ITF

Operating income also includes Grand Slam Player Development Programme ('GSPDP') contributions of $3.0m (2024: $2.9m) which provides funded opportunities for talented individuals to succeed where finances may otherwise prove a barrier to their success. This programme is delivered in partnership with the Grand Slam Board who provide the funding in full. Total Expenditure Total Expenditure amounted to $112.7m (2024: $115.9m) made up of $111.5m of Operating Activities, $1.0m of Strategic Activities and $0.2m of Investing Activities. Operating Expenditure Operating expenditure for 2025 was $111.4m (2024: $112.2m) which included $5.9m impairment of the BJKCL joint venture, $2.0m increase in the bad debt provision relating to prior years and $3.2m of Balanced Calendar funding previously reported as Strategic expenditure. Davis Cup prize money, participation payments and expenses totalled $31.1m (2024: $50.6m) reflecting the new hosting model with FITP and slightly lower payments overall. Record levels of data sales payments and Balanced Calendar Fund payments, previously reported under Strategic Activities, combined to a total of $24.0m in 2025 (2024: $13.1m Operating plus $2.5m Strategic). The ITF continues to make data sales payments amounting to 37% of prize money for $ 15,000 tournaments, and 50% of prize money for all tournaments with a prize fund of $25,000 and above as well as supporting the Tours and Player Pathway through Balanced Calendar Fund grants enabling more countries to hold tournaments and upgrade existing tournaments to higher prize money levels. Commercial costs increased by $0.4m in 2025 to $3.3m (2024: $2.9m) reflecting an increase in agency and commission costs. In 2025, Development expenditure was $11.1m (2024: $11.4m), this decrease being largely due to lower overhead costs. The ITF remains committed to delivering programmes that benefit nations at all levels and across the globe. Presidential and Communications department expenditure decreased from $5.1m in 2024 to $3.4m in 2025. As a cost saving measure, the Annual General Meeting was held virtually with 217 delegates from 141 nations joining online. The AGM will return to being held in person in 2026. The Tennis Anti-Doping Programme is managed by the International Tennis Integrity Agency (ITIA), an independent company. Anti- doping expenditure of $1.6m (2024: $1.1m) is included within Integrity, Science and Technical expenditure of $6.4m in 2025 (2024: $5.6m) representing the ITF's share of the costs of the programme. Other costs contributing to the total include legal fees incurred in the year relating to actions raised by the PTPA and final settlement costs with Kosmos. Finance and Administration operating costs, including costs of the IT department and IT projects, increased from $10.0m in 2024 to $11.1m in 2025 driven by the increase of $2.0m to the bad debt provision. Staff costs, paid in GBP and included within each department, increased to $16.9m in total (2024: $15.1m), and the number of employees increased from 149 to 151. The increase reflects increases in National insurance costs, wage inflation and a weakened FX position than in the prior year. Staff-related costs, including salaries, benefits, and Senior Leadership Team remuneration, are overseen by the Remuneration Committee and approved by the Board. Strategic Activities Strategic Activities represent discrete projects that are directly related to delivering the objectives of the ITF2024+4 strategy and are not considered as ongoing or normal activities. The only project treated as a Strategic Activity in 2025 was the ITF World Tennis Number project which provides National Associations with the means to identify players and grow participation levels, while also providing meaningful ratings to recreational and professional players alike. The World Tennis Number is a flexible tool for tournaments and leagues as the basis for acceptance, seedings and groupings. It provides players and coaches in 85 nations (2024:70) with accurate data points to measure their tennis ability. Expenditure in 2025 was $1.1m (2024: $1.2m) and considerably reduces member nations' costs associated with developing and maintaining their own rating systems. Investing Activities The portfolio is invested for long-term growth and incorporates strategies for mitigating short- term volatility. The ITF portfolio again performed well in the year with $4.1m of net income recorded in the Consolidated Income Statement, a positive return of 18.0% (2024: $2.0m, 9.9%). ITF Trust Annual Report and Consolidated Financial Statements 4

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