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2025-12-31-accounts

Docusign EnvelopÈ ID." 18FF666￿E6c9-8g7F-8OB2-7DE84slBS999 ANNUAL REPORT & ACCOUNTS 2025 STAMN￿A

Docusign Envelope ID: 18FF666B-E6C9-897F-80B2-7DE8491B5999

CONTENTS

Welcome from the Chair ................................................................................................. 3 CEO Foreword .............................................................................................................. 4 Structure, Governance & Management .............................................................................. 5 Trustee’s Annual Report .................................................................................................. 7 Achievements & Performance .......................................................................................... 8 Regulatory Information .................................................................................................. 16 Financial Review ........................................................................................................... 17 Reserves Policy ............................................................................................................. 18 Statement of Trustees’ Responsibilities ............................................................................ 19 Independent Auditor’s Report to STAMMA Ltd .................................................................. 20 STAMMA Ltd : Statement of Financial Activities ................................................................. 24 STAMMA Ltd: Balance Sheet .......................................................................................... 25 Statement of Cash Flows ............................................................................................... 26 Notes .......................................................................................................................... 27 1. Accounting Policies ................................................................................................. 27 2. Grants, Donations And Legacies ............................................................................... 29 3. Income from Charitable Activities ............................................................................. 29 4. Total Expenditure................................................................................................... 30 5. Staff Costs ............................................................................................................ 30 6. Net Expenditure for the Year.................................................................................... 31 7. Property, Plant & Equipment .................................................................................... 31 8. Investments ........................................................................................................... 32 9. Debtors ................................................................................................................ 32 10. Stock .................................................................................................................. 32 11. Creditors ............................................................................................................. 32 12. Analysis of Net Assets Between Funds ..................................................................... 33 13. Operating Leases .................................................................................................. 33 14. Pensions.............................................................................................................. 33 15. Related Party Transactions .................................................................................... 33 16. Donated Services.................................................................................................. 34 17. Reconciliation of Net Income/Expenditure To Net Cash Flow from Operating Activities ... 34 18. Statement of Restricted Funds ............................................................................... 35 19. Designated Funds ................................................................................................. 37

Throughout these accounts, ‘STAMMA’ should be understood as referring to STAMMA Ltd.

2025 Annual Report & Accounts Year Ended Dec 2025

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WELCOME FROM THE CHAIR

As the Chair of STAMMA, I am proud of the progress we have made over the past year - and all to aware about the work still ahead.

This report sets out both the reality faced by people who stammer and the growing momentum for change. All too often, assumptions about how people should speak create barriers to everyday life. These barriers are not inevitable - they are the result of systems and attitudes that can, and must, change.

In 2025, STAMMA has continued to lead that change.

Our focus on communication accessibility is helping organisations recognise their role in creating inclusive environments. At the same time, we remain rooted in the experiences of people who stammer, ensuring that direct experience drives our strategy, strengthens our governance, and sharpens our impact.

The Board has continued to focus on good governance, strategic direction and financial resilience, enabling the organisation to grow its influence while remaining aligned with its mission. I would like to thank my fellow trustees for their commitment, insight, and care, and the executive team for their dedication, leadership and determination.

We find ourselves in a challenging environment. It’s incredible to see what we are achieving and our ability to effect long-term change. However, with competition for funding becoming ever greater, we are working hard to develop new and sustainable income streams.

Alongside this, we continue to face a more fundamental challenge: stammering is still widely misunderstood and the challenges that people who stammer face are too often not recognised. This can lead to it being overlooked by funders, despite the very real impact that stigma and discrimination have on people who stammer. We must therefore continue to raise awareness and understanding of stammering, so that it is properly recognised by the public, grant-makers and donors, and so that we can achieve meaningful, lasting change.

Finally, I want to acknowledge the community at the heart of STAMMA. The honesty and courage of people who stammer - sharing their stories, challenging barriers, and pushing for change - continues to inspire and guide us.

We are building a future where difference is not just accepted but valued. Where communication is understood as a matter of access and equity. And where everyone can participate fully, without compromise.

Roger Pim Chair of Trustees STAMMA

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CEO FOREWORD

People who stammer still face barriers that most others never have to think about. Many are interrupted, misunderstood or excluded in everyday situations. Daily life can be shaped by planning what to say, anticipating situations, or avoiding them altogether — whether that means making a phone call, using a service, or speaking in public. These experiences affect confidence, mental health, work, finances and social life.

At STAMMA, we exist to change this.

This year, we’ve worked hard to shift the narrative - challenging stigma, influencing organisations, and amplifying the voices of people who stammer. We’ve seen growing recognition that communication is an accessibility issue. When organisations get it right - when they listen, adapt, and respond with respect - the impact can be transformative.

This year, we challenged stigma, influenced organisations and amplified the voices of people who stammer. More organisations now recognise that communication is an accessibility issue. When they listen, adapt and respond with respect, the effect can be profound.

The year began with support from the National Lottery for our Space to Stammer campaign. The grant is to support our work in taking down the barriers which get in the way of people who stammer, our ‘Space to Stammer’ campaign. We decided to focus first on phone calls, and boy, that’s been a journey. We’ve seen clearly how many people are blocked by systems that that simply make no account for any speech disability.

We’re at that point where we can see changes and adaptations happening almost weekly – which is hugely exciting. And then look at the scale of the problem and try and fathom how an organisation of our ridiculously small size can possibly take this on. But, what’s to lose?

Over this past year we’ve directly provided over a thousand individuals with information and advocacy, including families and children. Many thousands more have used our resources. Trained hundreds of staff working for businesses and organisations about how stammering impacts people’s lives and how they can be accommodated. And seen real systemic change take place in businesses.

The experiences shared with us in 2025 shape our work and our messages to organisations. Where organisations fail to adapt, people who stammer report frustration, exclusion, and abandoned interactions. But when organisations respond with understanding—allowing space, listening without interruption, and offering flexibility—the impact can be profound. As one person described how they felt after a positive phone call “ Triumphant .”

The changes we want to see don’t happen by accident. People with no skin in the game don’t suddenly decide to change their ways and come to us. If we want change things and create a world where children who stammer don’t repeat the experiences we’ve had, we must describe that change, fight for it, fund it. Read this report – and if this is the change you want to see happen, then support us. Even if it’s just the price of a coffee, once a month. We need the backing of everyone if real change is to happen.

I’m deeply grateful to our trustees, partners, supporters, and, above all, to the people who stammer who shape and lead this work

Jane Powell Chief Executive Officer STAMMA

2025 Annual Report & Accounts Year Ended Dec 2025

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STRUCTURE, GOVERNANCE & MANAGEMENT

Governing document

STAMMA, is a charitable company limited by guarantee, incorporated on 2nd October 2001 as amended by special resolutions dated 11th September 2007, 20th September 2008, 15th October 2016, 10th October 2020 and on 22nd November 2025. The amendments in 2025 including adopting the name ‘STAMMA’, and moving the trustee elections to biennial, with each Trustee to serve a 4-year term.

Established as the Association for Stammerers in 1978, the company is established under a Memorandum of Association which sets out the objects and powers of the charitable company, and which is governed under its Articles of Association. The charity is a membership organisation. Members must be aged 16 or over and be based in the UK. As of 31[st ] December 2025, there were 4,450 members.

The Charity’s objects are a) the relief and support of all whose lives are affected by stammering; and b) to advance the education and training of the public in all matters relating to stammering.

