ROYAL VOLUNTARY SERVICE
TRUSTEES, ANNUAL REPORT AND FINANCIAL STATEMENTS
YEAR ENDING 30 March 2025
CHARITY NUMBER: 1015988
CHARITY NUMBER (SCOTLAND): SC038924
COMPANY NUMBER: 02520413

CONTENTS
Letter from the Chair and CEO
Page 3
Trustees. Report Including Strategic Report
Page 6
Our vlsion, mlsslon and values
Page 6
Making a Difference
Page 8
Our financlal review
Page 24
Our structure, 8overnance and management
Page 31
Independent Auditorfs Report
Page 42
Our Financial Statements fortheyear endin8 26 March 2023
Pa8e 46
Notes to the Flnancial Statements
Page 49

## **Annual Report 2024-25** | ' ss 

_We are pleased to present Royal Voluntary Service's Trustees' Annual Report and Financial_ - a = "“s =" #=§ : = — I a a _Statements for 2024-25._ _ = a! Posi ” 

## **Letter from our Chair and CEO** a 1 = -' = 

Volunteers are the lifeforce of Britain. For Royal Voluntary Service they bring life-changing = 8 — x =s—1 8 " os a support to communities and their commitment continues to inspire us all. Ig 8 i ms O68 I S | -_7. t= a 

> Through the year, across all our services we provided support over 7.7 million times, with i oere os Se ee ang 5 = 

> volunteers across the generations offering not just assistance, but a sense of hope and = 8 me <6 se | | a aT 1 = — gs & = 60 log connection. 

> Our volunteers, in the community and NHS settings, are also benefitting- gaining confidence, = == “— = ee building valuable skills, forging new connections and boosting their wellbeing. They contributed a8 a - 5 y= “1 i a” “_—s@ over 1.8 million hours last year, and once again reported high levels of happiness, life LJ x . _S 7 ; rl:= Fr ese gir” a = 8 

> satisfaction and trust. me ws & g @se 

> We're extremely proud of the significant strides we've made as a charity in the past year. It's ee a = a | So = as 2 oe | been a time of positive renewal and evolution, and RVS is poised to make an even greater I I - = a =i." - - a & “ & impact in the years to come. 7 -=, afl 

The creation of a new 10-year strategic framework- to run from 2025-35 - provides a clear path _—a i” a = 5 i.« = forward for the charity. It outlines our vision to mobilise volunteers for a better Britain. By = pm "~ seh ft a--——o8 o- es te - rebuilding our social fabric, we can ensure support reaches those who need it most, creating a — m= oo )6CUCUCUsellk 7 Li I =z _ I a7a=2 more connected, resilient and empowered Britain. 

> We have expanded our digital capabilities, to help us reshape volunteering for the modern age, a_ ™ , ™ at” = i” ~ =e sf = - 

> building on the foundations laid through innovative programmes such as NHS and Care is" l eos = = «1 et “si "= § ama F os = rT] - Volunteer Responders and The Big Help Out. : i g@8_ds -itinuxre — a 

Most significantly, a £5 million grant from players of People's Postcode Lottery is funding the =f _.”-—S" | -— = | a a Bus8 development of a new digital platform to revolutionise volunteering, making it more inclusive, a a - a = a a a accessible and flexible. It will support charities to strengthen their volunteer teams, connect “" = | - 7 i= ™ - more people with the causes they care about and will become home to a range of = 8 - s- -! i, = 7 - a opportunities more in tune with modern life. == oS « 7 | 

3 



We're confident the platform will serve as a long-term asset for the charity sector, and also businesses, with our new 'Volunteering Marketplace' proposition supporting them to supercharge their volunteering offers 

In readiness for our new strategic period, we also unveiled a revitalised and dynamic RVS brand 

- creating a fresher, more inclusive identity along with a set of updated experience principles. This will continue to roll out through our services and teams in 2025/26. 

This year, we welcomed many new volunteers across our services and continued to use our voice to champion volunteering and reduce barriers to participation. Our commitment to "volunteering for all" remains steadfast, and our volunteer base continues to become more diverse. 

We're investing significantly in inclusion programmes and focusing on improving accessibility and removing barriers for our people with disabilities. Equality, Diversity and Inclusion (ED&I) principles are becoming embedded in our culture and operations. 

Through the year, we played a pivotal role in bringing volunteering into the national spotlight­ participating in the return of The Big Help Out in 2024 and continuing our leadership of the Shaping the Future with Volunteering coalition and contributions to The Richmond Group of Charities. 

Financially, we remain on a sustainable footing, with our retail operations performing well. We have a solid foundation to continue delivering our services and respond effectively to emerging challenges. 

However, funding remains insufficient compared to community need and volunteer numbers are still in decline. It's essential we work collaboratively as a sector and with funders, business and Government to navigate the uncertain road ahead. 

At the year's close we learned we would be saying goodbye to NHS & Care Volunteer Responders, after five years of delivering the volunteering programme for NHS England. We're very proud of this bold, innovative scheme and its incredible impact. It has supported people in the community and across the NHS - and demonstrated a clear desire for more digitally led, flexible volunteering roles. Since 2020, our Volunteer Responders have completed 2.7 million tasks and made 1.1 million support calls and over 1 million deliveries. The legacy of this programme will continue to inspire and inform future volunteering initiatives. 

4 



We're very fortunate to have an exceptional Trustee Board. Their collective expertise has proved invaluable as we embark on a bold new journey as a charity and we cannot thank them enough for their contributions. 

Finally, we say a huge thank you to our incredible volunteers and staff - your unwavering commitment, compassion and dedication are at the heart of everything we do. We simply couldn't do it without you. 

## _**Catherine Johnstone CBE, Chief Executive, Royal Voluntary Service**_ 

04/12/2025 

## _**Patrick Dunne, OBE, Chair, Royal Voluntary Service**_ 

04/12/2025 

5 



## **Trustees' Report, including Strategic Report** 

## **Our Vision, Mission and Values** 

Helping more people and communities thrive through volunteering is the driving force behind Royal Voluntary Service. 

**VISION:** A kinder, better- connected Britain, more able to face today's challenges and those still to come. A society where volunteering is integral in everyday life, strengthening our social fabric, building trust and connection, growing skills and confidence and helping people live happier, healthier lives. 

**MISSION:** Mobilising more volunteers for a better Britain, by making it easier than ever for people to give their time to the causes they care about and to deliver volunteer-powered support where it's needed most. 

## **OUTCOMES** 

The difference we made in 2025 

1. Voluntary service is supporting the NHS and wider health and social care systems to improve and maintain the health of the nation and tackle health inequalities and social deprivation. 

2. More people benefit from giving their time, talent, and life experience to voluntary service. 

3. Key stakeholders across all sectors understand the value of volunteering and its effectiveness in improving the health of the nation and building resilient communities 

## **STRATEGIC PRIORITIES FOR 2026** 

1. More people from all backgrounds supported, inspired and connected to volunteering opportunities through our 'frictionless volunteering' platform 

2. Powered by our Volunteering Marketplace, a new era of employee volunteering is helping businesses turn good intentions into lasting change. 

3. Volunteering elevated as a higher priority for key stakeholders across all sectors 

## **Essential enablers** 

Building our team 

Innovating and advancing our digital capabilities to mobilise volunteers at scale (for us and others) 

Bolstering our research and knowledge centre 

Investing in our brand and communications 

6 



Building powerful partnerships and collaborations = m= _' me a ee a Managing our finances and resources Looking after our property — = o"n 

**Stella** _**values**_ **- Diagram will be inserted in designed version** 

7 



MAKING A DIFFERENCE: ANNUAL REVIEW OF KEY STRATEGIC OUTCOMES
Outcome l.Royal Voluntary Servlce Is supporting the NHS and wlder health and care systems
to improve and maintain the health of the natlon and tackle health Inequalities and social
deprlvatlon.
In 2024-25 we expanded In-person and online support to reach more clients across England,
Scotland and Wale5. In 12 months, our health and wellbeing services, including the Virtual
Village Hall, offered support over 1.8 million times.
Delivering these vital sep4ices in communities and hospitals is making a big difference, easing
pressure on the NHS and public services and reducing burden on carers.
Our support provides a Ilfeline for clients, many of whom are livin8 Wlth more than one health
condition. The large majority would find it difficult to get by without it. And with around one in
five of our clients living in the most deprived areas, the presence of our services helps to
addres5 health inequalities and reduce disparities in access to care.
Our volunteer-led service model yields its own health benefits too- for the individuals giving
their time. 88% of RVS volunteers say volunteering has improved their wellbeing and one in
three (31%) say volunteering has made them more physically active.
Below are examples of how our work made a difference in 2024-5.
Over 12,000 journeys were made through our network of Community and Patient
Transport services in 24/25, helping reduce missed medical appointments, and offering
people reassurance and companionship during what can be an anxious trip. Communitv
transport is crucial in providing access to essential services, but there's still not enough
of it. More provision is urgently needed, and in the last 12-months RVS made
concerted effort to inspire new volunteers to offer their support, running a campaign to
highlight the volume of missed appointments and social isolation experienced by non-
drivers over 70.
Our Home from Hospital services help people get back on their feet after a stay in
hospital. This volunteer support improves outcomes for patients, aiding their recovery
and reducing the risk of readmission. On average clients are supported with 6.2 visits
per month, and data from our Home from Hospltal seriice in Leicester and
Leicestershire showed readmission rates of clients using this service was just 2%
compared to national average of 15.5%.
2024-25 was a year of growth and demonstrable impact for NHS and Care Volunteer
Responders, the large-scale flexible volunteering programme run on behalf of NHS
England. All 42 ICS sites used the scheme in 24-25, with 106,295 tasks completed and
48,000 volunteers signed-up. Following its launch in 2023, the Pick-up and Deliver
service made sizeable gains, with volunteers delivering medications and equipment to
patients. homes. In 24125, Pick Up and Deliver volunteers completed nearly 15,000

tasks, supporting 36 NHS Trusts across 53 services, to improve patient experience,
reduce discharge delays and facilitate the smooth running of Virtual Wards. After five
successful years, we also said goodbye to the programme this year, going out on a high
and with a vast bank of knowledge to drive further innovation in volunteering
approaches.
Case study: Leicester NHS Trust
Alison Davis is Clinical Quality Improvement Lead at University Hospitals of Leicester NHS Trust
and is responsible for improving patient discharge at three Leicester-based hospitals. She has
been using the NHS and Care Volunteer Responders Pick Up and Deliver senilce to support
Virtual Wards, with volunteer5 transporting 325 Virtual Ward kits since the team began using
the service in August 2024.
Alison said.. "We use volunteers to deliver and collert medical equipment to and from the
homes of Virtual Ward patients. Thanks to the senrfice, we're able to get the kit back quicker
and returned the same day. l used to collect the klts myself, so it saves me a lot of time. We've
found that the service is really easy to use."
Run by professionals and volunteers, our Dementia Services continue to be In high
demand. We now run groups in 58 locations across Britain, with new ones opened in
Leeds, Dundee, Kirklees, Wales and Doncaster in the year. The groups invite those
living with dementia and their carers to meet on a regular basis, enabling them to form
vital support networks and engage in activities to promote physical and cognitive
wellbeing. The groups helped 1,170 people in 24125. We also developed our thought
leadership in this space, making a case for greater volunteer-led support in more
communities. This included a research project with the Unlversity of Birmingham,
which brought to light a vast deficit in dementia support services and the Impact of
this on those living with dementia and their carers.
In the last 12 months, our network of 165 predominately volunteer-run lunch and social
clubs ran over 3,700 sessions, with our community centres counting more than 3000
client interactions each month on average. Our 13 home library services, which bring
the library experience into people's homes provided support over 36,000 times.
Situated in cities, towns and villages across Britain, these clubs and activities bring
communities together, improving wellbeing and resilience, and in turn reducing GP
visits and the strain on public services. Our lunch clubs provided the focus for our
Christmas fundraising campaign, with funding used to organise over 70 "Festive Spread"
events country-wide. This included an extra special lunch, attended by our Patron, Her
Majesty The Queen, alongside RVS volunteers, clients and celebrity supporters.
The Virtual Village Hall (VVHI continued to demonstrate the power of digital to connect
people and foster a sense of community, airing over 790 activity sessions in 2024 -25.
From chair-based exercises and crafting to author talks and dance tutorials, WdH
provided an opportunity for users to stay active, engaged and connected, at no cost, and
from the comfort of their homes. In 12 months, the number of VVH followers increased
to 102,753 {a 72% rise from 23124), with users having an opportunity to drop in on

