Wyc Bib Trans iffe ators Iii¥ Annual Report and Financial Statements //. to 30 September 2025 Annual Report Our vision Our mission Achievements and performance Responsible stewardship Financial review Future plans Structure, governance and management Reference and administrative details Statement of trustees, responsibilities 16 19 20 22 23 Audit Report and Financial Statements 25 Independent auditorfs report to the members ofwycliffe UK Ltd Statement of Financial Activities Balance Sheet Statement of Cash Flows Notes to the Financial Statements 30 31 32 33 'Today a precious gift has been unveiled. Mypeople will hold it like a treasure in our community... The gatherings ￿-11 now hear the life of Jesus told not in a dlstant language, but In the one they flrst leamed from their mother&. Bishop Douglas Machafu, speaking at the New Testament launch Cover image: The launch of the Upper Pokomo New Testament in Kenya on 26 April 2025. Translated by a local team, the printed version was typeset bywycliffe member janet Sweet Page 2 Our vision For centuries, people have turned to the Bible to find wisdom, hope, and a life transformed in Christ. But for l in 5 people across the world today, the words that shape our faith in Jesus. inspire our lives and offer us hope are trapped in a language that they cannot understand. At Wycliffe Bible Translators. we believe that no-one should be excluded from the good news of the Bible. All ourwork is focused on a single vision: a world where everyone can know Jesus through the Bible. 197 million more people with the Bible.. but 1.5 billion still waiting We are part of a global Bible translation movement of organisations from different countries, whose combined efforts are enabling a dramatic acceleration in translation. Incredible progre$5 across the global movement in recent decades means that more people now have access to God's word than ever before. As of September 2025, 779 language groups had a full Bible. compared to 343 in 1990. In the last year alone, 197 million people gained the whole Bible in their language for the first time. But there is more still to do- 1.5 billion people are still waiting to have the whole Bible in their language. Progress in the publication of Scripture 1800-2025 I￿ Olb iooo 1.000 1820 1840 1860 1880 1900 1910 Year 1940 1960 1980 2000 ZOZS Page 3 'It has made a blg dlfference to the Church In the entire region. The translated Scripture has been a tool to unite our people and it has transformed our Ilve&' Mathias. 8anyole Bible translator. Uganda Our mission Our mission is simple: We serve local partners worldwide, as they bring God's word to their communities in the language which speaks to them best. We seek to deliver our mission by giving our partners (local Bible translation organisations) the practical support they need to bring God's word to thelr own people in thelrown languages. This includes providing funding, prayer support and highly skilled and godly people who serve by training, mentoring. checking translation quality. assisting with programme design or supporting organisational effectiveness. Our approach Wycliffe partners with churches and individuals $0 they can access the Bible in their own languages, providing the support needed to understand its message. which in turn fuels church growth. Behind the scenes, this frontline translation and Scripture engagement work rests on an equally deliberate commitment that has shaped our work for many decade5= the long-term development of l¢xal translation and Scripture engagement capacity in each country (or region) through training workers and helping to establish local translation organisations. This sustained commitment to partnering with local workers and organisations has enabled the work to scale, so that our efforts multiply the ministries of others. By investing in local people, and the development of local organisations wherever possible, we seek to ensure that leadership, ownership and accountability rest with local churches in each context. avoiding unhealthy dependency on us and strengthening long-term resilience. In this way, churches and mission organisations worldwide can more easily access local svpport to overcome language barriers. ensuring translations are responsive to ministry need5. The fruit of our work is evident not only in the accelerating pace of translation activity, but also in the expanding global ecosystem of organisations participating in Bible translation work. Many of these organisations were established with our support, alongside others Page4 founded by leaders we have helped to train, with still others emerging over time from these foundations as the work ha5 multiplied and new initiatives have taken shape. Today, this collaborative vision is most visibly expressed through our tsvo primary neI￿orks. The Wycliffe Global Alliance brings together more than 100 organisations. from all around the world. united by a shared vision that every person on earth should have access to God's word in the language they know best. SIL Global works across Bible translation, literacy, education. language development, and linguistic research. SIL is moving from a multinational structure into a community of more than 70 local org3nisation5. This reflects the same long-term emphasis on local ownership, partnership and sustainability that characterises our vision and mission. Beyond these networks, we also collaborate with other organisations where this strengthens local initiative and Se￿eS shared gospel prioritie5. Such collaboration reflects a commitment to kingdom values, recogni5ing that the work is larger than any single organisation. Mission priorities All of our work and support of l¢xal and global partners is aimed at delivering our mission through three strategic mission priorities, developed with reference to the Charity Commission's guidance on public benefiL Increase translation impact Working at the frontline, our partner organisations are engaged in helping communities access God's word by producing clear, natural, and faithful Bible translations in people's languages, appropriate to their needs. Successful Bible translation work is about communicating God's word as living and active, as well as making progress in the number of verses translated. Our partners work to ensure God'5 word can be under5to¢)d and used. This IS vital, because a translation programme orientated around churches and individuals having full access to the Bible, and building their lives on its teaching. will have the greatest long-term impart as God uses this to transForm lives, Strengthen local sustainability Bible translation programmes are best led by national (or regional) organisations in each place.. local leaders understand their communities. needs, are connected to local churche5. and can make culturally appropriate decisions. The stronger these organisations. the more effectively they can meet their communities. needs for the Bible. That's why we prioritise developing this local capacity. Whether small or large, strong or weak, in Christian or persecuted contexts. we support partners with the practical help they need to flourish. This includes training in both technical translation skills and essential operational skills such as HR, finance and governance. Page 5 Advance the global movement Local translation organisations rely on a global Bible translation movement of organisations for support. We actively participate in this global movement to strengthen the functions needed by local partners. This includes providing people to setve in key leadership roles, supporting the development of software (including Al tools) and key training materia15. We aim to model best practice. share knowledge. and amplify the voices of local leaders, ensuring this ever-changing global movement serves their needs in bringing God's word to their communities. Yor's story Delivering our mission makes a difference for people like Yor, from the Bunong community in Cambodia. Yor leads the women's group at her local church. For too long she, and the women like her, felt they were trying to follow a God who didn't speak their language. But after Years of dedicated work by a local team - supported and enabled by Wycliffe - the Bunong Church has the New Testament. For Yor, being able to understand God's word has made a transformative difference for her and the women's group. 