Structure & Decision Making

STAMMA is a registered charity, operating across the UK; registration number for England & Wales 1089967, in Scotland SC038866 and pending for Northern Ireland. The Board meet at least four times a year, and delegates day-to-day management to the CEO. Subcommittees also meet quarterly, prior to each Board meeting and include:

■ Finance Committee ■ Youth Panel ■ Safeguarding Committee ■ Research Panel

The Finance Committee meet quarterly, to monitor and discuss key finance and risk areas, and report to the full Board on these areas. Trustees review salaries on an annual basis as part of the organisation’s budget cycle. Responsibility for the day-to-day running of the charity and delivery of activities is delegated to the Chief Executive.

Trustee recruitment & appointment

In 2025, 11 members stood in the Trustee Elections. Olga Oryema and Chris Thebe were elected, receiving 17% and 14% of the vote respectively, and will each serve three-year terms. Following changes to the Articles, future trustees will now serve four-year terms, renewable for up to two terms, with elections held biennially.

The Board assesses its skills and fills in identified gaps by elections, in which two Trustees are elected by the membership, or through direct appointment. The minimum number of Trustees is three. We have a diverse Board in terms of skills, experience and age. The Articles require that the majority of the Trustees must be people who stammer. Nine trustees stammer and two have close relatives who stammer.

New trustees receive an induction covering governance, safeguarding and communication accessibility. They meet with the Chair and Chief Executive and are encouraged to spend time getting to know the wider staff team. Disclosure and Barring Service (DBS) checks are completed where appropriate, in line with our Safeguarding Policy. Upon appointment, trustees/directors are provided with information about their role, along with an overview of STAMMA’s operations and structure. They are also regularly invited to attend STAMMA’s inperson and online meetings.

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Principal Risks & Uncertainties

Strong financial controls are in place to mitigate the risk of financial losses due to theft or fraud. These controls are regularly reviewed. Trustees monitor the charity's risk register and charge the Chief Executive with employing appropriate controls and mitigating actions to manage the levels of risks. The Board is satisfied that the charity is managing its key risk areas:

Risks Key Risks Mitigation
Financial Increased costs and insufficient
income to deliver on mission,
exacerbated by the economic
climate. Risk of fraud leading to
financial challenges.		 Monthly and quarterly
financial monitoring,
dedicated fundraising staff
and trusted freelancers.
Operational IT systems failures, data
breach, ransomware or hacking,
leading to operational and data
protection issues.		 Backups, access control,
encryption, MFA, anti
malware. Regular backups,
mirrored website, clear
protocols
Staffing issues resulting in
reduced capacity and loss of
knowledge and skills.
Failure to create an equitable,
diverse, inclusive organisation,
impacting on mission and
reputational risk.		 Inclusive recruitment, and
regular monitoring to ensure
our work remains equitable
and aligned with our values.
Governance Lack of good governance and
strategic leadership leading to
mission drift and reduced
impact/or inability to adapt,
meaning we fail to remain
relevant.		 We maintain clear
governance structures,
regular Board oversight to
ensure strong strategic
leadership and prevent
mission drift. Continuous
monitoring of our strategic
plan, alongside stakeholder
engagement and awareness
of external developments,
helps us remain focused,
adaptable and relevant.
Regulatory Ineffective professional practice
and safeguarding policies and
procedures putting children and
young people at risk.		 Strong safeguarding and EDI
policies + regular training of
all staff and volunteers,
including trustees.

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TRUSTEE’S ANNUAL REPORT

The Trustees present their Strategic Report and the audited financial statements for the year ended 31st December 2025.

Vision & Mission

We exist to create a world that makes space for stammering. Where a stammer is embraced as just a difference. Where no-one judges us on our stammer or the way we choose to deal with it.

Our mission is that we will stand up for and empower those who stammer and challenge discrimination wherever we find it. We will provide support and information, and fight for speech and language therapy services for those who want it. No matter how you talk, we're here for you.

How we deliver on our aims

We review our aims, objectives and activities each year. In 2019, we launched a five-year plan to modernise, re-brand and rebuild the organisation. The strategic aims were to support more people who stammer; build our community networks; educate the public about stammering; and build a robust, efficient organisation. By the end of 2023 these were largely complete.

As we’ve expanded our services over the years, we heard more about the difficulties that our members encounter, particularly through our Helpline and our Advocacy Services. These stories have informed our five-year, ‘Space to Stammer’ strategy. Here we want to raise awareness about the barriers faced by people who stammer and reach out to organisations for dialogue about how these barriers can be taken down. We’ll provide training for organisations to adapt, and we want to harness our membership to be able to support this training.

The other areas that we will seek to address are to reach more young people; build our membership offer, grow our community and continue to increase our income base.

We are focused on ensuring we have the most meaningful impact on the lives of people who stammer and will look at how we measure some of these new goals and report on impact across our strategic aims.

Key activities in 2025

  1. Improving public understanding and awareness of stammering

  2. ‘Space to Stammer’; persuading organisations to improve accessibility and inclusion for people who stammer

  3. Supporting individuals & families who stammer find information, support and advocacy.

  4. Building and supporting community and peer support networks

  5. Developing income streams to support our work.

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ACHIEVEMENTS & PERFORMANCE

AWARENESS & UNDERSTANDING

Awareness of STAMMA and our work has increased every year since 2019 and now stands at 21% , reflecting sustained progress in challenging stigma and normalising stammering.

Representation

Our 2021 No Diversity Without Disfluency campaign helped shift how people who stammer are portrayed, and media organisations now approach us proactively. In 2025/26, representation reached new heights, with people who stammer appearing on major UK shows including I Kissed a Boy , Call the Bailiffs , Bake Off and The Traitors . Internationally, representation grew across the USA and Australia through programmes such as Survivor , American Idol , Deal or No Deal Island , Australian Story and Camp SAY: AU.

Coverage across BBC platforms, national press and digital media further helped normalise stammering, with our Don’t Hang Up, Hang On campaign praised in AdAge , Campaign , Creative Salon and Decision Marketing .

Our social channels continued to grow, with a 14% increase on Instagram, 1% on Facebook, and a strong shift towards LinkedIn, where we reached 3,737 followers by the end of 2025 — an 8% rise in six months. The Don’t Hang Up, Hang On campaign reached over 147,000 views across platforms, supported by creator partnerships and interview content featuring people who stammer discussing their experiences of making calls.

SPACE TO STAMMER : SECURING SYSTEMIC CHANGE

We launched ‘hang on, don’t hang up’, as part of our Space to Stammer strategy on International Stammering Awareness Day, 22 October, with a focus on the barriers people face when making phone calls.

With support from The National Lottery, the Underwood Foundation and the Garfield Weston Foundation, we delivered a programme of research, training, outreach and campaigning to drive practical change.

