Principal activities of the company

Ignis Lodge is a private company limited by guarantee, incorporated and registered in England and Wales. The company’s registered office is shown below. Its principal activity is the advancement of public benefit and social value programmes supporting veterans and young care leavers wellbeing, employability, and inclusion within communities. Ignis Lodge has specific and restricted objects with an asset lock in the Articles of Association.

Company policy on disabled employees

The Board oversees the implementation of the Powering People Through Purpose policy which contain the Ignis Lodge Guarantees, embedding workforce fairness, wellbeing, and inclusion as core duties. Our Making It Real Guarantee commits to the real Living Wage as determined by the Living Wage Foundation. At present, this is £12.60 an hour or a salary of £24,570. At Ignis Lodge, our entry level roles all start at £25,000 or the equivalent of £12.82. For colleagues who work shifts, we have committed to Living Hours. This means we guarantee a minimum of 16 hours for all employees unless you wish to work less. All shifts are confirmed a minimum of 4 weeks in advance. If we cancel any shifts in that time period, you still receive payment in full. We want our employees to be dignified when their working life ends. For that reason, you are guaranteed a Living Pension when you work with Ignis Lodge. This means a minimum of 12% of your salary: you contribute 4%, we add 8%. If you'd like to save more, we will contribute 2% for every additional 1% until the maximum from us (12%) is reached. This means if you contribute the maximum of 6%, the total you will be saving for your pension is 18%. We believe in having an inclusive environment where everyone is empowered to succeed and are signatories of both the Armed Forces Covenant and the Care Leaver Covenant. Part of living these commitments means we have made a Supporting You Guarantee - a final interview where any of the following people meet the minimum criteria for a role: - a veteran; - serving Armed Forces but transitioning out; - serving Reservist of the Armed Forces; - spouse of a serving member of Armed Forces; - partner of a serving member of Armed Forces; - dependent of a serving member of Armed Forces; - someone who was looked after by a local authority at any time before they were aged 21; - someone who has a physical or mental impairment, or a long-term health condition which has a substantial and long-term (over 12 months) adverse effect on the ability to carry out normal day-to-day activities. No tricks, no loopholes, no exceptions. We've got your back. Our Developing Together Guarantee means we have mapped every role in our organisation to an appropriate apprenticeship on entry and apprenticeship for onward promotion. They range from Level 2 (GCSE-equivalent) to Level 7 (Masters-degree). This means however you join us, we commit to your development and your career. Not only that, we have committed 25% of our workforce will enter on an apprenticeship. New starters may be people not in education, employment or training (NEET) or individuals reskilling for today’s workplace

