Report and Audited Financial Statements for the Year Ended 30th September 2025 Cranfield THE CRANFIELD TRUST Compary Numbei 2290789 Re9i5tered charity no 8wof2 in Engknd and Wa Regstered charfty noSC040299 in Scotland • • Trust Reportof theTru5tsestorthe Year Ended 30 September 2025 Cranfield Contents Page Reference and Admlnistratlon Trustees. Report 5-19 Trustse Responsibllltles 19-20 Audltorfs Report 21-24 ststement of Financlal Activitles 25-26 Balance Sheet 27 Cashflow Statement 28 Notes to the Financial Statements 29-36 Reference and Admlnlstratlon Charity name: Charity registration numbers.. The Cranfield Trust 800072 in England and Wales SC040299 in Scotland Company registration number: istered office: Cranfield Untversity Cranfield Bedford MK43 OAL 2290789 erational address: Court Room Chambers l Bell Street Romsey Hampshire S0518GY Patron. Presidents and Vlce Presidents Patron- Her Royal Highness The Princess Royal Professor Frank Hartley Sir Harold Walker KCMG Vice Presidents: Trustees and Directors Graham Clarke Treasurer Charmaine Griffiths Chair Stephanie Hussels Jacqueline Mcmahon Rebecca Mauger Salma Ravat Andrew Caveney Chief Executive Amanda Tincknell CBE (until September 2025) Dan Francis (from September 2025) Knight Goodhead Limited 7 Bournemouth Road Chandler's Ford Eastleigh Hampshire S053 3DA CAF Bank Limited 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ Auditor Bankers Cranfield Reportof theTrusteesforthe Year Ended 30 September 2025 Bankers contlnued Natwest Milton Keynes (B) Branch 501 Salisbury Boulevard Saxon Gate East Milton Keynes MK9 3ER Nationwide Building Society Kings Park Road Moulton Park Northampton NN3 6NW Cranfield Reportof the Trustees forthe Year Ended 30 S¢ptember 2025 Tru5tees' Report Introduction by the Chair ot Trustees. Dr Channaine Grrffiths The past year has again reminded us, powerfully. why Cranfield Trust matters so much to so many. Across the UK, charities continue to Step forward for their communities in the most challenging of circumstances, often when no one else can. They offer hope, dignity and practical support to people facing some of life's hardest moments. And in turn, Cranfield Trust steps forward for them. Thanks to the extraordinary generosity and dedication of our volunteers, supporters and colleagues we have been able to stand alongside these organisations with steadfast commitment. Over the year, we have supported thousands of charities to navigate their unique challenge5. We launched 482 new consultancy and mentoring assignments and supported over 900 projects in total. Alongside this. our Peer to Peer Exchange groups. On Call service and webinars have reached thousands of charity leaders in providing timely, trusted guidance. Increasingly, leaders are turning to us not only for expertise, but for space- space to reflect, to breathe, to think clearly, and to reconnect th their purpose in the face of relentless pressures. The challenges charities bring to us are growing in complexity. Many organisatiors return to us again and again, drawing on different types of support as circumstsnces shift around them. We see this continued engagement as a clear sign of both the intensity of need and the confidence that charities place in the Trust. It is a privilege to be their partner in navigating change, challer￿e and opporttjnity. Our Journey to Excellence impact framework continues to be a cornerstone of our support, helping charities understand their priorities with clarity and build stronger, more resilient organisations. This year, by analysing five years of ev5dence, we deepened our insight into the issues facing the sector. These findings are shaping our future plans and strengthening the support we offer. Charities tell us that working with Cranfield Trust has been transformative, bringing not only practical tools and expertise. but renewed confidence, stability and hope. Their feedback continues to be deeply positive and deeply motivating. At the heart of this impact are our volunteers. whose professionalism and humanity define who we are. Supporting and valuing them remains one of our highest priorities. This was also a significant year of transition as we said farewell to Amanda Tincknell OBE as she retired after many years of remarkable leadership and with our heartFelt thanks for her stewardship. We also welcomed Dan Francis as our new Chief Executive, bringing a wealth of experience and a clear commitment to building on our strong foundations to grow the impact the Trust makes across the sector. Report of the Trusteesfor the Year Ended 30 SÈpternb•r 2025 Cranfield Our work is only ever possible becaLse of the triJst and investment of our donors, funders and partners. Your support enables us to reach charities at scale. and at the moments when they need us most, for which we are sincerely grateful. We would like to thank Her Royal Highness The Prince55 Royal, Patron of Cranfield Trust, for her ongoing support and encouragement. and for enabling us to hold an event ('Championing small charities- our national asset,) in her presence in early 2025. Her belief in the sector and the importance of strengthening it, continues to inspire us. As we look ahead, the need in our communities remains great. But so too does our determination. Cranfield Trust will continue to stand with the charities who play such a vital role in our society and, together, we will strive to ensure they have the support. strength and confidence they need to continue changing lives. Cranfield R•portof the Trustees fortheyear Ended 30 September 2025 Objectlves and actlvltles Cranfield Trust's purpose, as set out in the objects contained in the company's Articles of Association. are.. To promote and improve the efficiency and effectiveness of charities, not-for-profit organisations and voluntary groups supporting human welfare through the provision of management information, advice and support services. ) To further such charitable purpose or purposes for the public benefit, according to the law of England and Wales, as the trustees in their absolute discretion from time to time determine. The Trust's vision is for strong and effective charities, that change lives and our society. We are proud of our values. They shape evewhing we do and are what makes Cranfield Trust unique.. > We care and connect > We learn and lead ) We focus on impact ) We meet the moment ) We raise the bar Publlc benefit In shaping our objectives this year and planning our activities, the Trustees have considered the Charity Commission's guidance on public benefit set out in section 17 of the Charities Act 2011. We endeavour to engage ￿th charities across the United Kingdom to encourage them to access our services, and we work to expand our reach and to develop new services to meet need and demand. We contin(Je to champion issues that have an impact on the charities we work with and strive to raise awareness about the challenges faced by the third sector. Achlevements and performance Cranfield Trust15 the leading provider of pro bono management support to the voluntary sector, empowering welfare organisations with the capabilities and confidence to thrive and change lives. We are active in England. Scotland and Wales and have a national register of over1,400 skilled volunteers who are management professionals. largely from the commercial sector. Our purpose is to empower charities with confidence and capabilities to thrive, and