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← The Brilliant Club

2025-07-31-accounts

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The Brilliant Club

Trustees’ Report and Financial Statements for the Year Ended 31 July 2025

Registered Limited Company: 07986971 Registered Charity: 1147771 (England and Wales), SC048774 (Scotland) Registered Office: Fivefields, 8-10 Grosvenor Gardens, London, SW1W 0DH

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Contents

Report of the Trustees
.....................................................................................................................		 12
Statement of Financial Activities
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Balance Sheet
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Cash Flow Statement
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Notes to the Financial Statements
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Independent Auditor’s Report to the Trustees and Members of The Brilliant Club
...................		 64
Reference and Administrative Details
..........................................................................................		 72

The Brilliant Club

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Welcome from our Chair of Trustees

Welcome from our Chair of Trustees

Welcome from our Chair of Trustees

I am pleased to share the latest Trustees’ Report and Financial Statements for The Brilliant Club.

Almost a quarter of children in the UK are currently eligible for Free School Meals, the most commonly used indicator of disadvantage. At the same time, students eligible for Free School Meals are becoming less likely to progress to competitive universities, with better off students now approximately three times more likely to progress to a competitive university. This is the widest the gap has been since 2019/20 (EPI 2025). Our work to ensure equal opportunities and access to higher education therefore continues to be greatly needed.

In 2024/25, The Brilliant Club supported 19,533 students to develop the skills, knowledge and confidence they need to access and thrive at competitive universities. We have in addition engaged over 800 parents, developing their university knowledge and supporting them to act as higher education champions through Parent Power. We wouldn’t have been able to do this if it weren’t for the incredible partnerships we have with 795 schools, over 60 universities, and all our funders and supporters who make our work possible. Special thanks go to the many individuals who generously supported our fundraising appeal on BBC Radio 4 in September 2024. Last but not least, I’d like to acknowledge the 435 PhD researchers who brought university study to life for students in schools across the UK, instilling in them the confidence and skills to pursue higher education.

We are in a time of transition for the charity as we come to the end of our Join the Club strategy. This has prompted us to look back over our progress over the past four years, as well as taking a structured approach to developing our next strategy, which will launch in summer 2026. Join the Club has been delivered during a time of particular economic challenges, both for charities but also for the education sector as a whole. Four years ago, we set out an ambitious strategy for growing our student reach and establishing new areas of work in parental engagement and student success, and are proud to have made strong progress, despite the challenges we have faced along the way. Some highlights this year include the following:

Our economic evaluation of The Scholars Programme found that investment of £300 in a single student participating in the programme could unlock £160,000 in lifetime earnings. This demonstrates the long-term impact and improved life chances that education at a competitive university brings.

Parent Power has continued to grow, with 13 chapters active in the year. A particular highlight has been hearing about parents in Bradford establishing ‘The Learning Legends Club’, a community-led tuition group, and securing £9,000 from the National Lottery Community Fund for enrichment activities and learning resources.

We were also particularly proud to have been selected by the Office for Students’ Equality in Higher Education Innovation Fund to work in partnership with other organisations to identify how best to support children on a child protection plan on their educational journeys. I’d like to end with the words of one of the students that the team interviewed as part of this project:

“It was like a dream to go to university, but just as much of a dream to be a Disney Princess. It wasn’t going to actually happen, because people like me, we don’t get to go to university, we don’t get to do that kind of stuff”. – Young person with experience of being on a child protection plan

Thank you to everyone who has contributed to our impact this year – especially our PhD Tutors, teachers, our generous supporters, and university partners. If you would like to know more about our work and how you can make sure every young person can consider university as a realistic choice for them regardless of their background, please do not hesitate to get in touch.

Dr Josephine Valentine OBE Chair of the Board of Trustees The Brilliant Club

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Our year in numbers

Our Year in Numbers

Our Year in Numbers

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Map of Programmes

Map of Programmes

Between 2021-26, we are aiming to work with 100,000 students through our access programmes and 10,000 students on our student success programmes.

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I began to think more critically, question things more deeply, and believe in my own voice. Working aside a PhD Tutor helped me realise that university isn’t about knowing all the answers, but it is about asking the right questions. More than anything, The Brilliant Club taught me that I belong in these spaces. Intelligence isn’t something you’re born with, it’s something you build, with effort, guidance and belief.

Because of this experience, I now look forward to my future with confidence. I know that I have the ability to aim higher and that I am capable of taking on big challenges. I’m no longer afraid to try.

Key Stage 4 Scholars Programme student, Waltham Forest

Parent Power School Partner

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Report of the Trustees

Objectives and Activities

Objectives and Activities

Objectives and Activities

The Mission

We mobilise the PhD community to support students who are less advantaged to access the most competitive universities and succeed when they get there.

The Strategy:

Our 2021-26 strategy, Join the Club, is focused on three goals:

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Communites
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We are aiming to work with 100,000 pupils over the course of the strategy through our access programmes which include our flagship Scholars Programme. We will also support students on their university journey working with 10,000 students as they prepare to start, and ultimately succeed, at university.

The Need

University graduates are more likely to access elite professions and earn more than those who do not access university. By age 31, graduates earn around a third more (32- 37%) than non-graduates across all regions of England, with the most recent 88.6% government figures stating that of university graduates are in sustained employment, further study, or both fve years after graduation. Graduating from a more competitive university is estimated to add nearly £160,000 in lifetime pre-tax earnings compared to graduating from a less competitive university.

Sadly, access to these life changing opportunities is not equal:

At present, less advantaged students are 19.1 months behind their more advantaged peers by the time they take their GCSEs. This gap remains larger than its pre-pandemic levels, and the Education Policy Institute estimated in 2020 that at its current rate, the attainment gap between advantaged and less advantaged students will never close. For the second year running, the percentage of disadvantaged students continuing education after Key Stage 4 has fallen.

In England, 20.3% of students eligible for free school meals were accepted into university, compared to 37.7% of those not eligible. This gap has remained steady for the last three years.

When it comes to going to university, where you grow up matters. In England in 2024/25, 26.5% of 18-year olds from the least advantaged postcodes entered university, compared to 48.6% from the most advantaged (UCAS End of Cycle data, using IMD quintiles). 23.5% of young people from the lowest participation areas are accepted into university, compared to 50.6% of the highest participation areas (POLAR4).

29.2% of 18-year-olds in Wales progress to university, and 29.5% from the North East. When you compare this to the 51.4% of the 18-year-old population in London going on to higher education, the regional disparity is clear.

Targeting

We target our programmes at students who are least likely to access the most competitive universities because of their background.

We work with teachers in our partner schools to ensure that the majority of students enrolled on our programmes, meet at least one of three target measures:

Educational measure of deprivation (free school meals or equivalent)

1

No parental history of higher education in the UK

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3 Deprivation according to postcode

The Scholars Programme – Targeting Criteria

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Target Pupils 77%
Pupil Premium 50%
No parental history
47%
of higher education
IDACI bottom 40% 58%
=>
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My favourite part about tutoring these bright minds is the kind of scholars you have at the end of the tutorials in comparison to the ones at the beginning. It is very fulfilling to see the timid scholars become very confident, both in their participation in class and in their essays. As for the ones that are very vocal and confident from the start, it is refreshing to engage with their ideas and thought processes throughout the tutorials.