sessions hosted by Dr Hilary Jones, Rory Cellan-jones and Felicity Kendal. Research
amongst VVH users found for 90% it has had a positive impact on their mood and for
73% it has enabled them to stay active despite cost of living challenges.
Telephone support delivered via our NHS & Care Volunteer Responders and Calls with
Care service experienced strong service fulfilment. In the year, nearly 87,000 calls were
made by volunteers via our Check in and Chat, Companionship Calls and Calls with Care
services, supporting more than 14,000 clients. Support of this kind, delivered remotely
has been proven to reduce social isolation and is helping free up NHS resource, with
research finding 42% of people receiving telephone support calls visit their GP less
often. In 24/25, we worked to enhance and refine our processes to connect more clients
with telephone volunteers, more quickly.
RVS hospital shops and cafes performed well in the year, with a service provided to
patients, staff and visitors across our retail portfolio more than 5.5 mlllion times during
24125. Our volunteer supported teams in cafes, shops, and on wards with RVS'S iconic
trollies, provide a vital, friendly service, to ease some of the feelings of loneliness and
anxiety many experience in hospital. Footfall continues to rebound post-pandemic,
and it's heartenin8 to see our volunteers so keenly welcomed and their efforts so
appreciated. To improve efficiency, we invested in a new Electronic Point of Sale
{EPOS) system, which will be rolled out across our retail portfolio by June 2025. The
System will help us reduce costs, speed up transactions and enable more consistent
card payments during trolley rounds. It will also provSde a simpler, more user-friendly
experience for our teams. and all retail staff and active volunteers will receive training.
Our 80 strong (when fully crewed) Services Welfare team provide much-needed
practical and emotional support to young andlor unaccompanied service personnel
on Army bases in the UK and overseas. The team manage 54 recreation centres,
which provide a homely atmosphere for senrfice personnel to relax and unwind, as
well activities and a chance to speak to trained welfare professionals. In 24/25,
310,tJ)O service personnel used the facilities. and one-to-one welfare support was
provlded to over 1,200 service personnel.
I have been to other groups but this is the best. The staff work so hord and always make me
smile. (Mole, 65-69, Scotland)
Mum has improved her health Since joining the group. 6 months ogo she had been diognosed
with dementia. She is so much hoppier here and Ifeel supported and heard.
(Corer, 50-55, England)
The group is very goodfor my husband. It gets us to meet people ond helps with his mind.
(Female, Corer, 50-84, England)
10

PEOPLE WE SUPPORT.. SURVEY FINDINGS DATE
JanlFeb 2025
Boxed out stats
91% say RVS services & activities helped them feel less isolated I
in 3 using their GP & A&E less because of RVS support
85% feel RVS support has enable them to cope
Durln8 25126 we wlll
Maintain our service portfolio across our full range of provision and grow the number
of people supported by Royal Voluntary Servlce and its volunteers
Define and test new services and formats to meet the requlrements of the community
and commissioners and will deliver broader support to the community.
Further increase the public reach of our Virtual Village Hall
Continue to expand and develop our Dementia Together servlces
Grow the reach of ourserrfices Welfare
Outcome 2- More people benefit from givlng thelr tlme. talent and life experlence to
voluntary servlce
We're deeply proud of our volunteers and the lastlng impact they create. In the past 12 months,
we've concentrated on making volunteering more accessible and inclusive and widening
participation within RVS and the voluntary sector more broadly.
Here is a summary of our work during the year.
A new 10-year strategic framework was drafted to guide our efforts and provide
clear path forward for the charity. With an overarching goal of mobili5ing volunteer5
for a better Britain, we split the framework into three key pillars:.
Inspiring: to expand volunteering to build a stronger nation
Connecting: to connett people, communities and causes to improve lives
Supporting: to delivervolunteer-powered support where it's needed most
Over 10 years. progre55 will be tracked against measures including; a rise in
volunteering across the nation land an uptick in businesses), better connected and
resilient communities and happier and healthier RVS clients and volunteers.
Research suggests 164 million more volunteering hours per month could be unlocked if
there was a way of accessing more flexible opportunities digitally, and so we were
thrilled to announce we had been granted funding for the development of new digital
volunteering platform, supported by players of People's Postcode Lottery. The platform
build is well underway and is scheduled to go live later in 2025. It's an ambitious project,
but one we believe will help widen participation in volunteering in Britain. We hope it
will empower more people to contribute to their community, help charities 8row their
volunteer teams and become the biggest digital community for flexible and accessible

volunteering roles. The platform will also support businesses to more easily arrange
volunteering activities for their employees and unlock the millions of volunteering hours
that currently go unused each year. It will sit within our new Volunteering Marketplace
offering, a range of services designed to help businesses optimise their volunteering
activities. This stream of work represents an evolution for R VS, and a step forward Into
the corporate volunteering world. The contribution of our team in bringing the
programme forward has been outstanding and we thank them all for their hard work.
In March 2025, we unveiled our refreshed RVS brand and experience principles,
presenting a more contemporary and welcoming identity that's reflective of our new
strategy, mission and digital ambitions. The new branding will be rolled-out across
our operations and collateral over the next 12 months.
Over 3,000 new volunteers were welcomed Into our core services and over 6,900 into
the NHS & Care Volunteer Responders pro8r3mme. Volunteers were recruited via a
variety of routes Including word of mouth, national initiatives such as The Bi8 Help Out
and through the extension of our Playing My Part promotional campaign which shared
the stories of R VS volunteers to showcase the rewards of volunteerin8.
Almost 63,(KIO volunteers supported RVS services In 2024-25, worklng across our health
and community services, retail sendlces In hospltals and our national programmes such
as NHS and Care Volunteer Responders. Over 1.8 million hours were donated to RVS
services.
We continued to build our volunteering offerlng ahead of the platform launch, pilotin8,
developing and introduclng new roles to meet demand for flexible and local
opportunities. This includes a new Neighbourhood Support Volunteer INSV) role and a
Fundraising Events Organiser role to support growth in fundraising events and
community engagement activities. We also created an Ambassador role to support and
promote the Virtual Village Hall and First Time for Everything Programme and
introduced a new Ser4ice Support volunteer role to enable services to provide
introductory and flexible tasks in their specific service.
Our volunteer survey lJan/Feb 25) shows RVS volunteers are more satisfled with life
(85% vs 80%), significantly happier181% vs 76%) and less anxious {46% vs 36%) than
the ONS national benchmark, demonstrating the positive impact volunteering has on
wellbeing and outlook.
Our continued Equality. Diversity and Inclusion (ED&I) focus helped widen our appeal
and ensure volunteers are representative of the communities we exist for. We have
been working hard to improve our data capture and reporting for both our employees
and volunteers to gain deeper understanding of the diversity of our people. Accessibility
and inclusivity have been placed at the very heart of the new digital platform design and
new brandin& supporting us to deliver on our "volunteering for all, commitment.
Across our services we continue to see positive representstion in our volunteers from
12

Black and Asian communities, who now make up 21% of all volunteers. exceeding ONS
averages {12%1.
We have increased the number of volunteers under the age of 45 from 25% to 28% of
our pool, while those under 25 now account for almost IO% of our volunteers.
Representstion of those with disabilities remained a key priority, and we've executed
critical work to better understand and reduce barriers. There's been a slight increase in
volunteers who declare a disability15.3% to 5.6%). Our work in this area also included
the development of a disability toolkit to support services to welcome volunteers living
with disabilities. Accessibillty has also been at the forefront of the design of our new
dlgital platform, to ensure it's a space that's welcoming for all.
Building on the success of its first year, the Big Help Out returned In June 2024, with
backing from His Majesty The King, King Charles111. The RVS and Scouts co-founded
initiative was supported by the Shaping the Future with Volunteering charities la group
of 35 leading volunteering charities) and delivered across the whole voluntary sector,
offerin8 the public a chance to 'give volunteering a go,. Held over three days, the BHO
2024, also ran on a weekday so schools and workplaces could be Involved. The celebrlty-
supported campaign was once again run by the Together Coalition.
Polling data indicated 6.5 milllon people had particlpated in the Big Help Out 2024, with
79% agreeing they were now more likely to volunteer again.
Case study:
Jane and Sheila, Dementla Group, Doncaster
Jane cares for her mum Shella, who Ss Ilving with dementla. Slnce dlscoverlng RVS'S Doncaster
Dementia Support Group, Jane has noticed a significant improvement in Sheila's mood,
outlook and wellbelng.
Jane said: "Before we found the group, mum was very down and depressed and had even
made comments about ending her life. We had also lost my dad, it was a difficult time, and
because of the dementia it felt like she was livin8 in a different world.
'Yhe Doncaster group was recommended to us and it sounded great, but I really didn't thlnk
we'd get mum there. I did. and from that first visit, she absolutely loved it. The smile on her
face was amazing.
"Now, she looks forward to it every week. She loves it. She has been a different person and has
a whole new lease of life since she joined. It's also brilliant for me whilst I'M caring for her, and
the team are so amazing. I have no hesitation leaving mum in their care. I wouldn't be without
these groups."
13

ROYAL VOLUNTARY SERVICE VOLUNTEER SURVEY FINDINGS
January-February 2025
l in 3 volunteers are more physically active because of their volunteering 88% of volunteers
say-it improves my wellbeing.
"I hove disabllities, it makes mefeel useful, gets rne more active" (Retail, Femole, 3544)
"Volunteering allows me toform genuine relationships with those I serve andfellow volunteers. The
sense of community and shared purpose is truly inspiring" (Retail & Telephone, Female, 3544)
°It helps you preparefor the workploce- (Male, 16-24)
Durln8 2025126 we wlll:
o Develop an impact strategy to support our 10-year strategic framework, with
defined goals and measures
o Complete the build and launch of our platform for all to use
o Build out our commercial proposition and Marketplace product lines
Maintain our involvement in the 8lg Help Out, making it even bigger and better in 2026
o Increase the number and diversity of our volunteers
o Support more people into work through advocating and enabling volunteering
Outcome 3 - Key stakeholders across all sectors understand the value of volunteerlng and It5
effectlveness In Improvln8 the health of the natlon and bulldlng reslllent communltles
Our collaboration with partners enables us to do so much more. During 2024/25 we continued
to gain recognition of the value of volunteering to Brltain and power forward our vlsion of
'volunteering for all,.
Through ongoing thought-leadership and stakeholder engagement, we broadened our influence
within the corporate sphere, connecting with new audience5 and communicating the benefits
of volunteerin8 for businesses.
Our work in the year included the following..
Our partnership with People's Postcode Lottery {PPLI helped move the dlal on
volunteering, putting into motion the design of a new digital volunteering platform- with
an ambitious new 10-year strategy (2025-2035) of accelerating active citizenship
nationwide. We started co-designing elements of the platform with other charitable
sector partners {and will continue this in 2025). In March 2025, we publicly announced the
digital platform aim, vision and investment from PPL.
14

