2025-03-31-accounts

St Giles Turning a past into a future ANNUAL REPORT AND FINANCIAL STATEMENTS 2024/25 Company Number: 2175146 Registered Charity Number: 801355 impact series

Contents STGILESTRUST.ORG.UK Duncan Gibson, Chair of Trustees 4 Tracey Burley, Chief Executive 6 Who We Are 8 Introducing the Three Pillars 10 Our Year in Numbers 12 Explaining our Lived Experience Ecosystem and Impact 2025 14 Impact - Poverty and Donna's Story 17 Impact - Addressing Violence and Exploitation and Simon's Story 1 20 Impact - Justice and Evie's Story 23 Looking Forward 25 Safeguarding Update and Looking Forward 26 Equity, Diversity and Inclusion Update and Looking Forward 27 Fundraising Highlights 28 Structure, Governance & Key Management Personnel 29 Public Benefit Statement 29 Finance Review 30 Risk Management 34 Approach to Fundraising 37 Reference and Administrative Details 38 Trustees Responsibilities 40 Independent Report of the Auditors 41 Statement of Financial Activities 44 Balance Sheet 45 Statement of Cash Flows 46 Notes to the Accounts 47 ANNUAL REPORT & FINANCIAL STATEMENTS

Foreword Chair of Board of Trustees St Giles cy irffennol yn dayfodol da past into a St Giles stands by the people in communities across the UK who need us most. This year we have intensified our efforts to support them, ensuring that we are focussed on the issues upon which we can have most impact. We have produced a new strategy which sets our future direction of travel. prison-based Peer Advisor training over a 3 year period to the end of March 2025. This investment recognises the long-term value of developing the skills and talent grounded in Lived Experience - both for the future of St Giles and the wider sector. Although this decision has tightened our margins, it was the right one to make as it helps secure this vital area of our work. This strategy defines three pillars of work - poverty, violence & exploitation and justice. Within these We secured key successes - including funding for pillars lie services providing the leading-edge a two-year schools-based mentoring programme, expertise and experience that we hold. expanding hospital violence reduction work into Bedfordshire, strengthening our justice offer through Critically, they are also the issues upon which our the St Giles Wise partnership, and receiving awards Lived Experience Ecosystem (see page 14) can for our Pantry network. Most importantly, our teams create positive change at an individual, systemic continued to transform individual lives every day, and societal level. St Giles prides itself on working often in the most difficult circumstances. within the communities we serve, enabling us to identify emerging needs and develop innovative, The Board of Trustees has provided expertise and effective responses. We are further enhancing our guidance to help St Giles navigate the exernal ability to capture the full impact of these lifechanging landscape which requires us to meet increasing services, ensuring our stakeholders know how their demands on fewer resources. We remain confident investment in St Giles has led to demonstrable St Giles will respond to it with its unique blend of change. innovation, pragmatism and client-first outlook. The Executive Team, supported by the Board of These aren't just issues that are important to us at Trustees, will continue to bring stability, confidence St Giles. They are some of the most critical issues and perspective. facing the UK today. One in five people live in poverty; young lives are still blighted by fear, violence and exploitation and our Justice Svstem is overburdened. The need for St Giles has never been more acute. St Giles stands ready to play its part in the movement to address the UK's critical issues. We are ready to innovate and collaborate, to continue to work with our clients to ensure they can build their own futures with confidence. The need is clear, but the operating environment is tough for charities, we are all being asked to do None of this work would have been possible more with less, to navigate a changing external without our funders, partners and supporters. On environment and to recalibrate how we engage and behalf of all of us at St Giles, a huge thank you. We deliver with a Labour government. Keir Starmer's are extremely grateful for your loyal support and for visit to St Giles when he was Leader of the helping people we support build a better future. Opposition in 2023 helped bring about a pledge by Yvette Cooper to half knife crime over the next Lastly, I would like to say a sincere thank you to all decade. St Giles has the knowledge and confidence the team at St Giles and the Board of Trustees. We to inform how policy is shaped and delivered, and recognise that it has been a year of change, but this is a priority we will continue to take forward. the team have remained committed to putting our clients first despite these challenges. Thank you for In 2022/23. St Giles made the decision to invest your skill and dedication. income designated for infrastructure spending into impact series FORWARD BY THE CHAIR Duncan Gibson, Chair

Tracey Burley Chief Executive foreword This year has brought significant challenges shaped by a complex and shifting external environment. We have navigated a transition between Governments, continued to face sustained pressure on funding, and absorbed rising operating costs driven by inflation and increases in National Insurance. The people St Giles supports have felt these pressures too. Our end-of-year figures show a clear and growing demand for our services, reflecting the deepening impact of these economic and social challenges on the most vulnerable in our communities. Despite these headwinds, our commitment to delivering life-changing support has remained steadfast. We continue to adapt, innovate, and advocate - ensuring that those we serve are not left behind. These figures speak for themselves. Last year, we helped 869 vulnerable young people exit child criminal exploitation or reduce their involvement in it. We currently have 120 households waiting to use St Giles's Pantry network, as visits to all nine of them surged to 12,620, more than double the 5,300 in the previous year. We supported over about Experts by Experience and the exciting 10,600 people in prison. The number of intensive, opportunities this will bring for people who have caring, compassionate one-to-one support sessions Lived Experience and organisations looking to we delivered nearly doubled to nearly 40,000. work with them. These figures are just a snapshot of the committed, hard work of our teams. We do not see an end to these pressures in the coming year and, crucially, this knowledge spurs us forward to make sure we are there for those who need us in future. Over the last year, we have been taking forward a programme of change and this will continue into the coming year. The changes will ensure that we create maximum impact where we are needed with reduced resources available. These key changes are underway: • We are refocussing our services into three pillars where we know we have solid expertise and a need for our work, these are Poverty, Violence & Exploitation, and Justice. • We are developing a client impact strategy and under our new structure there will be a dedicated function responsible for this. We know anecdotally that we bring immense value to individuals, communities and wider society and it is vitally important that we quantify it. • We are influencing policy to ensure that the issues facing the clients we support and communities they work in are heard by those in power. Our key focus on cost-effectiveness will remain, ensuring that every pound we have is used in a way which will deliver the best benefits for our clients. We have reorganised our teams to align to our three pillars of work and our colleagues are keenly aware of the need to use our resources in a way which delivers both impact and efficiencies. These pressures are not unique to us; they reflect wider challenges across the sector and society, where demand is rising and resources are stretched. By staying true to our mission and adapting with purpose, we aim not only to emerge stronger but to help shape a more responsive and inclusive future for all. I would like to express a sincere thank you to our funders and supporters who have stayed by our side despite the challenges we have faced over the past year. These are extraordinarily tough times for some of the most disadvantaged, vulnerable people in our communities and for those currently in prison. Your support is playing a direct part in providing hope and opportunity. Thank you from all of us at St Giles. Also, I would like to express gratitude to our Board of Trustees, whose support, guidance and networks have been critical over the past year. Lastly — and certainly not least — to our wonderful colleagues whose dedication, skill and care has a transformative impact in the most profound way on people's lives. The Lived Experience Ecosystem will steer our work for the next year and beyond. Over the past year, we have seen it flourish in new projects such as our mentoring work and an extension of our hospital work into Bedfordshire. In this report you can read further Tracey Burley, Chief Executive St Giles FOREWARD BY THE CEO STGILESTRUST.ORG.UK St Giles Turning a past into a fu : Giles 1g a past into a future

Who We Are The Trustees present their annual report and strategic report, together with the audited accounts of the charity for the year ended 31 March 2025. Our objectives and activities along with our achievements and performance are covered in the "Who We Are" and "Our Impact" sections. We are St Giles, we help people impacted by poverty, violence and exploitation and the Justice System to build a positive future. We are the right people, in the right place, at the right time to ensure people can build their own pathway to progress their lives. We do this because we believe all of us should have the opportunity for a better tomorrow. THE WAY WE WORK Lived Experience is in our DNA St Giles' Lived Experience Ecosystem captures the essence and ethos of our Lived Experience approach whilst providing a framework and lens through which internal activities, policies and processes and external services are identified and developed. It ensures that we understand the people that we support, the issues that they face and what works best to help them. We see the whole person We work with people, not with problems. Our approach is personal, holistic and open-ended so that people get the support they need. We recognise individuals as part of their wider community, supporting them to access other services, integrate and build social capital. 8 REPORT OF THE BOARD OF TRUSTEES 2024/25 STGILESTRUST.ORG.UK We work local to national We listen and learn from the people and communities in which we work. We advocate for them and for what works. We grow the evidence base for what works and seek to replicate the solutions in other local contexts and showcase their impact. We work national to local We work with partners, funders and policymakers at scale to mainstream best practice, embed Lived Experience and to make interventions work with and for the communities where they are most needed. We work for today and tomorrow We pride ourselves on making things better in the here and now, at both a systemic and individual level. We strive to make life better in the future by influencing the systems that impact people's lives.