Tutor, Teesaside University

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Our programmes

Our Programmes

‘Getting in’: Access Programmes

The Scholars Programme

Our Scholars Programme gives less advantaged young people the skills, knowledge and confidence necessary to apply and progress to the most competitive universities. This year, we worked with 15,055 students through the programme.

Students aged 8-18 take part in seven university-style tutorials delivered by a trained PhD tutor, over the course of one academic term. Students write a final assignment of 1,000-2,500 words, depending on their age group. A selection of these is published in our academic journal, The Scholar.

The programme ends with a Graduation Event at a competitive university. This gives students the opportunity to celebrate their achievements, as well as to find out more about university learning, tour a campus, and meet current undergraduates.

assessment, we can monitor the progress made by students in several key areas. In 24/25, pupils made 26% progress in written communication and 28% in critical thinking. There was also a 20% increase in university knowledge.

Students who participate in The Scholars Programme achieve higher grades at GCSE than other students from their schools with similar prior attainment. Our evaluation found that students who did The Scholars Programme in Year 7, 8, 9 or 10 were more likely to achieve a 9-5 in maths and English than students who scored similarly at Key Stage 2 within their schools.

For nine consecutive years, independent evaluation with UCAS has shown that Scholars Programme graduates progress to competitive universities at a higher rate than other students from similar backgrounds.

Throughout the course, I developed not just academic knowledge, but real confidence in my ideas, my writing, and my ability to engage with complex subjects. I learned to think critically, to write with purpose, and to speak with intention, and these are skills I’ll carry with me into whatever I do, because they go beyond the classroom. They shape how I understand the world. This experience has absolutely made me think more seriously about going to university…Thank you for being part of a programme that believes in young minds, that trusts us with serious conversations and complex ideas. You’ve given us more than just an academic opportunity. You’ve given us the belief that we belong in spaces where change happens.

Aida, Year 9, Lealands High School

Through baseline checks before the programme and post-programme

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Attainment
Scholars Programme
students have higher GCSE Students awarded a
attainment and higher rates 9-5 in GCSE maths and
of progression to university. English in Summer 2023.
Scholars Programme students 70%
Students from similar 43%
backgrounds
oa»
Year 10
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Students were from
the same schools and
had similar middle prior
attainment at Key Stage 2.
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Application Progression
Students who applied and
progressed to a competitive
university in Autumn 2024.
81 % 51%
61 % 38%
Students Students were from
were from similar similar socio-economic
socio-economic backgrounds and had similar
backgrounds. prior GCSE attainment.
Year 12
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Our Programmes

Our programmes

‘Getting on’: Success programmes

Confidence in managing their well-being at university rose from 4.8 to 8.1. We are delighted that Join the Dots shows strong results in key areas of undergraduate student development, including a statistically significant improvement in metacognitive strategies, cognitive strategies, sense of belonging and academic self-efficacy.

Programme Outcomes and Impact

Join the Dots

It is crucial that less advantaged students feel equipped to navigate their new life at university. Evidence shows that students with high self-efficacy, metacognition and sense of belonging are more likely to succeed at university. These form the foundation of our student success programme, Join the Dots.

Join the Dots brings schools and colleges together with universities to support during the transition to university. It is targeted at students who are most likely to face barriers in making a successful transition to university, supporting them from Year 12, 13 or equivalent, all the way to their first six months of university.

Join the Dots runs in two parts:

1208 Year 12s were registered to UniPrep in 2024/25

Through surveys before and after webinars, we learned that confidence in choosing a university rose from 5.7 to 7.9 out of 10.

Findings from pre-and post- programme surveys show students experienced improvements in key outcomes.

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Metacognitive 3.6
9%
strategies 4.0
Cognitive 3.3
17%
strategies 3.9
Sense of 3.8
belonging a ee ee 4.0 6%
Academic 3.5
14%
self-efficacy 4.0
1 2 3 4
|| Pre-survey || Post-survey
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Note: Pre/post survey results for 99 students, 1-5 from (1) strongly disagree, (2) disagree, (3) neither disagree nor agree. (4) agree or (5) strongly agree. % denotes the average score for each index. *denotes statistical significance.

‘I can tell which information is most important when I study’ 38% → 75%

Impact “I feel I belong at Statements university’ Comparing responses 60% → 76% to questions in the pre and post surveys, the percentage of students agreeing “I feel confident I can or strongly agreeing manage my studies’ increased notably in these statements: 46% → 83%

Alongside our seven university partners, in 2024/25 we supported 257 students to navigate the opportunities and challenges of making the transition to university.

An absolutely amazing programme that provided the best support and tailored advice for all of my concerns, which I no longer have, thanks to how efficient, fun and comfortable the sessions were! Join the Dots student, King’s College London

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Our Programmes

Our Programmes

Communities:

Parent Power

100% of parents/carers say they are able to talk to their children about higher education

Communities: Parent Power

Parent Power creates networks of parent communities across the UK, each one facilitated by The Brilliant Club and an anchor institution. Parents are empowered to ensure their children have a fair chance at education and their future careers by:

97% of parents/carers say they are able to talk to people in their community about higher education

94% of parents/carers say they have gained new knowledge about higher education

94% of parents/carers are confident they can support their children to access university and succeed when they get there

so they are empowered to make change In August 2025, we held our second in their children’s future and ensure Parent Power National Conference at they have a fair chance at success in Trinity College, Cambridge University. 40 parents from across the UK education and beyond. attended, to connect and build relationships with each other, deliver In 2024/25, there were 13 Parent Power sessions to share campaign best chapters across the UK and we worked practice and engage in community

with 836 parents. The chapters were Abbey organising training. (Cambridge), Birmingham, Bradford, Cardiff, East London, East Oxford, Fenland, Knowsley, Newport, Oldham, Swindon and Wythenshawe. I believe I can Recent Parent Power campaigns have speak for every parent addressed the localised barriers to in saying how incredibly education in communities across the UK: proud we are to be part of such an organisation that • Fenland parents continue to lobby for so inspires and believes in the introduction of a cycle lane that will the potential of our young connect Guyhirn to March, making travel generation. out of the area safer and easier so more children can take part in extra-curricular Parent, Parent Power National activities Conference 2025 @77

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In 2024/25, there were 13 Parent Power chapters across the UK and we worked with 836 parents. The chapters were Abbey (Cambridge), Birmingham, Bradford, Cardiff, East London, East Oxford, Fenland, Knowsley, Newport, Oldham, Swindon and Wythenshawe.

Recent Parent Power campaigns have addressed the localised barriers to education in communities across the UK:

Access Projects

Alongside our core programmes, we collaborate with institutions to deliver additional projects to support their priorities. Each project is specific to the needs of the partner.

Office for Students’ Equality in Higher Education Innovation Fund

In February 2025, we announced that we had been successful in our bid to the Offce for Students’ Equality in Higher Education Innovation Fund. Over the next two years, in partnership with the University of Sheffeld, London Academy of Excellence Tottenham (LAET), and Frontline, we will deliver an innovative project focused on what works for supporting children on a child protection plan (CPP) on their educational journeys.