in everything we do we harness the skills and knowledge of volunteers to help charities adapt, succeed and deliver. Our services are foCu￿ed on charty organisation development, and to supporting charity leaders and managers. They are.. ) Organisation support.. Management Consultancy and 'On Call, telephone advice ) Leader support.. Mentoring and Peer to Peer Exchange group support > Sector support.. Webinars and online Information Resources Report of the Trustees for the Year ErKled 30September2025 Cranfield Our impact report for financial year 2024-25 is available to read at: htt www.cranfieldtrust.or es Our-lm act We stsrted 343 new consultancy projects and139 new mentoring assignments during the year. Combining these, our most intensive services, we started 482 new consultancy and mentoring assignments in totsl, with 904 assignments active in the year. Across all our services. we provided 26,609 hours of management support to charities. We estimate that this saves the sector £2.9million when compared with the cost of contracting support. This demonstrates that the financial value of our pro bono consultsncy, mentoring and wider support Servic￿ is significant. The value and impact of the increased personal confidence, strengthened leadership and organisational resilience is priceless. 2025 marked five years of our 'Journey to Excellence, (J2E) evaluation and impact framework. We developed and released a landmark report drawn from five years of pre- and post-consultancy project data that highlighted the highs and lows of charity management performance, with leadership development, Succession planning and financial Sustainability being areas that require support and investment. Volunteers We are very proud that so many people make a commitment to be a Cranfield Trust volunteer. We could not offer and operate our valuable services without them and are extremely fortunate to benefit from their generous support and expertise. We have been fortunate enough to be joined by120 new skilled and experienced volunteers during the year. They take on a range of volunteer roles, generously sharing their skills, knowledge and expertise with our charity clients. This takes the total number of available volunteers on our register to1,415 nationally. We are incredibly grateful to all our volunteers for their support and commitment. Supporters and Partners With the invaluable support of our donors and funders, we have been able to work with hundreds of charities this year, and have continued to develop, improve and grow as an organisation. We are extremely grateful to all those who have made our work possible through donations. grants. partnerships, and 'in kind. support and services. Unrestricted rants and donations Donations and unrestricted funding have been essential in enablirig us to continue to respond to the demands and needs of our charity clients, helping us to sustain and consolidate our core services and provide flexible services at a critical time. During the period, we received and were grateful for significant unrestricted grants and gifts of support from The Princess Anne's Charities, The Beatrice Laing Trust, John Bothamley, The Dulverton TrLSt, Gaynor and Edward Humphreys, Pears Foundation, The Robert and Rosie Wright Charity, Trusthouse Charitable Foundation and The Tuixen Foundation. Cranfield Reportof the Tru5teesforthe Year Ended 30 September 2025 We are also grateful for the financial contributions of our community of donors who have made regtjlar or occasional financial gifts to the Trust during the year. Restricted rants and donations We are very grateful to the generous funders and donors who have provided financial support for specific activities at the Trust, or towards our services for charities in specific regions or sub-sectors. In the period, we received generou5 grants and donations from.. J The Albert Hunt Trust (charities delivering mental health services for children and young people) ) City Bridge Foundation (London) ) Garfield Weston Foundation (Midland5, North West and South West) ) The Lawson Trust (Kent and Sus*x) ) The Moondance Foundation (Wales) ) National Lottery Community Fund (a 3-year grant to support capacity building for organisations in the former coalfields in partnership with Coalfields Regeneration Trust) ) Pen y Cymoedd Wind Farm Community Fund (supporting not for profit organisations in the Pen y Cymoedd area of benefit) ) Shears Foundation (cty of York, Harrogate District, City of Bradford) ) The Waterloo Foundation (Wales) Partners and ro rammes Alongside our support for indtvidual charities, during the last year, we are proud to have worked in partnership with11 grant-making organisations to deliver enhanced capacity building and development support for communities of charities and grantees, addressing clients, needs and funders, strategic objectives. We are delighted to have worked with the following new and ongoing partners during the year.. J City Bridge Foundation ) Essex Community Foundation The Gannochy Trust ) Lloyds Bank Foundation Mercers, Charitable Foundation ) Ministry of Justice > Pembrokeshire Association of Community Transport Organisations > Sainsburys Family Charitable Trust ) Samworth Foundation ) The Triangle Trust 7949 Fund Wèstminster Foundation Other su ort and contributions We were very grateful for the in-kind support and pro bono services we received from Mercers, Company, MSW Thames Valley Ltd and Salesforce UK Limited. Cranfield Report of the Trustee5 for the Year Ended 305eptember2025 Review of services Organisation support Management Consultancy Level of activi Our key activity measure across all services is the number of new activities started, as the start of each assignment is when most of our stsff time is needed, and this drives our resourcing and delivery plans. In 2024-25 we started 343 new consultancy projects across the UK. The year was characterised by complex support needs in our charity clients and a high proportion of charity clients continuing theirjourney of organisational development with us through new and addttional projects and assignments. act.. Journey to Excellence (J2E) is our unique and tailor-made assessment framework. J2E enables us to work closely with charities to assess their management strengths and areas for development, to introduce the right support. and to evaluate the impact of the support after each project. Each project is individual. and each charity has its own 'joumey'. It can also be used as a stand-alone reflection tool for charity leaders and acts as a diagnostic. This year marks five years of J2E and we produced a report sharing data and insights from 645 pre-project and 541 post-project J2E assessments. Acros5 all the166 completed Journey to Excellence assessments that we captured during the last year, consultancy clients moved16% closer to excellence in their main project area. J2E results are based on self-assessment, and in aggregate they are indicative, so we are looking for a positive number with this measurement and an increase in score. 