2025-03-31-accounts

COMPANY NO." 1089026 CHARITY NO: 502224 RSH NO: H3158 Sl Ann•'s Community S•rvices Annual Report and Financial Statements For tha Yoar End•d 31 March 2025

ST ANNE'S COMMUNtrY SERVICES CONTENTS Section Page Company Information Chair's Welcome Chief Executive's Welcome Report of the Truste8s (incorporating the Strategic Report) Indep8ndent Auditors Report 35 Statement of Comprehensive Incorne 39 statement of Changes in Reserv&s 40 Cash Flow Statement 41 Statement of Financial Position 42 Notes to th8 Financial Stat8m8nts 43

ST ANNE'S COMMUNITY SERVICES COMPANY INFORMATION The Trustees. who are Dir8Ctors of St Anne's Community Services, have pleasure in presenting their Annual Report and Financial Statements forthe year ended 31 March 2025. The Financial Slalernents have been prepared in accordanc8 With Charities Act 2011 and 2022, the Companies Act 2006 and the Ststement of Recommended Practice (SORP> 2018 for registered social housing providers and the accounting direction for private registered providers of social housing 2022, preparing their accounts in accordance with the Financial Reporting Standards applicable in the UK and Republic of Ireland. St Anne's Community Sarvic8s is a company lirnited by guaranlee. It is registered with the Chartty Commission and is also a registered housing provider regulat8d by the Regulator of Social Housing (RSH). Details of the Trust8es and other corporate information are set out b810w: Board of Tru8tees who served during the year: J Cleland <Chair} Machin (Vice Chair) C Ashton G Dalton CDay A Leech M Turnbull T Watters D Burgoyne (appointed 01 January 2025) S Hodgson (appointed 01 January 2025) R Leyland {appoint6d 01 January 2025) J Place (appointed 01 January 20251 A Micklethwaite (resigned 29 November 2024) Company Reglstered Number 1089026 Charlty Commission Number 502224 Extsrnal Audltors Crowe UK LLP 55 Ludgate Hill London EC4M 7JW Bank•nb Unity Trust Bank plc Four Brindley Place Bimiingham 812JB Sollcltors DAC Beachcroft LLP 23 Park Square SoLrth Leeds LS12ND Bevan Britlan LLP 7th Floor, Toronto Square Toronto Street Leeds LS1 2HJ

ST ANNE'S COMMUNITY SERVICES Pensions and Invostmenl Advlsors First Actuarial LLP Trafftjrd House Chester Road Manchester M32 ORS Foster Denovo, Second Sight Ruxley House 2 Hamm Moor Lane Weybridge Surrey KT15 2SA Purple Wealth Management LLP 50 Burley Hill Business Centre Burley Road L88ds LS4 2PU

ST ANNE'S COMMUNITY SERVICES Company No 1089026 CHAIR'S WELCOME As we reflect on the past year, l am filled with imm8ns8 pride and gratitudè for the r8markable achievements and unwav8ring dadication of everyone at St Anne's Community Services. The year 2024125 has been a period of significant progress and resilience, marked by our collectiva commitment to delivering high-quality, person-centred car8 and support to those in need. Our strategic plan, now in its fourth year, continues to guide our efforts in making a drfference every day. Our PROUD valu8S-P8rson Centred. Respectful, Open, Understanding, and Dedicated-rernain at the heart of everything we do, ensuring that we provide the highest quality care and support to our clients. This year has presented its share of challenges, from the ongoing impact of the national social care workforce reduction to the financial pr8ssur8s faced by our commissioning bodies. Despite these obstac18s, St Anne's has demonstrated remarkable resilience and adaptability. Our financi21 performance for 2024125 reflects these challenges. yet we have continued to 8volv8 and support our staff and clients, r8inv8Sting in our current se￿IceS and developlng new ones to meet the Ghanging needs of the most vulnerable people in our society. Our clients r8main at the centre of our work, and it Is gratifying to report that our Care Quality Commission (CQCI ratings are ahead of national sector averages. with the majority of our services scoring Good or Outstanding. Our commilm8nt to our p80ple is unwavering. We have invested in the continuous development of our staff, revising our recognition and awards programs to better acknowledge their efforts. We aspire lo reward our staff wrth the Real Living Wage, contingent on the level of funding provided by our commissioning bodies. Our Board of Trustees has been strengthened with the addition of several high-calibre Trustees, further enhancing our governance and strategic direction. I would like to extend rny thanks to Andy Micklethwaite who served as a Trustee durlng the year until November 2024. Our governance was further strengthened by the introduction of th8 R8sid8nt Representative position. The Resident Repr8S8nlative plays a crucial role in ensuring that the voices of the people we support and employ, as well as the communities they live in, are central lo our decision-making processes. I was especially pleased to welcome the first Resident Representative during the year. The Representative has now moved on from St Anne's. With St Anne's support and her determination, the Representative secured independent housing and also started her own charity, I'd like lo thank her for her valuable contributions and insights and wish her every continued success. St Anne's is committed to resident representation on the Board and is acliv81y pursuing our next Representative. As we look ahead to 2025126. we do so with cautious optimism. We are confident that, as an organisation, we will face the coming year with rasilience and dedication, fortified by the excellence of our colleagues and our unwavering commitment to providing the highest possible quality of support lo all our clients. On behalf of the Board and St Anne's wider stakeholders I would particularly like to thank all our colleagues for your continued support and dedication to St Anne's Communily SeNices. John Cleland Chair of Board of Trustees

ST ANNE'S COMMUNITY SERVICES Company No 1089026 CHIEF EXECUTIVE'S WELCOME The year 2024125 has been another¢hallenging one forthe entire social care sector. with the continued impact of high living costs. inflation, funding restrictions, and recruitment challenges. Despite these obs18c18s, St Anne's has continued to provide quality support and care to our clients, thanks to the dedication and passion of our colleagues. This year marks the fourth year of our five-year strategy, "A Life Without Limits." St Ann8's is committed to enabling people to liv8 th8ir best Iiv8s, and we take a client-locused approach to our strategy and operations. Client involvement is very important to us, and we have Gontinued to build on our co-production cultura by holding events across our se￿iceS to 8nsur@ all colleagues at st Anna's provide opportunities for all clients to engag8 in their support. I was very pleased to welcome our first Resident Repr&santative. Her success story is an inspiration to us all and St Anne's was privileged to benefit from her insights. l am keen to recruit the next Resid8nt Representative., their lived experience will be invaluable in shaping decisions and ensurlng our clients, voices remain at the heart of St Anne's. We have continued to strengthen our governance with the appointment of four new Trustees this year. and we have further developed an annual training plan for all Trustéès to ensure that our strategic objectives are achieved. These voluntary roles carry significant r8sponsibllity, and the Trustees have contlnued to glve a considerablo amount of support and devotion to the organisation throughout this challenging year. I would like to take this opportunity to thank all the Trustees for their diligence and th8 SUPPOrt they hava given to St Anne's over the past year. It has been a productive year for Sl Anne's, with many initiative5 and projects completed to ensure our clients receive the very best of care and support, both now and in Ihe future. Digital transformation is a key elem8nt of our strategy. The new client case management syslem rolled out during the year has brought efficiencies to our administration and record-keeping, further enabling colleagues to provide person-centred care. A new houslng safety compliance system is now in use across all our se￿iCe8, ensuring our processes are more streamlined and, most importantly, that our homes and properties sre safe for our clients. A n8w HR and payroll system h88 also been implemented, bringing efficiencies and clarity for colleagu8S. Our IT colleagues have engaged with services and clients to identify opportunitiès for more digital inclusion for clients. We ar8 8XClt8d to launch this project in early 2025126 and look fO￿ard to working closely with our clients to enhance their digital experi8nc8. A tenant satisfaction survey was carried out again this year, where staff across the organisation had the opportunity to engage wilh tenants face-to-face. The survey produced an overall positive satisfaction rate of 89.6 /0, a 12.6 /0 increase on the previous year. While this survey produced very positive results compared to other similar providers, we continue to strive to improve tenant experience and work closely with our Resident's Forum to guide our improvement actions. One of the most significant milestones of the yaar was our successful exit from the West Yorkshir8 Pension Fund IWfPF). This strategi¢ move has substantially improved our financial sustainability and broadenod future opportunities. In the last 10 years of membership of the WYPF we had paid additional contributions of almost £6m so the repayment of £5.5 million reflected these historic transactions and will be used for specific projects to improve and expand our propety portfolio, enabling us to support a greater number of cli@nts. I would like to thank the Trustees and colleagues who have worked tirelessly over th8 past few years to negotiate this exit successfully. Your dedication and hard work have been instrumental in achieving this outcome. I would like to extend my heartfelt thanks all our colleagues for their conlinued commitment and support to our clients throughout the year. We wouldn't be able to continlje to do the great work we do at St Anne's without your deéication. Azra Kirkby Chief Executive Officer

ST ANNE'S COMMUNITY SERVICES Company No 1089026 REPORT OF THE TRUSTEES {incorporating the Strateg1¢ Report) The Trustees. who are the Directors for the purpose of company law, present their report along with the financial statements of St Anne's Community Services for the year ended 31 March 2025. st. Anne's Community Services Board St. Anne's Community Services, Board is committed to achieving tho high8St standards of Corporate governance in its oversighl of the delivery of St. Anne's Community Service's strategic plan and priorities. risk management. values, and ethics. During the financial year, we followed corporate governance b8St practice and complied with the Charty Governan¢e Code for Large Charities which promotes good practice and good governance through its seven principles. This is our chosen code of governance, and we also follow the NHF Code of Governance (2020) where appropriate. This is to acknowledge 2nd appreciate best practi￿ in governance for housing associations and social housing providers. A Board of ttmelve Trustees gov8rns the orgsnisation, organised into four committees- Remuneration and Nomination, Audit Risk and Assurance, Finance and Business. and Quality and People, with day-to-day management delegated to the executive team. The Chairs of each of the four commlttees hold posltlons as Trustees on the Board. Introdudlon: St Anne's - Making a difference every day st Anne's was founded 54 years ago, in 1971, as a dayiime shelter for homeless man in Leeds. From these small beginnings we have gradually expanded over the years to become the organisation we are today. with around 1,500 employees supporting people across the North of England. Our very firsl service was shaped around people's needs and wishes, and w8 havc maintained thls ethos, with the people we 5UPPOrt at the centre of all our work, throughoul all the services we provide. We provide housing and accommodalion-based support in partnership with other housing provlders and deliver a range of community-based services across the North of England. We are proud to support people with leaming disabilities, mental health, substance misuse and homelessness issues and to h8lp them achieve their aspirations. Much of our work is undertaken in partnership with local authority adult social Gare departments, clinical commissioning groups and community safety partnerships. We also work extensively wth people whose support is fund8d via a direct payment or an individual seNice fund, We have for many years made the Gase alongside mernbership organisations such as the Voluntary Organlsations Disability Group {VODG}. The Assoclatlon for Real Change (ARC) and L8arning Disability England (LDEI for significant government investment in the social caro s8clor. Disappointingly funding for children and adults with learning disabilities remains inadaquate and local authorities continue to face significant funding pressures. Our current services include: Support&d living services. Residential care, including nursing care. Specialist detoxification and rehabilitation (alcohol and substance misuse). Respite care. Extra care. Domiciliary care. Floating outreach. Carers, support. Day services. Shared Lives. Community mental health and substsnce misuse services. Housing with support {long and short term). Homelessness services.

ST ANNE'S COMMUNtrY SERVICES Company No 1089026 Women's hub (an emergency safe place to stay for women with complex needs who are street homeless or vulnerably hous8d). This range and diversity of provision means that if people's needs and goals change, they can continue to be supported by St Anne's. We work predominantly In the following areas: North.East: Durham. Gateshead, Middlesbrough, Newcastle upon Tyne, North Tyn8side, South Tyneside and Sunderland. Yorkshire & the Humber: Bradford. Calderdale, City of York. East Riding, Hull, Kirklees, Leeds, North Yorkshire, Sheffield and Wakefi'eld. Continuing to focus on the needs of the people we support, we: Develop services where we know they are needed. Focus on continuous improvemenl and demonstrating valua for money. Regularly revlew our services wlth the people we support and work together to meet changing n88ds. Purpose, Vlslon and Values: The Board of St Anne's sets the purpose. vision and values of the Charity and these are set out below.. OUT Purpose (also expressed a8 "Obj8cts" in St Anne's Artl¢les of Assoeiation): To relieve those in need by reason of youth, ag8, ill-health (including those persons sufferlng frorn alcohol, drug and other substance misuse), disability, financial or other hardship by the provision of welfare and support (financial or otherwise). health and social car8, 8mployment, housing and education support: and To further such other exclusively charilable purposes according to the law of England and Wales as the Trustees in their absolute discretlon from Ilme to time determine. Our Current Strategic Purpose: To 'make a difference every day'_ providing high quality c8re and support to enable people to lead independent and fulfilled lives. 'Making a difference every day, is a philosophy that is strongly interwoven into the cultural fabric of St Anne's. It is part of who w8 are- w8 do this by providing the highest quality, person centred care and support. Our Current Strategic Vislon: A lrfe without limits for the people we 8UPPOrt. 'A life without limits, embodles our ambition to enable the people we support to have greater choice and opportunities to lead their best life. Our Values- PROUD: Person Centred - We place people at the centre of everything we do and think about how our decisions affect Ihem. We promote cholce and we treat people as individuals. Respectful- We respect eaGh otherfs opinions and beliefs and treat 8v8ryon8 with dignity. Wa ensure an inclusive environment, and we celebr818 diversity. Open - We communicate in an open, honest, and transparent way and we share information with aach other. We act with integrity, and we do what we say we will. Understanding - We are understanding of the needs of others, and we work in a caring and compassionate way. We are kind and we support eaGh other. Dedicated - We are dedicated to improving the lives of the people we support every day and delivering quality services.

ST ANNE'S COPJiMUNrrY SERVICES Company No 1089026 Our strategic commitmants Our three strategic commitments through to 2026, and the pillars supporbng each commitment, are as follows.. Strateglc Commltment 1.. Our commltment to our people, communltles, and tho envlronment Pillar 1: Enabling our clients- To ensure that the peopl8 W8 support ar8 81 the centre of everything we do, ¢reating strong, individual pathways for people to live their best lrfe. Pillar 2.. Empowering our Peopla- W& ar8 a people organisation - people supporting people, and we want to be recognised as a graater plac8 to work, an 'employer of choice. to our employees and to people outside of our organisation. Pillar 3: Delivering Social Valu8 to our Communities - To increase, measure and evidence our social impact for people, local communities, and the environment. Strategic Commitment 2: Our Commitment to excellenco and Innovation in service delivery Pillar 4. Good to Great, Qualily and Continuous Improvemenl- To be an exemplar of high-quality and best practice within the social care sector-from 'good to great'_ delivering great S9rvices and achieving great outcomes. Pillar 5: Consolidation, Innovation & Expansion- To Gonsolidate our existing range ofseNic8s. develop innovative and creative seNices that support pathways for people and expand our offer to new localities. Pillar 6: An Inlegraled Housing Solulion-To develop and inv8St in our housing and assistive technology offer. Offering a truly integrated approach that will enable greater access to high quality. affordable hom8S that meet evolving individual needs, strategic Commitment 3: Our ¢ommitm8nt to business sustainability, value for money and dlgStal transformallon Pillar 7.. Digital Transformation- To make systems 8nd processes more efficient and to use technology to build greater connectivity, quality, and capacity within the organisation. Pi118r 8,. Organisational Resources and Sustainabllity- To ensure that everything we do considers and represents value for money, and we operate In a way which is financially sustainable in both the short and long t8rm. Structur6, Governance and Management St Anne's Community Services is a company limited by guarantee. It is registered with the Charity Commission and is also a registered housing provider, regulated by The Regulator of Social Housing. It is governed by its Articles of Association, which set out the charitable purposes for public benefit in the following lernis: To relieve those in need by reason of youth. age. ill-health (including those persons suffering from alcohol, drug, and other substance misuse), disability, financial or other hardship by the provision of welfare and support (financial or Othe￿[S￿>, health and social care. employment, housing, and education support. To further such other exclusively charitabl8 purposes according to the law of England and Wales as the Trustees in their absolute discretion from time to time detemiine. St Anne's govemanca arrangements include the Board, Board committees. and working groups that provid8 focus on key areas, and a suite of procedures that are designed to ensure our charitable objectives are met. Our Articles of Association meet the needs of our current structures and incorporate flexibility to allow for future development.