What we planned to do What we did
Researchmember experiences
so we can show businesses the
impact of processes and
systems which don’t take
account of people who
stammer.		 In September we reached out to members and
supporters asking about the last call they made to a
business. We received over 350 responses. 96% said
they find making calls hard, 65% of calls had been
difficult because of the person’s stammer. This gave us
the evidence we need to approach businesses and talk
about their lack of accessibility.
Recruitment & Trainingto bring
in new volunteers and staff to
help us deliver our work; this is
in the form of online training
modules.		 We’ve created 18 training modules for volunteers to
support our training for organisations; this
supplemented the 30 existing training modules. We
recruited 17 volunteers in the roles of Workshop
presenters, Partnership Liaison volunteers, Training
co-ordinators,and Video editors
Outreachto organisations to
convince them around the need,
and show them our research.		 United Utilities, Starbucks, Business Disability Forum
and the Collaboration Network, the Helplines
Partnership and East London Rape Crisis, Devon NHS
TrainingHub,NHS Grampian,Llais Cymru and Simply

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Health, RMT and CWU unions, Ulster University, The
Vulnerability Registration Service, the Welsh Rugby
Union and the CastingDirectors Guild.
Campaignsto complement our
messaging and seed awareness
among the general public.		 We worked with the creative agency IRIS to create a 30
second ad and outdoor ads. JC Decaux posted the ad
up in 79 sites across the UK, and Pearl & Dean put
them cinema on 3,400+ screens over the week of ISAD.
We created a landing page for thecampaignwhich
takes people to either the page for businesses (and the
list of workshops); for individuals wanting to get
involved, and to those needing support. We’ve filmed
interviews with people who stammer about making
calls, which can feature on the site and on socials; and
have compiled a library of new stories about people’s
experiences on calls which will feature and across
socials over the nextyear.
Workshops & Informationfor
businesses to help them
implement change.		 We worked with 54 organisations across all four UK
nations in 2025 and delivered training and guidance to
691 frontline staff working with customers, patients
and clients who stammer via 45 workshops, with an
average star ratingof 4.9 out of 5.

Case Studies

Underpinning our ‘Space to Stammer’ strategy is the Advocacy Service, which take episodes of discrimination, and turns painful episodes into something more constructive on a systemic level.

Affiliates

Our brilliant volunteer, Gary Clark, developed our affiliate programme with trade unions. These are a relevant audience for STAMMA, not only in terms of supporting their members who stammer, but also in terms of reaching out to the employing organisations to ensure they are working in ways that are accessible for their staff, customers and service users who stammer. Over 2025 we provided a rolling programme of information and training to: 45 unions and union branches, 4 water companies, 1 IT company and the Welsh Rugby Union

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SUPPORTING INDIVIDUALS

With thanks to the following trusts and foundations who supported us over 2025 with grants towards our local or specialised support for individuals, covering: Young people in Birmingham Bristol, Buckinghamshire, Essex, Lancashire, Leicestershire, Leicestershire & Rutland, Lincolnshire, Lincolnshire & E Yorkshire, Leicestershire, London & Essex, NE London & Essex, Norfolk, Norwich & Notts, Nottinghamshire, Oxfordshire, W Oxfordshire, Scotland, SW England, W Midlands, W Sussex, W Yorkshire and Yorkshire.

They are: Ammco Charitable Trust, Baron Davenport's charity, Bartlett Taylor Charitable Trust, Carrington Charitable Trust, Charles & Elsie Sykes Charitable Trust , Charles Littlewood Hill Trust, Charles S French Charitable Trust, E H Smith Charitable Trust, Edward Cadbury Charitable Trust, Florence Turner Trust, Fowler Smith and Jones Trust, Friarsgate Trust, Help for Health, Hospital Saturday Fund, J Reginald Corah Foundation Fund, John James Bristol Foundation, Mary Robertson Charitable Trust, Paul Bassham Charitable Trust, RS Macdonald Charitable Trust, Sir John Eastwood Foundation, Sovereign Healthcare Charitable Trust, Stanton Ballard Charitable Trust, The Annett Trust and the WO Street Charitable Trust.

Channel of support Numbers
supported		 Details
Helpline Service 1,115 Calls,chats and emails taken
Extended support 99 Calls followed up
Employment service 41 Supporting people who stammer around work
issues
Advocacy Service 33 Supporting people who stammer who believe
they’ve been discriminated against.
Parent to Parentgroups 40 Peergroupmeetings forparents andguardians.
FamilyDay 36 Parents
FamilyDay 35 Children
Minecraft Club 42 Children
FamilyWorkshops 31 Parents

Our online resources were widely used, with 22,442 video views, 15,657 downloads, and 115,639 webpage views.

Helpline Services

Activity across all channels remained strong, with the majority of contacts via webchat and the phone. Over 2025, the helpline improved, with fewer missed calls, shorter waiting times, and a higher proportion of successful connections. Webchat remained a consistently highquality service, maintaining excellent user ratings and providing accessible, real-time support.

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Advocacy Service

"I am very fortunate that STAMMA set up this service in July 2023. I couldn’t be more grateful for everything you have done for me, and made sure I was listened to. I hope you don’t get many people contact you with problems like this - but you really can’t believe how much better it has made an exceptionally tough experience."

With thanks to the Lara & Nick Cournoyer for their brilliant enthusiasm and support for this service.

There were 33 Advocacy cases raised over 2025, of which 31 were dealt with by the service. Cases ranged from those who have been refused a job or access to a course, those who have been refused reasonable adjustments in the workplace or in exams, to those who feel they’ve been discriminated against within redundancy procedures or harassed and bullied at work, because they stammer.

Case Action Insight Outcome
Applicant rejected from
armed forces officer
role as "medically
unfit" due to stammer.		 Worked with Defence
Network and reviewed
internal guidance.		 Internal guidance
was not followed.		 Decision
overturned; they
are now employed
in armed forces.
Young musician applied
to an orchestra faced
no adjustments and
inappropriate
questioning about their
stammer.		 Reviewed policies with
the body; agreed
collaborative approach;
offered training.		 The company’s
commitment to
diversity not
matched by
practical inclusion.		 Ongoing case;
awaiting response
to training offer.
Experienced educator
rejected from teacher
training despite strong
performance because
of their stammer.		 Supported their
challenge; attended
meeting with university.		 Highlighting legal
risk prompted
rapid engagement
from institution.		 Decision
overturned;
secured place on
training course.
Company-wide
redundancies used
scoring criteria that
disadvantaged an
employee with a known
stammer by penalising
verbal communication.		 Legal review;
supported negotiation
using discrimination
arguments		 Redundancy
processes can
embed bias when
criteria are not
adjusted
appropriately		 Settlement
significantly
increased (approx.
three times original
offer)

Finally, in 2023 the NHS in Norfolk closed their Speech & Language Therapy service to adults who stammer without following the required consultation process. The Advocacy Service challenged this action. In October we were asked to review and comment on a draft document to attract tenders for the service. The Integrated Care Board have informed us that the aim is to re-open the service by April 2026, in May 2026 they wrote ‘We’re currently in the process of finalising the contractual paperwork with our new provider’

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Family Support

With thanks to the Steel Charitable Trust, the Jack Petchey Foundation and the CB & HH Taylor 1984 Trust for their support.

Minecraft Club

Now in its second full year, Minecraft Club continues to go from strength to strength. In 2025, we doubled our volunteer pool, increasing our capacity to deliver sessions. We ran 19 sessions with 43 children participating from across the UK. Demand remains strong, with 62 new families joining our mailing list—23 of whom attended at least one session.

Sessions run three times a month and are typically fully booked within 24 hours, highlighting significant unmet demand. Parents often contact us about cancellations in the hope of securing a place. Following further successful volunteer recruitment, we plan to expand delivery to eight sessions per month in 2026.

Survey feedback shows that 57% of families would like more frequent sessions, citing the difficulty of booking spaces. Satisfaction is high, with an average rating of 4.8 out of 5, and retention is strong, with over 41% of families attending for more than a year.