'It bring5 me so much joy to study God'5 word with these women and to grow together in our faith An Jesus. I see how G¢xI's word touches them because we hear it in our language. 'When I read the Scriptures in Bunong I'm able to understand it in a way that speaks to my heart. I thank God for this incredible gift., Having the New Testament in her language is bringing Yor joy. But She long5 to be able to read the whole Bible- and share it with her friend5 too. 'The women are particularly excited to see the promises of God unfold., she explains. Because of the continued generosity ofwycliffe supporters, we have been able to commit to funding the work to complete the Bunong Old Testament as well. Soon Yor. her women's group and the whole community will have all of the Bible in their language. It's a moment Yor can'twait for. My hope is that each woman will understand God's word more deeply and grow in their faith., Bunong had never been written down before translation work began, so Yor only learned to read her language in later life, when she went to a literacy cla55 connected to the Bunong Bible translation work. Her experience is an example of how the public benefit of Bible translation activity, such as writing the Bunong language down for the first time and people learning to read and write. reaches wider than the Christians in a community. For Page 6 example, it can bring literacy, create education opportunities, lay foundations for development and lift people out of poverty. We believe that, just like in Yorfs case, people having God's word in their own language does more than increase their knowledge of their faith - it transforms their lives, inspire5 church growth. empowers evangelism and facilitates discipleship. Achievements and performance Over the year to September 2025, we have been really encouraged by significant progre55 in our efforts to increase translation impact. strengthen local sustainability and advance the global movement- enabled by God through the giving ofgenerous supporters and the efforts of our people. The chart belov4 shows how donations and legacies received from those who want to see a world where everyone can knowjesus through the Bible. were used to achieve our three mission prioritie5. Othor £758k 8Y. Advance the global movement £1,962K Increase translation impact £5,062k 54Y. Use of donations and legacies Strengthen local sustainability £1,562k Ir/. Increase translation impact We provided funding and programme assistance directly to 47 partner organisations (2024.. 45) in 21 countries (2024.. 20) to support Bible trar)slation and Scripture er)gagement work for more than 130 million people (2024: 99 million). In addition, expertise provided in this area by 71 FTE Wycliffe members. and funds tranSfer￿d to a further 59 partners, meant our efforts were serving over 580 million people who speak over 320 language5 in over 60 countries. Page 7 Benjie Leach, who passed away in early 2026, and his wife Rhoda served communities in Angola and Malawi by helping them create translated. sung versions of the Psalms. The translation process is deeply rooted in the communities. oral culture. 'Pen and paper are set aside.. explained Benjie. 'The group comes up with a rhythmic and poetic oral version of the Psalm - then comes checking for accuracy and looking at how to impmve the poetry. By the end. they have a pdf of the finished tex¢ an audio reading. and at least one song based on part or all of the Psalm., Benjie and Rhoda's efforts have built a legacy of faith that will last for generations, enabling the Bible to come alive. 'This is a culture that likes singing., explain5 Joel. from the community in Malawi. 'We are taking traditional music andputting words to it from the Psalm& It 1$ puttlng the word of God In people's hearts.. As communities get access to the Scriptures translated by their Bible translation teams, so the lives of people like 24-year-old Yayra in Togo are being changed. .1 was hard on people.. she admits. 'Wlth my nelghbour4 my husband. and others. I dldn't forglve tho$• who offended me., Yayra had a reputation in her village in Togo. But then she began attending a local Bible study group that used the New Testament in Ifè. her language. 'I've been transformed,, Yayra says. 'God has fllled my heart wlth patlence and self-control. Today. even if someone offends me. l am able to control mysell. I forgive easily because God (in hls word) tells us to forgive. l Feel happier now than before.. The first draft of the translation of the Ifè Old Testament will be completed in 2026, so Yayra and the more than 170.000 people who speak her language will soon have access to the whole Bible. Page 8 Strengthen local sustainability Many of our 43 FTE Wycliffe members focusing on this mission priority are working in positions of leadership across multiple Bible translation programmes, sharing their expertise and mentoring local partners as they develop their own skills. Rachel Robinson serves in Cameroon, but also shares her linguistic expertise with teams in other countries. In 2025. she spent three weeks providing linguistics training to Bible translators in Mbandaka in the Democratic Republic of the Congo - a town only accessible by river or plane. .1 was very impressed by their commitment to the vision of Bible translation,. she said. 'There is an incredible amount of activity happening In this little-visited corner of Congol I was also touched by the hospitallty I received. Mbandaka has very few ft•relgners vlsltlng (or Ilving there), $0 I was made to feel very speclal and welcome. 'The Ilngulstlcs tralnlng my colleagues and I did with the translators will help them look at their languages and translations more analyticalty. contributing to higher quality translatlon work In thls part of Congo.. We laid the fovndation5 for a Specialist Bench - people who can be deployed to provide skills such as project management, HR and finance,. a5 well as some specialists with technical translation skills- to support partners in strengthening operational resilience and sustainability. During the year. we identified partner needs and prospective specialists with a view to rolling out short-term targeted deployments in 2026. We made direct grants to 14 partners to support local sustainability and training, including funding full-time and on-the-job training for Bible translators and other translation- related role5, as well as funding the professional development of current and future leaders in translation organisations. Paul Toma is helping a Bible organisation in Tanzania navigate strategy and resourcing challenges. We are helping to fund his MBA, to support him in this. 