The initial phase of the project was completed in summer 2025. It focused on capturing stakeholder voice, in consultation with social workers, teachers, and former LAET students with lived experience of education while on a child protection plan. This phase culminated in a report which was shared with the sector, and a half-day in-person symposium, hosted at the University of Sheffield.

Key findings of the report included how:

Children on a CPP often experience similar levels of trauma and disruption as care experienced young people, yet receive significantly less support and are not routinely included in HE access interventions or contextual admissions.

Persistent absence, and disrupted focus can impact attainment, as well as causing students on a CPP to miss out on the information required to make positive future plans.

Insights reflected that schools and professionals sometimes hold lower expectations for children on a CPP, and that young people themselves often internalise these, seeing university as unattainable or not for “people like me”.

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Our Programmes ~~ae~~

Make your Mark

Make your Mark has been created to boost attainment for less advantaged Year 10 students, via 12 hours of small group tutoring. Tutorials focus on the English or maths curriculum and embed study strategies throughout. Our tutors are current undergraduate and PhD students from our partner universities who have undergone rigorous assessment and undertaken our high-quality training.

In 2024/25 we expanded Make your Mark with Arden University, delivering the programme to 173 students from 16 local schools. We saw a 13% improvement in academic self-efficacy, 15% improvement in study strategies and 9% improvement in cognitive strategies. We look forward to working with Arden University again in 2025/26.

The Turing Summer Experience

In August 2025, we ran the Turing Summer Experience alongside our partners, The Alan Turing Institute, for Year 12 students. The project ran for one week in Manchester, and two concurrent weeks in London. The Experience focuses on developing students’ skills and confidence in data science and AI.

Project leads from The Alan Turing Institute and The Brilliant Club were present for each week of delivery, as well as two PhD tutors and several members of staff from the Alan Turing Institute. Talks and sessions were delivered by a wide variety of colleagues and subject experts, including Turing researchers and members of their Skills Team, alongside guest speakers from government defence and security partners.

By the end of the project, 97% of participants agreed to the statement “I would recommend the Turing Summer Experience to other students.”

In a survey prior to the start of the Turing Summer Experience, 64% of students agreed to the statement “I am confident that one day I could get a job in data science and artificial intelligence if I wanted to.” At the end of the week, 94% of students agreed.

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Capabilities

Capabilities

Capabilities

To deliver our programmes with scale and impact, we must continually develop and strengthen our organisational capabilities.

Operations

Our Operations team consists of our Finance and HR team overseeing both staff and tutors. Our operational processes and culture are a key component of delivering our fiveyear strategy.

In 2024/25, both our Human Resources and Finance team have worked hard to improve efficiency across the organisation. Supported by technology, we have automated the onboarding of tutors including communication and the collection of payroll information. For staff, we finished migrating to a different HR platform (Personio), this has improved staff experience and efficiency across the employee lifecycle.

Our Human Resources team renewed our Disability Confident Accreditation Level 2 and the finance team has continued to improve the accuracy and robustness of financial forecasting during the year.

Research and Impact

Research and Impact The Brilliant The charity’s research and impact team Club have conduct evaluations to enhance outcomes continued to be invaluable for underrepresented groups. Specifically, to the evaluation of Year 2 we evaluate the charity’s university access of the TechUPWomen Click Start and success programmes and conduct project. Their independent approach external evaluations for mission-aligned ensures we are collecting valuable, organisations via Brilliant Consulting. high quality data which will not only feed into wider ClickStart evaluation, but will Through our programmes evaluation work also help inform future TechUPWomen we evidence the impact The Scholars programmes, helping us reach even Programme is having on GCSE attainment more women from underserved and university progression. This year, we also communities. published an economic evaluation, showing the long-term impact of The Scholars Johanna Waite, TechUP Programme: increased lifetime earning Programme Manager, potential of £160,000 for graduates of the Durham University programme. Students who take part in the ©77 Scholars Programme are more likely to apply and progress to more competitive universities than students from similar backgrounds. When you combine progression rates for the programme and lifetime earning potential, each cohort of 1,200 year-12 Scholars Programme students that moves into higher education is unlocking £30 million in additional pre-tax earnings.

Brilliant Consulting is an evaluation and strategy unit, and we specialise in qualitative and quantitative research and strategy development. In 2024/25, we supported a wide range of organisations through our consultancy work. Some examples include: Durham University, King’s College London, NEON, Loughborough University, Ormiston Trust and The Sutton Trust.

External Affairs

Our External Affairs team leads the charity’s fundraising, marketing, communications and policy work, as well as bringing together our Friends of The Brilliant Club network.

Fundraising is a growing income stream for The Brilliant Club and provides essential income for the charity, complementing income from schools, universities and other partners. The funding environment for both schools and universities has become increasingly challenging over recent years, and we are therefore relying on growing philanthropic support to be able to sustain and develop our programmes.

We are so grateful to all our partners who generously supported our work in 2024/25 and would welcome conversations with anyone interested in supporting us, especially ahead of the launch of our new strategy in 2026.

In the first months of the 2024/25 financial year, we featured on a BBC Radio 4 Appeal presented by the comedian John Robins, and – thanks to one of our philanthropic partners – had two full-page adverts published in the Financial Times. Both pieces of work have generated income and introduced us to new collaborative opportunities.

We publish our journal of academic work, The Scholar, once a year. The essays published are from a range of subject streams and by students ranging from Key Stage 2 to Key Stage 5. In this year’s publication, essay topics included social robots, industrial model villages, and gender and peace.

One of the charity’s greatest assets is the strong community of friends who support us. We bring together our Friends of The Brilliant Club network three times a year to share what we’re working on, explore opportunities to work together and connect people with each other. This year, our events have included a look at social mobility, and a

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Capabilities

Capabilities ’ er

discussion on our student transitions research report, Roadblocks or Roadmaps?

Technology

Our technology team manages the charity’s IT infrastructure, supporting staff and tutors to deliver our programmes nationally.

To achieve programme scale, we work to continually transform and improve our technology platforms so that they are fully aligned to the needs of the students, teachers and tutors using them. Our strategy requires a transformative approach to how we work digitally. We see digital solutions and ways of working as integral to unlocking growth at the charity. We need to be agile and innovative in our decision making to support the communities we serve in a landscape of turbulence and fast-paced technological growth.

In 2024/25, we redesigned our Scholars Programme platform, The Hub, for teachers and added Google Drive submissions for students, alongside other new features. 89% of teachers then told us that The Hub was easy for them to use.

We continue to ensure that we hold Cyber Essentials and ISO 27001 certificates. The Hub is also penetration tested annually.

Over the last year, we have been training a group of colleagues across the organisation as ‘Tech Leads’. In this role, they can develop professionally and share ideas as a group, as well as have greater input into tech advancements that will benefit their teams. Through the Tech Leads, The Scholars Programme has added more automated elements, streamlining our delivery cycle,

and tutor training has been developed on our tutor platform, Tutor Zone.

Diversity and Inclusion

As a UK-wide, inclusive employer, we want to make it easy for people to apply and work for us, from a range of different backgrounds and experiences. Equality, Diversity and Inclusion is a key strategic priority that spans every team and every area of our work.