Additional information

The full annual report from Ignis Lodge can be found at https://www.ignislodge.co.uk/transparency CHAIR INTRODUCTION When we founded Ignis Lodge, our aim was simple but ambitious: to build a new kind of organisation; one which listens first, designs with people, and then delivers with precision and care. In this first year, the vision moved from plan to practice. We have designed, built, and delivered the systems, partnerships, and infrastructure to make Ignis Lodge fully operational. We began by listening. Not as preparation, but as the first stage of delivery. Through in-depth research with people across the West Midlands, we codesigned new service models, mapped lived experiences, and translated those insights directly into the systems and structures we have now built. Every Ignis Lodge policy and programme carries the voice of the people and communities we serve. From that foundation, we implemented the framework for Ignis Lodge itself. Our delivery pillars now guide operations, supported by a full suite of ethical and professional policies. We also delivered our People Plan as a costed, structured five-year roadmap underpinning workforce recruitment and development. A defining achievement of this first year has been delivering the Ignis Lodge Guarantees. These measurable promises drive every contract, appointment, and partnership and go far beyond statutory duties. We have committed to the real Living Wage, secure and predictable hours, a Living Pension, and guaranteed fair access for veterans, care leavers, and people with disabilities. They also ensure that at least a quarter of our future workforce enters through apprenticeships or career reskilling pathways, and that seventy per cent of our spend remains within thirty miles of our delivery sites. Together, these commitments already set a new benchmark for fairness and transparency and one we are proud to lead and demonstrate in the social and public service sector. We have reinforced those principles through formal recognition as a Disability Confident Employer (Level 2) and by signing both the Care Leaver Covenant and the Armed Forces Covenant. These steps are not symbolic; they shape how we recruit, support, and value every member of our team. Finally, this year delivered real momentum toward our most tangible goal to establish a permanent home for Ignis Lodge. We completed detailed design and project delivery for three fully costed Midlands Campus sites and secured partner backing to move immediately into acquisition and funding. Bringing the chosen site to life remains our operational priority for the coming year. This first year has been one of formation; listening, codesigning, and building with intent. The next will be about scale and activation, turning proven systems and commitments into live services which change lives. My thanks go to everyone who has helped shape Ignis Lodge so far. The best is yet to come. DELIVERY PERFORMANCE REVIEW This year marked the operational beginning of Ignis Lodge. It has been a period of deliberate construction, collaboration, and delivery. Every element, from policy and governance to people and service models, has been built to form the foundation of a sustainable social enterprise ready to deliver impact. Building our capability Our first priority was to ensure Ignis Lodge operated with clarity, governance, and infrastructure that delivered integrity from day one. We delivered a complete policy and performance architecture through the Purpose to Practice Framework. The framework was created to link our strategic vision directly to delivery, ensuring that purpose is embedded in every operational decision. This work was supported by a detailed governance model setting out responsibilities, accountabilities, and assurance arrangements. This model is now live, scaling as we grow, and is guiding, assuring, and applying appropriate scrutiny to decisions across all operations. Oversight is provided by the Board, with defined roles for independent scrutiny and stakeholder engagement. These structures reflect our commitment to transparency and good stewardship from day one. Our Powering People Through Purpose Policy complements this by shaping how we attract, develop, and retain a capable and motivated workforce. It establishes a five-year workforce model built around eight professional clusters, five role families, and forty-four defined roles, supported by progression pathways and apprenticeship routes. This ensures our workforce can grow sustainably in step with our mission. Throughout the year, we also completed the codification of fifty-four organisational policies across our nine pillars of delivery, formalising everything from risk management to safeguarding and inclusion. We built strong relationships and secured support from key regional and national stakeholders, including the West Midlands Combined Authority, Warwickshire County Council, Warwick District Council, Homes England, the Care Leaver Covenant, and the West Midlands Reserve Forces and Cadets Association. These partnerships have validated our approach, strengthened our strategy, and will continue to shape our development in the years ahead. Together, these achievements have positioned Ignis Lodge as a well-governed, accountable, and operationally ready organisation to deliver meaningful impact with confidence and transparency. Designing our delivery Delivery at Ignis Lodge has been guided and proven through research, co-production, and lived experience. We worked with 187 participants across the West Midlands whose lived experiences directly shaped the operational service journeys mapped for each of our key beneficiary users; veterans, young care leavers, and those experiencing crisis. From these insights, we have delivered a service delivery model integrating health, housing, employment, and learning into a coherent system of care and opportunity. This model is expressed through our operational journeys; Crisis to Calm, Steps Together, and Beyond the Door; which define the stages of support for each of our users. Our journeys balance safety and stability with growth and empowerment. Our delivery design is guided by our CARE principles: Comfort – ensuring those in crisis feel safe, secure, and never alone. Advocate – promoting co-designed, holistic, and sustainable solutions. Restore – rebuilding dignity, confidence, and hope through tailored programmes. Empower – supporting people to live happy, healthy, and independent lives. These principles are operationalised through the Powering People Through Purpose Policy and linked to the ethical commitments set out in our Ignis Lodge Guarantees, which define our standards on fair pay, living pensions, inclusive recruitment, and local economic contribution. This foundation means our future delivery will be both compassionate and disciplined. It is designed around evidence, anchored in governance, and delivered with measurable outcomes. Creating our experience Ignis Lodge is a social enterprise by design. Our commercial activities provide the engine which will sustain our social mission. This