As Secretariat of the Shaping the Future with Volunteering (STFWV) group, we worked
closely with a range of national volunteering-involving charities. This year saw the group
grow from 30 to 35 members. In 2024/25, we worked on several important projects; such
as the disabilitytoolkitwhich aims to support those livingwith disabilities tovolunteer and
to encourage charities to think about and create more flexible volunteeringopportunities.
STFINV- led by RVS- continued to develop relationships with the Department for Work
and Pensions {DWPI to improve access to and participation in volunteering. This included
working with the DWP and Job Centre Plus Work Coaches to promote the benefits of
volunteerln8 for the long-term unemployed who want to improve their skills and
confidence.
Our health influencing was a significant focus of activity this year given the Darzi Review
and NHS 10-year plan public consultation. We submitted evidence to the Darzi Review
and worked with the Richmond Group of Charities to influence various aspects of the new
10-year plan (due for publication in Summer 2025) via meetings with key officials,
ministers and online consultations. We also ran two workshops and an online consultation
survey with 349 NHS & Care Volunteer Responders
capturing their ideas on how
volunteers can support the NHS over the next 10 years.
Our CEO attended a No.10 civil society event with the Prime Minister and Secretary of
State for Culture, Media, and Sport (DCMSI in October. We also submitted a response to
the DCMS Civil Society Covenant and had involvement in various workshops on the
government's relationship wlth volunteer-lnvolving organisations, and wider
volunteering policy.
Through the year we engaged in a range of high profile thou8ht leadership pleces:
The Livin
Well with Dementia report and literature review with the University of
Birmingham released in October, highlighted the lack of support for those with
dementia and their carers.
In November, a NHSVR Covid-19
ro
ramme study featured in a prestigious
Harvard Journal, finding causal links between volunteering and wellbeing. Analysis
was done by Dr Christain Krekel et al with support from Professor Lord Richard
Layard at the London School of Economics.
The World Ha
iness 2025 report by the University of Oxford and UN Sustainable
Development Solutions Network launched in February, citing the cost-
effectiveness of the NHSVR programme.
In September 2024, our CEO featured on the Alberto Lidji Do One Better podcast
discussing the idea and vision behind the Volunteering Marketplace.
RVS had a substantial presence at Anthropy25. The gathering held at The Eden Project
attracted more than 2,000 attendees, from leading businesses, civll society and
government, who convened to discuss how to make the UK a better place.
Following her appointment as chair of Anthropy25's Active Citizenship Alliance in June
2024, our chief executive and RVS team were invited to lead two volunteering focused
15

discussions, plus convened and joined in on several other prominent panel sessions,
which collectively attracted nearly 800 attendees.
For the first time, RVS also exhibited, using Anthropy25 as a vehicle to launch our new
digital platform and Volunteerln8 Marketplace, and en8a8e Sn positive discussions with
businesses, charlties and other stakeholders about our new offerings.
Durlng 2025126 we will:
Widen access and participation in volunteering, by maintaining our Chairing of
the Shaping the Future with Volunteering Group of charities.
o Build on our work as chair of the Anthropy active citizenship alliance to champion
and spearhead more volunteering through workplaces.
o Establish volunteerin8 as a higher priority for key stakeholders le.g. Government, NHS,
other charities)
o Establish Royal Voluntary Service as the prominent authorlty on volunteerin8
through thought leadership publications
o Forge new and build existing partnerships and pool resources to unlock volunteering
potential
o Maintain our contributions to Health and Care policy and influencing as members of the
Richmond Group of Charities to create better outcomes for those with long-term health
conditions
16

EQUALITY. DIVERSITY AND INCLUSION-OUR PROGRESS AND PLANS
In line with our 2023- 2026 Inclusion Plan, this year we've made significant progress in our
ambition to embed equality, diversity and inclusion across every area of the organisation and in
building a culture where all our people- volunteers and staff - can be their authentic selves.
This includes a sizeable investment in Our inclusion programmes and a focus on improvin8
accessibility and reducing barriers for our people with disabilities.
What we achleved In 24125
Buildlng a culture of belon8ln8'. At the heart of our commitment to inclusivity is our focus on
accessibility and disability awareness. Over the past year, we have made significant strides to
make sure our services and platforms are welcoming and accessible to all individuals,
regardless of their abilities, through building knowledge and competencie5 across our staff
teams.
A partnership with the disability charity, Enhance the UK has been instrumental in developing
comprehensive disability awareness training for both staff and volunteers. We have
complemented these e-learning modules with the development of a new digital flip book for
frontline services. The book is designed to build confidence in offering reasonable adjustments
and ensure volunteering opportunities are as accessible as possible.
Internally, we actively promoted the importance of employees disclosing their diversity data.
And by implementing improvements in the accessibility of our HR systems, we achieved a 53%
uptick in employees sharing this information.
We regularly reviewed and updated our compliance with Principle 6 of the Charity Governance
Code.
What's next: We will include EDI modules as part of our management pathway training and
continue to work on staff engagement opportunities via employee networks for specific identitie5
such as Neurodiverse people and G5obal Majority communities.
Valulng dlfference: Throughout the year, we held focus groups and regular sessions for
volunteers with disabilities; to better understand any barriers they face and consult with them
about our programmes of work. We worked closely wlth stakeholders and dlsabillty charlties to
review and improve our acce55ibility standards, ensuring our services remain inclusive and
supportive for everyone.
We also hosted regular inclusion surgeries for staff, delving into topics such as the language we
use when talking about race and ethnicity, Menopause and accessibility. We delivered bespoke
training across a range of departments, exploring areas including inclusive customer service
and accessible communications and provided specific EDI training to Trustees.
Frequent updates were made to our Inclusion Hub, a self-directed learning area where staff can
learn about a range of inclusion topics via lived experience videos, podcasts and best practice
17

articles.
Our Virtual Village Hall increased the diversity of tutors and sessions offered providing
platform for diverse voices. We hosted awareness raising sessions focusing on specific topics
such as neurodiversity, LG8TQ+ Snclusion and specific health condltlons including Menopause
and Parkinsons Disease.
Whavs next: We will further build our partnerships with specialist charities to increase and
improve our inclusion infrastructure.
Inspirln8 our communltles through Incluslve volunteerlng: Diversity and accessibility have
been a core focus in the development of our new branding, ensuring compliance with
accessibility standards and to reflect the dlverslty of our volunteers in our imagery. Likewise,
accessibility and inclusivity have been placed at the very heart of the new d5gltal volunteerlng
platform design, supportin8 US to deliver on our"volunteering for all, commitment.
We actively contlnued our membership of the Shaping the Future with Volunteering group
alon8 With 35 other volunteering charities. A priority project was leading the creation of a
disability toolkit to support services in understanding barriers to accessibility.
Whavs next: Support charltles and organisations usln8 our platform and Marketplace services
to develop and offer accesslble volunteering opportunities.
Dellverfng excellence through Incluslon: In addition to improving accessibility in our website
design, we introduced several key initiatives to further enhance accessibility across our d igital
platforms. This includes the implementation of Reciteme on our website and offering a range of
accessibility tools, including screen readers, translation sep4ices and customisable styling
options. Utilising this software has made content more accessible to individuals with various
disabilities. Additionally, our adoption of BT Relay this year will enable people with hearing or
speech difficulties to communicate effectively over the phone, using a text relay operator.
What's next: We're developing more tools and resources to support staff and volunteers to
improve accessibility in our communications. We'll a150 be working towards achieving Disability
Confident Status ahead of implementing a Disability Confident interview process.
FOCUS ON FUNDRAISING
Donations and funding from our supporters are essential to sustaining our services. Thanks to
the generosity of individuals, Trusts and Foundations, and corporate partners, we're able to
dellver transformative support to people across the country, all year round. Contrlbutlons also
empower our incredible volunteers, enabling them to share their time and talents to help build
thrivin& resilient communities.
Thank you to players of People's Postcode Lottery, whose generous unrestricted
support means we can continue to provide vital Services for the people who need
them most and be responsive to the needs of the day. This year, we are especially
18

grateful for the additional £5 million in funding to create a new digital volunteering
platform for the entire third sector, that will revolutionise volunteerin& making it
easier and more acce55ible to everyone.
Thank you to The National Lottery Community Fund Improving Lives and Awards for All
programmes for their generous support of our dementla senilces in the Scottlsh
Borders, Dundee and Leicestershire.
We would also like to thank all our wonderful Trusts and Foundations supporters,
including Lady Margaret Skiffington Trust, Shetland Charitable Trust, The Garfield
Weston Foundation, The Gannochy Trust, Moondance Foundation and The Severn
Trent Community Fund. as well as many others whose donations mean we can continue
supporting vulnerable people through our health and community services.
We would like to thank Yakult UK for supporting our Stay Safe Warm and Well winter
campaign for the fourth year, together with Cadent Gas. Over 90,000 people
benefitted from our informative leaflet this year, helping people stay safe over the
winter months.
Thank you to those companles who made us their charity partner this year,
including; Compa55 One, IPG and Clece Care, you have all undertaken some
wonderful fundraising for our services.
We were also delighted to partner again wlth Centrica/British Gas, whose staff are
volunteerlng In local hospitals in our shops, cafés and trolley services, as well as across
our clubs and branches.
We are hugely grateful for all corporate donations received this year and to the people
who have taken part in events for us: running marathons, soaring on zipwires, or raisin8
money for us in their own unique way. You are all amazing.
Thank you to all our donors who donate to us monthly, through direct debit, or
playing our lottery. We are pleased to have brought in 1,340 new monthly donors
this year. These regular donations give us the stability to plan for the future and the
flexibility to respond where the need is greatest. They allow us to be there,
consistently and confidently. for the people and communities who rely on our
support the most.
We have also had 70 new players slgn up to our lottery.
'Our Festive Spread, Christmas campaign was supported by 3,519 new cash donors
who donated to help isolated people get a warm meal and enjoy the company of
others at Christmas.
We thank the 1,403 donors who 'bought a cuppa. for NHS workers, which can be
honoured through our shops in hospitals. This year we delivered over 12,000 vouchers
19

for hot drinks to NHS staff across Britain, and over 13,000 vouchers for lunches.
We are deeply grateful to those who have chosen to remember us in their will.
These remarkable gifts are more than generous, they are acts of lasting kindness
and compassion, creating a legacy that will touch the lives of vulnerable people for
generations to come.
We are registered with the Fundraising Regulator demonstrating our commitment to good
fundraising practice and are committed to the Code of Fundraising Practice and Fundraising
Promise. We are authorised to use the Fundraising Regulator's badge on our fundraising
materials. We have signed up to receive suppressions under the Fundraising Preference Service
and have received two requests through this channel during the year which have been
actioned. We received five complaint5 about fundraising during the year, all of which were
dealt with in line with our Fundraisin8 Complaints Policy and Procedure. This number is
incredibly low compared to the volume of fundraising activity we have undertaken. We also
received 38 compliments from the public about our fundraising activity. Our fundraising teams
are regularly trained on the Fundraising Regulator's Code of Fundraising Practice.
We take proactive steps to ensure the protection of vulnerable people through our fundraising
activity. We develop our fundraising materials in line with ethical standards, which we have
built to ensure vulnerable people will not be adversely affected by our asks.
We contlnued to work in partnership with a specialist agency to carry out door-to-door
fundraising artivity where we have developed our own training programme that builds on
these ethical fundraising insights. The fundraisers must all carry out this strin8ent ethical
training before being allowed to fundralse for us. Training and shadowing were carrled out
during the campaign to ensure that fundraisers were complying with both our Internal pollcies
as well as the Code of Fundralsing Practice from the Fundraising Regulator.
We ran telemarketing campalgns to recruit, upgrade or reactivate Direct Debit donors or to
steward and discuss legacy donations, using an external agency, QTS.
20

ROYAL VOLUNTARY SERVICE ENVIRONMENTAL COMMITMENT
This year we remained focused on delivering our sustainability strategy, embedding
environmental responsibility into our operations.
Across our retail units, we've maintained our commitment to sustainability, continuing to
promote reusable cups and offering discounts to customers who adopt this practice and
eliminating single-use plastic cutlery, balloon sticks and polystyrene cups from all our outlets.
The use of environmentally compostable packaging for all takeaway items has been sustained,
reinforcin8 our dedication to reducing waste.
To adhere with the new Recycling Regulations for Workplaces in England brought In thls year,
we have adopted practices to separate recyclable materia55 including food waste across our
retail and communlty services in England.
Our commitment to reducing carbon emissions remains strong. We Sourced 100% renewable
electricity for all Royal Voluntary Service-owned properties and long-leased community
buildings.
In addition, we embarked on a programme to replace internal and external lighting With energy-
efficient alternatives and are optimising energi usage through boiler rebalancing initiatives, as
part of our wider action plan for Phase 3 of the Government's Energy Saving Opportunity
Scheme IESOS).
Methodology
The reporting perlod Is the most recent financial year 0110412024 to 30/03/2025.
2920121
22
2023124
20241
2019no
2022123
Lotation
Combustlon ot On s￿e.. Natural Gas
luel
Transport.. Petrol,
Diesel, Hybrld
197
122
49
Scope I
tr•nsptyt
tion
Market Bas
197
122
72
49
LcKatp
based
95
118
29
24
kop• 2
Purchased
enÈrgy
Electricity
Market Based
12
Loc*ion
based
21

Indirect
Emtssl
Employee Business
MI￿￿e
Swp• 3
Market Based
L¢Kat•)n
based
291
151
176
78
Yot•l
Market based
262
125
61
L¢xatksn
tC02elEMTumobEr
TBC
2.745
185
I￿?
M4rk•tl)M•d
338
a97
Totsl
kwh
Electrlclty, Natural
Ga5, Petrol. Dlesel, ktybrKI
1,301,319 715.￿2 849,513 s￿
333.325
E￿r￿Ul￿*
con5LI
R•ntwable %
EFettrltlty
Thls report has been complled In Ilne wlth the March 2019 BEIS 'Envlronmental Reporting
Guidelines: Sncluding streamlined energy and carbon reportlng guldance,, and the EMA
methodology for SECR Reporting.
Emisslons have been calculated using the GHG Protocol: Corporate Accounting and Reporting
Standard.
All measured emissions from activities which the organisation has financial control over are
included unless otherwise stated in the exclusions statement, as required under The Companies
(Directors, Report) and Limited Liabillty Partnerships {Energy and Carbon Report) Regulations
2018.
The intensity measurement of turnover has been selected in order to compare emissions Wlth
organisation grovrth and for consistency with similarly reporting businesses for review of the
market position.
22