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Our Board of Trustees The Board of Trustees are charity Trustees as defined by section 177 of the Charities Act 2011 . The Board comprises the legal directors of St Anne's, and holds all the charity's powers and authorities under St Anne's Community Services, Articles of Association. The Board of Trustees m88ts quarterty with additional ad hoc meetings for exceptional busine￿ reasons or decision making. There are clear distinctions be￿een the roles of the Board of Trustees and the Ex8CUtive Leadership Team (executives employed by the organisation). The Truste8s are ultimal8ly responsible for the overall control and strategic direction of the organisation and for the protection of its assets. Day-to-day management is the r8sponsibility of th@ Chi8f Executive and the other membars of th8 Executive Leadership Team (ELT}. Matters such as strategy, policy and budgets are prepared by the ELT for consideration and approval by the Trustees, who then monitor their operation and implgmentation. Under the current Articles of Association. members of the Board of Trustees serve an initial term of between 3 and 4 years and can then be reappointed for further such terms but may not serve for more than 9 years unless othe￿ise agreed by the Board for specific reasons. New Trustees are seleGt8d through an open recruitment process, which includes advertising in the national press and onllne, and f appropriate. a targeted recruitrnent search. The Board is the governing body of StAnne's and conducts its business in accordance with the Charity's Articles. slatulory requirements, and the requirements of the relevant regulatory bodies which include the Charity Commission, Companies House, tha Ragulator of Social Housing, the Care Quality Commission, the Health and Safety Executive, the Information Commission and HMRC and other regulatory bodies. The Board sets the Charity's overall directlon and strategy in line with its ¢haritable purposes. and.. The Board sets financially sustainable plans to ensure that StAnne's has the resources it needs to deliver its slralegy and meet the needs of its custom8rs. The Board giv8s specific consideration in setting such plans to value for money, financlal sustainablllty, carbon neutrallty and envlronmental sustainability. and soGial sustainability. The Board sets and actlvely drlves St Anne's charitable purpose, cutture and values, and through these take steps to embed within the organisation an overriding focus on Customers and residents. It also ensures 8 clear organisational focus on equality, diversity and inclusion, Integrity. openness and accounlability. The Board is also responsible for establishing a risk management framework, setting the risk appetite and establishing and overseeing the internal control framework, which enables risks to be assessed and managed so that the Charity can operate effectively and meet its strategic goals. Commlttees Audlt, Rlsk and Assurance Commlttee The Audit, Risk and Assurance Committee is a committee of the Board of Trustees of St Anne's. Th8 role of the Commitlee is to provide assurance to the Board on Ihe adequacy and effectiveness of the systems of internal control and risk management {including but not limited to complianc8 in the areas of health and safety, data protection, procurement. insurance, etc) and lo seek assurance regarding compliance with all relevant regulators, including the Charities Commission. Finance and Business Committee The Finance and Business Committee provide assurance to the Board on the adequacy and effectiveness of the systems of evaluation and control of St Anne's financial performance and planning. The Committee provides oversight and assurance to the Board in r81ation to St Anne's business development activities, ensuring Ihal Ih8S8 are carri8d out in line with St Anne's strategy, values and mission and for the benefit of its cu￿ent and future residents and tenants. io

ST ANNE'S COMMUNITh SERVICES Company No 1089026 Quality and People Commlttee The Quality and People Committee support the Board in providing oversight and assurance in the delivery of Sl Anne's strategies and seNices to customers and to promote an ethos of innovation and continuous improvement in the quality of our services. The Committee also ensures that services delivered by St Anne's are focussed on the needs of the people that St Anne's supports and are designed to meet their diverse needs. It also considers the adequacy of safety and safeguarding procedures to protect customers, staff, and volunteers. Remunoratlon and Nomlnations Committee The role of the Committea Is to oversee and plan for Board and Committe& govemance arrangements related to membership, succession, composition, skllls, training, divarsity and appraisal of St Anne's Trust88s and Chief Executive Officer (CEO). It is responsible for monitoring and ensuring an eff8Ctive Board composition, including identifying and recommendlng new members of the Board, succession planning, trustee skills assessment and Mapping of skills to corporate needs. The Committee also ensures that key policies, and action plans relevant to the Committee's remuneration and nominations remit are in place to meet the ambitions set out in St Anne's Strategy. Trustee Tralnlng and Board Eff8Ctlven8ss Reviews St Anne's has developed and issued to Trusteos an annual training plan. to address any areas identified by the Trustees as needing improved knowledge and skills and which are material to the delivery of St Anne's strategic objectives. This year, this also included a revised and improved induction programme, bas8d on mandatory training but also tailored to the governanc8 obligations. Board Effectiveness Self-Assessment Evaluation As required by the Charity Code of Governance, St Anne's carried out a Board effectiveness $81f- assessment. Outcomes frorn these reviews were presented to the Board for required aotions to be agreed where necessary. The Chair of the Board completed formal individual Truste8 appraisals within the year, the results of which will help to infomi the contenls of the annual Trustee training plan. St Anne's have appointed 4 new Trustees in the last year, who have undertaken their Induction programme. All Trustees are provided with training Opportunities to help them meet their responsibilities. Our new Trustees have been appointgd to the appropriate committees in Ilne wlth their strengths and th8y ar8 already making significant contributions. The Charity Governance Code recommends that an internal 8valuation of the Board takes place on an annual basis. A questionnaire was designed to provide OPPOrtunily for the St. Anne's Community Servic8s Board of Trustees to review its own performan¢8 and to establish what the Board members do well and identify what could be improved. Good governance is essenlial lo a successful organisation. A Trustee Board that is aware of its powers, duties and responsibilities and the impaGt it can have on the sustainability of an organisation is better placed to lead St. Anne's Community Services to achieve its stated objects and making the intended positive impact on society. The Board Effectiv8ness Review questionnaire was anonymously completed by the Trust&es by way of completing a Microsoft Form. Trustees were asked to complete the questionnair8 on a self-assessment basls, provldlng a response that was requested based on a scale of 14 as follows: 1 Strongly Disagree 2 Disagree 3 Agree 4 Strongly Agre& Trustees were asked to provide their responses across the following sections. Organisational pU￿Ose and culture. strategy and financial viability. Risk, intemal control and assurance- and behaviours. Accounlability and effectiveness.

ST ANNE'S COMMUNifi SERVICES Company No 1089026 Each section contain8d a series of statements, and the Trustees were asked to indicate their preferred response against each statement. There were 25 stalements in total and 8 Trustees, which was the full Board at the time, completed the questionnaire. Each section provided a space for comments. Overall. the review was positive with Trustees feeling Gonfident, assured and well-informed in their roles. Diversity Objectives St. Anne's Communty Services aims to cultivate a Board composition that reflects the diverstty of our clients. tenants and stakeholders, enhances decision-making, and fosters an inclusive culture. In order to achieve this, the organisation has consulted with clients and tanants to discuss co-production within the Board and the Commiti&es, and the Board is considering the next steps to take within the forthcoming Board cycle. St Anne's aims to be recognised as a diverse and inclusive organisation by its customers. staff, and partners, with the following objectives: St Anne's is a thriving and inclusiv8 employ8r where everyone can b8 themselves and feel that they belong. We alm to attract, retaln, and develop diverse talent at 8very18vel (with particular focus on improving diversity on our Board. executive and wider18adership team)- We develop knowledge and awareness throughout our organisation, making sure that everyone is c18ar about their personal responsibility to support a culture of inclusion and respect. Our ways of working, polici8s and practices consider a wide rang8 of needs and positively contribute to our inclLfsiv8 culture. staff and people considering a career at St Anne's have confidence that discrimination in any form is not tolerated in the organisation. W8 aim to d8v8lop trust with our staff and to develop th8 right skills, training, policies and processes to pr8v8nt discrlmlnatlon and tackle related ISSU8s quickly. We aim to provide inclusive services whiGh meet the diverse needs of our customers. With regards to the Board and Exacutive Laad6rship Team composltion, the representstion Is as follows: resentation Board 33 /0 Female, 67 /0 Male 1000/0 Whit8 British 250/0 Under 50, 750/0 Qver 50 Executive Leadershl Team 330/0 Female, 670/0 Male 500/0 BAME, 50°/. White British 50°/o Under 50, 50 /0 Over 50 Gender Ethnicil IRace Recruitment and Nomination Wrth regards to creating a diverse candidate pool, we ensured that all Board recruitment processes included a diverse slate of candidates at every stage. Staff involv8d in the nomination and selection process undertook diversity and inclusion trainlng and priorlty was given to diverse candidales. Inclusive Environment We Striv8 to create an Inclusive Environment. We have a Boardroom environment where all members feel comfortable expressing their opinions, regardless of background and welcome diversa perspeGtiv8s, encouraging and valuing th8 unique perspectives brought by Board members from diverse backgrounds. We provida regular opporlunities for Board members to learn about divorsity and inclusion issues, and we conduct an annual assessment of the Board's diversity and inclusion progress, making adjustments as n88d8d. Customer Engagement Clients, and lenants, representation are involved in policy reviews, particularly those with direct irnpact on their care, support, or accommodation. They are brought to the St Anne's Expert Voices and Experienc8 Nelwork (SEVEN) for discussion and commentary. This process happens beforeforwarding the amended documentation to the slaff Policy Working Group (PWG) and clients are now partaking as part of the PWG. SEVEN group is fonned of client r8pr8sentation and is continuing to further its presenc8 across all seNices and partake in service audits. SEVEN group also reports to Quality and People Committee with direct access to Trust8es. 12

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Resident engagement is an increasing objective at St Anne's, with a new Residenl Forum channelling the voice of our tenants and creating opportunilies for tenants to coproduce property and maintenance stsndards. The Tenant Satisfaction Measures, required by the Social Housing Regulator, will be completed annually and infomi our priorities and planning. The Statement of Governance Compllance Introduction St. Anne's is committed to maintaining the highest standards of governance, transparency, and accountability. As an organisation co-regulated by the Care Quality Commission (CQC), the Chaiity Commission, and the Regulator of Social Housing {RSH), we recognise the importance of adhering to the respective cod&s of governance and regulatory framaworks of each body. This statement outlines our complianc8 With these codes and demonstrates our commitment to good governance practlC8S. Cara Quallty Commlssion (CQC) stAnne's is committed to provlding safe, effective, caring, responsive, and w811-led seNices, as outlined in the CQC'S fundamental standards. We have imp18mented robust systems and process8S to 8nsure that we meet these standards and continuously improve the quality of care we provide. Our compliance with the CQC'S governance requiram8nts includes.. A clear governance structure with defined roles and rasponsibilities for the board of trust88S, senior management, and staff. Regular board meetings to review performance, risks, and strategic direction. Effective systems for identifying, managing, and learning from risks. A culture of openness, transparency. and continuous improvement. Regular staff training and development to ensure competency and compliance. Robust safeguarding procedurés to protect vulnerable indlviduals. 'Charity Commi88ion St Anne's is Committed to upholding the public trust and confidence in charities, as outlined in the Charity Commisslon's code of governance. We have adopted a values-based approach to govern8n¢e, ensuring that our decisions and actions are guided by our charitable purpose and the needs of our beneficiaries. Our compliance with the Charity Commlsslon's governance requir8m8nts includes: A clear charitable purpose that is regularly reviewed and updated. A board of truslees that Is dlverse, skllled, and committed to the organisation's mission. Effective financial controls and risk management procedures. Regular reporting to the Charity Commission, including annual accounts and reports. Open and transparent communication wilh st8keholder3, including beneficiaries, funders, and the public. Regulator of Soclal Housing {RSH) st Anne's Is committ8d to providing good quality. affordab18 housing and maintsining the financial viability of our operations, as outlined in the RSH'S regulatory standards. Wa have implemented robust systems and processes to ensure that we meet these standards and continuously improve our performance. Our compliance with the RSH'S governance requirernents includes.. A clear governance structure with defined roles and responsibilities for the board of trustees, senior management, and staff. Regular board meetings to r8VI@w performan￿, risks, and strategic direction. Effective financial controls and risk management procedures. Regular reporting to the RSH, including financial returns and performance data. Open and transparent communication with tenants and stakeholders. 13

ST ANNE'S COMMUNtrY SERVICES Company No 1089026 ConGluslon St. Anne's is committed to maintaining the highest standards of govemance. transparency, and accountability. We have significantly reviewed our Charity Code and Housing Code and are continuing this working noting and recognising the regulatory and legal changes that have come about because of Changes in legislation regarding the Housing Ombudsman, changes with the Regulator of Social Housing and changes with Companies House. We have reviewed and created an improved Governance Framework, to ensure the detail of the interrelated re18tionships and factors, as well as touching on other elements that influ8nc8 the organisation. Importantly, our Framework sets out the respective roles and responsibilities of the management structure, by r8f8r8nce to policy. systems and processes used across the organisation. and importantly idenlifies points of accountability and ascalation, risks and risk management. St Anne's is und8rtaking a signFficant review of its Information Governanca Framework, and Gontinues to strive for 8x￿llenCe in governance, committing to both internal and external audits, themed on risk areas, each year. We will continue to review and improv8 our governance practices to ensure that we meet the evolving requirements of our regulators and the needs of our beneficiaries and stakeholders. Modern Slavery Act 2015 We are committed to understanding modern slavery risks and complying with our legal and statutory responsibilities. We have 8 Statement of compliance with the Act's requirements, which details our actions to ensure that slavery and human trafficking do not exist in any part of th8 group orsupply chain. The Board revi8ws the statement annually, and it is available on our website. Our Performance and Achlevements This year has marked slgnlficant progress across our organisation, with strat8gic initiatives and collaborative projects driving improvements in servi￿ delivery, client outcomes, and organisational development. Organlsational Development and Leadarshlp We successfully restruclured the Operations and Quality departments to provid8 increased oversight and support to fronl-line services. This structural enhancem8nt included the appointment of dedicated nurses at Ar8a Manager level to lead clinical services and full recrultment to all managerial roles across the organisation. A bespoke Leadership Academy was launched to equip our managers with the necessary skills to lead effectively. This in-house, 16-day programm8 was designed and d81ivered by subject matter experts, COV8ring a comprehensive range of topics essential for excellence in social care leadership. Service Quality and Cliont Empowerment Our clients continue to play an integral role in shaping our services. At Oxfield Court and other nursing services, clients co-created a new induction pack for newly recrulted employees, supporting inclusive recruitment practices and welcoming new team members. We have embedded quality initiatives across our services, including th8 intrt)duction of Quality-of-Life Champions and a tailored Quality-of-Lif8 audit tool, which complements our overarching quality fram8work. Our digital transformation efforts saw the successful implementation of Nourlsh, our new client record managemonl system. This transition has improved operational efficiency by reducing administrative burdens and enhancing our ability to track trends and outcomes in real-tim8. Incluslve Communication and Innovatlon In Sunderland, a clienl was supported lo access communication aids {widgets). enabling greater expression and int8raction. This initiative culminated in a service-wide celebration of Deaf Awareness Week, featuring online learning, quizzes, and games. At Cardigan Road, Glients Co-produced an online safety video with Connect in the North, raising awareness and educating others on staying saf8 online. Our York services h2V8 spearheaded person-c8ntred practice initiatives for individuals with learning disabilities and autism. These best practices are now being rolled out organisation-wida to foster more responsive, individualised support planning. 14