Pillars of Work STGILESTRUST.ORG.UK During 2024/25 the Board of Trustees agreed that the organisation would begin to align its work, internal structures and external communications to three strategic pillars of work. These three pillars are the areas of work where St Giles has a long and proven track-record of delivery and expertise, where we have pioneered solutions and interventions and where we can speak with authority. Not only are these three pillars important to St Giles, they are also some of the most critical issues facing UK society at this time. St Giles has a vital role to play in the movement to tackle those issues. St Giles POVERTY VIOLENCE & EXPLOITATION THE JUSTICE SYSTEM Why? 4.5m households across the UK are impacted by poverty Why? One in five teenagers reported experiencing violence in the past year; that's over 444,000 people Why? 26% of those with a conviction reoffend, rising to 50% for those serving short sentences. Annual re-offending costs the UK taxpayer £18 billion'. 1. Ministry of Justice Report: Economic and social costs of reoffending (2019) https://assets.publishing.service.gov.uk/ media/5d1de7a4e5274a08d13a684e/ economic-social-costs-reoffending.pdf OUR THREE CORE PILLARS OF WORK These areas of work are important to our communities across the UK, and this is why they are important to St Giles. 10 REPORT OF THE BOARD OF TRUSTEES 2024/25

Our Year In Numbers 39,823 one-to-one support sessions carried out (19,001 in 23/24) 14,851 hours of advocacy were provided 869 clients reduced their involvement in gangs or county lines (382 in 23/24) 10,693 new clients engaged with our Justice System projects 12 REPORT OF THE BOARD OF TRUSTEES 2024/25 + 78,518 individuals were reached though our schools work (96,668 in 23/24) 16,793 new clients were supported STILESTRUST.ORG.UK l 12,620 visits were made to our Pantries (5,300 in 23/24) ,063 Peer Advisors completing training in advice, guidance and support (386 in 23/24) 13

Explaining our Lived Experience Ecosystem and Impact 2025 STGILESTRUST.ORG.UK The Lived Experience Ecosystem is a conceptual framework that maps the many ways in which Lived Experience is embedded across the organisation. It recognises that Lived Experience is not a single programme or initiative. Instead, it is a dynamic and interconnected system that spans individual transformation, workforce development, organisational culture, service delivery, and systemic influence. When these elements are aligned and balanced, Lived Experience can drive change at every level, from personal growth to policy reform. The Lived Experience Ecosystem is structured around five key levels: Harnessing the potential of Lived This framework is already in place Experience has been at the heart at St Giles, but our ambition is to of St Giles for over 20 years. take it to the next stage. Quite simply, it means we can provide This represents a new approach that higher quality support for the people harnesses its power in a way which we work with as the services are has impact beyond our sector. delivered and informed by those who have been there themselves. It is not only about embedding Lived Experience more deeply, but Over the years at Giles, Lived Experience has shifted from being a standalone service through our Peer Advisor Programme to becoming the very foundation of all our work and a tool for positive change. also about elevating it to drive transformation for individuals as well as across services, systems in a way that delivers positive societal change. Individual Supporting people with Lived Experience through psychological safety, trust and trauma-informed practice. Workforce Creating inclusive, flexible, and supportive working environments that value Lived Experience. Organisation Embedding Lived Experience in leadership, recruitment, training, and decision-making. Community & Services Delivering credible, co-produced, person- centered services that empower people and challenge stigma. Systemic Using insight from Lived Experience to influence policy, redefine expertise, and drive innovation. 14 REPORT OF THE BOARD OF TRUSTEES 2024/25 15

Our Impact in 2025 Lived Experience Some exciting developments have taken place over the last year: • Taith Exchange - thanks to funding from the Welsh Government, our volunteers and colleagues in Wales participated in an exciting international exchange programme where they could share their learning and experiences with a likeminded organisation in Norway, placing our Lived Experience Ecosystem on an international footing. • Experts by Experience - also in Wales, funded by the WCVA and Welsh Government, we have developed Experts by Experience which will provide a platform enabling people with Lived Experience to connect with job and volunteering opportunities, alongside a toolkit for organisations wishing to embed a Lived Experience model. It will be rolling out this coming year through workshops and events. • Peer Advisor Network Evaluation - in August 2024, we launched an evaluation into our National Lottery Community Fund supported Peer Advisor Network. It worked in local communities providing Peer Advisor training for people experiencing severe disadvantage. Over the five years of the network, 576 people trained through it, 98% of these moved into volunteering positions and 237 of these achieved paid employment. Over 10,000 vulnerable people benefitted from the support of a trained and skilled Peer Advisor with Lived Experience. • Our colleague Des Skvers won Mentor of the Year at the Multicultural Business and Community Champion Awards for his work bringing his Lived Experience and professional skills to help young people at risk - further details on page 20. Steven wouldn't be here if it wasn't for St Giles... I'm so grateful for the support... Having the training that Jamie did at St Giles changes people lives and then they go on to change other people's lives like Steven's... It gives us hope. Julie, mum of Steven who trained through the Peer Advisor Network. Three Pillars Impacts Poverty STGILESTRUST.ORG.UK The Pantry Network has continued to play a vital role in addressing food insecurity and promoting overall wellbeing among its clients through a holistic, wrap--around support model. This past year has seen a sharp increase in the number of individuals using the Pantry Network, underlined by our end-of-year data for the year ending December 2024 which showed that skipped meals were becoming the new norm amongst people experiencing poverty. 79% of those first referred to our Pantries reported reducing meal sizes or skipping meals entirely due to lack of money, while 48% admitted to going a whole day without eating. Despite the prevalence of such hardships, the Pantry has provided a safe and dignified space for people to reduce food insecurity, increase their financial resilience, improve their health and build connections with their local community. The Pantry has been nothing short of a lifeline. Increased bills, rising food costs and with everything going up- with the exception of wages and benefits - it's become very hard to eat well on a tight budget. The staff are friendly, hardworking, helpful and always welcoming. Michael, Pantry client. received by our Pantries, helping prevent 258,85 tonnes of CO, emissions. The retail value of this • 72% of people reported that their financial food was over £554,000 which provided an situation improved. Likely impacts include estimated 378,909 meals! reduced use of crisis interventions and improved ability to budget. • 60% of people reported that their physical health had improved - one client completely reversed her diabetes - and 68% reported better mental health. Likely impacts include fewer NHS appointments and emergency use of NHS services. Additional to our Pantry Network, our teams have continued to provide essential finance, debts and benefits advice to our clients across our services. Poverty despite employment remains a big issue facing many, so connecting them with financial support to help make ends meet has been vital, alongside improving people's employment situations. • 80% felt more socially connected because of visiting the Pantry and building supportive networks. Likely impacts include reduced use of mental health services and increased volunteering. Awards and accolades: • May 2024 - The Norwich Pantry won the Skills Accelerator Award from the Nourishing Norfolk Awards We are extremely grateful to the corporate partners • October 2024 - Y Pantri in Colwyn Bay won who supported us with 32 volunteering sessions at the Wales Social Business Awards our London pantries. Community-based Social Enterprise Award and was also a finalist at UK Social Enterprise Alongside poverty alleviation, the Pantry network has played an important part in sustainable food practices.158.9 tonnes of surplus food were 1 Calculated for St Giles Trust by Fareshare and the Felix Project. 16 REPORT OF THE BOARD OF TRUSTEES 2024/25

Donna's Story When Donna first met us at St Giles' Y Pantri in North Wales she was experiencing severe poverty and fleeing domestic abuse. Alongside urgent need for food support, there were many other issues in her life which required the team's advice, advocacy and care. Due to the domestic abuse, Donna had been rehoused over one hundred miles away from her home area. She did not know anyone locally, and was experiencing poor mental health. Her income did not fully cover her rent, so she was struggling to make ends meet. All these pressures were compounding an already distressing, disorientating situation for her. Alongside her visits to Y Pantri, our team regularly checked in with Donna to provide companionship and help her settle into the local community. We also put her in touch with mental health support services so she could come to terms with her trauma and get help with her ADHD. To alleviate her financial pressures, our team advocated with the authorities to grant Donna a discretionary housing payment to cover the portion of her rent that was not met by housing benefit. 18 REPORT OF THE BOARD OF TRUSTEES 2024/25 They also secured fuel vouchers and put in an appeal for her claim for Personal Independence Payment which had been previously refused. With Christmas approaching, we arranged for a parcel to be delivered to Donna containing warm pyjamas and books. Through our Pantri supplies, we organised a Christmas dinner with full trimmings to be delivered to her home so she could have a comforting day and a good meal. Donna's situation is complex, and she has been through a great deal of trauma. However, with St Giles's support she is making good progress and gradually coming out of her shell. Her emotional health has improved, and she is looking forward to her future. She has expressed an interest in volunteering at Y Pantri. We hope with continued support she will be ready to do this as a way of building a future and having a fulfilling life. St Giles's Pantry Network is about more than just food. As Donna's case highlights, it plays a vital role in helping increase independence, decrease social isolation and provide companionship in times of upheaval and stress. Name changed to protect the client's confidentiality. STGILESTRUST.ORG.UK impact series 19