UK Carbon Footprint data
Year on Year emission change5
Royal Voluntary Service's total reported location-based emissions decreased from 78 tC02e in
2023124 to 68 tC02e in 2024125. This is an emissions reduction of 12.8%. Compared to the
baseline year of 2019120, total location-based emissions have decreased by 76.6%.
Scope l emissions decreased from 49 tC02e in 2023/24 to 44 tC02e In 2024125, a decrease of
10.2%. This is due to a decrease in natural g3s consumption as well as a decrease in associated
transport emissions accompanied by an increase in hybrid vehicles.
Natural Gas consumption decreased from 143,668 kwh in 2023124 to 135,237 kwh in 2024/25,
a 5.9% decrease in consumption. As a result, emissions decreased by I tC02e.
Scope I transport fuels (Petrol. Diesel, Hybrid) associated emissions decreased from 23 tC02e in
2023/24 to 19 tC02e in 2024/25. In kwh conversion, usage decreased from 97,088 kwh to
81,807 kwh, a consumption decrease of 15.7%.
Scope 2 electricity consumption decreased from &40,024 kwh In 2023/24 to 116,231 kwh in
2024/25. This Is a 17% reductlon In consumptlo.'i. L?catlon-based emlsslDns decreased by 5
tC02e from 29 tC02e to 24 tC02e as a result. Scoi)e 2 market-based emissions also saw a
decrease to O tC02e due to Royal Voluntary Service moving to a 100% renewable electricity
supply tariff.
Royal Voluntary Service report emissions intensity on a turnover basls. Emissions per £l(m)
turnover decreased from 1.845 tC02e/£lm turnover In 2023124 to 1.644 tC02e/£lm turnover in
2024125.
23

Our Financial Review
2024- 25 was a year of transformation for the charity concluding on a high note with strong
performance across our fundraising and retail operations, placing us in a good position for
continued succes5. For the second year in a row the charity reported a surplus. A large
contributing factor was the receipt, during the year, of £2m of the £5m grant from players of
People's Postcode Lottery to fund the development of a new digital platform to revolutionise
volunteerlng.
We also wholeheartedly recognise and appreciate the dedication of our staff and volunteers,
whose unwavering commitment has made this achievement possible.
In summary:
The charity reported 3 Surplus of £2.2m, strengthenin8 our financial position for
future activities, a notable improvement on last year12023 24: surplus £0.8m).
Retained a strong cash & investments Position of £15.3m (2023-24: £15.Im); and
Increased Total Funds and Reserves to £16.4m, a more resilient and advantageous
position than the previous year (2023-24: £14.2m). This establishes a strong base for
sustaining the CharIt￿S sep4ices and adapting effectively to new challenges as they
arise.
Due to the dedication and efforts of our Retail teams, comprising both staff and volunteers. retail
income leve15 8rew In the year despite a hlghly competltlve envlronment.
The charlty continues to see first-hand the impact of major reductions in local authority funding
as well as that via Trusts and Integrated Care Boards. This year, commissioner funding was
withdrawn from four local Health and Community services due to financial commissioner
budget constraints. Of these four contracts, none have been replaced by another provider, the
service provision locally has simply been removed. For services that have continued to be
funded, for some, we have seen a slight financial increase on historical budgets unlike previous
vears.
The funding landscape, shaped by ongoin8 economic pressures and wider external challenges,
remains difficult. In this context, we are especially grateful for the continued generosity of both
our new and longstanding supporters, including the players and staff of People's Postcode
Lottery, whose commitment has been instrumental in sustaining our vital work.
We will continue to deliver our own volunteer-powered services, but will also work in
partnership with the wider sector and the State to help mobilise more volunteers, and with
24

businesses to supercharge employee volunteering, for everyone's benefit.
Our costs are effectively managed, with strategic investments this year in new systems for HR
and payroll, a new retail EPOS system and CRM.
We enter the newflnanclal period wlth confidence and a robustforward momentum. Our
priorities remain clear, with sustained retail growth, the implementation of our
fundraising strategy. and the launch of the new volunteering platform being the primary
areas of focus.
We expect the charity to be in an ongoing state of change, as we continue to deliver new
capabilities and optimise our financial performance and are adequately prepared to meet these
challenges, if or when they arlse.
Key income and expenditure highlights:
Income £41.2m12023-24.. £42.3m Operatlng expendlture £39.3m12023-24..
£41.5m)
.(Xhw.EJ.>*lJQl>}4 13 Ym
(ffi(lQl>24 E6 Ith
t)￿ Jii
,111•￿I(￿￿￿￿T¥tJP.￿. UOIS lJ..(14.thnl
oII*Wi. 11} Jrn
Operatin8 Income
Our income of £41.2m (2023-24: £42.3ml was lower than the previous year, due to a decrease
in NHSE contract income. However the underlying income in our other income streams has
increased, which meant we were close to holding the same levels as last year:
hospltal shops, cafes, and trolleys £24.3m12023-24: £22.5m). The year-on-year
improvement ha5 been driven by a number of factors including improvements in product
range, upskillin8 managers, successful promotions, store refurbishment and price rises in
line with cost increases. At the end of March 2025, a total of 67 stores were trading (69 in
March 20241 and we progressively increased the number of active trolleys on rounds,
reaching a total of 53. Nonetheless, we continue to be constrained by some hospital Trust
restrictions and a shortage of available volunteers, so have not recovered to pre-pandemic
25

levels of around 100 troSley rounds. Volunteer recruitment improved during the year, but
further grovrth is required to meet our operational needs.
fundraising, see note 2 of the financial statements, which comprises of voluntary income
and activities forgenerating funds totallin8 £7.6m {2023-24: £6.Im}. Income has
remained at a steady level, increasing by £1.5m from 2023-24. Trust & lotteries income
increased by £1.2m in the year to £5.6m driven by People's Postcode Lottery award of
£5.Om, which includes £2m for the development of the digital volunteering platform
(2023-24: £3.9m).
community services 8enerated income of £7.Om12023-24: £11.Im) with the decrease
associated with the decline in services dellvered for NHSE. Our work in community
centres continue to go from strength to strength with increases in client numbers and
further reachlng Into local communltles. Our Communlty Club Network Is expandlng wlth
new clubs now opening after a few years of consolidation. Our virtual offers continue to
provide much needed support nationwide. There has been a rise in the number of people
receiving companionship calls, while the reach of our Virtual Village Hall doubled in the
last 12 months. Volunteers remain vital across all of our servlces, willin8ly giving their
time to support others.
Services Welfare £2.2m (2023-24.. £2.4ml
Other £O.Im {2023-24: £0.3m)
Operatlng expendlture
Total operating expenditure for the year was £39.3m (2023-24: £41.5ml and was spent on the
following areas:
hospital shop. cafe and trolley retail services expenditure increased to £23.6m in the
year {2023-24:E22.2m). This was driven by cost growth linked to inflation In both
wages and other operational areas, although goods for resale increased through
better trading £11.9m12023-24: £11.4m},"
communlty servlces £12.3m (2023-24: £15.9m). The direct cost to dellver servlces, at
£8.Im, see note 6 of the financial statements {2023-24: £11.6ml showed a net decrease
of £3.5m. This was primarily due to the change in services delivered for NHSE under the
national COVID-19 for support contracts in line with the decrease in income. Allocation
of support Costs decreased slightly to £4.2m (2023-24.. £4.3m).
fundraising at £l.Im, has decreased compared to the previous year attributable to
savings in staffing and activity costs, whilst the department was not at full capacity.
12023-24: £1.4m).
other costs. £2.2m (2023-24: £2.Im). including costs to deliver Services Welfare and a
loss on the disposal of tangible fixed assets linked to the previous EPOS system
equipment, which has been replaced.
26

support costs are included in the activities above, listed in note 6 of the financial
statements, and amount to £7.7m {2023-24: £7.8m). During the year, we invested in
new systems to allow us to expand our digital capabilities and initiate the design and
development of a new dlgital platform to revolutionise volunteering, funded by a grant
from People's Postcode Lottery.
Investments
At the start of the year. a £4.Om Investment in the Sustalnable MultS-Asset Fund portfolio was
held by Cazenove Investment Management Limited, continuing with the diversification strategy
adopted in the previous year. A further £4.Om was transferred to CCLA COIF Charities Deposit
Fund in May 2024. Whilst the performance of the Cazenove fund has been a return of 2.5% to
date. the CCLA fund has returned a noteworthy 3.8%.
Reserves
Trustees monitor reserve levels on a quarterly basls vla our monthly management accounts.
When planning and budgetin& Trustees consider reserve levels to ensure an appropriate
balance between the short and lon8-term needs of the organisation.
The Trustees undertake an annual review of the designated reserves and the assumptions that
underpin them.
In alignment with the New Corporate Plan, efforts have been directed toward stren8thening
general reserves to secure future investments in the charity while maintaining a buffer above
the required minimum levels.
It is the policy of RVS to maintain reserves at a minimum level to ensure the future
sustainability of the organisation and so we can rneet our obligations as they fall due. The
followlng factors wlll be consldered In arrlvlng at the value of those mlnirnum reserves:
forecasts for levels of income in current and future years, considering the reliability
and recovery of each source of income and the longevlty of new income sources.
forecasts for expenditure in current and future years, based on planned activity
analysis of any potential needs, opportunities, commitments or risks where
future income alone is likely to fall short of the amount of the anticipated costs;
and
assessment, based on the best evidence reasonably available, of the likelihood of a
shortfall arising which means reserves are necessary, and the potential consequences
for the charity of not being able to make up that shortfall.
During the year, the Trustees reviewed the level of future planned expenditure and have
27

updated the Corporate Plan to reflect the revised focus going forward. The Trustees have set
target of holding General reserves equivalent to six months of expenditure (excluding costs
direttly related to income generating activity and that would direttly reduce or cease if the
related income were to fall). The level of reserves at the year-end is equivalent to four months
of such expenditure and the Trustees recognise that it will take some time to reach the target,
particularly during a forthcoming period of transformation. Investment plans are made on the
understanding that the increase in General reserves remains important.
Total fund balances increased by £2.2m to £16.4m during the year. As at 30 March 2025 these
comprise:
£1.4m of funds restricted for specific purposes {2023-24: £1.4ml.
£6.Im of funds designated for specific use (see breakdown below) (2023-24: £5.Iml.
and
£8.9m of general funds (2023-24: £7.8m).
Designated funds include:
£1.3m for the hospital fund.
£3.8m for the fixed asset fund; and
others at £l.Im as detailed in note 14 of the financial statements.
In 2023-24, the Trustees approved one new designation for £0.75m to spend People's
Postcode Lottery funding in quarter one of 2025. The full amount has been utilised this year In
quarter one as anticipated.
Subsldlary undertakln85
RVS has three wholly owned subsidiary companies registered in England and Wales which are
consolidated into the group Statement of Financial Activities.
WRVS Service5 Welfare Limited provides emotional and prartical support to service
personnel within the army and some tri service locations in the UK, including
Northern Ireland and overseas in Germany and Cyprus.
Paid trained staff work predominantly in the evening and at weekends to ensure welfare
support is available to service personnel during their downtime and where no physical
welfare support is available. WRVS Services Welfare Officers manage areas allocated by
the Chain of Command at the unit, including for example a games room, communal
lounge, TV/film room and study/quiet space. During the year, over 310,000 seniice
personnel used these facilities, and one to one welfare support was provided to more
than 1,2CQ service personnel {2023-24: 2,100) including telephone support.
28

For the financial year 2024-25 the reported income in the subsidiary was £2.2m (2023-24:
£2.4m) and the expenditure £2.Om {2023-24: £2.3m). RVS receives a management fee
for delivering the service amounting to £0.2m {2023-24: £0.2ml.
2. Royal Voluntary Service Meals on Wheels Limlted was set up to deliver meals to those in
need in their homes, via commercial contracts with local authorities. Activity in the
subsidiary ceased by the end of March 2019, Since then, a small number of closure
transaction5 have been dealt with and minimal audit fees incurred. No income was
reported in the year ended 30 March 202512023-24: nil) and operating loss was £0.3k
(2023-24: £0.3k). It is not considered appropriate to adopt the going concern basis of
accountin8 in preparing the financial statements.
3. Royal Voluntary Servlce (Tradlng Companyl Llmited was Incorporated on l March 2023 to
accommodate future ambltlons to generate additional income streams to benefit the
charity. For the financial year 2024-25 the reported income in the subsidiary was £0.3m
(2023-24: £60k} and the expenditure £O.Im (2023-24: £0.Im)
The charivs subsidiary undertakings are set out in Note 11 of the financial statements. Income
from trading subsidiaries has been Included within income from charitable activities in the
Statement of Financial Activities.
29