83% of completed J2Es related to consultancy projects focused on Leadership and Strategic Direction. and the average increase in score experienced by clients with projects in this area was17%. the largest increase of all the main project areas. Project5 in this area include essential management consultancy support such as business planning. strategic development and governance reviews. We also collect feedback from consultancy clients.. > 8￿ of charity leaders found it useful to think about their organisation in the structured way the J2E process offers ) 72% said the J2E evaluation before and after their project made them pause and think holistically about their organisation ) 60% said the reports they received helped them to consider their next step5 towards continued improvement. °The J2E review process, both before and after the project, prompted me to pause and reflect holistically on our organisation. It was useful to think about LIF in a structured way, as it helped me identify strengths and areas for improvement that might have been overlooked. The reports I received were practical and insightFul, guiding my next steps towards continued organisational development. It was both interesting and rewarding to quantify how far we have travelled as a team. I have already shared, or plan to share, my final client report with colleagues-including the Operations Team, Board. and funders- 10 Cranfield Reportof the Trustees fortheyear Ended 30 September 2025 because I believe the learning and recommendations will benefit the whole organisation.. Luton Irish Forum Organisatlon support: Cranfleld Trust'on Call. Cranfield Trust On Call supports charity leaders with critical and challenging issues that do not require a full consultancy project. Through a call and conversation with a subjert- matter expert volunteer, charity leaders share particular challenges that need immediate attention. We continued to offer charitie5 a diagnostic conversation this year through On Call, using Journey to Excellence, to help identify a ba￿line posrfcion on their management strengths and areas for fijture development. Level of activi and nature of su ort.. We have 54 volunteers who regularly support On Call, and146 charity leaders received On Call advice in the last year. The largest majority of On Calls were on f inance topics, followed by governance matters. From the feedback received from charities usng the Service ) 98% of charities felt that the call helped them with their problem or issue ) 700% of charities would use the service again ) 100% of charitie5 would recommend the service to other charities Leader supporL' Mentorlng Mentoring is a very important part of our work and features strongly in our ongoing relationships wth client organisations. Mentoring and strategic planning are closely Interwoven in our work: we have seen a growing number of clients ask for mentoring support as triey implement a plan developed through consultancy support. Mentoring was in high demand this year and we saw an IO% increase in the number of mentoring assignments started in the year. We are proud to have received very positive feedback from mentees during the year. Level of activi We started139 new mentoring assignments during the year and ran 20 reflective sessions for volunteer mentors. ) IO0% would recommend Cranfield Trust mentoring > 99% were very satisfied or satisfied with the mentoring relationship ) 97% reported that mentoring exceeded or met their expectations ) 97% rated their increase in confidence as excellent, very good or good > 97% reported their improvement in capabilities as excellent, very good or good Charity leaders reported the main benefits of our mentoring to be.. learning how to approach different scenarios, developing personal confidence and self-belief, and improving skills and competence in their role. "Mentoring has been invaluable through a very challenging period of my career. I now have the tools and understsnding I need to move forward - and, most importantly, the confidence to know my worth and to prioritize my wellbeing regardless of whats going on around me.. Charity supporting people with mental health problems, Hampshire. 11 Cranfield Report of the Trustees for the Year Ended 30 Septernber2025 Leader support Peer to Peer Exchange Peer to Peer Exchange provides charity leaders with a place of mutual support where challenges and development needs can be shared in confidence. Peer to Peer participants learn from the experience and knowledge of others in a safe environment, helping to enhance and develop their leadership confidence and skills. The groups are facilitated by experienced Cranf ield Trust volunteers who support each group over six meetings. As well as groups for Chief Executives, towards the end of the year we offered groups for emerging leaders. We had very high demand for this new offer. with over100 people coming forward to join these groups. which will complete during the year ended 30 September 2026. Level of activi 120 CEO and senior leader participants took part in19 groups during the year. ) 100% would recommend our Peer to Peer Exchange to others ) 97% of participants rated their leaming through participating as excellent, very good or good > 97 % were very satisfied or satisfied with their experience of Peer to Peer Exchange 'Taking part in the Cranfield Trust P2P Exchanges has been a real lifeline during one of the most challenging times of my career. Facing the difficult decision to close our charity was incredibly isolating and emotional. but having a safe. understanding space to talk openly with peers who truly 'got iv made all the dlfference. The support. empathy and shared wi£dom I received helped me navigate the process with more clarity, strength and compassion,. for myself and for my team. I'm so grateful for the kindnes5 and solidarity of this group, and I'd wholeheartedly recommend the Exchanges to any charity leader going through tough decisions." CEO attendee Supportlng sector development Webinars Our free webinars promde topical learning and development opportunities for charity leaders, teams and volunteers. IO0% of attendees at the live webinars said they would recommend our webinars to others. In total. we had 3,777 registrationsfor webinars during the year. all of whom received a link to the webinar recordings and slide decks from the sessions for which they registered, and links to wider reading related to the webinar topic. Our webinars are in streams: ) Essentials to Excellence (covering a range of practical management topics) ) Learning with Leaders (insight and fresh thinking from academics and leading practitioners) Level of activi During the year, we had a total of 2,276 attendees at our10 live webinar sessions, with some individuals attending one or more sessions. We also had 834 Mews of webinar recordings through our webinar channel. The most popular webinar, with our highest number of registrations ever. was on the topic of succession planning. From our report 'Flve years of Journey to Excellence, we discovered that charity leaders lacked 12 Cranfield Report of the Trusteesfor th• Year Ended 30 Septertw 2025 confidence in their organisations, succession planning and this webinar was offered in response. The next most popular webinar was focussed on providing practical guidance and advice in fundraising. This reflects what we know to be a worrying issue for charity leaders. Wlth 52% of the people registering for our webinars telling us their most pressing challenge was a difficulty in raising funds and generating income. ) IO0% of delegates would recommend our webinars to others ) 96% of delegates rated the webinars as excellent. very good or good ) 95% said that the webinar they attended met or exceeded their expectations The most viewed webinar recordings were.. 