In 24/25 we had a member of staff working part-time as our Diversity and Inclusion lead. They are supported by our Executive and Senior Leadership teams as well as our Staff Networks. This year, we published an Equality, Diversity and Inclusion (EDI) glossary for the organisation, as well as establishing a dedicated EDI page on our website alongside career progression stories.

We have six active staff networks:

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Governance

Governance

Constitution

The Brilliant Club is a Registered Charity in England and Wales (No. 1147771) and Scotland (No. SC048774) and a Company Limited by Guarantee (No. 07986971).

Public Benefit Statement

The Directors of The Brilliant Club have considered the requirements of the Charity Commission with regards to public benefit. The relevant sections of this report set out The Brilliant Club’s objectives, report on the activity and successes in the year to 31 July 2025 and outline the plans for the 2025/26 financial year.

The Trustees have considered this matter and concluded that:

Management

Day-to-day running of the charity is managed by the Executive Leadership Team, led by the CEO and the full list of key management personnel can be found on page 73. Throughout the majority of 2024/25, the charity had five Executives who report to the CEO, the Chief Programmes and Communities Officer, the Chief Operating Officer, the Chief Engagement Officer, the Chief Digital Officer, and the Chief Impact and Strategy Officer. During 2024/25 the substantive CEO was on maternity leave, leading to acting up arrangements across the Executive team. At the end of 2024/25, the Chief Impact and Strategy Officer left the charity. That role has been replaced by a Director of Research and Impact, reporting to the Chief Programmes and Communities Officer.

Pay and Remuneration of Key Management

The salary of the CEO is set by the People Committee following an annual performance review. This review is also used to set targets and development objectives for the year ahead. The People Committee also approves organisational salary band changes and benefits, and any salary increase for employees who earn over £60,000. The Brilliant Club aims to be competitive in terms of salary, regularly completing a salary benchmarking exercise to ensure we attract excellent candidates.

The Trustees confirm that they have referred to the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and planning future activities.

Board of Trustees

The charity is governed by a Board of Trustees that consists of 12 professionals from a wide range of backgrounds including schools, universities, legal and accountancy backgrounds. In 2024/25, one trustee resigned from their position on the board, and four joined. Trustees are responsible for decision-making on long-term strategic direction and governance, meeting formally four times a year. The Trustees receive quarterly updates on day-to-day activities, including risk and financial performance, which informs their decision-making. There are two sub-committees: the Finance, Risk and Audit Committee and the People Committee.

The Finance, Risk and Audit Committee lead on the financial governance of the charity. It consists of five Trustees, each of whom bring relevant professional experience to the role. The Committee meets at least two times a year and oversees budgeting, reporting, audit processes and risk. The Committee reports on detailed financial strategy, management accounts, cashflow, reserves and risk at each Board of Trustees meeting.

The People Committee, consists of three trustees and meets three times a year, In liaison with the Finance Committee, the People Committee approves salary bands, senior staff salaries and benefit changes. The Committee also conducts performance reviews and professional development meetings with the CEO and sets the CEO salary.

New Trustees are appointed through a combination of targeted and open recruitment. They receive an induction with the Chair of Trustees, and the CEO. The charity arranges training in line with new charity protocols and the Charity Governance Code, as needed.

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Risk Management ~~OO~~

Risk Management C—l—Tao———

List of Principal Risks

The Board of Trustees implements an ongoing risk management strategy, covering a broad spectrum of risk including financial, reputational, operational, safeguarding, and legal risk. The designated Risk Trustee reports on the risk register at each Board of Trustees meeting.

Risks are rated according to impact and likelihood and the risk register is actively used to monitor, evaluate and resolve potential risks to the organisation.

The principal risks that the charity have identified are:

Long term Financial Sustainability

Mitigations for this risk include:

IT, Data Protection and Business Continuity

Mitigations for this risk include:

Short-term Financial Risks and Fraud

Mitigations for this risk include:

Safeguarding

Mitigations for this risk include:

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Fundraising Statement

Financial Review

Fundraising Statement

The Brilliant Club is registered with the Fundraising Regulator and adheres to the Code of Fundraising Practice to deliver fundraising activity that is transparent and meets regulatory requirements.

Fundraising is overseen by the Chief Engagement Officer, who reports on fundraising progress quarterly to the Board of Trustees. Members of the charity’s Executive Leadership team attend regular meetings with the fundraising team to review progress and agree on approaches. The fundraising team is led by the Director of Philanthropy.

Fundraising activity is supported by the Marketing team and wider organisation. We offer training, guidance, and briefings to staff to ensure compliance with the Code of Fundraising Practice. The processes for prospect research, making enquiries and applications, and accepting donations, are managed and undertaken by the charity’s fundraising team, in line with the charity’s Donations Policy, which is available on our website.

We do not employ any third parties to fundraise directly on the charity’s behalf. Fundraising approaches to individuals are made in line with current data protection legislation and our Privacy Policy. Any approaches are made by employees or Trustees of the charity.

Safeguards are in place to ensure that all potential funders, including vulnerable people, are protected from unreasonable intrusion on their privacy, unreasonably persistent approaches or pressure to give. We do not canvas face to face, nor do we send out mass fundraising appeals via post.

The charity’s fundraising strategy is largely focused on trusts, foundations, corporates, and major gifts from individuals. This year we also made an appeal on BBC Radio 4, which resulted in a significant number of donations from the public. We are registered with Just Giving to enable us to receive donations from individuals.

We promote opportunities to support on our website, through social media and in our community newsletter, which people opt in to receiving. On our website, we invite those interested in supporting the charity to get in touch with our fundraising team and discuss their fundraising plans with us, whether they are fundraising via places we have secured in challenge events, or self-organising fundraising activity.

Financial Review

The Brilliant Club incurred a planned deficit of £320,653 in the 2024/25 financial year. This approach was part of a strategic decision to utilise designated funds accumulated through surpluses generated in the 2020/21 and 2021/22 financial years. The Trustees had earmarked these funds, known as the ‘strategic fund’, to support new initiatives aligned with the charity’s 2021-26 five-year strategy, Join the Club. During the year, £150,000 from the strategic fund was drawn down, leaving a remaining balance of £250,000.

Total income remained broadly consistent with the previous year, showing only a 1% variance. Growth in income from the Scholars Programme, Communities Programme, Join the Dots, and Brilliant Consulting offset declines in Access and Success Projects, as well as in charitable grants, donations, and fundraising activities.

Designated funds will continue to support the expansion of new programmes, helping to build a robust evidence base and achieve economies of scale for long-term financial sustainability. These funds also provide a buffer to maintain financial stability in the coming year, particularly as many key stakeholders, including schools and universities, face budgetary pressures due to income shortfalls and rising costs.

Expenditure was approximately £400,000 lower than in 2023/24, primarily due to a planned reduction in staff costs. The charity maintained a strong focus on cost control and expenditure management across all areas, helping to mitigate the impact of inflationary pressures.

We are actively monitoring financial risks, including cost pressures and income uncertainties across our programmes and projects, to safeguard the charity’s financial health. External funding will remain essential for the Scholars Programme and several newer initiatives, ensuring affordability for schools and universities. As such, securing ongoing funding remains a priority.

Our five-year strategy centres on scaling existing programmes and developing new areas of work. We anticipate further drawdown on reserves in the coming year to support growth and maintain high quality delivery of our university access and success programmes. The current level of reserves also provides a vital safeguard against rising costs and financial risks.