Prlnclpal rlsks and uncertaintles
The charity records significant strategic and operational risks in its Risk Registers. These are
monitored by the Chief Off icers Group and the Extended Leadership Team. The Audit and Risk
Committee and the Trustees have oversight of the strategic risks and any escalated operational
risks. The Trustees have allocated agreed risks to each of the charity's three committee5 and
each committee considers its allocated risks in detail throughout the year. It is considered that
the principal strategic risks arising from the Risk Registers are as follows:
RISK
MANAGEMENTOF RISK
Lack of balance across the chariWs income
streams creates over reliance on individual
income streams
Continue to develop plans for fundraising and
health and community services to reduce
reliance solely on existing income streams
Continue to develop new income streams
including a commercial offerfor corporate
volunteering opportunities
Implement the charitrls review of its strategic
ambltlon, the Impact it wants to make and
the associated Delivery Plan.
A constantly evolving external environment
impacts the charitvs ability to deliver
services due to competing demands on its
resources.
Continue to undertake artivities to a¢¢elerate
external networking with key stakeholders
and partners to monitor potential changes in
the environment so that the charity can
understand the potential impact and enable
appropriate steps to be taken in advance.
The charitvs new volunteering platform and Continuously monitor the key development
its corporate volunteerlng offer do not
funding. resources, project plans and models
achieve their impact or become
in place to address these risks and take early
unsustainable
steps to adjust plans If needed.
The management of these risks Ss monitored on a frequent and detailed basis and reported to
the Trustees when they meet as a Board or in committees, and more often if necessary. This
enables new trends to be identified quickly and appropriate action to be taken.
The charity works to mitigate risk (including those above) by applying the structure, governance
and management below.
30

Our Strurture, Governance and Mana8ement
Our people and advisors are set out on page 40.
Strurture and publlc benefft
Royal Voluntary Service is a charitable company limited by guarantee in England and Wales
{number 02520413). It was incorporated on 10 July 1990 and registered as a charity in England
and Wales (number 10159881 on 31 December 1992 and in Scotland (number SC038924) on 27
November 2007. Its reglstered offlce Is at 29 Charles St, Stoke-on-Trent, Staffordshire, ST3 IJP.
The charity's Memorandum and Articles of Association dated 25 September 2015 set out the
charity's legal objects and describe the public benefst as:
he relief of poverty, distress, suffering or need among oll sections of the community primarily
in the United Kingdom by all choritable means and portlcularly by providing..
assistance largefy in kind andfacilitlesfor indlviduals in the community
ossistance in kind to victims of emergencies or disasters
¢ydvice ondfacilities to relieve the needs of those in hospital, in prison or In the ormed
service ond theirfamilies,. and such otherpurposesfor the benefit of the community
os shall be exclusively charitoble".
The Trustees confirm that they have complied with the duty of the Charlties Act 2011 to have
due regard to the Charity Commission's general guidance on public benefit. When reviewing
Royal Voluntary Service's aims and objectives and in planning future activities they refer to the
guidance and consider how planned activities will contribute to the aims and objectives they
have set,
The charity has three wholly owned subsidiary companies all registered in England and Wales.
These are WRVS Services Welfare Limited (number 2778476); Royal Voluntary Service (Trading
Company) Limited {number 146975141 and Royal Voluntary Service Meals on Wheels Limited
(number 2778481 and currently dormant).
Governance and Management
The charitvs Trustees are responsible for the overall governance of Royal Voluntary Service. As
well as being a Trustee of the charity, each Trustee is also a member of the limited company.
The charity must have between 6 and 12 Trustees. Trustees may serve a maximum of two
terms of office, each of three years with a third term of no more than 12 months in exceptional
circumstances- e.g. to help with continuity where that is felt to be valuable. A specialist
recruitment agency is generally used to help recruit Trustees and to support a selection and
Interview process. Those who have serrfed during the year are listed on page 40.
The Board of Trustees exlsts to safeguard and promote the vlslon and purpose of Royal
Voluntary Serilce, to determine its strategy and structure and to ensure that it operates
effectively and responsibly. Responsibility for the day-to-day running of the charity is delegated
to the Chief Executive Officer via the charivs Governance Framework. This is kept under
31

regular review and adherence to it monitored via a Governance and Compliance Review.
The Charity Governance Code is also used by the Trustees to guide their work and that of the
charity. Following the Board of Trustees, wish to enable greater focus on the impact that the
charity makes and wishes to continue making in the future, the Board of Trustees, utilise three
Board committees to help them in their work. More detail on the work of each of these
committees is set out below. Trustees have agreed that after a period to allow newer Trustees
and the revised Committee arrangements to settle, they will undertake a governance review to
coincide with the launch of the anticipated and updated Charity Governance Code.
32

Trustees hold at least four scheduled meetings a year with additional meetings as necessary.
These are now held face to face with the option to hold virtual meetings for shorter or
additional meetings if needed. Between these meetings the Chair and the Chief Executive
Officer hold regular and frequent meetings to discuss ongoing matters and feedback from
those meetings is shared with the wider Trustee Board and/or the Chief Officers Group as
appropriate. The Chief Officers Group which comprises lin addition to the CEO), the Deputy
CEO (who is also the Chief of Services and Volunteering), the Chief Finance Officer, the Chief
Knowledge Officer and the Chief Operating Officer supported by the Head of Governance.
Updates from that group are then cascaded to the charity's wider Extended Leadership Group
and Subject Expert Group.
The Trustees are supported by three Board committees which meet as required and in
accordance with regularly reviewed terms of reference. Each committee reports to the Board
of Trustees, is chaired by a Trustee, and supported by at least two other Trustees. Members of
the Chief Officers Group and other senior managers join the committee meetin8s as
appropriate and external professional advice is sought as necessary. The three committees
each meet at least four times a year and are:
The Audit and Risk Committee- this Committee considers reports from the charitvs
external auditor and Internal teams regarding the charity's internal financial control
systems, its health and safety climate, risk management processes, financial reporting
and the annual financial statements. It also considers the charity's assurance dashboard
which monitors key elements of the charitys control environments, the risk register
and horizon risks.
The Impact and Influence Committee- this Committee considers and scrutinises the
way in which the charity delivers its activitles, impacts on its beDeficiaries and
Influences It5 key declslon makers In the areas of volunteering. Thls includes how the
charity chooses to direct its resources and influence while also managing within its
financial limits and providing excellent value for money. It also considers progress on
key strategic projetts, for example the delivery of new programmes of activity to
support the activity to develop a new income stream for the charity.
The People and Remuneratlon Committee- thls Committee considers volunteer,
employee, safeguarding and EDI issues and revlews the performance and remuneration
of the Chief Executive Officer, the size, structure, and composition required of the
Trustee Board and succession planning for Trustees and senior management. It also
considers the charitvs Pay Policy and Remuneration Strategy.
The Board of Trustees retains authority for all matters that are not delegated by the charity's
Governance Framework or separate specific delegation. Responsibility for financial matters
(including reviewing and approving the annual budget), the Irelappointment of Trustees and
the appointment of the Chief Executive Officer rests with the Board of Trustees. Trustees
delegate authority to the Chief Executive Officer and the Head of Governance to submit (with
33

the agreement of a sub-group of Trustees) serious incident reports to the charitys regulators
of which all Trustees are kept up to date.
New Trustees are supported by an Induction programme and each new Trustee visits services and
meets with senior management within Royal Voluntary Service at an early stage of their
Trusteeship where practicable. Some Trustees also volunteer in a charity servlce local to them and
this visible support is very much valued by local services, employees and volunteers whilst
providing Trustees with "hands-on" opportunity to engage with the charit¢s activities. Ongoing
support is provided as required to ensure Trustees are aware of changes to the legal and regulatory
framework affecting the charity and their roles and responsibilities within it. Royal Voluntary
Service has also purchased trustee indemnity insurance, as outlined in Note 8 of the financial
statements.
Changes In Trustees and Chlef Officers
Two of our Trustees resigned or retired on explry of their terms of office during the year. We
have benefitted significantly from the support and guidance of both of them during their terms
of office and thank them sincerely for their valued contributions. One new Trustee was
appointed during the year.
During the year, the charity realigned its senior leadership team structure adding a Chief
Operating Officer, Emma Gervasio to its Chief Officer Group. Separately, the previous Chief
Finance Officer, Chris Hoult, who had helped guide the charity through the Covid 19 pandemic,
retired and we welcomed his successor, Sultan Hussain. A new Extended Leadership Team was
also established to support the Chief Officers Groups and existing colleagues from across the
charity were appointed to that new leadership group.
Rlsk management and Internal controls
The Trustees, who are also the directors of the limited company for the purposes of company
law, have overall responsibilityfor the system of risk management and internal control for the
charity and its subsidiaries.
Trustees use the charitVs Risk Management Policy and Risk Reglster when considering the
main risks facing RVS and its rlsk appetite. The Chief Officers Group and the Extended
Leadership Team keep the charit￿5 strategic and operational risk reglsters under regular review
and reports are made quarterly to each of the charivs Board Committees on it in addition to
separate reports to the Trustees on changes to risk. The risk registers have helped to identify
the risks faced by the charity and the actions to be taken to mitigate. The charity continued to
use its Assurance Dashboard during the year via the Audit and Risk Committee. This aims to
provide an "at a 8lance- indication of any key controls which might require additional
consideration.
The charity produces a detailed annual budget which is monitored monthly by the Chief
34

Officers Group and the Extended Leadership Team and reported on quarterly to the Impact
and Influence Committee and Trustees. Updated financial forecasting is generally undertaken
at the half year stage to reflect changes to the original budget a55umptions and the impact on
the projected income and expenditure. When necessary, more frequent forecasting, analysis
and reporting is undertaken.
During the year, the Audit and Risk Committee oversaw the charivs Counter-fraud action plan
including an organisational and operational fraud review.
Remuneratlon and penslons
The People and Remuneration Committee reviews employee reward and recognition. including
salaries and pension provision for all employees. The Committee (and as subsequently
approved by the Trustees) oversees the Pay and Grading system, whlch ensures individual roles
are assessed and then graded conslstently across the organlsatlon. The Commlttee also
reviewed the charitWs annual gender pay report which was published as required and listed on
the charity's website. The results again showed that the CharIt￿S gender pay gap is largely
predicated on the higher number of females who work in part time land often lower paid)
roles.
The People and Remuneration Committee also received the usual report from the charity's
Pension Governance Committee {a non-Trustee internal group). The Pension Governance
Committee has responsibility for procuring defined contribution pension schemes for the
charity's employees. During the year, the group ensured that newsletters on pension topics
were distributed to employees. including communications regardin8 nomination of pension
beneficiaries.
Volunteers and employees
Enabling voluntsry service remains the beating heart of the charitvs operations, with our new
10-year strategic framework for 2025-2035 setting out a renewed vlsion and promise to
mobilise more volunteers for a better Britain.
Through their unwavering dedication and commitment, our staff and volunteers have provided
vltal support to those who need It most In our communlties and the NHS. Volunteers
contributed over 1.8 million hours last year within our core service and completed thousands
of tasks as part of the NHS & Care Volunteer Responders programme.
Our existing and new volunteers continue to make a massive difference in their communities,
to those who are vulnerable and in the NHS. Their commitment and impact are of
immeasurable benefit of which we are enormously proud. The health and wellbeing of our staff
continues to be a priority for us which is why we give all employees access to a range of health
benefits, including dental and optical care, access to therapy treatments, an Employee
Assistance Programme (EAP) and 2417 online access to a GP.
Trustees. responslbllltles
35