Three Pillars Impacts Violence and Exploitation STGILESTRUST.ORG.UK Last year, we secured funding to expand our existing work preventing and addressing child criminal exploitation and violence. adversity-related harms, providing them with care, Awards and Accolades: support and advocacy to stay safe once discharged and access positive opportunities. Intervening at this critical crisis moment in a young person's life A two-year grant from the Youth Endowment Fund increases the possibility of successful engagement announced in July 2024 enabled us to provide and positive progress. • October 2024 - the West Midlands Hospital Team were recognised as Anti Violence Champions at the opening ceremony of the Knife Angel sculpture in Sandwell. Mentors working in schools across five regions. These Mentors work with children and young Over the last year, we further developed specialist • November 2024 - one of our schools- people who are identified as being at a heightened work with girls and young women at risk of violence embedded Mentors Chantele Barker was risk of violence and exploitation. and exploitation. In North Yorkshire, we developed interviewed by Channel 4 News to highlight her a mobile support unit operating from a van which work supporting young people at risk of violence There are several complex and interconnected parks up in areas where girls and young women and exploitation. factors that increase a young person's vulnerability. | gather. It is a drop-in service providing advice, These include poverty, family breakdown, exclusions support and signposting on any issue the young and social media risks, all of which can negatively women need help with. In a largely rural area where impact emotional wellbeing, stability and behaviour. risks can be high but support services scarce, this project is an important safety net. • December 2024 - Team Leader in our schools- embedded work, Des Skyers, won Mentor of the Year in the Multicultural Business and Community Champion Awards. The Mentors become a trusted adult who young | people can turn to at times of pressure and risk. Our work helping children and young people caught • Feb 25 - St Giles London Hospitals Team Leader Lived Experience plays an important part in this up in child criminal exploitation has successfully Samir Khattab was interviewed by Idris Elba for work, increasing engagement and trust between continued. Through a MOPAC (Mayor of London BBC's seminal documentary on knife crime Our the Mentors and the young people they support. In Office for Policing and Crime) funded multi-agency Knife Crime Crisis. turn, the Mentors work closely with school staff and partnership, St Giles are supporting children and other agencies to share information and keep young people from London who are victims of child young people safeguarded. criminal exploitation to make a safe and sustained Schools have reported improvements in attendance, exit. Our interventions can last up to two years, behaviour and engagement in lessons because recognising the fact that it can take considerable of the Mentors' support, demonstrating the time to undo years of trauma and exploitation. effectiveness of targeted interventions. Our goal under our Violence and Exploitation pillar Over 100 young people were supported by our is to continue this work and better capture its huge impact, ensuring young people are heard, seen schools-embedded Mentors last year. Additionally, and supported to stay safe and succeed. group workshops and professional training continued to have an impact in a wider setting with 659 sessions reaching over 78,500 participants. We also secured funding from Bedfordshire's Violence and Exploitation Reduction Unit to expand our hospital-based violence reduction work into Bedfordshire and Luton and Dunstable hospitals. We are pleased to report that our existing work in hospitals in London and the West Midlands was renewed by these respective Violence Reduction Partnerships. This is vital work helping young people who sadly becomes victims of violence and Thank you for your support in a very difficult time. You have such a lovely manner where you make others feel at ease because you come across as a genuinely caring person with a positive attitude. You bought light into a very dark situation and I definitely felt that there was someone who was looking out for us. Feedback from a parent on the support their son received from our team at the Royal London Hospital. 20 REPORT OF THE BOARD OF TRUSTEES 2024/25 21

Simon's Story When Simon first met St Giles, he was 21 and at a crucial turning point in his life. Having grown up around serious violence and exploitation, he had already experienced more than most young men - excluded from school, involved in child criminal exploitation from the age of 15, and had served time in prison for drug-related offences. Tragically, a few years earlier, Simon had been shot and was living with the ongoing trauma. He was determined to leave his old life behind but unsure of how to make meaningful changes. He had plenty of ideas and motivation but needed a roadmap to move forward. Simon and his Caseworker had a good rapport, built on trust and honesty. We worked with Simon to address some immediate barriers in his life, securing housing and arranging repairs to make his home safe. From there, we referred Simon to other local agencies for added support and helped him identify opportunities that he had never considered before. Through our support, he gained a Construction Skills Certification Scheme card, opening doors to work in the construction sector. We knew Simon had a huge love of dogs, so we introduced him to a dog breeding and training course. He is now a self-employed dog breeder and trainer, turning a lifelong passion into a viable career. Alongside this, we helped him complete a Food Hygiene Safety course, and he is working with one of our charity partners in Camden to develop a business plan for a burger stall - another step towards long-term financial independence. Simon has become a role model in his local community. His progress has inspired other young men on the project, and he has taken an active role in encouraging them to stay out of trouble and pursue their own goals, drawing on his own experience to show that change is possible. His name no longer appears on the police's radar in connection with gang violence. He is still on Probation but fully compliant, focused, and thriving well in his life. REPORT OF THE BOARD OF TRUSTEES 2024/25 Three Pillars Impacts Justice It's a wonderful thing you do. You've helped me so much after my release, not sure where I'd be if I hadn't got your support, a lot sadder that's for sure. Feedback from someone supported by our North Yorkshire Commissioned Rehabilitative Service: Contract. Name changed to protect the client's confidentiality The prison-based Peer Advisor Programme has continued to offer vocational training and qualifications alongside hope and opportunity. In total, 936 people in prison successfully gained a certification in Advice and Guidance alongside other courses covering areas such as supporting young people at risk, introductions to housing and homelessness and financial capability. Behind these figures are individuals who now have professional skills which can be used to progress their lives whilst supporting others. As St Giles Wise, we are working in partnership with The Wise Group to provide rehabilitation services for people involved in the Justice System. Anchored in St Giles's Lived Experience Ecosystem, we are providing peer support for people in custody and for those on release. This work is built on credibility, trust and consistency to help people navigate services and overcome barriers. People in prison are amongst some of the most vulnerable and disadvantaged people in our society. Our partnership work with The Wise Group provides professionally trained, trauma-informed Caseworkers who have experience and have first-hand insights of the Justice System and how it operates. Their professional training coupled with these insights means they really understand the challenges faced by the people they support, possessing the skills and knowledge to help guide them through what can seem a maze of services, projects and compliances. Practical assistance is provided on a range of issues such as helping with benefits, registering with a GP, helping people settle into accommodation and reconnecting with family and friends. Our work in prisons and with prison-leavers continues to have an impact on an individual and societal scale. Supporting people to build employability skills and guiding them through their resettlement into the community after release are crucial factors in reducing re-offending and future victims. Last year, 10,693 people engaged with our projects in the Justice System. Of these: • 7,352 reduced their risk and improved their safety • 3,702 improved their wellbeing and relationships • 815 secured housing because of our support • 503 reduced their debts and improved their finances Specialist knowledge around benefits and local resources is also a key function that St Giles excel in. Lack of access to sufficient funds is a problem for a lot of those who work with Probation and can lead to further offending behaviour if not resolved. This has been a key issue for J, and she has been offered lots of support around this by Kelly who has assisted with navigating a paper-based claim which J has not been able to manage herself. Time constraints around Probation appointments mean that these kinds of activity can be overlooked or rushed" Feedback from a Probation Officer on our Footsteps Project supporting women on their release from prison

Evie's Story Looking Forwards STGILESTRUST.ORG.UK Evie* gave birth to her daughter while serving a prison sentence and was placed in a Mother and Baby Unit. Nearing release, she was referred to St Giles for support with accommodation and resettling into the community in a safe way. Before her sentence, Evie had been supported by a domestic abuse agency due to high-risk of domestic abuse from her ex-partner, which included severe violence during pregnancy that led to hospitalisation. At a multi-agency meeting involving probation, prison staff, social services, housing and the domestic abuse agency, St Giles raised concerns that the baby might be removed from Evie's care due to the threat posed by the ex-partner. Professionals collaborated to explore safe housing options— such as mother and baby units, refuge placements, or secure family arrangements. The priority was to give Evie and her baby the best chance of staying together. It was recognised that previous concerns about Evie's parenting were rooted in her vulnerability and past abusive relationships, not her ability to care for her child. Prison staff gave glowing feedback on Evie's parenting. She completed the Freedom Programme in custody and confidently asserted that she shouldn't be penalised for her abuser's actions. As a result of the coordinated efforts, Evie was granted early release under electronic monitoring to a foster family specialising in mother-and-baby support. St Giles has advocated for Evie on a range of issues. This included setting up a bank account, securing Universal Credit and housing benefits, and reactivating her housing application with supporting evidence to ensure higher priority for safe accommodation. She also received family support to help maintain stability for herself and her baby. Aware of her ongoing vulnerabilities, Evie continues to receive support from St Giles and others, focusing on recognising abusive behaviours, building healthy relationships, and preventing re-victimisation. ding a safer, more borative. tra la-informed and othe Evie is table ful e with daughter. The economic outlook remains uncertain, and we expect demand for our services to continue rising. Against this backdrop, we are preparing to meet future challenges with renewed focus and resilience. In the year ahead, we will ensure our internal structures, external partnerships, and strategic direction are aligned to maximise our impact. We will promote increased collaboration across regions and teams, enabling us to build shared expertise under our three pillars of work. We are also enhancing how we measure and communicate the impact of our work under each pillar, showing the real and lasting difference it makes to individuals, communities and wider systems. Our Lived Experience Ecosystem will be the foundation for this next chapter. We are committed to taking this model to the next level, using it to influence systemic change across the sector and beyond. We will continue strengthening relationships with decision-makers, partners and funders to shape policy and unlock sustainable opportunities. Alongside this, we are increasing collaboration across sectors to share learning, raise awareness and amplify what works. To support our sustainability, we are reviewing all non-staff costs and introducing efficiencies where possible - from buildings and telephony to digital infrastructure. We are exploring new opportunities to address labour and skills gaps by harnessing and developing the talents of the people we support. In particular, with an increased government focus, along with specific funding available to support the UK's net zero target, we will conduct further work to understand and explore opportunities for our clients to ensure we can support them to access the growing demand in these sectors. St Giles CYMRU St Gilles ed to protect the client's confidentiality REPORT OF THE BOARD OF TRUSTEES 2024/25