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Cllent Advocacy and Communlty Engagement Our client5 in Leeds have actively contributed to the People's Parliament and the Leeds Learning Disability Partnership Board. One client has takan a laad&rship role as a Director at Advonet, making meaningfiJl ￿ntrIbUtIOnS to City-wide decision-making for learning disability services. In partnership with the DAPPLE project, we co-produced training and materials with clients and 8Xtemal stakaholders to facilitate sensitive conversations around death and dying for people with learning disabilities. Over 100 individuals attended training sessions, supported by client-produced videos to enhance learning outcomes. Events across ServI￿S have focused on co-production and reducing social isolation. Activities such as pottery, art, and hydrotherapy have helped individuals forge friendships and learn new skills. Notably, @mployees undertook qualifications to support hydrotherapy access after identitying staffing gaps at facilities, a testament to their proactive and PersOn-￿nIred approach. We continued to expand our supported living services- Kendall Lane; Transitioned three clients into a minimally supported. homely environment developed through co-production from the outset. Galeshead.. Launched new services through successful bidding and mobilisation using a multi-agency approach centred on the client's needs. Our Mental Health. Learning Disability and Supported Living teams achieved remarkable outcomes. For example, a client who had experienced male Crime and substance misuse was successfully supported through a collaborative, MUl￿dIsCIplinary intervention into stable supported housing and hami-reduction-foGused care. Substance Use Support and Recovery Our collaborativ8 s8rvic8S With St Ann8's Forward Leeds continue to demonstrate Impact.. Cliant 1 overcame active addiction and severe vulnerabilities through intensive planning and has now moved lo an out-of-area detox and rehab placement. Cllent 2 previously excluded from all housing and support services, Iransitioned from inlensive support to Independent tenancy wllh a tailored support plan following intervention through the SSTS and Resource Centrè. Three staff members who were former servlce users wlthin our AIGohol Services now serv8 as valued members of our team. an Inspiring example of lived experience contributing to our workforce and aligning with the Drug & Alcohol Strategy. Our Forward Leeds Rehab Team exceeded its 2024 KPIS, achieving 31 out-of-area and 80 in-city rehab starts. Plans lo diversify and improve service qualityfurther were discussed at th@ team's strategy away day in March 2025. The Harm Reduction Team expanded Naloxone provision, training over 60 frontline police officers, and introduced anli-stigma practices across needle exchange pharmacies. Future plans include engaging universitias, housing providers, and food banks in training initiatives. Community and Sustainability At B&vin Court, clients actively engaged with Project 6 and local Drug & Alcohol Services. The team was invited to present at the Sheffield Homeless Forum to share best practlGes and outcomes. Local grants supported a succassful Garden Proj8ct, 8ncouraging "Grow Your Own Initiatives. Addilional funding bids. including a £20k Lottery application. are undeway to supportfurther client-driven projects. Feedback and Cultural Incluslvity Throughout Ihe year, we have supported a number of students on placement across our services. providing them with valuable learning opportunities and hands-on experience in the field of health and social care. Feedback from students has been overwhelmingly positive, with many highlighting th8 supportive and inclusive environment fostered by our teams. One particular strength frequently noted is our commitment to respecling cultural and religious diversity. For example, students have observed how ourteams thoughtfijlly support individuals from a r2ng8 of backgrounds. such as ensuring culturally appropriate meal preparation and religious considerations are met. Thesè practices not only enhance the quality of care we provide but also offer students a deeper understanding of person-centred and 15

ST ANNE'S COMMUNITY SERVICES Cornpany No 1089026 inclusive support. We are proud to play a part in shaping the next generation of healthcare professionals and r8main committed to providing high-quality, culturally sensitive learning experience. Our Tenants We completed 8 ten8nt satisfaction suN2y which complies with the Regulator of Social Housing's Tenant Satisfaction Measures (fsM> standard. As a Housing Association with less Ihan 1000 homes the regulatory requirement is to complete a TSM survey every 2 years. However. Ihe Board are commitÉed lo conducting an annual survey as a key element of hearing the residents voice and driving improvement in the service we provide. Overall satisfaction with St Anne's was 89.6 /0 an increase of 12.60/0 on last year. Satisfaction on thé handling Complaints and Anti-social Behaviour reduced over the cours8 of the year. We have already completed/comm8nced reviews of both thes8 Critical service areas, working closely wth our Residents Forum 50 that the residents voice is heard loud and clear in guiding us on a path to improvement. We have introduced a Resident Rèpresent81iva role. The Resident Representative chairs our Resident's Forum. This group meets quart8rly in alignment with our Board and Committee cycle. As part of our commitment to ensuring residents have a voice in tho decision making and strat8gic direction of St Anne's, the Resident Representative also attends Board and Quality and Peopl8 Committee meetings. Our Staff We have strengthened our dlversity and demographics of the workforce by employing over 100 staff through the sponsored workers route, which has also h81p8d to Increase retentlon. Addltionally, we have invested in operational headcount to best support our client needs and ensure 6ffectlve management structures ar6 In place. We introduced a new pay framework, which will see an add￿lonal £2.5m invesled in staff salaries over the nexl five years. Significant improv8m8nts hav8 be8n mad8 in both staff engagement and satisfaction, as evldenced by the results of the latest all-staff survey. We have also successfully introduced new systems in support of staff and clients, including a new HR and Payroll system, a new Health & Safety system. a new applicant tracking syst8m, and our flagship client relationship management system, Nourlsh. We re-launched our PROUD awards, our biggest annual recognition event involving both clients 2nd staff. We reviewed and improved our leadership academy for new and exisllng managers, providing them with bett8r and more complete tools to Carry out their duti8S. Our Commitment to Corporat8 Soclal Re3pon8lbility (CSR) Our dedication to Corporate Social Responsibilty (CSR) 18 rèflected In every aspect of our work with clients, residents, and partners organisations ofall sizes within th8 local communities where we operate. This year, we hav8 taken significant strides to further embed CSR into our organisational ethos by formalising our Environmental, Social. and Governan￿ (ESG) strategy. This strategic framework ensures that our commitment to sustainable and ethical practices is integrated into our core purpose and daily operations. A key milestone in our CSRjourney this year was the appointment of our first Resident Representative. This pivotal role is designed to enhance our corporate governance structure by incorporating the invaluable perspectives of those wilh lived experience. The Residenl Representative will play a crucial role in ensuring that the voices of the people we support and employ, as well as the communities they live in. are central to our decision-making proc8sses. By integrating lived exp8rience into our governance, we aim to make more informed and empathetic decisions thal positively impact our stakeholders. This initiative underscores our ¢ommitment to transparency, accountability. and inclusNity, reinforcing our dedication to Ma￿ng a meaningful difference in the communities we serve. Our ESG strategy and the inclusion of a Resident Representative are just the beginning. We are committed to continuously improving our CSR efforts, fostering a culture of responsibilily, and driving positive change for our clients, residents, partners, 8nd Ihe broader community. 16

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Assuring the Quallty of our Assets St Anne's is obliged to ensure compliance with Ihe regulations of the Regulator of Social Housing the Health and Safety at Work Act 1974 and the r8cently introduced Building Safety Act 2022. During the year we restructured the Housing and Estates Direclorate, creating a new position of Head of Property Services. The aim of this is to strengthen delivery of the assel management strategy, to ensure we are best placed to implement the regulatory changes thal are upon us and to transform the level of service we provide to St Anne's residents and clients. We continue to invest in our homes in line with our stock condition survey, local intelligence and the needs of our tenant5 and clients and this is beginning to hav8 a positive impact in reducing reactive maintenance spend. We have Commissioned a fresh stock condition survey which will take plac& in early 2025126. An external review of our procurement and contract management policies, procedures and practices is beginning to realise additional value and efficiency in th8 d81ivery of our repairs and maintenance service as w811 as improving client and resident satisfaction in this critical area of service provision. We have also commenced a review of the Repairs and Maintenance service level agreement to ensure it is compliant with new and emerging regulatory changes and that we have a refreshed suite of KPIS lo track performance of the service and of our sub-contractors. The Board retains a clear commitment to ensuring that our properties are safe and have the appropriate Invastment, to make better homes for people. We have strength8ned ourpolicies around building safety complianc8 and improved our reporting to Board on the 'Big 6, building safely elements. Our property oplions appraisal, a key strand of th8 asset management strategy, has been completed and is being used to inform asset investment, consolidation, and disposal decisions. In addition, we have opened dialogue with Homes England and other partners to explore how we could draw funding to r8model some ofour existing homes and acquirelbuild new homas. This willform partofouremerging growih strategy and will b8 an area of focus for the coming year. Our Finances The most significant fSnancial event of 2024125 was the exit from the West Yorkshire Pension Fund (WYPF). The exit value, agreed in December 2024, r8sulted in a repayment of £5.5m received from WYPF In January 2025. This has substantially improved St Anne's financial sustainability and broad8ned fulure opportunities. These funds have been marked for specific projects to improve and expand our propety portfolio, enabling us to support a greater number of clients. While St Anne's Currently has no debt funding, this addition81 capital will support future development initiatives. We plan to collaborate with Homes England to apply for grant funding and engage with lenders to secure development funding. focusing on St Anne's Song-term suslainability and gr0￿h. The receipt of the pension fijnds has positively impacted our total comprehensive surplus, which is reported at £5.6m, compared to a deficit of£O.05m last year. Our reserves and net assets now sland at £19.8m, an increase of £5.8m from £14.2m In 2023124 Our cash position is strong at £12m cornpared to £7.1m at the previous yoar end. Our underlying perfomiance has continued to improv8, With the operating deficit excluding the pension settlement improving by £144k to £{275>k. an improvement of 34.30/0. Income for the year 2024125 was £55.7m, an increase on the previous year of £4.2m (8.2 /c). Our operating cosls increased by £4.1 m (7.9% ) compared to the prèvious year. This was primarily due lo increases in the National Living Wage. St Anne's is committed to operating in s way which is financially sustainable and ensuring value for money in all our activities. During 2024125 we made the difficult decision to close ￿0 underperforming 17

ST ANNE'S COMMUNITY SERVICES Company No 1089026 services. We are actively engaging with the NHS to repurpose one of these properties to ensure continued car8 and support for as many vulnarable clients as possible. Ourstrong financial position, combined with strategic investment and development plans, demonstrat8S our commitment lo long-term sustainability and the abilty to effectively support our clients. Comprehensive income for the five years ended 31 March 2025 2023 £'ooo 45,417 (46,562} (1,145} 2021 £￿00 £'ooo 55,672 (55,9471 (275) £'ooo TumovBr 51,430 {51,8491 (419) 43,641 (43,1381 503 44,685 145,097} {412) Operating costs Controllablo (Deflclty Surplus for the year Statement of financial position for the five years ended 31 March 2025 2025 £'ooo 16,408 '2022 rooo 15,539 2021 £iooo 13,210 £'ooo 16,522 £'ooo 16.494 Tangible fixed a55et5 Fixed asset In￿Stment Net ¢UTrent assets 12,209 28.621 7,033 23,557 7,401 23,897 10,037 25,578 12,844 26,056 Total assety less current liabilities Creditors due after more than 1 year Net Pension liability Total net asse￿(lIabIlities) 18,847) (9,378} {9,672) (10,008) (8741 14,696 (10,693} 120,3671 (5,004) 19,774 14,179 14,225 RestTicled funds Re￿n￿e reSe￿S 82 19.692 128 14,051 14,225 15,570 (874) 14,696 15.363 (20.367) (5.0041 FRS 102 pansion assal Illiabilily) Total Reserves 19,774 14,179 14,225 18

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Value for Monoy Statement At St Anne's, we are committed to ensuring that every pound spent delivers maximum value for the people we support. This cornmitment is embedded in our organisational culture and informs our daily decision-making. Value for money is a multifaceted concepl. In Social Car8 and Supported Housing, it goes beyond simply cost effectiveness. It encompasses- Outcomes: The positive impact on the well-being and quality of life of our tenants and clients. Efficiency: Delivering services with minirn81 waste and rrtaximizing resources. Effectivenes5- Services meeting the specific needs of tenants and clients as individu81s. Equity: Fair access to services for all individuals regardless of background. Framework for Assessing Value for Money We lake a balanced approach ta Value for Money that considers performance and investrnent through three lenses.. Financial value: The value to the charlty. Thls could be savings Ihrough efficiencies, increased income, or delivering more with the sama rasource. Client value". The value for the people we support. This could be direct savings or similarfy reducing clients, dependency on b8nefits. Social value". The value to the wider society and the economy. This could be savings to the public purse or benefits to the community and local environment. We are committed to our charitable purpose and determined to meet our cost savings targets while continuing to have a positive impact on the people we support and our social value. Our assets provide the foundation for our success. These include our hard-working staff, and our homes and infrastructure, which enable us to provide services effiGiently and run the business. Improved asset utilisation and management of voids are key projects that hava continued from the previous financial year. By ensuring we manage our assets effectively and 8ffi¢iently, we provide high qu81ity services, whlch means we serve our cllents well. remain competitive and have the financial strength and r8silience to mitigate financial risks now and in the foreseeable future. St Anne's is Gommitted to embedding a value for money culture in the organisation, During tha year thar8 have been several initiatives which have ensured St Anne's continues to r8Vi8W ts value for money impact, IT Infrastructure The IT department has demonstrated Its commitment to delivering value for money by a consistent focus on optimising costs, improving services, and aligning with strategic goals. Through a combination of restrucluring, vendor negotiations, and proactive cost management. the IT department has delivered tangible value to St Anne's, achieving substsntial cost savings. The savings hav8 been delivered via.. Broadband Provlslon Streamlining: We are in the process of moving to a single broadband provider and are migrating more phone lines to VOIP. eliminating the need to pay for individual phona linas. This initiative has resulted in a cost saving of £4k during 2024125 and a projected future annual cost saving of £46k per annum. Moblle Phone Migration: We have migrated mobil& phones onto our Enterprise agreemant, amounting to an annual saving of approximatoly £18k. Beyond the substantial c05t savings. these initiatives have also yielded additional b@nefits: IT SLA Implementation." We have implemented an IT Service Level Agreement (SLA) to ensure consistent and high-quality Servi￿ éelivory. This has led to improved response times and issue resolution, enhancing overall user satisfaction. 19

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Mlcrosoft 365 Copllot Partnership: St Anne's has partnered with Microsoft to implement the M365 Copilot program. This initiative includes a 150/0 nonprofit discount and aims to enhance productivity and collaboration across the organisation. Digltalisation A new HRIPayroll system has been implemented in the year. The system has improved the flow and accuracy of information, generating efficiencies for all our St Anne's colleagues. The Client Records Managoment system is now in use. The systèm puts our clients at the c8ntre of their care and provides enhanced oversight of client care to our colleagues. Investing In Leadershlp and Flnanclal Acumen Recognising that effective value for money practices start wtth strong leadership, we prioritised leadership development during 2024125. All managers participated in comprehensive leadership workshops, where financial sustainablllty and value for money principles were core components. This training empowered them to integrate these considerations into their everyday management decisions, fostering a cultur8 of financial responsibility across the organisation. W8 are committed to extending this training to deputy managers in 2025126, further strengthening our capacity to deliver efficient and effective services. Strategic Procur8ment for Cost Efficlency We understand the importance of proactive and informed procurement in managing our resources. In October 2024, we secured new contracls for gas and electricity, leveraging the expertise of utility procurement consultants. By diligently monitoring market movements, we w8r8 ab18 to fix pri￿9 at the most advantageous mark8t rat8s, mitigating the impact of potential price volatility. Furthermore, to ensur8 robust and efficient procurement practices, we engaged a procur8ment consultant to conduct a comprehensive review of our existing procurement processes and policies. This review was undertaken to guarantee full compliance with all legislative requiremants and to identify opportunities for process Improvament. By implementing the recommendations from this review, we have strengthened our procurement framework. Looking ahead, we are committed to continuous improvement in our value for money initiatives. In the forthcoming year, we plan to further review our existing key supplier relationships to ensure W8 are onsistently receiving quality services and materials at the most competitive prices. This ongoing evaluation will reinforce our commitment lo responsible financial stewardship and ensure we are delivering the best posslble outcomes for our clients and residents. 20