This balance of growth and stability is critical as we enter the final year of our strategy, aiming to support more disadvantaged students than ever before in accessing and succeeding at the UK’s most competitive universities.

We have a Fundraising Pack available on the website which is designed to be a helpful guide for anyone who expresses an interest in voluntarily fundraising in aid of The Brilliant Club and describes what they can expect from the charity and our expectations of them.

We have not received any complaints about the charity’s fundraising activity. If we were to receive a complaint, this would be managed in line with our Complaints Procedure, which is available on our website. Our fundraising team are committed to continually reviewing our approach to fundraising and to staying up to date with the latest regulations and best practice.

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35

Financial Review

Financial Review

Income and Expenditure

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2025 Income in £000
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The Scholars Progromme £3,215 Grants, Donations and Fundraising £1,227 Total Communities Programme £407 Income Brilliant Consulting £327 Access Projects £259 £5.6m Interest and Other Income £78 Join the Dots Programme £72 Student Success Projects £11

Reserves Policy

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2025 2024
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Reserves Breakdown in £000

General reserves - (2025 - £1,399 / 2024 - £1,534)

Fixed assets - (2025 - £1/ 2024 - £6)

Restricted funds - (2025 - £220 / 2024- £250)

Designated funds - (2025 - £250 / 2024- £400)

The Brilliant Club’s reserves policy is to maintain a sufficient level of reserves to enable operating activities to continue, taking account of potential risks and contingencies that may arise from time to time.

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2025 Expenditure in £000
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The Scholars Programme £4,239 Communities Programme £469 Total Access Projects £457 Expenditure Fundraising £377 £5.9m Brilliant Consulting £184 Join the Dots Programme £155 Student Success Projects £37

The Board of Trustees has set the charity’s reserves requirement as at least three but not more than four months of certain core costs. This corresponds to one school term, which is the basis of the charity’s invoicing cycle. According to this policy, the charity needs to ensure general reserves of approximately £1,065,000 - £1,420,000 at the end of the 2024/25 financial year.

The balance sheet shows total funds of £1,869,719 at 31st July 2025 (2024: £2,190,372), which includes:

We anticipate incurring a planned deficit in our 2025/26 financial year and further utilising the designated reserves. This will maintain our reserves within our reserves policy and as such, we will have sufficient reserves to continue as a going concern.

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Statement of Trustees’ Responsibilities

Statement of Trustees’ Responsibilities

Statement of Trustees’ Responsibilities

The Trustees (who are also directors of The Brilliant Club for the purposes of company law) are responsible for preparing the Trustees’ Report and 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 income and expenditure of the charitable company for that period.

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

Auditors

The auditors, Buzzacott Audit LLP, will be proposed for reappointment in accordance with section 485 of the Companies Act 2006.

This report has been prepared in accordance with the Statement of Recommended Practice, ‘Accounting and Reporting by Charities’, and in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small entities.

Approved by the Board of Trustees on and signed on their behalf on 29[th] January 2026 by:

Dr Josephine Valentine OBE Chair of the Board of Trustees

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, the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 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.

Each of the Trustees confirms that:

This confirmation is given and should be interpreted in accordance with the provisions of section 418 of the Companies Act 2006.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

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Statement of Financial Activities, Balance Sheet and Cash Flow Statement

Statement of Financial Activities

Statement of Financial Activities

Statement of Financial Activities

(Including the Income and Expenditure Account) For the Year Ended 31 July 2025

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Notes Unrestricted Restricted Total funds
funds funds 2025
£ £ £
Income from
Donations and legacies 2A 713,692 354,534 1,068,226
Gift in Kind 2B 6,477 - 6,477
Charitable activities 3 4,161,399 282,139 4,443,538
Trading activities 4 32,202 - 32,202
Investments and interest 45,502 - 45,502
Total income 4,959,272 636,673 5,595,945
Expenditure on
Raising funds 5 377,248 - 377,248
Charitable activities 5 4,871,834 667,516 5,539,350
Total expenditure 5,249,082 667,516 5,916,598
Net expenditure (289,810) (30,843) (320,653)
Net movement in funds (289,810) (30,843) (320,653)
Fund balances brought forward 1 August 2024 1,939,955 250,417 2,190,372
Fund balances carried forward 31 July 2025 15/16 1,650,145 219,574 1,869,719
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Statement of Financial Activities

(Including the Income and Expenditure Account) For the Year Ended 31 July 2024

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Notes Unrestricted Restricted Total funds
funds funds 2024
£ £ £
Income from
Donations and legacies 2A 731,034 393,881 1,124,915
Charitable activities 3 4,254,015 205,799 4,459,814
Trading activities 4 23,231 - 23,231
Investments and interest 70,551 - 70,551
Total income 5,078,831 599,680 5,678,511
Expenditure on
Raising funds 5 236,769 - 236,769
Charitable activities 5 5,590,864 490,124 6,080,988
Total expenditure 5,827,633 490,124 6,317,757
Net (expenditure)/income (748,802) 109,556 (639,246)
Net movement in funds (748,802) 109,556 (639,246)
Fund balances brought forward 1 August 2023 3,019,228 103,412 3,122,640
Fund balances carried forward 31 July 2024 15/16 1,939,955 250,417 2,190,372
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All income and expenditure is derived from continuing activities.

The statement of financial activities includes all gains and losses recognised during the year.

The notes on pages 46 to 63 form part of the financial statements.

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Balance Sheet

Cash Flow Statement

Balance Sheet

Cash Flow Statement

For the Year Ended 31 July 2025 (Company Number: 07986971)

For the Year Ended 31 July 2025

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||||||||| |---|---|---|---|---|---|---|---| |Notes|2025|2024|Notes|2025|2024| |£|£|£|£| |>|yl| |Fixed assets|Cash flow from operating activities| |Tangible fixed assets|11|1,185|6,129|Cash used by operations|20|(230,779)|(771,856)| |Net cash flow from operating activities|(230,779)|(771,856)| |Total fixed assets|1,185|6,129| |Cash flow from investing activities| |CD|—| |Current assets|Payments for short term deposits|(3,643)|(103,529)| |Debtors|12|428,328|457,016|Investment income and interest received|45,502|70,551| |Short term deposits|107,172|103,529|TT|Payments to acquire tangible fixed assets|11|-|(1,423)| |Cash at bank and in hand|21|1,838,292|2,027,212|Net cash flow from investing activities|41,859|(34,401)| |a| |Total current assets|2,373,792|2,587,757| |Net decrease in cash and cash equivalents|21|(188,920)|(806,257)| |Liabilities| |Cash and cash equivalents at the beginning of the|21|2,027,212|2,833,469| |Creditors: amounts falling due within one year|13|(505,258)|(403,514)|reporting period| |Net current assets|1,868,534|2,184,243|Cash and cash equivalents at the end of the reporting period|21|1,838,292|2,027,212| |CD|CD| |Total assets less current liabilities|1,869,719|2,190,372|The notes on pages 46 to 63 form part of the financial statements.| |Total net assets|1,869,719|2,190,372| |CD| |Represented by| |Designated funds|16|250,000|400,000| |General funds|16|1,400,145|1,539,955| |Total unrestricted funds|1,650,145|1,939,955| |OO| |Total restricted funds|15|219,574|250,417| |Total|1,869,719|2,190,372| |CD|

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The financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small entities.