'The studles contlnue to be relevant and tlmefy In my work, he explains. Equipping leader5 like Paul directly develops local capacity so that- in every context possible - Bible translation is locally sustainable and independently led. Page 9 Advance the global movement Our 55 FTE members who are engaged in thi5 mission priority play key roles in the Bible translation movement, seThing on leadership teams of various partners, including a number working at global level. We supported those already working at this level, and have identified, and are investing in, emerging leaders in our membership who could shape the movement in the future. We supported seven global partners directlywith grants, some of which went to key partners such as SIL to improve their organisational effectiveness and encourage their drive towards localisation of trar)slation organisations. Other grants went to training organisations such as Moodands College whose School of Language and Scripture is a key part of training and developing our members. Still other grants supported the development of technologies that assist translation work all over the world, like The Bible Translators Assistant (TBTA). TBTA is a machine leaming translation system that combines linguistic templates for each book of the Bible. with grammatical analysis of the desired language to speedily produce a first draft translation, saving significant time and effort for the human translators. Uniquely, TBTA is able to work even for languages with no previously translated material. Local translators can then apply their expertise and cultural understanding to make God's word accurate and accessible for their cornmunities. The TBTA development team has now completed coding work on the entire New Testament. The t¢)ol 15 already being used by translators in the Southern Philippines, following successful trials with 11 translation teams in four countries, including Kenya. 'You cannot compare It wlth the other computer alded translatlon software that I have worked wlth In the pas¢. said Bible translator Jacob, in Kenya. 'Thls Is something that needs to be encouraged and expanded in more language5. $0 that the work of Bible translation can move even faster." Operational effectivene5S To deliver our three mission prioritie5 (above) we have identified several operational priorities in our strategic plan for 2024-2027, which we used to help guide and measure our progress towards fulfilling our charitable purposes. During the year we sought to increase 5UPPOrt through growing resilient income, engaging more churches, finding people willing to serve, and raising more prayer support. We praise God that.. our supporters donated an incredible É3.5 million towards unrestricted and programme funds. so that more people can come to knowjesus through the Bible Page 10 we saw a 16/0 increase in our number of individual donors and a 43/0 increase in Give the Word partners (regular monthly givers), as more people chose to unlock God's word for every heart we spoke in 191 different churches to support their focus on world mission and are grateful to every one ofthose churches that welcomed us so warmly we welcomed four new members to help serve local partners worldwide. as they bring God's word to their communities in the language which speaks to them best. The growth in the number of donors, particularly regular donor5. equips us to be a steadfast, long-term partner for local Bible translation teams who often face economic uncertainty. It also means more people receiving our Prayers for Life prayer diary and having the opportunity to pray for the urgent and vital task of Bible translation. We increased our efforts to optimise resources and talent, specifically: rolling out Individual Development Plans across the staff team to support professional development improving processes and overseeing two significant system upgrade5 that are making us more effective and productive in addition to supporting our members around the world with dedicated support, we strengthened a staff culture where everyone can thrive, which gained recognition when The Sunday Times included us in their'Best Places to Work, awards. Progress in pursuit of our mission has only been possible because of the giving of generous supporters. We are deeply thankful for their committed support and stewardship of all that God has given them. Responsible stewardship Ourwoik to create a world where everyone can know Jesus through the Bible is a God- given task that we do not undertake lightly. Our operations are only truly effective if they work towards our mission with an attitude of service to our partners, gratitude to our supporters, and responsibility for the people and resources entrusted to us. People We are a membership organisation. with 410 members (2024.. 41f), of whom 231 have voting rights (2024- 251), as at September 2025. Members are not employees and so receive no salary from us as an organisation but are supported through the generosity of churches, friends, family and other donors. Donations for such member support are received by Wycliffe as restricted income. The majority of our members serve, in accordance with our mission priorities, through assignments with partner organisations. Non-voting members include some associate members (who are primarily affiliated to other organisations in the Wycliffe Global Alliance), retirees, and honorary members recognised for outstanding contribution through their employed or volunteering roles. Page 11 In addition to members, during the year an average of48 employees and 100 volunteer5 were serving with Wycliffe. Volunteers As well as being entrusted with our supporters, generous donations, 100 volunteer5 offered Wycliffe their time and skills in 2025 (2024= 78). In accordance with the Charitie5 SORP (FRS102), the value of volunteers. seNices is not represented in the financial statements, but we are ever thankful for each one ofthem for promoting and enabling our work. Environment In 2025 a carbon footprint report was produced by Climate Stewards, indicating arbon footprint of 335.5 tC02e for our staff activities during calendar year 2024. This ha5 been offset with Climate Stewards, supporting programmes that bring multiple local benefits to communities as well as removing or reducing carbon dioxide. Fundraising We are committed to fundraising in an ethical and godly manner and have a biblical fundraising policy that guides our practice. The charity is registered with the Fundraising Regulator, complies with its Code of Fundraising Practice, and ensures that those who represent us do too. This includes any commercial participators and professional fundraisers engaged to help grow our impact with whom we have contracts in place. We aim to treat supporters with respect, dignity and onfidentiality and to protect vulnerable people and others from unreasonable intrusion when receiving our fundraising communications. We monitor communication responses and feedback to ensure recipients are not pressured, remove recipients from our mailing list whenever asked, and protect vulnerable supporters through ovr policy. Our volunteer hurch speakers receive guidance and training to ensure their fundraising 15 carried out in a way that is aligned with our values. During the year we received seven fundraising complaints (2024.. one). Appropriate responses were made and they were re501ved in a timely manner. Remuneration of key management personnel The key management per50nnel are considered to be the Board of Trustees (who a150 serve as company directors), the Executive Director. and the leadership team. None of the trustees receives any remuneration or other benefit from their work with the charity. Trustees are required to disclose all relevant interests, including those with any related parties. and in accordance with the Governance Policy they will withdraw from any discussions or decisions if any conflict of interest should arise. Details of trustee expenses and related party transartions are given in note 9 to the Financial statements. Page 12 Compensation of our Executive Director is set by the trustees with advice from our Remuneration Committee and reviewed annually with reference to charity sector benchmarks. The remuneration and benefits received by key management personnel are stated in note 8 to the financial statements. Safeguarding and whistleblowing We are committed to providing a safe and trusted environment for our people, those we serve, and their families. We require high ethical and moral standards from all our people and take misconduct Seriously. An independent reporting service is provided to encourage anyone to bring safeguarding or whistleblowing concerns to our attention. During the year no safeguarding issues were reportable to the Charity Commission (2024: none). Grant-making Making grants to partner organisations is central to fulfilling our mission to serve local partners who are bringing God's word to their communities in the language that speaks to them best. We select programmes where we assess that funding will have the greatest impact. The majority of our grant-making is undertaken with the view of long-term partnership, but delivered within an accountable three-year cycle. with an agreed on90ing monitoring process. Funding proposals from partner organisations undergo a formal review process at directorate level. including an assessment of the potential impact of the proposed work, as well as the partner's sustainability and the extent to which translation work aligns with our organisation's strategy. Funding is formally approved in line with organisational budgets at the Finance & Legal Committee ofthe Board. Investment policy Our investment policy is to keep funds needed for short-to-medium-term purposes in ash or cash equivalents that can be accessed immediately or within 12 months, and for long-term funds to be invested to achieve a total return, over the long term, exceeding inflation. We have a responsible approach to investment, precluding investment in companies whose principal business is in armaments, fossil fuels, gambling, pornography, tobacco or alcohol. In December 2024, the remaining funds held in a portfolio managed by Rathbones were transferred to Cazenove and were invested in the Cazenove Charity Sustainable Multi- Asset Fund. The total value of these investments at the year end was £3.292k (2024.. £3.065k), including £119k revaluation gains. The cumulative fund performance has exceeded the long-term investment objective. Page 13 Risk management Our work necessarily involves risk, and we believe there is a strong theological basis for accepting appropriate risk in pursuit of our mission. We seek to hold this in prayerful tension with our responsibility to operate within an appropriate compliance framework and to apply proportionate mitigations. 50 that decisions about risk are explicit and informed. Our risk management F)olicy, developed in linewith Charity Commission Guidance CC26, recognises risk as the effect of uncertainty on the achievement of Wycliffe's objectives. It onsiders risk both in terms of potential threats to be mitigated and opportunitie5 to be pursued. Risks are identified. assessed for their potential impact and likelihood. and managed through proportionate actions, with our overall risk profile kept under regular review. The trustees oversee risk management and consider the principal risks to which Wycliffe is exposed, satisfying themselves that appropriate controls are in place to manage these. Particular attention is paid to consideration of safeguarding. The Board considers a specific risk at each meeting. alongside a wider review of risk management annually. During the year, as part of their review of risk, the Board considered risk velocity and risk as opportunity, and it is planned that these areas- together with work on our theology of risk will inform risk management. As well as reviewing the risk register, the Board also reviewed individual risk areas, including potential data leaks and failure to meet income targets. The Executive Director, 5UPPOrted by the leadership team. is responsible for implementing risk management arrangements on a day-to-day basis. This includes maintaining the risk register, evaluating significant and emerging risks, ensuring that controls remain appropriate, and fostering a cvlture in which risks and opportunities can be identified and escalated. The leadership team reviews risks at least quarterly and report5 to the trustees as appropriate. The following continue to be the principal risks: Relevance: Bible translation being seen as irrelevant or not needing funding. To mitigate. we built new relationships with church networks, and developed new marketing initiatives through social media to raise and maintain awareness of the ongoing need to unlock God's word for every heart. We continue to pray that God would encourage more people to stand with us in this work. Cyber attack: particularly with a loss of confidential data. To reduce the possibility of a successful attack, we use large. repvtable cloud-based providers to ensure the systems holding our data are well-maintained and well-protected, maintain security on our own servers. and routinely train and test our staff. Security: personnel in sensitive locations endangered by association with Wycliffe. As part of our measures in this area we are active members of a Community of Practice alongside our close partners. This seeks to ensure that all organisations follow consistent and sufficient policies and procedures relating to security and Page 14 crisis management. Alongside this, we conduct our own security reviews and horizon scans. and plan for how we would handle possible crises. Fundlng: giving and expenditure diverging so that we cannot support essential work in the UK and overseas. We remain grateful to our supporters who generously continue to help create a world where everyone can know jesus through the Bible. even in the current difficult economic situations. We continue to pray and improve our communication ofthe importance and impact ofthis work $0 that supporters continue to be inspired and encouraged in their financial and prayerful support of our translation initiatives. The Board and Leadership Team review fundraising performance and strategy on a regular basis. In addition to this, we ensure reliable funding for our partners overseas and the long-term nature of their work by maintaining appropriate leve15 of reserves to ensure their work can continue in the event of a reduction in fundraising, or a reduction in its impact due to currency fluctuations. The strategic plan was developed with reference to this risk management strategy. Page 15 Financial review Income We remain ever thankful to God for all the individuals. charitable trusts and churches who so generously enable the worldwide work of Bible translation through their giving. The year saw significant growth in our legacy income and encouraging growth in our unrestricted income, both of which have enabled us to increase our programme grant funding for the year. Oth•rlntom• (lttckndlh9 lThv•stm•nt Incom•) 3% L•yaei•s 12% lJnr•ilri¢t•d donations and 0%￿r incom• Work ¢*f m•n*•Ys 51% 22% FY25 Income Sp•cilk tr4nskitlon programm•s 12% Total income for the year wa5 £10,468k (2024.. £9.668k). with donations and legacie5 providing 98Vo of this total (2024.. 97°A). including.. £5,377k given for the work of members (2024.. £5.257k) £1,268k from donations for specific translation projects and funds (2024.. £1,382k) £2,294k from unrestricted donation5 and other income (2024.. £1021k) £1.271k from legacies (2024.. £729k). Other income, including income from investments. amounted to £258k (2024.. £279k). Page 16 Expenditure We continue to spend 92°A of our total expenditure on our charitable activities. Overall spend in the year to September 2025 increased by £578k, with the majority of this being an increase in supporting programmes and partners (£421k). Raising funds 4% Supporting ¢hur¢h•s and supporters 7% Supporting pro9raffmo5 and partn•rs 34% FY25 expenditure Supporting m•mb•rs 51% Total expenditure for the year was £10.973k (2024.. £10,395k). with charitable activities expenditure representing 92°A of this total (2024.. 92Y.), comprising.. £5,553k to support member ministry (2024: £5.348k) £3,791k to support translation programmes and partner5 (2024: E3.370k) £730k to engage churches and supporters in the Bible translation movement (2024.. £854k). A total of 8Y• of expenditure (£899k) was used to raise funds (2024.. 