Safeguarding Equity, Diversity and Inclusion (EDI) Last year marked a year of cultural and Looking forward: operational maturity in safeguarding, with clearer governance, strengthened practice, and • We are further enhancing our policies to ensure a more confident and informed workforce. that they remain up to date, clear to understand and that we have the best tools in place to keep Key achievements include: people safe. We will also be producing accompanying procedures for each policy. • The launch of the Safeguarding Recording System (SRS), providing real-time oversight of • We will also be examining our recording system safeguarding referrals and risk themes. and introducing monitoring and outcomes alongside recording. Our EDI vision, strategy and supporting action plan have been in place since December 2023 and the progress of this plan has been reviewed regularly. Our EDI vision and zero tolerance approach are visible across our intranet and offices. • Since launching our Challenge to Create Change campaign in January 2024, we've seen a heartening increase in colleague engagement around building an inclusive culture and fostering • Updated safeguarding policies were implemented, and a simplified Designated Safeguarding Lead (DSL) structure improved operational accountability. a strong sense of belonging. Colleagues are • We will be developing targeted safeguarding actively seeking advice and support to help training for each of our new pillars of work strengthen our shared values, while any serious alongside our existing mandatory training. concerns would always be addressed through • Our in-person safeguarding training sessions • We will be further improving our data capture of formal channels. achieved a 99% completion rate within mandatory recorded incidents and exploring ways in which • We rolled out Equality Impact Assessments for timeframes. Bespoke training was given to teams we can improve this where we are relying on use with any new policy, procedure or service with elevated safeguarding concerns, and external partner systems (e.g. NHS, HMPPS) thematic workshops and clinics supported wider design. This ensures that we are mindful of the where our colleagues are embedded. diverse characteristics and needs of all our staff learning and confidence. stakeholders (colleagues, clients, and visitors) • Safeguarding governance was further embedded through the introduction of a Quarterly Safeguarding Panel, structured case audits, and integrated alignment with our Quality and Impact frameworks. This approach has enhanced consistency in decision-making and accountability. and can effectively tailor services and policies, ensuring they are fit for purpose and meet the needs of the people they are intended for. This will further evidence our fulfilment of the Public Sector Equality Duty under the Equality Act 2010. As a consequence of our actions, safeguarding referrals increased - a positive indicator of growing confidence and awareness amongst our colleagues. Organisational learning from safeguarding practices and casework has informed our policy changes and improved our systems. • We launched a diversity data capture drive and will analyse and identify any trends that arise across any of the protected characteristics, lived experience, also considering intersectionality. This will allow us to compare to our previous data collected in 2022 and act accordingly. • Mandatory EDI training continues to be delivered to all new starters. Feedback on this training was positive with requests for further training. As a result, and in line with legislative change in October 2024 a refresher sexual harassment e-module was launched and mandatory for all colleagues. 26 REPORT OF THE BOARD OF TRUSTEES 2024/25 STGILESTRUST.ORG.UK impact series

Fundraising highlights Last year, we were pleased to secure several significant grants and renewals that reflect both our long-standing partnerships and growing national impact. These funds will support our vital work across the UK and help us continue transforming lives. A major highlight was securing a £400,000 grant from The National Lottery Community Fund for our ASPIRE project in Wales. This significant investment will enable us to continue supporting women facing the dual challenges of criminal exploitation and complex disadvantage, providing pathways out of harm and into safer, more stable futures. We were also honoured to receive a £97,000 legacy gift in recognition of our impactful SOS and SOSt programmes that work with young people at risk of violence and exploitation. Legacy donations such as this are deeply valued and help us to sustain and grow services where they are most needed. We are also delighted that charitable trust support for our work at The Royal London Hospital has been renewed, with a new three-year commitment secured in March 2025, ensuring funding through to March 2028. We also secured £58,800 over two years from Wales Council for Voluntary Action for the St Giles Cymru Volunteer Development Project. This initiative will enhance volunteer engagement and provide structured support for vulnerable women in Rhyl and Colwyn Bay - many of whom are at risk of exploitation and exclusion- through meaningful, skills-building volunteering opportunities. In addition, we were grateful to receive a £40,000 grant to support Y Pantri in Colwyn Bay. It not only provides essential food support but also acts as a gateway to wider services and opportunities for families facing financial hardship. We are extremely grateful for the support of all our partners and funders. We remain committed to using every pound to maximise impact for the people we support. 28 REPORT OF THE BOARD OF TRUSTEES 2024/25 starte JOLS ST GILES (A company limited by guarantee) Report of the Board of Trustees Structure, governance and key management personnel St Giles is a charitable company, first founded in 1962 and re-incorporated in 1987, with a new Memorandum and Articles of Association which were reviewed during 2016. Trustees may be appointed or re-appointed at any time by the Board and hold office for a period not exceeding three years, with the option of standing for re-election for up to two further three-year terms. By exception the Trustees may extend the appointment of an individual with special expertise. Trustees are inducted through a comprehensive information pack and service visits, along with induction meetings with the Chair, the Chief Executive, Senior Management Team and Heads of Department. The Board meets five times a year and Trustees focus on governance and strategy, significant new business, key risks and financial issues. The board is supported by a standing Finance and Audit Committee, a Risk and Safeguarding Committee, an Equity, Diversity and Inclusion (EDI) Committee, a Property Committee, and a Remuneration and Nominations Committee. The day-to-day management of the organisation is delegated to the Chief Executive, who is supported by a Senior Management Team comprising an Interim Chief Finance Officer, an Executive Director of Services, an Executive Director of Communications and Fundraising and an Executive Director of People. The Executive Directors are supported by Directors and Heads of Service with responsibilities for finance, human resources. community services, employment and training services, and prison services. Pay policy for key management Pay of key management is reviewed annually. The remuneration is benchmarked with similar size Public Benefit The Trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission in determining the activities undertaken by the charity. Further details on the activities undertaken by St Giles during the year are given above under "Who We Are" and in the "Our Impact".

ST GILES (A company limited by guarantee) Report of the Board of Trustees Finance Review Our income has increased from £21m in 2023/24 to {22.4m in 2024/25. This has been driven by an increase in income from charitable activities from £15.1m to £17.1m which is offsetting a decrease in donations from £5.5m to £4.9m. Income from charitable activities increased as St Giles won additional statutory funding for services under our Justice pillar. The decrease in donations reflects the ongoing challenges across the sector in securing donations both with regard to the availability of funds due to ongoing economic challenges facing donors and the increased competitiveness for available funding. The majority of donations for St Giles come from Trusts and Foundations and Corporate partners and we have experienced slight reductions in funding from all sources in the current financial year. Despite the more significant income growth, expenditure only increased slightly from £22.3m in 2023/24 to £22.6m in 2024/25 as the organisation targeted a return to a break even position in the current year. This increase in expenditure comes from our direct expenditure on charitable activities which rose by around £420k, with support costs actually decreasing by around £120k. The slight increase in expenditure resulted in a small deficit of £250k in the current financial year, this was primarily due to some late unbudgeted costs that impacted on the final results, in particular in relation to unrecoverable VAT. Our staffing costs increased by around £0.8m from £16.6m in 2023/24 to £17.4m in 2024/25. This was despite a fall in the average number of employees from 441 in 2023/24 to 430 in 2024/25. increase was primarily driven by annual salary increments, along with an increase in redundancy costs from £21k in 2023/24 to £222k in 2024/25 which arose due to a greater number of contracts coming to an end at the end of March 2025 compared with previous years that resulted in a higher number of redundancies compared to previous years. Due to changes in how we structure and manage the organisation, staffing numbers have been shown according to the new pillar structure. These figures show a shift from staffing within to Poverty to the Justice pillar, this is partly due to a increase in funding under Justice and a decrease in Poverty but also reflective of our categorisation of some projects and roles which has been adjusted as we move to the new structure. As a result of the deficit, our total reserves have decreased to £8.3m this year from £8.6m in the prior year. This is broken down in the table below. Funds B/fwd Surplus/(Deficit for the Year) Funds C/fwd 7,223,580 (268,278) 6.955,302 1. Unrestricted Funds - £6,955,302 We hold unrestricted funds of £6,955,302 of which our General Fund of free reserves is £5.464,388; our Fixed Assets and investment Fund is £848,670; and our Designated Fund representing future projects is £642,244. 1.1 General Fund - £5,464,388 Presently the Trust does not hold the targeted minimum of three months running cost in free reserves, which currently equates to £5,661,159 based on 24/25 figures. This is not expected to limit our ability to respond to unexpected challenges or funding delays REPORT OF THE BOARD OF TRUSTEES 2024/25 STGILESTRUST.ORG.UK as the organisation has undertaken a restructuring programme to improve efficiency and effectiveness. This includes tighter budgetary controls, cost saving efficiencies and renewed focus on fundraising priorities. The three months running cost for 2025/26 under the new structure is £4,887,152 which is within the current free reserves balance. This restructuring programme aims to strengthen our financial position and ensure improved stability of our reserves moving forward. Funds € 424,524 21,846 446,370 Endowment Funds € 909,536 (6,704) 902.832 Total Funds 2025 € 8,557,640 (253,136) 8,304,504 Restricted funds allocated for expenditure in future years