Section 172 of the Companies Act 2006 requires the directors to act in the way they consider, in
good faith, would be most likely to promote the success of the charity to achieve its charitable
purposes. The Act states that in doing so, the directors should have regard. amongst other
matters, to:
The likely consequence of any decision in the long term: Our Board of Trustees sets the
strategy for our charity page 6 which aims to inspire and enable the gift of voluntary service to
meet the needs of the day in our communities. This strategy is the reference point for decislon
making ensuring the charity stays on its agreed course. We regularly review the external
environment and will ensure that our plans are updated to accommodate changes to
circumstances to protect the charity and the delivery of its objectives.
The interests of the compony's employees.. Our employees are essential partners In delivering
vital seniices alongside our volunteers acr05S the communities we serve. With a natlonally
dlstributed workforce, maintaining strong employee engagement and support is critical. We are
committed to fostering an open, two-way dialogue and ensuring our people feel heard, valued,
and connected, particularly as we continue to adapt to more flexible and digitally enabled ways
of working.
We prioritise clear and consistent communication through multiple channels, Including MS
Teams, weekly newsletters, monthly virtual coffee mornings, and our new HR platform. This
system enhances transparency. facilitates real-time feedbacL and empowers employees to
actively contribute their thoughts and ideas.
We remain dedicated to improving the employee experlence and are actively working toward
achievlng Real Living Wage employer status, reinforcing our commitment to fair pay, equity, and
respect for all members of our team.
The need tofoster the company's business relationships with suppliers, customers, and others..
Positive relationships with our partners, commissioners, and suppliers, are key to our success.
We support our relationships with suppliers through our Procurement Teani and by policy
frameworks and departmental staff responsible for delivery. Larger supplier relationships have
a named individual responsible for managing the relationship. Our commissioners will be
supported by specific project managers who are responsible for programme delivery, proactive
problem solving and regular reporting of outcomes. Regular two-way communication Is
embedded to maintain positive working relationships throughout the life oicle of programmes.
Our seniice beneficiaries (client5 and participants) and our volunteers are surveyed annually to
track our impact and canvass valuable feedback. Volunteer engagement is a key priority for our
organisation.
The impoct of the compony's operations on the community ond the environment.. The impact of
the charity on the community is central to our mission and delivery. Our volunteers and staff
36

devote their time to improving the lives of vulnerable people in communities and hospitals by
supporting their health, well-being, and their social connertions. Further information on how
this is delivered can be found throughout this report.
We recognise our responsibility to care for the environment and our aim is to minimise our
environmental impact. As a geographically dispersed organisation we are increasingly adopting
technology to connect to one another, reducing our car fleet and discouraging unnecessary
travel between sites. We continue to use video-conferencing tools to meet and provide online
training and education resource5 for our teams. We enable and encoura8e home-working
where practical and have many roles purely based from home, reduclng travel to and from
office locations and the associated C02 emissions. Paper-based communications are reducing
as we move increasin8ly to online channels for volunteer, staff, and supporter engagement.
Where paper is needed, we aim to minimise environmental impact, where possible, using
recyclable material. More detail is available in the Environment section.
The desirobility of the company maintaining o reputationfor high standards of business conduct..
Public trust in RVS is key to our reputation and continued success. Our'stella Values, and our
Employee Value Proposition provide a foundation for the behaviours and standards we expect
(see page 7). These are used throughout the charlty and support our recruitment processes as
well as our employee appraisals. These values are underpinned by a full set of policies,
procedures and contrarts which govem the conduct of our charity and our teams from our
fundraising policy to our procurement policy to our employee contrart. Our whistleblowin8
procedures are clear and accessible ensuring that there is a ready route for staff, volunteers,
and partners to anonymously raise Important concerns. We also have a clear complaints
process for our supporters managed by our supporter care team.
The need to octfairly as between members of the company: RVS operates in communltles
across Great Britain, and we aim to be fully inclusive, and easy to access for everyone. RVS is
naturally a diverse organisation and draws its teams from the local communities it serves. We
value all forms of difference in employees, volunteers, our clients, participants, and our
supporters.
To foster positive engagement across communities we make information available in different
languages relating to the communities we operate within and ensure we have representative
imagery on our promotional materials. This approach signals that RVS is a welcome
environment for all. Our fundraising work is carefully designed to avoid harm. recognising
vulnerabilities of some of our supporters.
We publish our Gender Pay Gap information clearly on our website and are working to close the
gap further.
No form of discrimination, bullying or harassment is tolerated at RVS, and we have procedures
37

in place including clear policies setting out our expectations, complaints processes,
whistleblowing channe15, and disciplinary procedures.
Equality, Diversity and Inclusion IEDI) continues to be a strategic priority for Royal Voluntary
Service, fully embedded within our 2025/26 governance framework. Our Chief Executive,
Catherine Johnstone, remains a visible and active sponsor of this work, with oversight and
accountability now shared across the Chief Officers Group, the EDI Working Group, and the
People and Remuneration Committee, all reporting directly to the Board of Trustees. Our
approach is guided by the Charity Governance Code's Principle 6 on EDI, reco8nisin8 that
inclusive governance leads to better decision-making and greater public impact. This principle is
reflected in our trustee recruitment, leadership behaviours, and the inclusive culture we are
building across the organisation. Further information can be found in the Equality, Diversity
and Inclusion section of the report.
Accountlng and Reportlng
The Trustees are responsible for preparing the Annual Report (including The Strategic Report)
and the financial statements in accordance with applicable law and United Kingdom
Accountin8 Standards (United Kingdom Generally Accepted Accountlng 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 the group and of the
incoming resources and application of resources, Includlng the income and expenditure, of the
charitable group and charitable company for that period. In preparing these financial
statements, the Trustees are required to:
select suitable accounting policles and then apply them consistently.
observe the methods and principles in the Charities SORP.
make judgments and estimates that are reasonable and prudent.
prepare the financial statements on the going concern basis unless it is inappropriate
to presume that the group will continue in bu5ine55.
The Trustees have reviewed detailed financial and cash projertions for the charity under several
different scenarios and therefore have a reasonable expectation that the charity group has
adequate resources to continue in operational existence for the foreseeable future being at least
twelve months from the date of approval of these financial statements and are not aware of any
other material uncertainties which may adversely affect the Group. Accordingly, the financial
statements continue to be prepared on the going concern basis.
The Trustees are responsible for keeping proper accounting records that disclose with
reasonable accuracy at any time the financial position of the group to enable them to ensure
that the financial statements comply with the Companies Act 2006, the Charities and Trustee
38

Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006. They
are also responsible for safeguarding the assets of the group and hence for taking reasonable
steps for the prevention and detection of fraud and other irregularities.
The Trustees are responsible for the maintenance and integrity of the corporate and financial
information included on the charitable company's website. Legislatlon in the United Kingdom
governing the preparation and dissemination of financial statements may differ from
legislation in other jurisdictions.
Disclosure of Informatlon to the audltor
The Trustees, who are also directors for the purposes of company law and, who were in office
on the date of approval of these financial statements have confirmed, as far as they are aware,
that there is no relevant audit information of which the auditor is unaware. Each of the
Trustees has confirmed he/she has taken all the steps he/she ought to have taken as a Trustee
to make him/herself aware of any relevant audit information and to establish it has been
communicated to the auditor.
Crowe U.K. LLP has Indicated its willingness to be reappointed as statutory auditor.
This Report of the Trustees, (including the Strategic Report) was approved by the Board of
Trustees on 3rd December 2025.
Patrlck Dunne, OBE,
Chalr. Royal VoluntarySeNice
0411212025
39

Appendlx- Our People and Adv15ers
Patron
HM The Queen, from 4 May 2024
Ambassadors & Supporters
Felicity Kendal CBE
Elaine Paige OBE Ade
Adepitan MBE Tasha
Ghouri
Ross Kemp
Tom Read Wilson
Dr Zoe Williams
Trustees
The Trustees Ilsted below were In office during the financial year. Committee membership is
also noted:
Patrick Dunne (Chair)
Dele Adeleye, AR
Helen 8ucklngham,11
Dr Justin Davis-smith CBE, PR
Frankie Herbert, IF,11
Dianne Hughes PR
Jez Hughes, PR
Charlotte Lambkin, {Deputy Chalr), PR
2024 Margaret Moore, AR
Matthew Moorut, AR
Sara Mubashir,11
Richard Williams, AR, IF, PR
Nicola Wadham, 11
Resigned 5th September 2024
Appointed 19th September 2024
Retired 19th November
Commlttee thalrs
AR: Audit and Risk Committee
IF: Investment and Finance Committee.
11: Impact and Influence Committee.
PR.. People and Remuneration Committee
Richard Williams
Frankie Herbert
Helen Buckingham
Charlotte Lambkin, Dianne Hughes
*The Investment and Finance Committee was retired as a Trustee Committee in April 2024 and
replaced with the Impact and Influence Committee.
Chlef Executlve and Company Secretsry
40

Unless otherwise indicated, the employees listed below were in office from 1st April 2024:
Catherine Johnstone CBE, Chief Executive
Chris Hoult, Company Secretary, Resigned 5th December 2024
Sultan Hussain, Company Secretary, Appointed 2nd April 2025,
th
Resigned 11 August 2025
Audltor
Crowe U.K. LLP, 55 Ludgate Hill, London, EC4M 7JW
Banker
Barclays Commercial Bank, 4th Floor, Apex Plaza, Forbury Road, Reading, RGI IAX
Sollcltors
Doyle Clayton, Apex Plaza, Forbury Road, Reading, RGI IAX
Geldards LLP, 4 Capital Quarter, Tyndall Street, Cardiff, CFIO 4BZ
8ates Wells, 10 Queen Street Place, London, EC4R IBE
Royal Voluntary Service would like to thank all the individuals, community groups,
organisations, companies, and grant makers who have supported our work during the year,
including:
Players of the People's Postcode Lottery
Garfield Weston Foundation
National Lottery Community Fund Improving Lives
Moondance Foundation
Severn Trent Community Fund
Shetland Charitable Trust
Ballinger Charitable Trust
Millie's Watch Charitable Trust
Mrs M Bradley Charitable Trust
National Lottery Awards forAII England
Gannochy Trust
Lady Margaret Skiffington Trust
National Lottery Awards forAII Scotland
Di Walker Foundation
Batchworth Trust
The Ridley Family Charity
Scottish 8orders Council- Community Enhancement Trust
Scottish Borders Council - Community Welfare Trust
Powys Association of Voluntary Organisations
41

Independent Audltorfs Report to the Members and Trustees of Royal Voluntary Servlce
Oplnlon
We have audited the financial statements of Royal Voluntary Service ('the charitable companVI and its
subsidiaries {'the group,) for the year ended 30 March 2025 which comprise the Consolidated Statement
of Financial Activities, the Consolidated and Charity Cash Flow Statement and notes to the financial
statements, including significant accounting policies. 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:
give a true and fair view of the state of the group's and the charitable companls affairs as at 30
March 2025 and of Its income and expendlture, for the year then ended:
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting
Practice; and
have been prepared in accordance wlth the requirements of the Companies Act 2006 and the
Charitie5 and Trustee Investment (Scotland) Act 2005 and Regulations 6 and 8 of the Charitles
Accounts (Scotlandl Regulations 2006 (amended).
Basls for opinion
We conducted our audit Sn accordance with International Standards on Auditing (UK) IISAS {UK)} and
applicable law. Our responsibilities under those standards are further described in the Auditorfs
responsibilities for the audit of the financial statements section of our report. We are independent of
the charitable group 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.
Concluslons relatlng to golng concern
In auditing the financial statements, we have concluded that the trustee's use of the going concern basis
of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to
events or conditions that, Individually or collectively, may cast significant doubt on the charitable
company's or the group'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 Infonnatlon
The Trustees, are responsible for the other information contained within the annual report. The other
information comprises the information included in the annual report, other than the financial
statements and our auditorfs 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
42

express any form of assurance conclusion thereon.
Our responsibility is to read the other information and, in doing so, consider whether the other
information is materially inconsistent with the financial statements or our knowledge obtained in the
audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or
apparent material misstatements, we are required to determine whether this gives rise to a material
misstatement in the financial statements themselves. If, based on the work we have performed, we
conclude that there is a material misstatement of this other information, we are required to report that
fact.
We have nothing to report in this regard.
Oplnlons on other matters prescrlbed by the Companles Act 2006
In our opinion based on the work undertaken in the course of our audit
the information given In the Trustees, report, which includes the directors, report and the strategic
report prepared for the purposes of company law, for the financial year for which the financial
statements are prepared is conslstent with the financial statements; and
the strategic report and the directors, report included within the Trustees, report have been
prepared in accordance with applicable legal requirements.
Matters on whlch we are requlred to report by exceptlon
In light of the knowledge and understanding of the group and charitable company and their environment
obtained in the course of the audit, we have not identified materlal misstatements in the strate8ic report
or the directors, report included within the Trustees, report.
We have nothing to report in respect of the following matters In relatlon to which the Companies Act
2006 and the Charities Accounts (Scotland) Regulations 2CK)6 requires us to report to you if, in our
opinion:
adequate and proper accounting records have not been kept; or
the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of Trustees. remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit
Responslbllltles of Trustees
As explained more fully in the Trustees, responsibilities statement set out on pages 36-39, 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 satlsfied 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 preparin8 the financial statements. the Trustees, are responsible for assessing the charitable
companls ability to continue as a going concern, dlscloslng, 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.
43