ST ANNE'S COMMUNITY SERVICES Company No 1089026 St Anne's Value for Money metrics St Ann8's continues to monitor k8y metrics to help monitor and drive p8rformance and provide a more comprehensive pidure of St Anne's ability to deliver value across all our seNices. Valua for Monèy Summary Our, Metrl¢s 25126 Target Hou$ing Médlan 2312 Medlan 24125 24125 Target Social Housing Rent Arrears Social Housing Voids Rant colle¢ted '. Supportéd Housing 6.00/0 3.1 /th 5.5Yo 5.8Q 6.31. 6.70/0 4.90/0 5.5/f) 3.7% 1.7°k 103.50 106.0Y. Rènt coll8Ct8d . residential and nursing care 103.60/0 106.4% 106.0/0 106.olj Inw)iced debtor days Credilor days 38 30 30 29 30 30 Social Housing Rent Arroars The majority of our tenants are fully funded by Housing Benefit, so we would expect St Ann8'8 rent arrears to be below the housing median rate. Only 10 tenants are fully self-funding, with 1 t@nant partially fLJnded by Housing Benefit. Non-communal services are ineligible for Housing benefrt and tenants are responsible for paylng th8se costs. The significant improvement in our rent arr8ars is a testament to the dedicated efforts and slrategSc enhancements implemented throughout the y8ar. We are pleased to report a substantial reduction in arrears. from 6.OQ/o to 3.1 /0. Furthermore. our performance surpasses that of our peers, who share a similar tenant profile We are actively working to further improve our processes and r6duce rent arrears. Thls Includes collaboration with the followlng groups- Houslng Beneflt: Wa hava enhanced the relationshlp with Houslng Benefit teams and continue to work closely wilh Ihem. to ensure tenants rec8iVe timely assistance when n88ded and to ensure payment queries are resolved quickly. Internal Housing Team.. Our int6rnal housing team proactively gngages wlth tenants to Identify any pot8ntial difficulties and develop solutions to prevent arrears. Tenants: We are committed to open communication with tenants and provlding them with the resources and support they need to meet their rentsl obligations. Social Housing Voids Void rates are higher for support8d housing than for general needs housing because oftho complexities of matching tenant's needs to suitable properties. For St Anne's this figure is elevaled to our peers, due to the challenges of managing shared accommodation and hostel services. The teams have responded to Ihe challenge to lower voids, and our voids performance has improved by 1.8% to 4.90/ We will continue to address and reduce our voids by- Considering tenant feedback and reasons for refusal: this can give insights into understanding tenant need and potential improvements that make properties more appealing. strategically managing long-lemi volds: review properties that are consistently void, to consider refurbishment, conversion into different bed spaces or hand back if th8y are managed by St Anne's on behalf of other landlords. Streamllnlng our process: Improving coordination between our internal housing and maintenance teams with 8Xt8rnal contractors to get properties ready for new tenants quicker. 21

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Rent Collected This metric measur8s how effectively rent is being co118Cted from tenants and clients. Rent collection is Crucial income to St Anne's so we Gan maintain properties, provide essential serviGes to tenants and clients and fund investment into future service delivery. We have separated the metrics into two streams, Rent collected for Supported Housing. and Rent collected for Resid8ntial and Nuising Care. Separating the metrrcs provid8S transparency for reporting, helps to target resources and improvement efforts and provides clarity in decision making. Social Houslng Rent Collected: The metric shows that we are collecting more rent arr8ars than we have previously. The rant collection rate has increased by 1.30/0, reaching 104.80/0. This success reflects the team's detemination and strategic approach in ensuring that monies due are collected effectively. A challenging target of 1060/0 for income collection was set, driving engagemant with tenants and collaboration with support colleagues and Housing B8nefit agencies. By focusing on improving communicatlon and effiGiency. the t8am has successfully addressed some of th8 more complex debts. Looking ahead, further enhancements will be made to tackle arrears earlier in the process. This proactive focus aims to meet the ambitious 106L)/o target collection rat8. continuing to improve financial outcomes and demonstrating the team's commltment to delivering value for money. Residential and Nurslng Care Rent Collect8d: During 2024125 a proactive approach was adopted to prevent delays in payments and swiftly rèsolve issues. Collaborative relationships with funders were enhanced and historical underpayments were challenged to ensure St Anne's received the lunding due for services provided. We have improved our r8nt collection by: Early Engagement and Communication: maintain regular communicalion with funders to anticipate and r8solv8 potential payment delays. Strengthening Internal Processes: to ensure timely submission of all necessary pape￿ork as per the contract to avoid payment hold-ups. Implement a system for tracking submissions and deadlines. The hard work has been successful. Increasing rent colleGted by 2.80/0 to 106.4° Invoiced Debtor Days This metric shows how long It typically t8kes for St Anne's to collect payment frorn its fund8rs and invoiced d8btors. A lower number of days indicat8S 8ffectiveness In debt collection and is beneficial to cash flow. Engaging with funders earller and strengthening our internal processes has resulted in reducing the number of days lo collect incom8 from 38 in the prior year to 30 In 2024125. Creditor Days This metric shows how long it typically takes for St Anne's to rnake payments to Its suppliers. It provides an Indlcation of how efficient we are in processing invoices. Mosl of St Anne's suppliers are on 30-day payment terms. It's important to St Anne's that we pay our suppliers on time, not only to rnaintain supplier relationships but also to 8nsur8 suppliers can rely on their cashflow and Gonlinu8 to provide reliable goods and services. The average time to pay invoices is 34 days. To meet our target of 30 days, we are engaging with suppliers to ensure they quote the Correct purchase order references, and with colleagues to clarify purchase ordering procedures. We are also scoping for a new finance system Ihat will automate many steps needed to pay an invoice, ensuring most invol￿S are paid on time once the system is in use. 22

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Regulator Value for Money Metr5cs Value for money metrics were introduced by the Regulator of Social Housing in 2018, to capture performance across the social housing sector in a fair and comparable way. These metrics are used to assess the financial health of all organisations across the sector. However, it is acknowledged that these metrics are more applicable to the traditional general needs housing providers rather than providers which are more focused on Health and Social care. st Anne's provides a diverse range of Gare and support servi¢es', all our stock is used to provide either supported housing orspecialist care. Supported housing routinely incurs more void units, and costs ar8 significantly higher with greater expenditure on reactive and voids maintenance, with time and cost inv&stad to ansur8 th8 propety is suitab18 for the client's specific needs. The stock profile of traditional housing associalions consists mostly of general needs housing. This means that when benchmarking St Anne's performance against the Housing modian, the costs and Performance are not 8asily comparable due to th8 very different services provided. It is challenging to match th8 rang8 of care services provided by St Anne's, to other regulated housing associations, butwe have endeavoured to select a similar range of peers to benchmark to. Even within the selected peers there are still significant differences in housing support and care provision and Operations, which again make a like for like comparison difficult. Regulator Motri¢s The table below shows the metrics that Wer8 introduced by the Regulator of Social Housing in April 2018. The one-off pension settlement cost of £35m has been 8xcluded from the metrics, to maintsin consistency with previous years and other providers. Rogulator M6trlc$ . Housiftg ,Modlan ".Targ•t,. 24135 Actual 24125 M8dlan 25126. ReIn￿stMent 9.3¥0 6.3° 7.7V¢ 9.20/0 6.1 /0 New Supply 1.2% O,OYo O.OQ/¢ Gearing NIA 11.8/0 NIA NIA NIA EBITDA MRI Inlerast cO￿r ./ NIA NIA NIA NIA Headlin8 Social Housing Cost ITolal} £82,399 £12,029 £5,136 £80,000 £91,965 £80.000 Operating Margln.. Social Housing /9 Operating Margin.. 0)&￿11 5.ovo 1.2V. -0.8% 6.9% 5.0/0 -0.510 5.00/, 2.80/0

2.00/0 2.0% 23

ST ANNE'S COMMUNITY SERVICES Company No 1089028 Reinvestment This metric looks at the investment in properties. as a percentaga of thè valua of total properties held. We invest in our properties for the benefit of our tenants, to improve the stsndards of housing and meet and exceed the decent homes standard. Investment in our properties during the year once again ex￿eded both the pear median and the housing median, this was expected as we are actively investing to improve on histori¢ under investments and ensure that our assets are well maintained and meet our client's needs. N•w Supply This metric sets out the number of new social housing and non-social housing units that have been acquired or developed in the year as a proportion of total social housing unit8. There was no development of new supply In the current year, we are actively exploring future opportunities to enhance our offer. Gearlng and EBITDA Interest Cover These metrics assess the degree of dependence on debt finance and Ilquldlty and Investment capacity of the provider. St Anne's does not have finance in place, therefore gearing and inter8St cover are not applicable. Headllne Social Hou$lng Cost The unlt cost melric assesses the headllne soclal cost per unlt as defined by the Regulator, the metric is calculated by dividing specified social housing Costs by total social housing units owned or managed. It Is recognised by the Regulator. that the cost per unlt for supported housing providers is considerably higher than for general needs providers. StAnne's is further removed from supported housing providers, as we also support some clients in their own homes, w8 provid8 OUtr8ach, r8sidential day car8 and hom818ss s8rvic8s. This means there is no dlrect correlatlon between the number of units we manage and the number of cllents that we support. In addition, the nature of our servI￿S and the requirement to meet our clients, speGifi¢ indivldual needs means our spend is much higher than both the median and the peer group. Inflation for planned works and repairs continued in 2023124 confributing to the 12 % increase in the housing median social housing cost to £5,136. Our peers cosl increased by 370/0 to £8,799. The inflationary increases continued throughout 2024125. St Anne's also continues to inv8St in our properties, in 2024125 capilalised major repairs increased by 220/0 and routine maintenance costs by 28%. The combination of investments and inflation has impacted our headline social housing cost, increasing by 120/0 to £92k. Of the £45m costs the Regulator specifi8s lo include in the calculation, £25m relate to services provided which do not have a corresponding social housing unit. Adjusting for these costs would decrease the headline social housing cost to £41 k. St Anne's also provid85 enhanc8d housing management seNices lo our supported houslng and supported living clients, again this is a service which a general needs18ndlord would nol provide. The cost of providing this service in the year was £1.2m. The impact of these costs is not considored within the S￿la1 housing cost per unit, meaning the cost for St Anne's is higher than th8 housing median. In additional to providing enhanced housing support, St Anne's provides specialist care services in our respite and care seltings. Our care is focused on the needs of our clients. Some of our clients have very complex needs and can require one to one, or sometimes even two to ona care. Providing high levels of quality care and support requires higher staffing levels, this impaGts the costs of our organisation when compared to the housing median and peers. The social care and support sector continues to report difficulties in recruiting and retaining staff. It is common practice throughout the sector that there is a reliance on agency staff to fill staff vacancies, these agency stsff incur a cost premium. Again, this is an additional cost which would not be replicated 24

ST ANNE'S COMMUNITY SERVICES Company No 1089026 by a traditional housing provider. St Anne's has undertaken initiatives during the year to reduce reliance on agency staff and to retain colleagues. Operating margins The operaling margin demonstrates the profitability of operating assets before exceptional expenses are considered. Increasing margins are one way to improve the financial efficiency of a business. Operating margins in tho sector remained relatively static during 2023124 increasing by 0.6Yo to 20.40 Registered Provider income is unlikaly to rise in real terms and, wilh increased expenditure on stock 2nd regulation coming foward, the sector's margins will rernain tight through to the mid-late 2020s. The Regulator recognises that operating margins in our specialist care and support sector sit well below those of general needs housing provid8rs. st Anne's specialisad care offer in particular will be lower than the Housing m8dian and peers, due to Ihe staffing levels which are necessary to provide quality care. St Anne's Social Housing operating margin remains positive at 1.20/0 despite the increased costs of maintenance and staffing. The overall operating margin has improved by 0.30/0. from (0.8) /0 to (0.5)¢/J.. Whilst this is positive progress, we are committed to improving the margins further in the coming year. by Continuing to target voids and agency use, there is also an increased focus on rent and income collection and maximisation. Retum on Capital employed (ROCE} O/ This metric compares the operating surplus to total assels less current liabilities. 11 is a common measure in the commercial sector to assess the efficient investment of capital resources. The ROCE metric supports registered providers with a wide range of capital investment programmes. Despite a 0.80/0 improvement on last year's position, the 2024125 ROCE is negative at (11/0. We continue to focus on void perfomiance and reducing agency costs, to target a positlV8 Posltion for the coming year. Resotves poll¢y In the year. the Executive Leadership Team (ELT) and Board of Trustees have reviewed the reserves policy to both ensure this meets the organisation's long-t&rm objectives, and that the current lev81 of reserves is sufficient for any day-to-day variation in operational need. The Trustè8s have considered financial risks, sources of income and variability of costs and agreed the target level of free reserves before pensions, should be maintained at over £7m. This represenls approximately two months of expenditure. As shown in the table below, free reseNes, whlch ar8 defined as unrestricted reserves, excluding functional assets were £12.4m at 31 March 2025. 31-Mar-2025 31-Mar-2024 £'ooo £'ooo Unrestricted reSe￿S 19,692 {16,4081 14,051 (16,522) Exclude functional assets Exclud8 d8ferr8d grants relating to nctional asset5 9,086 9,654 Free reserves 12,370 7.183 25

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Investment pollcy and perforn)an¢e Our investment policy is designed to support the reserves policy. The organisation has adopted a prudent investment policy to balance potential returns with appropriate levels of risk. The key objectives of our investment policy are to.. Seek the best financial return within an acceptable level of risk. The investment objecttve for any short-temi reserves is to preserve Ihe capital value with a minimum level of risk. Assets should be readily available to meet unanticipated cash flow requirements. The Finance and Business Committee will continue to monitor the achievement of thése objectives and to make any investment recommendations it deems appropriate to the Board. Subsidiary St Anne's Community Services has only one subsidiary.. St Anne's Trading Limited, a company registered in England and Wales. St Anne's Communlty Servlces owns all the Issued share capital of St Anne's Trading Limited. Princlpal risks and uncertalntles At St Anne's, the Chief Executive Officer holds primary responsibility for risk management, with delegated responsibilities assigned to the Chief Risk Officer (Chief Flnancial Officer). St Anne's is dedicated to implementing strategies and processes that identify, analyse, and manage risks associaled with our activities. This approach aims to optimise opportunities and assets while minimising the impact of undesired and unexpected events on our business operations. Risk management is integral to St Anne's activities, enabling staff to effectively manage ServI￿S that transform the lives of our clients and tenants. When rigorously and comprehenslvely applied across the organisation, risk management fosters stability, inGreases business value, contributes to meeting budget larg8ts. provides assurance to the Board, 8Xt8rnal r8gulators, and stak8holders, and is a key 818ment of reputstion management. Our Rlsk Management Frameworf( addresses the requlrements set out in the Charity Code of Governance. the NHF Cod8 of Governance 2020. and the RSH Regulatory Standards. The Board of Trustees is responsible for establishing the overall stratagic diraction of St Anne's, InGluding the management of the organisation, its strategy, financial viability. internal controls, and risk managemenl. The Audit Risk and Assurance Committee ensures that St Anne's operates an effective risk management environment within the parameters set by the Board. The Committee advises the Board on strategic processes and policies related to risk and internal controls, including Ihe content of the Annual Statement on Internal Control. prior to Board approval. The Board has defined Ihe "risk appetite,, which is the level of risk the Board is prepared to accept, to18rate, or be exposed to. This willingness to take risk within a defined framework enables the Board to realise ambitions for St Anne's, improve quality, 8ffici8ncy, and grow the business, without exposing the organisation to unacceptable levels of risk. The Board agreed on an ouUine framework for assessing different categori8s of risk and determined the acceptable level of risk. Authority was then delegated to the Executive Team to deliver the agreed strategic objectives within this framework. Additionally, the Board provided direction on the practical application of the risk appetite in key corporate policies, requiring all staff to work within the boundaries set by these policies. The risk appetite statement and corporate policies fomi the foundation for setting and delivering the corporate strategy and objectives. Risk Appetite Statement St Anne's takes risks necessary to build our business, but only if those risks.. Fit our business strategy and can be understood and managed. 26