ST GILES (A company limited by guarantee) Report of the Board of Trustees 1.2 Fixed Assets and Investment Funds - £848,670 This represents the cost of fixed assets and investments held of £848,670 which is primarily made up of the depreciated value of the Camberwell Office building and fixtures and fittings across all our offices. There are a small amount of other investments. 1.3 Designated Fund - £642,244 At the end of the current financial year there remains a total of £642,244 within the designated funds balances. This balance was allocated across the designated funds of building and organizational infrastructure, staff retention and recruitment and ICT and finance software. The Executive team have reviewed the balances on the funds and proposed specific actions in relation to each. This has been considered by the Board of Trustees and they have approved the continued ringfencing of the funds to ensure the necessary strategic investments can be made. The details of each designation including the existing expenditure and the future plans are set out below. 1.3.1 Buildings and organisational infrastructure The Trustees initially designated these funds to support the potential refurbishment of the St Giles Trust head office in Camberwell. It was recognized that the building in its current state needs an investment in order to bring in it line with the Due to the scale of the potential work required, the Trustees agreed to move the un-utilised balance from the "Staff retention and recruitment" designated fund to the "Buildings and organisational infrastructure" in order to increase the amount specifically set aside for this future work, acknowledging that before a final decision is taken the figure remains an estimate. expectations of a modern workplace. Preparatory work was undertaken to explore different options to refurbish the building, however no final decision was taken due to the potential 1.3.2 Staff retention and recruitment scale of the work and other ongoing organizational changes, in particular the move to the pillar structure, Last year, the board designated £182,508 to our that once finalised will have an impact on the prison employment programme, an innovative specific requirements from the building in the future programme aimed at developing a pipeline for our and as such need to be considered before making future workforce. This programme has now reached its successful completion. Due to savings throughout the program and supplementary funding that was The leadership team and the Trustees all recognise that there remains a need for long term investment in the building and as such that it is appropriate to continue to designate funds towards this. During 2025-26 the leadership team will be finalising a review of the options for the building and presenting a proposed way forward to the trustees for their endorsement, it is therefore anticipated that any significant spending against this fund will start in 2026-27. received we were able to delivery the planned activities and commitments for significantly less than anticipated and as such the fund has a remaining unspent balance of £103,577. As noted above it was agreed to transfer the balance to "Buildings and Organisational Infrastructure so as to increase the funds set aside for that project. 1.3.3 ICT and Finance Software Designated funds Total B/fwd Income Expenditure Transfer C/fwd Buildings and organizational 512.031 103,577 615,608 infrastructure Staff recruitment & retention ICT Finance Software 182,508 49,820 744.359 (78,931) (23,184) (102.115) (103,577) 26,636 642.244 Over the past four years, we have dedicated substantial resources to developing the organisation's digital capabilities. This funding in particular was set aside to replace the organisations financial software with a more advanced system better suited to the needs of the organization. During 2024-25, a total of £23,184 was spent on replacing the finance software and developing the systems and applications to maximise the benefits of that new software. There is a remaining balance of £26,636 which is expected to be spent during 2025-26 to finalise this project. REPORT OF THE BOARD OF TRUSTEES 2024/25 STGILESTRUST.ORG.UK 2 Restricted funds - £446,370 Restricted funds carried forward from the previous year totalled £424,524 and were allocated for use during the year. We recognise income in accordance with the Charity Statement of Recommended Practice (SORP). This can mean that income is recognised in an earlier period to the associated expenditure. Several grants were received towards the end of the year that fall into this category. Accordingly, they have been recognised as income in these accounts and carried forward within restricted funds of £446,370 to be applied against expenditure in 2025/26. Restricted funds carried forward from the previous year totalled £424,524 and were allocated for expenditure during the year. As a result, restricted funds have increased by £21,846 this year. 3. Endowment Fund - £902,832 The endowment fund was gifted by the Royal London Society and is used to make small grants to those at risk of offending or re-offending, seeking employment to break the cycle of offending. These grants are for items such as IT equipment, training courses, academic books, driving courses, work related clothing, work equipment and tools, childcare expenses, travel costs and ID support. We use the fund to provide hobby grants to those serving custodial sentences longer than 24 months. The intention is for the expenditure incurred on the above activities to be funded from the income received on the investment. The fund fell in value from £909 536 at 31 March 2024 to £902,832 at 31 March 2025. This is primarily due to the volatility in the markets during the start of 2025 due to the global uncertainty as a result of the tariffs imposed by the US Government along with other global instability.

ST GILES (A company limited by guarantee) Report of the Board of Trustees 4. Investment policy The Trustees carefully manage the charity's funds to generate income, keep investments safe, and ensure money is readily available when needed for cash flow or to cover any shortfall. To balance these priorities, most of the charity's funds are held in cash deposits and the Charities Official Investment Fund (COIF). At the end of the financial year, St Giles held £5,547,408 (2024: £6,180,076) in bank deposits, £45,947 (2024: £43,199) in equity-based funds, and £902,832 in a mixed investment portfolio that supports the Endowment Fund. The Trustees believe the interest income of £258,050 (2024: £365,201) represents a strong outcome for the level of risk taken. The Endowment Fund decreased in value by £6,704, with an Increase of £2,748 in other investments, both reflecting normal market movements in equity-based investments at 31 March 2025. 13. Risk Management The Trustees are responsible for the management of the risks faced by the charity and are assisted by the Executive and Senior Management Team. Risks are identified, assessed and controls established throughout the year and recorded onto the Organisational Risk Register (table right). It is recognised that systems cannot eliminate all risks but only provide assurance that the identified risks are being either mitigated or managed. The Safeguarding and Risk committee meet every quarter to discuss and oversee the management of risk, the approach to safeguarding and the governance of the charity. In doing so the committee has considered the guidance provided by the Charity Commission Governance Code. This committee also reviews our risk management framework and risk escalation processes, as well as the delegation of authority within the organisation to identify any areas for improvement. Risks currently identified are focused on the need to: ensure that St Giles has the funds it needs to achieve its strategic goals, to safeguard our clients, to comply with all relevant legislation and regulation, to safeguard our reputation and to ensure we have the right people and systems in place to deliver effectively and efficiently. REPORT OF THE BOARD OF TRUSTEES 2024/25 STGILESTRUST.ORG.UK Risks are identified, reviewed and monitored through the following channels: Board of Trustees Meetings Executive Team Meetings Finance and Audit Committee Risk and Safeguarding Committee EDI Committee Property Committee (H&S compliance) Renumeration and Nominations Committee 5 times per year Monthly 5 times per year 4 times per year 5 times per year Every 6 months Once per year The board also meet with the leadership team for a strategy day once per year. Risks Mitigation Failure to retain current funding or secure sufficient new income to sustain the organization's activities Failure to properly follow procedures leads to a client being harmed as a result of their interaction with St Giles • Dedicated fundraising teams in place focusing on both statutory and voluntary fundraising Business Development team in place to identifying new opportunities and partnerships • Continued efforts to diversify income streams to avoid over reliance on one income source • Continued investment in funder relationships to safeguard existing funds and open new opportunities • Appropriate systems and processes in place to ensure the quality of our services meets funder expectations • Continued emphasis on our lived experience model as a driver for our quality and to differentiate us from other organisations Regular review of systems and processes to ensure they are fit for purpose and risk to clients is mitigated • Regular refreshers and follow up to ensure St Giles staff are aware of key processes and procedures St Giles activities are planned and designed in a manner that ensure client safety 35

ST GILES (A company limited by guarantee) Report of the Board of Trustees Risks Failure to comply with all regulatory and legal requirements leads to sanctions or loss of funding Negative press coverage of incidents related to St Giles or the sectors we work in impacts our ability to raise funds or achieve our strategic goals Funding to retain or recruit staff to key roles impacts our ability to successfully deliver Internal systems and structures are inefficient or ineffective resulting in wasted funds or an inability to successfully deliver Mitigation DBS checks in place for all staff and volunteers • All staff receive mandatory training covering safeguarding and other critical areas • Internal monitoring and reporting systems in place to ensure all incidents are properly reported and dealt with appropriately. • Dedicated staffing related to key legislative areas such as safeguarding and data protection • Regular review of systems, processes and incidents at the Executive and Board level • Regular engagement with regulators and statutory bodies to stay up to date and engage on key issues Clear systems. controls and processes in place to limit the risk of any incident occurring • Comms team trained and prepared to address any negative stories • Strong relationships established with key funders to safequard against negative press coverage • Consistent output of positive stories regarding St Giles to showcase our work and strengths • Established way of working and action plan between the Executive and Board in case of critical incidents Ongoing work to review our pay and benefits package to ensure we are competitive • All staff supported to ensure continued professional development and growth within St Giles • Recruitment processes are regularly reviewed to ensure we identify and attract the best candidates • All internal functions undergoing review in 2025-26 to ensure structures, staffing and capabilities are aligned to organisational needs • Regular investment in systems and software to ensure these are fit for purpose and meet our needs • Regular budget review to ensure that costs are necessary and expenditure is rigorously and properly managed REPORT OF THE BOARD OF TRUSTEES 2024/25 14. St Giles Approach to Fundraising In 2024-25 our donors have supported our mission, empowering individuals affected by poverty, unemployment, the criminal justice system, homelessness, exploitation, and abuse to forge brighter futures. We are steadfast in our commitment to transparency and accountability, ensuring our supporters have a clear understanding of how their contributions make a tangible impact. St Giles is committed to keeping fundraising expenses low, spending less than 4p for every pound raised towards fundraising efforts. This includes the essential costs tied to our dedicate fundraising team and their associated activities. As members of the Fundraising Regulator, we adhere to the Code of Fundraising Practice and meticulously uphold the policy for engaging with vulnerable individuals, For the financial year ending March 2025, we have not partnered with any professional fundraising agencies, and our fundraising efforts received no complaints. We keep up to date with evolving regulations and promptly adjust our processes to ensure full compliance. Our Supporter Promise is readily accessible to the public on our website. 15. Reference and Administrative Details Patrons and Ambassadors Jenny Agutter OBE The Rt Hon The Lord Hogan-Howe QPM Kt The Rt Hon The Lord Phillips of Worth Matravers KG PC Martin P. Griffiths CBE DL FRCS FFSTEd FRSA The Rt Hon The Lord Gus O'Donnell GCB FBA FAcSS Martine Rose Freddie Fox Trustees Alfy Hayson (Resigned June 2025) Erica Handling Caroline Murray (Appointed April 2024, Gary Jones Resigned June 2025) Janet Hills MBE Caroline Waddington Janice Nix (resigned February 2025) Charles Pitts-Tucker Julie Key (née Rice) Debra Cook Pippa Murray Duncan Gibson (Chair) Sally Eley Elizabeth Lad (Resigned June 2025) In accordance with the charity's Articles of Association, the members of the Board of Trustees hold office for a period not exceeding three years, at which point they may be re-appointed for up to two further terms of three years and, save in exceptional circumstances, Trustees shall not serve more than a maximum of nine years.