Approved by the Board of Trustees on and signed on their behalf on 29th January 2026 by:

Dr Josephine Valentine OBE – Chair of the Board of Trustees

The notes on pages 46 to 63 form part of these financial statements.

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Notes to the Financial Statements

Notes to the Financial Statements

Notes to the Financial Statements

Notes to the Financial Statements

1. Accounting Policies

a) General information and basis of preparation

The Brilliant Club is a company limited by guarantee in the United Kingdom. The address of the registered office is given in the charity information on page 72 of these financial statements. The nature of the charity’s operations and principal activities are set out on pages 14 to 28.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Companies Act 2006 and UK Generally Accepted Practice.

The charity constitutes a public benefit entity as defined by FRS 102.

The financial statements are prepared in sterling which is the functional currency of the charity.

b) Going concern

The Trustees have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. The Trustees have made this assessment in respect to a period of at least one year from the date of approval of these financial statements.

The Trustees have considered several factors in concluding that the adoption of the going concern basis in the preparation of these financial statements is appropriate.

These have included:

c) Judgements and key sources of estimation uncertainty

Accounting estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

Key judgements that the charity has made which have a significant effect on the accounts include:

d) Legal status

The Brilliant Club is a company limited by guarantee and has no share capital. The liability of each member in the event of a winding up is limited to £1.

e) Funds accounting

Restricted funds – these are funds which can only be used for specific restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. The aim and use of each restricted fund is set out in the notes to the financial statements.

Designated funds – these are funds which have been set aside by the Board of Trustees to be used for specific projects as outlined in the notes to the financial statements.

Unrestricted general funds – these are funds which can be used in accordance with the charitable objects at the discretion of the Trustees.

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Notes to the Financial Statements

Notes to the Financial Statements

f) Income

All income is included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably, and it is probable that the income will be received. The following specific policies are applied to particular categories of income:

j) Tangible fixed assets

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost or valuation of fixed assets, less their estimated residual value, over their expected useful lives as follows:

Computer equipment – 33% on cost

Computer equipment costing more than £500 is capitalised, where it has an expected useful life of at least three years.

k) Debtors

Prepayments are valued at the amount prepaid. Accrued income is measured at the amount due to be received.

l) Cash and cash equivalents

Cash at bank and cash in hand includes cash and short term, highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

m) Short term deposits

Short term deposits include investments and bank deposits with a maturity of more than three months but less than one year from the date of acquisition or opening of the deposit or similar account.

g) Expenditure

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required, and the amount of the obligation can be measured reliably. The irrecoverable element of VAT is included with the item of expense to which it relates. It is categorised under the following headings:

n) Creditors

Creditors are recognised when there is a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Other creditors and accruals are recognised at their settlement amount due.

o) Financial instruments

The charity only has financial assets and financial 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.

p) Leases

h) Support costs allocation

Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs, governance costs, administrative and payroll costs. They are incurred directly in support of expenditure on the objects of the charity and include project management carried out at Headquarters. Costs relating to a particular activity are allocated directly; others are apportioned on an appropriate basis, for example, time spent, per capita or floor area.

Rentals payable and receivable under operating leases are charged to the SoFA on a straight-line basis over the period of the lease.

q) Pensions

The charity operates a defined contribution group personal pension scheme for employees. Contributions by the charity in respect of the pension scheme are charged to the SoFA in the period in which they are payable, in accordance with FRS 102.

i) Taxation

The charitable company is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part II Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

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Notes to the Financial Statements

Notes to the Financial Statements

2A. Income from Donations and Legacies

2024-25

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Unrestricted Restricted Total funds
funds funds 2025
£ £ £
Grants 697,500 300,694 998,194
Donations 16,192 53,840 70,032
Total grants and donations receivable 713,692 354,534 1,068,226
2023-24
Unrestricted Restricted Total funds
funds funds 2024
£ £ £
Grants 709,876 334,646 1,044,522
Donations 21,158 35,235 56,393
-
Legacies 24,000 24,000
Total grants and donations receivable 731,034 393,881 1,124,915
2B. Income from Gift in Kind
Unrestricted Total Unrestricted Total
funds 2025 funds 2025 funds 2024 funds 2024
£ £ £ £
Gift in Kind income 6,477 6,477 - -
- -
Total grants and donations receivable 6,477 6,477
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3. Income from Charitable Activities

2024-25

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Unrestricted Restricted Total funds
funds funds 2025
£ £ £
-
The Scholars Programme 3,214,914 3,214,914
-
Student Success Projects 11,210 11,210
-
Join the Dots Programme 71,610 71,610
-
Access Projects 259,263 259,263
Communities Programme 277,420 130,063 407,483
-
Fundraising – Performance-related 152,076 152,076
-
Brilliant Consulting 326,982 326,982
Total 4,161,399 282,139 4,443,538
2023-24
Unrestricted Restricted Total funds
funds funds 2024
£ £ £
-
The Scholars Programme 3,299,665 3,299,665
-
Student Success Projects 71,848 71,848
-
Join the Dots Programme 45,200 45,200
-
Access Projects 343,430 343,430
-
Communities Programme 234,622 234,622
-
Fundraising – Performance-related 205,799 205,799
-
Brilliant Consulting 259,250 259,250
Total 4,254,015 205,799 4,459,814
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Notes to the Financial Statements

Notes to the Financial Statements

4. Income from Trading Activities

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Unrestricted Total funds Unrestricted Total funds
funds 2025 2025 funds 2024 2024
£ £ £ £
Rental income - - 20,581 20,581
Other trading income 32,202 32,202 2,650 2,650
Total 32,202 32,202 23,231 23,231
5. Expenditure
2024-25
Staff costs Direct costs Support costs Total costs
(note 9) (note 6) 2025
£ £ £ £
Raising funds
Fundraising costs 361,681 3,241 12,326 377,248
The Scholars Programme 3,490,867 238,695 508,969 4,238,531
Access Projects 403,012 9,729 43,985 456,726
Student Success Projects 30,295 68 6,284 36,647
Communities Programme 400,822 30,298 37,701 468,821
Join the Dots Programme 138,332 4,134 12,567 155,033
Brilliant Consulting 164,382 359 18,851 183,592
Total charitable activities 4,627,710 283,283 628,357 5,539,350
Total expenditure 4,989,391 286,524 640,683 5,916,598
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2023-24

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Staff costs Direct costs Support costs Total costs
(note 9) (note 6) 2024
£ £ £ £
Raising funds
Fundraising costs 219,051 3,055 14,663 236,769
The Scholars Programme 3,837,094 280,873 504,251 4,622,218
Student Success Projects 123,164 1,172 12,299 136,635
Join the Dots Programme 102,979 4,326 6,149 113,454
Access Projects 547,928 15,648 49,195 612,771
Communities Programme 399,242 16,999 36,896 453,137
Brilliant Consulting 112,652 23,972 6,149 142,773
Total charitable activities 5,123,059 342,990 614,939 6,080,988
Total expenditure 5,342,110 346,045 629,602 6,317,757
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6. Support Costs