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Do not expose the organisation to any single loss avants. We do not bet the business on any single acquisition, business, or product. Do not harm St Anne's brand and reputation. St Anne's Community servI￿s has developed a comprehensive and robust risk managgm8nt framework that ensures risks are well managed across the organisation. This framework facilitates the identification, monitoring, and management of strategic, operational, financial. and compliance risks. thereby optimising opportunities and minimising the impact of undesired and unexpactad 8V8nts. The framework is embedded in business systems and processes, with clear roles and responsibililies for all those involved in managing and overseeing risk. Regular reviews and updates by the Board, Audit Risk and Assurance Committee, and Executive Leadership Team ensure that risk management remains effective and aligned with the organisation's objectives. Re¢ruitmant.' Across the sector recruitment continues lo be a challenga and St Anne's is no different, our abilily to recruit sufficient and suitably qualified nurses and support workers has the potential to impact our ability to support our clients, therefore recruitrnent remains one of our top priorities. Funding: Funding is another Ghall8nge in the sector and given StAnne's works closelywith a relatively small numberof commlssioning customers we are reliant on their ability to fund the saNices we provide. Whilst this could be a rtsk for St Anne's, as part of our 5trat8gy there is a focus on growing our offer with thos8 commissioners and expanding th@ services we provide to new commissioning customers. This growth should therefore help to mitigate against any reliance on a few commissioning customers or any other restrictions in funding. In addition, we monitor financial performance of all th8 S8rvices we provide and look to pro-actively discuss any funding issues with commissioners. Cyber Security: Sl Anne's uses a number of core syslems across th& organisation to support both back office and front-line processes. We use cloud-bascd s0￿CrS and as a resull benefit from the security they provide. We have invested in additional security and conduct external and internal testing of our network. St Anne's proactively addresses the human 81ement of cyb8rsecurity through sècurity awareness training and phishing simulations, educating 8mployees about threats and best practices. Microsoft Defender provld8s endpolnt protection, while Lansweeper facilitates vulnerability managemenl. Additionally, cyber insurance has been acquired to mitigate financial risks, and a third- paty risk register is maintained. The implementation of a well-defined incident r8sponse plan, dala loss prevention (DLP) solutions from Microsoft and Cen50rnet, regular penetration testing (internal and extemall, and nehvork s8gmentation further slrenglhens St Anne's security posture. These combined measures demonstrate a thorough and proactive approaGh to cybersecurity, addr8ssing both t8chnical and human factors to minimise the risk ofcyber threats and protect sensitive data. Our People Empowering our people is ong of the key pillars to St Ann8'S Strategy of deliverlng "A Life Without Limits.. St Anne's recognises that by valuing, supporting, protecting, and empowering ts people, it sustains its reputation for high quality Ca￿ and support. In the most challenging of years, social car8 has been shown lo be of key importance to society and a sactor which plays a vital role in ensuring the safety and welfare of the most vulnerable. With the cost￿f-11vIng crisis, the impact of inflation has been felt by all our colleagues and even more so for the lowest paid. We have worked closely with LoGal Authorities and innovatively within our financial constraints to ensure the best pay outcomes for our people and have proportionately given the biggest rises lo those lowest paid staff. This year will be the third year where this tiered approach has been taken. St. Anne's continues to explore diff8rent financial and non-financial support packages to assist colleagues over the year as well as considering positive changes to terms and conditions. The passion and dedication shown to improving the lives of others is something that defines the people within StAnne's. Our values are created by our people. and they are lived out every day in our services. Being Person cent￿d. showing Respect, being Open, Understanding and Dedicated in everything we do is at the heart of what our people do. In the last year we have been encouraged by the increased 27

ST ANNE'S COMMUNITY SERVICES Company No 1089026 levels of engagement across the organisation and this valuable feedback will help us prioritise initiatives to increase quality and efficiencies acr055 the business. We are, as we have always been. incredibly proud of all of our people. As of 31st March 2025, St Anne's employed 1,570 members of staff made up of.. 1,284 Support Workers, 58 Nurses. 69 Deputy Managers, 92 se￿[Ce or Area Managers working at operational and front-line level in our services. supported by 67 staff in our central support functions or other roles. In addition to our permanent workforce. St. Anne's has 154 active casuals who support across th8 organisation and are an integral part of our daity C>per81ions in support of our many clients. As with many social care providers, retention remains our major focus with considerable work put into place over the past year. Staff turnover has reduced over the last 12 months, a testarnent to the initiatives commenced. Our commltrnent to ensuring a fair and competitive pay 8nd reward structure has seen the organisation continue to ensure that all its staff are paid above the National Living Wage rato, in addition to reviewing other benefits such as the introduction of the Blue Light Card scheme for all staff and partnership with the Care Workers Charity. A new pay framework giving mlleagues further opportunities to grow their Pay will be implemented at the start of the financial year. W8 recognise th8 importance of ensuring an attractive 8mploy8e valu8 proposition and continu8 to work hard to make St Anne's an employer of choice in the araas we operate. There has also been a large focus on enhancing the employee voice thrcughoutthe year by introducing various all staff engagement sessions on a numb8r of topics, ranging from pay and terms and conditions to sponsorships. Work is continuing to revamp our training programme with an emphasis on our Induction programm8, employee journey and Lead8r5hip Academy, which will see all managers, new and current going through this within a 6-rnonth period. A focus on increasing apprentic8ships has seen a 60010 rise in colleagu8s on the apprentlceshlp programme whlch we would like to keep growing. A review of our face to face vs eLearning mod81 ha5 detemiined a need to tip the balanc8 mor8 towards face to face training which will be addr8SS6d in th8 coming y88r. Equality, Dlverslty, and Incluslon {EDI) Recognising and celebrating our diversity in an inclusive environment for our staff and clients is, and will continue to be, a priority for St Anne's. We continu@ to emb8d the Skills for ca￿ 'confident with differenc8' approach to supporting everybody at St Ann8's. This year w8 hav8 r8committ8d to 8fforts to maintaining the Mindful Employer, Dlsablllty Confident and Stonewall Diversity Champions standards. These standards hav8 all b88n reviewed 2nd retained throughout the course of the year. The Board of Trustees plays a key role in the organisations EDI approach. Recruitment to the Board is widely advertised and actively encourages applications from a diverse range ofcandidates. All Trustees have undertaken the organisation wide EDI training and there are Trustee sponsors on our diversity groups. W8 ramain committ8d to enhancing the voice of underrepresented groups across St Anne's and importantly have been able to rejuvenate our Rac8 Equality Ne￿Ork and LGBTQ+ Nelwork, bringing colleagues back together after meeting virtually for many months. These networks are instrumental in guiding and refining our calendar of days of remembrance and celebration, as well as continually reviewing our supportivo resourc8s. Our policies and procedures ensure that we are inclusive and fit for purpose for diverse workforce and client groups. Their design and review ensure that a 'check and challenge, approach is maintained, along with our equality impact assessment processes. 28

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Remuneration Policy We recognise that the skills. knowledge, and experience of our people is a huge contributor to the delivery of high-quality services. In support of our objective to attracl, recruit and retain quality staff, we are committed to ensuring that we pay fair and competitive salaries. Our policy on remuneration is to ensure that St Anne's remains sustainable whilst also offering an attractive reward package that indudes both financial and non-financial benefits. Our rates of pay are informed by sector-wide b8nchmarking Ihrough participation in benchmarking studies and comparison with charity and social care sector data. St Anne's has a well-defined and repeatable job evaluation framework, providing a mechanism to scor8 and compara job roles to ansure th@y sit at the appropriate salary point internally, whilst using benchmarking data from the sector to assess competitiveness. The coming year will see the inlroduction of a new pay framework and new recognition sch8me which will help to recruit and retain high quality staff. We continue to invest in our workforce and continually ensure the wlder workforce remains infomied of progress through regular all colleague communications and question and answer sessions. St Anne's ensures that all rts permanent workforce is at a rate which is above the National Living Wage Foundation rate. Our offer ensures St Anne's retains competitlV8 ratss of pay in Yorkshire and the North-East when Compared to its other care sector competitors. The Board ara consulted on. and approve. decisions on over811 pay awards, taking account of affordabilily, benchmarking, and economic trends in the sector. Remuneration of the executive team is determined by the Remuneration and Nominations Committee, a committee of the Board. No Trustees are pald, although they can clalm reasonable expenses. The organisalion complies with its requirements under the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017 and is committed to eliminating gender pay inequslity. In March 2024, St Anne's published its m05t recent gender pay gap report, showing a marginal 3.3D/o mean pay gap and median of 3.30/0 in favour of mal8 Staff. Complianc• with Regulator of Social Houslng standards The Board considèrs that StAnne's complies with the Governance and Financial Viability Standards for registered social housing providers. Our system of Intgrnal control is designed to manage key risks and provide reasonable assurance that planned business objeGtives and outcomes are achieved. It also exists to giv8 reasonable assurance about the preparation and reliabilily of financi81 and operational information and the safeguarding of the organisation's assets and interests. Our self-assessment framework contains stress testing of risks and assumptions to ensure objectives and viability are fully deliverable. In meeting its responsibilities, the Board has adopted a risk-based approach to internal controls which Includes the regular evaluation and assessment of the nature and extent of risks to which the organisation is exposed. The Regulator of Social Housing statulory returns, such as tenant satisfaction measures (TSM) survey results, financial forecasts, statistical data, and disposal returns, are submitted in an accurate and timely manner. The Board also consid8rs that affective Controls are in placa to ensure s8curity of ass8ts. the proper, accountable. and Iransparent use of public funds and that effective systems are in place to monitor and accurately report delivery of our plans. Any risks to the successful delivery offinancial plans are identified and effectively managed. The Board is Committed to reviewing our self-assessment of the Regulator of Social Housing standards, this has been completed for all standards demonstrating we substanlially comply with each of those standards. The Chief Finance Officer monitors compliance with the Economic Standards, and the Director of Housing monitors complianc8 With the Consumer Standards. Reports for both a￿ also presented to the relevant Committees and Board. There is effective management and scrutiny in place including cost control and improving Valu8 for Mon8y, Wlth regular reporting to the Finance and Business Committee and the Board. We will continue to review the regulatory self-assessm8nts again during 2025126. 29

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Compliance with the NHF Code of Conduct 2022 The NHF'S Code of Conduct sets out standards for housing assoaations that are members ofthe NHF. It is for use by individual housing association staff, Board members and c&rtain involved residents, and sets out guidance according to four key themes.. AcÉing in the best interest of the housing association and its residents. B8having wilh integrity. Conducting yourself professionally and treating others w811. Prot8Cting yours8lf, oth&rs and the anvironment. Th8 Board considers that St Anne's acts in compliance with th8 Code. St Anne's PROUD values embed a cultur8 which supports compliance, this begins at the recruitment and selection stag8, is reinforced at induction training for new colleagues and continues throughout our colleagues. journey WFth St Anne's. Policies and procedures are in place which are underpinned by regular mandatory trainings lo ensure awareness is entrenched and transparent to all of St Anne's colleagues. Some examples ofthis are the Code of Conduct policy, Health and Safety trainings, guidance on managing and reporting Gonflicts of interests, GDPR training, Whistleblowing and Freedom to speak up training, and EDI training. To ampllfy tenants, volces, we have Introduced a Resident Representative who will attend Board meetings and chair the Resident Forum. This plalform allows tenants to share their views and collaborate wlth St. Anne's on posltive chang8S. 30

ST ANNE'S COMMUNrrY SERVICES Company No 1089026 Strèamlined Enèrgy and Carbon Reporting {SECR) St. Anne's has followed and used robust and accepted methods to calculate the required information for this SECR Report including the HM Government Environmental R8porting Guidelines 2019, the Governments Sustainability Reporting Guidance 2024125, the Greenhouse Gas (GHGI Reporting Protocol, and the UK Government's Greenhouse Gas Reporting Conversion Faclors 2024. Based on this our emissions and energy usage for the financial year were- UK Greenhouse Gas emissions and eneryy use data for the period 1 April 2024 to 31 March 2025 Data used to calculate emissions 24125 23124 Gas (kwh) LPG (kwh) Electricity (kwh) Transport (kwh) Transport (miles) 4,633,936 80.889 1.364,317 237,870 357,184 4,987,174 77,710 1,485,211 238,178 337,778 Scope 1 GHG Emlsslons (kg C02e) Gas (Natural) LPG 847.547 17,351 43,110 12,659 920,667 912,298 16,669 44,327 11,697 984,991 Company / Fleet Vehicles Diesel Company l Fleet Vehicles Petrol Total Scope 1 Emissions {kg C028) Scope 2 GHG Emlsslons (kg C020) Elactricity (Grid Supplied) Total Scope 2 Emissons (kg C02e) 282,507 282,507 307,549 307,549 Scope 3 GHG Emisslons (kg C02e) Grey Fleet Total Scope 3 Emissions (kg C028} 105,008 105,008 97,605 97,605 1,308,181 1,390,144 Emlssions Intensity Ratio Total k9 C02e per £1.00 of Total Income 0.023 0.027 Intensity Measurement The chosen intensity measurement ratio is total gross emissions in metric tonnes C028 per £1 of total income. 31

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Enorgy Efficiency Aclion st. Anne's is committed to enhancing our energy efficiency. As part of our Responsible Business Strategy. we have established a dedicated project group to identify and implement energy-saving measures, aiming to minimi5e our overall energy foolprint and continuously explore innovative approaches to energy reduction. Throughout the y@8r, we hav8 undertaken sever81 proacliv8 initiatives: Deployment of Electric Vans.. Our maintenance team now utilises three electriG vans, significantly reducing our carbon emissions. Energy-Efficient Windows ané Doors.. We have installed more energy-efficient units when replacing windows and doors. including a major upgrade at two services, including the Resource Centre, at a total cost of £189k. LED Lighting Upgrades: We replace all light fittings with energy-8fficient LED lights, ensuring optimal energy consumption. Internal controls assuranc8 As part of the internal audit programme St Anne's worked with RSM UK Risk Assurance Services LLP, as our independent internal auditors until the Summer of 2024. For 2024125, Ihe Audit and Risk and Assurance Committee agreed a programm8 of internal audits focus8d around key risk areas which look to further support strong corporate governance and demonstrate robust and effective controls across the organisatlon. An internal audit univers8 has been created Ihal will manage, track and identify key areas that will require auditing, and this can be based on a periodic cycle or through identification of a change in risk, or lack of internal controls assurance. In addition to the internal audit programme, assurance is also gained from other controls that have been put in place across the organisation in the year. These Include: Enhancements to P8riodic reporting across the organisation, but also speciflcally for committees and Board meetings. Rlsk reglsters reviewed perfodlcally, with owners asslgned to each risk and the relevant risks discussed al each Gornmittee and Board meeting. The implementation of deep-dive service reviews to understand the financial and operational drivers behind each of our services. A timely budget process with full involvement and engagement from stakeholders to ensure the budget and by default our costs and income are beller understood, The programme throughout the year has d8monslrated some overall improvements in terms of organisatlonal design and effectlveness compared lo the audlt areas from the previous years, and a number of examples of good practice. However, they equally identified some key areas and recommendations where further improvements can be made, and action plans 10 address these hava been drawn up with progress monitored by the r81gvant committ88. Considering the above points, Trustees consider that these collectively offgr sufficient assurance to be able to regard the intemal controls position as satisfactory overall, as well as identifying additional opportunities for improvement. Compliance with s172 of the Companies Act 2006 The Trustees confirm their compliance with s172 of the Companies Act 2006. Sel out below are several examples of compliance, and many others are included in relevant sections throughout this reporl. The Trustees recognise the need for the organisation to operate in a way that considers, and is fair to, all of its stakeholders, which is similarly recognised through its charitable purposg and 8mbedd8d within the cultur8 and values of the organisation {s88 page 8}. 32

