2025-03-31-accounts

Alzheimer's Society Annual Report and Financial Statements 2024/25 +4 fv1•4 * • 4.41, It will take a society to beat dementia

Front¢over image= (Frotntopto bottom) Professor Sir Chriswhitty atAlzheimer's Society Annual ConlÈrence 2024. FormÈrc8rer Marie Antoine at Singing forthe Brain group. Lais Sou cle Silva Ferriera. PhD studenr3t UCL UK Demen118 Research Institute. Contents Overvlew Our year in numbers Message from our Chair Message from our Chief Executive Streamllned energy and carbon reporting Membership of the Board of Trustees Executive leadership team 56 Governance and leadership 57 Statement of Trustees, Responsibilities 60 53 55 Trustees, Report Strategic Report Our Help and Hope Strategy Improving diagnosis Dementia support Make dementia a priority Effective organisation Spotlight on research Howwe lund our activities Financial Revlew Looking ahead Section 172 statement Risk and assurance Independent Auditor's Report 61 10 15 21 27 31 36 41 46 48 Flnanclal statements Consolidated statement of financial activities 65 Consolidated and Society balance sheets 66 Consolidated cash flow statement 67 Notes to the financial statements 69 Supporters of the Society 103

Our year in numbers £116.8million ,", making 2024/25 our most successful fundraising year ever 106,000 £18.6 million The number of people reached directly through our services Invested in activities to support dementia research £16.1 million 291,290 Invested in activities to inf luence the health and care agenda to highlight the inequalities faced by people affected by dementia New supportersjoined us to give help and hope to people affected by dementia Ov•rvl•w Annual Report 2024125 1

Message from our Chair access to support and treatment and the needs of carers whilst continuing to grow our reach, deepen our impact and make dementia a priority. support and care services. our research, our campaigning and fundraising. we have focussed a lot ol effort on strengthening the organisation. From cyber to broader tech and financi21 resilience. we are determined to protect and enhance the Society. Dementia is the UK'S biggest killer. Its impact on families is devastating. Its toll on the economy. the NHS and our health and social care system is crippling. Research we undertook this year proved not only the personal importance of early and accurate diagnosis. but demonstrated how it actually reduces the pressure and cost on the hèalth and social Care system.11 has been an influential step forward in making dementia a priorily among policymakers. Our 2024125 Annual Report is an opportunity to reflect on the impact we have made in improving the everyday lives of people affected by dementia, and on our continuing progress towards ending its devastation once and for all. In these pages VR share our successes, highlight the challenges and set backs we have faced, and outline the priorities we are taking into next year. Lastly, on behalf ol the Board and everyone at the Society. I want to acknowledge and thank Kate Lee. our former Chief Executive, who left the Society in June 2025. Kate was with us for five years. beginning at the start of the Covid 19 pandemic. That we emergéd from that period strengthened financially and culturally is a testament lo her skill, resilience and wisdom. Kate brought increased strategic locus to our work, and transformed our culture into a truly inclusive, eollaborative environment. In 2022 Kate was named Charity Leader of the Year by Charity Times, and in 2023 the Society was named as onè ol the Sunday Times Best Placès to Work.. In 2024, Alzheimer's Society was named Large Charity of the Year at the Third Sector Awards. Equally inspiring was the continuing progress in dementia research. The discovery of the first diseasé-modifying treatments lor Alzheimers disease- which originated in Alzheimers Society reséarch - reminds us that science will ultimately beat dementia. But to achieve this, it must not only lead to new drugs but ènsure that those treatments are widely and equitably available. It was therefore hugely encouraging to see the tsngoing Blood Biomarkèr Challengè le2d to the lirst-ever NHS- administered blood test for dementia an essential milestone on the path lo beating dementia. This year has been a time of considerable ¢h8nge and challenge. We welcomed a new government which is laced with competing demands 2nd a limitèd budget. We had the disappointing if understandable decision that the first ever disèase-modilying treatments for Alzheimer's Disease - approved as safe and effective - were not made available for use within the NHS. We have seen people 211ected by dementia continue to strLJggle in an overburdened health and social care system. As for the future, we should r)ever rest on our laurels. The world rèmains an uncomfortablè. uncértain placé. PLJblic and private finances are Stretched. We will ensure that every penny given lo the Alzheimer's Society is pul to good use. In the list of pressing health and social care challenges we will ensure that dementla Is seen as the litmus test ol integrated care. In the battle for effective affordable cures, we will fight to attract the best and brightest into dementia research. At the coallace ol caring and support for those impacted now by dementia we will be there providing care and support. In creating the conditions for a future where dementia no longer devastates lives, we will design. Innovate and showcasè new products and services. Until dementia is overcome, we will not rest. Thank you everyone who strives with us. 01 course, none of this growing momentum would be possible without thè dedication of 211 those who make it possible. I felt this especially keenly this year when I look part in Trek26 with other trustees. and I would like to sau a special thank you to everyone who donates their time, money and expertise to the Society. I truly believe it will take a society to beat dementia, and none of what follows would have been possible without each and every volunteer, donor, supporter and staff member. In spite of this, however, I have seen the Alzheimers Society rise to meet these challenges - providing indispen52ble help to people now, and tangible hope for a future where dementia no longer devastates lives. We worked hard throughout the year to make sure dementia got the prominence it deserved in the Government's 10- Year Plan for the NHS - vital work that bore fruit in July 2025 with the announcement of the first ever health and care framework for dementia. Our updated Help and Hope Strategy sets 2n evidence-b2sed vision of the dement12 landscape in 2030 and through to 2050. It prioritises how we prevent people reaching crisis, ensure equitable I want to thank my Board ol Trustee colleagues for a year ol tremendously hard work. Leading the country's biggest dementia charity is a privilege and we ale always mindful ol the responsibility we have. Underpinning our Dame Suzi L&ither Chair Overvlew Annual Report 2024125

Message from our Chief Executive In the UK. someone develops dementia every three minutes. That's why we are working so hard to make sure it Is never forgotten or ignorèd. Across the year wè used a varied mix of activity, from advertising campaigns to media coverage and even a dedicated national TV programme, lo make more peoplè aware of how dementia affects us all. At the heart of these was The Long Goodbye- a hard-hlttlng advert whlch prompted a timely debate about the public portrayal of dementia, while proving lo be our most powerful campaign to date. On a personal note. I completed my first ever Trek26 event, which was a powerful reminder of the collective effort it will take to drivè meaningful change. As I slep down as Chief Executive, I feel a great sense ol pride and a continued belief in the transformational work at thè Society. I truly believe the organisation is In a grèat position and ready for its next chapter. These pages tell the story of a challenging but successful year for Alzheimer's Society, an ambitious and bold organisation that brings people together from all the spheres of life dementia touches for one purpose - to beat dementia. When l arrived, back in March of 2020, no one could See what wè werè sèl to facè. and those early days of Covid tested the organisation to its core. But we fought back, 2nd I take great pride in the work we did together to step up for people affècted by dementia. Families need vital help and support, and it's been a challenging year as pressure grows on our health and social care system. We've had to develop Innovative ways to increase our reach and impact. That s why being able lo deliver high-qualily dementia support demonstrates the quality ol our work and our continued belief that we have to operate within the systems we need to change. We have reached over106.000 pèoplè directly with our support services, and had a 90% success rate in retaining or winning new dementia support conlracls. Everything we do at Alzheimer's Society is to improve the daily lives of people affected by dementia. Achieving our highest ever fundraising income this year- £116.8 million means we can support more people and fund more research that will change the outcome for millions of families affected. I want to say a personal thank you to our supporters. volunteers, employees. ambassadors. commissioners and paitners, and a special thank you to those affected by dementia who have helped sharpen my focus as Chief Executive. I've been honoured lo lead this organisation over the past five years and feel hugely confident in what it can and will go on to schieve lor people affected by dementia. In 2024, with a change in government. we wère determined to ensure dementia wasn't overlooked as poIiiic81 focus shifted. To ensure dementia has the priority it deserves we produced a groundbreaking report on the importance of diagnosis lor individuals and the health and social care systems. Evorything we have achieved and thè challenges we've overcome, is down to the amazing people who work with and volunteer lor us. Winning the Third Sector's 'Large Charity of the Year, was a significant achievement, and a welcome recognition ol the entire team's efforts. Kate Lee Chief Executive Officer That wasn't the only achievement we celebrated. Our Annual Conference focused on addressing the challenge of dementia and we heard from key speakers including Professor Sir Chris Witty and Helen Whately, then Minister of State lor Care. We strengthened the future ol research by launching three Doctoral Training Centres, with ar) investment of £9 million. We took a big Step towards increasing participation in dementia research through our Dementia Research Nurse programme. This is one ol our proudest achievements ol the year, and we saw recognition of the need lo improve dementia health and care under a new dementia framework in the 10-Ye8r Plan. This policy su¢¢ess is further reinlor¢ed by our investment in research that produced the lirst-ever NHS-administered blood test lor dementia. A giant leap towards m8king diagnosis more accessible and affordable lor everyone. Overvlew Annual Report 2024125

Pauline with herwife and cafer. Hilary Nowell. Pauline w8s dia9nosed wilh mixed dementia IAlzheim8r'sdisease and vascular dempntial Sn 2019. Our Help and Hope Strategy At Alzheimer's Soclety, we know the steps It will take to create a future where dementia no longer devastates lives. As the UK'S biggest dementia charity, we're leading the way - taking those crucial steps together with people from all the areas of life dementia touches. Only together can we understand every aspect of dementia. And only together can we deliver transformational change, led by Alzheimer's Society as the only dementia charity giving support to those who need it, influencing systems to improve people's experiences, and funding groundbreaking research. Dementia support: Reaching more people through our services and resources especially those with the least ability to support themselves or each other. and the communities that rarely receive support and experience the detrimental effects of health inequality. Our Help and Hope Strategy is OLJr ambitious plan to create measurable impact across the many areas we need to influence to transform the current and future experience of dementia. Our four strategic priorities are- 1 Improving diagnosis.. Ensuring more people get an accurate diagnosis faster, and receive a seamless transition into effective ongoing support, including from Alzheimer's Society. Making dementia a priority: Driving an increase in understanding and awareness of dementia, and our role in delivering a solution. This includes influencing local and national decision-makers, as well as the public. Effective organisation.. Improving the effectiveness of our people, processes and technology to deliver services, influence, research, run the organisation safely and legally, and raise the funds we need to do all of this. too5, Repo -TrAnnual Report 202412Sc

Key achievements in 2024/25 We delivered high-quality dementia support Anna Richardson and her lather. Canon Jim Richardson who Iiv9S with vasculardetnentia. services directly to approximately 106,000 people while continuing to adapt our services to the presence of Inle9rated Care Boards IICBSI in England ar)d increasin9ly inte9rèted local systems irn Northern Ireland and Wales. We pushed dementia up the agenda We also diversified our awareness-raising activltbes for the public with an impacllul TV advert, complemented by 8 Channel 4 documentary on the realities ol dementia. We raised more money than ever before We strengthened the future of dementia research We published groundbreaking new evidence m Dementia Ar5vlser. Cathy Goodljun wf(h Ananga IA•one<inghp and hiswife .IoAnna. fundraising a total of £116.8 million. This achievement- an Increase ol £12 million on 2023124- felt remarkable given the significant economic challenges lacing families, busir)esses and the country at large. It reflec15 not just thè vital impoitance ol our work and edi¢èiion ol our staff and volunteers, but the growing prevalence and urgency ot dementia as a cause. by helping more new taleni enter and remain in the field lor longer. We used our grants programme to fund research projects with the most potential to ccelerale progress. ensuring these covered not only Alzheimer5 disease but other types of dementia. We also took a big stèp towards increasing participation in dementia research through our Dementia Research Nurses programme. that shows the positive impact of an earfy diagnosis on both individuals and the health and social care system. Al the same time. we invested in research to help make diagnosis more acce$5ibSe and affordable. As a result, the Blood Biomarker Challenge led to the firsi-ever NHS-administered blood test for demerntia. We maintained strong relationships with local decision-makers and invested in rbew programmes and plans to enhance the reach, inclusivr(y and impact of our services. Trustee5' Report Annual Report 2024125

What challenges did we face this year? Over811 dementia diagnosis rates remained too low. Despitè strong engagement with our new strategi¢ evidence on the power of diagnosis to ease pressure on the system. it will take time and new stakeholders lor this evidence to result in better policy nationally. We were disappointed by the dementia diagnosi5 rate target being removed from planning guidance loi local NHS Systems n 2025126. However. we remain encouraged Ihat Ihere Is still a national ambitlon that two thirds of people with cjementia will receive a diagnosis, as confirmed by minister5. A new Modern Services Framework for dementia and frailty Included in the10-Year Plan brlngs great poienlial for a more ambilious and consistent set of standards lor dementia diagnosis and care. 982,000 people are living with dementia in the UK today By 2040, the number is projected to reach The first disease-modifying treatments were not recommgnded for u59 within the NHS. This decision disappointed many bul was understandable given the neecj lor cost-ellectiveness within the NHS. We remain confident this marks the start ol a mole hopeful lulure for Alzheimer's disease, and thar both existing and future disease-modilying treatments will become vridely available In the years ahead. 1.4million The scale of the problem Dementia has not been prioritised nearly enough by policu and decislon- makers. Research has been historically underfunded, with low investment in Ihe infrastructure for discovery science, clinical tria15, care and prevention research. Participatlon in dementia research also remains loo low. falling lar below trials for olher, comparably devastating diseases. Dementia is complex and overwhelming for everyone it affects - from people impacted directly and their loved ones, to the health and social care systems. The 2024 general ele￿lon changed the political and healthcare policy landscape. Thi5 brought both opportunities and challenges. The locus on health as one ol the Government's live misslons was welcofne, as was specillc mention of dementia in ihe manifesto. However. the Government laces challenges on multiple fronts in health anrj social care policy. We began some signilicani internal transformolions to make our org8ni5ation more effective and ncrease our positive impact on the lives of people affected by dernenria. This inclLJded appointing a new Chief Finance Officer ICFOI and Chief Technology Officer ICTOI to oversee the transformation ol two major directorates. We also prepared for further tiansformation In 2025126, while adapting our plans for future years lo take account ol ongoing nflalionary pressures, including the rise in Ernployer Nallonal Insurance contrlbutions ftom April 2025. The scale and range ol these issues demonstrate how solving one part of the dementia crisis will not create the change we want lo see. Instead, solv￿ng the problem lully requires a holistic understandlng. and ime ablllty ro Influence change In multiple system5 at once. Many peothe with dementia never receive a form81 di89nosis. For those who do, that diagnosis is sometimes not given SODn enough or is Inaccurate. People often only get support when theyre eXper￿ne[n9 crisis. The burden of dementia. in¢ludino huge ftnancial costs, frequently falls on unpaid. unsupported carers- where carers are available at all.There are still too fnany barriers In place In a51 areas ol demeT)tia diagnosis. treatment and support Thls is where Alzhelmer's Society Ljniquel operates. We use our deep understanding ol Llementia. gained by supportifTrg an learning from more people affected by dementia than anyone else. to bnng about coherent change everywhere it is needed. Tiust•K' R•port Annual Report 2024125

Our mid-strategy review Following the launch of our Help and Hope Strategy in 2022, we used our mid-strategy review to map out how we expect the dementia landscape to evolve by 2030 and 2050. deepen our impact and make dementia a priority. In terms of prevention, our immediate priority will remain crisis prevention in the short term. However, as new treatments and breakthroughs occur, we believe there will be increasing opportunities to intervene earlier before dementia progresses. This landscape has changed significantly in recent years. By analysing these changes, and the signif icant role Alzheimer's Society played in bringing them about, we defined the role we should play in the future - establishing our key priorities and high-level plans for 2030. We feel more confident than ever that there is now a credible future where dementia no longer devastates lives. We're increasingly clear on what the 5ourney towards that end point looks like. having plotted it out as far as 2050. This process validated assumptions we had previously made, such as the vital importance of earlier, easier interventions (especially diagnosis) to delay or prevent crises. It also helped us to further adjust to some of the fundamental changes in how health and social care is organised locally. Our review gave us confidence that our strategic approach and wide-ranging influence make us well-placed to lead the delivery of this in the UK. As the country's largest dementia charity, we need to act as a unifying force for change: providing vision, support and coordination to the many connected systems that must work in harmony to end the devastation of dementia. The updated version of our strategy from April 2025 has a clearer focus on prevention, equitable access to support and treatment and the needs of carers while continuing to grow our reach, JAJI Baldev Grew81.86. is cared for by his wife Kufw8ntGrewal, 69. Baldev was dlagnosed with vas¢u18r demÈnt18 In ?014. A dementia adviser 5UPPOrted the couple when Baldev w85 lirstdiagnosed.and they still attend an Alzheimer's Society weekly event at a Ioc81 Sikh lÈmple. Trust••s' R•port Annual Report 2024125

Improving diagnosis Aims and objectives • Diagnosis is th• k•y to improving the experienee of demenlia. The more people are diagnosed early and accurately, the more they will be able to access support and treatment, and the more affordable those treatments will become. Diagnosis will also enable more people to take part in Clinical trials, driving 4 breakthroughs in research and treatment that will ultimately transform dementia in the futuro. A key step on the path to ending the devastation of dementia is to significantly increase the number of people receiving an early and accurate diagnosis. In 2024R5, we published compelling new evidence about the benefits of diagnosis to both individuals and the system, plus new insights into the challenges associated with increasing diagnosis rates. The removal of the NHS dementia diagnosis rate target from the 2025126 NHS England planninq guidance was disappointing. However, there is scope under a new framework for dementia to set more ambitious standards for dementia diagnosis going beyond the dementia diagnosis rate. • In 2024125. w• •lm•d to Intlu•ne• on four key tront& enhancing the evidence base around dementia diagnosis. using this to persuade d￿lS1On-MakerS to raise the diagnosis target rate; raising public awareness of the benefits and continuing to fund crucial Implementation research to make widespread, accurate diagnosis a possibility. We also made progress on a potential solution, co-funding pivotal research to help the NHS diagnose Alzheimer's disease more extensively and affordably. We also influenced more positive developments in Wales this year, with the Welsh Government committing to include a dementia diagnosis rate target in the upcoming Dementia Action Plan. In England, we were pleased to see a continued increase in dementia diagnosis capacity, with the number of people receiving a dementia diagnosis now at a record level. 1 Improvlng dl&gnosl¥ 2 D•mdfit49 SUPPOrt 3 M4k•do￿nti• a￿0￿1¥ 4 Eff•ct5v8organlsatto Tru5t••s' R•port *. Annual Report 2024125

Our ground-breaking research highlighted the benefits of diagnosis What we didn't have was a single body of evidence that quantifies this, and makes the connection between the personal and the systemic ￿nefIts. In 2024125, we filled this crucial evidence gap, commissioriing a study which wilh its novel methodology- was the most comprehensive ol its kind in the UK The results are now an integral parl of our case lor increasing the number and accuracy of dementia diagnoses. Disease-modifying treatments highlight the importance of diagnosis We have long believed that a dementia diagnosis not only improves outcomes for individuals but reduces pressure and cost on our overstretched health and care system. In 2024125. influenced by the evidence we published, the Welsh Government commitied to including a dementia diagnosis rate target in the upcoming Demeniia Action Plan. This was a big achievement after years of challenging policy and influencing work in Wales. Disease-modifying treatments for Alzheimer's disease are being introduced in several locations around the world. These pioneering treatments. donanemab and lecanemab, slow down memory decline. and are the first ever treatments to tackle the undeflying progression ol dementia. not just ils syrnptoms. However. they only work when Alzheimer's disease is diègn05ed at an early Stage, highlighting thè need lor an early and accurate diagnosis. 26,097 people with dementia featured in the study, which assessed seven years of data, allowing us to examine healthcare usage in the two years before a dlagnosis- showing the dlfference diagnosis makes. In March 2025, the regulatory decision on whether these treaimenis would be avai13ble on ihe NHS was reached. While the Medicines ar)d Healthcare products Regulatory Agency IMHRAI approved them as'safe and effective,, the National Institute for Health ond Care Excellence INICEI determined they didn't offer enough benefit to justify their high cost, resulting in no recommendation for their rollout on the NHS. In our response. we reaffirmed our Support for the regulators decision and our desire to work closely with the system at all1evels lo increase the accessibility and scale of diagnosis, as this 15 central to making treatments more cost-elfective. The study revealed that: 1.5 times 1in6 People wlth undiagnosed dementia attend A&E on average 1.5 times per year- higher than for diagnosed dementia patients. hospital beds today are occupied by someone with dementia. £44,887 1.4/ is the tost saving of an early Alzheimer's dlsease diagnosis. of dementia healthcare spendlng is on diagnosis and treatement. We were at the forefront of the media response to these new ireatmenls, emphasising their potentlal to transform the experience of dementia, and the ongoing Importance ol diagnosis. Trus*••s' R•port Annual Report 2024125 11 I lrnprovlng dSk9nDXIS

The Blood Biomarker Challenge could revolutionise diagnosis Stephanie Everill,67from Abingdon in Oxfordshire. diagnosed with Mild Cognthve Impairment about a year 3gx>. The Blood Biomarker Challenge is a nationwide clinical trial aimed at transfomiing dementia diagnosis. .$liJ 66 Research teams are working to assess how blood tests could be used lo delecl dementia. building on scientific breakthroughs while gaining insight into how best such tests could be integrated into heallhcare seiiings. I was diagnosed with mild cognitive impairment about a year ago. My mum had Alzheimer's, so it's something I've seen first-hand. The scans I had at the hospital showed that my condition is leaning towards Alzheimer's disease, but I haven't had that diagnosed officially yet. I'm getting quite forgetf ul, and I hope that taking part in this study might mean a faster diagnosis and access to treatments for myself and others in the future. Stephanie Everill, 67, participant from Abingdon in Oxfordshire The project, a collaboration with A12heimer's Research UK and The National Institute lor Health and Care Research INIHRI, aims to bring dementia blood tests to the NHS within the next five years. Current methods of diagnosis are Cofnplex. Gostly and restrictive. A simple blood test could provide a quicker. cheaper and easier approach. We recruited the first participants to the studu this year and expect to admit more in the coming month5. 99 Trust• Annual Repor 12 1 lrnproving dl&gnosl¥ 2 D•m4ntfjA support lak• domontia a prroritLJ 4 Ef1èet5￿ Oryan15ation Report 2024125