2024-25

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Fundraising Charitable Total costs
costs activities 2025
£ £ £
-
Governance (note 7) 73,953 73,953
Depreciation 109 4,835 4,944
Office costs 6,516 289,667 296,183
HR & other staff costs 1,356 60,270 61,626
Information technology costs 2,805 124,714 127,519
Travel 994 44,169 45,163
Gift in Kind - 6,477 6,477
Other 546 24,272 24,818
Total governance and support costs 12,326 628,357 640,683
2023-24
Fundraising Charitable Total costs
costs activities 2024
£ £ £
-
Governance (note 7) 43,030 43,030
Depreciation 223 8,707 8,930
Office costs 7,207 281,080 288,287
HR & other staff costs 1,679 65,487 67,166
Information technology costs 3,283 128,054 131,337
Travel 1,522 59,376 60,898
Other 749 29,205 29,954
Total governance and support costs 14,663 614,939 629,602
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7. Governance Costs

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2025 2024
£ £
Auditor’s remuneration – statutory audit 18,840 17,940
Auditor’s remuneration – other services 2,190 4,200
-
Consultancy fees 19,908
Other professional fees 33,015 20,890
Total 73,953 43,030
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Notes to the Financial Statements

Notes to the Financial Statements

8. Trustees’ Remuneration and Benefits

None of the Trustees received emoluments or were reimbursed expenses during the year (2024: £nil).

9. Staff Costs and Key Management Personnel

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2025 2024
Employee numbers during the year were:
Average number of staff employed by the charity 95 114
Average number of tutors employed by the charity 270 233
Employee costs during the year were: £ £
Salaries and wages 4,347,926 4,677,332
Employer’s NI 419,511 427,110
Employer’s pension 221,954 237,668
Total 4,989,391 5,342,110
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Tutors are part-time doctoral or postdoctoral researchers that deliver the programmes and projects.

Included in the salaries and wages amount for 2025 are redundancy and termination payments totalling £40,356 (2024 – £nil).

The following number of employees received employee benefits (excluding employer pension costs) during the year between:

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2025 2024
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10. Net Income for the Year

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----- Start of picture text -----
2025 2024
£ £
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This is stated after charging
Auditor’s remuneration
- For audit 18,840 17,760
- For other services 2,190 3,150
Rental payments under operating leases 254,839 200,422
Depreciation 4,944 16,322

11. Tangible Fixed Assets

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----- Start of picture text -----
Computer equipment
£
Cost
As at 1 August 2024 71,453
Additions -
Disposals (1,223)
As at 31 July 2025 70,230
Depreciation
As at 1 August 2024 65,324
Charge for year 4,944
Disposals (1,223)
As at 31 July 2025 69,045
Net book value at 31 July 2025 1,185
At 31 July 2024 6,129
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£60,000 - £69,999 3 3
£70,000 - £79,999 3 2
£80,000 - £89,999 2 2
£90,000 - £99,999 2 1
£100,000 - £109,999 - 1

During 2025, the key management personnel of the charity comprised of the Trustees and the Executive Leadership Team (as listed on page 73 of the financial statements). The total employee benefits of the Executive Leadership Team of the charity were £601,007 (2024 - £654,331). As per note 8, the Trustees received no employee benefits.

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Notes to the Financial Statements

Notes to the Financial Statements

12. Debtors

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----- Start of picture text -----
2025 2024
£ £
Trade debtors 333,163 337,002
Prepayments 56,395 82,369
Other debtors 38,770 37,645
Total 428,328 457,016
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13. Creditors

Creditors: Amounts Falling Due Within One Year

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----- Start of picture text -----
2025 2024
£ £
Trade creditors 16,499 31,676
Accrued expenses 79,933 85,157
Deferred income (note 14) 330,525 224,610
Other payables 78,301 62,071
Total 505,258 403,514
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14. Deferred Income

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----- Start of picture text -----
2025 2024
£ £
Balance at 1 August 224,610 186,346
Amount released to incoming resources (209,465) (176,656)
Amount deferred in year 315,380 214,920
Balance as at 31 July 330,525 224,610
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The deferred income includes revenue that was invoiced in the 2024/25 financial year but relates to activities for future periods.

15. Restricted Funds

2024-25

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----- Start of picture text -----
Balance Income Expenditure Balance
1 August 2024 31 July 2025
£ £ £ £
- -
IT Development fund 31,250 (31,250)
The Scholars Programme fund 121,691 311,590 (406,867) 26,414
Student Success fund 44,000 25,000 (44,000) 25,000
Communities fund - 165,139 (83,391) 81,748
Fivefields 84,726 103,694 (102,008) 86,412
Total 250,417 636,673 (667,516) 219,574
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2023-24

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----- Start of picture text -----
Balance Income Expenditure Balance
1 August 2023 31 July 2024
£ £ £ £
-
IT Development fund 53,207 15,945 (69,152)
The Scholars Programme fund 87,654 364,314 (330,277) 121,691
Student Success fund - 67,750 (23,750) 44,000
- -
Research and Impact fund 50,000 (50,000)
-
Fivefields 101,671 (16,945) 84,726
Total 140,861 599,680 (490,124) 250,417
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IT Development fund: Funding received to support digital transformation at the charity, including the development of the charity’s Virtual Learning Environment and other technological improvements.

The Scholars Programme fund: Funding to contribute towards costs for The Scholars Programme, which may be for a specific geographical area, pupil age group, subject area or academic year.

Student Success fund: Funding to contribute towards costs for student success activities including the Join the Dots programme.

Communities fund: Funding to contribute towards the costs for the Parent Power programme.

Fivefields: Funding received to contribute towards costs of Head Office accommodation in London.

Research and Impact fund: Funding received to support the charity’s research and impact work.

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Notes to the Financial Statements

Notes to the Financial Statements

16. Unrestricted Funds

2024-25

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----- Start of picture text -----
Balance Income Expenditure Transfers Balance
1 August 2024 31 July 2025
£ £ £ £ £
General funds 1,539,955 4,959,272 (5,099,082) - 1,400,145
Designated funds
- -
Strategic Fund 400,000 (150,000) 250,000
- -
Total designated funds 400,000 (150,000) 250,000
Total unrestricted funds 1,939,955 4,959,272 (5,249,082) - 1,650,145
The designated funds represent money set aside to meet the charity’s working capital
requirements as it implements its strategy for 2021-2026.
2023-24
Balance Income Expenditure Transfers Balance
1 August 2023 31 July 2024
£ £ £ £ £
General funds 1,588,757 5,078,831 (5,127,633) - 1,539,955
Designated funds
- -
Strategic Fund 1,100,000 (700,000) 400,000
- -
Total designated funds 1,100,000 (700,000) 400,000
Total unrestricted funds 2,688,757 5,078,831 (5,827,633) - 1,939,955
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17. Allocation of Net Assets Between Funds

2024-25

The funds of the charity are represented by the following net assets:

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Unrestricted Designated Restricted Total funds
funds funds funds
£ £ £ £
- -
Tangible fixed assets 1,185 1,185
Current assets 1,904,218 250,000 219,574 2,373,792
Current liabilities (505,258) - - (505,258)
Total 1,400,145 250,000 219,574 1,869,719
2023-24
The funds of the charity are represented by the following net assets:
Unrestricted Designated Restricted Total funds
funds funds funds
£ £ £ £
- -
Tangible fixed assets 6,129 6,129
Current assets 1,937,340 400,000 250,417 2,587,757
Current liabilities (403,514) - - (403,514)
Total 1,539,955 400,000 250,417 2,190,372
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18. Leases

The charity had total commitments under operating leases as follows:

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2025 2024
Property Property
£ £
Within one year 226,333 215,027
Between one and five years 172,824 372,794
Total 399,157 587,821
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Notes to the Financial Statements

Notes to the Financial Statements

19. Related Parties

Income of £5,425 (2024 - £5,292) was received from partner schools belonging to Compass Education Trust during the year ended 31 July 2025, where a Trustee of the charity, Dr Josephine Valentine, is also a Trustee.