ST ANNE'S COMMUNITY SERVICES Company No 1089026 The organisation tak8s account of the longer-term impacts of its decisions, and in 2020121 we launchad our next 5-year strategy, setting out our strategic commitments, and supporting plans through to 2026 (see pages 7-8). This in particular focuses on our longer-term commitments to", our people" excellent S8rvic8 delivery,. and being financial sustainable and delivering value for money. Employee interests are also at the heart of what we do, as is demonstrated by Person Centred being on@ of our organisalional values and with Empowering our People being one of the pillars within our stralegic Commitments forthe next 5 years (see page 91. Ourapproach to people, diversity and inclusion and r8muneration also has significant focus within St Anne's (see page 12). The organisation has a strong regard for both the communities it works within and the environment as sst in our Corporale Social Responsibility statgm8nt (see pag8 18) and with both communitias and the environment forming part of ona of our three strategic commitments for the next 5 years (see page 9). The Trustees also confirm the organisation's continued drive to maintain a reputation for high stsndards as demonstrated in the report on the section on strengthening our governance (see page 13). our committee structure (see pages 10-11) and specifically in temis of compliance wilh the Charity Governance Code and the Code for Governance for Housing Associations {see pages 13-14). Statement of Public Ben•fit The Trust8es confirm that they have complied with the duty in Section 17 of the Charities Act 2011 to have regard to the Charity Comrnission's general guidance on public benefit, "Charities and Publlc Benefit" The organisation's charitabl& objects ar8 8nshrin8d within its Articles of Association and as such the Trustees ensure that the organisation's activities are carried out for the public benefit through the setting and implementation of its strategic priorities. This report also allows us to show how our charitable funds are spent. Any fundraising acllvltles we conduct are compliant with the Charity Commission's guidance on fundraising. ststemént of Trust86$' Rasponslbllltles The Trustees (who are also dir8ctors for th8 purposes of company law) are r8sponslble for preparing the annual report, which incorporates the strategic report and financial statements in accordance with the Companies Act 2006 and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year that give a true and fair view of the stale of Ihe affairs of the organisation, and of the incoming and outgoing resources and application of resources. including income and expenditure for the period. In preparing these financ181 statements the Trustaes are required to.. Select suitable accounting policies and apply them consistently. Observe the methods and prin¢iples in the Housing Statement of Recommended Practice {SORP). Makejudgements and estimates that are reasonable and prudent. Slate whether applicable UK Accounting Standards have been followed. subject lo any material departures disclosed and explained in the financial statements. Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. The Trustees are responsible for keeping proper accounting records that can disclose with reasonable accuracy at any time the financial position of the organisation and enabl8 them to ensure thal the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the organisation and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 33

ST ANNE'S COMMUNITY SERVICES Company No 1089026 The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the organisation's website. Legislation in the United Kingdom governing the preparation and disseminalion of financi21 statements may vary from legislation in other jurisdictions. The Trustees confimi that, in so far as they are aware.. There is no relevant audit infomiation of which the organisation's auditor is unaware. They have taken all steps that they ought to have taken as Trustees to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. Extornal audltors In line with best practice and governance principles concerning auditor rotation, the Board of Trustees has appointed Crowe UK LLP as the Company's external audilor for Ihe financial year ended 31 March 2025, SU¢Geeding Forvis Mazars LLP, who had served in this role for the previous 5 years. This d8cision was taken to maintain audit independence and ensure a fr8sh perspective in the assurance process. The Board of Trustees expresses its appreciation to Forvis Mazars for th8ir service and contribution during their tenure. Crowe UK LLP will undertake the audit for the Current financial year. Crowe UK LLP is eligible to act as an auditor under the relevant section of the Companies Act 2006. By order of the Board John Cleland Chair of Board of Trustees 31 July 2025 34

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Independent Auditoff s Report to the Members of St Anne's Communlty Services Opinion We have audited the financial statements of St Anne's Community Services (the charitable company) for the year ended 31 March 2025 which comprise Statem8nt of Compreh8nsive Incom8. Statement of Changes in Reserves, Cash Flow Statement and Statement of Financial Position and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been 8pplied in their preparation is applicable law and United Kingdom Accounting Standards. including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Pra¢ti¢e). In our opinion the financial statements: give a true and fair view of th& st8te of the charitable company's affairs as at 31 March 2025 and of the charity's incoming resources and appliGation of resources, including its inccme and expenditure for the year then ended., have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice: and have been prepared in accordance with the requirements of the Compani8s Act 2006 the Housing and Regeneration Act 2008 and the Accounting Direction for Private Registered Proviéers of Social Housing 2022. Basls for opwnlon We conducted our audit in accordance with Intemational Standards on Audtting (UK) {ISAs (UK)) and applicable law. Our responsibilities under those standards are further described In the Auditor's responsibilities for the audit of th8 financial slalements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statem8nts in the UK, including th8 FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit eviden￿ we have obtained is sufficient and appropriate to provlde a basls for our oplnion. Concluslons relallng to golng concern In auditing the financial statements, we have concluded thatthe trustees, use of the going concern basis of accounting in th@ preparation of the financial statements is appropriale. Based on the work we have p8rform8d, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast signrficant doubt on the charitable company's ability to continue as a goSng concern for a period of at least ￿e1ve months from when the financial statements are aulhorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. Othor Infonnatlon The trustees are responsible for the other information contain8d within the annual report. The other information comprises the infomiation included in the annual report, otherthan the financial statements and our auditor's report thereon. Our opinion on th8 financial statements do8s not cover the other information and, ex￿p1 to the extent otherwise explicitly stated in our report, we do not express any forni of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the olher information is materially inconsistent with the financial statements or our knowledge obtained in the audit or othenNise appears to be materially rnisslated. If we idenlify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we 35

ST ANNE'S COMMUNITY SERVICES Company No 1089026 conGlude that there is a material misstatement of thi5 Other information, we are required to report that fact. We have nothing to report in this regard. Oplnlons on other matters prescribed by the Companles Act 2006 In our opinion based on the work undertaken in the course of our audit the information given in the trustees. report, which includes the directors, r8POrt and the strategic report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consist8nt wlth the financial statements: and the strategic report and the directors, report included within the trustees, report have been prepared in accordance with applicable18gal requirements. Matters on whlch we are requlred to report by exceptlon In Ilght of the knowledge and understanding of the charitable company and its environment obtained in ihe course of the audit. we have not identified material misstatements in thè stratégic report included within the trustees, report. We have nothlng to report In respect of the following matters in relation to which th8 Companies Act 2006 requires us to report to you if, in our oplnion.. the charitable company has not kept adequate accountlng records: or the charitable company financlal statements are not In agreement with the accounting records and returns", or certaln dlsclosures of trustees, remuneration specified by law are not mad8', or we have not recelved all the information and explanations we require for our audit. Responslbllltlos of trustees As explained more fully in the trustees, responsibilities slatement, the trusteas (who are also the directors of the charitabl8 company for the purposes of company law) are responsible for the praparation of the financial statements and for being satisfied thal they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of flnancial statements that are fr88 from material misstatement. whether due to fraud or error. In preparing the financi81 statements, the trustees are responsible for assesslng the charilable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concem and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations. or have no realistic alternative but to do so. Auditor's responsibilities for the audft of the flnanclal statements Our objectives are to obtain reasonable assurance about whether the financial statemonts as a who18 are free from material misstatement, whether due to fraud or error, and lo issue an auditor's report that includes our opinion. Reasonabl8 assurance is a high level of assuranc8, but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influenca the economic decisions of users taken on the basis of th8se financial statements. Irregularities. including fraud. are inslances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above. to detect material misstatements in 36

ST ANNE'S COMMUNITY SERVICES Company No 1089026 respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.. We obtained an understanding of the legal and regulatory frameworks within which the Charitable company operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements such as the Housing and Regeneration Act 2008 and other laws and regulations application to a registered social housing provider in England together with the Housing SORP, along with the Companies Act 2006 We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial ststements items. In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company's ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company for fraud. The laws and regulations we considered in this context for the UK operations were requirements imposed by the Regulator of Social Housing, health and safety, taxation and employment legislation. Auditing standards lirnit the required audit procedures to identify non-complian￿ with these laws and regulations to enquiry of the charitable company and other management and inspection of regulatory and legal correspondence, if any. We identified the greatest risk ofmaterial impact on the financial statements from irregularities, including fraud, to be within the completeness, existen￿, accuracy and timing of grant and contract income and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, internal audit and the Audit and Risk Committee abouttheirown identification and assessrnent of the ri8k8 of irregularities, sample testing on the posting of journals. reviewing accounting estimates for biases, reviewing regulatory correspondence, designing audit procedures over the timing of income and reading minutes of meetings of those charged with governance. Owing to the inherent limitations of an audit, there is an unavoidable risk thatwe may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non- compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-cornpliance and cannot be expected to detect non-compliance with all laws and regulations. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at.. ￿w.frc.0r . uklauditorsres onsibilities. This description forms part of our auditor's report. Use of our roport This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to fhe charitable company's members those matters we are required to state to them in an audrtoffs report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Gharitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed. 37

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Vincent Marke Senior Statutory Auditor For and on behalf of Crowe U.K. LLP Statutory Auditor 55 Ludgate Hill London EC4M 7JW 26th August 2025 38

ST ANNE'S COMMUNITY SERVICES Company No 1089026 statsment of Comprehenslve Income For the year ended 31 March 2025 Noles 2025 £'ooo 2024 £'¢)00 Tumover 55,672 {55,9471 {275) (35,1791 {35,454) 51,430 {51,8491 (419) Operating costs Operating Deficit excludlng Pen3ron Settlement Pension Settlement Operating Deflclt Including Pension Settlement 20 {419) Galn on dlsposal of housing properties Dafficit on loss of re￿lUatIOn of In￿StmentS Operatlng Deficit 273 (14) (160) 5a (35,452) Inleresl r8ceirdble and other income Interest payable and financing costs (Deflclt) Isurplus for the year 1,142 1.687 20 (34,3101 1.507 (Xhar Comprehenslve Incomo Actuarial gain l{lossl in respect of pension schernes Total Comproh•nsive SurplusllDeficlt) for the year 20 39,905 (1,553) 5,595 (46) The organlsation's results relate wholly to continuing activities. Th8 accompanying notes form part of th8se financial statements. The financial statements were approved by the Board on 31 July 2025 and slgned on its behalf by.. Mr J Cleland. Chair of Board of Trustees Mrs C Ashton, Twstee and Chair of Audit Risk and Assurance Committee Company Registration Number 108902 39

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Statement of Changès in Ro$érv8s Incom8 and oxpenditure reserve Restrlcted reservè Total £'ooo 14,225 £'ooo rooo 14.225 Balance as at 1 Aprll 2023 (Deficit) Isurplus for the year (1741 128 146} For year ended 31 March 2024 14,051 128 14,179 SLYplus l{Deficit) for the year 5.641 {46} 5,595 For year ended 31 March 2025 19,692 82 19,774 Clo$ing balance Rgstrictsd Fund$ Opènlng balanc8 Income Expondlture £'ooo 103 £'ooo 247 £'ooo Nouilsh project-Ydrtou$ counclls Mayor Safsty ￿nd Slre8t Kitchen Fund Leeds CtyJn¢il: Waythrough D8tox Leeds Council.. Waythrough FL Leeiis CouncS1.' Domestic Violenoe Lgod$ Christian Community Be￿n Communlly Group Yorkshlre Council NHS DYINJ Well Project 10 18 li 422 1181 60 623 93 37 16 11 41 128 1,515 1,561 82 40

ST ANNE'S COkfjMUNITY SERVICES Company No 1089026 Statement of Cash Flows For year ended 31 March 2025 Nots 2025 2024 £'ooo £'ooo Net Cash used in operating actimties 15 (6941 (2,029} Cash flow from inv•sling a¢tlvltles Acqulsition and construction of housing properties Purchase of other tangib18 fixed assets Purchasa of intangible fixed assets Proceads from sale of fixed assets (408) (334) (4901 (547) 1153) (4) 273 WYPF Exit credit reCeI￿d 5,533 4,484 (612) Inter8St recei￿ and similar income 1,142 1.667 Net change in cash, Ga8h equivalonls and money market deposits Cash, ¢ath equlvalents and money market dgposits at beginning of the year 4932 {974) 7,102 8,076 Cash, cash oqulvalents and money market d8poslts at end of the year 12,034 7,102 The accompanying notes fom part of these Financial Statements 41

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Statement of Flnan¢lal Position For year ended 31 March 2025 Notè 2025 2024 £'DOO £'ooo Fixed Assets HoLL%ing Properties oth8r Tangib16 Fixed assels Intangible Fixed assets F￿d assat investments 10,029 6,232 147 9,991 6,516 15 10 16,412 16.524 Current asset$ Trade & other debtors Inveslmonts Cash and Cash Equivalents 11 12 6.059 4,957 7.077 18.093 5,456 4,285 2,817 12,558 Creditors= amounts falling witi4n on8 year Nét Curront A8Sèts 13 15,884) 12,209 {5,5251 7,033 Total ay$8ts lè¥s curr•nt Ilabllltles 28,621 23,557 Credltors: amunts falling due after more than on8 year Net pension asset I Iliabililyl Total net a$sets 14 (8,847) {9,378) 19,774 14179 Reserves Income arvj expenditure resetve Restricted reserve 19,692 82 14,051 128 Total reserveg 19,774 14,179 The accompanying notes form part of these Financial Slatements The financial statem8nts were approved by the Board on 31 July 2025 and sign&d on Its behalf by: Mr J Cleland, Chair of Board of Trustees Mrs C Ashton, Trustee and Chair of Audit Risk and Assurance Committee Company Registration Number 1089026 42

ST ANNE'S COMMUNIry SERVICES Company No 1089026 NOTES TO THE FINANCIAL STATEMENTS 1. ACCOUNTING POLICIES Legal status St Anne's Cornmunily S8rvices is a registered housing provider, a charity and a company limited by guarantee. The registered office is Unit 5. Fountain Court, Bruntcliff8 Way. Morley. Le8ds, LS27 OJG. Tha organisation is incorporated in England and Wales, company registration number 1089026. Basis of accounting Tha financial st2t8m8nts have been prepared in accordance with UK Generally Accepted Accounting Practice (UK GAAP) including Financial Reporting Standard 102 (FRS1021 and Ihe Housing SORP 2018.. Statement of Recomm8nded Practice for Registéred Social Housing Providers and comply with the Accounting Direction for Private Regist8red Providers of Social Housing 2022. The financial statements are presented in Sterling {£>. St Anne's Community SeNices is a public ben8fit entity in accordance with FRS 102. The financial statements have been prepared on the historical cost basis except where specified in the accounting policies. Going conc8rn The organisation's business activities, its current financial position and faclors Ilkely lo aff8Ct Its future development ar8 set out in the report of the Trust88s (incorporating the strategic report). The organisation has cash and investment balances which provide adequate resources to finance the organisation's day to day op8rations and committed expenditur8. The organisation has a plan which shows that these r8sources are sufficient to conlinue to fund operations. Our planning processes, including financial projections, take into consideralion the current econornic climate. The Audit Committee and the Board have carefully consid8red the relevant conditions and performed an assessment. The Trustees have concluded, based on a review of forecasts and budgets, that there are no material uncertainties related to events or conditions that may cast signiflcant doubt on the ability of the organisation to continue as a going concern. On thls basis, the Board has a reasonable expectation that the organisation has adequate resources to continue in operational 8XlStence for the foreseeabl8 futur8, being a period of at18ast 12 months after th8 dat8 on which th8 financial st8temenls are signed. For this reason, the organlsation continues to adopt th8 going concern basis In the flnanclal statements. Significant judgements and estimatOS The preparation of the financial statements requires management to make significantjudgements and estimates. The items in th8 financial statements where these judgements and esllmates have been made include: Useful economiG lives of depreciable assets- management reviews its estimate of the useful economic lives of depreciable assets at each reporting dat8 based on the expected use of the assets. Uncertainties in these estimates primarily relate to changes in improvement programmes for components and the Decent Homes Standards, which may require more frequent replac8ment of key components. Accumulated depreciation at 31 March 2025 was £8.3m. Shared Lives senfice management have made a Critical judgement regarding the recognition of income and expenditure associated wilh the delivery of the Shared Lives seNic8 commissioned by Leeds City Council. St Anne's Community Services acts as an agent in the provision of this service. The organisation's role is limited to the administralion and oversight of the service, for which it receives a r￿ed management fee. As a result, in accordance with FRS 102 Section 23 (Revenue), the organisation recognises only the net management fee as income in Ihe Stalement of Comprehensive Income, rather than thè gross value of payments made to carers. This treatment reflects the substance of the arrangement and ensures that the financial statements pr8S8nt a true and fair view of the charity's role and financial exposure in relation to this service. 43

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Basls of consolidation The organisation has taken advantag8 of the exemption from preparing group financial statements contained in Section 402 of the Companies Act 2006 on the grounds that its subsidi8ry underlaking is itnmaterial to lh8 Group under section 405{2) of the Act. Details of the subsidiary undertaking are set out in note 10. Turnover and revènuè recognition Turnover comprises rental income receivable, fees and grants from central and local gov8mment activities. Revenue grants are recognised as incom8 wh8n the conditions for receipt of grant funding have been met andlor they no longer meet the criteria to allow them to be retained on the balance sheet. Rental income is reccgnised when properties become available for letting. net of any voids. Housing Propertles Housing propertias are proparti8s h8ld for tha provision Of social housing or to otherwise provide social benefit. Housing properties are principally properties available for rent and are staled at cost less accumulated depreciation and impairment losses. Cost includes the cost of acquiring land and buildings and development costs. Works to existing properties which ￿place a component that has been treated separately for depreciation purposes, along with those works that result in an increase in net rental incom8 over the Ilves of the properties, thereby enhancing the economiG benefits of the assets, are ¢apitalised as improvements. Depreclatlon of Houslng Propertles The organisation separately identifies the major components which comprise its properties h8ld for social housing and non-social housing lettings and charges depreciation, so as to write down the cost of each component lo ils estimated realisable value, on a straight-line basis, ov8r its estimated useful economic life. The organisation depreciates the major components of Its properties held for SOGial and non-social housing lettings using the following useful lives.. Structur8 Roof Electrics Heating, ventilation and plumbing Windows Boilers. kitchens & balhrooms 75 years 50 years 40 years 30 years 30 years 15 years Other flxed assets and depreclatlon Tangibl8 fixed assets are stated at cost less accumulated depreciation. Depreciation is charged by equal monthly instalments over the expected useful lives of the assets. The useful economiG lives applied are as follows-. Improvements to leasehold premis8S Furnitur8, fixtur8s and fittings Compuler equipment Motor v6hicles Office and workshop equipment Software Period of lease 2 years 3 years 4 years 5 years 5 years Intangible Fixed Assets Intangible fixed assets are ststed at cost less accumulated amortisation and any 8ccumulated impairment losses. Amortisation is charged on a straight-lin8 basis over the estimated useful lives of the assets, which is 5 years. The carrying value of intangible fixed assets is reviewed for impairment whenever events or changes in circumstances indicate that the carrying value may not be recoverable. Any impairment loss is recognised in Ihe income statement.