What challenges did we face this year? Dementia Action Week In 2024, an intensive week of campaigning and engagement focused on raising awareness that a third of people with dementia don't have a diagnosis. stories of dementia and diagnosis- led to more than twice as many completions of our online dementia symptoms checker than during the prior year's event. The evidence we gathered underlined the benefits of diagnosis and revealed the full extent of the challenges relating to dementia diagnosis. With hundreds of public-facing events, Dementia Action Week 2024 received widespread press coverage. Our innovatlve engagement activity- including an 'out of home, takeover of poster sites in Blackpool, and collecting over 300 real We intend to focus on diagnosis for future Dementia Action Week campaigns, taking learnings from 2024 and developing clearer target audiences and greater integration across all our work in awareness-raising and influencing. Data published showed an increase in the average waiting time for a GP diagnosis referral. now at 22 weeks- up from 18 weeks when last measured. We expect the removal ol the dementia diagnosis rate target from NHS planning guidance lor 2025126 to negatively impact diagnosis. The increase in dementia diagnosis rates we've seen in England Dver the last year will probably slow down as local sustems deprioritise diagnosis. Our research shows that only 1% ol people who receive a dementia diagnosis fail to see the benefit ol being diagnosed. However. this is not always reflected in GP attitudes. with almosi one in live saying theie is little benefit to a diagnosis. Yes, I know The Sound of Musie ran there for 46 weeks, Grandpa, you told me this morning. When prompted, those who were less convinced by the benefits ol diagnos15 Clted ineffective pathways and a lack ol effective treatmer)ts as primary reasons why. Half ol GPS also Cited difficulties with diagnosis due to lengthy waiting times. Alight•MÉOIA Outdoor p￿terfor Demeniia Actyon W8ek carnpa￿n 2024. B￿Ck￿￿. 1 Impro¥5ng dlayno$l$ 2 D•monfjA supp Tru5t••s' R•porl Annual Report 2024125

Husband and wile. Tony and Jackie Maunder at home. Jackie was diagnosed with early-onsei d8mgntia in 2023.Tony Is her c4rer. Jackie Tony s st 66 Jackie Maunder was diagnosed with early- onset Alzheimer's disease in October 2023, at the age of 54. It took four years to get a dlagnosls after belng mlsdlagnosed. Thls Is Jackie and her husband Tony's story. She had two brain scans and a memory test, but we were never given the results. The pandemic didnl help. We were getting passed from pillar to post. Fin3lliJ. in nr.tohgr ?r)??. larkig was diAgnnspd with earlY-onS￿ Alzheimer's (Jisease at the age 0154. She has support from Alzheimers Society, and keeps her mind occupied bur she is finding more challenges in everyday ife than shed anticipated. Il's the little things I have to help her with. She can't hang her clothes up anymore. I had to learn to cook proper meals and use ihe computer. She can't use the remote control. and she can't read subtitle5.1 have to read them out loud lor her. At least I have learned a new career Of two. Now l am the cleaner. the head chef and a hair stylist. From 2019 until October 2023 Jackie was told she had depression, menopause symptoms, PTSD, but never once was dementia brought up. We had been reading up on it. We kept asking. We were told 'it's not dementia- she's too young,. Tony Maunder Jackie used to do my estimates. for my work as brlcklayer. on the computer. I never really used it. and she was really goo(J, but I started to notice her struggling with the keyboard. I thought maybe11 was her eyes. so we went to the opticians, and got the all clear. l used Tippex or) the keys to see il it made it easier to see the letters, but it made no difference al all. 99 She was getting frustrated. She has always loved gaming and readlng her Kindle. but both became too difficult. She couldn't follow the lime any more and she didn't know Ihe different colns and banknoies. She was geiring105t In place5 she knew well. I was getting really worried. I lrnpr¢JVing dia9nosi% 2 ts•monltssupport 4 Eff¢￿•r91n￿t1Ort Trust••s' Rèport Annual Report 2024125 14

Dementia support Aims and objectives • To increase our reach. impact and inclusivity, we invested in service dlscovery and development projects across our local and universal services with a focus on supporting those experiencing health inequalities. We also enhanced our external training offer. Faced with a challenging external environment, we continued to deliver high-quality local and universal services, while developing innovative new ways to increase our reach and impact. • We sought to maintain strong stakeholder relationships, recognising the challenge ot adapting to local system changes across the three nations. We aimed to support local decision-makers (including commissioners), working in partnership to create better treatment pathways for people with dementia. In 2024125, we reached over106,000 people directly with our support services.. 13,000 through our groups, 77.000 through our one-to-one dementia services, and 29,000 through our Dementia Support Line. statutory-funded annual contract income of over £23 million. Recognising the long-term challenges faced by the system. we've developed ambitious plans for new services to grow the reach and impact we offer, while working to continuously improve the quality and inclusivity of what we do. Against a backdrop of ongoing pressure on the health and social care system, we were pleased to have a 90% success rate in retaining or winning new health and social care dementia support contracts, which demonstrates the quality of our work. This enabled us to retain a stable • To enhance our compliance and quality assurance, we wanted to assess vital areas such as health and safety, safeguarding and information governance, and ensure our impact is communicated etfectively. We're also investing in a range of innovation projects to address the specific needs of people affected by dementia. 7 Imvovlng dlagnosls 2 Dementla sUPP•rt 3 M4k•do￿nti• •pdoAty 4 Eff•ct5v8organlsatlor¥ Tru5t••s' R•port Annual Report 2024125

Increasing the reach and impact of our services Our Dementia Support Line helped over 29,000 people and had its busiest month ever in January 2025. receiving just under 7,400 calls. In 2024125. we answered over 80% of calls the first time, while our new tp.lephong sJi stg.m 311nwg.d UR to analiJ.8p. calls for a L)ettef understanding of why people use our Support Line, and how we improve the quality and relevance of our telephone support. people were supported with benefits advice. with benefits claimed to the value of £931,8481£1,025 per personl. This is a six fold return on the cost of the service. Our supporters enabled the ongoing development of our Sahara service (Sahara means support In Urdul, delivering tailored advice, support and awareness for South Asian communities in Greater Manchester. In addition, we started work on projects with.. University College London to look al a Co- produced service model lor Black Afroan anQ Black Caribbean communities., The British Deal Association to ensure services are accessible for people who are ￿eaf or hard of hearing., and The Chamber Orchestra Manchester Camorata which involvod 3 fLindod partnership as part of the Centre of Excellence for Music and Dementia. scaling our Singing lor the Brain service acros5 Greater Manchester. We are working on several Support Line developments, informed by this additional insight and the introduction ol SMS communicatSon during 2025. Following extensive research, we also want to expand and refresh our digital services. complementing our other universal service options. To reach underserved or minoritSsed communities. we worked in partnership with Cltizens Advice and Cadent. addressing poverty and other health inequalities through our National Benefits Service and delivering targeted energ advice to people in local communities. iL- We also made our social media content more iriclusive. and people can now access our online and printed information in a choice ol English or Welsh. In 2024125, our partnership with Cadent meant we supported 3.335 individuals living with dementia to understarTrd better energy efficiency and safely within their homes, and to access the Priority Services Register. Meanwhile, our partnership with Citizens Advice Bureau ensured that 909 In the North-East and Yorkshire. we piloted virtual reality device5 by RECREO VR. one of our innovation partner5, alongside our Dementia Support Service5. helping peoplo reconnect with their memories. Mother and daughter. Francoise Whyte. on the left and FAarie Anioine. both are formèrcare lor a family member and aiiend a Singing lorihe rain group where this photo was taken. I Imwovlng dlagnosls 2 Dementla sUPP•rt 3 M4k•d•mTrtya apdortiy 4 Efl&otfvA organlsatson Tru5toes' Report Annual Report 2024125 10

RecreoVR.Willersley House Session. 21 January 2024 Investing in innovation Alongside our core support services and resources, we invest in innovation to find scalable solutions to the day-to-day needs * of people living with dementia. The Longitude Prize on Dementia, co-funded by Innovate UK and managed by Challenge Works, is a call for technology-based solutions from around the world. The programme aims to help people with dementia maintain their independence for longer. We announced five finalists live on The One Show (BBC One) in October 2024, with the winner set to receive a £1 million grand prize. High-tech glasses that help users recognise objects and people Crosssense, Anlmorph Football pitch sensor technology to predict and prevent falls Theora 360, Clairvoyant Networks In¢ A smartwatch app to guide daily routines AUTONOMOUS. A550¢iaFao Fraunhofer Portugal Research An at-home monitoring box that facilitates independent living Supersense Technologies Our Lived Experience Advisory Panel. consisting of12 people affected by dementia (six with a diagnosis, six with caring experience) drawn from the UK, USA and Canada, moderated the 24 semi-finalists, and our panel of experts whittled this longlist down to the final five: A home assistance device resembling a traditional telephone MemoryAid, The MARCS Institute, Western Sydney University 3 Mako domontia J priority Trust••s' R•port Annual Rgport 2024125

Catherine and Hazel Wilson. Moiherand daughier. Developing and recruiting for new programmes Engaging with stakeholders Building on our dementia advisory panel for commissioners, we produced an involvement guide through our health and social care partnerships team, supporting commissioners and external stakeholders in how they involve people with dementia in their service design and development. In 2024125, we redeveloped our innovation strategy to transform the amount of support we provide innovators in the dementia space. The Alzheimers Society Accelerator Proyramme supports between two and five partners each year. We have refocused the programme on more developed Ideas that are likely to reach the market. In 2024125, we were awarded £234.600 to deliver project lor Staflordshiie and Stoke-on-Trent Integrated Care Board. Working within Community Diagnosis Centres. we will be enhancing pathways for individuals living wrth dementia and other di5abililies such as learnin9 disabiliiie5 and autism. We aim to assist centres in removing barriers, irnproving accessibiliiy, and enhancing the patieni experience of diagnosis. Launchpad is a four-month. part-time programme delivered in collaboration with Good Innovation. The prograrnme aims to increase the variety of products available to people living with dèfflentia, 5UPPOrting early-5tage dementia innovators. We also completed an evalLJation of four integrated dementia support service models whefe we are a delivery partner, in Bristol. Norfolk and Waveney. North Wales and Northern Ireland. This found evidence of the positive impact of providlng Integraied and personalised care lo people affected by dementia, 5pecifi¢ally helpin9 them navigate local sustems. access relevant suppori, drio feel In control ol thelr caie plan. It d150 hlghllghted 50tne benefits ol inte9raied working on the wider system including impioved working ielationships tiotween partners, a reduction In duplication ol effort across organisations. and quicker access to support. Equally. the report highlighted some areas ol disparity in user experlence. wlth not everyone able to access types of services across the pathway in the same way. The Dementia Innovators Programme (ln collaboration with the NHS Clinlcal Entrepreneur Programmel was developed in 2024125 lor launch irn 2025126. It 5UPPOrts NHS staff, care professionals and entrepreneurs to produce prollucls lor people living Wilh demonua. Our Country Nlanager and National Influencing team became members ol the Regional Defnentia Services Project Bodic* In Northem Ireland. Sponsoied by the Department of Health. the board provide5 a strategic forum for prlorities relating to dementia care. Representatives ol the SDciety aFe in each ol the task and finish groups. Diagnosis and Dat8.' Education and Training.. Servlce Delivery and Systefn Readines& and Service Users. The Ilrst cohort will join the progr3mme In Apll 2025. Participanls will receive expert monitoring, exclusive networking and bespoke training which has helped create over 500 startups rep￿sen￿'rng 7% 01 the UK life science industry. Working In partnershlp wllh local systems. we gained an understanding ol the context they operate in and shared evidence of innovatlve. Integrated, impactlul ways to addTes5 their priorities. This included our publication ol a Soclal Finance Investment Repon, which called for Systemic financial change to improve outcomes lor people living wllh dementtra across England and Wales. Across ihe three new programmes. we receNeO over 140 applications. a 22% Increase year on year. We'll work with 25 start-UP5 and entreprerieurs next year, a livelold increase on our previous largesr accelerator programme cohort. This growth reflects our strategic shift towards incentivisSng innovatlon. In addition. we were also member5 of the North-wesl Coast Living Lab in Agein9 and Dementia, hosted by Liverpool University. with 3 rese3rcher bein9 embeclded within our Demeniia Support Line as part ol the partnership. 2 Dementia support 3 Mak•dempnlla ll pllonly 4 Efledi¥e org•nisatron YNst•es' Report Anntsal Report 2024n5 18 7 Imprpvln9 dIagno￿$

Quality assurance and compliance What challenges did we face this year? We are continuously monitoring the safety, impact and effectiveness of our services. We worked with an external consultancy lo bulld the foundations for new impact statements to evidence our Impact and inform future service development. We completed a comprehenslve revlew of our Health and Safety Procedures and risk assessments and introduced a new case mènagement system to recorrj safeguarding concerns more eflicieF)tly. We have developed a set of innovative digital servlce opportunities lo grow our reach and impact. and started working with an experienced supplier to deliver them. New and enhanced digital tools will provide appropriate support and information at the right rime. and enable people to plan ahead and prevent crises. We were awarded a Soclal Value Quality Mark, signllySng OLJr commllment ro high community-focused standards. Following on ongolng rise in safeguarding eoncerns notified to our Society Safeguarding Team. we worked with a consultant social worker to review internal processes which have enabled U5 to build on the experience of our frontline workforce in supporting prevontative safeguarding activities, while utilising our expert resource on the protection of adults. While we have a clear roadrnap for what we want lo develop an(J N)w, we need io ensure we rTrave tThe rignt infrastructure internally lo make these plans a realltu. This is one ol the factors that prompted our decision to appoint a ded￿ated Ch￿1 Technology Olficef. We introduced a cross-organisalional Corporate Information Governance Group that oversees the Society s handling and management of data. ensuring it 1s secure. lawful. efficient and ethical. This group monitors risk and performance and the delivery ol key priority improvement areas. The financial situation in health and social c8re remains extremely challenging. We have had great succe55 retaining our service contracts this year. but short-term planning and annual funding create huge uncertainty. while the impact of NHS England s closure and severe ICB funding cuts remains unknown. DEmeniia Adviser. c￿la JeTnphrey rac11italinga CIISP COUFse in Belfasi. lalkin9 to 2 attenckes. Vesnaokaikoi. diagnose vascular dementia In with I Imprgvinq d1•gr￿￿S 2 Dementia suppo 4 Effectweorg&nisaloTr Truste•s' Report Annual Report 2024125 19

Gareth Davies cares for his mum Teresa, who was diagnosed with Alzheimer's disease during the pandemic. He is supported by Dementia Adviser Kiran, and this is their story. Teresa andi Gareth's story The first signs of change in Mum were when she couldn't remember something, and it really upset hei. She had her hands on her head and kept saying,'I can't remember. I cant remember.. When I heard il was Alzheimer s disease, I felt heartbroken. I think I'd ignored the possibility ol dementia. I remember taklng MLJM into the garden, I said to her,'Mum, you rememberwewent for all those tes15? Well. they've found something called Alzheimers diseaso.. 66 She said,"I've heard ol that." and she arted crying. We both started crying. Our Dementia Adviser Kiran has been there through Dad, death, through social worke through appointments. I've never met anyone like Kiran.. I don't know where I'd be without her. If it wasn't for Kiran, I'd have nothing. She said."I'm going to forget who uou are." She didn't know this was also my biggest fear. Gareth reached out lo Alzheimer's Society ancj now gets support from his Dementia Adviser. Kiran. Gareth lost his father in 2024 and is also caring for his di58bled sister at home. Kiran's been there through Dad s death, through social workers, through appointment5.1've never met anyone like Kirar). I dont know where I'd be without her. Gareth Davies Gareth 8nd Teresa Davies.Son and moth8r. G£r&th is a c£rerfor his mum and dl$4bled sist¢r. If it wasn't for Kiran. I d have nothing. 2 D•rn•Dt￿ #wort Trustwts, Report Annual Report 2024125 20

Make dementia a priority Aims and objectives • We know greater publie awareness ot the scale of the dementia crlsis is needed. We wanted to ¢onlinue to bring the crisis out ot the Shadows to drive dementia up the agenda for policymakers. • We aimed to change the tone of the domentta narrative, rofle¢ting the realities otthe seale, urgency and injustice ot the issue through better representing the full range of experiences

people have of dementia. It's been a positive - If transitional - year, with key new developments that could help make dementia the priority it should be. 66 • We influeneed deei$ion-makers to prioritise dementia across the three nations. As well as advancin9 the case for increased diagnosis rates, our policy work focused on preparing the NHS for the prospect of disease-modifying treatments and responding to regulators, decisions. You're given a diagnosis and you're left, especially with young-onset dementia because it's all geared towards older people. In County Durham there's nothing for i young-onset dementia. 99 • Wè foeused on calling for mandatory workforce dementia training for social care workers - ensuring those caring for people in residential and domiciliary care had an adequate level of training. Anita Goundry who was diagnosed with mixed dementia at 53 7 Imvovlng dlagnosls 2 D•mdfit49 SUPPOrt 3 Make dernentla a prlorlty l Ett•ct5v8 organlsatto Tru5t••s' R•port Annual Report 2024125

Brand and public awareness The Long Goodbye campaign inspired debate Through our brand marketing and communications work, we continued to build public awareness and understanding of both dementia and Alzheimer's Society. We launched our advert, The Long Goodbye, in March 2024. The campaign shifted the focus to carers, expressing the tragedy of dementia in relatable terms to connect with more people. We had our highest-ever scores in brand health metrics like spontaneous awarene5S, peaking at 610 in May 2024. Our advert awareness peaked at13.5% in January 2025. our highest-ever awareness in advertising. While the campaign attracted lots of positive attention, it had higher-than-usual negative feedback. Keen to understand why, we paused the advert after 23 days. Separately, the Advertising Standards Authority (ASAI launched a Fast Track investigation into the campaign, after receiving 235 complaints suggesting it was excessively distressing. We have created a new strapline-'It will lake a society to beal dementia'_ which we will embed ln multiple c3mp8igns in the coming years. Our slrapline Is designed to help people understand the role, purpose and values ofthe Society. We conducted a range of evaluations that showed The Long Goodbye was highly effective against its objectives. It was our most powerful campaign ever in driving engagement, and the advert was positively received by the majority of audiences. Thè Long Goodbue advert. March 2024. At the same time, The Long Goodbye generated important and timely debate, including significant media coverage {over 520 million impressions across all channels). 80Yo of online comments supported the advert. All of this evaluation data, together with an evidenced explanation of why we made the advert. formed part of our response to the ASA. We welcomed their decision not to uphold the complaints they received. We ran the campaign again from August to October 2024, and from March to April 2025, and used our experience to improve communication both internally and externally and provide context to our decision. 2 Domontia sUPPOrt ¥ Mak•d*m•M￿ • prf•vlty TNst••s' R•port Annual Report 2024125

Anna Richardson: Sport United Love, Loss and Against Dementia Dementia Understanding of dementia remains low. This year, we explored ways of diversifying our awareness-raising activity through integrated campaigns and partnerships. During World Alzheimer's Month 2024, our Sport United Against Dementia campaign brouglit together the UK'S leading sports and broadcasters. This included the FA, Premier League, League Managers Association, European Tour Group and England and Wales Cricket Board, which combined fundraising and awareness-raising campaigns. A key example of this approach was'Love. Loss and Dementia,, an hour-long TV documentary presented by Anna Richardson that aired on Channel 4 in October 2024. Funded by Alzheimer's Society, the programme used Anna's personal story to highlight a range of dementia experiences. including challenging symptoms and end-of-life. Ip For the first time in the sector, Alzheimer's Society activity was amplified simultaneously by sports broadcasters TNT Sports, Sky Sports and DAZN. The documentary exceeded expectations in terms of engagement, and the surrounding promotional campaign invited viewers io share their stories, including via an innovative 'Behind Closed Doors, installation in London {pictured) and Manchester. This helped boost engagement further while driving positive sentiment towards the Society. Our work across sport and broadcasting in September 2024 reached an estimated audience of15 million people with vital information about dementia, to increase understanding of the condition, reduce stigma, and help more people get a crucial diagnosis. We had over 4 million social media impressions from the campaign and 182 pieces of national and regional media coverage, featuring in The Times, The Guardian, Sky News, This Morning, Stylist and Grazia, amongst others. We are hugely grateful to our volunteer Sport United Against Dementia board for making this possible. Anna Richardson opened the PghTnd Clo$8d Doors. gxhibition al London s Southb8nk. 23 I Improvlng dlagnosts 2 D4m•DtIA wpport 3 Make dementia a prlarlty 4 EttK%sw• organwatkJn Tru5to•5' R•port Annual Report 2024125

Policy and influencing Investing in new evidence and ongoing advocacy The 2024 UK general election led to a change in government. We've started building relationships with new ministers and some of the 335 new MPS elected. The Labour manifesto committed io'putling the UK al the forefront of Iranslorming treatment for dementia., wn1ch was a welcome amDition. However, ensuring our evidence and policy messaging reaches key stakeholders has been challenging due to competing priorities and 8 tight fiscal environment. including the abolition of NHS England nd reductions in Iniegrated Care 8oard running costs. They plan to publish a 10 Year pian for the health service In springlsummer 2025. We've been making the case for how early diagnosis and treatment. and high-qualily dementia care. will facilitate the government's planned Ihree'big shills.: from hospitals to community, from sickness to prevention, and from analogue to digital. We have invested money through our Make Dementia A Priority programme, filling the gaps in our evidence base about dementia. The new government is planning a major reorgani5ation ol how the NHS 45 run. Through this investment. we've demonstrated the vast and growing impact dementia has on the country and Specifically on the health and social care sustem. People living with dementia occupy one in six of all hospital beds. We've shown that diagnosing people earlier and keeping them well for longer reduces the pressufe on healthcare and social care. Together wear &hope hel We continued to advocate for better Social care for people living with demeniia. With the government s announcement of the Casey Commission into adult social care. we are not expecting to see significant reform to social care ahead of the Commission's deadlirTres. Recommendations fof medium-lerm reform will be reported in 2026 as part of the first phase. Phase two, reporting in 2028, will consider longer-term transformation. JHV.ZéJ_?jj-- support mandatory dementia training for the social care workforce Anqeta Rippon CBE. DebbieAL>rah8ms MPar)d D8r8 de 8urcè. Alzhèimer'5 Socièiys Exec￿l¥e DirÈciorof Dèmentiè Support 3nd Parynerships Mark 8ingham is a former¢arer and voluntttcr- for u- 2 DomoTrtia Trust••s' R•port Annual Report 2024125 24 Jupport ¥ m•k•d•M•Dt￿ • prt•rfty 4 Eff•￿￿¢¥rg%n￿•tI•n

Influencing for mandatory dementia training 70% DÈmentia Friènds InformatiLTrn Se5s10n. London 2024 The impact of our influencing Though 70% of people in older age residential care settings have dementia Momentum around mandatory dementia training has grown since the report's publication. Care England, the representative body for social care providers, supported our call for mandatory dementia training. Mandatory dementia training for the care workforce is a tangible, specific and cost- effective policy intervention that can be made while the bigger questions of reform are addressed by the Casey Commission. 30/ Less than 30% of the care workforce in England has received dementia training We published new evidence that shows dementia training improves care. reduce5 the inappropriate use of antipsychotic medication and re51raints. reduces workforce turnover. and results in fewer GP visits and hospital admissions. Though 70% of people In older age residential care settings have dementia, less than 30% of the care workforce in England has received dementia training. Data isn't available in Wales and Northern Ireland on the proportion of the workforce who have undertaken training. MPS have also urged local auihorities 10 require dementia training in their constituencies. In Hartlepool, the local authority has committed to refreshing their dementia strategy and ensuring that all directly employed care workers will receive dementia training alter local MP Jonathan Brash shared the report with them. Sta115tics taken from our evldpnce repDrt'Because we're human too. Our evidence reFX)rt'Becau5e We're Human Too was launched in Parliament at an event attended by more than 150 MPS and their officers (around a quarter ol all MPS). The event was addressed by Care Minister Stephen Kbnnock MP and attended by siakeholders includlng the Care Qu8lity Commission. Skills lor Care. academics 8nd think tanks. In Northern Ireland, mandatory dementia iialnlng has become an obleciive of the Dementia Education and Training workstream ol the Region81 Dementia Project Board. A Task and Finish group has been created with a specific focus on what must be included in a mandatory dementS8 Iralning resource. Ajzhei The report shows how high-qualtly dementia trainlng can reduce pressure on the health and care system, including a reduction in high-irntensity care needs, GP appointments and hospital admisslons- making a compelling case lor investment in demontia training to recjuce costs. This COSt-effectiveness argument is particularly important in the currerit li5cal environment where local authorities are making dillicult financial decisions. 3 Make dementia a priority 4 Eflec¢Ne or9an15ation Yru$t••$' R•port Annual Report 2024125 25 I Imprgvjng dIagno￿5 2 Domentia wJpport