Income of £19,652 (2024 - £21,578) was received from partner schools belonging to Danes Educational Trust during the year ended 31 July 2025, where a Trustee of the charity, Dr Josephine Valentine, is the CEO and also a Trustee.

Income of £2,779 (2024 - £5,292) was received from partner schools belonging to Exceed Learning Partnership during the year ended 31 July 2025, where a Trustee of the charity, Rob Carpenter, was a Director during the year.

Income of £13,895 (2024 - £18,186) was received from partner schools belonging to Haberdashers’ Academies Trust South during the year ended 31 July 2025, where a member of the Executive Leadership Team of the charity, Sabrina Luisi, is a Trustee. At the balance sheet date, £2,779 (2024 - £nil) was due from the charity to one of the partner schools, which had paid in advance for programme activity due to take place in the forthcoming financial year.

20. Reconciliation of Net Income to Net Cash Flow from Operating Activities

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2025 2024
£ £
Net expenditure for the reporting period (as per the statement of (320,653) (639,246)
financial activities)
Adjustments for:
Investment income and interest received (45,502) (70,551)
Depreciation charges 4,944 8,930
Decrease / (increase) in debtors 28,688 (53,371)
Increase / (decrease) in creditors 101,744 (17,618)
Net cash provided by operating activities (230,779) (771,856)
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21. Analysis of Changes in Net Debt

Income of £21,560 (2024 - £27,270) was received from partner schools belonging to Middlesex Learning Trust during the year ended 31 July 2025, where a Trustee of the charity, Pawan Dhir, is also a Trustee.

Income of £307,989 (2024 - £218,461) was received from the member institutions of the University of London during the year ended 31 July 2025, where a Trustee of the charity, Pawan Dhir, is also a Trustee. At the balance sheet date, £68,342 (2024 - £63,999) was due to the charity from member institutions of the University of London.

A donation of £500 was received from one Trustee of the charity during the year ended 31 July 2025 (2024 - £330 received from one Trustee).

Other than those stated above, no amounts were outstanding at the balance sheet date for 2025 or 2024.

2024-25

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At 1 August 2024 Cash Flows At 31 July 2025
£ £ £
Cash at bank and in hand 2,027,212 (188,920) 1,838,292
Total 2,027,212 (188,920) 1,838,292
2023-24
At 1 August 2023 Cash Flows At 31 July 2024
£ £ £
Cash at bank and in hand 2,833,469 (806,257) 2,027,212
Total 2,833,469 (806,257) 2,027,212
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Independent Auditor’s Report to the Trustees and Members of The Brilliant Club

Independent Auditor’s Report to the Trustees and Members of The Brilliant Club

Independent Auditor’s Report to the Trustees and Members of The Brilliant Club

Independent Auditor’s Report to the Trustees and Members of The Brilliant Club

Opinion

We have audited the financial statements of The Brilliant Club (the ‘charitable company’) for the year ended 31 July 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows, the principal accounting policies and the notes to the financial statements. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting 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 charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and 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 charitable company’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.

Other information

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. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) requires us to report to you if, in our opinion:

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Independent Auditor’s Report to the Trustees and Members of The Brilliant Club

Independent Auditor’s Report to the Trustees and Members of The Brilliant Club

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

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 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 these 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:

To address the risk of fraud through management bias and override of controls we:

• performed analytical procedures to identify any unusual or unexpected relationships; and

• tested journal entries to identify unusual transactions; and

• assessed whether the judgements and the assumptions made in determining accounting estimates for the recognition of income and the valuation of gifts in kind were indicative of potential bias.

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

• reading the minutes of meetings of those charged with governance; and

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.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

• the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations;

• we obtained an understanding of the legal and regulatory frameworks that are applicable to the charitable company and determined that the most significant frameworks which are directly relevant to specific assertions in the financial statements are those that relate to the reporting framework (Statement of Recommended Practice Accounting and Reporting by Charities preparing this accounts in accordance with the Financial reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended), the Companies Act 2006), those legislative frameworks that relate to data protection (General Data Protection Regulation) and those in relation to safeguarding.

We assessed the susceptibility of the charitable company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

• making enquiries of management as to 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.

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Independent Auditor’s Report to the Trustees and Members of The Brilliant Club

Notes to The Financial Statments

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and to the charity’s trustees as a body, in accordance with Section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Catherine Biscoe (Senior Statutory Auditor)

For and on behalf of Buzzacott Audit LLP, Statutory Auditor 130 Wood Street London EC2V 6DL

Date: 30 January 2026

Buzzacott Audit LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006.

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Reference and Administrative Details

Key Management Personnel

Trustees

Dr Josephine Valentine OBE Robert Carpenter (appointed 14 October 2024) Rita Chudasama (appointed 14 October 2024) Hannah Chukwu

Cara Cinnamon Sir Ivor Crewe Pawan Dhir Jonathan Ferguson Dominic Herrington Paul Kearns (appointed 14 October 2024) Jonathan Keil (appointed 14 October 2024) Adriana Selage John Timothy (resigned 4 September 2024)

Chief Executive Officer

Chief Operating Officer Interim Chief Operating Officer Chief Impact and Strategy Officer

Chief Programmes and Communities Officer

Chief Digital Officer

Chief Engagement Officer

Anne-Marie Canning MBE (resigned 15 September 2025)

Leanne Adamson

Dr Matt Plen (resigned 20 September 2024)

Susie Whigham (Interim CEO from 1 January 2025)

Dr Lauren Bellaera (resigned 18 July 2025)

Nikki Labrum (Interim CPCO from 6 January 2025) Sabrina Luisi

Charity Registration Number 1147771 Scottish Charity Registration Number SC048774 Company Registration Number 07986971 (England and Wales) Registered Office Fivefields 8-10 Grosvenor Gardens London, SW1W 0DH Auditor Buzzacott Audit LLP 130 Wood Street London, EC2V 6DL

Banker HSBC Bank 17 Gerrard Street London, W1D 6HB

Solicitor Mills & Reeve LLP 24 King William Street London, EC4R 9AT

Harbottle & Lewis LLP 7 Savoy Court London, WC2R 0EX

Artistic Brief Limited 52 High Street, Pinner Middlesex, HA5 5PW

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Registered charity no: 1147771 (England and Wales) SC048774 (Scotland)

The Brilliant Club is a company limited by guarantee registered in England and Wales (no. 07986971)