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Govornment Grants Government Grants include grants receivable from Homes England. local aLrthoritias, and other government organisations, these are recognised in income over the lrfe of the asset under the accruals model. Grants relating to revenue are recognised in incorne and 8xpendilure over the same period as the expenditure to which they relate once reasonable assurance has been gained that tho organisation will comply with the conditions and that the funds will be receivèd. Grants due from government organisations or received in advance are included as current assets or liabilities. other Grants Grants received from non-government sources are recognised using the perfomiance model. A grant which does not impose specified future performance conditions is recognised as revenue when the grant proceeds are received or receivable. A grant that imposes specified future perfomiance-related conditions on the organisation is recognised only when these conditions ar8 met. A grant received before the revenue recognition criteria ar8 satisfied is recognised as a liability. Impalrménl Annually. housing propcrties are assessed for impairment indicators. To identify a cash generating unit {CGU) for impairment assessment purposes, St Anne's follows a systematic approach of identifying the smallest group of assets that generates cash inflows largely independent of the cash inflows from other assets or groups of assets. Where Indicators are identifi8d, an assessment for impairment is undertaken, comparing the scheme's carrying amount to ils recoverable amount. Where the Carrying amount of a scheme is d88med to exceed its recoverable amount, th8 scheme Is written down lo its recoverabla amount. Th8 resulting impairment loss is recognlsed as operating expenditure. Where a scheme is currently deemed not to be providing 58rvice potential to the organisation, its recoverabla amount is its fair valu818SS Costs to s@11. Invostments Non-quoted investm6nts ar8 accounted for on a historical cost basis less any provision for impairment. Quoted investments are accounted for at market value at the balance sheet date. Any upward movement in valuation is taken to the investment revaluation reserve and shown in the Stat8ment of Comprehensive Income except lo the extent that an upward revaluation is in respect of a previous reduction charged as impairrnenl to the Income and Expenditure account. In this event, the upward revaluation is credited to the Income and Expenditure account lo the extent of the previously impaired value. Any reduction in investments value is charged to the investment reserve and shown in the statement of total recognised surpluses and deficits, to the extent that there has been a previous upward valuation. Any excess reduction in market value over previous upward valuations is charged to the income and expenditure account. Money market investments are held with HSBC and deposit accounts with Close Brothers Savings and Fidelity. Finan¢lal Instruments Basic and non-basic financial instruments (as defined in Section 11 of FRS102> are shown at market value (for quoled inveslrnents) or at transaction value less any provision for impairment. The organisation has not adoptéd hedge accounting for any financial instruments. Allocation of hoad offl¢o expenses Head office salaries and overhead expensas are charged to the varlous houslng and non-housing activities of the organisation as a percentage of income. Leased assets Leases are classrfied as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership of the leased asset to the organisation. All other leases are classified as operating leases. Rentals payable under operating leases are charg8d to income and expenditure on a straight-line basis over the laase term. The aggregate benefit of lease inc8ntives is recognised as a reduction to the expens8 recognised over the lease term on a straight-line basis. 45

ST ANNE'S COMMUNITYSERVICES Company No 108g026 Debtors Short-term debtors are measured at transaction prica, lass any impaimient. Where deferral of payment terms has been agreed at below market rate, and, where material, the balance is shown at th8 present value, discounted at a market rate. Bad debt provisions are rnade through a systematic case by case approach to ensure accuracy. A debt is considered a bad debt rf il is viewed as very unlik81y to be recovered and all possible actions to collect the debt have taken place. This includes robust dialogue with the funder, providing all appropriate information to explain the debt, and considering enforcement action. Cash and Cash equivalents Cash 15 represented by cash in hand and deposits within financial institutions. The temi of the deposit is no more than 90 days. Creditors Short-term trade creditors ar@ m8asur8d at the transaction price. Other financial liabilities. Including bank loans, are m&asur8d initially atfairvalue. net oftransaction costs, and are measured subsequently at amortised cost using the effective interest method. Craditor balancas arising through contracts will be held on the balance sheet for six years from the point they have arisen, or from the point our records show they have arisen, whichever is the later, on the basis this is a reasonable limitation period. However, such balances will be looked at on a cas&by-case basis and if based on managementjudgement they believe there is still a reasonabl8 chance of a valid claim against a creditor balanc8 th8y may be held on the balance sheet for a longer period of time. Provlslon for Ilabilities Provisions are recognis8d when the organisation has an obligation as a result of 8 past event. The organisation recognises a provision for future losses on contracts entered into before the year end. The amount recognlsed as a provision Is the best estimate of the expected losses over the remaining term of these contracts. Employèè btneflls Short-t8rm employee benefits and contrlbutlons to deflned contribution plans ar8 recognised as an expense in the period in which they are incurred. The organisation recognises a provision for annual leave accrued by employags as a r8suIt of services rendered In th8 current period, and which employees are entitled to carry fO￿ard and use within the next 12 months. The provision is measured at the salary cost payable for the period of absence. Penslons The organisation participates in the funded multi-employer defined benefit scheme with the National Health Service Pension Scheme (-NHS Pension Scheme"). The scheme does not allow identification of Ihe share of underlying assets and liabilities belonging to individual participating employers. The income and expenditure charge includes the employer contribution payable to the scheme for the accounting period. The NHS Pension Scheme is in respect of those specific employees who have transferred their employment into the organisation via a TUPE agreement agrecd with commissioners in relation to specific contractual and legal agreements. The govemment introduced auto enrolment penslon schemes when employers were phasing out their provision of pension schemes for employees due to cost. The auto enrolm8nt scheme allows eligible employees a¢￿sS to a ponsion sch8m8 that is contributed to by Ihair 8mployer as well as themselves. Standard Lifè is th8 auto enrolment pension scheme providerfor Ihe organisation's contracted staff and for our non-contracted (casuall staff. Eligibility to be automatically enrolled on the Standard Life scheme is that the member of staff must be aged be￿een 22 years old but under state pension age and be paid over £10k per annum. Contributions to the scheme are three per cent from Sl Anne's and five per cent from the employee. Eligible staff will automatically be enrolled but with the option to opt out. Any employee that exercises their option to opt out of the scheme will be automatlC8lly re-enrollBd every three years (as part of the tri-annual assessment) if they are eligible. lo allow them the opportunity to

ST ANNE'S COMMUNITY SERVICES Company No 1089026 become a member of a pension s¢hem& and make a provision for their retirement through this rout8. They will be given the option to opt out each time. Taxation Th8 organisation has charitable status and it's SOLJrces of income are exempt from income and corporation tax provided they are appli8d for charilable purposes. 47

ST ANNE'S COMMUNITY SERVICES Company No 1089026 2. TURNOVER, COST OF SALES, OPERATING COSTS AND OPERATING SURPLUS Oporating surplus I Ideficltl Ex¢ludlng Pension Settlfrment For year ended 31 March 2025 Turnover Operatlng £'ooo £'ooo £'ooo SOCIAL HOUSING ACTIVITIES Incorne and expenditure from social housing lattings OTHER SOCIAL HOUSING ACTIVITIES Sl Anne's Centr& 18,035 {17,811} 224 269 13071 12,502} 119,8411 (1,4991 {3,0131 127.1621 1381 75 R&spil• S$rnfic8S Tenancy Support -other fvnding Funded projec18 Other 2,577 20,028 1,516 2,392 26.782 187 17 {6211 1380} Totsl othar soclal houslng actSvltlos NON SOCIAL HOUSING ACTIVIT1&8 Income and expenditure from lettings Other Income and expendllur6 10,189 666 10,855 110,3211 16531 110.9741 {1321 13 {119) 55,872 {55.94n 2751 For year ondad 31 March 2024 Tumover Operating C08ts Opératlng surplu81 {deficitl £'ooo £'ooo £'ooo SOCIAL HOUSIMG ACTIVITIES Income and expendItU￿ from social housing leltings OTHER SOCIAL HOUSING ACTIVITIES Sl Anne's Centr8 Respite Sgrbice5 Tenancy Support oth8r funding Funded projects Olher 16,872 (18,3841 488 280 1,218 18,569 1,337 2,321 23,724 1263} (9501 118,8341 11,450) 12,960} 124,4581 16 {265) (113} 16391 1734) Total ¢thor s¢¢ial hou4ng a¢tlvltle$ MON SOCIAL HOUSING ACTIVITIES Income and axpenditure from lettiThJs Other income and expenditure 10,081 752 10.833 110,1671 18391 {11,006) 186) (871 1173) 51,430 151,849) {4191 48

ST ANNE'S COMMUNITY SERVICES Company No 1089026 2. TURNOVER OPERATING COSTS AND OPEEiATING SURPLUS (contlnuedl PARTICULARS OF INCOME AND EXPENDITURE FROM SOCIAL HOUSING LernNGS Hostéls & Supportod houstng For year ended 31 March 2025 Re4dentJal Care Hom•$ 2V25 2024 Total Total £'ooo £'ooo £'ooo TURNOVER FROM SOCIAL HOUSING LeTTINGS Rent receivatr>le nel of idenlffiable seNce charg88 Serwce Gharge Income Charg8s for support saNGe$ N•t r•ntal Incom• 1.569 1,564 1.156 4289 83 1,652 1,564 1,1S6 4,372 1,409 1,422 794 83 3,626 Olhar Income 4.409 65 8,763 9.0 13,499 164 13,055 191 16,872 Arnortised 90￿Mment grants Turno￿r from soclal hOU￿n9 lettings 9,272 18,035 EXPENDITURE ON LE￿ING AcnviTIES Management 8nd care Senrice charge costs R￿lIne malnl8nance Bad debts Dppre¢lalb￿ of housing properties 16,1551 18131 18241 {8,570) 1578) (4611 1261 11381 114.72S1 {1,3911 11,2851 152) P581 113,7071 11,2781 11,0071 1731 13191 12201 OPERATING ￿PENDITuRE ON SOCIAL HOUSING LErriNGS (8.0381 19,7731 (17,8111 116,3841 OPERATING SURPLUS ON SOCIAL HOUSING LETfiNOS 725 {501 224 488 Loss dua to wids {4131 1464) 18771 11,1311 49

ST ANNE'S COMMUNITY SERVICES Company No 1089026 2. TURNOVER OPERATING COSTS AND OPERATING SURPLUS {continued) ACCOMMODATION IN MANAGEMENT AND DEVELOPMENT At the end of the year accommodation in management was as follows: 2025 2024 Unitstaken out of New Unlts No. Soclal housing Supported housing and hostels Residential care homes 272 272 122 17) {7) {3) 110) 129 Total owned Accommodation manoged for others Total managed 394 401 95 499 Non•8oclal housing Registered nursing home5 Total owned A¢¢ommodalion managed for oth8rs Total managed 73 116) (16) 89 73 89 73 116) 89 7here are no units of accomodatlon In de￿lopment at 31 March 2025. 3 units of accomodation managed on behalf ol others hava been ralumed lo Leeds Federated Housing Associatlon. 7 units of re$Sdentlal care accomodallon bfjen lakan out of use and are under remew for reprow8ion. 16 un116 of regSstered nurslng home accomodalion ha￿ been taken out of use are under rwgw for repro￿$10n. 2. FUNDRAISING 2025 2024 cooo £'ooo Gffls and dortations receivad 24 66 Dire¢t Charitable expandilure Transfar to gonoral charlty fund 24 66 50

ST ANNE'S COMMUNITY SERVICES Company No 1089026 3. KEY MANAGEMENT PERSONNEL 2025 £'ooo 2024 £'ooo Emolum8nts of the organisation's key management personnel (salary. pension contributions, employer's national insurance and berEfits in kind) 876 1003 Compansation for loss of office Emoluments of th8 highest paid employee {excluding pension Gontribuiions) 196 188 The fulktime equivalent number of staff members who received emoluments (salary, pension contributions and benefrts in kiThJ} 2025 2024 No. £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- £130,000 £180.001- £190,000 £190,001- £200,000 DuriThJ the course of the year there were 6 different peopl8 included as part of the Executive Leadership Team (ELT). The EL T is made up of tha following roles.. CEO, CFO, Direclor of Operations. Director of People, Director of Housing, Director of Busin8ss Development I Deputy CEO. The highest paid staff member in the year was the Chief Executive Officer. The Chief Executive Officer is a member of tFE Standard Life pension scheme. which is a defin8d contribution scheme. The schem8 is funded by both employer and employee contributions. The employer contributes 10¢/¢ of the Chief Executive's pensiortable salary. Total expenses reimbursed to the directors of the organisation were £330 (2024.'£92). The Trustees (all of whom are directors) receive only ess8ntial expenses.