8Y•. £823k). All of the above costs include an allocation of centralised support costs such as HR, Finance, and IT. Balance sheet At the year end we had net assets of £6,472k (2024: £6,858k), comprising.. Long-term investments. under professional managemenL of £3,292k (2024: 3.065k) Net current assets of £3.164k (2024.. £3.770k), which includes cash of £3,082k held in a current account and a short-term interest-bearing deposit fund (2024.. £3,349k) Fixed as5et5 of £16k (2024.. £23k). Reserves policy Unlocking God's word forevery heart is a far-reaching commitment. A New Testament translation typically takes at least five years and a full Bible at least 10 or more. Every gift we Page 17 receive enables the journey of transformation for a community. We take seriously our responsibility to Steward all gifts in a way that ensures stability, continuity and maximum impact. To protect the translation work that our supporter5 make possible. the trustees have established two main reserve funds= l. General fund- a six-month operating reserve that ensures the day-to-day work continues uninterrupted, even when income fluctuates. It gives confidence to the members and partners we Serve and the donors who enable their work, that essential operations will continue. 2. Programrne sustainability fund - this designated fund, coupled with restricted programme funds. supports 12 months of programme funding, to ensure that Bible translation, a5 a long-term ministry, can continue regardless of change5 in the external environment. This reserve protects our partners and their translation teams from stop-start funding and supports long-term planning. In addition we hold two designated funds= Acceleratlng Impact fund - at the end of FY22 there was £2.7m in this fund, including the £2m redesignated from the previous property fund. In the peri¢)d FY23-FY25 inclusive, due to the continued generosity of supporters. we were able to add £2.Im to the fund. Over these three years we have also spent E3.2m on programmes from this fund. This leaves balance of £1.6m at the end of FY25. Movement in Accelerating Impact fund FY22-FY25 35 30 25(KJ 21K)O 1500 11N)O FY22 FY23 FY24 FYZS Balance from previous year less current year spend Added in year These funds are a strategic commitment allowing us to safeguard long-term Bible translation work, respond quickly to emerging opportunities. protect partner5 from financial uncertainty, and accelerate impact when unique windows open. During the year, legacy income was higher than forecast. Rather than spend these gifts quickly, we are allocating them across a multi-year horizon so they create the greatest possible lasting impact within the communitie5 we serve. Page 18 Growth of ministry fund is designed to make strategic investments that expand our impact, focusing specifically on strengthening marketing and fundraising initiatives and enhar)cing systems and processes. These improvements er)sure we operate a5 efficiently and effectively as possible. Expenditure from this fund amounted to £IIOk in FY25. Additional funds have been designated in anticipation of upcoming investments, including the implementation of a new Human Resources Information System. Planning ahead in this way ensures we can continue to build the infrastructure and capabilitie5 needed to support our long-term mission. Restricted funds amounted to £n6k at the year end (2024.. £nsk). primarily relating to programme and partner funds. The total charity funds held at year end represent 7.1 months (2024: 7.9 months) of the total expenditure for the year to 30 September 2025. This level of funding ensure5 that both our ongoing operations and multi-year programme commitments can be met reliably, providing stability for our partners and confidence for our supporters. Future plans While great progress is being made in the task of Bible translation. we have not yet reached our vision- a world where everyone can know Jesus through the Bible. To achieve our vision, we need ongoing translation capacity in-country, accountable to local churches and responsive to Scripture needs. But often. these national or regional organisations are under-resourced and overwhelmed by the need. Assisting their development, as they make the Bible accessible to people, is the most Strategic thing we an do in the long term. That 15 why our mission is to Serve local partner5 worldwide, as they bring God's word to their communities in the language that speaks to them best. We are now in the second year of our strategic plan for 2024-2027. This year we are continuing to focus on our three mission priorities to.. Increase translation impact Strengthen local sustainability Advance the global movement. In addition we will seek to increase our impact by increasing income and improving operational effectiveness. Page 19 Structure. governance and management Governing documents Wycliffe UK Ltd is a company limited by guarantee, and governed by its Memorandum of Association (June 2022) and Articles of Associatior) (June 2022). We are registered as a charity with the Charity Commission and with the Office of the Scottish Charity Regulator. Membership is open to anyone over the age of18 able to affirm the Doctrinal Basis and wishing to serve in SUPF)Ort of Bible translation. Each of our members with voting rights agrees to contribute £1 in the event of the company being wound up while they are a member or within one year of ceasing to be a member. Our charitable objects are.. l. The Association is fonned to glorify God by promoting.. a. the translation of the Holy Scriptures into vernacular languages b. the publication and distribution of these vernacular Scriptures. 2. The objects of the Association are: a. to promote the Christian faith and Christian religion and in particular the translation. publication and dissemination of the Bible in different languages b. the advancement of education (particularly in relation to the Christian religion, knowledge of the Bible and Christian doctrine. faith and practice), language and literacy,. and c. the relief of poverty. Organisational structure The Board of Trustees oversees the charity, normally meeting quarterly, and usually consists of10-12 trustees. The Board is responsible for prayerfully approving strategies and policies and monitoring their implementation. This work is supported through a number of subcommittees covering finance and legal matters. HR issues and safeguarding, and remuneration. Other advisory groups are formed as required. The Executive Director is appointed by the trustees to manage the day-to-day operations with delegated authority within terrns approved by the trustees through a Governance Policy. The Executive Director is supported by a leadership team that directs our activities with churches, supporters and partners. and ensures our people, finances and operations are cared for and managed appropriately. Page 20 Trustee appointmenL induction and training New trustees are normally recruited by direct invitation from the existing board members- they are identified either by the board members, by referral to the board, or by external advertising. In considering nominations, we take into account the skills and diversity present and needed around the board table, a5 well as the independence of trustees, and continue to seek to broaden our team of trustees. Once the trustee5 have mutually agreed that the appointment is suitable, new trustees may be appointed to serve in association with the board until the next round of board elections, which take place every two years. New trustees and those standing for re-election are elected by the voting membership and normally serve for up to three terms of four years. We provide potential trustees with an indvction that includes information on the requirements of being a charity trustee and company director as well as the governing documents and relevant guidelines from the Charity Commission and Companies House. They are invited to attend board meetings, and other activities, to familiarise themselves with the or9anisation. We encourage trustees to attend appropriate external training event5 where thi5 will