Minecraft Club provides a safe, inclusive, and non-judgemental space where children who stammer can connect with peers. Parents report reduced anxiety around their child’s mental health and social confidence, noting that sessions help children feel less alone, normalise their experiences, and build confidence. Children value the chance to play together and develop friendships within a supportive community. The opportunity for children to feel understood, accepted and included is a key outcome of the programme.

Family Day

Sheffield and Sheffield Children’s Hospital hosted our Family Day with support from Speech & Language Therapy students. Thirty-seven children aged 3 to 15 attended, each accompanied by a parent who’d travelled from across the UK. Families rated the day five stars and said they’d be very likely to recommend it; 92% described the activities as good or great. Parents told us that sharing experiences, hearing others’ perspectives and realising they weren’t alone were among the most valuable parts of the day.

Overall, 42% of families left feeling more confident supporting their child who stammers, and 25% said they now felt more comfortable talking about stammering with others, including schools and wider family.

Minecraft Club and Family Day provide entry points into family support, and we’ve seen parents sign up to our peer support groups and repeat attendance at Family Day and Minecraft Club, which demonstrates the sustained impact and long-term value of these services..

We will onboard eight new volunteers in 2026, to allow us to significantly expand provision. This will enable us to increase the number of children supported annually from around 40 to nearly 100, while responding to the demand for more frequent sessions.

WORKING WITH COMMUNITIES

STAMMA’s Communities programme continued to grow in 2025. Forum meetings resumed on a regular bi-monthly basis, focusing on Open Days and event planning after consultations showed that reaching new members was a key concern for groups. Alongside the forums, we developed two new resources, Funding Your Community Events and Planning an Open Day, and introduced an Open Day Funding Policy allowing group leaders to access small grants. Additional resources published this year included Running a Support Group and Mental Health Support .

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We launched a new interview series, STAMMA Community Spotlights , giving group leaders the chance to introduce themselves to potential members. These profiles, shared on the STAMMA website and social media, extend the reach of local groups.

We supported 11 prospective group leaders, resulting in two new groups: a London-based social group and a support network at the University of Westminster. STAMMA now supports 49 communities across the UK, with an average combined reach of 1,119 people.

New Resources: Running a Support Group, Mental Health Support, Funding your community events, Planning an open day, Open Day Funding Policy.

Youth Exchange

In 2025, STAMMA participated in the second year of Stamily’s Youth Exchange programme, funded by Erasmus+ and the Owen Simon legacy. In July, four young adults from the UK joined their peers aged 18–30 from seven countries in the Netherlands. The 2025 theme, The Natural Voice , focused on developing confidence, strengthening peer networks, and supporting participants to become advocates for people who stammer.

Workshops addressed public-speaking confidence, managing negative thoughts associated with stammering, and reflecting on lived experience. The programme received media attention in the Netherlands, with coverage in De Stento featuring one of our UK participants.

The Youth Exchange continues to demonstrate strong long-term impact. Among the seven UK participants across 2024–2025, individuals have gone on to take leadership roles within Stamily, join STAMMA as trustees or volunteers, contribute to our Research Committee, support STAMMAFest, and join our Youth Panel.

In 2025, STAMMA supported Stamily in securing Erasmus+ accreditation, enabling the expansion of the Youth Exchange to up to four projects annually. Preparations are underway for the 2026 Youth Exchange, including training two new UK group leaders as we look ahead to the UK’s return to Erasmus+ in 2027.

Youth Panel

In September 2025, STAMMA relaunched its Youth Panel to strengthen representation from young people who stammer and their allies. The Panel provides structured opportunities for young adults to share the issues they face, advise on STAMMA’s services, and contribute to the development of future support for young people.

The Panel meets six times over the course of a year, combining project work, skills development and social connection. Sessions have included content creation, discussions on youth priorities, and a leadership workshop delivered by the Chair of Trustees. In the longer term, STAMMA aims to build an alumni network of former panellists to create a wider, sustained community of young people engaged in our work.

The current Panel comprises seven members and is supported by three trustees, including one former panellist. Five of the six sessions for 2025/26 have been completed, and recruitment for the 2026/27 Panel will open in July–August.

RESEARCH

STAMMA’s Research Committee was established in 2019 to share information about current research in the field of stammering with our members and influence research. Over the last seven years, we’ve explored how we can support people who stammer to become more involved in research and learn more about the outcomes.

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WORK
STREAM		 RESEARCH REQUESTS RESEARCH ARENA RESEARCH TALKS
Function Moderate & share requests
for participants		 Provide an arena for
researchers to float ideas &
get feedback		 Platform current research
findings with our
community
Year started 2020 2021 2023
Platform Via website or email Zoom Teams
What
happens
during this
activity
Why do we
run
these
events?		 Researchers looking for
participants submit a form
which is evaluated by our
committee. Approved
projects are promoted on
STAMMA’s website and
social media channels to
support recruitment.		 At each session, two
researchers		 A prominent researcher
or research team presents
the current evidence
about a specific topic or
discusses findings from a
project or set of projects.
The host then opens the
floor for questions and
comments.
This ensures projects are
ethical, well evidenced, and
can meaningfully benefit the
stammering community.
Improves standards of
research around stammering
and builds trust within the
stammering community.		 Linking together
researchers and people
who stammer gives the
opportunity for people who
stammer to influence
developing research
projects and researchers to
increase the relevance of
their projects for people
who stammer.		 Provides easily digestible
information about current
research into stammering;
empowers people who
stammer and those who
support them, with ability
to make informed
decisions about the
support they need.
Target
audience		 Researchers at every stage of
their journey including PhD
students and seasoned
academics		 People who stammer and People with an interest in
learning more about
research into stammering
Frequency Continuous 4-6 times per year 3-4 times per year
Number of
participants		 Since 2020, we’ve received
111 requests and approved
77%.		 We’ve hosted 36 different
researchers across 25
Research Arenas, with 4
returning to present new
researchprojects.		 We have run 5 sessions
with an attendance of
227.

In 2025, oral presentations on one of these workstreams – the Research Arena – were included in the Oxford Stuttering and Cluttering Conference and the Royal College of Speech & Language Therapists Conference.

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FUNDRAISING

STAMMA complies with the Fundraising Regulator. Our brilliant fundraisers brought in £14,019 plus Gift Aid last year. A wide range of fundraisers supported STAMMA from marathons and golf challenges to wedding fundraisers and creative events.

A huge thank you to : Ava Jordanova, Becca Jones, Caxton House LSBU, Daniella Latimer, Dean Ridge, Eddie Phillps, Gary Clark, Gerard Thomas, James Lawrence Clark, Jamie Pritchard, John Russell, Jon Blair, Lucy Dyson & Sipho Eric Dube, Mark Maclean, Marylyn Mollisso, Mathew & Emma Simpkin, Natasha Ross, Neil Morjaria, Nic Maddy, Nick Price, Paul Duffy, Ruby Russell, Steph Burgess, Toby Newsome and Vic Bowden.

Over 2025 we received the remainder of a legacy from Arnold Marks and a legacy from Avril Kennard. Legacies provide an essential mainstay of our income over the last years and have made our campaigns and expansion possible. We now provide a free will writing service, contact us at hello@stamma.org for information.