ST ANNE'S COMMUNITY SERVICES Company No 1089026 4. EMPLOYMENT INFORMATION Average monthly number of employees expressed in fvll time equivalent of 37.5 hours: 2025 2024 No. Finance and administration staff Maintenance and housing stsff Care staff 75 75 1,096 1.179 1,090 1,173 Headcount avorage: 2025 2024 No. 80 Finance and administration staff Maint6nance and housing staff Care staff Casual Care staff 80 1.257 123 1,250 83 1,468 1,421 Employee costs: 2025 £'ooo 2024 £'ooo Staff costs Wages and salaries Soclal secuAly Costs Other pension costs 41,912 3,258 1,203 46.373 38.616 2,775 993 42,384 52

ST ANNE'S COMMUNITY SERVICES Company No 1089026 5. SURPLUS ON DISPOSAL OF HOUSING PROPERTIES 2025 £'ooo 2024 £'ooo Disposal proceeds Carrying Wdlue of asset 273 273 5a. DEFICIT ON REVALUATION OF INVESTMENTS 114) (14) 6. INTEREST RECEIVABLE AND SIMILAR INCOME 2025 £'ooo 2024 £'ooo Interest Raceiwdble Interest on net Defined Beneffit Pension asset (not8 20) Fundraising and Donations Other income 280 805 24 254 1,347 32 33 34 1,142 1,667 53

ST ANNE'S COlJtIllUNITY SERVICES Company No 1089026 7. OPERATING DEFICIT Operating deficit is arrI￿d at af(er charging: 2025 £'ooo 2024 £'ooo Depreciation of freehold housing property Depreciation of other fixed assets 342 456 323 457 Auditorfs remuneration (excluding VATI: Fees payable for the financial statement audit Tolal audit servicas. 55 55 55 Tax compliance seNces Total non4udit servlces Operating leasès Land & buildings Other 416 255 376 220 'Audit seNces relate only to St Anne's Community Sermces. St Anne's Trading Ltd (note 21) reported . 2025 £'ooo 2024 £000 Audit services: fees payable for financial audit Non-audit $8nAces.' Tax compliance services VAT seNc8S 54

ST ANNE'S COMMUNITY SERVICES Company No 1089026 8. TANGIBLE FIXED ASSEfs- Houslng Propertlgs Social houstng propgrtles held for lettin9 £'ooo Balan¢0 at 1 Aprll 2024 Additions lo existing properties Transfèrs from freehold propartle9 Disposals Balance at 31 March 2026 15,170 {291 15,549 Depreclallon Balance at 1 April 2024 Charge for tha year ,,TranSfe￿ from fr98hold propertlg8 D>spos8ls Balance at 31 March 2025 Nat baok valu• at 31 March 2025 N•t book valug at 31 March 2024 15.179) 13421 15,5201 10,028 9,991 2025 £'ooo 2024 £'ooo Expèndituré on works to 6xlstlng prop•rtl•& ￿pr0￿ment works c8pilalised Amount charyed lo Incomo and expenditure a¢￿Unt 408 334 265 599 511 919 8. TANGIBLE FIXED ASSEfs- Soclal Houslng Grant AS￿Stan 2025 £'ooo 2024 £000 Balancè at 1 Ar￿1 Receiwl in year Amortlsed within Ststement of Cornprehensi¥e InGome R61easad on dlsposal 8alancè at 31 March 7.161 7.365 11641 11941 6.997 7,161 Recognised in.. Credilor5.' amounts lalling due within cme year Cradllors.. amounts falling due after more than one year 163 6,834 6,997 194 6,967 7.161 Social Housing Grants are receivable from the Homes and Communities Agency. Grants received for properties under construction ar8 classtfied as creditors falling due within one year. on￿ properties have been completed, the grant is classified as a creditor falling due after more than one year and is amortised over the life of the structure of those properties. 55

I

ST ANNE'S COMMUNITY SERVICES Company No 1089026 10. FIXED ASSEf INVESTMENTS Total fixed asset in￿StMentS comprise.. 2025 £'ooo 2024 £'ooo Interest in subsidiary In￿Stment ￿nd plans, at valuation Net book value at 31 March Investment Fund Plans £'ooo ma￿at valuo at l Aprll 2024 Disposals Additions Change in market ￿lue Mark•t value at 31 March 2025 Interost In subsidiary The organisation owns the whole share capital <￿0£1 ordinarysh8res) of St Anne's Trading Limited., a company registered in England and Wales. The trading results are consolidated numbers of St Anne's Community Services and St Anne's Tradlng Llmited, whose r8sulls ar8 presented and audited in their own Annual Report. The financlal statements of St Anne's Trading Limited can bé obtained from the registered office at Unit 5, Fountain Court, Bruntcliffe Way, Morley, Leeds, LS27 OJG. 57

ST ANNE'S COMMUNITY SERVICES Company No 1089026 11. DEBTORS: AMOUNTS FALLING DUEWITHIN ONE YEAR 2025 2024 £'ooo £'ooo Arrears of rent 560 1,009 (325) Less: Promsion for bad and doublfvl debts (277) 283 InK)iced debtors Other debtors P￿payMentS and accrued income Amounts owed by subsidlary company 4,429 220 3,684 268 1,127 810 10 6,059 5,456 12. CURRENT ASSEf INVESTMENT 2025 £'ooo 2024 £'ooo Money market deposits Current asset Invesiments 4,957 4,957 4,285 4,285 13. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2025 £'ooo 2024 £'ooo Trade creditors Pension contributions Other credit(Ks Accruals and deferred income Other taxation and social seGUrity Deferred Capital grant income 1,829 218 170 2,689 739 2,147 194 161 2,058 689 239 276 5,884 5.525 58

ST ANNE'S COMMUNITY SERVICES Company No 1089026 14. CREDITORS: AMOUNTS FALLING DUE AFfER MORE THAN ONE YEAR Deferred Grant Income: 2025 2024 £'ooo £'ooo At 1 April Recei￿ in year Repaid in y8ar Released to income 9,654 9,930 (329) (2391 9,086 1276) 9,654 At 31 March Released in one year R818ased in more than one year 239 278 8,847 9.086 9,378 9,654 Of the £9.1m d￿fe￿ed grant £7.Om relates to Soclal Housing Assistanc8. 1S. NEf CASH USED IN OPERATING ACTIVITIES 2025 £000 2024 £'ooo Surplus l(DeffiGit) fr)r th8 y8ar 5,595 (46} Adjustments for non-cash Items.. DepreLiation in year Amorti8ationlRelease of grants {InGreasel l Decrease in debtors Increase l (Decrease) in Creditors WYPF Exit G￿lt recei)Bd 780 {2761 {8631 239 (239) (803) 395 (S.533) Adjustments for in*sting actiMti8S: Disposal of fixed assets Inlerèst ReCei￿bEe and Similar Income 35 (196) (1,142) (1.867) (694) 12,029) 59

ST ANNE'S COMMUNITY SERVICES Company No 1089026 16. CAPITAL COMMITMENTS At 31 March 2025, St Anne's did not hav8 any capitsl commitments (2024: £nil} 17. PROVISION At 31 March 2025. following a review by Management. and in a¢¢ordance with Accounting Stsndards, there were £nil provisions (2024- £nil). 18. CONTINGENT LIABILITIES In accordan￿ with FRS 102 St Anne's recognises contingent liabilitles where management {and their legal representatives} has assessed those potential liabilities as being possible {and would make a provision where such potential liabilities have been assessed as being probable). At the year-end management believe no such possible liabilities exisl and as such no contingent liabilities have been disclosed {2024: £nil). 60

ST ANNE'S COMMUNrrY SERVICES Company No 1089026 19. LEASING COMMITMENTS The fvtture minimum lease payments to be made by the organisation are as follows.. 2025 2024 Land and buildings Other Land and buildings other £000 £'ooo £'ooo £'ooo Leases expiring: In one year or lass Between one and years 161 240 105 115 216 15 416 377 255 220 The future minimum lease recelpis due to the organlsatlon are as follows.. 2025 2024 Land and Land and buildings buildings £'ooo £'ooo Leases expiring.. In one year or less Between one and years 34 129 163 61

ST ANNE'S COMMUNITY SERVICES Company No 1089026 20. PENSIONS In November 2024 the Peoples Pension and Scottish Widows schemes were closed and replaced with the Standard Life scheme. The organisalion exited the West Yorkshire Pension Fund in September 2024. This was a defined benefit scheme. membership was closed to new employees with effecl from 31 March 2012. The organisation now utilis8s two pension schemes- National Health Service {NHS} Pension scheme and Standard Life. We have a number of TUPE staff who are members of the NHS Pension Sch8me. NHS Pension Scheme The NHS Pension Scheme is a multi-employer defined benefit scheme. The scheme is unfunded. It is not possible to identify the share of underlying assets and liabilities belonging to individual participating employers and, du8 to the nalure of the scheme, the income and expenditure accounl charge for the period under FRS102 represents th& employer contribution payable. Employer contributions w8re made at the rate of 14.38010 during the accounting period. Payments to the scheme in th8 p8riod amounted lo £74k {2024: £93k). Members, contributions are banded according to eamings. The scheme is subject to full valuations every four years {previously av8ry five years). The last valuation took place as at 31 March 2020. Between valuations. the Government Acluary provides an update of the scheme liabilities on an annual basis. The latest assessment of the liabilities of the scheme is contained in Ihe scheme actuary report. which forms part of the annual NHS P8nsion Scheme (England and Wales) Resource Account, published every October. These accounts Gan be viewed on the NHS Pansion Agency website at www.nhspa.gov.uk. Standard Llfe auto enrolment penslon scheme.. The Scottish Widows scheme was closed in year and employees were transferred to Standard Life. Contributions were made at 3Vo, 60/0, and 80/a {10 % forthe small number of mernbers that are at senior level personnel). The total payments to the Stsndard Lrfe auto enrolment pension scheme during th8 period from November 2024 were £1,004k with £1,037k to Scollish Widows and £41k lo the People's Pension durlng April 2024 to Octob8r 2024 <2024. £1,988k to Scottish Widows and £71k to the Peoples Pension). West Yorkshlre Penslon Fund The Wesl Yorkshire Pension Fund (WYPF) is a multi-employer scheme with more than one participating employer, which is administered by the City of Bradford Metropolitan District Council under the regulations governing the Local Government Pension SGheme {LGPS), a defined benefit scheme. Triennial aGtuarial valuations of the pension scheme are performed by an independent, professionally qualified actuary using the projected unit credit method. The organisation exited one WYPF scheme in September 2024 and received £5.5m 8XIt credit from WYPF. There are two remaining WYPF pension schem88- Whiteoaks scheme and a TUPE scheme. Contributions: The employers, regular contributions to the WYPF by St Anne's for the y8ar ended 31 March 2025 al 36.2 /0 of pensionable pay were £10k {2024: £37k)- The employers, contribution rate has been fixed at 36.20/0 of pensionable pay for the year ending 31 March 2026. On the TUPE scheme, employees, contribution rales have been fixed at rates be￿een 5.5 /0 and 8.50/0 dependent on salary levels. No Employer Contributions are required at this lime. On Whit80aks scheme, Employees, contribution rates have been fixed at rates between 5.5 /0 and 5.8 % dep8ndent on salary levels. Employer contributions for year ending 3110312025 are 16.50/0. Employer contributions paid were £13k 62

ST ANNE'S COMMUNtrY SERVICES Company No 1089026 Awmption8 Thè major assumptions used ty thè actuary in assesslng scheme Ilabiltties on an FRS 102 basls were.. 094èp.24 % per annum % por annurn % por annum 314Iar44 314lar-23 3141ar-22 °k por annum Re of inorea88 In $8l8rfes Rate of Incwse in pensions in payment Dlscount rate Inft8tion 8$sumptior - CPI Mortality assumptions Th8 post-retirement mortality assumptions ara based on the actual m¢xtality experfènee of rnemb•rs wthin th• Fund based on analysis Garried out a3 part of thp 2022 Actuari81 Vsluallon, and allow for expected ftrture mort￿llY impr¢ments. S8mFle lifr expeolancies al age 65 in nomial health resultiro frorn these mrtality a55UfflPtion$ 9hown beEow. 0946p44 2024 R•tirin9 today: Malo8 Females 20.8 24 21 24.2 R•tirfjng in 20 yèar Mcilv5 F8m8J&8 21.7 24.7 25.2 Amgunts r•¢ogni¥vd in th• St•t•m•Nt of finan¢lo1 podtlon 094èp.24 £'ooo 2024 £'uoo Present value ol￿nded obligations Fair ￿lue of plan assets Not penslon asget I Illabllltyl Less nob'onal surplus r)ol recognised Net ponsions r¢¢ognis•d in thb Statsmènt of finAnelal pogtion 173.2951 111.585 38,290 138,290} Amounts rocognl*d In surplus or deffdt 094gpQ4 £'ooo 2024 £'ooo Current seTh&ce cost Past seNiee cost ISettl8ment cost Amounts thargèd to oyrating ct)sts 20 (21 35,179 35.187 18 Interest on net deffin￿ benefit lasselyliabilily Amounts ¢harged to olhor financ• eosts 18051 11,3471 11,347) 63

ST ANNE'S COMMUNITY SERVICES Company No 1089026 •lmounts re¢ognls•d In oth•r compreh¢ndvo In￿rne 094epQ4 £'ooo 2024 £'ooo Acluartal gains ￿ liabilitie5 Acluarfat galns l (losses) on assats Adlustmenl gainlllossl due lo restriction of SUr￿u8 3,030 11,416) 38,291 3,587 4.e4J5 {9,7451 Net amount r?￿gnI￿￿ In other ¢omprghgn51v• Incomo 39.905 (1.5531 Changos In piè86nt value of doflned bèntflt obllgatlons.. 094ep44 £'ooo 2024 £'ooo Openlng dafinad benefft obligation Current seNce oost Past seTh4c8 cost Int￿e$l cost Actuarial Igainsl I Ioss8s on liabilities B¢nefitsllransfer5 paid Member ¢ontriLwlions Setllemenls Closlng d•fln•d bon•flt obllgatlon 73,295 78,666 20 {21 3,526 13,5871 13.3351 1.s24 13,0301 11,6301 170,169} 73.295 Rèconclllatlon of openlng and doslng balances of the falr volug of s¢hOMe aswt&' 094ep-24 £'ooo 2024 £'ooo Openlng fair ￿lu8 of assets Interest income on schema assols Actuarial gainsl{lossesl on assets Contributions by employer Mambèr corhtributiong N81 benefits pgid Selllements Cloglng d•ff n•d b•n•flt obllgatlon 111,585 2.329 11,416} 15,5221 105.211 4,873 4,605 224 11,6301 1105,348} 13,3351 111,585 Major categorl¢$ of plan asets as a percentage of totsl plan assets.. 094•p44 2024 Equities Property Gomment Bont*g Corporate Bonds Cash 0(￿[ 77.6% 2.70V 8.80Vg 4.00Y. 4.30Y. 2.60% 100.OOYb 79.4% 2.800 8.50% 4.20° 1.800/. 3.30% 100.00% OgSÈp-24 £'ooo 2,329 1,416 913 2024 £'ooo 4,873 4,605 9,478 Intèrèst income on assets Gainlllossl ￿ assats Actual r8tum on assots 64

ST ANNE'S COMMUNITY SERVICES Company No 1089026 Admission Agreement for admlsslon to West Yorkshire Penslon Fund In connection with a contract b&￿een City of Bradford Matropolitan Council and the organisation, an agreementfor admission to a new section of WYPF was entared into with effeclfrom 20 December 2011. The agreement is specific to eligible staff transferred to St Anne's by virtue of the contract and will terminate on the expiry or earlier termination of the contract. This section of the WYPF was fully funded at the start of the agraement. Subject lo the organisation complying with specrfic dauses in tha agreement, any deficit relating to this section of the fvnd will be subsumed by the Gouncil. Due to th8 subsumption arrangements in place, assets and liabilities relating to this section ofthe WYPF have not bean includ8d in the organisation's balance shaet. The Mccloud judg8ment In December 2018, the Court ofAppeal ruled that the transitional protection offered to some membars of public sector pension schemes as part of reforms to Ihos8 schemes amounted to unlawful discrimination, as a result an allowance should be made forthe Mccloud Judgement in accounts, however the allowance is highly dependent on the salary increase assumption. As the assumed rate of CPI for St Anne's salary increases is less than CPI, Mccloud will not have an impact, and no allowanca is therefore included in these financi21 statements. 21. RELATED PARTY TRANSACTIONS The organisation paid £37k (2024.. £52k) during th8 year as a management rècharge to St Anne's Trading Ltd, (s88 note 10). St Anne's Trading made a Gift Aid Distribution of profits to St Anne's Community S6Nices of £18k (2024: £20k). There were no monies due from St Anne's Trading Ltd to St Anne's Community Services at the year-end (2024.. £10k). In the year to 31 March 2025. the organisation paid the Voluntary Organisalions Disability Group (VODG) membership of £4k12024: £4k>. The CEO of St Anne's Communlty Servlces is also a board member of VODG. There were no other related party transactions in the year. 65

ST ANNE'S COMMUNITY SERVICES Company No 1089026 22. CATEGORIES OF FINANCIAL ASSEfs AND LIABILITES 2025 2024 £'ooo £'ooD Financial Assets at amortised cost Rent and SenAce Charg8s recaiwdbl8 Inv)iced Debtors 465 4,247 220 3,694 Other débtors Accrued Income 540 329 5,472 4,975 Financial liabilitiès at amorfjsed cost Trade creditors 1,829 170 239 2,689 739 2,147 161 276 other creditors Deferred capital grant Accruals 8nd defe￿ed Income 2,058 689 Other taxation and social security Pension Gontributions 218 194 5,884 5,524 66