facilitate the undertaking of their role. Charity Governance Code The tru5tee5 refer to the Charity Governance Code and are informed by its recommendations in continually aiming for best practice and ongoing improvement. One current trustee has held office longer than the recommended maximum of three terms,. the trustees consider this to be for the benefit of the charity since the individual brings long experience of relating to businesses and other charities committed to this sector of work. A review ofthe new Charity Governance Code is planned during the 2026 year. Related companies Details of dormant subsidiary companies are given in note 19 to the Financial statements. These are retained for name protection purposes only. Page 21 Reference and administrative details Corporate directory Wycliffe UK Ltd operates under the name of Wycliffe Bible Translators. Charity registration numbers 251233 (England and Wales) SC039140 (Scotland) Limited by guarantee, number 819788 Company registration Trustees David Steinegger James Turner Chair (until 17 December 2025) Chair (from 17 December 2025), Vice-chair (until 17 December 2025). Chair of Finance & Legal Committee (until 17 December 2025) Ayo Adedoyin Kevin Ashman Rebecca Benton Chair of People Committee, Chair of Remuneration Committee Rachel Bradley Mary Comont lan Kirby Kenneth MacKenzie Andrew Ross (from 25 September 2025), Chair of Finance & Legal Committee (from 17 December 2025) Secretary Esme Scott Leadershlp team James Poole Andy Bell Robin Peake Executive Director Director foi International Partnerships Director for Supporters (until 26 March 2025), Deputy CEO (from 26 March 2025) Director for People Director of Finance & Corporate Services Director for Churches (until 6 June 2025) Ann Saunders Gillian Wright Neil Graham Bankers National Westminster Bank plc, High Wycombe Branch. 33 High Street. High Wycombe. Bucks HP112AG Investment managers CCLA Fund Managers Ltd, l Angel Lane. London EC4R 3AB Schroder & Co Ltd, trading as Cazenove Capital. l London Wall Place, London EC2Y SAU Page 22 Rathbone Investment Management Ltd, 30 Gresham Stree¢ London EC2V 7QN (until December 2024) Sollcltors Edward Connor Solicitors. 41 The Point. Market Harborough LE16 7QU Anthony Collins Solicitors LLP. 134 Edmund Street. Birmingham. West Midlands B3 2ES Audltors Gravita Audit Oxford LLP, Park Central, 40-41 Park End Street. Oxford OXI IJD RegISte￿d o￿l¢e Wycliffe UK Ltd, CMS House, Watlington Road. Oxford OX4 6BZ Other offices Wycliffe Bible Translators, NCM House. 218 York Street. Belfast BT15 IGY Statement of trustees. responsibilities The trustees (who are also directors of Wycliffe UK Ltd for the purposes of company law) are responsible for preparin9 the trustees, annual report and the financial statements in accordance with applicable law and regulations. Company law requires the trustees to prepare financial statements for each financial year. The trustees have elected to prepare the financial statements in accordance with UK Generally Accepted Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland. 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 of the incoming resources and application of resources, including the income and expenditure, 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 Statement of Recommended Practice applicable to charities make judgments 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 and 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. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The Page 23 trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. SO far as the trustees are aware at the time of approving the trustees, report.. there is no relevant audit information of which the charitable company's auditors are unaware,. and they have taken all the steps that they ought to have taken as trustees in order to make themselves aware of any relevant audit information and to establish that the charitable company's auditors are aware of that information. Thls report was approved by thetrustees on 19 March 2026 and slgned on thelr behalf by: James Tuiffjar 20, 2026 20".32."13 GMT) James Turner Chair Page 24 Independent auditor's report to the members of Wycliffe UK Ltd Opinion We have audited the financial statements of Wycliffe UK Ltd ('the charitable company,) for the year ended 30 September 2022 which comprise the statement of financial activities, balance sheet, 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 FRS 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 charitable company's affairs as at 30 September 2025 and of its incoming resources and application of resources 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 ofthe Companies Act 2006, the Charities and Trustee Investments (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006, as 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 standard5 are further described In the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent ofthe charitable company in accordance with the ethical requirements that are relevant to ovr 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 concem In auditing the financial statements. we have concluded that the trustees, use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have perfomied. 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 ability to continue as a going concern for a period of at least 12 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 ￿ levant sections of this report. Page 25 Other information The other information comprises the information included in the annual report, including the trustees. report, other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. 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 expres5 any fomi 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 course of 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 give5 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 thi5 regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit.. the information given in the trustees, report, which includes the directors, report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the Financial 5tatements,' and the directors, report included within the trustees, report has been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit. we have not identified material misstatements in 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 returns adequate for our audit have not been received from branches not visited by us,. or the financial statements are not in agreement with the accounting records and returns,. or certain disclosures of trustees, remuneration specified by law a￿ not made; or we have not received all the information and explanations we require for our audit Page 26 Responsibilities of trustees As explained more fully in the trustees. responsibilities statement Set out on page 18, 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 trLJStees determine 15 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 a55essing the company's ability to continue as a going concem. disclosing. as applicable. matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the company or to cease operations. or have no realistic alternative but to do so. Auditorfs responsibilities for the audit of the financial statements We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investments (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 alway5 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. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material mi55tatements in respect of irregularities. including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows: the engagement partner ensured that the engagement team collectively had the appropriate competence. capabilities and skills to identify or recognise noncompliance with applicable laws and regulations; we identified the laws and regulations applicable to the charity through discussions with trustees and other management and from ourcommercial knowledge and experience of the charity sector.. Page 27 we focused on specific laws and regulations which we considered may have a direct material effect on the financial Statements or the operations of the charity. including the Companies Act 2006. Charities Act 2011, and Charities and Trustee Investment (Scotland) Act 2005 we assessed the extent of compliance with the laws and regulation5 identified above through making enquiries ofmanagement and inspecting legal correspondence.. and identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit. We assessed the susceptibility of the charity's financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by.. making enquiries of management 05 to where they considered there w05 susceptibility to fraud, their knowledge of actual, suspected and alleged fraud,. considering the internal controls in place to mitigate risks of fraud and noncompliance with laws and regulations.. and To address the risk of fraud through management bias and override of controls, we.. performed analytical procedures to identify any unusual or unexpected Telationships,. tested journal entries to identify unusual transactions; assessed whetherjudgements and assumptions made in determining the accounting estimates set out in Note I were indicative of potential bias., investigated the rationale behind significant or unusual tran5action5,' and In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included. but were not limited to: agreeing financial statement disclosures to underlying supporting documentation,. reading the minutes of meetings of those charged with governance,. enquiring of management as to attual and potential litigation and claims.. There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustee5 and other management and the inspection of regulatory and legal correspondence, ifany. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. A further description of our responsibilities is available on the Financial ReF)Orting Council's website at.. This description forms part of our auditor's report. Page 28 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 ofthe Companies Act 2006, and to the Charitable Company's trustees, as a body, in accordance with the Charities and Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so that we might state to the charitable company'5 members those matter5 we are required to state to them in an auditor'5 report and for no other purpose. To the fullest extent pem)itted 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, forour audit work, forthis report, or for the opinions we have formed. Robert Kirtland (Mar 26, 2026 10'.41.'45 GMT) Robert Kirtland (Senior Statutory Auditor) For and on behalf of Gravita Audit Oxford LLP, Statutory Auditor First Floor, Park Central 40-41 Park End Street Oxford 26-Mar-2026 Page 29 WYCLIFFE UK LTD Statement of Financial Activities (intluding the income and ex￿ndituTe attount) Forthe year ended 30 September 2025 2024 Unresttlcted Resttlcted Fund$ Funds £OOOs £OOOs Notes Unrestrfrted Funds £ooos Restrlued Funds Total Total £OOOs Income from: Donatlons and gifts Legacie5 2.250 1,168 3,418 6.689 103 6,792 8,939 2,000 647 2,647 6,660 82 6,742 8,660 729 9,389 10,210 Investments Charitable Activities Other 239 19 239 19 269 269 Total Incom• 3,676 6.792 10.468 2.926 6.742 9,668 Expendlture on.. Raisin9 Funds Charitable Activitie5 899 10,074 742 2.936 81 6,636 823 9,572 3,391 6,683 Total Exp•ndltur• 4.182 10,973 3,678 6,717 10,395 Net gains/(Iossesl gn investments 273 273 N•t Incom•1 (Exp•ndltUM) (38f) {386) 1479) 25 (4541 Transfers between funds 15.16 Net Movement In Funds (387) {386) 1479) 25 (4541 R•conclllatlon of Funds Total funds brought forward 6,143 xs 6.858 6,622 690 7,312 Totol Funds carrled forAtard 5.756 716 6.4n 6,143 715 6,858 Page 30 WYCUFFE UK LTD Balance Sheet as at 30 September 2025 Notes 30 September 202$ 30 September 2024 £OOOs Fixed assets Tangible assets Investment5 10 16 3.292 23 3.065 Total flxed a55•ts 1088 Current assets Debtors Cash at bank and in harKI 385 3.082 769 3,349 3.467 4,118 Creditors Amount5 fèlling due within one year 13 (3031 (3481 N•t curr•nt ass•t$ 1164 3,770 6A72 858 Funds Unrestricted funds General fund Designated funds 15 15 1,744 4.012 1,619 4,S24 5.756 716 6,143 715 Restricted funds 16 Total charlty fvnds 6,472 6,858 The financial Statements of Wycliffe UK Lid. registered number 819788. were approved bythe 8oard on 19 March 2026 and Signed on its behalf by.. Jame5 Tjr r i ar 20, 20￿ 20."32."13 GMT) James Turner Chair Andreiy 14oss IMar22. 2026 21."19."20 GMT) Andrew Ross Treasurer Page 31 WYCUFFE UK LTD Statement of Cash Flow5 Forthe yearended 30 September 2025 30 September 2025 £OOOs 30 September 2024 £OOOs £O¢)Os Cash fiows from operatlng artl¥ltle$: Net cash provided by (used In) operating activities Cash flow$ from In¥estln9 oalvltles Dividends and interest from investments Purchase of propekTr. plant and equipment Proceeds from sale of investments Purchase of investrnent5 (398) (1.465) 239 269 1065 (2.173) 182 {248) Net cash provided by (used In) Invejtlng Ktlvltles 203 Chang• In cash and cash •qulval•nts In the reportlng perfod 126r) (1.262) Cash and cash egulvalents at th¢ beglnnlng of th• r¢portln9 p•rfjod 3.349 4,611 Cash and cash •9ulval•nts at th• •nd of the reportlng perlod 3.092 3,349 Re¢onclll*lon of n¢t Incom• to n•t ¢ash flow from operatln9 a¢tl¥ltl•s Net incomel(expenditure) lorthe reportlng perlod (from Statement of Flnanclal ACt￿￿tIes) Adlusim•nts for Depreciation chargés Unrealised {gain5)Ilosses on Investments Dividends and Interest from investrnent5 Exchange rate (gain) 1105S (Increasel/de£rease in debtors Increa5e/ldecrease) in creditors (306) (454) 1273) (239) 1269) 384 (45) 95 Net Cash provided byllu5ed in) operating activities (398) 11.46¥ Analysis of cash and cash equwalents Cash at bank and in hand 3.082 3,349 Total cash and cash equNalents 3,082 3,349 Page 32 WYCUFFE UK LTD Notes to the Accounts foryearended 30 Septemb8r2025 1. Ac¢ouniin9 policle$ Statement of Compllance Wycliffe UK Ltd 15 8 charitable company. limited by 9uarantee. incorporated in England, number 819788. The charity registered number in England and Wales is 251233 and in Scotland is SC039140. The registered office is CMS House, Watlington Road, Oxford. OX4 6BL The nature ol operations is the activity of religious organisations and its principal activities are the work of Bible rranslation. Scripture use and literacy. The principal accountin9 policies adopted. jud9ements and key sources of estimation untertainty in the preparation of the aCCOLJnts are as follows.. a) Basls ol preparatlon and assessment of 9olng concern Wyclille UK Ltd 15 a public benefit entity. The financial staternent5 have been prepared under the historical cost Convention, modified by the revaluation of investments to market value. and in ttsrnpliance with the Ctsmpanie5 Act, 2006, the Charlties Aci 2011. FRS 102 The Financial Reportin9 Standard. and the Charities SORP IFRS1021. The trustees consider that there are no material uncertainties about the charirfs ability to continue as a going concern. b) Group flnanclal stat•m•nts These accounts incorporate the results of the chèrty and exclude any information for it5 wholly owned dormant $ubsidi8ry companles which are deiailed in note 20 of these a Debtors Trade and other debtors are reco9nised ai the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid ner ol any trade discounts due. Accrued Income and rax recoverable is included at the best estimate of the amounts receivable at the balance Sheet date. Credltors Creditors are recognised vthere the charity has a present obli9ation resultin9 from a past event that will probably result In the transfer ol funds ro a third party and the amount due to senle rhe obligation can be measured or estimated reliably. Creditor5 are normally recognised at iheir setrlement amount after allowing for any trade discounts due. Penslon ¢orts The charity operate5 a