We are grateful to the many trusts and foundations whose support made our work possible throughout the year:

Baron Davenport's Charity The CB & HH Taylor 1984 Trust Bartlett Taylor Charitable Trust The Charles & Elsie Sykes Trust Chapman Charitable Trust The Charles Littlewood Trust Charles S French Charitable Trust The EH Smith Trust Edward Cadbury Charitable Trust The Florence Turner Trust Fowler Smith & Jones Trust The Hospital Saturday Fund Friarsgate Trust The J Reginald Corah Foundation Garfield Weston Foundation The Lee Smith Foundation Help for Health The Mary Robertson Trust Jack Petchey Foundation The National Lottery John James Bristol Foundation The Paul Bassham Charitable Trust Marsh Charitable Trust The R S Macdonald Charitable Trust Sandra Charitable Trust The Roger & Douglas Turner Charitable Trust Sir John Eastwood Foundation The Sovereign Healthcare Charitable Trust Sydney & Phyllis Goldberg Memorial CT. The Squire Patton Boggs Charitable Trust The Ammco Trust The Stanton Ballard Charitable Trust The Annett Trust The Steel Charitable Trust The Anson Charitable Trust The Underwood Trust The Carrington Charitable Trust The WO Street Charitable Trust

PLANS FOR THE FUTURE

Our Space to Stammer strategy ends in 2029. Until then, we’ll work to:

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REGULATORY INFORMATION

Trustees

Roger Pim, Chair from Oct 24 Paul Fix, Vice Chair from Oct 24 Deborah Johnston, Peter Bryan, Treasurer Mike Kingston, Chair of Finance Cttee Nick Pearce, Chair of Finance Cttee Alexander Harrison Allison Burrow Dean Ridge Ahmad Bismillah Penny Beasley nee East Fiona Stewart Catherine Birch Lucy Weldon nee Huxtable Oliver Wills Olga Oryema Chris Thebe

Appointed 2024. End of term 2027. Re-appointed 2022. End of term 2026. Re-appointed 2022. End of term 2026. Appointed 2022. Resigned Dec 2024. Appointed 2025. Resigned Oct 2025. Appointed 2025. End of term 2028. Elected 2022. Resigned Nov 2025. Elected 2023. End of term 2026. Elected 2023. End of term 2026. Appointed 2023. Resigned 2026. Appointed 2024. End of term 2027. Appointed 2024. End of term 2027. Appointed 2024. End of term 2027. Elected 2024. End of term 2027. Elected 2024. End of term 2027. Elected 2025. End of term 2028. Elected 2025. End of term 2028.

Chief Executive Deputy Chief Executive

Jane Powell Kirsten Howells

Registered Office

Box 140, 43 Bedford St, London WC2E 9HA. Tel: 020 8983 1003, website: www.stamma.org

Auditor

Royce Peeling Green Ltd, The Copper Room, Deva City Office Park, Trinity Way, Manchester M3 7BG.

Bankers

HSBC plc CAF Bank Ltd 1-3 Bishopsgate King’s Hill, W. Malling London EC2N 3AQ Kent ME19 4TA

Investment platform

Flagstone Group Ltd. Registered Office: 1st Floor, Clareville House, 26-27 Oxendon St, London, SW1Y 4EL.

Constitution

STAMMA Ltd, a limited company registered in England, No. 04297778. Registered Charity numbers 1089967 and Scotland SC038866. Northern Ireland pending. A company limited by Guarantee.

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FINANCIAL REVIEW

Our plan continues to become sustainable at the current level of operations – a level where we believe we can help create change. In 2024, we ended the year better than expected, with a deficit of £193k, compared with the planned deficit of £290k. However, over 2025 there were several challenges.

Over the year we faced recruitment challenges and staff illnesses. Grant income rose in 2025 to £251k, compared to £173k in 2024. This variance was offset with lower than anticipated donations of £58k (2024 -£112k) and legacy income of £38k (2024 - £92k). Charitable income was considerably lower than in 2024 with no conference in 2025. Consequently, Gift aid income was lower due to reduction in donations. With reduced funds and the drop in interest rates income on investments dropped to £15k (2024 - £24k).

Total expenditure in 2025 was £95k below planned, mainly because of the delays in recruitment and the departure of the Head of Fundraising. Overall, 2025 expenditure was also lower than 2024 as there was no conference in 2025. Fundraising costs were higher than 2024, with the appointment of the Head of Fundraising, and support costs were higher with the new recruits and changes in staff allocation. With no conference, membership costs dropped below 2024, and there was a slight reduction in educational costs as staff time pivoted to our Lottery work.

We remain deeply grateful to our private donors, whose continued support enabled us to continue our advocacy services. We also acknowledge the generous support of our key grant funders, including The National Lottery, The Underwood Trust, Garfield Weston Foundation and Sydney & Phyllis Goldberg Memorial Charitable Trust.

At the year end, our Designated Funds stood at £100k, down £314k. £95k was transferred from Designated Funds to General Reserves to strengthen the charity's unrestricted reserves position and support financial resilience.

2025 was a particularly challenging year financially. In response to these pressures, the charity implemented staff reductions and other cost-saving measures to reduce expenditure and safeguard its long-term sustainability. The focus moving forward is on increasing and diversifying income streams, whilst maintaining strict financial discipline and ensuring that all expenditure is carefully reviewed and represents value for money.

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RESERVES POLICY

We have a free reserves policy of maintaining at least 6 months' operating costs within appropriate liquid funds. Our free reserves currently stand at £202k. Building this reserve will be our focus over the coming months as we seek to reduce the annual deficit through improved fundraising.

Designated Fund

Designated funds are those which have been set aside out of unrestricted funds by the Trustees for specific purposes.

In 2020, two designated funds were established following generous legacies received from our members: a Young People Fund and a Capacity Building Fund, and in 2022, a further fund was established for our biennial national conferences over the next 10 years. During the last 5 years the organisation has grown to sustain a raft of services and run campaigns – and effectively the Capacity Building Fund has fulfilled its function. We are therefore closing this fund down and moving it across to General Reserves. The Young People Fund and Conference fund continue to operate. Movements in these funds and their closing values are shown in Note 19 to the financial statements.

Designated funds can be created with the approval of the Board, and the Board can also cancel, dissolve or change any restrictions for the funds at any time. Transfers to and from designated funds are at the Board’s discretion and are considered annually.

Investment Management

Investment management is overseen by the Finance Committee and is reviewed regularly throughout the year. The general objectives of the Banking & Investment Management Policy are to protect our investments from significant levels of risk, particularly credit risk (for example risk of default by a bank) and market risks (essentially the risk of losses from under-performing investments or investment markets).

For that reason, we have decided not to invest in equity markets because they carry significant risk of losses when considered against the relatively short investment time horizon that we are able to consider.

We have chosen to spread our investments across a range of high-quality bank deposits, all of which are with UK registered banks covered by the UK Government Financial Services Compensation Scheme (FSCS) which guarantees up to £85,000 per banking licence. Banks’ credit ratings are also reviewed.

We invest in bank deposits ranging from instant access to five-year terms. The deposit terms are chosen to be a good fit against expected liquidity needs based on plans, budgets and forecasts together with daily treasury management. This ensures that funds are available at staged intervals and when required.

From a practical perspective, most of our bank deposits are managed within a platform provided by the Charities Aid Foundation, which gives access to a wide range of banks and other financial institutions. This provides us with a single digital point of entry, allows us to have direct sight of our investments and keeps our costs to a minimum.