Audltorfs responslbllltles for the audlt of the flnanclal statements
We have been appointed as auditor under section 44llllc) of the Charities and Trustee Investment
(Scotlandl Act 2005 and under the Companies Act 2006 and report in accordance with the Atts and
relevant regulations made or having effett thereunder.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole
are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that
includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an
audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered material if, individually or in the
a8gregate, they could reasonably be expected to influence the economic decisions of users taken on the
basis of these flnancial statements.
Details of the extent to which the audit was considered capable of detetting irregularities, including
fraud and non-compliance with laws and regulations are set out below.
A further description of our responslbilities for the audlt of the financial statements Is located on the
Financial Reporting Council's website at: www.frc.or
auditorsres
onsibilities. This description forms
part of our auditorfs report.
Extent to whlch the audlt was consldered capable of detectlng Irregularltles, Includln8 fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified
and assessed the risks of material mlsstatement of the financial statements from irregularities, whether
due to fraud or error, and discussed these between our audit team members. We then designed and
performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and
appropriate to provide a basis for our opinion.
We obtained an understanding of the legal and regulatory frameworks within which the charitable
company and group operates, focusing on those laws and regulations that have a direct effect on the
determination of material amounts and disclosures in the financial statements. The laws and regulations
we considered in this context were the Companies Act 2W6 and The Charities and Trustee Investment
(Scotlandl Art 2005, together with the Charities SORP {FRS102). We assessed the required compliance
with these laws and regulations as part of our audit procedures on the related financial statement items.
In addition, we considered provisions of other laws and regulations that do not have a direct effect on
the financial statements but compliance with which might be fundamental to the charitable companls
and the group's ability to operate or to avoid a material penalty. We also considered the opportunities
and incentives that may exist within the charitable company and the group for fraud.
Auditing Standards limit the required audit procedures to identify non-compliance with these laws and
regulations to enquiry of the Trustees and other management and inspection of regulatory and legal
correspondence, if any.
We identlfied the greatest rlsk of material impatt on the financial statements from irregularities,
including fraud, to be within the completeness and timing of recognition of contract income, including
national commissioned services and grant income as well as the override of controls by management.
Our audit procedures to respond to these risks included enquiries of management, and the Audit & Risk
Committee about their own identlfication and assessment of the risks of irregularities, sample testing on
the posting of journals, designing audit Pro￿dureS over the completeness and timing of contract and
44

grant income, reviewing accounting estimates for biases, reviewing regulatory correspondence with the
Charity Commission and reading minutes of meetings of those charged with governance.
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected
some material misstatements in the financial statements, even though we have properly planned and
performed our audit in accordance with auditing standards. For example, the further removed non-
compliance with laws and regulations lirregularitiesl is from the events and transactions reflected in the
financial statements, the less likely the inherently limited procedures required by auditing standards
would identify it. In addition, as with any audit. there remained a higher rlsk of non-detection of
irregularities, as these may involve collusion, forgery, intentional omissions. misrepresentstions, or the
override of internal controls. We are not responsible for preventing non-compllance and cannot be
expected to detect non-compliance with all laws and regulations.
Use of our report
Thls report Is made solely to the charltable CoMpan￿S members, as a body, In accordance wlth Chapter
3 of Part 16 of the Companies Act 2006, and to the charitable company's Trustees,. as a body, in
accordance with Regulation 10 of the Charities Accounts {Scotland) Regulations 2006. Our audit work
has been undertaken so that we might State to the charitable companvs members those matters we are
required to state to them in an auditorfs 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 charltable company and the
charitable company's members as a body and the charitable companvs Trustees, as a body, for our audit
work, for this report, or for the opinions we have formed.
Naziar Hashemi
Senior Statutory Auditor
For and on behalf of
Crowe U.K. LLP
Statutory Auditor
55, Lud8ate Hill
London
EC4M 7JW
Date: 16 December 2025
45

Royal Voluntary Servlce
Corbsolldated Statement of F+n•n¢hl Adlvltles IlrKorpv•tknithi •nd Exp•ndture4twunt)
for the
ear ended 30 Mir<h 2025
To1•1
ote5
2025
fiAnd
Vduntary Income
Intorn•liomtharf¥M••
. Hospltil S•fyices
. Communhy sets
-Servlces welfare
2.732
4.937
24.117
7.033
2239
24.317
7x131
1339
22J75
22,475
2.351
-Actl¥li￿fkyl*rWjr￿I￿lIYDdl
Inwstrnents
535
74
432
291
415
2Yi
74
inmthedls
t* fixed
*502
41239
EX9•￿ItUrn
Exp•nthiM on ralslr4fvrtd¥
. E*penditUrt YL4untw
EypEnditureon •(t￿￿1•S IDI ral$1￿1￿5
- In¥e5trnent mJTraRement costs
J21
779
36
Mospiial s*tht•s
. Cwmynltv
13,640
11.191
22.1
14,177
I,IS7
12.348
I,?15
15,182
2,1
Net k>55 onlhe dls
Tthl •K
e flAed assrfs
174
41
Nel
&ln5 on In￿stMentS
142
242
27
27
7•7
020
Tt*n*l•rt
14
I,S63
Tfflal Ivnd balancos bro
ht Ioiwèrd at 31 March
Toul l￿fi￿ bil•nc•suirf•dloNf*rd it W M¥r¢h
14
14
12
1.361
74
13
16

Voluntary Ser¥ke
Balance sheets
J1kn24
Notes
Qup
T•nslble flxtd •5sets
nian8iWe assers
Investments
1,907
2.121
41S
2,128
415
11.724
12.133
12.133
130
Current •*•ty
ste￿k%
432
JAn
432
J,213
2,347
1,910
Ir*rtstm*
Cash•t b4nkanO In ￿nd
3.173
1.692
3.335
2.043
Arnounis lalll duè Wiihln one
Wltt<urr•rrt •M•ti
Totil 1SS•tsl•ss¢yn•rtt Il•blllt1•5
5.6571
31•
S.3421
7.165
19
7.012
959
R+5trkt￿ funds
Unresir+aed fvnds
. d•slinated lun45
¢h¢r•l lund5
T•t•l
14
In
Jjn
14
14
959
The p?r•nt wMp•1￿*ff+I kn<Ornlnir•￿fC•s loi th• y•#r•nd•J 30 M4￿h 2025toi•l* £1.916JKIJ
12024n# irtcorneof.. En4.ri)Ji.
The iccornpèryir4 py 49. 63 ir••nthttyr41 pirt ollhM• fln•nthi itbtqmmu.
The fin•Tr￿lI1 stit•ffl•nts on p•y$4&48 wtreipwowd•rrt luth0rf￿ lor l>w• ￿ ifr• Bowd olTnJst•*50nth• afd DK•mb•r 2025 Ind w•r•
Plirkk fAmn•OJE
Nkhlrdw￿rn5
(￿l￿an
TThrttqe
O£V1212025
O£V1212025
47

oyal Voluntary Servke
Consolldated cash flow statement
lor th• year ended 30 M•rch 2025
Natys
2.ljl
15
CBJh Ilom fvom kn¥￿￿T4 ml4111*'.
C*rfldeTrJsand Inteie5t freffj InYestmer4s
Itvni ¢hE ￿le01prOPerty
Pw£￿$•5 01 property, plant an¢
Pwch•5e ol1ntsni1￿e lkned4WII
Irr4*Mm•ni r•l••sod wG41h
74
134
1471
36
R4lnve5tedlncom¢ knioFh*dl4s•t Iwtn*nti
12031
11,6131
I￿SiM@￿t Mah•8èrn+nt Fee5
thryln cish •ndu5he4y￿ltfits irt per40d
sh ta%h •qu￿41￿nN itbpolnnlni of repDnlni
¢•sh•nd u•he4U￿•hnI5 It th• end oftht i•portlY4
11621
3.Y2
115991
5.935
Notes to the cash flow statement
l*t Ir￿Mell•*$•1thM>
preclaiion charyli
117
117
UnrNMsed thalnlon ￿￿eliM•m1
IPiLrfiII w dispos•I ol•s$ets
Dlvid¢nd$4DO intWe51 Irom InwJtm•*)ti
174
In￿lmont mawemtnt lets
36
IIn¢reisellde<i•￿ hdtbtoys
I1￿reaSe110￿reaSe In credilofs
Ii•L¢•th Imd In o
1,12S
blAn*tYbo1e•h￿e41￿•w￿ll•ntt
C•th ind In
3,173
3,3>5
No¢lcedeF•JSlts Iless th•n 3 monthsl
indu5h •quPnhntt

Notes to Flnanclal Statements for the year ended 30 March 2025
s c4 aCcI￿nt
The accoun￿ polklesfft5ummarlsed bdfAV. ThEy1￿￿￿{lIbeeThapp￿ ¢￿￿entlYthM￿l￿tthe￿r￿￿Y wecedln8 Y￿r.
Thtrfln•rt14151Jtemerfs hm bteD preyred In Kcordaw ¥AththeChrttles SORP IFftS1021 apolka￿et0 pF*p•ilMthelr iccounis1Tr
accordancewith FRS102 the Fioan¢41 Rewti￿$t￿nthrd app[u￿e In Ihe UK ard ftepubk of 1rn1a￿ IFAS1011 and the ChafiiiesAct ￿11.1￿*
Compan1•5Att 2Ct6and Iht Ch•rftvé5 aTrJ Tru5t•è 1Th￿l￿ent I￿￿￿Tr￿lA￿l03S ahdthe(*ithie5Accounts Ikatl4Adl Fryulaiions zrn6, èna UK
fj•tviAykopiedAccauniini Pr•c¢i¢••s It•PPlieilirrtn I l•rw•ry2015. The(h￿l¥hol tak¢n th• tK•mptlM Irorn W•5Miini 1¢$ urtrotyjollthied
SOFAundersKihy ￿ olCL¥npaM5 •xt X￿. ￿1 In¢orn• Is Kcount•d l¢YM•h•ceru•15 bJ511 uTrL•sSoth•￿4sI St•t•d. iibi•m*nti
hmtseen prepaitd tOSu￿•V 30 M•rch 2DZ5 Iniinewlth tre ¥Aee*tylncome and ¢athrErwn5 wNch trryn ￿r9eTh*e5.
RtyolVduni•ry5•rvkt ls• ehrflaèlecompmy Ilmtt•d tytyirnntee r•*st•MdlT•fr•nd •nd Wale5 Und•rc¢YfflVnYf4￿b1r 2S2011J. It Isalio
re￿$t￿ld¢￿A￿ITr Eniiond andWalÈ% numbEr 1015988 and In S¢otlarkJ SC038924. The finar*l•l si•t•m•Thts h•v• b••n pr•par•d onih• basls
thèi Il lsa publ1£ b•Mfittnllty undv FRSIOI.
After m•klni enquli•s, th¢ tiusi••s •rnI￿ta￿lr•Olffll¢Il1aI cast dwbtonWnit¢)nc•rn•ndhwe a r••w•tyé
th•1 the h￿•deqUate￿X￿￿ tornntlnue 1¢sact￿treS lur fryE5Eeiè* as ￿¢¥￿In the Tru5tee5' flew. At(ord1￿Y.
¢OAtin￿ to4dopt prtparfrrf Ihtfinirrt￿I 5t4i•mifiiA.
bl
Bas45 ol can￿4d111)N
Th• siat*m•ntdfininclal art￿￿tIl$1nd b•l•hth sheei consdldatl lh• firt•rKi•lJt•tementsof ch•dty4nd •ll ttssubshllaryund•ii•klws m
UP io the balanctihe*t dat•. Th* resuhsof subsId￿ryt ohdM•ksnyar• knclL*led Inth•￿P •ttwnts Irom rhe1reM￿￿• djteof xquislllon (Di
upto iholr•fl•cih* tht•ald14wII. Th nMn¢W it•t•rnMts afid ￿1•￿+ ￿￿tt01&11 sthldlbryc¢Ynp•nlN h•¥• b••ncfyiiolldat•d on• Il**
GFAnt6• Cmtrthctt rtt*¥
11 Giani liom th• Mlhlsityol OtfDrK•
Fundlwfr¢m ¢ht MlrA5rryol f*f4nc* Isx¢wht￿fgr onan acuU•l$￿$￿s. ADyWryrectl¥ed lotyydl, Indu￿￿1 (￿1$
Uh•pproprlated •1 t￿•n¢•I￿4¢h •rtowtlw port￿1£ d••m•d lobe ryyaNèapJrt from •itted dlsDlb*iblo ty*ns•s.
Grants •Trd conir•ets Irpmgo¥Yrnm•ni tty￿￿$¥re recew loi ¥*¢Sfic ptoJEctsl<crft5 and ai* i•¢wlsed Inaccordancew4th th•lr Inthdual
4ndttywJlllans. IrKom•ls¢*tL4rts•dwh•ntMChhdty to th•fUth*￿th 1swh•n •ny ¢¢h11tions inached br• rn•i,
Is wc&•bl• th•1 ih? Income ￿11 bt re¢dvtd4nd the imouni b• tell•b￿rne•Sur*￿. Grini and¢tsnir•cl Inrorne wlll be deliir•O Ifr¢thv•d In
Ince ol rneetin8 p•rfomiar*e<ondltKffiior Ifth•lKthdIr5pedfiul￿$¢atH Ih•t lh* ih¢4mernu51 h swr*t kn • fvtm
1111 Othtr¢•p*4+ir•Dt5
O*hEr r•pht•lir•N5 tecelN*dt¢lw*rtht￿r0￿I of t•nW•llthd •r•¢r•drt•dlOlh st*t•m•ni•lflMn¢W Inlyll Sn ih• y•w In
*hkht￿Ne receI%%d•￿tte&11d*s rtstth*edhJndswkne ¥r4k¥Ne. ATrTr￿ ￿anSterS¢I•M¢YrttteW￿11eTrI Marry*rttthtkn￿thKYS
r•414rttht re5trKI￿ lundL
IOthwir•nts ¥• roethydlw ipKm¢ wThl¢e$fromlcal4ut￿￿lknJ1fid lrtrecqnhqd *rmJaNsctyid￿¢m
InC<Vh•r•Cd￿bI￿Irrffl SQ￿k￿p￿md￿Jn ralésand shopA li ￿ttA￿l￿d for￿ b**4sn li￿￿01*h• Und•r￿
tr•Thsxtlon.
r￿tIC•Sand0thOf￿y￿￿fi￿ry￿*0the
Don•tlt•A*rt&couniedlorlrbthewrlnwNchthyar•
TFu5ts& lottwhs
RVS reC*¥¢OirW￿ Ir¢qnthp PosicL41# Sy0rtytTn￿1 *th1ch Is lunded vl* ￿￿r$Of the Pewg's Postrode Lott•rylPPLI. fund5 •re
arcLHJM•é for ¥¥htTrthrywe re(tl¥ed. RVS P￿CE•d5 01 loittrftt held by Stethw LL*tei*i. AVS ￿3￿1￿111fy wattert￿ wlce ol t*k*S,
0•t•rnI￿elh• ￿z•S￿r•￿•￿4 rn•n4•m•nt h•. PrOC••￿Iu* to •r•n£wis•d w)d•r4rth1t￿StQ￿w•r•￿*fvndslfi th•st•twn•ni
hnaKlll4ct￿tlÉ$.