Annual Conference What challenges did we face this year? A12horfj:: C'oi Ilf Our 2024 Annual Conference focused on addressing the challenge of dementia. It brought together key decision makers including Prof Sir Chris Witty. Helen Whately (Minister of State for Care at the timel and the Shadow Minister of State for Carè, reflecting our growing crèdibility with system leaders and influencers. The experts we commissioned to build our strategic evidence base were also at the event to present their findings for the first time, demonstrating the huge economic impact of dementia on the UK, at an annual cost of £42 billion. Although we made progress in raising awareness ol dementia and Alzheimer's Society. we need to be clearer about what we stand for, our ambitions and our vision lor the future. Stronger understanding will make it easier to engage decision-makers and influence change. 14r4 Alzheimds Society We are also learning from the complexities around the rollout ol disease-modllying treatments internation211y, to know how to handle similar challenges when treatments are approved for use on the NHS. Ir) our evaluation ol the event, 89°A of respor)dents felt ihe conference gave them a better understanding of the cost of dementia to the UK, while 8310 of local systems stakeholders'agreed, or'strongly agreed, that the conference improved their understanding of why dementia needs to be a priority for political stakeholders. 26 2 Dementia sUPPDIt 3 Mak•d•ffl•ntS•a prtartty Trustees, Rep?rt Annual Report 2024125

Effective organisation Aims and objectives Following our mid-strategy review, we need to ensure our organisation is set up to deliver on the growth and ambition that lies ahead. In 2024125, our focus was on building a fit-for-purpose, compliant and ready-for-growth organisation, prioritising the following key areas: We were proud to win several awards in 2024125, including Large Charity of the Year at the Third Sector Awards. Improvements to our effectiveness can be seen across all areas of our work, but this was the first year of our multi-year transformation in our Finance, Technologg4 and People Directorates. These ambitious programmes, which have not been without challenges, will make the Society more effective and impactful, and continue to build on its commitment to robust compliance. • IT. data and digital - investing and transforming to improve our capabilities and modernise our infrastructure • Finance - completing our transformation and realising th• • benefits of our new financial management system • People- developing our leaders and reviewing different aspeets ot our approach to involvemont and inelusivity Our ultimate aim is to channel our significant income growth as efficiently as possible towards improving outcomes for people affected by dementia. 7 Imvovlng dlagnosls 2 D•mdfit49 SUPPOrt 3 M4k•d•m•ntia aprtorfty 4 Ellective organlsatlo Trust••s' R•port Annual Report 2024125

IT, Data and Digital Strategy Laura Peters, Associate Dir8ctor ol External Media and Relations at ourAnnu81 Conference2024. People Alongside a growing worf<force, increasing by 4% to 1,896 employees, our levels of employee engagement and metrics such as employee satisfaction and wellbeing were stable this year. We were proud to win several awards in 2024125, Includlng Large Charlty of the Year atthe Third Sector Awards. Our new Chief Technology Officer started this year after we spltt the Corporate Resources function into two departments: Technology, and Finance and Assurance. This r)rompted a ￿aSsesSMent of our capabilities as we made significant investments to scale up the new TeChnol￿Y team so we could prepare projects for 2025R6. including launchir)g a new Fundraising Customer Relationship M8n8gement ICRMI database. As part ol this, we developed a new technical strategy in tandem with our mid-strategy review. This will be delivered from 2025R6 onwards. spearheaded by two new Associate Director5. •• We eontinued to invest extensively in professional development, particularly forour leadershlp tier& We ran a Women in Leadership course and a development rogramme for heads of departmert h of which were well received. •We progress conceming three otherpeople-related priorities.. volunteering, EDIB and irNolvement. Against this backdrop ol change, some scheduled digital development projects, inclLJding our digrt81 service products, were deferred lo next year lo enable us lo better prepare lor delivery. However. we were pleased to improve our target ¢yberse¢urity score in 2024125. We currently have a project on improving our reasonable adjustments process to ensure that employees feel more support•J in obtaining the necessary physical equipment to enaL)ie them to effectively carry out their role. Our People Partners will be working with managers to build greater conlidence in how they offer support to those who require reasonable adjustments. Finance In 2024125 we implemented a new finance system, and work continues to realise its benefits. Implementing the Disability Confident Scheme has had some challenges. We need to make some further changes within our systems and processes to ensure that there is robust supwrt for candidates with disabilities. Qur focus is to embed and maximise the potential of the new platform. We have allocated additional transformation resources to support ongoing improvements. Our finance transformation will be completed, and the benefits properly realised, in the coming years- enabling us to deploy new capabilitie5 In automation. efficiency and rgporting. I Imwovlng dIagn￿[s 2 D•m4ntfj&support 3 Mako domontia J prioritL5 Trust••s' R•port Annual Report 2024125

Equity, Diversity, Inclusion and Belonging (EDIB) We welcomed a new Head of Equity, Diversity and Inclusion, enabling a more strategic, data-led approach to delivering our EDIB commitments. This approach allowed us io set clearer priorities, Includlng an immediate locus on race equity, increasing diverse representation in senior leadership, and Identifying the steps needed to build more inclusive cultures. i¥￿vrVo1￿nte￿￿m*mc•rU ,Walk. Belfast 2024. In support ol this goal, the Executive Leadership Team shared our Statement ol Commitment to Inclusion and our Anli-Racism Statement. We delivered strategic workshops lo executive and senior leadership ream members. alongside heads ol department. The workshops, titled 'Your Role as an EDIB Leader,, focused on the principles of being an inclusive leader. Volunteering 2024125 has been a year of slructural change. collaboration and development as we prepared a new vision lor volunteering. The results of our Volunteer Engagement Survey were a prou(t moment. with an improved response rate of 26/ lup from 9% in 20221 ancl an 88% engagement rate lincreasing from 66% in 20221. Volunteers are an essential part of our mpact. In 2024125, 6,300 volunteers gave their precious time to carry out 6,930 roles, spanning the full range of our work: from directly supporting people with dementia to raising awareness, advancing dementia research and enabling and promoting our fundraising activity. As we continue lo growy. the role and impact of volunteers will become more crllical. We need to ensure thal Alzheimers Society is a great place to volunteer. where people feel a true sense of belonging and community. In our next phase. we will deliver workshops to managers, and draw on our EDIB insights to identify arèas where action is r)eeded. We are also driving aligr)ment and engagement by improving our EDIB governance structure erisuiing the Chairs ol OUT pioneering Lived Experience Networks play a key role in creating the change needed, and introducing an anonymou5 reportin9 System to ensure more effective feedbacL We developed our new volunteering strategic plan lor 2025-30. The plan draws on numerous sessions with 258 volunteers arnd siaff, alongside six bespoke workshops with carers and people with dementia - and a co118borative workshop with senior stakeholders in January 2025. including members of our Volunteer Advisory Panel. Our findings shaped our str31eglc plan, which we will launch in the coming year. 29 I Improvlng dla9no$ts 2 Dw•ntl•Jupport 3 K14k• dArnontla a prforfty 4 Eftectl¥e 01gan151tlon Trustws, R•port Annual Report 2024125

Q[￿ Ryjn Entt￿aM garkw- Involvement Lived experience is central to how we make decisions across the Society. In 2024125, we took a closer look at what this means and how best to ensure our pathways to involvement are clear, meaningful. relevant and impactful. We developed new definitions of involvoment - informing. consultation. engagement, co-crealion and co- production understanding that involving the right people in our work. in the right way. will have the greatest impact. We will Continue to develop this into a revised involvement strategy in 2025126. Our Westminster parliamentary event during Dementia Action Week 2024 was a highli9ht of our new approach to involvemeni and co-creation. Llstening to the experiences ol people with lived experience of dementia was critical to engagement. with people affected by dementia playing an active role in shaping the event ￿ructure, themes and qoals. What challenges did we face this year? 984,---., 214 31 265 39 Ambitions for our Finance and Technology teams are high. and transformation work Is taking longer than we anticipated. However. we are confident that- guided by our new Chief Technology Officer and Lhiel Finance Ufficer- we are establishing the structures and stralegies needed to move forward in the year ahead. of which were supported by volunteers local Dementia Voice groups facilitated conversations with groups of people affected by dementia To optimise preparations, we chose lo delay the impemention of a new CRM database lor fundraising. We expect to deliver this by early 2026127. We also had to adapt our plans for 2025126 and beyond to accommodate the increase in Employer National Insurance contributions from April 2025, alongside the impact of ongoing inflationary rises In our cost base. storytellers had thelr stories published Dementia Voice Local Group. Belf8S12024. I Improvlng dlagnosls 2 Dw•ntla support 3 Mako d•moniia a prfoAty 4 Eflectlve ¢Jr9anI5*tlon Trusto•5' R•port Annual Report 2024125 30

Shari Addington UCL research 38si Aims and objectives • Our research investment is a Critical part ot our Help and Hope Strategy, with the vast majority linking directly to our thrèe key Impact priorities: making dementla a priority, improving diagnosis, and dementia support. The remainder of our research funding is exploratory* ensuring we also invest in other areas. • We aim to support Alzheimer's dlsease research while also locuslng on other forms of dementia that could be overlooked. esearch • Building for the future was an ongoing priority tor us in 2024125. We encouraged early eareer researchers to stay in the dementia research field, which is essential tor bringing more talent and expertise to tackle one of the most signltlcant health challenges of our time. n5titu We have funded a diverse p.ohf I researc 2014 25, continuing to prioritise the¥eople and proje'cts with the grnatest potential to accelerate meaningful change across our -Thur spteglc priorities. Funding diagnosis research remains aTr•y"l•cus, and we have also supported research Into othor cruclal areas - includlng different types of dementia beyond Alzheimer's disease. • Currently, 68% of our early ¢aroer researehers stay in the field. We have set a target for 75% of researchers to stay in dementia research alter our support ends. We have continued to invest in attractlng the brightest minds to dementia research and supported them to stay in the field through our Doctoral Training Centres and early career researchers initiative. Trust••s' R•port Annual Report 2024125 31

Investing in the dementia researchers of tomorrow Empowering dementia research participation Laura Roon•y. Lead Research nurs&. Dementia research will help shape the future of dementia, from treatment to support and care. Signing up for a research project helps people take control, and opportunities range from sharing stories or having a blood test. to testing cutting-edge new support methods. We launched three Doctoral Training Centres this year, with an investment of £9 million. Over the next five years, these expert research hubs will train over 75 students. Research is key to making discoveries. yet only 2°A of people with dementia are registered lo take part in research 5tudie5. We want to empower more people to take part in dementia research, but we know the vast majority of people livfing with dementla currently do not have the chance.Dur Join Dementia Research, portal encourages partiCiP8tion, matching people with dementia and their carers with clinical trials ar)d studies they may be eligible for. The training centres support PhD students taking the first steps in their careers, championing the future leaders of dementia research. Centres locus on dementia subtypes such as vascular dementia and dementia with Lewy bodies. as well as coordinated care. For true prOg￿5S to be made in dementia research, the clinical trial landscape also needs to evolve. This year, we appoinled our lirst-ever internal lead research nurse to help make the changes we know are needed. This is the first step in our programme which aims to establish a team ol Dementl8 Research Nurses and change dementia research forever. Our nurses will advocate for people living with dementia and embed research into everyday clinical care, increasing research participation and the diversrty ol pariicipants in dementia trials. With an investment of £3 million,they will provide a supporbve, kn￿edgeable voice at the heart ofthe NHS. embedded in the govemment-funded UK Demenlia Trkils Network. Tru5t•es' R•port nnual Report 2024125 32

Funding research around Dementia Healthcare Inequalities We know people with dementia face many healthcare inequalities from diagnosis through to end of life. In 2024125, we launched a research initiative aimed at addressing healthcare inequalities around dementla. We called on research teams to present big, bold icjoas thai could give people a fairer deal on their dementia journey. We awarded the winning research grant of £2 million to Queen Mary University of London for a study of a r)ew support system called GRACE, that tailors care around each person's unique needs. Improving the end-of-life experience In 2024125, we partnered with Marie Curie to create a £1 million funding pot for research grants that can improve the end-of-life experience for people with dementia and the people who support them. We've now committed to funding five research grants through this partnership, aimed at providing insights and solutions to the significant gaps In both evidence and services. DT Kii&ly HdUITLlI. Te¥edTLliei klarian Plaigh. atlhecar8 home t￿t Marian live5 at in L8ed5. Tru$t•g$' R•port Annual Report 2024125 33

What challenges did we face this year? James H clè, PhD Professor of Neuroimage Computing 8nd Serena XPh Resear¢h Fellow. There have been many transformational developments lor Alzheimer's disease, but we know other types of dementia are nor on the same trajectory. That is why it V essential we continue to invest in non-Alzheimer's disease dementias. Dementia research has not always been as fast-paced as it is now. Following decades when it has struggled to attract interest, recent breakthroughs and the increasing interest in dementia mean the field is now rapidly . expanding and accelerating. With application to our research grants programme having risen by almost 50/0 in just the past year, this poses challenges for us as a funder. We need to continually reassess and ensure our investments are going to the most suitable projects, while growing our income so we can fund as many projects as possible. In 2024125, there were six shortlisted research projects {requiring a total of £1.7million) that met our exacting standards, but which we were sadly unable to fund. The risk of not being able to access research funding is most felt by early career researchers, who rely on continued research funding. Tru$t•ès' R•port Annual Report 2024125 34

Nathan Davies, Co-Directorof thg zhÈimÈr's Society Doctoral Training Cénlre lor Inte9raied Dernentia Care. Professor Nathan Davies's story Alzheimer's Society funded Professor Nathan Davies with a junior fellowship at the very beginning of his career. Today, he is supporting the next generation of early career researchers as the Co-Director of the Alzheimer's Society Doctoral Training Centre for Integrated Dementia Care (I-DTC). Through the P-DTC, we aim to provide the evidence to support key decisions these local systems make on care. and in turn ensure high-quality dementia care reaches people through to end of lile.11 we do not act now, there is a risk that current, unacceptable inequalities in care will deepen. We'll be conducting research which asks how s¥Jsiems can provide truly joined-up care which suppor15 indepondence. autonomy and choice for people living with dementia. 'People wilh dementia need personalised. joined-up care which is easy to access. This means primary care and secondary care. and health and social care services. working together so people receive care that is holistic. easy to navigate and supportive. Unfortunately. that isn't the case for many people. an(J without that care, quality of life and independence is reduced. The Integrated Care Systems IICSI ir)troduced inlo the NHS in England in 2022 encourage services to work together and are well-placed to support more joined-up dementia care and treatment. There are similar sustems in the devolved nations. eople with dementia need personalised, joined-up care which 1$ easy to acc455. Our Siudents will be guided and supported b supervisors working across five leacling universities. NHS and social care professionals. and will work with policymakers and people with lived experience. By the end ol ihis project. we'll have a cohort of 29 outstanding dementia researchers, and have generated the evidence that policumakers need to ensure services are joir)ed up, reducing the wide local variations in care., Nathan Davies Tru11•￿.R¢pQrt I nual K8POrt 2Q24125

Trek20 2024, ots Meadow. Aims and objectives • In 2024125, we aimed to grow our supporter base and deliver more income across all areas of our fundraising activity - converting growing interest in dementia and Alzheimer's Society to improve fundraising results. our activities Despite the continuing economic challenges facin'g individtAI?. families and businesses across the country, it was our mostfv.f year ever for tundraislng. ssful • We wanted to build on the progress made by our awareness-raising brand Campaigns, as well as improvemenls in the integration of our marketing and media planning, and the quality ot our data and audience insight. Thanks to our passionate and generous supporters, we significantly surpassed our income ambitions for the year. Trust••s' R•port Annual Report 2024125 36

Key achievements Our Insurance United Against Dementia campaign reached £10 million The last few years have been challenging for charitable giving, with external economic pressures leadin9 to fewer people giving to charity. However, we were fortunate this has not affected us as much as some organisations. Partnerships once again played a key role in achieving and exceeding our fundraising goals. Slnce Ils launch In 2017, Insurance United Against Dementia- the first campaign of its kind, uniting the insurance industry to help end the devastation of dementia- h85 been supported by more than 130 insurance organisalions. This year, the campaign reached its inrtial fundraising goal of £10 million. with every penny raised going to the Society. In%iJrxnrp llnitp.rt Aoaingt Dp.mpntiA hp.lppd fiind thp pioneering UK Dementia Research Institute IDRII and continues to support groundbreaking research projects. Growing interest in demeniia has been boosted in part by our investment in awareness-raising activity. Our dedicated supporters, OLJr improved ability io engage them, and the quality of our fundraising, teams and volunteers, means we achieved our strongest-ever results. PaFnela Ro rtsw P¥me13 W38diègno8ed wi A 14°A increase in active supporters led to a total gross annual fundraising income of Alzheimefs Will to Remember won Best Free Will Service which is a 11/0 increase on prior year. Al the heart ol our fundraising are gifts left io us In a will. with one pound in every three we receive currently donated in this way. Will to Remember is our 8ward-winning service that helps people write a will for free with aC￿SS to expert legal guidance. We developed the service to impr(we will-writir)g options lor people affected by demèntia. In the course 012024125. Will to Remember surpassed the £15 million milestone in income raised since its relaunch. It also won the award lor Best Free Will Service in the charity sector at the Smee & Ford Legacy Giving Awards 2024. We're pleased this growth can be seen across all our fundraising. as we know meeting the different needs and preferences ol donors is essential. By setting ourselves UP for future growth and increased impact. we can adapt to, and withstand. external shocks and trends. YÈlena fvaTTova. ResÈarc Trustees, R•port Annual Report 2024125 37

4iiheirThi Trek26. Euri 2024 Trek 26 continued to grow This epic 26 or13-mile trek event raises vital funds and awareness. In its eighth year, we added iwo new venues in 2024 and welcomed 9,121 trekkers across ten locations. Trek 20 is also one of our fastest-growing events, raising over £5.1 Mill￿rn in 2024R5. OurvD1inteer5. Icrgel Me Not ApDeol 2024 Every tinie you play you are providing I I" help and hope win big Our Forget Me Not Appeal raised over £1.7 million you could This years campaign earned an impressive £1.7 million- ajump from the prior years total of £1.6 million. Most ol this total came from our individual giving cash appeal and raffle, which raised £1.6 million. exceeding 2023124 results. We had fantasiic support once again from our corporate partners, including Morrisons, who hosted store collections around the UK. OurnewTVadvert was also a huge success. We launched our partnership with CBRE every weekl Corporate partnerships continued to play a critical role. Global real estate advisor CBRE was the largest partnership we ￿arted in 2024125, with activities raising over £540.000 an incredible achievement. Our Big Win Weekly Lottery hit a record high From tough physical challenges to charity auctions, each week included a new fundraising activily including a'sponsor a Bauble to Remember a Loved One, Christmas inilialive. In 2024125, our weekly lottery grew more than ever before. By the erid ol the year, it had grown by 30,000 players- bringing the total number ol weekly lottery players to 100,000. This is a ye3r-on-year growth 0141%. Regular giving such as this is crucial, as rt gives us greater confidence in how much we can iaise in coming years, and helps us commit to longor-term plans and projects. CBRES fundraising has helped reduce loneliness. isolation financial hardship for thousand5 01 people and Iheir families- and we a￿ deeply grateful lor all their supt)ort. Tru$t••s' Report Annual Report 2024125 38

.>MemoN Walk 2024. 4elf8St. What challenges-l did we face this year. LAP2 SHORT RoufE We want and need our su orters to feel like valued partners, in the hope that they continue to support us for as many years as possible. To do this, we know we have more to do to improve our stewardship of supporters - using high-quality data to tailor ourjourneys and communications -2nd to show them the impact of their support.