ST GILES (A company limited by guarantee) Report of the Board of Trustees 15. Reference and Administrative Details Key Management Personnel Tracey Burley Malcolm Walker Andy Cross Nathan Srokosz Mathew Pilkington Francis Ajala Lornette Pemberton Chief Executive Deputy Chief Executive/Executive Finance Director (retired July 2025) Executive Director of Services Chief Finance Officer (Appointed June 2025) Executive Director Fundraising & Communications Interim Executive Director People & Culture (October 2024 - December 2024) Executive Director People (Appointed January 2025) Senior Management Team Becki Navarro Daniel Chapman Dayo Bajomo Emilie Martin Evan Jones Nicky Park Director of Service (Regions) Director of London Services Director of Finance Director of Internal Operations Director of Criminal Exploitation Development (Resigned April 2025) Director of Criminal Justice & Women's Services (Resigned July 2025) REPORT OF THE BOARD OF TRUSTEES 2024/25 15. Reference and Administrative Details Registered Office & Centre of Operations Georgian House 64-68 Camberwell Church St. London SE5 8JB Registered Auditors HaysMac LLP 10 Queen St Place London EC4R 1AG Bankers Barclays Corporate Level 27 1 Churchill Place London E14 5HP Charity Registration No. Website 801355 www.stgilestrust.org.uk Solicitors Investments Company Registration No. STGILESTRUST.ORG.UK Russell Cooke LLP 2 Putney Hill London SW15 6AB Rathbones 2 Gresham St. London EC2V 7QP CCLA Investment Management Ltd Senator House 85 Victoria St London EC4V 7QP 2175146

ST GILES (A company limited by guarantee) Report of the Board of Trustees 15. Statement of Trustees' Responsibilities The role of Trustees includes the oversight of the preparation of a three-year Strategic Plan for St Giles; the preparation of an annual budget and consequent monitoring of performance; and advising and supporting management. Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources of the charity, including the income and expenditure, for that period. In preparing these financial statements, the Trustees are required to: • select suitable accounting policies and then apply them consistently. • observe the methods and principles in the Charities SORP. • make judgements and estimates that are reasonable and prudent; and • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business The Trustees are responsible for keeping adequate accounting records which are sufficient to show and explain the charitable company's transactions and which disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. So far as the Trustees are aware at the time this report is approved: • there is no relevant audit information of which the charity's auditors are unaware; and • all steps have been taken by the Trustees to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. In signing this report Trustees are approving the strategic report in their capacity as company directors. Approved and authorised for issue by the Board of Trustees on 26/11/2025 and signed on its behalf by: Duncan Gibson Duncan Gibson REPORT OF THE BOARD OF TRUSTEES 2024/25 Independent report of the auditors To the members of St Giles (A company limited by guarantee Independent auditor's report to the members of St Giles Trust Conclusions relating to going concern In auditing the financial statements, we have concluded Opinion that the trustees' use of the going concern basis of accounting in the preparation of the financial statements We have audited the financial statements of St Giles is appropriate. for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Based on the work we have performed, we have not Sheet, the Statement of Cash Flows and notes to identified any material uncertainties relating to events the financial statements, including a summary of or conditions that, individually or collectively, may cast significant accounting policies. The financial reporting significant doubt on the charity's ability to continue as framework that has been applied in their preparation a going concern for a period of at least twelve months is applicable law and United Kingdom Accounting from when the financial statements are authorised Standards, including Financial Reporting Standard for issue. 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Our responsibilities and the responsibilities of the Generally Accepted Accounting Practice). trustees with respect to going concern are described in the relevant sections of this report. In our opinion, the financial statements: • Give a true and fair view of the state of the charitable company's affairs as at 31 March 2025 and of the charitable company's net movement in funds, including the income and expenditure, for the year then ended; • have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and • have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Other information The trustees are responsible for the other information. The other information comprises the information included in the Trustees' Report, Chair's Statement and the Chief Executive's Statement. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and. in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Independent report of the auditors To the members of St Giles (A company limited by guarantee) Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit: • the information given in the Trustees' Report (which includes the strategic report and the directors' report prepared for the purposes of company law) for the financial year for which the financial statements are prepared is consistent with the financial statements; and • the strategic report and the directors' report included within the Trustees' Report have been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' Report (which incorporates the strategic report and the directors' report). We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: • adequate accounting records have not been kept by the charitable company; or • the charitable company financial statements are not in agreement with the accounting records and returns; or • certain disclosures of trustees' remuneration specified by law are not made; or • we have not received all the information and explanations we require for our audit. Responsibilities of trustees for the financial statements As explained more fully in the trustees responsibilities statement set out on page 40 the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Irregularities, including fraud, are instances of non- compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud I s detailed below. Based on our understanding of the charity and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations relate to safeguarding, health and safety, In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. GDPR, and employment regulations, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as Companies Act 2006, the Charities Act 2011, and UK tax law. We evaluated management's incentives and opportunities for fraudulent manipulation of the Auditor's responsibilities for the audit of the financial statements financial statements (including the risk of override of controls) and determined that the principal risks were related to manipulation of results through journals Our objectives are to obtain reasonable testing and through income recognition. Audit assurance about whether the financial procedures performed by the engagement team statements as a whole are free from material included: misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. • Discussions with management including Reasonable assurance is a high level of assurance, consideration of known or suspected instances of but is not a quarantee that an audit conducted in non-compliance with laws and regulation and fraud. accordance with ISAs (UK) will always detect a • Evaluating management's controls designed to prevent and detect irregularities. material misstatement when it exists. Misstatements. Identifying and testing journals, and can arise from fraud or error and are considered material if, individually or in the aggregate, they •Challenging any assumptions and judgements could reasonably be expected to influence the made by management in determining the economic decisions of users taken on the basis charity's entitlement to income at the year-end. of these financial statements. 42 REPORT OF THE BOARD OF TRUSTEES 2024/25 STGILESTRUST.ORG.UK Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor's report. Use of our report This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members, as a body, for our audit work, for this report, or for the opinions we have formed. Lee Stokes For and on behalf of HavsMac LLP (Senior Statutory Auditor) 10 Queen Street Place London ECAR 1AG Date: 27/11/2025 43

ST GILES A company limited by guarantee. Company Number 2175146 Financial Statements Statement of Financial Activities for the year ended 31 March 2025 Notes Unrestricted Funds Restricted Funds Endowment Funds TOTAL 2025 Income and endowment from: Donations Legacies Charitable activities 1,308,140 97,619 7,578,476 3,554,983 9,551,017 4,863,123 97,619 17,129,493 Trading Income 47,111 47,111 Investment and other income 193,966 193.966 Other Income - Endowment Fund from Royal London Society 64,146 64.146 Total income Expenditure on Raising funds Charitable Activities: Violence & Exploitation Criminal Justice Poverty Total expenditure 2 8,984,235 13,411.223 22,395,458 312,340 449.465 761,805 1,132,343 7,810,577 3 9,255,260 9,167,576 265,840 3,506,496 13,389,377 10,299,919 8,076,417 3,505,496 22,644,637 Net income before investment gains/(losses) Net gains/(losses) on investments Net movement in funds Reconciliation of Funds Fund balances B/Fwd (271,025) 21,846 (249,179) 2.747 (268,278) 21,846 (6,704) (6.704) (3,957) (253,136) 7,223,580 424,524 909,536 8,557,640 Fund balances C/Fwd 6,955,302 446,370 902,832 8,304,504 TOTAL 2024 5,488,488 15,067,543 129,314 339,026 26.175 21,050,546 817,567 10,640,621 6,016,268 4,868,642 22,343,098 (1,292,552) 42,460 (1,250,092) 9.807,732 8,557,640 The notes on pages 47-62 form part of these accounts. The Statement of Financial Activities also includes the Income and Expenditure account for the year. There are no recognised gains and losses other than those shown above. Full comparatives for the Statement of Financial Activities are shown in note 12. FINANCIAL STATEMENTS STGILESTRUST.ORG.UK Balance sheet as at March 2025 2025 Notes FIXED ASSETS Tangible fixed assets Investments CURRENT ASSETS Debtors Cash at bank and in hand CREDITORS: Amounts falling due within one year Net Current Assets NET ASSETS FUNDS General fund Designated fund Projects Designated fund - Fixed Assets & Investments including revaluation reserves £99,749 Restricted Endowment Fund Restricted Funds € 6 802,724 948,778 1,751,502 8 3,640,387 5,547,408 9,187,795 9 (2,634,793) 6,553,002 8,304,504 5,464,388 642,244 848,670 902,832 446,370 11 8,304,504 2024 € € 818,252 952,735 1.770,987 5,162,629 6,180,076 11,342,705 (4,556,052) 6,786,653 8,557,640 5,617,770 744,359 861,451 909,536 424,524 8,557,640 Approved and authorised for issue by the Board of Trustees on Duncan Gibson 26/11/2025 and signed on its behalf by: Duncan Gibson Julie Rice

ST GILES A company limited by guarantee Company Number 2175146 Statement of Cash Flows Statement of Cash Flows For The Year Ended 31 March 2025 Cash flows from operating activities Net cash inflow from operating activities Cash flows from investing activities Interest received Payments to acquire fixed assets Net cash provided by investing activities Change in cash and cash equivalent in the reporting period Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year Reconciliation of net income/ (expenditure) to net cash inflow from operating activities Net Expenditure before investment gains/(losses) for the reporting period (as per the Statement of Financial Activities) Interest paid Interest receivable Depreciation of tangible fixed assets Decrease/(increase) in debtors Increase/(decrease) in creditors Net cash provided by (used in) operating activities 2025 € (790,608) 258,112 (100,172) 157,940 2025 (632,668) 6,180,076 5,547,408 2025 € (249,179) (258,112) 115.700 1522,242 (1.921,259) (790,608) 2024 (3,199,221) 365,201 (65,870) 299,331 2024 (2,899,890) 9,079,966 6,180,076 2024 (1.292 552) (365,201) 97,225 (2,051,718) 413.025 (3,199.221) ST GILES A company limited by guarantee Company Number 2175146 Notes to the Accounts Accounting Policies The financial statements of St Giles are prepared under the historical cost convention as modified to include the revaluation of investments at market value, and in accordance the Statement of Recommended Practice for Charities (SORP edition 2) and applicable accounting standards (FRS 102). The financial statements are in pounds sterling, rounded to the nearest pound. a. Income C. Donations, income from contracts and sundry income are recognised when St Giles has entitlement to the funds, performance conditions attached to income have been met, it is probable that the economic benefits associated with the income will flow to St Giles and the amount can be measured reliably. Grants receivable are included in the Statement of Financial Activities (SOFA) and are recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met. Grants relating to subsequent years are carried forward as b. Expenditure Expenditure is recognised where there is a legal or constructive obligation to make a payment to a third party, it is probable that a settlement will be required and the amount of the obligation can be measured reliably. St Giles is registered for VAT and accordingly, all expenditure is shown gross of irrecoverable VAT. Direct costs are charged to costs of generating funds and charitable activities as appropriate. Support costs are defined as those costs necessary to carry out activities but which do not constitute the output of the activity. Tangible Fixed Assets Depreciation is provided to write off the cost of the fixed assets, except freehold land, over their expected useful lives. Freehold buildings and improvement 2% per annum straight line Furniture and fittings 25% per annum straight line Motor 33% per annum straight line Taxation The company is a registered charity, and accordingly is not subject to Corporation tax to the extent that its income is expended for charitable purposes. Pension Costs Contributions made on behalf of employees' defined contribution pension policies are charged to the statement of financial activities in the year in which they become payable. New and existing employees who are not in the scheme were automatically enrolled in the scheme unless they have exercised their right to opt out of the pension scheme. St Giles matches contributions up to 6% and acts as an agent in collecting and paying over the pension contributions to third party pension providers. FINANCIAL STATEMENTS