year, we focused on creating the foundations of that enterprise. We developed three fully costed site proposals for our Midlands Campus, each designed to RIBA Stage 3 and 4. These plans define the physical environment where Ignis Lodge’s residential, learning, and event operations will come together. The campus is designed to serve two complementary purposes: to provide safe, restorative spaces for those rebuilding their lives, and to operate as a venue for conferences, meetings, and retreats, generating income which is reinvested into our social programmes. Our guest experience principles are woven through every interaction whether it be commercial or social. Work with local authorities, Homes England, and regional partners is advancing to secure investment and permissions to bring the campus to life. This blended model ensures Ignis Lodge’s future is both compassionate and commercially sound. Every event, every stay, and every partnership will directly contribute to sustaining the people and programmes at the heart of our mission. Summary Over this first year, Ignis Lodge has delivered the full formation of a capable, credible, and purpose driven organisation. Governance, people, delivery, and enterprise are now integrated through coherent frameworks and transparent systems. As we move into our second year, these structures position us to scale service delivery and to lead by example. We will demonstrate how a social enterprise can combine the rigour of business with the values of public service and, in doing so, create lasting change for the communities we serve. FINANCE PERFORMANCE REVIEW The financial year 2024–25 represented Ignis Lodge’s establishment phase. It was a period of mobilisation, research, and delivery preparation to transform the organisation from concept to operational readiness. Expenditure focused on building the systems, frameworks, and partnerships which now form the foundation for sustainable delivery in future years. Ignis Lodge was self-funded, with a small income from the Lodge Lottery, reflecting our commitment to independence and responsible growth. All expenditure was strategically aligned to delivery outcomes, ensuring early investment directly accelerated operational capability. 2024–25 performance Financial performance during the year was tightly managed to ensure that all activity was delivered within available resources and without external borrowing. Expenditure during the year totalled £69,690.62, comprising development and operating costs incurred in preparing the Lodge’s systems and delivery platform for launch. Spending was carefully controlled and directed to priority areas: Development activities (£68,150) included the specialist input to develop systems, media assets and to establish governance, policy, and design frameworks. Operating expenses (£1,541) included costs relating to operational systems, infrastructure, compliance and registration costs. From the development activities, acquired digital and media assets valued at £49,173.35 were completed and recognised as intangible fixed assets at year end. These will be amortised over five years from 2025–26. Total income from revenue generating activities amounted to £80.32. The company was funded during the period through capital contribution of £29,843 and a subordinated loan of £39,848. After taking account of these items, the balance sheet shows net assets of £9,406.05, reflecting prudent cost control and sound financial stewardship. This disciplined approach ensured that all start-up and design activity was completed within available resources, demonstrating robust stewardship and control. Building a sustainable enterprise Ignis Lodge’s business model is structured to evolve from mobilisation into sustainable operation. The commercial arm is ready to generate revenue through conferences, meetings, and events, directly supporting our social mission. Surpluses will be reinvested into two funds: Social Delivery Fund supporting programmes for veterans, care leavers, and others rebuilding their lives. Community Improvement Fund supporting campus improvements and community engagement initiatives. This approach ensures every commercial activity contributes directly to social outcomes, fulfilling our social enterprise purpose. Midlands Campus Programme During 2024–25, Ignis Lodge completed design work to RIBA Stage 3–4 for its proposed Midlands Campus. The capital programme defines a multi-year investment to bring together residential, learning, and event facilities in one site. Engagement with Homes England, local authorities, and regional partners is advancing to secure capital investment and permissions. The campus will serve as both the centre of delivery and the financial engine for long-term sustainability, with every booking and partnership reinvested into Ignis Lodge’s mission. Stewardship The Board exercises financial oversight through quarterly reviews and independent assurance, ensuring compliance with accounting standards and good practice. All spending is tested against value for money and social impact criteria. Ignis Lodge ends its first full year with no external borrowing, transparent governance, sound financial systems, and a clear pathway to sustainable growth through enterprise and impact. BASIS OF THE FINANCIAL STATEMENTS Basis of the statement preparation For the financial year ended 31 October 2025 the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies. The members have not required the company to obtain an audit of its financial statements for the year in accordance with section 476 of the Act. The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to the maintenance of adequate accounting records and the preparation of financial statements. The company qualifies as a micro-entity under sections 384A–384B of the Companies Act 2006 and these financial statements have therefore been prepared in accordance with FRS 105 – The Financial Reporting Standard applicable to the micro-entities regime, and the related provisions of the Act. The accounts have been prepared on the historical cost basis and are presented in pounds sterling, which is the company’s functional currency. Although entitled to take advantage of the reduced disclosure requirements available to micro-entities, the directors have voluntarily included additional narrative and disclosure information to reflect the company’s commitment to transparency and public accountability. These additional disclosures do not affect the recognition or measurement of any item in the financial statements. The directors further note that Ignis Lodge meets the definition of a Public Benefit Entity (PBE) as set out in FRS 102, and the company’s policies and disclosures have, where relevant, been informed by the PBE principles in that standard. The financial statements were approved by the board of directors and authorised for issue on 29 October 2025. Signed by Darren Jaundrill on behalf of the Board 31 October 2025

This report was approved by the board of directors on 1 November 2025
and signed on behalf of the board by:

Name: Darren Jaundrill
Status: Director