'Getting started with Al language tools for charities,, 'The power of trust.. practical strategies to build and embed trustworthiness,, and 'Leadership startswith you: how your beliefs shape the way you lead,. 'Thank you to Cranfield Trust for the care and expertise you offer the charity sector. l am learning so much- these webinars help us to feel less isolated and more supported and bolstered in our leadership and executive roles." Attendee at'master fundraising in three shapes. webinar. Supporting sector development: Informatlon resources We host an extensive collect60n of free resources on our website, designed to help charity leaders, managers and trustees strengthen their organisations. Covering the essential management areas of leadership and strategic direction, people management, financial management and sustainability and performance and impact, our online resources continue to be a trusted Source of practical support across the sector. Our volunteers and colleagues contribute articles. thought pieces and blogs to our website throughout the year to share views and guidance on topical issues and key management topics. Level of activi '. we had 23,703 user interactions with the pro bono support page on our website. We saw 7,152 user interactions with our resources page and a total of 3,475 resource downloads from the website. The top five document downloads during the year were as follows: l. Three year business plan template 2. Business planning implementation= Key questions 3. 'Five years of Journey to Excellence, insight report 4. 'Championing small charities, insight report 5. Management accounts workbook The top five blogs and articles read were as follows: l. Top10 financial ratios for charities 2. Founder syndrome undermines the legacy of strong leaders 3. New report reveals highs and lows of UK charity management over the last five years 4. Payroll for charitie5.' what you need to know 5. How to access free and pro bono advice for charities Cranfield Trust is honoured to have become the custodians of the former Getting on Board training videos for charity leaders this year. We launched the Cranfield Trust 13 Reportotthe Trustsesforthe Year Ended 30 September2025 Cranfield Governance Channel on YouTube, ensuring these valuable videos and learning resources continue to be available to boards and the sector after Getting on Board closed its doors. The top five video views from new Governance YouTube Channel were as follows: l. What's a Trustee? 2. Trustee Learning Programme.. charity accounts 3. Trustee Learning Programme.. How to become a charity treasurer 4. Trustee Learning Programme: How to become a charity chair 5. Trustee Learning Programme: The onboarding We ran our second 'Charity Management Month, during May 2025. We introduced the themed month to raise awareness of the services we offer to support and develop strong charity management, and to encourage organisations, managers and leaders to prioritise learning and development. During the month we introduced a variety of new resources, articles and content to support small charities. Contrlbuting to our sectsr During the year, we have been proud to be one of three leaders (with Pilotlight and Reach Volunteering) of the UK Pro Bono Association, which brings together organisations providing skilled volunteers to charities across a range of fields and functions. Working together, we hope to improve the way that charities find sUPPOrt, ensuring that all charitie5 looking for external advice find it easily, through our connections and shared understanding. The Trust is delighted to be part of this sector wide work. Our future plans Cranfield Trust is making strong progress on our current three-year business plan, which runs to September 2026. Over the next year, we will continue to strengthen our core services, use insight to shape our work. and develop our management support offer. Looking ahead. we will begin developing a new and ambitious strategy to guide the Trust beyond 2026. This will ensure we continue to meet the changing needs of the charities we serve and remain a strong, sustsinable organisation delivering vital support to the sector. We will begin this process in early 2026, aiming to finalise the new strategy by mid-year. Central to this work will be engagement with our clients. volunteers. funders and supporters. Their insight will help us understand where the greatest need for management support lies and shape our priorities for the years ahead. The demand for our services, and the learning we gain through our work, already highlight where our future focus may be. Management consultancy remains at the heart of what we do, butwe also see growing value in our wder support, including peer to peer and mentoring programmes, which help strengthen leadership and resilience across the sector. Succession planning has emerged as a significant gap, with strong interest in our work to support emerging leaders. We see this as a vital opportunity to help develop the next generation of charity leaders and build long-term organisational strength. Digital capability continues to be a challenge for many charities. We recognise the importance of technology and Al in both how charlties optrate and hvvv we can Increase 14 Cranfield eportof theTrustees forthe Year Ended 30 Septsmber 2025 the efficiency of our own work. We are already testing new tools to enhance our support for clients and volunteers, and expect this to be an important focus of our next strategy. Insight will also remain central to the Trust's development. Our Journey to Excellence impact framework continues to provide valuable understsnding of trends and outcomes. We will build on this, ensuring it stays relevant and supports data-driven learning across our Our volunteers remain at the heart of everything we do. Their professionalism, generosity and commitment make our impact possiblè and are an ongoing source of inspiration. We will continue to invest in ensuring they have a rewarding and high-quality experience, supported by strong systems, communication and learning opportunities. The charities we support are under growing pressure, and the expertise of our volunteers puts Cranfield Trust in a unique position to help. As we look to the future, our goal remains clear.. to strengthen leadership and management across the voluntary sector, helping charities to thrive and continue making a difference in their communities. Flnanclal review The financial statements included in this report relate to the accounting period 1st October 2024 to 30th September 2025. Reported income for the year was £965,278. To help analyse changes from year to year and to determine whether income has been sufficient to meet annual operational needs, we often refer to 'applied' income which is reported income adjLSted for restricted fund movements. For 2024/25 this figure was £953,936 and represents a 9% decrease on the previous year's number of £1.045,363. Reported income includes £147,949 of 'flow through. funding which will be passed to other providers under both the City Bridge Foundation 'Funder Plus Programme, and the National Lottery Community Fund programme partnership with Coalfields Regeneration Trust, for which the Trust is a key partner. Gross expenditure reported in the period was £1,033,878, which is an15% increase on the previous year. This increase largely resulted from a significant increase in 'flow through, payments