ST GILES (A company limited by guarantee) Notes to the Accounts as at 31 March 2025 Company Number 2175146 STGILESTRUST.ORG.UK f. Investments Investments are shown at market value in the financial statements. Net gains and losses are taken to the Statement of Financial Activities. j. g. Designated fund The designated fund represents unrestricted funds allocated to fixed assets and long-term investments, along with funds allocated to future projects (see note 11). h. Endowment Fund The endowment fund reflects an amount received from the Royal London Society to be held as an endowment. Up to 5% of the capital can be expended annually. Going Concern The Trustees consider that there are no material uncertainties regarding St Giles' ability to continue as a going concern, they have reviewed budgets and forecasts for the next 12 months and are confident that the organisation has sufficient funds and secured future income to continue its operations for the next 12 months and beyond. The Trustees consider that the level of unrestricted funds is sufficient to safeguard the organisation against any unexpected challenges and that there are contingency plans in place to reduce expenditure if income is lower than anticipated. K. Critical accounting judgments and estimates In preparing these financial statements, management has made judgments, estimates and assumptions that affect the application of St Giles' accounting policies and the reported assets, liabilities, income and expenditure and the disclosures made in the financial statements. Estimates and judgments are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The most significant area of judgment is in relation to income recognition. The policies for income recognition are set out in note 1a. Cash at bank and in hand Cash at bank and cash in hand includes cash and short term highly liquid investments with a short o. maturity of 100 days or less from the date of acquisition or opening of the deposit or similar account. Financial instruments St Giles only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments, including trade and other debtors and creditors are initially recognised at transaction value and subsequently measured at their settlement value. m. Creditors and provisions Creditors and provisions are recognised where St Giles has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Foreign currency translation St Giles's functional and presentation currency is pound sterling. Monetary assets and liabilities denominated in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are recorded at the rate ruling at the date of the transaction. Dormant Subsidiary St Giles has one subsidiary undertaking. St Giles Enterprises CIC. The subsidiary has never traded, and it is dormant. On this basis consolidated accounts have not been prepared. An application to voluntarily strike off the subsidiary was made on 25th July 2025 and the CIC was dissolved via voluntary strike-off on the 14th October 2025. Legal Status St Giles is a company limited by guarantee registered in England & Wales. It is also a registered charity. Its registered address is 64-68 Camberwell Church Street, London SE5 8JB. impact series NOTES TO THE FINANCIAL STATEMENTS

ST GILES (A company limited by guarantee) Notes to the Accounts as at 31 March 2025 Company Number 2175146 2. GRANTS RECEIVABLE: Total income is £22,401,287 Examples of grants from funders to the value of £1,078,932 are listed below. Funder B and J Lloyd Family Charitable Trust BBC Children In Need Berkeley Homes South East London Big Yellow Foundation Cadogan Estates in partnership with the Kensington + Chelsea Foundation Colyer-Fergusson Charitable Trust Credit Sussie EMEA Foundation Everson Trust Homelessness - The Wallich Howden IICF - London Division Lancashire Foundation MariaMarina Foundation Marshall Foundation Miles & Miles Self Drive Limited Minton Charitable Trust Moore Kingston Smith LLP National Lottery - All For Awards - England National Lottery - All For Awards - Wales National Lottery - Million Hours Fund National Lottery Community Fund Nationwide Building Society Peer Hub - Cardiff Schroder Foundation Taylor Family Foundation Texel Foundation The 29th May 1961 Charitable Trust The 3Ts Charitable Trust The 4814 Trust The Covid-19 Support Fund The Fidelis Foundation The Girdlers' Company Charitable Trust The Goldsmiths' Company Charity The Grove Trust The Ingram Trust The Steel Charitable Trust The Waterloo Foundation Vitesse Youth Futures Foundation FY24/25 Amount 30,000 179,750 41,420 50,777 40,000 94,000 28,000 165,000 22.813 57,839 40,000 16,000 25,000 100,000 25,000 83,333 25,000 15,000 40,000 FY23/24 Amount 30,000 55,813 179,750 30,000 51,600 14,000 110,000 90,000 224,125 10,100 12,750 30,650 1,078,932 28,250 10,000 100,000 35,905 20,000 20,000 19,259 205,856 57,839 124,266 40,000 16,000 25,075 10,000 25,000 35,000 502,307 60,400 25,000 83,333 15,000 15,000 25,000 30,000 22,113 100,140 2.489.531 NOTES TO THE FINANCIAL STATEMENTS STGILESTRUST.ORG.UK 2a. Profit from St Giles Wise Ltd Included in the income is a profit of £O (2024 £O) from St Giles Wise Ltd. This is a joint venture between St Giles and the Wise Group; each party owns 50%, is entitled to an equal share of the profits and was established so each party could jointly bid for Ministry of Justice contracts. Зa. Analysis of Expenditure 2025 Staff Costs Other € 174,694 Depreciation € 3,536 Cost of generating voluntary income Charitable Activities: Violence & Exploitation Criminal Justice Poverty 583,575 8.425,080 5,674,540 2,745,744 17,428,939 1,818,876 2.364,021 742,407 5,099,998 55,963 37,856 18,345 115,700 3a. Comparative Analysis of Expenditure 2024 Raising funds Staff Costs € 680,572 Other 133.921 Depreciation € 3.074 Violence & Exploitation Criminal Justice Poverty 7.844,392 4,602,421 3,484,870 16.612.255 2,754,642 1,391,788 1,353,267 5.633,618 41,587 22,059 30,505 97.225 The 2023/24 figures have been restated in line with the Pillars of work. Total 2025 € 761,805 10,299,919 8,076.417 3,506,496 22,644,637 Total 2024 € 817.567 10.640.621 6,016,268 4,868,642 22,343,098 Included within total resources expended are the auditors' remuneration for audit of £23,350 (2024: {23,280), for non-audit services £5,400 (2023: £15,800), and depreciation of £115,700 (2024: £97,226). 51

ST GILES (A company limited by guarantee) Notes to the Accounts as at 31 March 2025 Company Number 2175146 3b. Analysis of Total Expenditure - Direct and Support costs - 2025 Staff Costs € Support Costs € Total 2025 € Expenditure on raising funds 674,603 87,202 761,805 Charitable Activities: Violence & Exploitation 8,816,842 1,483,077 10,299,919 Criminal Justice 7,018,919 1,057,498 8,076.417 Poverty 3,070,058 436,438 3,506,496 19,580,422 3,064,215 22,644,637 Included in support costs are governance costs of £25,750 (2024: £33,024). Governance costs include the cost of producing the annual report, the audit fee and advice related to VAT compliance. 3b. Comparative Analysis of total Expenditure - Direct and Support Costs - 2024 Direct Support Costs Total Costs € 2024 € Expenditure on raising funds 723.173 94,394 817.567 Charitable activities: Violence & Exploitation Criminal Justice 9.122.053 1,518,568 10.640.621 5.091.437 924, 831 6.016.268 Poverty 4.224.428 19,161,091 644,214 3,182,007 4.868,642 22,343.098 NOTES TO THE FINANCIAL STATEMENTS STGILESTRUST.ORG.UK 3c. Breakdown of Support Cost by Activity 2025 Directorate, Finance, HR and IT Other Central Services Cost Cost of generating voluntary income Charitable activities: Violence & Exploitation Criminal Justice Poverty 53,105 € 34.097 840,507 568,555 275,512 642,570 488,943 160,926 1,737,679 1,326,536 Support costs have been allocated to activities based on staff numbers in each area. 3c. Comparative Breakdown of Support Cost by Activity 2024 Directorate. Finance, HR and IT Cost of generating voluntary income 62,779 Charitable activities: Violence & Exploitation Criminal Justice Poverty 707,403 524.421 369,712 1,664,315 Total 2025 87,202 1,483,077 1,057,498 436,438 3,064,215 Other central Services Cost € 31,615 811.165 400.410 274.502 1.517,692 TOTAL 2024 94,394 1.518.568 924,831 644.214 3182.007

ST GILES (A company limited by guarantee) Notes to the Accounts as at 31 March 2025 Company Number 2175146 4. Staff Cost STAFF COSTS Wages and Salaries Social Security Costs Temporary Staff Pension Costs (note 10) Redundancy costs The average number of employees, analysed by function was: Violence & Exploitation Criminal Justice Poverty Other 2025 € 14,969,096 1,480,458 187,362 570,027 221,996 17,428,939 No. 180 122 59 69 430 No. 2024 14,480,764 1,403,195 163,020 543,754 21,522 16,612,255 441 No. STGILESTRUST.ORG.UK The number of staff earning above £60,000 per annum are: Band £60.001-570.000 £70,001-280,000 £80.001-590,000 £90.001-5100,000 S100.001- £110,000 £110,001 - £120,000 £120,001-£130,000 Above £130,001 * This does not include pension and National Insurance contributions. The key management personnel are the Chief Executive Officer, Deputy Chief Executive, Executive Director of Services, Executive Director of Fundraising & Communications and the Executive Director of People. The total employment benefits paid to key management personnel were £451,914 (2024: £494,884). NOTES TO THE FINANCIAL STATEMENTS 5. Transactions with Trustees No Trustees receive any remuneration or benefits from their trusteeship. During 2024-25 no expenses were reimbursed to Trustees (2024: nil). 6. Tangible Fixed Assets COST At 1 April 2024 Additions Balance at 31 March 2025 DEPRECIATION At 1 April 2024 Charge for the year Balance at 31 March 2025 NET BOOK VALUE 31 March 25 31 March 24 Overdraft Charge Freehold Land and Buildings € 1,193,391 1,193,391 542,553 21,288 563,841 629,550 650,838 Furniture and Fittings € 993,477 56,330 1.049,807 826.063 79,944 906.007 143,800 167,414 Motor vehicles 43,842 43,842 14,468 14.468 29,374 Total € 2,186,868 100,172 2,287,040 1,368,616 115,700 1.484.316 802,724 818,252 St Giles has access to an overdraft of £400,000 with Barclays Bank, if used a charge will be held against the Head Office premises at Camberwell Church Street.