Al2￿￿ner5S0¢*tY

Memorywalk The delay in delivery of our new fundraising CRM database has hampered our ability to deliver improved stewardship of supporters. Tr¥ Annual rk

David's story David Carey, Managing Director at Ecclesiastical Insurance UK, is on the Insurance United Against Dementia (IUAD) campaign board and a supporter of Alzheimer's Society. David's mum was diagnosed with dementia three years ago, and this is their story. Because of many incredible businesses and people across insurance, crucial support has been available lo more people via Alzheimer's Society services. I will forever be grateful for the support provided to me and my family. The light continues against this horrific disease. Our industry and IUAD continue to make a real difference to families, like mine, having to la¢è this cruel disease. It makes me proud every day to see the fabulous people across our profession. collaborating to great effect to raise funds and awareness and I know my Mum will be smiling down. thankful for thè help and support Alzhèimers Society provided to her and her family., 'When my Mum was diagnosed with dementia, at first it was hardly noticeable- forgetting the odd thing. But it quickly accelerated to the point where my sister and I needed to live in with Mum to keep her safe. Suddenly she was struggling with basic tasks and her memory was failing. My lovely Mum. who had never raised her voice, never mind swore, was ¢h2nging completely, with insults and physical abuse directed at my sister and me. The situation became intolerable, and the feelings ol helplessness were incredibly dillicult lor me and my sister. 66 l am incredibly gratef ul for the support provided. Sadly, Mum lost her battle with dementia in December 2024. The support from Alzheimer's Society had ensured Mum's final years were spent with the right level of care, and the love and support of her family around her. Thank you. We reached out lo Alzheimer's Society whose calm. knowledgeable and incredibly empathetic advisers helped to clear the log, give us some comfort and erbabled us to regain some degree of control so we could provide the care Mum, and the family needed. l am incredibly grateful for the support provided, it really was a lifeline at the time and enabled us to move forward as 2 family to ensure Nlum received the care 2nd support she needed. Sadly, 14Aum lost her battle with dementia in December 2024. The support from Alzheimers Society had ensured Mum's final years were spent with the right level ol care, and the lovè and support ol her family around her. Thank you. 99 David Carey Trustees, Rep?rt Annual Report 2024125 40

Financial review Overview of financials for 2025 This year our total income was £143.8 million (2024: £131.4 million), £12.4 million more than the previous year. Income from donations and legacies increased by £10.6 million to £108.9 million (2024: £98.3 million) driven by increases in both individual giving and events income. The year to March 2025 has once again seen financial performance that has surpassed our expectations. Our expenditure for the year was £149.0 million12024.. £138.2 million), £10.8 million more than the previous year. This increase was due to planned strategic ir)vestments including £2.0 million spent on technologu projects and £2.0 million on a Health Inequality Cer)tre of Excellence. People Costs increased by £9.2 million due lo an increase in our headcount and adjustments to salaries following a benchmarking exercise. Benchmarking is essential to ensure we remain competitive with similar organisations and able to attract and retain talent. Expenditure on rèsearch grants was £10.4 million12024'. £16.0 million), down by £5.6 million due to an exceptional £6 million grant to Alzheimer s Research UK in 2024 (following a £5 million granl thanks to the players of the People's Postcode Lotleryl. Total income, at £143.8 million, is the highest achieved in the Society's history. It is £12.4 million {9/) ahead of the previous year, driven by growth across all our donation and legacy income streams. Expenditure for the year was £149.0 million, £10.8 million (8/) higher than the previous year. In addition to our growing income sources, we continued to use designated reserves to invest in our Help and Hope strategy. The Society made an overall net deficit before investment gains forthe year of £5.2 million. This includes £7.2 million of funded designated expenditure, from prior year resenies. The Society's net deficit before gains on investments was £5.2 million12024'. £6.8 million). Our Investment Portfolio generated a net gain ol £1.3 million12024.. gain of £4 million). Our reserves remain strong. We have free reserves of £33.8 million, within the target range as determined by our reserves policy. In addition we have £37.6 million of funds designated as at March 2025. We have rigorous plans in place to invest these funds in support of our strategic priorities between 2025 and 2028. The total net decrease in funds was £3.9 million {2024: £2.8 million decrease). Trustees, Rep?rt Annual Report 2024125 41

Income Expenditure Donations and legacies U08.9 m511bon Support £61.1 m5111on Charitable activities £24.0 mllllon Tota I £143.8m Influencing £16.1 rnlllion Tota I £149.Om Othertrading activities £7.9 million Investment income UO million Research £18.6 million Raising funds E53.2 million In 2025, the Society's income was £143.8 million (2024: £131.4 million). This was from: Donations and legacies £108.9 million (2024: £98.3 million} Donations £00.2 million12024.. É52.3 million) Income from our individual donors (regular givers and lottery players). Corporate partners and supporters. trusts and major donors and community fundraising activitie5. Income frotn donations increased significantly this year. with a rise In Individual giving and events Income. Le9acies £45.7 million12024: £39.4 million) Income from people leaving us gifts in theirwill. Legacy income has peifoitned above expectation with a strong legacy pipeline and coniinued flow c>f high value legacies. Grants £2.8 mlllloA12024: £6.3 mllllonl Grants (rom trusis and foundaiions. É4.6 million of the £5 million grant. thanks to the players olthe People's Postcode Lottery, had been recognised in income in 2024. In 2025 the Society's expenditure was £149.0 million (2024". £138.2 million). Other trading activities £7.9 million (2024: £6.5 million) The So¢ieiy's activities are broken down across the key areas of our strategy and the parts of the Society that support siralegic delivery and luDdi3ising. In 2025. our expendiiure by activity and the costs incurred were (see Note 31. contributions io the UK Dementia Research Instituie (UK DRII, and our innovation programme- a way to develop and deliver solutions to ihe challenges ol people affected by dementia quickly effectively. Grants in 2024 ineluded £6.0 tnillion to Alzheimer's R8seaich UK, following a £5.0 million grantthanks tothe players ofthe People's Postcode Lottery. for research into blood biomarkers (see Note 41. Trading a¢tivities £1.6m12024= U.7 million) This Includes s81es from our online shop. Christmas cards. entries into events and raffles. licensing lees and royalties. Lotteries £5.1 million12024.. É3.9 million) Sale of lottery and raffle tickets. Lettin9 of property £0.7 mSlllon12024.' £0.6 mllllonl Rent31 Income Irotn subletting part olihe London office. The £1.4 million increase in other trading activities compared to 2024 was driven by raffles and lotteries as player numbers increased. Support £61.1 million (2024: £55.9 mllllon) Activities to support people affected by dementia by delivering services and working with the health and social care system to impiove dementia care.This includes the costs of serwces we run such as our Dement18 Support Line and the costs incurred delivering our contractswith local authorities. Raising funds £53.2 million (2024: £43.9 million) These are the ¢osis of ourfundraising team and the aciivities they undertake such as running events, design and materials for promotional materials. our d&Jicated cusiomer care service. and the services olour mBrketing and media partners who help to promote our lundiaising activities to our supporters. The year-on-year increase is dueto investment across a11 ourfundraising income streamsto boosi Income. particularly individual giving, lottery and events. Influencing U6.1 million (2024: £14.8 million) Investment income £3.0 million (2024: £2.2 million) Activities to influence the healih and care agenda to highlighl the inequalities faced by people allected by dementia In everyday living. particularly the inequalities faced by many in the healthcare system. Income earned from our Investment portfolio such as dividends from shareholdings and bank interest. A higher level ol interest rates on cash holdings was achieved In 2025. The above breakdown does not include all income streams and some differences may arise due to £ million rounding. See Note 2 for further det8ils. Charitable activities £24.0 million (2024: £24A million) Contracted income £23.7 million12024.. £23.4 millionl Income from our contr8¢ts with local authorities to deliver dementia 5UPPOrt services. Other grants £0.4 million12024.. £0.9 million) Income from giants includes gr3nt5 issued by the Governmeni. public bodies. and oiher parties for specific purposes. Research £18.6 million (2024: £23.6 mllllon) Activitie5 to support dementia research and make sure peoplé affected by dementia are atthe forefront of this rese8rch.This includes a portfolio of active research projects. our Trustees, Rep?rt Annual Report 2024125 42

Subsidiary entities and joint ventures Our funds These funds, their values at 31 March 2025 and prior year comparatives are.. The Group's reserves have reduced from £82.7 million at arch 2024 to £78.8 million at March 2025. This is due to making critical, planned Investments required lo deliver the Help and Hope strategy. • Dementia Research Institute investment (UK DRI).. £1.3 million12024". £2.6 million). As part ol our mulli- year commitment to the UK DRI we have designated a fund to guarantee future years, eKpendilurÈ dedicated to supporting key facets of the Institutes work that complemer)t our own strategic priorities. This year we made grant awards from these funds towards funding care and technology research within the UK DRI. The Society had two active oper2tion21 subsidiary bodies during the year and onejoint venture Isee Note 71.. Alzheimer's Trading Limited, our trading subsidiary, generated a nel return of £0.03 million12024.. £0.4 million) from £1.5 million income12024'. £1.6 million). Reserves at March 2025 Included £7.4 million of restricted lunds12024.. £0.6 million) and £37.6 million of designated lunds12024". £23.0 million) where the Board of Trustees approved investments to modernise our IT and digit31 infrastructure. raise awareness of our dementia services and fund rèsèarch 8¢tivitiès at UK DRI. We plan to use our free reserves to make additional strategic investments over time. Including in our research portfolio and to fund innovation in dementia care. The Alzheimer's Foundation for Research into Alzheimers Disease, a subsidiary charitable company, generated a nel return of £O.I million12024'.1£0.091 million) with £0.2 million income12024'. £0.2 million). Fixed assets.. £0.7 million12024.' £1.2 million). This fund represents the value of the assets we use to help deliver and support our core activities. The year-on- year decrease is due to depreciation and net disposal of offices. These results are included in the Group financial position. Alzheimer's Brain Bank UK, a charitable company run as 8 50150 joint venture between Alzheimers Society and Alzheimers Research UK, generated a net return of £0.1 million12024.1£0.0011 million) with £1.1 million Income 12024.. £1.2 million). £0.06 million is therefore included in the Group financial positiorn12024.'1£0.00051 million). General funds are the reserves remaining when restricted and designated reserves are excluded from the total amount. We hold genèral funds to Ènsure that wè Can continue to operate in the event of an unforeseen shortfall in voluntary income or increase in costs. Technology and Tran$lormation'. £8.5 million12024.. £6.3 million). We are running several programmes to modernise our core business systems to de-risk our operating environment and dèlivèr significant improvements to our data capabilities. Additionally, we are transforming our digital assets SO that people with dementia Can more easily access the information and advice they need digitally. On 31 March 2025 we held £33.8 million in general funds 12024: £531 million) Balance sheet and cash flow Brand.. £nil12024'. £0.2 million). As planned, we have invested in our brand to tell people about our Help and Hope Strategy and to raise awareness ol the service we provide, and ol the critical role that we play in supporting people affected by dementia. Overall. net assets have decreased from £82.7 million 10 £78.8 million because ol the Group deficit position lor the year. The Society's cash and cash equivalents increased by £3.8 million in the year to £45.0 million 12024.. £41.2 million). Designated funds At 31 March 2025. the Society held Designated funds totaling £37.6 million12024.. £23.0 millionl. These Design8ted funds form part of the Society s total reserves and have been set aside by the trustees to fund a portfolio of strategic investments that are critical to the successful delivery of the Help 2nd Hope Strategy This includes funding our digital and technology transformation, funding research into diagnosis and other breakthroughs. increasing awareness of our work, and innovating our dementia services. • Health Inequallty Centre of Excellen¢e.' £nil 12024". £2.0 million). Funds were spènt in 2025 to fund services to address health inequalities in the provision of dementia care and support. Trustees, Rep?rt Annual Report 2024125 43

Make Dementia a Priority.. £l.O million12024'. £1.4 million). This fund is to support advocacy work in ensuring government priorilises dementia care and support. Research and Training Initiatives.. £12.8 million 12024.. £nill. This is to fund commitments to research projects. doctoral training centres and innovation activities including the Longitudinal Prize. Free reserves exclude restricted funds and designated funds, which include the net book value of the assets used by the Society lo provide Ils services and activities e.g., leasehold buildings. Dementia Impa¢t and Reach.. £3.0 million12024= £3.8 million). This fund is to widen the impact and reach ol dementia services. Brain Heallh Centre". £1.3 million (2024". £nill. This fund is for Manchester Brain Health Centre support and development. We define liquidity as those monies which could be made available from free cash Itotal cash less the value ol restricted funds which are ring-fenced lor specific activities) or liquid investments e.g., investments held in eouilies on listed stock exchanges. Our required liquidity and free reserves levels are determined through an assessment of the risks we expect we may lace at any one time 2nd their likelihood. Human resour¢es information system (HRIS).. £2.0 million12024'. £2.0 million). This fund is for a new system to increase efficiency in our people management processes and improve reporting. We expect the amounts designated as at 31 March 2025 to be spent within the next two years. except for the £0.7 million fixed asset fund and £4.1 million of long-term technology and transformation projects. Research nurses.. £2.4 million12024.. £3.0 million). This Is lo fund specialist research nurses in up to ten locations across the UK, supporting people with dementia to access and remain In clinical trials. We believe setting a range of values for reserves is appropriate as it allows us some flexibility with regards to the levels we hold based on our perceptions of the financial risks the Society might face. Restricted funds Second Diagnosis Centre ol Ex¢ellence'. £0.3 million12024". £0.3 million). We received two outstanding applications to establish blood biomarker cenlres. Thanks to the players of People's Postcode Lottery, additional grant funding has meant we are able to commit to both projects. Restricted funds represent amounts given to us and held lor use in a particular activity as specified or agreed by donors. A breakdown of the purposes lor which we hold these funds can be found in Note 14 of the accounts. At the year end, we held £7.4 million of restricted funds 12024.. £6.6 million). For 2025 our reserves requirements remained unchanged, with a range from £27 million to £43 million or 2.5 to 4 months, expenditure cover being considered an appropriate level of free reserves. Our liquidity requirement similarly remained unchanged, requiring that we maintain the £43 million maximum level of free reserves in liquid cash at short notice. At the end of 2025, we estimated the net Value of assets which we could readily liquidate to be £81 million. Cybar security.. £0.2m12024.. £0.2ml. This fund is to enhance our cyber security. The following additional designated funds were approved during 2025. These investments each present strong alignment to the Help and Hope Strategy and are critical to the Society s plans.. Reserves policy The Society's reserves policy is reviewed annually and measures both our reserves cover i.e., the number of months, expenditure covered by the value of our free reserves, and our liquidity i.e., ensuring we can at any one lime cover an estimated value of the risks that could result in net Cash outflow from the Society in a short timeframe. Fundraising and Social Invostmont.. £4.0 million 12024.. £nill. Invèstment in markèting and digital channels optimis2tion to underpin our ambitious income growth plans and wider organisational targets by enhancing our reach and impact with service users. We are also developing a new model of service delivery based on social outcomes contracting. We value these two measures as they allow us to understand both the appropriateness of the reserves we hold and the form in which they are held. which In turn enables better risk management. Trustees, Rep?rt Annual Report 2024125 44

Free Reserves (£ million) Investment policy and performance 70 60 60 51 53 It is our policy to preserve and, where possible, increase the value of our assets by pursuing a risk-assessed capital management plan. Our portfolio is currently managed by Cazenove, following a move from JP Morgan in December 2023.. their performance and investment decisions are internally governed by our Ir)veslment Committee. 50 43 40 34 0) 20 We instruct and seek confirmation from Cazenove that they avoid investing on our behalf in companies that materially profit from products that may be harmful to people with dementia or contribute to the Cause of dementia. 10 arch 2021 March 2022 March 2023 March 2024 March 2025 We hold in an investment portfolio some of our free reserves as well as some of the money that we will eventually pay out to committed research projects. Cazenove are set a target return ol CPI + 4% on any funds held in the investment portfolio, adjusted for planned draw downs. Actual Maximurn Minirnum Going concern Following continued slrong lundrai5ing performance and a cost base which we have grown only In response to an increased income, our financial position has remained strong. With efficiency and effectiveness programmes both delivered and ongoing, we believe our operating model continues to be cost effective and robust. As we progress our new strategy. we will continue to deliver changes and improvements to services for our users. which we believe will strengthen our p051tion when bidding lor contracts. The Trustees reviewed the Society's five-year financial plan to 14Aar¢h 2027 including scenario analysis. stress testing of key assumptions, and risk mitigation proposals and found these to be robust. The balance of free reserves on 31 March 2025 and the overall outlook for the five-year strategy period therefore provided the Trustees with the confidence that the Society will have sufficient resources to continue to operate for the foreseeable future. During 2025 our portfollo saw a net gain of £1.3 million 12024.. gain of £4.0 million) plus dividend income of £0.6 million12024.. £0.9 million). The investment portfolio managed by our investment managers increased by £3.2 million to £73.5 million12024.. £70.3 million) during the year. This is 8 4.4% Increase against the target of 7.2°A. Performance was below target due to global external factors. These accounls have been prepared on a going concern basis. The trustees considered whether it remains appropriate to prepare the accounts on a going concern basis, and whether there was any material uncertainty relating to going concern. Trustees, Rep?rt Annual Report 2024125 45

Looking ahead •• A closer look at our plans and priorities in the years ahead. Our revised Help & Hope strategy Increase earlier and more accurate diagnosis rates. Improving diagnosis In 2025126 we will: O Gather evidencè on thè current dementia diagnosis pathway, good practice and the collection of data, to Inform the development of new diagnosis targets. This will include research to reach a consensus on what a good diagnosis looks like. Ensure everyone diagnosed or affected by a dementia diagnosis, gets the right support to prevent crisis and plan for the future. In 2025126 we'll use the four updated strategic priorities that emerged from our mid-strategy review to help deliver our vision for dementia in 2030. Continue to drive public awareness of the importance of diagnosis- using our partnership with The FA to visit sports grounds around the country to talk about diagnosis research, highlight why it's so important, and explain the challenges of getting a diagnosis. Make dementia the priority it should be, driving change in the wider health and social care system: for research, the public and our supporters. Focus on getting the healthcare system ready for disease-modilying treatments so when they are approved. the process of adopting them will be streamlined. We are building the evidence base around barriers lo accessing the treatments and interventions currently available. We will advocate to ènsure that everybody with demer)113 can 8ccess the best available treatments. Ensure the way the Society works is efficient, transparent and trustworthy for our stakeholders. We'll do this by being a highly effective organisation, sharing our expertise, representing the communities we serve, and remaining informed by the lived experience of people affected by dementia. Trustees, Rep?rt Annual Report 2024125 46

Dementia support Making dementia a priority Research In 2025120 we will- O Work alongside our new digital partner to begin to realise our digit21 sèrvices ambitions while continuing to improve and enhance our existing telephone delivered advice and Information services and online peer support. In 2025120 we will- In 2025120 we will- Complement our core brand advertising - raising awarenèss ol the cause and Alzheimer s Society through using more diverse and integrated platforms lo amplify our efforts and make dementia the priority it should be. xpand thè Blood-Based Biomarker Centres ol Excellence further in the coming years. and recruit more patients as we progress towards our 2030 aim of blood tests for dementia being available on the NHS. Continue to support early career dementia rèsearchers, training the future leaders of dementia research. Enhance our offer for carers in the year ahead, ensuring they feel supported. In support of this goal, we have created four evidence-based carer support offers which will pilot in 2025126. Take steps throughout 2025126 to be clearer with Internal and external audiences about who we are. what we do and the impact we have. rioritise projects and initiatives that empower people to participate in research, increase the proportion ol our fLJnding allocated to exploratory and innovative projects, and focus more on non- Alzhèimers disease dementia. Keep developing new policy in response to the changing external environment. feeding into the 10-year plan for healthcare in England, the Demer)tia Action Plan in Wales and the Regional Dementia Care Pathway in Northern Ireland. We will continue to advocate for dementia training, Including through the Casey Commission on social care in England and the development of a National Care Service In Wales. Explore our role in helping people with mild cognitive impairment before they are diagnosed with dementia. Explore opportunities where we can have the most impact by investing in research to help prevent people from developing dementia. O Build our network of funding p8rtnerships- led by a newly-appointed Partnerships Lead - as we know we cannot beat dementia alone. Creating a more effective organisation How we fund our activities In 2025126 we will: Continue with our three big directorate-level transformations in 2025126 aeross People. Fin8nce and Assurance, and Technology. In 2025126 we will: rioritise improvements to the stewardship of our supporters to ensure they feel valued 2nd engaged with the impact their support has on the lives of people affected by dementia. Trustees, Rep?rt Annual Report 2024125

Section 172 statement Board eff ectiveness review During 2024125, the Board undertook an external board effectiveness review. As a result of the review, we madè some changes to our committee structure. We appointed a Trustee with specific IT and digital expertise to hèlp us understand how developmènts in technology and Artificial Intelligence can support our effective organisalion strategic priority. Building brand awareness The Board recognises the importance ol continued investment in marketing and fundraising activities to ensure the Alzheimer's Society brand Is relevant and visible to build public awarènèss and understanding of both dementia and Alzheimers Society. As a company limited by guarantee, under Section 172 of the Companies Act 2006, the Board of Trustees, as Company Directors, have a duty to promote the long-term success of Alzheimer's Society. This has been achieved in 2024125 through constructive challenge, oversight and scrutiny of the strategic direction of the Alzheimer's Society and considering the impact of Board decisions on key stakeholder groups. The key areas that the Board has focused on and the key decisions it has made are as follows: During 2024125, the Board was pivotal in providing support and constructive challenge to decisions made to invest in kèy campaigns that sought to drive awareness of the dementia cause through a mix of media. development of key partnerships and offering credible evidence to key decision-makers through our role as'trusted expert.. For morè information on our campaign 2nd awareness raising aclivilies. see from page 22. Developing and enhancing the Society's risk function and Compliance Ensuring that we have an effective risk framework has been a key focus for the Board during the financial year. A Board away day brought together the Board and Executive Leadership Team to dèvelop a shared understanding ol risk appetite and how managing and tnitigating risk, and spottir)g opportunities, is an Inherent part ol planning and operations. Research as a priority As the need lor earlier diagnosis 2nd treatments grows, the Board recognises that it is essential lo keep pace with ar)d prioritise investment in dementia diagnosis research and support research into other crucial areas including other types of dementia beyond Alzheimers disease. The Board made a number ol decisions on key strategic areas of research investment to add strength and depth to our research portfolio. For more information on our dementia research priorities, see page 31. The Board have retained a sharp focus on vlt81 areas such as health and safety, safeguarding, and information governance, aided by the development ol a compliance dashboard lo monitor and scrulinise trends, address any areas of risk and spot opportunities to enhance compliance. Our mid-strategy review During the year. the Board has continued to focus on the delivery ol the Help and Hope Strategy which has undergone a mid-term review. The mid-teim review brought togethér the Board and Executive Leadership Team through a series ol focus sessions on key areas to reflect and shape the strategy and key priorities towards 2030 and 2050 as the dementia landscape evolves. The B03rd agreèd a three year budgèt to support the operating plans underpinning the strategy. For more information on Alzheimers Society s path towards 2050, see page 9. Our stakeholders IT investment The Board recognises that Society's relationship with its stakeholders is critical to its success. The Society's charitable objects, scale and impact are achieved in part through relationships and having a positive Influence on publie policy lor public benefit. During 2024125. the Board applied a fresh lens to achieve clarity on the Society's priority stakeholders, considering what meaningful engagement looked like and how. as a group. they could directly and indirectly connect with the Society s stakeholders. Recognising that harnessing the innovations and developments in technology is integral to deepening and strengthening our impact and reach, the Board established a Technology Task and Finish Group, reporting to our Audit & Risk Committee, to steer the course through our IT roadmap to meet our effective organisalion strategic priority. Trustees, Rep?rt Annual Report 2024125 48

Section 172 statement (continued) The table below sets out the Society's priority stakeholder groups, the key considerations of each group and engagement with them. By understanding our stakeholders, Board discussions can consider the potential impact of the Society's decisions on these stakeholder groups. External stakeholder$ Key eon$ideration$ How we engage People alfo¢ted by dementia To increase our reach and deepen our support for those affected by dementia and understand their needs to deliver the support and advice they need how and when they neèd it. The Board allocated specific funds and resources to refresh the Society's Customer Relationship System to ensure we are collecting data, insights and feedback to effectively support the people who need us and progress plans to be more inclusive in our approach. Through the Board Effèctivèness review, the Board acknowlèdged the continued value ol retaining a reserved seat on the Board for the appointment ol a Trustee with lived experience of dementia. This continues to support the sharing ol Ideas and understanding about how to shape our strategy. so dementia no longer devasl8les lives. The Board participated in interactive sessions alongside service users to increase their knowledge of our universal and local services and how these interact with health and social care providers. For further details on how we have engaged with those affected by dementia please refer to pages 15-20. National systems {e.g. Department of Health, NHS and other national organisations) To achieve strong working relationships with the rich variety ol individuals, statutory, business and voluntary organisations that align with the Society's mission lo ensure that dementia no longer devastates lives. The Board allocated specific funds to accelerate our progress towards our Make Dementia a Priority strategic objective which seeks to engage government in dialogue to support people with dementia both now and the in the future. For further details on how we engage in national policy frameworks please see pages 21-26. Local systems {e.g. local authority social services, NHS trusts, community-based leaders and Service providers) To work with, and alongside, key health and social care organisations to create meaningful connections and support systems that operato in local geographical, social and cultural contexts. The Board réceived regular updates on the Society s local services and thé need to deepen our understanding ol the pathways. The Board met with local systems leaders to understand the dementia landscape in Wales and consider how the Society could deliver greater impact over the next few years, supporting new developments and opportunities, including the impending new Dementia Action Plan. The Board allocated specific funds to deliver our largest dementia support service in Hertfordshire, focusing on co-designing an end-to-end service pathway from diagnosis through to addressing crises, such as hospital admission. For further details on how we deepen our reach and relationships In local systems please see pages 15-20. Continued over I Trustees, Rep?rt Annual Report 2024125 49