to partner organisations and 'one-off' expenditure items such as recruitment and handover costs associated with the transition to a new Chief Executive. An accounting deficit of £68,600 is recorded. and with unspent restricted funds carried forward increasing, this translates to an operating deficit of £79,942 (i.e. a decrèase in free reserves). Restricted funding recorded in the year included £IOO,000 of a Garfield Weston Foundation grant (received as part of three-year funding),. £160,000 received from City Bridge Foundation under the 'Funder Plus. Programme and £83,047 in relation to a National Lottery Community Fund grant. Funds of £114,357 are carried forward as restricted funds for use in the next accounting period. After utilisation of restricted or programme funding, the financial posrtion of the Trust remains stable at the end of the year. Whilst unrestricted reserves have reduced in absolute terms to £495,141, reserves measured as months of operatirTrg expenditure (gross income adjusted for gifts in kind - £1,014,622) equated to 5.8 months at the end of the year which is within the tolerances of the Trust's reserves policy, set by the Board, requirinq that reserves represent a minimum of three and a maximum of nine months, operating costs. 15 Cranfield eportof theTru5teesforthe Year Ended 30 September 2025 The Trust's reserves levels, whilst fluctuating from year to year, have consistently averaged over 6 months of operating expenditure over the long term, which is testament to the careful management of the Trust's resources in an environment which is not always certain, and which brings unique challenges year on year which can curtail growth and investment over time in service development and infrastructure. These are themes that the Trustees and leadership are keen to strategize and address in the medium-term planning horizon. alongside increasing investment in fundraising activities to build and manage a strong pipeline of income to support growth. Income and prlnclpal funding x•urces Cranfield Trust 15 a charity itself, and provides its seNices free of charge to other charitable organisations. Our services are made possible by the generosity of our funders. donors and supporters, and we are extremely grateful to them. Trusts and Foundations". The majority of the Trust's income is from grant making trusts and foundations. We are delighted to work with organisation5 who share our vision of charities working effectively to provide their frontline services. Our income during the year included core or 'unrestricted' grants, which are especially valuable in enabling the Trust to respond to particular circumstances and needs, and to invest in our own development. We also valued the opportunity to work in partnership with funders. providing services in particular regions. or to particular groups of organi5ations. This partnership work has developed from observations by grant-makers that their beneficiary organisations need support beyond pure funding. These restricted funds. and their objectives. are listed in Note15 to the accounts. The Trust is pleased to comply with the requirements of such donors. Individuals.. We were grateful to receive support from individual donors who both made one off donations and also support the Trust on a regular basis. We are pleased that they remain committed to and interested in our work In-kind su ort The Trust also benefits from the support of various in-kind supporters towards its core running costs. In 2024/25 the Trust has benefited from such support towards venue hire, marketing services and SO￿are licensing, which has relieved the Trust of some of the financial costs of running services and administration. Going forward, we aim to strengthen the Trust's financial position through greater development of the Trust's fundraising programme. This will include diversifying the range of actively managed income streams and we hope to attract an increased level of support from individuals and commercial partners. as well as trusts and foundations. During the year the Trust continued to review its policies to protect the data it processes and to ensure compliance with all the provisions of the General Data Protection Regulation (EU) 2016/679 ('GDPR") and the Information Commissioner's guides and code. We are committed to being legal, honest, open and respectful in all of our fundraising activity and registered during the year w¢th the Fundraising Regulator as a demonstration of this commitment. We are pleased to report that during 2024/25 we received no complaints with regards to the way in which we carry out our fundraising. Cranfield Trust is committed to working to meet the new regulations brought in through the Charities Act 2016. to help 16 Cranfield Report of the Trusteesfor the Year ErKled 30Septernbor2025 charities in demonstrating their commitment to protecting donors and the public. including vulnerable people, from poor fundraising practice. Reserves pollcy The Trustees have considered their obligations in respect of their commitments to the members and staff of the Trust, as well as its many stakeholders, and believe that reserves should represent a minimum of three and maximum of nine months, operating Costs. This is required to ensure adequate working capital for the smooth and efficient operation of the organisation, and takes into account the duration of our consultancy projects which can run over many months, as well as fluctuating actiwty and staffing levels. The Trust has set and monitors its current reserve requirement with reference to 2025/26 budgeted expenditure but the following numbers outline the reserves levels achieved wsth reference to year end actual expenditure ('operating cost,).. 2025 £495,141 £1,014.680 2024 £575,083 £873,464 Unrestricted Funds Operating cost (less Gifts In Kind expenditure) Free cash in terms of moriths of operating cost structure, governance and management Governlng Document The Cranfield Trust registered as a charty in England and Wales (No 800072) on 6 June 1989, registered as a charity in Scotland (No SC040299) on 24 February 2009. It incorporated as a company limited by guarantee (No 2290789) on 26 August1988. The Articles of Association were revised and a new version passed by special resolution on14 December 2021, to update the charitable objects of the Trust, while retaining its focus on human welfare. Members of the Trust are Trustees under the rules of the Charity Commissioners. Cranfield Trust has informal links with large numbers of other charities. The Trust does not have a formal relationship with other voluntsry organisations or other bodies. One of the organisations with which the Trust maintains a strong relationship is Cranfield University. The Trust was founded at the challenge of HRH The Princess Royal. now our Patron. when on a visit to the University. and we have maintained strong links over 35 years. We are grateful to Cranfield University for the encouragement and sUPPOrt of many faculty members and stsff. Recruitment and appointment of Trustees All the Trustees give their time voluntarily and receive no benefits from the Trust. Any expenses reclaimed from the Trust are set out in note10 to the accounts. New Trustees are appointed by the Members at the Annual General Meeting and serve for three years, after which period they may be re-appointed ￿lCe, to serve a maximum of 9 years in accordance with the Charity Governance