Stanhope Foundation	50
The Bank of New York Mellon	76

(d) Included in Gifts in Kind is income from:	Group2025
	£’000
Gate One	27
McKinsey	100

----- Start of picture text -----
(e) Included in Income from Charitable activities is income from:
Group 2025
£’000
Belfast Health and Social Care Trusts 327
British Gas Energy Trust 201
Department for the Communities 99
Motability Foundation 169
North West Regional College 30
Northern Health and Social Care Trusts 25
SEUPB: Peace Plus 551
Southern Health and Social Care Trusts 56
South Eastern Health and Social Care Trusts 49
Sport England 723
The National Lottery 106
Pears Foundation 100
UK Shared Prosperity Fund (UKSPF) 474
Western Health and Social Care Trusts 49
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ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

mencap

ROYAL MENCAP SOCIETY ANNUAL REVIEW APRIL 2024 to MARCH 2025

Contents

FOREWORD

FOREWORD

We’re more needed than ever

FOREWORD

We need more fairness

THIS IS MENCAP

WHAT ARE WE DOING ABOUT IT?

What is a learning disability

Our winning partnership with Omaze raises £3.9m

In August 2024, Mencap was incredibly proud to be announced as the charity partner for Omaze’s Yorkshire House Draw.

REVEAL VIDEO

Trustees strategic report

VIEW FROM OUR TRUSTEES

OUR STRATEGIC GOALS

We are treating next year as the foundational year for our new strategy which will take us to 2030.

AS AN ORGANISATION WE WILL:

NEXT YEAR WE WILL:

Individual:

Community:

Society:

Supported Living

Residential Care Homes

Community Support

Making a difference every day

Supporting independent living in Suffolk

Everyone deserves the opportunity to live independently in a place they can call home.

Improving independence through tech

LEWIS FINDS HIS VOICE

A moment of joy and belonging

Navigating ongoing funding pressures in England

DAVID’S JOURNEY BACK TO INDEPENDENCE

Social care has faced sustained underinvestment for years. Rising costs, workforce challenges, and local authorities simply not having the money to pay any more, makes it harder to deliver high-quality support.

In response, we’ve done a comprehensive review of our financial position and service delivery. We continue to focus our efforts on three strategic priorities:

1. Assessing service viability

Viewing quality through lived experience

During the year we piloted a new quality checking tool that captures the voice of people with lived experience of a learning disability into our view of quality in a service.

Strengthening safeguarding through targeted audits

Driving safer practices through service manager roadshows

Helping more people into work

Mencap Training Academy

https://trainingacademy.mencap.org.uk/

PROVIDING PRACTICAL TRAINING

Support to thrive: Regan’s story

REGAN

Inaugural Employer Partner of the Year Awards

Employ Me

Amazon Employ Me Traineeship Programme

ACTIVE COMMUNITIES

Connecting people through Bradford Buddies

POSITIVE RESULTS

NEW FRIENDSHIPS:

COMMUNITY CONNECTION:

AWARENESS AND PARTICIPATION:

INDEPENDENT ACTIVITIES:

CONFIDENCE BOOST:

Liam matched with Annette

Empowering families through community-led support in England

SUPPORT HIGHLIGHTS

PARENT SUPPORTED IN TAMESIDE

Taking early years action

SUPPORT HIGHLIGHTS

PARENT SUPPORTED IN WALES

Early years support in Ynys Môn

FAMILY MEMBER

FAMILY MEMBER

Supporting children and families in Northern Ireland

WHAT FAMILIES TOLD US:

FAMILY MEMBER

FAMILY SUPPORT IN MENCAP CHILDREN CENTRE

WHAT FAMILIES TOLD US:

Advocating for parents in Walsall

Support for young people in Northern Ireland

In 2024/2025 we worked with

HEROES+

Empower 2 Transform

• Cohort 2: 9 currently engaged

Being seen through art