Section 172 statement (continued) External stakeholders Key eonsiderations Howwe engage Research community As the leading care and research eharity lor people with dementia in the UK. we continue to support a thriving research community and foster future talent which is vit81 to our mission. The Board revisited our investment policy to ensure that our investments are not made in funds that contribute to tsr exacerbate the symptoms of dementia. The Board allocated funds to create a Dementia Research Nurses programme who will provide a supportivé knowledgeable voice at the heart ol the NHS. To gain further insights into the research community, the Board confirmed that the Research Strategy Council would report annually to the Board. For further details on the impact of the Society s research please see pages 10-14. Donors Building lasting relationships with our donors is vital to our long-term mission. We need to provide the right opportunities for people to support us and the level of customer sèrvieo they would expect. The Board receives regular insights into the donor experience. During 2024125. the Finance Committee held a'look back and look ahead. session on our six income streams to understand the opportunitiés lor meaningful engagement with our donors. The Chair participated in several ever)ts throughout the year which brought together high value donors and corporate partners. She also participated in the Society's Trek 26 which enabled her to engage face lo lace with our donors and fundraisers lo understand their own dementia experiences and fLJndraising stories. For further details on our fundraising activities please refer to pages 36-40. Regulators Maintaining strict governance procedures to ensure eompliance with all applicable regulatory regimes is the cornerstone to support our long-term mission. In a general election year, the Board reviewed our'campaigning and Political Activity and Policy, to ensure that we wère cotnpliant with charity law and that the inllueneing team could safely operate within the Charity Commission's guidance. Through the development of a compliance dashboard the Board has continued to oversee and scrutinise Society processes to ensure it meets its legal and regul8tory obligations. Suppliers & bu$ines$es Efficient and effective procurement processes and interactions enables us to fostei good relationships with suppliers, customers and others towards maintaining a reputation lor high standards of business conduct. The Finance Committee chair reviews twice-yearly payment practice reports to track the time taken to pay our suppliers and the proportion of payments made on time. The Board changed our Investment strategy to the Schroder Global Sustainable Equity Strategy to broaden the discussion on investment decisions on positive social or environmental impact. alongside financial returns. Contlnued over Trustees, Rep?rt Annual Report 2024125 50

Section 172 statement (continued) Internal stakeholders Key eon$ideration$ How we engage Staff & volunteers To achieve our purpose, we need a happy and engaged workforce and a supportive and valued volunteer base. The Board has engaged with staff during 2024125 through a range of written communications, briefings and live sessions. This has included.. the Board approving a minimum 3°A pay award for all employees in recognition ol the rising costs ol living. seeking Insights on staff experierTrce through surveys to monitor staff engagement. increasing the Board s visibility in the three nations by delivering on its 2023124 commitment to hold at least one board meeting each financial year outside of England. The Board received insights into the volunteer experience from the volunteer er)gagement survey. Trustees, Rep?rt Annual Report 2024125 51

Risk and assurance • Information technology disaster recovery Information tèchnology disaster rècovery is Crucial to ensuring the availability of our technology services to staff and service users during unexpected events. Current technology initiatives and efforts are focused on testing and 8ssuring key Iine-ol-business systems which are vital to the organisation. In line with best practice. within the year. a joint exercise has taken place between the Board and Executive Management on risk 8ppetite- the extent to which we are willing to seek or accept risks in the pursuit ol our objectives as a Society. We have subsequently refreshed our risk framework to belter reflect a range of risk appetites appropriate lor our future ambilions as a Society. Risk management arrangements As a Society we recognise the importance ol acknowledging. assossing, and managing risk in everything that wè do. We want to take risk-inlormed decisions, rather than avoiding risk completely. In order lo meet the challenges of ending the devastation Caused by dementia, we will need to be bold. Our ability to assess and monitor risk is therefore crucial. • Cyber security goveman¢e• pro¢esse$ and ¢ontrol$ A wlde range ol work remains ongolng In relatlon to our cyber security control framework, and the associated people, process 2nd technology requirements. Assurance arrangements 2024125 saw the appointtnent of the Society's first internal Head of Internal Audit & Risk, demonstrating our commitment to a robust and effective system of governance. risk. and Internal control. • Technology infrastructure A comprehensive audit of our technology risks, controls. 2nd capabilities has recently been undertaken. with recommendations and an action plan developed to help further mitigate key areas of risk. During 2024125 we continued to enhance our risk management arrangements. strengthening the presentation and underlying detail ol the Society's corporate risk register. This has helped to ensure that the Society's Trustees have given consideration to the majoi risks to which the charity is exposed and satisfied themselves that systems or procedures are established in order to manage those risks. We have continued to work with Forvis Mazars throughout the year as our internal audit partner. A range of key audit reviews, including corporate performance management. financial controls, and ethical donations, among others, have been undertaken throughout the yèar and reported through to the Audit & Risk Committee. • Brand dovelopmont investment Spontaneous brand awareness of the Society Is and will continue to be volatile and slow moving. Work is ongoing to align the organisation around the newly agreed brand narrative and positioning to help strengthen our identity and profile. On a regular basis we assess, refresh and present a summary ol the Society's highest risks. Frequent discussions take place with risk owners across the organisation prior to a quarterly summary being presented lo Executive Leadership Team, the Audit & Risk Committee, and onto full Board for consideration. Combining the outcomes of individual audit reviews. with the internal insight from the Head of Internal Audit & Risk. has allowed us to produce a more holistic annual internal audit opinion. Whilst some improvements have been identified to further er)har)ce the adequacy and effèctivenèss ol the framework, the internal audit opinion was that there is a reasonable governance, risk, and control environment within the Society. • Brand marketing and awareness Because of our name. there is a very high risk that some people may assume we are only here to support those who are experiencing Alzheimer's disease. We need to keep reminding audiences that we are here lor all dementias, and work has started on new advertising campaigns that will help reiterate this. The process is supported and facilitated with specific risk expertise from within our audit and risk team- incorporating a mature risk management framework and professional risk expertise. Throughout the year we closely monitored and managed a range of both compliance and strategic risks, with the top live risks throughout 2024125 being.. Alongside the above risks, we continue to closely monitor and manage our risks relating lo safeguarding. health ineqLJalities, and third-party SLJppliers. Trustees, Rep?rt Annual Report 2024125 52

Streamlined energy and carbon reporting Methodology Since completing the 2023124 report, more actual consumption data from landlords has become available. We recalculated our gas and electricity consumption and emissions based on the improved data and have restatèd the figures for 2023124 accordingly. Conversion factors All conversion factors and fuel properties used in this disclosure have been taken from the 2024"UK Government Greenhouse Gas Conversion Factors for Company Reporting" published by the Department lor Energy Security & Net Zero IDESNZI and the Department lor Environment, Food & Rural Affairs IDEFRAI. AII greènhouse gas emissions have been expressed in terms of their carbon dioxide equivalence. The conversion laclors used are listed below. Transport In line with the Streamlined Energy and Carbon Reporting legislation, we are required to report our energy consumption and greenhouse gas emissions arising in the UK. All Scope1 and 2 sources of energy and emissions have been disclosed, as well as mandatory Scope 3 sources. Where staff drive their personal vehicles and are reimbursed via mileage claims the conversion factors from the category "Cars (by sizel.. Average Car & Unknown Fuel. have been used to calculate greenhouse gas emissions and underlying energy use per mile. For company-owned vehicles the eleetrieity consumption has beer) used. Fu•1 Con￿r¥50n Factor In the course of completing the 2024125 report we identifiod that additional staff expenses. asido from mileage, had incorrectly been included in the 2023124 calculations. The 2023124 figures have been amended accordingly. Electricity.. UK kg C02elkWh 0.20705 We procure IOO°A renewable energy in offices where we have energy contracts. Enhanced energy efficiency standards are negotiated at lease renewals and form part ol considerations for selecting new sites. Energy consumption and emissions from our sites has dropped slightly compared to last year due to closure ol some sites that were underutilised. Natural g85 (Standard UK grldl kg C02elkWh (Gross CVI 0.18290 Vehlcl•Typ• Con¥•r$lon Faetor Average Car. Unknown Fuel Other fuels and emissions kwhlmile (Nèt CVI No other fuels are used and no sources of fugitive emissions lor which the company is responsible have been identified. kg C02elmilÈ 0.26860 Despite continued organisational growth, our emissions from travel have remained stable this year following a period ol growth. Some travel is essential to delivering our services, however we encourage use of technology and public transport to rèduce travel emissions where possible. This year we have invested in a new travel provider, which will give us greater insight Into staff travel and help us to move more journeys to lower emission modès of transport. Utilities When compiling the report, we have followed thé GHG Protocol using the hierarchy of data. Actual data has beèn used. il this was not available figurès were taken from landlord invoices, and finally benchmarked figures were calculated using the floor area if neither were available. When the consumption was calculated from the cost of landlord invoices an average of 25 plkwh was used lor electricity and 7.5 plkwh tor gas. Trustees, Rep?rt Annual Report 2024125 53

Streamlined energy and carbon reporting (continued) Source of Energ¥ and Emi55ions Energ¥ Consumption GHG Erni55ions ItC0201 Imwhl 2025 2024 Irestatedl 479.15 2025 2024 Irestatedl 87.64 Combustion of Natural Gas 443.73 81.16 Combustion ol Fuel in Company Vehlcles OtherActivities inc. Process 8.01 Scopo l Total 443.73 487.16 81.10 89.55 Generation ot Purchased Electricity Scope 2 Total 354.09 410.66 73.31 85.04 354.09 410.66 73.31 85.04 Combustion of Fuel in Staff Vehi¢les .710.31 1,710.31 1.646.77 1,646.TJ 412.70 399.50 Seope 3Total 412.70 399.50 Renwable Energy -200.42 -248.43 -41.$0 -51.44 Grand Total 2,307.71 2,296.16 525.67 522.65 Intensity per£ million income 10.04 17.48 3.05 3.99 Trustees, Rep?rt Annual Report 2024125 54

Membership of the Board of Trustees Dame Suzi Leather Chair Phil Andrew Caroline Faw¢ett Samantha Jones OBE- until 27 November 2024 Andrew Cornwall - until 21 September 2025 Professor Hugh McKenna CBE Vice-chair Professor Sube Banerjee MBE Dr Malle Gerhold Andrew Lynch - until 21 September 202S Anthony Lobo Susan Allen, OBE Anthony Battle- from 6 August 2024 Chrls Maddo¢ks, BEM Andy Doyle- from 4 June 2025 Professor Paresh Malhotra- from 4June 2025 Trustees, Rep?rt Annual Report 2024125 55

Executive leadership team Kate L•e OBE Chief Executive Ofli¢er- until 06 June 2025 Alex Hyd•-Smith Chief Marketing Officer Dara de Burca Fiona Carraghgr Chief Policy 2nd Rèsèarch Ollicèr Emma Hillyard Chièf Financial Officer- from 03 June 2024 Executive Director of Dementia Support and Partnerships Corinne Mills Chief People Officer- until 28 April 2025 Interim Chief Executive Officer- from 28 April 2025 Marcus Campbell ChiefTechnology Officer Katherine Sargent Interim Chief People Officer- from 28 April 2025 Howard Beeslon Interim Chief Financial Officer- from 02 April 2024 to 05 July 2024 Trustees, Rep?rt Annual Report 2024125 56

Governance and leadership Public Benefit In setting objectives and planning 2Ctivities, the B02rd of Trustees has given due consideration to the Charity Commission's guidance on public benefit. Further details about the Society's strategy and the resulting public benefit can be found on pages 6 to 7. We provide public benefit through our charitable objects by.. Relieving. treating, and promoting the relief and tre8tment of people with Alzheimer's disease and other dementias and by providing support for such persons, their families and ¢arers', and, Governance During the 2024125 financial year, the Board commissioned an external board elfecliveness review. The report concluded there were good standards of governance at the Society but made recommendations on how the Society could streamline its committee structure. Alzheimer's Society is a company limited by guarantee registered in England and Wales (company registration number 021154991 and a registered charity (charity registration number 2966451. The Trustees are therefore both the Trustees and Company Directors of the Society. The Society has a Foundation structure, and the Trustees are also members of the Society. Promoting. supporting, and carrying out research, and by disseminating the results of such research for the public benefit into the cause and possible cures, whèther partial or Complete, and the possible prevention of the said disease and other dementias. Board Composition We are also registered on the Isle of Man as a charity (charity registration number 11281 and foreign company (company registration number 005730FI. We rely primarily on donations to undertake this public benefit service. The Board can have 8 maximum of14 Trustees. The Society Rules confirm this is made up of up to 13 Appointed Trustees and one Elected Trustee. A Chair and Vice-chair arè selected from the Appointed Trustees. Since September 2023, the Board has been led by Dame Suzi Leather. One Trustee (Professor Hugh McKennal is appointed as the Lead Safeguarding Trustee. During the fin8ncial year one Trustee (Anthony Battlel was appointed as the Lead Health and Safety Trustee. All Trustees are non-executive appointments and are volunteers. Trustees are appointed lor an init121 term ol three years. which may be renewable. All Trustees have a connection to dementia. The Trustees are considered to be free from any business or other relationships that could compromise their Independence. The Board has In place and adheres lo an approved conflict ol interest policy. During the 2024125 financial year, the Bo8rd of Trustees complied with the Charity Commission's public benefit guidance when exercising its powers and duties. We were first registered as a charity in November1979 and incorporated as the Alzheimer's Disease Society on 26 March 1987. On 01 October1999 we changed our name to Alzheimer's Society. Our governing documents are our articles of association supported by our Society Rules. We also apply the Charity Governance Code to ensuie we adhere to good governance practices. Board of Trustees The Board of Trustees is rèsponsible for governing the Society and provides leadership by sètting the stratègic direction of the Society. The Trustees are collectively responsible for the long-term success of the Society. Central to decision-making by the Board of Trustees are the charitable objects. We have two wholly owned subsidiaries, Alzheimer's Trading Limited and Alzheimers Foundation lor Research into Alzheimer's Disease, both registered in England and Wales lsee page 431. During the financial year we closed our two dormant companies, Alzheimer's UK Limited Icompany registration number 030808551 and Caring for Dementia Limited (company registration number 030868511. The Board of Trustees ensures accountability at all levels of the Society by overseeing the delegation of responsibilities. This includes setting the strategy, approving major transactions, annual budgets, and changes to the Society's governance structure. All Appointed Trustees are recruited through an open and competitive recruitment process. All Trustees receive an induction upon appointmer)t and ongoing training. Upon appointment. the Trustees agree to the Society's Governance Code ol Conduct. which incorporates the 7 Principles of Public Life. We have a joint venture with Alzheimers Research UK named Alzheimer's Brain Bank UK. For details of related party transactlons durlng the financial year, refer to Note 18 01 the lin2nci21 statements. Trustees, Rep?rt Annual Report 2024125 57

Governance and leadership (continued) Audit and Risk Committee.. The Committee primarily advises the Board of Trustees on the Society s overall risk appetite. tolerance and strategy, and the principal and emerging risks the Society is willing to take in order to achieve its long-term strategic objectives. • Policy> Research, and Communications Committee.. This Committee provided oversight of the Society's policy messaging. research, and communications strategy. During the financial year the Board created a Technology Task and Finish Group, reporting to the Audit and Risk Committee. focusing on IT infiastructure. software and systems. digital transformation, data and analytics, and cybersecurity. Complaints and Fundraising The Trustees act collectively and approve the Society's strategic aims and objectives. They set the Society s culture, appraise risks, and have specific responsibilities around approving budgets and significant investments. The Society relies on the generosity ol our donors. We are fortunate to receive gills in a number of ways from our fundraising activity,. legacies, major donors, community fundraisers, corporate partnerships, individual gilts and events. • Governance and Nominations Committee.. This Committee Is responsible lor revlewlng the composition ol the board. ensuring succession plans are in place and leads recruitment lor Trustee va¢an¢ies. The Committee also has oversight of the Society's compliance with the Charity Governance Code and oversight ol any effectiveness review actions. The Committee also reviews and recommends to the Board of Trustees the pay lor the Executive Leadèrship Team, inclLJding thè Chief Executive Officer. External Members Across 811 our furndraising activity we received 718 complaints. This compares with receiving 484 complaints in the previous year. When complaints are resolved we use this as a opportLJnity to learn and improve our processes. Our Complaints and Compliments Policy is available on our website and clearly explains how an individual can complain and what to expect in response. We record and monitor complaints in line with the Fundraising Regulators Fundraising Promise. The Society Rules allow lor Committee membership to include External Members. These are Individuals who are not Trustees or staff members bul are appointed to the membèrship of a Committee for their relevar)t expertise, skills, or knowledge. All Committees, except for People and Remuneration Commirtee, and the Governance and Nominations Committee. have appointed External Members. • People and Remuneration Committee.. The Committee considers people, culture, and equity, diversity, and inclusion. It reviews and recommends the annual staff pay award to the Board of Trustees. We are committed to ensuring that our fundraising practices are compliant through our policies, procedures, people and iraining. We are registered with the Chartered Institute of Fundraising and Fundraising Regulator. We adhere to the Code of Fundraising Practice and are committed to the Regulators Fundraising Promise. Committees The 803rd Is supported in discharging its duties by several committees.. Flnan¢e Commlttee." The Committee is responsible for reviewing financial reporting information including, budget. forecast. and cashflow projections. It reviews business cases ar)d income generating activities. During the ¥Jear the Board refreshed its committee structure following a board effectiveness review and closed two committees.. We receive indlvidual gllts through the hard work of profession21 fundraisers who undertake payroll giving, private site, telephone. door to door and street fundraising. We partner with Corporate supporters in several ways. which includes benefitting from rewarding commercial participator arrangements. Our volunteer supporters donate their time to lundraise in their community. Delivgring Support Committee.. This Committee was responsible for reviewing and making recommendations to the Board of Trustees on the development and roll out ol our dementia services, including evaluating their quality and impact. Investment Commlttee: The Committee monitors and evaluates the Society's investment portfolio's performance. It recommènds to the Board ofTrustees tho appointment ortermination of investment managers orconsultants. At the June 2025 meeting the Board approved the mergerof the Finance and Investment committees. Trustees, Rep?rt Annual Report 2024125 58

Governance and leadership (continued) We support our on behalf of, fundraisers with activity tailored to their needs. This can be through written agreements, regular contact, Call listening or mystery shopping. We respect our donors. right to make their own decisions. Where a supporter may bo in vulnerable circumstances, our Fundraising Policy sets out guidance to fundraisers on how to spot signs of vulnerability and provide suptK)rt. This 15 based on the Chartered Institute of Fundraising s'Treating Donors Fairlu, guidance. We use our experiences of supporting those in vulnerable circumstances to provide tailored training materials to our volunteers. commercial partners and professional fundraisers. This covers both lundrai5ing compliance and promotes understanding ol what it Is like to live with dementia. Forg&t mg not Appoal strèét fundraising, Bèlfast 2024 Trustees, Report Annual Report 2024125

Statement of Trustees, Responsibilities They are also responsible lor safeguarding the assets ol the charity and hence for taking reasonable steps for the prevention and detection ol fraud and oiher irregularities. This annual report. including the Director's Report and the Slrateglc Report, was approved by the Board of Trustees on 01 October 2025 and 15 signed on their behalf by: The Trustees are responsible for the maintenance and integrity of the corporate and financial Information included on the Society s website. Legislation in the United Kingdom governing the preparation and dissemination ol financial statements may differ from legislation in other jurisdictions In $0 far as each of the Trustees of the Society at the date of approval of this report is aware, there is no relevant audit information Iinformation needed by the company s auditor in connection with preparing the audit report) ol which the Society's auditor is unaware. Each Trustee has taken all the steps that helshe should have taken as a Trustee to make himselflhersell aware ol any relevant audit information and to establish that the Society's auditors are aware ol that information. The Trustees are responsible for preparing the Trustees, Report and the financial statements in accordance with applicable law and regulations. Dame Suzi Leather Chair of Trustees Company law requires the Board of Trusteès to prépare financial statements for each financial year in accordance with the United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards) and applicable law. Under company18w, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view ol the state ol affairs of the charitable company and ol its net incoming resources for that period. In preparing these financial statements. the Trustees are required to.. Select suitable accounting policies and then apply them Consistèntly. ake judgements and estimates that are reasonable and prudent. State whether applicable accounting standards have been followed, subject to any material departures disclosed and explalned In the financlal statements. Prepare the financial statements on the going concern basis unless its inappropriate to presume that the charlty wlll eontlnue to operate. Disclosure of Information to Auditors For each person who is a Trustee at the time the report IS 8pproved.. So far as the Trustee is aware, there is no relevant audit information of which the company's auditor is unaware". and. The Trustee had taken all the steps that they ought to have taken as a Trustee in order to make himself/ herself 2W2re of any relevant audit Inform21ion 2nd to establish that the company's auditor is aware of that information. The Trustees are responsible lor keeping proper accounting records that sufficiently show and explain that chaiitable 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 wilh the Companies Act 2006. Trustees, Rep?rt Annual Report 2024125 60

Independent Auditor's Report to the members of Alzheimer's Society Basis for opinion WÈ Conducted our audit in a¢¢ordan¢e with International Standards on Auditing IUKI IISAS IUKII 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 believè that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Other information The Trustees aré responsible lor the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our auditors report thereon. Our opinion on the financial statements doès 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 course ol the audit, or otherwise appears to be materially misstated. 11 we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise lo a material misstatement In the financial statements themselves. If, based on the work we havè performed. we conclude that there is a material misstatement of this other information, we are required to report that fact. Opinion on the financial statements Independence We remain independent of the Group and the Parent Charitable Company 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 wè have fulfilled our other ethical responsibilitie5 in accordance with these requirements. In our opinion. the financial Statements: give a true and lair view of the state of the Group's and of the Parent Charitable Company s affairs as at 31 March 2025 and of the Group's 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 Conclusions related to going concern In auditing the financial statements, we have concluded that the Trustees, use ol the going concern basis ol accounting In the preparation ol the financial statements is appropriate. We have nothing to report in this regard. have been prepared in accordance with the requirements ot the Compar)ies Act 2006. We have audited the financial statements of Alzheimer's Society I'the Parent Charitable Company'l and its subsidiaries I'the Group") for the year ended 31 March 2025 which comprise the consolidated statement of financial activities, the Consolidated and Charity balance sheets, the consolidated cash flow statement and notes to the financial slalements. including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Roporling Standard102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). 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 Group and the Parent Charitable Company's ability to continue as a going concern for 8 period ol at le3St 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. Independent Audltor's Rep?rt Annual Report 2024125 61