Code. 17 Cranfield Report of the Trusteesfor the Year Ended 30September2025 Tr￿* Trustees, induction and tralning Prospective Trustees are interviewed by the Chair and other Trustees and meet the Chief Executive. On appointment they receive a full briefing from the Chair and Chief Executive on the activities of the Trust and the duties of a TrL*stee, and normally visit staff to become familiar with the Trust's operations. Ongoing training is provided for Tr(Jstees with regular updates and briefings on particular issues of relevance offered by the CEO. In addition to participating in meetings and the general direction of the Trust. Trustees contribute to specific issues and projects in accordance with their skills, experience and interests, via committees. The Charty Governance Code was introduced during 2017 and remsed in 2025 to help charities and trustees to develop high standards of governance. The Code has been adopted by the Trust's Board as a measure of good prattice and its recommendations have been compared against current practice. noting points of consideration and opportunity for policy development. The Board of Trustees recognises the importance of good practice across all areas of the Trust's work, adhering to high standards of integrity and transparency in decision making. The Chair of Trustees takes the lead on *tting and following good governance practice. Risk management The Trustees have assessed the risks to which the charity is exposed and have introduced procedures and regular reporting to manage these risks. The Trustees conduct a review of the major risks to which the Trust is exposed on an annual basis, and the Audit and Risk Committee, as a committee of the Board, undertake a regular review of risks. Internal control risks are minimised by the implementation of financial procedures for checking and authorisation of transactions and evidencing of restricted funding deliverables. The Trustees assess the charity's activities, long term planning and mitigating acttons on an ongoing basis to ensure that the Trust remains responsive and adaptive to the needs of the sector in a challenging environment, characterised recently by the Cowd pandemic, cost of livtng crisis and considerable fiJndraising challenges across the sector. 18 Cranfield Report of theT￿￿tee$for the Year Ended 30 September 2025 Organlsation structure The Trust has a Board of Trustees, which can be up to14 members. which meets four times a year and which is responsible for the strategic direction and policy of the charity. At the year end, the Board had seven Trustees from a variety of professional backgrounds relevant to the work of the Trust. The Trustees in office during the period and at the date of this report are set out on page 3. One new Trustee was appointed this year. Trustees set the overall strategy of the Trust and work with the Chief Executive to develop policy. as well as oversee and monitor business activities. The day-to-day running of the charity is delegated to the Chief Executive, who is responsible for.. personnel management and recruitment.- income generation, partnership development.. capacity building,. project development,- horizon scanning. delivery of strategic objectives and implementation of policies and campaigns. The Chief Executive 15 responsible for managing the activities of staff and volunteers. The Trust's staff team during the year averaged19 employed staff, having decreased from14.1 full time equivalent staff to13.3 full time equivalent staff. Responslbilities of the Trustees Responsibility for the governance of the Trust is vested in the TrLJstees. The Trustees, who are also the Directors for the purpose of company law, are responsible for preparing the annual report and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice (UK GAAP). The Trustees are required to prepare the annual report and financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of its incoming resources and application of resources, including income and expenditure, for the period. In preparing these financial statements the Trustees are required to- select suitsble accounting policies and then apply them consistently,- make judgements and estimates that are reasonable and prudent," state whether applicable accounting stsndards and statements of recommended practice have been followed. subject to any material departures disclosed and explained in the financial statements,. and prepare the financial ststements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. The Trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with the Companies Act 2006. The Trustees 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. 19 Cranfield Reportof the Trusteesfortheyear Ended 30 Septernbor2025 Dlsdosure of Information to auditor Each of the Trustees has confirmed that there is no information of which they are aware which is relevant to the audit. but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identfy such relevant information and to establish that the auditor is aware of such information. This report has been prepared in accordance with the special provisions of Part15 of the Companies Act 2006 relating to small companies, and complies with the charity's governing document and Accounting and Reporting by Charities". Statement of Recommended Practice applicable to charities preparing their accounts in accordance with FRS102 (effective January 2019). the Charities (Accounts and Reports) Regulations 2008 and the Charities Act 2011. Approved by the Board of Trustees on 28 April 2026 and signed on its behalf by: Dr Charmaine Grlffiths Chalr of Trustees 20 INDEPENDENT AUDITORS, REPORT TO THE MEMBERS OF THE CRANFIELD TRUST (Company limited by guarantee and not having a share capital) Oplnlon We have audFted the financial statements of The Cranfield Trust for the year ended 30 September 2025, which comprise the Statement of Financial Activities, Balance Sheet, Cashflow Statement and the related notes including a summary of the signrficant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards including Financial Reporting Standard102.' The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). This report is made solely to the charity's trLtstees, as a body, in accordance with Section 144 of the Charities Act 2011, the regulations made under section154 of that Act, section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act and the Charities Accounts (Scotland) Regulations 2016. 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 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 Charity's trustees as a body. for our audit work, for this report, or for the opinions we have formed. In our opinion the financial statements- give a true and fair view of the state of the charity's affairs as at 30 September 2025, and of its 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 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006. Basls of Oplnlon 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 Audrtor's responsibilities for the audit of the financial statements section of our report. We are independent of the Charitsble company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK. including the FRC'S Ethical Standard, and the promsions available for small entities. 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. 