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STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The Trustees, who are also directors for the purposes of company law, are responsible for preparing the Trustees’ report, including the strategic report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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, including the income and expenditure, of the charitable company for that year.

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

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act (2006). They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

So far as the Trustees are aware:

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Members of STAMMA guarantee to contribute an amount not exceeding £1 each to the assets of the charity in the event of winding up. The Trustees are members of the charity, but this entitles them only to voting rights. The Trustees have no beneficial interest in the charity.

Auditors

Royce Peeling Green Limited were re-appointed as the charitable company’s auditors during the year and have expressed their willingness to continue in that capacity.

The Trustees’ annual report, which includes the strategic report, has been approved by the Trustees on 11/08/2026 and signed on their behalf by Roger Pim, Chair, 13/08/2026

STAMMA Ltd

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INDEPENDENT AUDITOR’S REPORT TO STAMMA LTD

Opinion

We have audited the financial statements of STAMMA Ltd for the year ended 31[st ] December 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable by law and United Kingdom Accounting Standards, including Financial Reporting Standard 102, The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

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.

Conclusions relating to going concern

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

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

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

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Other information

The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008, and the Charities Accounts (Scotland) Regulations 2006 require us to report to you if, in our opinion:

Responsibilities of Trustees

As explained more fully in the statement of Trustees’ responsibilities, the Trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Trustees are responsible for assessing the charity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011, section 44 (i) (c) of the Charities and Trustee Investment (Scotland) Act 2005, and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always

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detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

We evaluated the Trustees' and management's incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and determined that the principal risks were related to posting manual journal entries to manipulate financial performance, management bias through judgements and assumptions in significant accounting estimates, in particular in relation to use of restricted funds, and significant one-off or unusual transactions.

Our audit procedures were designed to respond to those identified risks, including noncompliance with laws and regulations (irregularities) and fraud that are material to the financial statements. Our audit procedures included but were not limited to:

There are inherent limitations in the audit procedures described above and the primary responsibility for the prevention and detection of irregularities including fraud rests with management. As with any audit, there remained a risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal controls.

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.

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Use of our report

This report is made solely to the charity's Trustees, as a body, in accordance with part 4 of the Charities (Accounts and Reports) Regulations 2008 and Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charity's Trustees those matters we are required to state to them in an auditors' 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 charity and the charity's Trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Carolyn Dutton (Senior Statutory Auditor) for and on behalf of Royce Peeling Green Limited, Statutory Auditor Chartered Accountants

The Copper Room, Deva City Office Park, Trinity Way, Manchester M3 7BG

Date: 13 August 2026

Royce Peeling Green Limited is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

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STAMMA LTD: STATEMENT OF FINANCIAL ACTIVITIES

(Incorporating An Income & Expenditure Account)

Year ended 31st December 2025

Notes
Income from:
Grants, donations and legacies
2
Charitable activities
3
Investments - bank interest
receivable
Total income
Expenditure on:
Fundraising
4,6
Charitable activities:
4,6
Support Services
Membership
Education
Total expenditure
4, 6
Net income / (expenditure)
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted Restricted
Total
Total
funds
funds
2025
2024
£
£
£
£
170,822
175,829
346,651
377,174
10,969
-
10,969
82,783
14,926
-
14,926
24,447
196,717
175,829
372,546
484,404
94,980
2,065
97,045
92,565
173,124
88,812
261,936
213,628
83,607
18,614
102,221
221,058
63,931
70,568
134,499
150,992
415,642
180,059
595,701
678,243
(218,925)
(4,230) (223,155) (193,839)
521,101
32,481
553,582
747,421
302,176
28,251
330,427
553,582

All amounts relate to the continuing activities of the charity. The notes on pages 27 to 37 form part of these financial statements.

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STAMMA LTD: BALANCE SHEET

Registered in England & Wales, number 1089967, and Scottish charity number SC038866.

Year ended 31[st] December 2025

Notes
Fixed Assets
Property, plant and equipment
7
Current Assets
Debtors
9
Stocks
10
Cash at bank and in hand
Investments maturing within one year
8
Total assets
Creditors: amounts falling due within one year
11
Net assets
12
Represented by:
Unrestricted funds:
- Designated
19
- General unrestricted
Total unrestricted funds
Restricted funds
18
Total funds
12		 2025
2024
£
£
3,969
3,101
3,969
3,101
21,625
23,690
2,364
2,656
211,864 193,188
124,417 365,951
360,270 585,485
364,239 588,586
(33,812)
(35,004)
330,427 553,582
100,000 413,964
202,175 107,137
302,176 521,101
28,251
32,481
330,427 553,582

The members have not required the charitable company to obtain an audit of its financial statements under the requirements of section 476 of the Companies Act 2006 for the year in question.

The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 December 2025, although an audit has been carried out under section 144 of the Charities Act 2011.

The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.

These financial statements were prepared in accordance with special provisions for small companies under Part 15 of the Companies Act 2006.

The financial statements were approved by the trustees and authorised for issue on 11[th] August 2026 and signed on their behalf by:

Roger Pim Chair The notes on pages 27 to 37 form part of these financial statements.

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STAMMA LTD: STATEMENT OF CASH FLOWS

Year ended 31st December 2025

Notes
Cash flows from operating activities:
Net cash (used in) operating activities
17
Cash flows from investing activities:
Withdrawal of investments
Purchase of fixed assets
Management fees - investments
Net cash provided by investing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Analysis of cash and cash equivalents:
Cash and bank balances available on demand
Notice deposits (up to 3 months)		 2025
2024
£
£
(219,719)
(181,880)
241,534
(55,325)
(3,139)
(607)
-
(626)
238,395
(56,558)
18,676
(238,438)
193,188
431,626
211,864
193,188
151,864
59,687
60,000
133,501
211,864
193,188

The notes on pages 27 to 37 form part of these financial statements.

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NOTES

1. ACCOUNTING POLICIES

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

(a) Basis of preparation and assessment of going concern

STAMMA Ltd is a private company limited by guarantee incorporated in England and Wales. The registered office is Box 140, 43 Bedford Street, London WC2E 9HA.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

STAMMA Ltd (“the charity”) meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at their historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

The financial statements have been prepared on a going concern basis. The Trustees have assessed the charity’s ability to continue as a going concern and in doing so have considered the charity’s current financial position (including its latest management information), the annual plan and budget for the current year and the five-year plan. The Trustees have also considered key risks during its planning process, including inflation and the cost-of-living crisis together with the potential impacts of further Covid variants that could impact the charity. The Trustees consider that, whilst the external environment and inflationary outlook have made the charity’s environment more difficult, the charity has sufficient financial resources in all reasonable scenarios to maintain its operations for at least 12 months from the date of approval of its financial statements.

These financial statements are presented in pounds sterling, which is the currency of the primary economic environment in which the charity operates.

(b) Critical accounting judgements and key sources of estimation uncertainty

In the application of the charity’s accounting policies, Trustees are required to make judgements, estimates and assumptions in respect of the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. There are no significant estimates or assumptions which have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities in the next financial year.

(c) Company status

The charity is a company limited by guarantee. The members and Trustees have limited liability. The liability of each member is £1 on winding up.

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(d) Fund accounting

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The aim and use of each restricted fund is set out in the notes to the financial statements.

Unrestricted funds are those available for use at the discretion of the trustees in furtherance of the general objects of the charity and which have not been designated for other purposes.