Other Companies Act 2006 reporting Responsibilities of Trustees Extent to which the audit was capable of detecting irregularities, including fraud In our opinion, based on the work undertakèn in the course of the audit.. As explained morè fully In thè Slalemènt of Trusteès. responsibilitie5, the Trustees (who are also the directors of the charitable company for the purposes of compan lawl are responsible lor 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. the information given in the Trustees, Report, which includes the Directors, Report and the Strategic report prepared for the purposes ol Company Law. for the financial year for which the financial statements are prepared is consistent with the financial statements., and Irregu18rities, including fraud, 3re instances of non- compliance with laws and regulations. We design procedures in line with our responsibilities. outlinèd above. to detect material misstatements in respect ol irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities. including fraud is detailed below. the Strategic report and the Directors, Report, which are included in the Trustees. Report, have been prepared in accordance with applicable legal requirements. In preparing the financial statements, the Trustees are responsible for assessing the Group's and the Parent 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 Group or the Parent Charitable Company or to cease operations, or have no realistic alternative but to do so. Non-compliance with laws and regulations In tho light ol the knowledge and understanding ol the Group and the Parent Charitable Company and its environment obtained in the course ol the audit, we have not identified material misslalement in the Strategic report or the Trustees. report. Based on.. our understanding of the Group and the sector in which it operates., discussion with management, the Assurance, Audit and Risk Committee., and We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report lo you if. in our opinion- Auditor's responsibilities for the audit of the financial statements obtaining 2nd understanding ol the Group's policies and procedures regarding compliance with laws and regulations We have been appointed as auditor under the Companies Act 2006 and report In accordancè with the Act and relevant regulations made or having effect thereunder. adequate accounting records have not been kept by the Parent Charitable Company. or returns adequate for our audit have not been received from branches not visited by us., or the Parent Charitable Company financial slatements are not in agreement with the accounting records and returns., or we considered the significant18WS and regulations to be Charities Acts in the UK, UK GAAP and UK tax legislation. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatoment, 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 IUKI will always detect a material misstatement when it exists. Misstatemenis 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 ol these financial statements. The Group is also subject lo laws and regulations where the consequence of non-compliance could have a material effect on the amount or disclosures in the financial statements, for example through the imposition of lines or litigations. Wè idèntifièd such laws and regulations to be health and safety legislation, employment law and data protection. certain disclosures ol Directors, remuneration specified by law are not made., or we have not received all the information and explanations we require for our audit. Independent Audltor's Rep?rt Annual Report 2024125 62

Our procedures in respect of the above included.. Based on our risk assessment, we considered the aieas most Susceptible to fraud to be posting ol inappropriate journal entries and management bias in accounting estimates. Use of our report review ol minutes of meeting of those charged with governance for any instances of non-compliance with laws and regulations., This report is made solèly to the Charitable Company s members, as a body, in accordance with Chapter 3 01 Part16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Charitable Company's members thosè matters we are required to state to them in 2n auditors report 2nd lor 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. for our audit work, lor this report, or for the opinions we have formed. review ol correspondence with regulatory and tax authorities for 8ny instances of non-compliance with laws and regulations,. review ol financial statement disclosures and agreeing to supporting documentation., and Our procedures in respect ol the above included.. testing a sample of journal entries throughout the year, which met a defined risk criteria, by agreeing to supporting documentation., assessing significant estimates made by management lor bias, including., the assumptions used within the dilapidation provision,. and assumptions used within accrued legacy in¢ome'. and incorporatir)g unpredictability into our testing approach through amending the nature and extent ol audit procedures. review ol legal expenditure accounts to underst8nd the nature ol expenditure incurred. Fraud We assessed the susceptibility of the financial statements to materi21 misstatement, including fraud. Our risk assessment procedures included". enquiry with management, the Assurance, Audit and Risk Committee and internal audit regarding any known or suspected instances ol fraud". We also communicated relevant identified laws and regulations and potential fraud risks lo all engagement team members and remained alert to any indications of fraud or non-compliance with laws and regulations throughout the audit. DocuSbJn•d by.. 8C8C15A11E97446 Fiona Condron (Senior Statutory Auditor) Our audit procedures were designed to respond to risks of material misstatetnent in the financial statements, recognising that the risk ol not delecling 8 material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliber3te concealment by. for example. forgery, misrepresentations or through collusion. There are inherent limitations in the audit procedures performed and the further removèd non-compliance with laws 8nd regulations is from the events and transactions reflected in the financial statements, the less likely we are to become awaie ol it. obtaining an understanding of the Group's policies and procedures relating to.. detecting and responding to the risks ol fraud". and internal controls established to mitigate risks related to fraud. For and on behalf of BDO LLP. statutory auditor London, UK Date.. 03 October 2025 review ol minutes of meeting of those charged with governance for any known or suspected instances of fraud., BDO LLP is a limited liability partnership règistered in England and Wales (with registered number OC3051271. discussion amongst the engagement team as lo how and where fraud might occur in the financial statements., and, A further description of our responsibilities for the audit of the financial Statements is located at the Financial Reporting Council's I"FRC's"I website at fr¢.org.ukl auditorsr•sponsibilitie$. This description forms parl of our auditor's report. performing 8nalyti¢al procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud. Independent Audltor's Rep?rt Annual Report 2024125 63

Financial statements

Consolidated statement of financial activities Notes Uhtestricted lunds £'ooo Re5tri¢ted funds £'ooo 2025 Group Total 2024 Group Total E'ooo £'ooo In¢om• from Donations and legacies 101.591 23,918 7.857 2.951 61 7,329 124 108,920 24,042 7.869 2.951 41 98,293 24,350 6.535 2.184 2b Other trading aciivities Investment income 2¢ 2d Incorporating an income and expenditure account Share of net income in jointventure Total 136.378 7.45S 143,833 131.362 Expenditure on Raising funds 53,087 89.550 142.643 99 53.186 95,806 148.992 43,873 94.277 138.150 6.250 6,349 Total N•t I•xpondltuY•l I Income belore gains 16,2651 1,106 15,159) 16,7881 Net gains on investmènts Nt lxpgnditurl l incom9 1,290 1.290 13.8691 3,991 12,7971 14.9751 1.100 Tr3nsfer between funds 14 281 Not mov•m•nt in lund$ 14,6941 825 13.8691 12.7971 Reeonciliation af fund$ Total funds brought forward Tolal luThd$ Carrled lorward 76,096 71.402 6.575 82.671 78.802 85,468 82.671 All amounts relate to continuing activitie5. The notes on p8ges 69to102 form p8rt ofthese fin8n¢ial 5tatement Flnan¢lal statements Annual Report 2024125 65

Consolidated and Societ balance s Notes 2025 Grrjup 2025 So¢i•ly E'ooo £'ooo 2024 Group £'ooD 2024 So¢iety £'ooo Flx•d a88ei$ Intangible assets Tangible assets Investments Total fixed assets eets èb 095 695 1,174 S6.765 57,939 1.174 56.865 58.039 43,694 44,389 43,794 44,489 As at 31 Mar¢h 2025 Current a$$èt$ Total income includes É142.2m12024.. £129.gml and net income includes £4.Om delicit12024'. £2.7m deficit) in respect otthe Society. Short term Snvestmenis and deposlts Stock Debtors 7b 29.973 152 39,800 15.025 85,010 29,973 21.896 140 32.841 19,301 74.178 21.896 39,736 14.743 84,452 33,195 18.546 73.637 Cash 31 bank and In hand Total current assets The financial statements on pages 65 to102 were approved and authorised for issue by the Trustees on 01 October 2025 and signed on their behalf by.. Credltors-. Amounts falllng due withln one year Not current aSSOts Total assets less current liabilitie5 io 126,3871 58,623 103.012 <26,2471 S8.205 102.694 125,4271 48,751 106,690 48.466 106,505 Credltors.. Amounis f8111ng due afterone year 10 123.2821 19281 78,802 123,2821 19281 78,484 2.9701 122,9761 11.0431 82.486 Dame Suzi Leather Chair of the Board Total hèt assèts 82,671 The tund$ of the Charity Total r&8trlct•d funds 14 7.400 7,400 6.575 &.575 Unrestricted funds Designsted funds General lund5 Total unrestricted funds 37,579 33,823 71,402 78,802 37,579 33,505 71.084 78,484 22.981 53.115 76.096 82,671 22,981 52,930 75.911 82.486 Anthony Lobo Trustee 14 Total fuhds The notes on page 69to102 form partofthese financial statement5. Company Number 02115499 Flnan¢lal statements Annual Report 2024125 66

Consolidated cash flow statement 2025 Group £'ooo 2024 Group É'ooo Cash flow5 frorn operatin9 activities-. Not ¢ah (used Inl I pr•vlded by •peratlng adlvltlos 113,5111 1,295 Cash flows frorn investing activities.. Dividends, interest and rents from investments Purchase of property. plani and equlpment Proceeds from sale of Investments 2,951 2,184 13091 75,564 173.3231 4,110 Forthe year ended 31 Mar¢h 2025 76,457 102,0961 17.312 Purchase of investments Not cash prwlded by Invostlng a¢tlvltloS Change in Cash and eash equivalènt$ in reporting period Cash and cssh equlv8lenis at the beglnning of the reporting perlod cash and ¢ash gquivalont$8t thg nd of th9 r•porting ￿TIo￿ 3,801 41,197 44.998 5,411 35,786 41.197 Net expenditurelorthe reporting period la$ por the statemont ol Ilnan¢181 a¢tlvltle81 Adju$tmgnt510r: Depreciation charges Gains on investments 13.8691 12.7971 476 467 11,2901 12.9511 13,9911 12.1841 Dividends. interest and rents from investment Loss on the sale of fixed assets Increase in stocks 1591 3,852 6.007 1.295 Ilncre%sel Idecrease In debtors Increas? in Creditors and provisions Net cash (used inl I provided by operating activities 17.0191 113,5111 The notes on p8ge 69to102 form partofthese finan¢ial statements. Flnan¢lal statements Annual Report 2024125 67

Consolidated cash flow statement (notes) 2025 Group É'ooo 2024 Group É'ooo Analysis of ¢ash 4nd cash equivalents Cash in hand 15,025 29.97J 19,301 21,890 41.197 Short term investments and depo$llS T4)tal ¢ash and cash gquival•nts 44.998 Forthe year ended 31 March 2025 2025 Ai siart of year É'ooo Cash IIow8 £'ooo Al ond of year É'ooo Analysis of changes in net funds Cash in hand 19,301 21.890 41,197 14,2701 8.077 15,025 29.973 44.998 Short term investments and deposits Total 2024 At $tart of yoar £'ooo ¢a$h Ilows £'ooo At ond of yoar £'ooo Analysis of ehan9e$ in het funds Cèsh Sn hand 17.552 18.234 35,786 1.749 3.002 5.411 19,301 21.890 41,197 Short term investments and deposits Total The notes on p8ge 69to102 form partofthese finan¢ial statements. Flnan¢lal statements Annual Report 2024125 68

Notes to the financial statements 1. Accounting policies Alzheimers Trading Limited (company no.. 027373331 Alzheimers Foundation for Research into Alzheimers Disease Icompany no.. 036553931 The financi81 statements have been prepared in accordance with the Charities SORP IFRS10212019 edition applicable to charities prèparing their accounts in a¢cordan¢e with the Financial Reporting Standard applicable in the UK and Republic of Ireland, the Charities Act 2011. UK Generally Accepted Accounting Practice and the Companies Act 2006. The following subsidiaries havo not tradèd during the year and were dissolved on 25 February 2025", they are therefore excluded from the consolidation on the grounds ol materiality.. Alzheimers UK Limited (company no.. 030868551 Caring lor Dernenlia Limited (company no". 030868511 Forthe year ended 31 March 2025 Alzheimer's Society is a registered charity (charity no 296645) and a company limited by guarantee and registered in England (company no 02115499. Registered address: 43-44 Crutched Friars, London EC3N 2AE). It meets the definition of a public benefit entity under FRS 102. The Society meets the definition of a public benefit entity under FRS 102. Each of these share Alzheimers Society iegistered address". 43-44 Crutched Friars. London EC3N 2AE. Going concern The Trustees review annually the cuirent and anticipated future financial position of the Society and its subsidiary bodies 1.the Group") with a view to determining whether all elèments of thè Group can continuè to operate as a going concern. This review encompasses a detailed review of current Income. expenditure and cash positions and the projections ol these lor the forthcoming five-year period., and analysis of tho various risks it Is envisaged the Society could face in the short and medium term, how these might impact the live-year projections, and how the Society is placed to mitigate them. The Society has one joint venture called Alzheimer's Brain B2nk UK Icomp2ny no.. 057629601 which is eqLJity accounted. The Society's annual share of the profits or losses from its joint venture. being a gain of £61k12024'. £nill is included in the statement of financial activities I'SOFA'I and the Group share ol the net assets is Included on the balance sheet. No separate SOFA has been prepared for the parent charity as is permitted by section 408 of the Companies Act 2006 and the Charities SORP. The consolidated financial statements present the results of the Group. Intercompany transactions and balances between group companies are eliminated in full. | Th e cor)clusion ol this analysis has given the Trustees a reasonable expectation that the Group has sufficient resources to continue in operational existence for the foreseeable future and rhat there are no material uncertainties that c811 into doubt the ability of the Group lo continue as a going concern. The Trustees continue to prepare the consolidated financi21 statements on a going concern basis. Income All income, restricted or unrestricted, is accounted lor on a receivable basis and is reported gross of related expenditure. Income is recognised in the SOFA when the Society bècomes entitled to the income. when the amount can be quantified with reasonable accuracy and there is probability ol receipt. Where entitlement is contingent upon the Society undertaking activities to earn the income. it is deferred until these conditions are met. Basis of consolidation The financial statements Include the assets. liabilities and funds, and the statement of financial activities of the Society, including Ils active subsidiaries. All subsidiaries are wholly owned. The active subsidiaries are.. Flnan¢lal statements Annual Report 2024125 69

1. Accounting policies (continued) Grant income received without conditions is included within the SOFA undèr donations and legacies. whereas those with conditions are included within chaiitable aciivilies. recognised using the effective interest method. Dividends are recognised once the dividend h2$ bèen declared. and notification has been received ol the value ol ihe dividend due. Where investments are managed by external investment managers, this is normally upon notification by the investment manager ol the dividènd income. Legacy income Contract income Contract income is earned through the delivery of the specified goods and services. Income is accrued where services have been provided before the end of the year. Legacy income is recognised either at the point that the future income from an estate meets the recognition criteria detailed below or, lor legacies not previously recognised due to not meeting these criteria, the point that a cash payment is received with third part confirmation ol our entitlement to ihe funds. Expenditure Expenditure is accounted for on an accruals basis and is reported gross of related income. Where appropriate, it has been allocated directly to charitable activities or raising funds. Ir)direct costs have been allocated to activity categories in proportion to the staff numbers undertaking each activity. Some Alzheimer's Society activities are classified as exempt or non-business activities lor the purposes ol VAT, so the Society is unable to reclaim all the VAT that it suffers on its operating costs. Expenditure in these financial statements is therefore shown inclusive of an VAT paid which is not recoverable. Income from trading activities Residuary legacies are recognised as income receivable once probate has been granted, notification has been received and where they can be reliably valued e.g., using draft estate accounts. Residuary legacies with a life interest ale recognised upon the death of the life tenant where legal title has passed to the Society. Pecuniary legacies are recognised as income receivable or)ce probate has been granted and notification has been received. An assumed element of non-re¢overy of the accrued legacy amount. due to either disputes or material changes in realised estate values once assets are sold, is provided for. See critical accounting judgements and key sources of eslimation ur)certainty. Income from trading activities is recognised when received or receivable whichever is earlier, unless it relates to a future period in which case it is deferred. Income received from raffles and lotteries is recognised when the draw is made. Income received from future raffles and lottery draws is deferred until the draw lakes place. Donation income Donations ol cash are recognised as income once the Society has the right to receivè the donation. it is probable that the economic benefits will be received, and the amount of the donation can be measured reliably. Gift Aid receivable is recognised based on the amounts recoverable at the point at which it is claimable.11 Gift Aid is received In respe¢l ol a restricted donation, then the Gift Aid is also restricted. Govèrnance costs are those incurred in delivering the Society s strategy and those incurred to Comply with constitutional and statutory requirements. This includes related professional lees and a proportion of the salary costs of relevant staff. Grant income Grants receiv8ble 8re recognised as Income when the Society bècomes entitled to the funds. there is probability of receipt, and the amount can be quantified. Grants received lor a specific purpose are accounted for as restricted funds. Grant commitments Donated goods and services are valued and included as both income and expenditure at the point of receipt, at a value the Society estimates it would pay for equivalent goods or services if sourced from the open market. Grants payable are accounted for on an accruals basis. Research grants payable to third parties are recognised in the a¢¢ounts when a Constructive obligation arises, lor example where a formal agreement is made to commit funds to a specific project. The formal commitment arises when the grant award letter is sent to the recipient. Payment of funds associated with grant expenditure may be made at a later date. Grant income is only deferred where the donor imposes fulfilment conditior)s on the income that prevent it being recognised on receipt. When an onward grant commitment has been recognised, grant income is recognised to match the commitment. Investment income Investment income consists of interest receivable and dividend Income. Interest receivable on financial assets is Flnan¢lal statements Annual Report 2024125 70

2. Accounting policies (continued) Tangible and intangible fixed assets Investments, including alternatives, bonds and cash held as part of the investment portfolio, ale held at lair V21ue at the ba12nce sheet date, with gains and losses being recognised within income and expenditure. Investments In subsidiary undertakings are held at cost less impairment. Tangible and intangible fixed assets. with a value of £2.500 or more, are stated at cost or valuation when acquired and depreciated over their estimated usèful economic livès on a straight-line basis as per the following.. Leasehold improvements over the life of the lease Fixtures and fittings 25°A per annum Office equipment 25% per annum Computèr equipment 33.3/tr per anrnum Computer software 33.3% per annum Contractual commitments Where the Society has entered into binding contracts which roquire making payments. oxpenditure is recogr)ised once the Supplier ol the goods or services has performed their part of the contract. This may not be directly aligr)ed to the cash payments made under the contract. Anw discounts are applied over the term ol the contract lor example, when property leases contain a rent-free period. Stock Stock. which consists mainly of promotional goods. publications, gifts and Christmas cards, is stated at the lower of cost and estimated selling price less costs to complete. Saas are not capitalised but are expensed in the SOFA. The Trustees undertake impairment reviews in accordance with FRS102. Items costing less than £2.500 are expensed immediately to the SOFA. Termination benefits Termination payments are payable when employment is lerminaled by the Society before the normal retirement date or end of employment Contract. Termination costs are recognised at the earlier ol when the Socièty can no longer withdraw the offer of the benefits or when the Society recognises any relatèd restructuring costs. Pension costs Contributions to the Society's defined conlrlbutlon pension scheme are charged to the SOFA in the year in which they become payable. Contributions are reflected in expènditure on the same b2sis as 2n individual's salary allocation. Depreciation and amortisalion is ¢harged to expenditure on charitable activities or raising funds depending on the users of the asset. A pension liability, if applicable, is reflected on the Balance Sheet within unrestricted funds. Financial instruments Alzheimer's Society has financial assets and financial liabilities ol a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequer)tly measured at the present value of future cash flows lamortised costl. Cash at bank and in hand, short-term investments and deposits and long-term deposits Operating leases Expenditure on operating leases is charged to the SOFA on a slraight-line basis over the period of the lease. Cash at bank and in hand includes deposits with banks and other financial institutions as cash, including cash held by the investment managers. Short-term investments and deposits include deposits with banks and other financial institutions that can be readily converted to cash at its Carrying value. This includes investments in money market funds where the intention is to hold these funds lor use by thè business as and when the nèed arises. It does not include investments into money market funds where the intention Is to hold the funds in the long-lerm lor investment purposes. Financial assets, held at amortised cost, comprise cash at bank and in hand, short-term cash deposits and the group debtors excluding prèpayments Financial liabilitiès held at amortised c05t comprise the group short- and long-term creditors excluding deferred income and taxation payable. No discounting has been applied to these financial instruments on the basis that the periods over which amounts will be settled are such that any discounting would be immaterial. Flnan¢lal statements Annual Report 2024125 71

3. Accounting policies (continued) Parent Entity Disclosure Exemptions An amount ol residuary and pecuniary legacy income is provided lor by assessing the historical differences between the 2CtU21 v21ue of cash received compared to ir)come values recorded at point of recognition. This provision is then applied lo all new residuary and pecuniary income recognised. Estimates are reviewed annually. In preparing the separate financi81 statements ol the Society, advantage has been taken ol the following disclosure exomptions avai18ble in FRS102.. Funds No cash flow statement has been presented for the Parent Charity. No disclosure has been given for the aggregate rèmuneration of the key management porsonnel of thè Parent Charity as their remuneration is included in the totals for the Group as a whole. Restricted funds are those specified by the donor only to be used for particular purposes, within the objectives of the Society or those raised to be used for a specific purpose or in a specific geographical area. Unrestricted funds are funds that can be freely used al the discretion of the Trustees in accordance with the charitable objectives of the Society. For 2025 the appropriate value is 5%12024.. 5/1 ol the accrued balance1£1.5 million), 8 l°A change to this provision value would therefore increase or decrease legacy income by £0.3 million. Legac accrued income is presented in Note 9 to the financial statements. Designated funds are funds set aside lor specific purposes by the Trustees out ol unrestricted funds. Details ol the designated funds held as at 31 March 2025 are provided in Note 14. Critical accounting judgements and key sources of estimation uncertainty In the view of the Trustees, no other assumptions concerning the future or estimation uncertainty affecting assets and liabilities at the b21ance sheet date are likely to result in a material adjustment to their carrying amounts in the next financial year. The key sources of estimation uncertainty that have a significant effect on the amoLJnts recognised in the financial statements are described in the accounting policies and are summarised below. Two main provisions are made in the accounts where there is estimation uncertainty.. General funds are unrestricted funds less the balance ol designated funds. Agency arrangements Property dilapidation costs and charges that may be incurred on the termination ol leases have been provided. Where a stripping out of any changes made are required in accordance with the lease obligations, a provision of £17.6712024.. £17.16) per square foot has been provided. Where redecoration and other remedial works are required. a provision has been made based on prior actual costs. Where the Society holds funds as an agent lor a consortium, the balances and commitments of the consortium partners are not recognised in the financial statements. Individual members of the consortium will record this separately in their own financial statements. The Society provides administrative support to the arrangement. Details of consortium arrangements to which the Society is party are disclosed in Note 19 to the financial statements. The value of the provision has decreased due tts office closures over the course of the year. There was a reduction ol the overall property portfolio from 27 offices last year lo 17 as at 31 March 2025. The provision has increased by 3% to account for inflation. Flnan¢lal statements Annual Report 2024125 72