21 Conclusklns Relating to Going Concern In auditing the financial ststements, we have concluded that the director's 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 uncertsinties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least12 months from when the financial ststements are authorised for i%sue. Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report. Other I￿OrMatIOn The trustees are responsible for the 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, 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 ststements, our responsibility is to read the other information. and, in doing so, consider whether the other information is materially consistent 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 misstatements. we are required to determine whether there is a material misstatement in the finanoal statements or a material misststement in 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. Matters on whlch we are requlred to report by exception In the light of the knowledge and understanding of the Charity and its env¢ronment obtained in the course of the audit, we have not identified any material misstatements in the Trustee's Annual Report. We have nothing to report in respect of the following matters in relation to which the Charities Act 2011 requires us to report to you, rf, in our opinion: adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us,. the financial ststements are not in agreement wtth the accounting records and returns,. we have not obtained all the information and explanations necessary for the purpose of our audit,. certain disclosures of trustees, remuneration specrfied by law are not made. 22 Responslbilities of the Trustee5 As explained more fully in the trustees, responsibilities statement set out on page17, 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 they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. n 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 concem and using the going concern basis of accounting unless the trustees either intend to liquidate the Charity or cease operations, or have no realistic alternative but to do Our responsibllltles for the audlt of the flnanclal ststements The trustees have elected for the financial statements to be audited in accordance with the Charities Act 2011 rather than the Companies Act 2006. Accordingly we have been appointed as auditor under Section144 of the Charities Act 2011 and report in accordance with regulations made under section154 of that Act. 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 detect a material misststement when it extsts. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate. they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial ststements. Irregularitie5, including fraud, are instances of rson-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misststements in respect of irregularities. including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below- The engagement partner ensured that the engagement team collectively had the appropriate competence. Capabilit￿e5 and skills to identify or recognise non-compliance with applicable laws and regulations. We identified the laws and regulations applicable to the Charitable Company through discussions with trustees and other management and we assessed the exterit of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence. We assessed the susceptibility of the Charitable Company's financial statements to material misststement, including obtaining an understanding of how fraud might occur, by making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud and considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations. To address the risk of fraud through management bias and override of controls, we performed analytical procedures to identify any unusual or unexpected relationships. 23 tested journal entries to identify unusual transactions and investigated the rationale behind significant or unusual transactions. In response to the risk of irregularities and non-compliance wrth laws and regulations, we designed procedures which included, but were not limited to.. agreeing financial statement disclosures to underlying supporting documentation,. reading the minutes of meetings of those charged with governance.- and enquiring of management as to actual and potential litigation and claims,- There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at.. www.frc.org.uvauditorsre5ponsibilities. This description forms part of our auditor's report. C J Goodhead FCA Knight Go¢)dhead Llmited Chartered Accountants and Statutory Auditors Dated: 11 7 Boumemouth Road Chandler's Ford, Eastleigh, Hampshire S053 3DA Knight Goodhead Limf(ed is eligible to act as an auditor in terms of section1212 of the Companies Act 2006. 24 THE CRANFIELDTrUST STATEMENT OF FINANCIALAcrivrriES FOR THE YEAR ENDED 30 SEPTEMBER 2025 2025 2024 Unrestrirted R•strictgd funds fund5 Total Funds Total Funds Notes INCOME Donationgand legacies Trading income Investmentincome 244,300 6,765 14,508 699.705 944.005 6.765 14.508 865.139 1.200 15.516 Total In¢ome 26S.573 699.705 965278 881.855 EXPENDrruRE Fundiaising costs Charitsble activNÈs 44.808 308,007 79.720 601,343 124,528 909,350 124,368 771.987 Total Expendlture 352.815 681.063 1.033,878 896,3g5 NrriNCOME/ (EXPENDITURE) AND NEr MOVEMEMf IN FUNDS (87,242) 18,642 (68.600) 04.500) TRANSFERS BETWEEN FUNDS 7,300 (7,300) RECONCILIATION OF FUNDS Totsl Funds broughtforwaTd 575,083 103,015 678.098 692,598 TOTAL FuNDs￿lED FORWARD 495.141 IM.357 609.498 678,098 AJI theabove am(yJnts relate to continuiryTrust actiwties. The ststement of financial activities also complies with the requrements for an Income and expenditure account under the CompaniesAct 2006. 25 THE CRANFIELDTRUST COMPARATIVESTATEMEKf OF FINANCIALACTivrriES FOR THE YEAR ENDED 30 SEPTEMBER 2025 2024 funds funds Tatsl Funds INCOME Donation5 and legacies Trading income Investmentincome 321.609 1,200 15,516 543,530 865.139 1.200 15.516 Totsl Income 338.325 S43.530 881.855 EXPENDITVRE Fundraising c¢)sts Charitable activities 29,579 159.738 94,789 612.249 124.368 7n.987 Total Exp¢n¢knire 189.317 707.038 896,355 Nrr(EXPENDrruRE)/ INCOMEAND NEr MOVEMEKf IN FUNDS 149.008 063.508) 04.500) RECONCIUATION OF FUNDS Totsl Funds broughtforward 426,075 266,523 691598 TOTAL FUNDS CARRIED FORWARD 575,083 103.015 678.098 I the above amountsrèlate to continuing Trustactiwties. The statement of financial acdvlties also complies with thè requirementsforan income and expendlture account under the ComDaniesAct 2006. 