Designated funds are amounts within unrestricted funds that have been put aside at the discretion of the Board of Trustees. The aim and use of each designated fund is set out in the notes to the financial statements.

(e) Income recognition

All income is included in the Statement of Financial Activities (SOFA) when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy. Subscriptions are included in full in the year to which they relate. Grants are included in the year they are receivable or, if specified by the donor, in the year to which they are intended to apply. Income from legacies is taken into the Statement of Financial Activities when received or when receipt is probable and the value can be measured with sufficient reliability.

(f) Expenditure recognition

All expenditure is accounted for on an accruals basis and is stated inclusive of VAT as the charity is not registered for VAT. Expenditure has been classified under headings that aggregate all costs related to the category. Where costs cannot be directly attributed to a particular heading, they have been allocated to activities on a basis consistent with the use of resources.

Support costs and overhead expenses are allocated to expenditure headings on the basis of staff time.

Governance costs comprise costs of statutory compliance and include audit fees and costs of trustees' meetings. Also included is an allocation of staff time and overheads where attributable to strategic matters.

(g) Employment benefits

Pensions

The charity operates a defined contribution pension scheme for its staff. Pension contributions are charged to the Statement of Financial Activities in the period in which they are due. The assets of the pension plans are held separately from those of the charity and are independently administered.

Termination benefits

Termination payments are payable when employment is terminated by the charity before the normal retirement date or end of employment contract. Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

(h) Property, plant, and equipment

Property, plant and equipment is recorded at cost. Depreciation is provided for on the straight-line basis over the estimated useful lives of the related assets. The expected useful lives are as follows:

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Office equipment: 4 years

(i) Operating leases

Rental charges in respect of operating leases are charged to the Statement of Financial Activities on a straight-line basis over the period of the lease.

(j) Donated services

The value of donated services, except for volunteers, is recognised in the Statement of Financial Activities within income and matching expenditure to the extent that they would otherwise have been purchased.

(k) Financial instruments

The charity has financial assets and liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

2. GRANTS, DONATIONS AND LEGACIES

Grants
Donations
Legacies		 Total
Total
Unrestricted Restricted
2025
2024
£
£
£
£
75,900
175,249
251,149
172,742
57,306
580
57,886
112,402
37,616
-
37,616
92,030
170,822
175,829 346,651
377,174

In the previous year, £297,482 of grants, donations and legacy income related to unrestricted funds and £79,692 related to restricted funds.

The value of donated services is shown within note 16.

3. INCOME FROM CHARITABLE ACTIVITIES

National Conference income
Services provided
Workshops and other events
Sales and other fees
Gift Aid		 Unrestricted
Restricted
Total
Total
2025
2024
£
£
£
£
1,925
-
1,925
64,196
6,413
-
6,413
5,193
-
-
-
1,144
419
-
419
792
2,212
-
2,212
11,458
10,969
-
10,969
82,783

In the previous year, all income from charitable activities related to unrestricted funds.

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4. TOTAL EXPENDITURE 4. TOTAL EXPENDITURE
2025 Staff costs Other direct Support Governance Total
(note 5) costs costs costs 2025
£ £ £ £ £
Fundraising costs 71,914 14,969 8,134 2,028 97,045
Charitable activities
Support Services 202,187 37,492 17,289 4,968 261,936
Membership 77,002 15,617 7,459 2,143 102,221
Education 94,550 28,573 8,837 2,539 134,499
Total 445,654 96,650 41,718 11,678 595,701
2024 Staff costs Other direct Support Governance Total
(note 5) costs costs costs 2024
£ £ £ £ £
Fundraising costs 68,013 13,535 7,472 3,545 92,565
Charitable activities
Support Services 158,140 34,500 13,661 7,327 213,628
Membership 109,729 96,159 9,874 5,296 221,058
Education 105,420 30,920 9,537 5,115 150,992
441,302 175,114 40,544 21,283 678,243

The value of donated services is shown within note 16.

5. STAFF COSTS

5.
STAFF COSTS
2025 2024
£ £
Salaries 385,904 384,862
Social security costs 37,128 33,735
Pension contributions 22,622 22,705
445,654 441,302
2025 2024
Number: Number:
Average no. of employees during the year was: 11 12
Average no. of full-time equivalent employees during the year was: 8.6 9.2
Higher paid employees
The number of employees whose emoluments (excluding employer pension
contributions) for the year fell within the following bands were:
£60,000 - £70,000 1 1
£70,000 - £80,000 - -
£80,000 - £90,000 1 1

2025 Annual Report & Accounts Year Ended Dec 2025

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Docusign Envelope ID: 18FF666B-E6C9-897F-80B2-7DE8491B5999

The higher paid employees in 2024 and 2025 were the Chief Executive Officer & Deputy Chief Executive Officer.

Key management personnel

The key management personnel of the charity comprise the Trustees, the Chief Executive Officer and the Deputy CEO. The trustees neither received nor waived any emoluments during the year (2024: nil). Travelling expenses during the year, including payments made directly to third parties, were £731 for 7 trustees (2024: £846 for 8 trustees).

Volunteers

A total of 103 volunteers (2024: 40) worked 3,753 volunteer hours (2024: 3,467) for the charity during the year.

6. NET EXPENDITURE FOR THE YEAR

2025 2024
£ £
Net expenditure for the year is stated after charging:
Depreciation 2,271 2,365
Auditor fees 6,450 6,300
Rentals payable under operating leases:
- land & buildings 18,614 18,416
- office equipment - -

7. PROPERTY, PLANT & EQUIPMENT

Cost:
At the beginning of the year
Additions
At the end of the year
Accumulated depreciation:
At the beginning of the year
Depreciation charge
At the end of the year
Net book value at the beginning of the year
Net book value at the end of the year		 Office
Office
Equipment
Equipment
& Total
& Total
2025
2024
£
£
9,917
9,310
3,139
607
13,056
9,917
(6,816)
(4,451)
(2,271)
(2,365)
(9,087)
(6,816)
3,101
4,859
3,969
3,101

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Docusign Envelope ID: 18FF666B-E6C9-897F-80B2-7DE8491B5999

8. INVESTMENTS

Term deposits maturing within one year
Term deposits maturing in more than one year
9. DEBTORS
Other debtors
Prepayments & accrued income
10. STOCK
Merchandise
11. CREDITORS
Trade creditors
Taxation and social security
Amounts owed in respect of employees' pension
contributions
Other creditors
Accruals and deferred Income		 2025
2024
£
£
124,417
365,951
-
-
124,417
365,951
2025
2024
£
£
4,500
4,500
17,125
19,190
21,625
23,690
2025
2024
£
£
2,364
2,656
2,364
2,656
2025
2024
£
£
4,475
6,198
11,619
8,732
3,612
3,557
6,358
7,618
7,748
8,899
33,812
35,004

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Docusign Envelope ID: 18FF666B-E6C9-897F-80B2-7DE8491B5999

12. ANALYSIS OF NET ASSETS BETWEEN FUNDS

2025:
Restricted
Unrestricted
Total
2024:
Restricted
Unrestricted
Total		 Investments
Property,
plant &
equip-
ment
Debtors
Stock
Cash at
bank and
in hand
Creditors
Net
Assets
£
£
£
£
£
£
£
-
-
-
-
28,252
-
28,252
124,417
3,969
21,625
2,364
183,612
(33,812)
302,175
124,417
3,969
21,625
2,364
211,864
(33,812)
330,427
-
-
-
-
32,481
-
32,481
365,951
3,101
23,690
2,656
160,707
(35,004)
521,101
365,951
3,101
23,690
2,656
193,188
(35,004)
553,582

13. OPERATING LEASES

The charity had no commitments under non-cancellable operating leases at the end of both the current and prior year.