group Auto Enrolrnent quali￿.n9 pension defined contributiori scheme For employees. The amount charged in the Srarement of Financial Artivities Is the tharity's contributions payable for the year. Page 34 WYCUFFE UK LTD Notes to the Accounts foryearended 30 Septemb8r2025 Ac¢ountlng pollcles (contlnuerf) Foreign currencies Transactions in foreign currencies are translated to sterling at rates ruling at the date of the transaction. Assets and liabilities are translated into sterling at the rate of exchange ruling at the balance sheet date. Leased assets Assets held under finance leases, which are leases where substantially all the risks and rewards of ownership have passed to the charity, are recorded In the balance sheet as fixed assets and future obligations are intluded In credltors net of finance charges. Payments are apportioned betsveen the capital element and the Pinance element which is charged to the Statement of Financial Activities as interest. The ¢osts of operating leases are charged to expenditure as they are dve and payable. m) Funds General funds are unrestricted funds which are available for use at the discretion ol the trustees in furtherance ol the general objectives of the charity and which have not been designated for any other purposes. Designated fund5 comprise unrestricted funds that have been set aside by the trustees for particular purposes as detailed in Note 15 to these accounts. Restricted funds are funds which are to be used in accordance with specilic restrictions imposed by the donors or which have been raised by the charity for particular purposes as detailed in note 16. n) VOlunt￿r s•rvl¢•s The chariiy benefits from the services OF volunteers who spend many hours assistin9 In various a￿a$ 8$ required. In ac<¢rdance with the Charities SORP IFRS102). 1hevall￿ ol volunieers. services is nor ￿Presented in ihe financial staternent5. o) Judgements and k•y sources of •sdmatlon unc•rtalnty In preparirig the financial 5taiements. managemeni 15 reqvired to make estimaies and Jssumptiorns whlch affect reported income, expenses. assets, liabilities and disclosure on contingent asseis and liabilities. Use ol available information and application of judgement are inherent in the formation ol estimates, together with expectations of future events that are believed to be reasonable under the circumstances. Actual results In the future could diller from such estimates. In the opinion of the trustees, there are no Judgemerts of key sources of estimation uncertainty in the preparation ol the accounts. Page 35 WYCUFFE UK LTD Notes to the Accounts foryearended 30 Septemb8r2025 Income Donations and gifts Unrestricted Funds Restricted Funds £OOOs 2025 Total £OOO$ Member ministry support Members Members of partner or9anisations Programme and partner support Supplementary fund5 Other 9ifts and donation5 4.889 433 1,268 4.888 433 1,268 56 2,294 2.250 2.250 6,689 9,939 unrest￿¢t*d Funds R•strfjd•d Funds 2024 Total £OIJO$ Member ministry support Member5 Member5 of partner organisation5 Programme and partner suppgrt Supplementary funds Other gifts and donatitsns 4,785 431 1.382 41 4,785 431 1,382 41 2,021 6,660 8,660 Glfts recelved for the ministry of specific members of the charity are forwarded to the specified members after the deduction of an eight percent assessment. Assessment Is also taken upon receipt ol gift5 lor projects, members of partner Wycliffe organi5arions and other funds. Supplemeniary lund5 enable the charity to make allocation5 to any ol it5 rnernbers who do not receive Sufficient fund5 lor bo5ic subsistence from oth•r sources. Sou￿•$ ofTotal Income 2025 Total £I)OOs 2024Total £OOQs Individuals Churches Tru5t5 and others Legacie5 Investments 5.360 1,713 1.825 1,271 239 1,724 1,828 729 269 10,468 9.668 Page 36 WYCUFFE UK LTD Notes to the Accounts foryearended 30 Septemb8r2025 Total Expendrture Staff and other dlre expendlture £OOOs Grants and member support Support and Governance Costs Total Dlrert Costs 2025 Total 2024 Total £0005 £OOO$ riai5ing Funds Rai51TIg Donations and Legacies Investment management costs 735 rss 153 888 803 20 744 744 155 899 823 CHARtrABLE ACTIVITIES Supportlng Churchos and Supporters Supporter En9agement Church Engagement 86 55 534 320 229 229 284 589 589 no 854 Supportlng Members Member Minisiry Support Member Care 4.616 4616 308 590 39 5.206 347 5,055 293 4616 4.924 629 5,553 5,348 Supportlng Programm•s and Partners Project fundin9 G ass¢¢iated eosts Member ministry support ol partner organisations Contributions to partner or9anisations 217 2,538 1755 319 3.074 2,707 413 48 431 229 229 27 256 232 217 1180 1397 394 3.791 3,370 TOTAL CHARtrABLE ACTIVITIES 8,910 L164 10,074 9.572 TOTAL EXPENDITURE 1.858 9,654 1.319 10.973 10,395 Page 37 WYCUFFE UK LTD Notes to the Accounts foryearended 30 Septemb8r2025 EXpendftU￿ Summary Unrestricted Funds £ocKIs Restricted Funds 2025 Total 2024 Total EOOO$ 899 730 £OOO$ 823 854 Raising Funds Supporting Churches and Supporters Supporting Member5 Supporting Prograrnme5 and Partners 108 68 662 5,553 3,791 5,348 3,370 2.085 1.706 Total Expendlture 4.182 10,973 10,395 Support and governance costs Expendltur• area Basls of allocatlon UnreMdrt¢d Funds fIX￿)5 107 233 274 27 ReSt￿rted Funds 2025 Total 2024 Total £0005 209 £oIKIs 240 366 462 53 Avera9e headcount Expenditure Expenditure Avera9e headcount Avera9e headcount Expenditure 102 207 277 24 Finance Administration Ollice accommodation Depreciation Governance ssl 61 61 45 709 610 1,319 Page 38 WYCUFFE UK LTD Notes to the Accounts foryearended 30 Septemb8r2025 Analysls of 9rants Grants to Insrltutlons 2025 T*xal 2024 Total osts rAIo$ 45 £OOOs 1,380 £OOO$ 1,431 SIL Global 1.335 Wycllffe Global ￿lIance or9anlsatlons Bible Translation and Literacy, East Africa IBTLI Wyclille Africa Wyclille Benin Wycliffe Canada Wycliffe Netherlands Wycliffe Rornania Wyclille USA Other 42 33 23 14 22 32 448 32 25 448 57 26 466 59 104 93 18 97 166 89 Oth•r oryanl$atlon$ Harvest Mission South Sudan Unfolding Word New Life Computer Institute Moorlands College God'5 Word For the Nations Engaging World Korean Bible Society LITE Georgia 34 91 22 99 53 29 49 33 34 94 53 Other 125 52 1767 1531 Grants shown here relate to expen(4iture for supportin9 Bible tianslation pro9r&mmes and partners. Fun(4$ sent to a single partner may include multiple translation pro9rammes across a number ol countnes, and services such as technoltsgv development which serve large parts ol global translation attivity. These grants do not include support ol member5 of other Wycliffe organisations. Net Incomel(expendlture) 2025 £OOOs 2024 E¢h)Os Thls Is stated after¢hJr9lngl{credltlng) Auditor's rernuneration Exchange rate lossesllgains) Operating Lease Rentals 17 24 50 49 Page 39 WYCUFFE UK LTD Notes to the Accounts foryearended 30 Septemb8r2025 staff Costs 2025 £OOOs 1,694 176 242 2024 £LTh)Os 1.648 162 264 Wages and salaries Social Security Costs Pension Costs 1112 1074 The average nurnber of employees during the year was 48 (2024..49). The following number of employees reeeived employee benePits (excluding employer pensi¢)n costs) within the bands shown.. 2025 2024 £60,000-E69,999 £70.000-£79,999 The rernuneration lor the year ol the key rnanagement personnel. including employerfs Nl and pension contributions, was E458,31912024.. E485.539) At th¥ year end £20.703 (2024.. £20.374) was payable iothe pension xhem¢ Redundancy and terrnination payrnent5 are accounted lor in the period in which notice was 9iven. During the year such payrnent5 amounted to £6,71Y) {2024.. £46.4401. Trust••s R•mun•ratlon and r•lat•d ￿rtY trans)rtlons No member of the board ol trusrees received any remuneration durin9 the year (2024.. same). Five (2024.. lourl trustees were reimbursed £3,442 (2024.. £1.440 lor travelling expenses on behalf of the charity. whilst £810 of travel and accommodation expenses werè incurred directty12024.. E4,526). Donations were received, both unresiricted restricted. without any