4. Income al Donations and legacies 2025 Group £'ooo 2024 Group E'ooo Donatlons 60.109 45.731 2.807 52,320 39.440 6,285 248 Forthe year ended 31 March 2025 Legacies Grants Glfts in klnd 213 Total donatlons and 189a¢los 108.920 98.293 bl Charltabl• a¢tlvlt1•8 2025 Group £'ooo 2024 Group £'ooo Sale of goods and Services Income from contracts 23,675 367 23,434 904 Gr8nts- perform8nce related T4)tsl ¢harllabl* adivltle¥ 24,042 24,3$0 ¢} Oth•r tradln9 a¢tlvltl•8 2025 Group É'ooo 2024 Group É'ooo 1.646 426 1,749 358 Fundr8ising Èvents Lotterles 5.129 658 3,853 575 Letting of property Total othertradin9 aetivities 7,859 6,535 dl Investment income 2025 Group £'ooo 2024 Group E'ooo DlvSdends 587 927 Bank interest 2.304 1.2S7 2.184 Total Investment income 2.951 •) Shar• of ngt incom• in joint v•ntur• 2025 Group £'ooo 2024 Group £'ooo Alzheimer's Brèin Bank UK 61 Totol ¥haY• ol In¢om• In Solntv•nturg Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 73

5. Income (continued) fl Government in¢om¢ Included in grant income above wasthe followng income from Government Departments.. 202S Group £'ooo 2024 Group £'ooo Forthe year ended 31 March 2025 Donations.. Department for Digit81. Culture, Medi? and Spori Department tor Work and Pensions Medic81 Research Council IMRCI 177 408 647 charitable A¢tiviti¢$'. ESSÈX County Council Hertfordshlre County Councll Rhondda Cynon T8ff County Borough Councll South Tyneside Councll Welsh Governmeni 105 19 41 105 812 Underthe terms ofthe 9rantorcontract, these grants or Gontracts h8ve been disclosed indrrfidually. The￿were no other unfulfillÈd ¢ontr8Ctconditions durin9 the year. Notestothelinanci81 statements Flnan¢lal statements Annual Report 2024125 74

6. Expenditure 2025 Indlroct costs and governan¢e Dire¢t staff costs Other direct costs £'ooo £'ooo Group total £'ooo £'ooo Forthe year ended 31 March 2025 Costs of support Costs of influencing Costs of research 36,598 2.745 4.595 43.938 10,067 12,409 12,755 35,231 14,443 967 61,108 16,121 18.S77 95.806 1,227 16.637 Charitable activitie5 Costs of raising legacies, donations and grants Costs of tradlng actlvitles Ralslng funds 15,286 165 31,791 1,320 33.111 4,624 51,701 1,485 53.186 1S.461 4.624 Totsl c05t$ 59,389 08.342 21.261 148.992 The direct costs of charitable activitie5 and raising fund5 of É127.7m are 86% ofthe total expenditure of £149m $upprJrt ¢o$t allo¢•tlon Staff costs £'ooo Other costs £'ooo Group tot•1 £'ooo Governance 732 678 1,410 6.647 12.745 459 People snd Organision81 Development Corporate Services Otherorganisational support costs Total ¢ost$ of support 5,389 7.265 424 1.258 5.480 25 13,820 7,441 21,261 People 8ncI Org8nisation21 Development costs h8ve Increased signilic2ntly In 2025.This is paniy aue to the retlassilication trf Voluntrand Equality and Diversity ol Inclusion Èmpènditure of £1.120k12024.- £758kl whith w8S previously included In otherorganisational supwrt costs. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 75

7. Expenditure (continued) 2024 IndI￿¢t ¢￿*5 and governance Direct stafl costs £'ooo Other direct costs £'ooo Grouptotal £'ooo £'ooo Forthe year ended 31 March 2025 Costs of support Costs of influencing Costs of research 33,231 2,898 4.152 40,281 9,624 10,862 18.412 38,898 13,093 992 55.948 14,752 23.S77 94.277 1.013 15.098 Charitable activitie5 Costs of r315ing legacies, donations and grants 13,090 140 25,708 1,028 26.736 3,901 42.699 1.174 43.873 Ralslng funds 13.236 3.901 Totsl cwt$ 53,517 65,634 18,999 138,150 The direct costs of charitable activities and raising fiJnd5 of £119.2m are 86%ofthe total expenditure of £1382m. $upprJrt ¢o¥t allo¢atlon Stafl costs £'ooo Other costs £'ooo Group total £'ooo Governance 684 629 1,313 3,717 12.007 1,302 18,999 People snd Organis8tion81 Development Corporate Serrfices Otherorganisational support costs Total ¢¢)sts of support 2,792 5.865 1,124 10,465 925 6,802 178 8,534 The Indirect costs olthe organis8tion arè allocated to seNice deDartmenis b8sed on stall numbers. Indioci costs consist of People and Organisational Development (human resourcgs and volunigercoslsl. Corporaie Services IIT. premises. finance and corporate resource costs). Govemance costs and other supwrt costs. Notestothefinanci81 statements Flnan¢lal statements Annual Report 2024125 76

8. Expenditure (continued) Govgrnan¢g ¢rJ$ts w•rg: 2029 £'ooo 2024 E'ooo Forthe year ended 31 March 2025 Indirect and people costs incurred to deliver the effective govern8nce and statutory alfairs of the Socletu 887 743 Fees payable to the Ch8rity and Group auditor5 for the provislon of extemal audlt services Assurance and professional services Board ofTrustees,AGM and other govern8n¢e tneeting costs Internal audlt and sirateglc support 206 222 77 122 129 1.410 1.313 Thec￿ts of goveTnance and sLatutory attairs ofthescciety include costsofthechiel Executive'soffice.Company Secretary. Informatio Governance and other¢osls incurred in delivenng the Society's straieg1¢ objectives. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 77

9. Expenditure (continued) ¢harltsbl• a¢tlvit195 2025 A¢tlvltl8$ undertaken directly £'ooo IndI￿¢t ¢￿5 and governance Gr4nt making £'ooo Grouptotal £'ooo £'ooo Forthe year ended 31 March 2025 Costs of support Costs of influencing Costs of research 46,665 15,154 6,907 68,726 14.443 907 01.108 16,121 18.677 95.806 10.443 10,443 1.227 16,637 Charitable activitie5 Costs of r315ing legacies, donations and grants 47,077 1,485 48,502 4,624 51,701 1,485 53.186 Raising funds 4.624 T4)tsl costs 117,288 10,443 21.261 148,992 Charltsbl• a¢tlvllle$ 2024 A¢tl¥ltle$ und•rtak•n dire¢tly £'ooo Indlr•¢t ¢08ts and gov•rnan¢ Grant making £'ooo Grouptotal £'ooo £'ooo Costs of support Costs of influencing Costs of research 42.805 13.760 50 13,093 992 S5.948 14.752 23.577 6.619 15.945 1.013 Charftable a¢tlvit105 63,184 1S,996 15.098 94,277 Costs of r8isin9 legacies, donations and grants 38,798 1.174 39,972 3,901 42,699 1.174 43.873 Raising funds 3.901 Totsl costs 103,156 15,995 18.999 138.150 Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 78

10. Expenditure (continued) A¢tlvltlg$ undrtak•n dlr•¢tly for Suppgrt wgr9: 2025 £'ooo 2024 £'ooo Forthe year ended 31 March 2025 Dementia supportand advisers Side by side Support groups Information provision Advocacy Day care Other servi¢e5 32,977 30,786 138 1.267 3.065 140 1.155 2,589 128 457 408 7,640 988 0.740 Care statf costs attributable over multiple activitie5 46,4565 42,855 Nvt expondlturfr lor the year This Ss stated after ¢hargSn9-. 202S £'ooo 2024 £'ooo Depreciation Remuneration paid to external auditor. Audlt work. 476 467 202 Other services OpÈrating lease ￿ntaI$.. Property Vehicles. equipment and software 1.643 797 1.684 590 Ofthe 2025fees paid tothe extrem818uditor. £190k12024.. e161kl relesto 2025 and £nil12024. £41kl relatestothe underaccru81 of pnorye8r èmounis. Exter￿1 8udltfee$ 8nd fees lorother servlces excludeVAT. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 79

11. Grant giving Grant5 awardgd dyrlng thg flnan¢lal y•ar In¢ludg: Research 9rants to institution& y So¢i¢ty: 2025 Group £'ooo 2024 Group £'ooo Forthe year ended 31 March 2025 Alzheimer's Br8in Bank UK IABBUKI AlzheimÈr's Research UK 489 491 6,019 10 Brain Health Co3lition Brighton and Sussex Medical School DeTnentia Research Institute 40 1,300 1,300 39 Global Health Institute Hywel Dda Univer51ty He81th Board Imperial College London King's College London London School of Economics ILSEI Marie Curie End of Life Care Partnership Queen Mary University of London Queens UnlversSty Belfast University College London University of Aberdeen Unlversity of Brighton 257 703 362 129 499 2,950 73 1.700 2.699 328 274 University of Catnbridge Univetsity of Dundee University of Edinburgh University ot Exeter University of Leeds Unlversity of Liverpool Univer51ty ol Manchester University of Newcastle University of Nottin9ham University ol Oxford University of Plymouth 383 497 363 284 75 348 1.350 1,701 24 466 397 288 220 222 354 Contlnued over Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 80

12. Grant giving (continued) Grants awarded during the financial year include: R*8•arch grants to In$tltutlons: By Society= University of Southampton St George's University of London Unlv8rsity of Sussex Underspend on projects written back Total Society Research 9rant$ 2025 Group £'ooo 2024 Group £'ooo Forthe year ended 31 March 2025 220 385 16601 10,423 14441 15,815 Oth•r grants to Instltutlons.. B¥ Society-. Soclal Flnancè Ltd 50 T4)t•l Society other grant$ Total So¢lety 9rant$ 10,423 15,865 By Foundailon: Alzheimer's Research UK 20 130 Totsl Foundatbon Research grant¥ 20 130 Total 9rants 10,443 15,995 Support Co￿$ 811oc&ted 10 grant making activilleswere £1.227k12024. £1.013kl. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 81

13. Staff costs 2025 Group £'ooo 2024 Group £'ooo Forthe year ended 31 March 2025 Gross wages and salaries Employer's Nètional Insursnce Penslon contribuiions 00.005 5.913 6.717 129 52.891 5,113 5.717 172 Redundancy costs Staff benefits 445 89 73,209 63,982 At31 M3rch, Iherewere £nil unp8id redundancy costs lor202512024.. £nil unp8idl. Pensiom eosts The Society operates a group personal pension scheme. administered by Scottish Widows Limited Iformerly Zurich Agsurance Ltd), which is open 10 all staff on Completion ol entry requirements. Pension costs of up 10 8%01 gross pensionable salJry for all eligible Èmployees are charged to expenJilJre 8Sthey are Incurred.The Society Implemented auto-enrolment In September 2013. in line with Ihe Workplace Pension reforms.All èmployeès psriitlwtè in the same pènslon arr8ngÈmenis. The average number of employees during the yearwas as follows.. 2025 Group Part-llme No. 643 2024 Group Part-tlm No. 594 Full-tlm• Full-tlme No. 678 Support 673 08 14 90 16 Research Fundrsising 353 1.190 41 700 338 1,172 25 046 Rolo of voluntoer$ During 2025, 0.300 Individual volunie8rs contrlbuied lOth8 workolih Society12024'. 6.1631. 3.770volunte8rs gav8 theirlime regularly 10 support p￿pIe attected by dementia. raisefunds. awarene55 and more12024. 4.0321.94% ofthese regularvOlunt￿rs were in roles within Incorne and Eng8gemeni and Demenria Supporr ana Pannerships12024.. 91'£1- In 4ddirion, 8nOlh8r 2.005 voluntgers gaveiheirrim* on a one-ott basis at events12024". 2,2371.which included 50mÈ of ourregularvolunteers. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 82

14. Staff costs (continued) Thg nurnbgr of gmployg9s In total molum•nt bands l•x¢ludlng p•n51rJn etsntributiomsl in exeess of £60.000 wère as ftsllows- 202S no. 2024 no. Forthe year ended 31 March 2025 £60,001- £70.000 £70,001- £80.000 £80.001- £90,000 £90,001- £100,000 £100,001- £110,000 £110.001- £120.000 £120.001- È130.000 £130,001- £140,000 £140,001- E150.000 33 25 36 27 13 É150.001- £160,000 £160.001- £170.000 £170,001- £180,000 £180.001- £190.000 £190.001- £200.000 £200.001- £210.000 The trusiees delegate the day-10-d3y running ot Ihe organisation 10 the E%ecuiive Leadership Team IELTI. The ELT comprises the Chief Executive Officer and six ELT Directors12024.- Chief Executive Officer and six ELT Directors) Total employment costs (including employers. Naiional Insurance ¢oniribu1ionsl ol the ELT for the ye8rwre £1.242k12024.. É1,1IOkl. The Chief Executive Offi¢er received aggregate employee benefits of £257k12024-. £244kl, which Included £24k employer's Nl12024-. £23kl. Ex-yratia payments During the year no ex-gralia payments were paid and therewas one In5tancewhere a settlementora COT3 (COT3 a9￿Ments are a legal lomi used by ACI61 w8s agreed for£15kwith the employee leaving ihe Society12024' no ex4ratia payments and sixsettlementagreement paymentstot8llin9 £107ktoformeremployees YierÈ paid). M•mbor$ ol the Board None12024.' none) olthe Trusiees vtho held ollice durlng ihe year re¢elved any remuneration. Exwnses loriravel and sJbsisience were reimbursed or paid on behalf of1212024-. 8ITrustees during the yeartotalling £22.33912024. É11.4811 Trustee expenses Increased this yearas the Board held iwo days ol r￿lon31 meetings to broaden rhe Society's engagement wirh siakeholders. Thetot81 value ol donallonswrthoutconditions received from Truste8s during the y8arwas É4.808 (2024-. £4,171). Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 83

15. Fixed assets al Intangible fixed asset5- Group and Society Compuler software £'ooo Total £'ooo Forthe year ended 31 March 2025 Cost As at 1 April 2024 Disposals A8at 31 MaKh 2025 732 732 001 632 632 Amortisation As at l April 2024 Disposals A¥at 31 March 2025 732 732 11001 032 632 Net book value As at 31 March 2024 As at 31 MaY¢h 202$ bl Tanglble flxod assots- Group and Soclety Leasehold improvements Furniture and Office & ¢omputer littin95 equipmerrt £'ooo Total £'ooo £'ooo £'ooo ¢o$t A$ 8t 1 April 2024 Dlspo$81s A8at 31 March 2025 3,146 090 1,082 4,918 17451 337 3.099 671 4.107 Depreciation As at l April 2024 Charge for the year Dispo￿1$ As at 31 March 2025 2,213 379 575 956 3,744 476 35 02 17431 275 18081 3,412 2,545 592 Net bookvalue As at 31 Mar¢h 2024 933 120 1,174 A$ at 31 Mar¢h 2025 554 79 095 Notestothefinanci81 statements Flnan¢lal statements Annual Report 2024125 84

16. Investments al Fixed asset investrnents 2025 Group £'ooo 2026 2024 Group £'ooo 2024 Society £'ooo Society £'ooo Forthe year ended 31 March 2025 Opening valuation l April Additlons 56.76S S6,865 62.096 176.4571 1,290 43.794 55,015 73,323 175.5041 3,991 56,70S 55,115 73.323 175.5641 3.991 S6.805 62,096 170.4571 1.290 43,694 Dispo￿1$ Gains duritTrg the year l•$lng valuatlon 31 Mareh 2025 Group £'ooo 2025 Society £'ooo 2024 Group £'ooo 2024 Society £'ooo As resiated As rest3red Equity Investmenis Ilsted on a recognised stock exchange Fixed Interest Invesiments listed on a recognised Stock exch8nge AlternativeAsset investments listed on a recognised stock exchange Other investments includin9 money marketfunds Investment in subsidi3w and associated undertakings Share of assets in joint venture 26.221 11.327 4,859 1,080 26.221 11.327 4.859 1,080 100 25.401 8.703 1,649 20,805 25.401 8,703 1,649 20.8é5 100 948 948 945 945 17981 56.705 17981 50,805 T*)tsl 43.694 43.794 Alzheimer's Society held no derivative Instruments as at 31 March 202512024." nonel Our investmentfund managers Used derivative products Included within the disposals for 2025 15 £15.7Tn12024." £nill ol Investmentsthat have been reclassrfied to currentasset investments to re￿I￿tthe Inteniion to draw down these funds within the next12 monthsfordelivering ihe Society s slra1egic objective All ofthe Investments a$ 8t31 Marth 2025 ènd 31 March 2024wÉre hèld tothÈ ordèr of the Society. The 2024 Investment portfolio split has been restated as £7.Om olfixed interestinvestments were prewously Incorrectly included as other inveslTnent5. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 85

17. Investments (continued) al Fixed asset inve5trnents Icont.) 2025 Group È'ooo 2025 S￿l•tY É'ooo 2024 Group É'ooo 2024 So¢lety È'ooo For the year ended 31 March 2025 Investment assets in the LJK 21.636 22,058 43.694 21,730 22,058 43.794 30.204 30.304 26,501 56.865 Investment assets outsidethe UK 26,561 50.765 Tolal Irw•stm•ntS Wlth valu•s gr•at•r than 5% ol th• porttolio There were no Invesimenis held at 31 klarch 2025 representing gre8terth8n 5% of the tot81 market value. Thetable LElow summarisesthe positions helcl 8t31 March 2024 representing gre8terthan 5% ofthe total m8rketv8lue' Fund Marketvalue as at 31 Mareh £'ooo Pere•nta9è of total portlollo as at 31 Mar¢h HSBC Sterling ESG Liq-H-GBP-Inc BlackRock ICS Inst Stg Liq Prem Inc JPM GBP Liquldlty Fund-E-GBP-Inc O UK Treasury Bill 02.04.2024 O UKTrÈasury 03.06.2024 5.660 5,000 5.000 3,567 3,466 9.S6% 8.45% 8.45% 6.03% 5.85% Joint ventyrp investment liheimer's Brain Bank UK Ltd IABBUKI Is a company limited by guaraniee Inumber 057629601 and £ registered charity Inumber11145781 It has two members.Alzheimer's Society 8nd A12heimer's Research UK.The main objectives ofthe Ghèrity 8re lo protect and promotethe health olthe public. In particu12rby establishing, promoting and maint8ining banks of br81ntissuefor rese8rch into the tsuse, prevention.treatment 3nd cure of Alzheimer's disease and associated neurode9enÈr8tivÈ diseases and disorders. The Socleiu owns a 50% share In ABBUK3nd Its share ol the nei assets Is £208k12024'. £147kl. Thisioinivenlure Is accounied forin ac¢ord3nce wlth Chariiies SORP and FRS 102 underihe equliy methoL1. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 86

18. Investments (continued) bl Short-term investments and deposits 2025 Group É'ooo 2025 So¢lt*y É'ooo 2024 2024 S•el•ty É'ooo £'ooo Forthe year ended 31 March 2025 Short-term deposits In cash and cash equivalents held by.. Cazenove Cash Holdings HSBC 29.973 29,973 13,720 8,061 13,720 8,061 C Hoare &Co 29,973 29,973 21,896 21,890 el Subsidiary companies Al2heimer'sTr£ding ￿mIted, registered number 027373￿, is awholly owned subsidiaw of Alzheimer's Societywhose prolits are gifted to AlzhÈimer's Society. Thetrsding company receives in¢omÈfrom licensing char9e$ and m8rkets èwide range 019ifts, mÈrch8ndisÈ 8nd products with e8¢h sale helping to supportourc3Jse in Improving the lives ol people with clementia TheAlzhoimer's Foundation lor Research Into Alzheimer's Disease Icharity Rogisir3tion NuM￿rI075535l Is a subsidiaw olAlzheimÈr's SociÈiy by virtue of all olthe members being nominees olthe Society. In 2025. £20kgrantswere tnadetoAlzheimer's Society'5 research programme 12024-. £IJOkl and to A12helmer s Research UK É20k12024-. £130kl. Notestothefinanci81 statements Flnan¢lal statements Annual Report 2024125 87

19. Investments (continued) cl Subsidiary companies Icontinuedl Profit & lo$$ aeeounts forthe ¥•ar ondod 31 March The A12heimer'5 Foundatlo for Research Info Alzhelmer's Alzhelmer'$ Trading Ltd Dis•as• £'ooo Forthe year ended 31 March 2025 Alzheimer's F•undatlon for Research Ihto T•tal Alzholm•r'$ Alzh•lmor's 202S Trading Ltd Disease £'ooo £'ooo Total 2024 £'ooo £'ooo £'ooo Trading income Donations and legacies Investment Income 1.487 1,487 180 1.561 180 28 Cost of sales 16001 915 10001 1,096 14291 1,132 14291 1 J05 173 Dlstribution expenses Administration expenses Charitable activities 15371 13481 15371 13481 1401 181 163 14321 14321 13131 12601 171 293 1401 12601 Governanc& costs 30 133 387 1941 Qualifying charitable donation N•t income I l•xp•nditur•l 1301 1301 133 13871 13871 1941 133 (941 Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 88

20. Investments (continued) ¢1 Subsidlary ¢ompanl•8 l¢onilnu•dl Balan¢0 8he•t8 at 31 Mar¢h The Alzhelmer'$ Foundation for Research Into Alzheimer'5 Diseasè The Alzhelmor's Foundation for Researeh Forthe year ended 31 March 2025 Alzheirner's Trèdin9 Ltd £'ooo Total Alzheimer'5 2025 Trading Ltd £'ooo É'ooo Alzheimer's Disease Total 2024 É'ooo É'ooo £'ooo Stoek 152 152 140 140 Debtors 108 308 41è 88 259 Cash at bank 8nd in hand 208 15 283 626 129 755 Creditors- amountsfalling dUe￿thin one year Net 88S•t$ 14281 100 17541 ioo 18711 283 315 415 183 Financed by.. Ordinary share ¢apilal Unrestricted funds 100 100 ioo 100 315 315 183 183 Total funds 100 315 415 100 183 283 Alzheimer'sTrading Limited owned all the ordinary share capital oltwo Other companies i.e. Alzheimer's UK Limited IRegistraiion Number 030868551 and Caring forDementia Limited IRegistration Number030868511 until these comFonieswere dissolved on 25 February 2025. th ofthese companies are registered in England. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 89

21. Stock 2026 2026 2024 2024 Group £'ooo Society £'ooo Group £'ooo So¢iety £'ooo Finished goods and goods for re-sale 152 140

22. Debtors 2025 Group £'ooo 2025 Society £'ooo 2024 Group £'ooo 2024 So¢Soty É'ooo Tr8de debtors 2.944 2.891 2.110 32,715 504 2.309 1.440 26,263 219 2.092 1.440 26,253 185 Prepayments Accrued income 33,045 537 Other debtors Debtors duealter more than one year 1.218 39,444 292 2.010 32,841 2.610 39,800 32.580 615 Amounts due from subsldlary undertaklng 39.800 39.736 32,841 33,195 ccrued income Includes leg8cy Incorne of £31.81gk12024.. £24.122kl nei 018 U.5glk provision lor a reduciion In the amouni receivable as a result of costs incurred12024. £1271kl. Alzheimer's Society Use a'legacy PlFeline'to record those legacies thatare knowntothe Society. buLdo not yetfulfil the criteria forincome recognition. At31 M8rch 2025, the estimated v8lue of the legacy pipeline was £13.2m12024-. £17.Oml. Debtors due 8fter moreihan one yearrepresenr a¢crued Incomeforthe People s Post¢ode Lottery gr3nt.An onward grani commitmentto Alzheimer's Research UK has been recognised. 50 grant Income is recognised to match the commitment. Sotne accrued legacy Income may be received Tnorethan one yearafterthe balance sheet date. butit is notpractical to estitnatethe amount L1ueto un¢ert8inty in ihe timing olthe receipt of leg8¢y Income. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 90

23. Creditors 2026 202$ 2024 2024 Group £'ooo So¢iety £'ooo Group £'ooo Society £'ooo Amount$ falllng du? alt•r on• yar: Rèse8r¢h 9rant creditors Trade creditor5 13,216 0.343 13,210 6,266 1,516 1,089 3.241 919 12,373 6.102 1,516 575 12,373 6,048 1,505 564 Othertaxesand Social security Other Creditors 1.092 3,304 921 Accrua15 3.179 1,682 25,427 2,999 1,682 25.171 Deferred incotne 20.387 26.247 Amounts falling due alter one year: Re5e8r¢h grant Creditors 23.282 23.282 22.976 22.970 R•seareh yrant er•ditors payabl. Within one year BÈtwèen one and two years Between iwo 8nd five ye8r5 Total resèarch grant c￿dItOrS 13.216 9,789 13,493 36,498 13,216 9.789 13.493 36,498 12,373 8,682 14.294 35,349 12,373 8,082 14.294 35,349 Included in creditors are amounts due lor research grants to thejointventure.ABBUK. £501k12024.- £579kl- Included underdelerrÈd Income Is income lorthe provlslon ol serwlce contracts of £637k12024.. É1.357kl. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 91

24. Provision for liabilities and charges 2025 Group 2025 Society 2024 Group £'ooo 2024 So¢iety £'ooo £'ooo £'ooo Balance at 1 April Amounts provided for durlng the ye3r Atnounts released to expendtture during the year 1,043 26 1,043 20 1,021 106 1,021 166 928 928 1.043 1.043 Provisions Includeih8 eslim8ied cost ol rep8iring dil8pidaiions in propertl85 currently rented 81 the 8nd oltheir leas8s. Dilapidaiior) Costs are anticipaied to be ¢ommiued overihe course ofthe expected periods of occupancy olthe leasehold properties.