14. PENSIONS

The charity operates a defined contribution pension scheme whose assets are held separately from those of the charity in an independently administered fund. The pension cost charge represents contributions payable by the charity and amounted to £22,622 (2024: £22,705).

Contributions from both employer and employees totalling £3,612 (2024: £3,557) were payable to the fund at the balance sheet date and are included within creditors.

15. RELATED PARTY TRANSACTIONS

During the year the charity received donations from the trustees and connected parties amounting to £1,066 direct & £1,015 in soft credits (2024: £655 direct & £1,712 in soft credits).

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Docusign Envelope ID: 18FF666B-E6C9-897F-80B2-7DE8491B5999

16. DONATED SERVICES

Donated services with a fair value of £216,466 were received during the year (2024: £55,703) in respect of billboards, cinema advertising, digital advertising campaigns, creative work and legal services. These services were used to promote public understanding and awareness of STAMMA Ltd and provide legal support.

These services would not otherwise have been purchased by the charity so their value has not been shown within the Statement of Financial Activities.

17. RECONCILIATION OF NET INCOME/EXPENDITURE TO NET CASH FLOW FROM OPERATING ACTIVITIES

Net income / (expenditure) for the year
Adjustments for:
Depreciation
Decrease / (increase) in debtors
(Increase) in stock
(Decrease) / increase in creditors
Net cash (used in) operating activities		 2025
2024
£
£
(223,155)
(193,839)
2,271
2,365
2,065
7,725
292
184
(1,192)
1,685
(219,719)
(181,880)

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Docusign Envelope ID: 18FF666B-E6C9-897F-80B2-7DE8491B5999

18. STATEMENT OF RESTRICTED FUNDS

2025
Lara & Nicholas Cournoyer
The Underwood Trust
David Brooke
Clothworkers Foundation
The Hospital Saturday Fund
The Paul Bassham Charitable Trust
Edward Cadbury Charitable Trust
The Charles Littlewood Hill Trust
Bartlett Taylor Charitable Trust
The Sovereign Healthcare Charitable Trust
John James Bristol Foundation
Help for Health
Fowler Smith and Jones Trust
The WO Street Charitable Trust
The R S Macdonald Charitable Trust
The Florence Turner Trust
The Annett Trust
The EH Smith Charitable Trust
The Ammco Trust
The Carrington Charitable Trust
Friarsgate Trust
Sir John Eastwood Foundation
Baron Davenport's Charity
The J Reginald Corah Foundation
The Stanton Ballard Charitable Trust
Mary Robertson Charitable Trust
Charles S French Charitable Trust
The Charles & Elsie Sykes Trust
The CB & HH Taylor 1984 Trust
The Steel Charitable Trust
Jack Petchey Foundation
The National Lottery
2025 Family Day registration income
Total		 Balance
at 1 Jan
2025
Incoming
Resources in
2025
Resources
expended
in 2025
Balance at
31 Dec
2025
8,249
11,592
12,936
6,905
20,000
20,000
20,000
20,000
1,125
-
375
750
3,107
-
3,107
-
-
2,000
2,000
-
-
1,000
1,000
-
-
5,000
5,000
-
-
500
500
-
-
500
500
-
-
2,000
2,000
-
-
2,000
2,000
-
-
1,000
1,000
-
-
2,000
2,000
-
-
3,000
3,000
-
-
3,000
3,000
-
-
500
500
-
-
1,000
1,000
-
-
500
500
-
-
1,000
1,000
-
-
500
500
-
-
1,500
1,500
-
-
2,500
2,500
-
-
950
950
-
-
500
500
-
-
1,000
1,000
-
-
2,000
2,000
-
-
2,000
2,000
-
-
2,000
2,000
-
-
1,000
1,000
-
-
6,600
6,004
596
-
2,000
2,000
-
-
96,107
96,107
-
-
580
580
-
32,481
175,829
180,059
28,251

Restricted funds are provided by the funder for a specified use.

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Docusign Envelope ID: 18FF666B-E6C9-897F-80B2-7DE8491B5999

2024
Lara & Nicholas Cournoyer (Advocacy)
Underwood Outreach
David Brooke
Pears Fam Workshops
Charles & Elsie Sykes Trust
Sir John & Lady Heathcoat Amory's
Charitable Trust
The Peter Stebbings Memorial Charity
Loseley Christian Trust
The Britford Bridge Trust
Florence Turner Trust
Richard Kirkman Trust
The Sylvia & Colin Shepherd Charitable Trust
Annie Tranmer Charitable Trust
Sir John Eastwood Foundation
James T Howat Charitable Trust
THE RS Macdonald Charitable Trust
Eleanor Rathbone Charitable Trust
Rothley Trust
W E Dunn Trust
Frank Litchfield General Charitable Trust
The Pilkington Charities’ Fund
Baron Davonport's Charitable Trust
Stockwell/Cliffe Charitable Trust (for
Minecraft)
Austin & Hope Pilkington Trust (employment
project)
Clothworkers' Foundation
Total		 Balance
at 1 Jan
2024
Incoming
resources
2024
Resources
expended
in 2024
31 Dec
2024
£
£
£
£
6,202
11,592
(9,545)
8,249
20,000
20,000
(20,000)
20,000
1,625
-
(500)
1,125
5,110
-
(5,110)
-
-
6,000
(6,000)
-
-
200
(200)
-
-
5,000
(5,000)
-
-
2,000
(2,000)
-
-
5,000
(5,000)
-
-
500
(500)
-
-
2,000
(2,000)
-
-
500
(500)
-
-
1,000
(1,000)
-
-
3,000
(3,000)
-
-
500
(500)
-
-
3,000
(3,000)
-
-
1,000
(1,000)
-
-
900
(900)
-
-
1,000
(1,000)
-
-
2,000
(2,000)
-
-
4,000
(4,000)
-
-
1,000
(1,000)
-
-
1,000
(1,000)
-
-
1,000
(1,000)
-
-
7,500
(4,393)
3,107
32,937
79,692
(80,148)
32,481

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Docusign Envelope ID: 18FF666B-E6C9-897F-80B2-7DE8491B5999

19. DESIGNATED FUNDS

The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the Trustees for specific purposes:

2025
Designated fund:
Capacity Building
Young People
Future National Conferences
2024
Designated fund:
Capacity Building
Young People
Future National Conferences		 At 1 Jan
Incoming
Resources
2025
resources
expended
£
£
£
308,964
-
(308,964)
65,000
-
(5,000)
40,000
-
-		 Transfers
At 31 Dec
in
2025
£
£
-
-
-
60,000
-
40,000
413,964
-
(313,964)		 -
100,000
At 1 Jan
Incoming
Resources
2024
resources
expended
£
£
£
484,114
-
(175,150)
75,000
-
(10,000)
50,000
-
(10,000)		 Transfers
At 31 Dec
in
2024
£
£
-
308,964
-
65,000
-
40,000
609,114
-
(195,150)		 -
413,964

Resources expended represent costs allocated to those funds. Transfers in represent funds transferred from general unrestricted reserves to designated funds during the year, at the discretion of the Board.

2025 Annual Report & Accounts Year Ended Dec 2025

Page 37