26 THECRANFIELDTrUST BAL4NCESHEEr FOR THEYEAR ENDED 30 SEPTEMBER Z025 2025 2024 Unr•strlet•d P￿tr￿ted funds Totsl Fund$ Total Funds Notes Tangible assets 12 1,060 1.060 1,866 CURRENT ASS Debtors Cash at bank and in hand 13 10,617 501.325 21.972 126,863 31589 628.188 56,617 663.126 511,942 148.835 660,777 79.743 CREDrroRS Amountsfalllng duèwithln one year 14 07,861) (34,478) (51339) (43,511) NEfcuRRENT Assrrs 494.081 114.357 608.438 676,232 TOTALASSEfs LESS CURREKf LIABILITIES 495,141 114,357 609,498 678.098 NEfASSErs 495,141 114.357 609.498 678,098 FUNDS Unrestricted fund5 Rèstrthd fiJnd5 15 15 495,141 49S.141 114.357 575.083 103,015 114,357 TOTAL FUNDS 495,141 114,357 609.498 678,098 The accounts have been prepared in accordance wf(h thè proviqionsa¢)pllca￿e tocompaniessubiectto the Small companies regime The finanda statementswere approved bythe Board of Trustées on 28 April 2026 and were svjned on its behatfby.. Dr Charmaln¢ Grlfffthg- Chalr Thè note5 on pwJes 27to 33 fom part of these finandal 5trétements. CompaTrynvmber2290789 27 ThE CRANFIELDTRUST CASHFLOWSTATEMEprr FOR THE YEAR ENDED 30 SEPTEMBER 2025 2025 2024 Notes NEfcASH FLOW PROVIDED BYOPERATING AcnvmES (47,894) 75,133 CASH FLOWS FROM INVESTING ArnIES Interest recewed 14.508 15.516 CASH FLOWS FROM FINANCING AcnvmES Tangible Asset Additions (1,552) <79) NEfcASH FLOW {34.938) 90,570 Change in cash and cash equwalents in the year (34,938) 90.570 Cash and cash equivalents at the stsrt of the year Cash and cath equNalents atthe end of theyear 663,126 628.188 572.556 663.126 NOTESTO THE CASHFLOW STATEMENT FOR THE YEAR ENDED 30 SEPTEMBER 2025 I. RECONCILIATION OF INCOME TO NET CASH FLOW FROM OPERAMNG ACTIVITIES 2025 2024 Net movement In funds for the year Interest received Depreciation Decrease/ (increase) In debtors Increase in creditOTS (68,600) 04.508) 2.358 24.028 8,828 (14,%)0) (15,516) 3,787 101,014 348 Netcash flow from operating actmties (47.894) 75.133 ii. ANALYSS OF CASH AND CASH EQUIVALENTS 2025 2024 Cash at bank and in hand 628,188 663.126 28 THE CRANFIELD TRLIST NOTES TO THE FIN￿4cl*L STATEMEiifs FOR THEYE*R ENDED JO SEPTEMBER JJ25 I ACCOVNMNfjPOLI¢IES Ba51sof pr•paraknofth•lknanthlstat•ni•nts The f￿anC￿l 5ratements ￿V¢be￿n prtparedin accwjancewith AccwntM￿ andRewting byCharTrties.' Statementof Recommended Practice appltrble tocharityespreparing their8ccountsinaccordantsvéith FRS102 IeffeC￿JanUary20l9).the ChatitEslAccwntsand Reports) RegU￿￿￿$2008 andthe CharitièsAct2011. Tre tharity meetsthe definitimol8 puFArbenefft entity. Assetsandlkb1li￿eSareqn￿￿ltyreCtrgntsed athi%toriccostortrBn5Kbon vak* unlÉssotherwAsesrated in therdev8Dtaccountinq ￿￿￿nOte. The accwntshave beenweparedon agoing concernb8ys.Therearenomaterb31 uDcertsknt￿atOjtIhe chaWsaLNltyto Incomo DcrfTratiwSareinck￿￿dknthe Statementof F￿ntialAC￿v￿t￿Séss00naStheYare re￿rIed. 1ncomelromgrantstsr￿og￿w￿n tr*Per￿f¢r￿hid)the ￿ntI$Made.￿ftsin Pindand donated serv￿tt andfacil￿eS ar&v8lued ata reaSonab￿eStifflate of the grossva1￿t0the Ltharty. Income ￿r￿nL￿ed on iÉcdpt In¢om $deferreéwtEn. attheendofanaccounting perfod.tt ha$b￿nr*¢e￿ed b￿the¢ha￿h4$YtttO0eC(Y￿e U￿rndth2￿1IWentidedt0 tt. Expendthre L%accwntsdtoronana¢cruak basi5andh3sbeenclassified underheaclng5that aggr￿at* 8lcostsrelatedtothe categJry. wherec05tscannotbedrectyattrb￿tsd to pèrtycuL¥ headlngstwhave beenalbcate¥)ensestOtsMng £159￿erep8BYtOthe 808rdofTrUsteeSdurfng￿ye8r(2024_£239}. TrLEtees'lndèmnty*wrance of £fj.156forthe Boardof Tnkn5waspaiddur]ngthe yearC2024- £6.5101. n.STAFFCOSTS 2025 2024 Wage5 andsaL3rles-Gross Re¢knndanoJcosts Social *curitywsts- EmpbyersNI PenS￿n Costs Total EmFloyeet(tsts 599.2TI 616.942 2.385 55.340 14.518 689.185 56.349 13.879 669.445 CoDsuthnts'feesp*d 225 55.990 T•tslfeo498larfesandsocklsKUrttycosts 721,670 745.175 OneempbY￿Vra5p3Idas3kryb&tsveQn £70.0008fwJ£80.(M)Operannum. The avtrage monthty number5 (rf peT50ns lindudhig the Ch*f EKt¢ithel empbyed bythe T[￿t during the year wa5 1) 12024- 2QI, ¥*TththefuM thmèoqU￿bntaVer4ebelTh973.3 (2024-14.11. KeymanagÈmeDt per￿n￿l¢0m￿￿￿eSSeVe￿ Ind￿￿uaL5{2O24.. ffvelwhowere pa￿at•t& of £283.919irtludngempbyers' I￿r¥￿andPenst0n ContrIbut￿nS12024..£277.314l. IZTANGIBLEFIXEDAssrrs FlxturgsoTh1 Fltlln¥s E9v￿MeTht Tola ¢osr AtlOct￿er 2024 AddIti￿ts t¥sposa 1.368 21249 1.552 IS52 At30 SepteM￿r2025 1.368 23.801 25.169 DEPRECIATION Atl Ortober2024 )5als Cfrargeforygar 20.383 21.751 2.358 1358 Ar305eptember2025 l368 21747 24.109 NETB¢)OKVALVE At30 September2025 1060 At30Septembw X)24 1.866 1,866 TheC¢¥npJterequ¥xnentandfum￿re are hekJfortheTru5t'50wn usetO8sSbt￿S*￿k. 32 TFE¢IiW4FKeLDTRU8T NOTES TO THE FIFwKl￿51ATEI￿ETr4TS FOR THEVENR ENDED 30 SEPTEMBER 2925 13.DEBTOR%.AMOUNTSFALUNG DUEVIITFHN ONEYEAR 2025 2024 Tradedebtars OtherdÈbtiYS Prepayments 8.06) 11.875 12.654 32589 42.726 13.891 56.617 CREWORS..AMQUNTSFALLINGDUEwrrHIN ¢)NEYEAR 2025 2024 Trade¢reLltor5 Actft￿ TaXationandsots￿seCurty Othercrgdtto 16.412 18.OTI 15.194 2.656 5Z339 8.454 19.043 13.333 2,681 43.5 15. MOVEMENTIN FUNDS 2024 Net 2025 fvnd6 Unr*strirt•dfvnd Generalfu￿S 575.083 575.083 179.942 9,942 495.141 495.147 AbertHuntTru5t CityBridge Foundatbn IFundprPth} OtyBrld9e Foundalon IL¢ndonGrantl [Jj￿ert0WTrT[USt EQ Foundatbn Es*xCcyTNnuntyFourwY8lon GannochyTnrt rfvèkj Weston 3 YèarGrantlNorth) tsin Kind Jatk PetrheyFOUr￿auoTh Mercet5'CharitaPJe Foundatk)n 2023_2028 Mercets, Charita￿e FoundatlonOVer Peop￿/¢0￿MuTr￿es Mhistryof JLtstie lthonthr¢e Fwndation Na￿0￿1 Lottery Communty Fund PÈmbrokeshireAssorkBt￿n0f CoMm￿ttYTrar￿rt0r9.r Penycytweddwnd F¥m CommuntyFund PoltrUsT￿$t sainst￿￿3F￿rnlyChantats￿TIU$t Samworth FLuJnda￿n SheafsFLun¢ktion Sodetyofthe PbtyChldJe5US 5teelCharrtableTrust Trpangle Tntst1949 Fund Waterloo F¢wdadon WestmhisterFoundatbn IL648 14,533 26,181 i.￿0 7.300 1.400 7.600 iooo (7,300) 4.050 10.500 2.9W 917 14431 474 14.174 14174 Is.0 14150 7.500 494 IB.0001 17.5001 12.3161 1244 15.CK)O 7,$00 16.300 10,WO 13,984 10.C4)0 1,500 114,357 1.500 103,015 TOTALFIJWDS 678.098 68.600 609,498 33 THE CRA>IFIELD TRUST P40TES TO THEFI14A&4￿NL STATEMEIKS FOR THE YE*A EFIDED 11¢8EPTEMBER 2023 NetmOv￿￿￿t nfurds Irduded In theabove 8rea51dkj￿. Incom• ExptrKltsY• Tran5f•rn Movthrnntln Generalund5 2￿.573 1352.815) (79.942) R•strtct•dfvnds Abert HuntTNst CtyBridge F￿nthtion (Br￿ge Progr3mmel City8ridge FoUr￿akn ILcfftth)n Gr8nt) DufvertonTrust EO FLWn(5ation Essex COmm￿tyr￿nda GannochyTri Weston 3 YearGrantlNorth} Grfts In ￿nd JackPettheyFoundation MErCe￿Charitab1e FoLndatknn 2023- 2028 MPrcergCharita￿e Ohler People/CoMtnuT￿es ￿￿￿ofJust￿e MocThSance Founda Natioybal LotteryCommuntyFund PembrOkeshlreAwc￿t1tsntsf CommurityTrryortOrgn5 PenyC￿eddWnd F3rmCommunityFur 10.000 160.CK)O 37.5 110.000) IH5.4671 137.5001 MS33 17.3(X)I (7.300} 1650 42.7LK) 13550 100.000 19,198 (40,0501 110,650) 1100.(KX)I 119.1981 30,000 10.586 38.021 30.209 83.047 4.744 21.350 130.4431 110.5861 (38.0211 130,2091 168,8731 14,7441 121,2CQI 14431 14.174 *InSt￿ry5 FamI￿Chantab￿T[￿t ￿M￿￿h FL￿ndat￿n shearSF(urtht￿n Socwolthe ￿0￿chIldU¢Sus SteelCharitableTTUSt T￿ngle T￿￿tI>4> Fund terfODF0L¥Oat￿n est1n￿steFFQL¥K￿t￿n 6.3 25.0 6,0 (S.X￿) 07.5WI 15.5061 115.CQOI 17.5001 132.3161 {30.WO) 5.0001 17.5001 IZJ61 30.(￿0 1.500 5.278 TOTALFUNDS 0.033,878} 68.600 Purp￿*•t rtstrlct•dfunds bert HuntTru5tprovided a grantt¢w8rtsthe dplveryofof pro bonorr*nagemeMc0Th5uhncyand kndefsh¥ menttiringfor charmesthatprokide mentsihe8th SerM￿SfOrchIFdrenlY0u￿gpeQF￿eduri￿g2o25. CityBridge F￿n￿at￿tt ICBFlhavefuThledthé'F(nder PIu5'(for￿￿Y￿he BFkl9è Programme'l s￿￿201>tO match andptyfor se￿rtCe Dr￿￿e￿t05UPport granth￿der CtyBridge Founda¥oD ICB4 coreLLv￿ongr￿1stOSl￿P0rt0urWork1yrthchorityes1n L￿￿0Ththatarenotgrantho1d•rsof CBF. Dj￿ertonTr1rnPr￿￿et1a granttocoveithecastsof a websIte￿Pjrtkngt￿ Pro6onoknc￿ati0n orginisafjonstolmprove referra￿ of ¢harthsbtheen membw5in ordertore￿￿eaPWopr1ète$JppLyt. EQ FoundafjOncontr￿butedf￿n￿fft9 u?the We￿O￿5Yeart0de1wertnanagement￿pPQrtSe￿ee$fQrd￿rI￿eSre1erreJtOtheT￿U9l bythe F0UTrdat￿n. Thiswasmtst3kenlytreateda5a re5trktÉdfvDdwhère8sthetermsof the grantdo r￿tha¥ea￿yrestr￿tton$. hencetheremainlng balance hasbeentsans1erredtounre5tr￿tedfth1d5Trtheye8r. Es*x communltyF￿Tr￿atir1n pwdedfvndlngln they•artow¢tkv4thacohortof btsltharib**KSch3rity ￿￿r5￿n4￿rthe ThrlwngTh￿#settorFwrf. GannochYTr￿￿pr0wded￿ grantin th@yearforprovvJing cor6uttèncyormentoringYJPPfrtandnJnrdwa lea[n￿gand evehwMentactt￿tyf(yth¢1 o3ntees. 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