25. Deferred income 2025 Group É'ooo 2025 Soel•ty É'ooo 2024 Group É'ooo 2024 So¢lety É'ooo Balance at l Aprll Amounts released to income duringthe year Amounts provided fordurlng the yÈ8r 1.682 11.5591 798 1,é82 11.5591 796 2.724 12.3781 1,336 1.082 2,711 12.3651 1,330 1.082 921 919 Deferred inCOTne represents incotne relating to Tnulti-yearcontract payments and performance related grants paid in advance. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 92

26. Taxation Ils 8 charffy, Alzheimgr's Society Is poienlially gxgmplfrom taxation ol Income8nL1 gains Ioih8 eM8nith8tthese are applied to ils ch?riiable obieciives. The company Is a charilywilhin the me3ning ol Para I Schedule 6 FinanceAct2010. Accordingly the company Is potenrially exempt from tlxatlon In respectol Income or¢8plt*l gainswllhln categorles covered by Chapter 3 01 Pariii ollhe Corporatlon TaxA¢i 2010 orsectlon 256 of the T8Xalion ol Chargeable G81ns Act1992.to thÈeMiÈnithat such income orgain$ 8re applied exclusively to charit8blÈ purwses. Alaxcharge of £nil12024.- £43kl arose in the peri￿￿ and a proMsion of £39k12024-. £nill was released. 2926 Group £'ooo 202S Soclety £'ooo 2024 Grou £'ooo 2024 S￿l•lY £'ooo lance at l April Current yeartaxcharge Prlor yeartax ¢harge released inthe year Amounts paidto HMRC during the year 94 94 90 90 44 44 [391 1391 1391 94 20 94 The subsid12ry company Al2heimer'gTr£ding Limited makes qualifying charitsble donations ol all taxable profittoAlzheimer's Society under Part 6 of Corpora1ion TaxAcl 2010. No corpor8tiontax liabiliiy on the subsidianes arises in the account Notestothefinanci81 statements Flnan¢lal statements Annual Report 2024125 93

27. Funds 2025 At 1 April 2024 Group É'ooo At31 Ma￿h 2025 Group É'ooo In¢om• Exp•ndliure É'ooo É'ooo Tran$f•rs £'ooo Galn$ É'ooo Restricted funds Government of Wales- Demèntia Friends and DFC People's Postcode Lottery Alzheimefs Research General 41 232 1.531 1.804 2,430 2.430 12,0501 12,0911 1411 2.102 Other funders Research- spÈclfi¢ projects Care services 1.787 1.210 1,$62 59 1,968 1.326 582 11,9001 245 2,100 1.006 1.183 801 13891 Geographically restricted funds Other 1.149 13901 14,2581 5.025 (3011 S.090 Joint venture ABBUK 147 01 208 147 61 208 Total r•5trlct•d funds 6.S75 7,435 16.349) 12811 7,400 There aretour core categories of restricted funds..

28. Research funds are those that have been provided totund dementia research into treatments and interventionsfor people liwng with dementia. This includes'Alzheimer's Research General. which can be used for any research project and'Research specific projects, wherethe research project has been 5pecilied by the donor.'People'5 Postcode Lottery Is funding a specific research project for Di8gn05is Centre ol Excellence. 2.'C3re serrfices. funds are those funds th8t supportfrontline worker5 In¢luding the Dementia Connect Service 3nd the Helpline. 3.'Geographi¢ally restricted funds, arethosefundsthat have been provided to support services in a specific local area.This 31s0 includes 'Government of Wales- Demenii8 Friends and DFC. fund restricted lor use In Wales. 4.'Other' funds include funding for innovative projects. Thejointventure In Alzheimer's Brain Bank UK is held as a restricted fund. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 94

29. Funds (continued) 2025 At 1 April 2024 Group É'ooo At31 Ma￿h 2025 Group É'ooo In¢om• Exp•ndliure É'ooo É'ooo Tran$f•rs £'ooo Galn$ É'ooo Dgslgnated fund&. Dem8ntia Research Institute Fixed assets 2,600 1,174 6,319 18371 14761 12,0311 V851 12.0001 13851 17001 14631 1.300 695 Technology and Transform8tion Brand 4,242 8,530 188 Health Inequality Centre of Excellence Make Detnentia A Priority Progratnme Demen113 Impact & Reach HRIS (People+ repla¢ementl Research Nurses 2.000 1.374 3.788 1.973 3,000 331 989 3,088 1.973 2,406 315 15731 Second Diagnosiscentre of Excellence Cyber Security Fundraising and Social Investment Research and Tr8ining Initiatives Brain Health Centre 234 220 4.000 12,763 1,300 21.815 4,000 12,763 1.300 37.579 Totsl de51gnated funds 22.981 17.217) General funds 53,115 136,378 1135.4261 121,5341 1,290 33,823 Total unr•sirl¢tod fund8 76,090 136,378 1142,643) 281 1,290 71,402 Total funds 82,671 143.833 1148,9921 1,290 78,802 Designatèd funds intludè. £1.3m12024-. £2.6ml cjèsignatèd to bÈ invèstèd In the UK DRI Ltd-. EO.7m12024-. £1.2ml whith rÈpresentthe SIKiety's investment In tangible and Intangible assets which are not Immediately realisable.. £8.5m12024.. £6.3ml designated to be Invested intechnglogy and tr8nsformation', Ènil 12024.. £02ml design8ted fund forbrand 3w2reness'. £nil 12024. e2ml Jesignaied fund lor Health Inequality Cenire ol EMcellencÈ-. £l.Om12024-. £1.4ml designated fund towards Make Demeniia a Priority Programme.- £3.Im12024. £3.8ml tOW8rds DÈmenti8 Imp8ct & Resch str8tegit objectives-, E2m12024-. £2ml for a nèw hum&n resources information system IHRISI, £2.4m12024-. £3ml lor Research Nurses. É0.3m12024-. £0.3ml for a second Diagnosis Centre of Excellence-. £02m12024.- £02rn1 towards a project ol cyber security enhancement.. £4m12024. £nill for Investment In Fundraising and Social Investment.. £128m12024. £nill to fund commitments to research projects, doctoral training cenrres Inr)ovaiion aciiviries including the Longitudinal Prize.. 8nd £1.3m12024.. £nill lor Manche￿er Brain Health Cenire suppori and development. We expectthe amounts dÈsign8ted 3$ at 31 March 2025 to bè spentwithin the next two yèars. emceptforthe £0.7 million fixed assetfund and £4.1 million ol long-temi technology and transformation projects. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 95

30. Funds (continued) 2024 At 1 April 2023 Group É'ooo At31 Ma￿h In¢om• Exp•ndliure É'ooo É'ooo Tran$f•rs £'ooo Lo$se$ É'ooo Group É'ooo R•$trl¢t•d lunds Government of Wales- Dementia Frlends and DFC People's Postcode Lottery Alzheimer's Research General 38 41 41 4,610 2.654 7.305 14,3781 11.2001 15,6141 232 77 1,531 1.804 Other funders Research- specific projects Care servl¢es 1.656 1.754 2.532 1,182 14541 6.014 11,6481 12.0311 19751 1991 14,753) 25 1,787 1,216 1.562 59 745 1301 Geographically restricted funds Other 1.355 639 1271 (321 4.396 4.624 Joint vtrnture ABBUK 147 147 147 147 Tr4ts1 r*stri¢t•d tunds 4.S10 12.319 110.369) 6.675 Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 96

31. Funds (continued) 2024 At 1 April 2023 Group É'ooo At31 Ma￿h In¢om• Exp•ndliure É'ooo É'ooo Tran$f•rs £'ooo Galn$ É'ooo Group É'ooo Dgslgnated fund&. Dem8ntia Research Institute Fixed assets 3.900 .332 8.031 15631 14671 13,3951 17371 2.600 1,174 6,319 309 Technology invÈstment Fundr3ising investment Brand 1,083 5,702 2.000 188 Diagnosis cent￿ of Excellence Heslih Inequallty Cenire ol Excellence Make Dementia A Priority Programme Dementia Impact & Reach HRIS (Peoplè+ repla¢ÈmÈntl Research Nurses 12.0001 2.000 2.000 4,000 2,000 1,374 3,788 1,973 3.000 331 16261 1271 2.000 3.000 2.000 234 Second Diagnosis cent￿ of Excellence Cyber Security Total designated fvnds 11,6691 234 29,568 309 112,47• 5.577 22.981 General funds 51.390 118.734 1115,308) 15,6921 3.991 53.115 Total unre5tri¢ted fund5 80.958 119,043 127.7811 11151 3.991 76.096 Total funds 85.468 131.362 1138.150) 3.991 82.671 Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 97

32. Financial and other commitments al Operating lea5e5- Group At 31 March the Group had total future minimum lease payments due under non-c8ncellable opÈr8ting leases as $Èt out below-. 2025 Land and building$ £'ooo 2024 Land and building5 E'ooo 2025 Other £'ooo 2024 Other rooo Operating lease5 paymenis due.. Within one year In two tofive years 480 1,753 671 107 463 610 943 2,984 1.281 bl Capltal ¢ommlimenis noi yet eonira¢ied lor There were £nil capital commitments at the yearend12024.. £7kfor emergency lighting).

33. Analysis of group net assets between funds 2025 Tangible and IntaThglbl• a$$ot$ É'ooo N•t ¢urr•nt ass&ts £'ooo Loh9-tèrm Inve8tm•nts É'ooo Total É'ooo É'ooo Restricted funds 208 7,192 36.884 7,400 37.579 Desl9n8ted funds General fvnds 695 43.486 43,694 14,547 58,623 124.2101 (24.2101 33,823 78,802 695 2024 Tangible and Intanglble a$$et$ N•t eurrent a$$ef$ LoThg-terrn Investment$ Total £'ooo É'ooo £'ooo £'ooo £'ooo Restrieted funds 147 6.428 21.807 6.575 22.981 Designated funds General funds 1,174 56,618 56,765 20,516 48,751 124.0191 124,0191 53.115 82,071 1,174 Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 98

34. Consolidated statement of f inancial activities Notes Unrestri¢t¢d funds £'ooo Restri¢ted funds £'ooo 2024 Grgup Total £'ooo Income from Forthe year ended 31 March 2024 Donaiions and lega¢ies 2a 86.703 11.530 98.293 2b 23,571 779 24.350 0,535 2,184 131,362 Incorporating an income and expenditure a¢¢ount Other tradlng actlvitSes Investments 2c 6.525 10 2d 2.184 Total 119.043 12.319 Expèndrture on Raising funds 43.812 61 43,873 83.969 10.308 94,277 138.150 Total 127,781 10,369 Net l¢xp¢nditurel l income betore1055es 18,7381 1.950 16.7881 Netgains on investments Net lexpenditurel l income 3,991 14.7471 3.991 12.7971 1.950 Transfets betwtrtrn fvnds N•t mov•m•nt ol funds 14.8621 2.005 12.7971 Recon¢lllallon of lunds: Tot31 funds broughl forward Total funds carried forward 80.958 76,096 4.510 6,575 85,468 82,671 Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 99

35. Related Party Transactions In 2025. Alzhelmer's Socieiy charged £74k12024.. £57kl to Alzheimer's Trading Ltd lorsupport services including finance. governance. legal. IT.fècilities and procurement. The balance owed to Alzheimer's Society at 31 hAarch 2025 was £292k 12024-. £615kl. During the year,the Society ieceiv8d a qualifying distribution from Alzheimer's Trading Limited 01£30k12024.. £387kl, being all of its prior yeartaxable profits. £52k12024.. £97kl wa5 paid by Alzheimer's Society toAlzheimer's Trading Ltd forthe supply of goods. Alzheimer's Society collected legacy income on behalf ofThe Alzheimer's Fourbdation for Research into Alzheimer's Disease.to the valu& of £38k12024.. £160kl. During the yeai, £20k12024.. £130kl was granted by The Alzheitner's Foundation for Research into Alzheimer's Disease to Alzheimer's Society for rese8rch.The balance owed to/from The AIEheimer's Foundation for Research into Alzheimer's Disease at 31 March 2025 was £nil12024.. £nill. During the year, É568k12024.. £491kl was granted to Alzheimer's Brain Bank UK Ltd IABBUKI, £95k12024.. Énill of unspent grant funding was refunded by ABBUKto the Society and £lk12024.. £nill of other costs were reimbursed by ABBUKto the Society. 8t 31 M8r¢h 2025.the Society owed ABBUK £501k12024.. the Society owed ABBUK £579kl. Trustee Professor Subrata Banerjee received fiJnding amounting to £IOk in 202512024.. £47kl from Health Education England via a researeh group at Brighton and SU￿eX Médical School and the University of Plymouth. which was then provided via a sub¢ontra¢tto Alzheimer's So¢iety to supportthe coordination offamilies enrolled in the Time for Dementia Programme. As at 31 March 2025 the oustanding balance was £nil12024.. £12kl. Trustee Professor Subrata Banerjoe Is employed as Pro-vice Chancellorand Professorof Dementl8 In the Faculty of Medicine ar)d Health Sciences atthe University of Nottingham During the year. additional research grant funding of £397k12024.. £24kl was commitied to Noitingham Universiiy and £45k12024.. E44kl was paid. a131 NAarch 2025 the oustanding 9r8ni balance was £430k12024. £37kl. During 2025 and 2024 related party transactionswere made as noted in staff costs (see note 51. Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 100

36. Agency agreement for JPND external grants Alzh8imer's Society has 8¢teJ 8$ collgcting agent for r89garch granis for a EU Joint Programrr)trN8urodeg&ner8tive Diseas& Research I"JPND"I which launch8d In response 10 a European c311 lor propogals 10 fund Multinational res83rch proi8cis on Health and Social Care for Neurodeotnerative Diseases. Alzhelmer's Society acis as a colleciing &geni lor-. the Deplrtmentfor Health and Soclal Care IDHSCI, the Welsh Government ènd Public HÈ811h Agency Northern I￿land IPHANII. Total iundln9 r•¢•lv•d by the So¢lety as ag•klt 31 March 2019 £'ooo 31 March 2023 £'ooo Totsl £'ooo Funds r9¢*iv￿. Alzheimer's Society DHSC 457 21 478 1.250 180 44 1.294 186 Welsh Government PHANI 125 129 2,012 75 2,087 at 31 March 2025, É1.609k had been received In total from the other3 funders tothe Society sincethe beginning of the project In 2018119. This includgd funding of t54k rgceived In thg yg8rio 31 March 2023, on lop olihe origin31 funding receivgd amounting 10 £1.555k. In the ye3r ended 31 M8r¢h 2025 £nil funas12024.. £nill were received by ihe Socieiy as agent. s at31 Mar¢h 2025, In toial £2.001k12024. £1,890kl h4d been sper)t againsit0181 funding of £2.087k overihe course of the projecr, le8ving 8 remaining JPND total balance ol E86k12024.. £197kl. Remalnln9 grant tunding schedule 31 Mareh 2025 £'ooo 31 March 2024 £'ooo Costs eommitted by funders 31 March 2025 £'ooo 31 March 2024 £'ooo Alzhtrlmer's SocSÈty 23 49 Alzheimer's Society 25 70 DHSC 51 DHSC 69 Welsh GovemmÈnt 17 Welsh Government 10 27 PHANI PHANI 19 86 197 307 Notestothefinanci81 statements Flnan¢lal statements Annual Report 2024125

37. Agency agreement for JPND external grants (continued) Funds pald by thg ¢harity as an ag•nt 2025 £'ooo 2024 £'ooo Cardiff Unlverslty London School ot Economics and Political Science 50 10 Newcastle University Queen's University BÈlf8St University College London University College London University of Exeter University ot Southampion 46 40 120 12 60 13 307 Notestothe linanci81 statements Flnan¢lal statements Annual Report 2024125 102

Supporters of the Society Royal patron HRH Princess Alexandra Ambassadors Richard Thompson Robbie Savage Robert Scoti Lived experience ambassadors Dr Ann Johnsor) MBE Baroness Angela Browning Angela Rippon CBE Dame Arlene Phillips CBE Avnish Goyal CBE and Anita Goyal t￿BE Carey Mulligan CBE Chris Wallace Chris NAaddocks BEl4A Vice-presidents Dr Christine Kirk Roland Rudd Chris Roberts RupertAdams Russell Grant Heather Roberts Professor Gordon Wilcock Hilary Doxford Joywatson BEM Keith Oliver Professor Jim Edwardson Ruth Langslord Sally Lindsay Suranne Jones Dr Nori Graham Dame Denise Holt Stuart Jennings David 8addiel Lorraine Brown Lord David Blunkelt Tania Bryer OBE Sir Tony Robinson Vicky Mcclure MBE Shelagh Robinson Jim Ibell Patron$ Baroness Elaine Murphy Fiona Phillips lan Sherriff BEM Professor Bob Woods Britt Ekland Professor Carol Brayn Dame Judi Dench Sir Jonathan Pryce CBE Jo Brand Lawrie Mcmenemy MBE Professor hAartin Rossor Lord Julian Fellowes Dr Kamel Hothi OBE Professor hAurna Downs Dr Karan Jutlla Professor Nick Fox Kevin Whately OBE Laurence Geller CBE Rosie Boycott Professor Steve Gentlemar) Lavina Nlehta MBE Professor Steven Rose Lesley Manville CBE Professor Dame Louise Robinson Professor Sube Banerjee MBE Sir Malcolm Walker Meera Syal CBE Nula Suchet and John Suchel OBE Professor Peter Passmore Richard Mccourt Supporters of the SKlety Annual Report 2024125 103

Corporate partnerships Major donors and supporters Arch Insurance Regional engagement Bluebird Care Franchises Ltd Ailie I￿acAdaM and Ade Sofolarin Shifting Gears on Brain Health IBrown & Brown Group) The Exilarch's Foundation Argonta Holdings Atlanta Group AXA UK Ariel Re UK Limited Christine L Aviva The Hamilton Neal Fund Gary Gibbs kdark Philban Bernard and Joyce Coleman Charitable Trust AXAXL The Syncona Foundation The Vernon N Ely Charitable Trust The Waterloo Foundation British Airways Cadent Gas CareTech Foundation DPD Group UK Ltd Mark Bingham Alison-marie Bowen and The Grass Skirts and Button Down Shirts team 'Before We Forget, tour Prime Appointments Heather Corrie CBRE Joy Charitable Gift Trust Lancashire Group Foundation League Nlanagers Association Liverpool FC Foundation Forever Reds Fund Z Zurich Foundation Compass Group UK & Ireland (One Retail) Crawford & Company EDF Zurich Community Trust The Football Association Monday Charitable Trust Mrsean Fung Mrs Jenifer Barton Harrfey Nichols Lockton Charitable Foundation Marvel FMCG Mrs Peggy Heron Our IUAD Partners including Chris Brown, Paul Gavin, Paul and Juliè Jack, Andrèw and Sophie Horton. Sir Laurie Magnus. Julian and Catherine Taylor P F Charitable Trust Monzo Morrisons One Stop PIB Group Natwest Group Regatta Revolut Pauline Carrigan, Regular Cleaning Services Ltd Peacock Charitable Trust Rolhesay Sedgwick International UK Templespa Topps Group Travis Perkins Peter and Janet Davies PIB Community Trust Plauers of People's Postcode Lottery QBE I OBE Foundation ShareGift Supporters of the SKlety Annual Report 2024125 104

Alzheimer's Society Principal and Registered office 43-44 Crutched Friars, London, EC3N 2AE Icorrospondence address for Isle of Man.. P.0. Box 37, Douglas, Isle of Man, IM991LWI It will take a society to beat dementia Professional advisors Auditors BDO LLP. 55 Baker Street. London, W1U 7EU Bankers HSBC Bank PIC London, Corporate Banking Centre. 60 Queen Victoria Street, London, EC4N 4TR Insurance brokers Lockton Companies LLP, The St Botolph 8uilding, 138 Houndsditch, London, EC3A7AG Intemal audltors azars LLP. 30 Old Bailey, London, EC4M 7AU Investment managers Cazenove,1 London Wall Place, London, EC2Y SAU Legal advisers Stone King LLP, Boundary House. 91 Charterhou5e Street, London, EC1M OHR Legal and admlnlstratlve detalls Annual Report 2024125 105

At Alzheimer's Society we're working towards a world where dementia no longer devastates lives. We do this by giving help to those living with dementia today, and providing hope for the future by campaigning to make dementia the priority it should be and funding groundbreaking research. Call us 0330 333 0804 Email us [e-mail] Visit us alzheimers.org.uk FR Alzheimer's Society operates In England. Wales. FUNDRAISING Isle ol Man 3nd Northern Ireland. Registered REGULATOR th&rit¥ No. 290645 and Isle of M8n U1281