ST GILES (A company limited by guarantee) Notes to the Accounts as at 31 March 2025 Company Number 2175146 7. Investments 2025 € 2024 Market value at 1 April 952,735 910,275 Net unrealised gains/(losses) on revaluation (3,957) 42,460 At 31 March 948,778 952,735 Historical cost at 31 March 2025 (Includes Royal London Society £827,724) 849,029 849,029 The investments are held in the Royal London Society Endowment fund, Barclays Capital fund, M&G Charifund and Blackrock. 8. Debtors STGILESTRUST.ORG.UK 9. Creditors Due Within 1 Year Grants received in advance Trade creditors Taxes & Social Security Other creditors Accruals Reconciliation of grants received in advance Grants received in advance brought forward Amount released during the year Amount deferred during the year Grants received in advance at 31 March 2025 € 1,268,502 302,208 599,951 3.939 460,193 2,634,793 2025 € 2,570,938 (2,465,938) 1.163.502 1,268,502 2024 € 2,570,938 547,936 873,944 97.931 465,303 4,556,052 Trade Debtors Prepayment & Accrued Income Other Debtors 2025 2,259,731 1,326.144 54 512 3,640,387 2024 3,714,940 1,385,650 62.039 5162.629 10. Pensions The company makes contributions to employee defined contribution pension policies. The pension cost represents contributions payable by the company. Contributions payable during the year amounted to £566,837 (2024: £546,413). A creditor is included in the accounts in respect of the amounts due at the year end. NOTES TO THE FINANCIAL STATEMENTS

ST GILES (A company limited by guarantee) Notes to the Accounts as at 31 March 2025 Company Number 2175146 11a. Analysis of Net Assets Between Funds Unrestricted Funds € Fund Balances at 31 March 2025 are represented by: Tangible fixed assets Investments 802,724 45,946 Current assets 8,741,425 Current liabilities (2,634,793) Total net assets 6,955,302 Fixed Assets & Investments Fund € Fund Balances B/fwd 861.451 Income Expenditure Losses/(Gains) on Investments 2,747 864,198 Transfers Change in fixed assets Total net assets (15,528) 848,670 902,832 446,370 802,724 948,778 9,187,795 2,634,793) 446,370 902,832 8,304,504 General Fund Designated Funds Restricted Funds Endowment Funds Total Funds € € 5,617,770 744,359 424.524 909,536 € 8,557,640 8.984.235 13.411.223 22.395,458 (9,153,145) (102,115) (13,389,377) (22,644,637) (6,704) (3,957) 5,448,860 642,244 446,370 902,832 8,304,504 15,528 5,464,388 642,244 446,370 902,832 8.304,504 NOTES TO THE FINANCIAL STATEMENTS 11a. Comparative Analysis of Net Assets Between Funds 2024 Unrestricted Funds € Fund Balances at 31 March 2024 are represented by: Tangible fixed assets Investments Current assets Current liabilities Total net assets Fund Balances B/fwd Income Expenditure Losses/(Gains) on Investments Transfers Change in fixed assets Total net assets 818,252 43,199 10,918,181 (4,556,052) 7,223,580 Fixed Assets & Investments Fund € 891,594 1.212 892,806 (31,355) 861,451 Restricted Funds 424.524 424,524 General Fund 5,537,534 7,265,058 7,216,177) 5,586,415 31,355 5,617,770 Endowment Funds 909,536 909,536 Designated Funds € 1,181,799 (437,440) 744,359 744.359 Total Funds € 818,252 952.735 11,342,705 (4,556,052) 8,557,640 Restricted Funds € 1,328,517 13,785,488 (14,689,481) 424,524 424.524 STGILESTRUST.ORG.UK Endowment Funds Total Funds € 868,288 41.248 909,536 909,536 € 9,807,732 21,050,546 (22,343,098) 42.460 8,557,640 8,557,640

ST GILES (A company limited by guarantee) Notes to the Accounts as at 31 March 2025 Company Number 2175146 11b. Analysis of Movements in Restricted, Designated and Endowment Fund 2025 Restricted Funds: Raising Funds Violence & Exploitation Criminal Justice Poverty Total net assets Designated Projects Buildings and organisational infrastructure Staff recruitment & retention ICT Finance Software Royal London Society Endowment Fund Total B/fwd € 298,582 125,942 424,524 Total B/fwd 512,031 182,508 49,820 744,359 Total B/Fwd 01-Apr-24 909,536 909,536 Income 449.465 9,167,576 287,688 3,506,494 13,411,223 Income Income Expenditure € 449.465 9,167,576 265,840 3,506,496 13,389,377 Expenditure (78,931) (23,184) (102,115) Expenditure/ Transfer/losses (6,704) (6,704) Transfer € Transfer 03.577 (103,577) C/fwd 31-Mar-25 902,832 902.832 C/fwd € 320,430 125,940 446,370 C/fwd 615,608 26,636 642,244 NOTES TO THE FINANCIAL STATEMENTS STGILESTRUST.ORG.UK 11b. Comparative Analysis of Movements in Restricted, Designated and Endowment Fund 2024 Restricted Funds: Community Services Prison Services Training Other Programmes Total net assets Designated Projects Buildings and organisational infrastructure Staff Retention and Recruitment Digital training ICT and Finance Software Impact and outcome measurement Sustaining Peer Circles model Royal London Society Endowment Fund Total B/fwd 31,198 486,902 710,418 99,999 1,328,517 Total B/fwd 484,200 465,713 5,000 69,386 7,500 150,000 1,181,799 Total B/Fwd 01-Аpr-23 868,288 868.288 Income € 8.134,199 53,081 4,019,954 1,578,254 13,785,488 Income Income 41.248 41,248 Expenditure € 8,165,397 241.401 4,604,430 1,678,253 14,689,481 Expenditure (283,205) (5,000) (19,566) (7,500) (122,169) (437,440) Expenditure/ Transfer/losses Transfer € Transfer 27,831 (27,831) C/fwd 31-Mar-24 € 909,536 909,536 C/fwd € 298,582 125,942 424,524 C/fwd 512.031 182,508 49,820 744,359

ST GILES (A company limited by guarantee) Notes to the Accounts as at 31 March 2025 Company Number 2175146 12. Comparative Statement of Financial Activities 2024 Notes Unrestricted Funds Restricted Funds Endowment Funds TOTAL 2024 Income and endowment from: Donations Charitable activities 1,348,402 5,916,656 4,140,086 9,150,887 5,488,488 15,067,543 Trading Income Investment and other income Investment income Royal London Society 129,314 129.314 339,026 339,026 26,175 26,175 Total income 7,265,058 13,785,488 21,050,546 Expenditure on Raising funds Charitable Activities: Violence & Exploitation Criminal Justice Poverty Total expenditure Net income before investment gains/(losses) 282.162 535,405 817.567 1,969,684 5.401,771 3 7,653,617 8,670,937 614.497 4868,642 14,689,481 10,640,621 6.016.268 4 868,642 22,343,098 (388,559) (903,993) (1,292,552) Net gains/(losses) on investments Net movement in funds Fund balances B/Fwd Fund balances C/Fwd 1,212 41,248 42,460 (387,347) 7 610.927 7,223,580 (903,994) 1328 517 424.524 41,248 868,288 909,536 (1,250,092) 9.807.732 8.557,640 The comparative figures have been restated in line with Pillars of work. TOTAL 2023 4,987,251 13,653,657 108.925 115,522 22,233 18,887,588 829,322 9,370.516 5,298,143 4287,502 19.785,483 (897,895) (48,908) (946,803) 10.754 535 9,807.732 13. Company Status The company is a registered charitable company limited by guarantee. The members' liability is limited. Every member of the company undertakes to contribute up to £25 to the assets of the company in the event of it being wound up during the time they are a member or within one year afterwards. Members comprise the board as constituted from time to time. NOTES TO THE FINANCIAL STATEMENTS St Giles Troi c Tu ol yn ddyfod nto a futur impact series

St Giles Turning a past into a future stgilestrust.org.uk St Giles Turning a past into a future St Giles is a registered charity No 801355 www.stgilestrust.org.uk FOLLOW US You CONTACT US St Giles Head Office, Georgian House, 64-68 Camberwell Church St, London SE5 8JB 020 7708 8000 [e-mail] COMMUNITY FUND matrix CYBER ESSENTIALS Living Wage FR Nco Registered with FUNDRAISING REGULATOR © St Giles Trust 2025