Notes to Flnancial Statements for the year ended 30 March 2025
Le￿￿$ ￿t￿¥￿tIe
Lty1C￿lr¢ crethted tothesi•ternent olflnancial•lb￿lle5 ¥¥hEnelthw theeJtsteacci>Jtststsr monies haVebE￿ ￿e1Ved. Thts usesthèthree
rriiwli ol prO￿ts11￿ Of iecwpt. ablltytotttlm•ievAth sulfid•ni•c¢yrwind emitlem•nt In Jc¢crfthnce wbth the thorttle5SORP
FRSIOI.
Other<h•rfi•ble •nd trArqlrKome
I￿(￿￿￿ is Fe(owMsed Inihe5t*ement of nn•n¢K•l •El*¥ltlest**•hthereJ5 e%*lpK¢ ioentlutment ioihe thwtrndwactmry. r•¢dpt li prthbl•
aThJI￿lm(KthtCIn to moaswed ￿lIL*1.
Expenditure
charftaWe•x￿fidllWl cLwts•Sthrntt*xrenJe51nctsrrndf￿1￿dEnnld tharhaN• bww501th•chafity•hd ttscharbtablA M*sidi•riosand
n¢lydEsdlre<t Stbfl •vd￿￿1￿￿eto thèac1i￿fy •nd an •￿10￿11￿￿011he￿n￿￿ Jnd ¢osts. SuppDrt ¢osts •re•owrtloned
based tyi ¢e4t dir*Y￿lh1I r•fl•rt IF•typEolactl¥*tles ¢•tMd on wthln lh• supm deportments.
Giants are tr4•h ioh05pStals and oithtrinstltutPcw Irslng *4ththe<haWs oble¢ts indtheamounu 1hc1￿ rew•5en* io¢•I e+)5tlnrvrred
Ihe ¢h•th In theyeai 4nd •feiecwi¥dwhtTr¥ leyl orconstiyth*¢¥iytion&sts tomrnksthe thartytothec05L
Lwpn&ttur¢ on I￿rn* ifid on acti￿1￿1￿ r•151￿ lurth •vynd5tur• Irthir•d ￿th•(￿ll￿1n •n¢oAr•wnirtherJio
mal• ¢￿trIbUtI¢MI ts) IFPfrtknntd o¥tybe•diolthefundr•lsiw ¢e•m.
pwn coJtsireall¢*•t•éto the thllw•ni¢•¢•w*50fi(tW*s. Th1115 bis•doTr4lud8•m•Trt olthe pvum•i•ihvspKfficwiwty r•pieKnts
In retstit￿ lothe iDtaSnoTrsupportexpEndftLYe. SupmY¢ tO515 McIL*l*w¢K•sslry¢•nd admln1s￿t￿. bL*rIry4nda¢￿YftiIW O￿lI1V
•ssy¢•nce. hurn4Tr Ytwur¢es•Trd Inlormthtlohttetholwy. G￿￿￿￿￿¢05t1 othei ihanthose ￿5[losed 5peclfiulty In the noths io these1t￿L￿ts
•r•In£￿dId*ltth illocltsd ¢he Mtm Ws.
leMal$apF4iut4Èttsopprn￿nll••mI, *thtr*sut&tanw•lty *It￿ b•n•ffts h￿rt￿Of￿￿nQV1hlP ￿M￿nWIthth* •N￿o￿￿dIOt
st•i•m•nt btra4hi Ilm bth￿.
Tarfibl• flxedaisets
Put¢h4sed t•￿1b1* f&vd•s￿l*xCkn￿lry olftt•pff0p•rt￿1ar9 r•cryd•d •t (051 wdo•rn•dtwt, •5 btihe¢•te of ir•MhlonioFV5102.whtnthE
¢ortolihe ¢xwndllur• ll y•1t•r th•n £l.IX
Sbbse4uent costsare IfKWÈd In lln0mrfs￿Th1r4yOlutOrre¢4rastdJs a swrni••ssrt •1 ipprowW•, only***nlthwob•bI•t￿t future
•roThir* ts•n•fits 1￿C￿l•d wffth Ih Ilwn *lll Ib• ioth• thbrtty emt olth• K•mc4n b• n*iSLY•d r•111￿¥.
on all ultul•ted sr*iStowttt ullthE cf¥Jt or COKol4n l•Mll4 e•tknai•d r*￿d￿41¥￿lU1, IYi*r
the uselul Ill•olthii 4s*14n i #tra￿hl Iln• ￿$11. Th• 1owr4use1￿ liwi•re*ven touch•$￿ tlw unlessth*rtls*
i••ion to Us• i dlll•iwt l•nOh of tkni..
Fr1•h￿dè￿1wt
Lor4 It•￿holY¥
Short Iramholjs
Jyt4
fthrthl *nBth afihe lu
erih• of ithe l•aie
3.$￿
P40 dEpreclatKlnis prTr￿ded Onfr¢e￿)ld ￿d. whkh Istsktrio btequal 10 1016 olrh• wFd4s¢ (￿¢*0f rhEfr•ehcdd *hd b￿￿1￿%. Oon•i•d
ts*re IncludedwthlhlhE b•lance 5ho*i ￿ I￿riVIren1 •¢thedaie ol it*8fftanOa1501ncludod¥AthlnThe 51atem•nt of linancrdl
V•hirl•4 IT. •QUW•nt
IIKedassetS4te rE¥lewed IN lTryknmEni ￿e¥ents ID clicurnstancÉ5 Ind*arethatthe rettytTr￿e •mount IS I(￿th•Ththeca￿rti
amount. Sh¢*lf•lls ￿l￿￿n th* tirrylnivalutof IIKe& l55etsandt￿r re¢D4Yf4bhaTh￿Jnlk beityith•hlih•rof f*rv•lup le55 COSIS t• $41 the
ml Othou5CWtr•rts
Present abllyiions athlr* under ffitroLN coNracts ar* rttLyn15•d and measwEd 05 wr￿$￿1$. Art¢*erous C£￿tr•¢I Is conshlered t0t¥15twhefe
th* a tontrxt uTraer*thkh umvolthbltccitsol meBt1￿ th• o￿￿111￿￿$¥￿d1￿th￿ coThtr•u •Nt4ed lth••conDml¢ b•n•fils•xpea*d
ur4er*.

Notes to Flnanclal Statements for the year ended 30 March 2025
Inbystments
Slock•xcfiw IN•d Ir*stat￿ at mirk•i v•k*. N•t m115¢d•rnl VIM ind Inth•yur•r• ST￿¢￿61￿th*
tthntht olfinancial 1¢t￿ll1es. Curreni 4SS*t inbY5tmentsfepres¢niushh¢KI ￿$h￿tte￿ m¢mrymirket •r•sili￿ •t <0st. The
¥estm*niirttht tr0dkn8sth￿¢4h1rfes IS￿$0S￿t￿¥tc05t.
Ger￿al funds ctthpY&ethgsc Mon￿5th01m1¥b*¥￿edlV•11ltsknQ￿rqthethariUbIeobIeCI￿￿￿l￿tVtyJp ittheth5cietlonof theTriisie¢s.
The restski￿ luthw• rnonl•s ra1￿0￿ • spèdfit purpD5e, orthnaiiom SuW¢t• dwar￿p￿edIe5tr*Elonl. Tht d•s*nated fvhds¥rèmo￿s
set aild*ou¢of yneealfvfvji ind de￿￿￿￿ed lorwclfit pJrpos•s bylhe TfUSt•Es.
Wots￿harIt•t4E I￿11￿1unth w4Sst oli1* r*i•lned prof￿5 orKoJmW￿10$It$dXVbl0￿$(￿dK*0￿￿￿h￿#ll￿kIrtfI￿¢ty8￿knl
iubs4Jl4rf•1.
Stot*s
Sto¢*s, b￿n6￿J& for re￿11, u•v¥u•d ai th• hx*rdcort•ndnetrnallsJ¥• ¥*x.
¢ktm*ni b•nefits.thfln•d (r￿l￿b￿lI￿7
Int•nilblelAed•s￿s
PurchJsed lThtsn¢lW•ts•d•M•ts 1r*Nt4)rd•d4t￿t&yUrry1revj1￿. x•tth•dtht•dtr•n51tknn io FR5JOI.t**en Ih*eostol ¢1* twthiurn15
veater thah£l,C(X).
Sub5eqwnt C05tsar• in GIr￿rI ¥th•orr¢wNt*d M • separate os4pprwrt•i*. or*wJh•nlt ll pwobth that
•£orvJTh* b•tt•ll¢$ 1110c￿thd **th ii•rn VAII 10th•t￿￿ty•ndIh•{￿5f olth• b• m•iiw•d rnll•W.
Arncltls•t￿ im ItytswlN••u*tsls Cakulated￿ •stothltdf thecom. Orval￿tIOn. ol•n •ss•t, itSeSllrnated resh4ual vilue. th•
selyl ttonc4nlc IW• E4thiiawtw •str•lth IIM The lolWwuxfvl•¢orthnk Illt55lhen to•xhlntsnWW¢44ei ¢jnl•sst￿rQ ls•
i•a50ntous• a dK•i•rtt oltlm•'.
Cwutersc4Th¥a
3Y¢•rs
Intanilbl• nxed 1sstts K•rth4ewed loi imp•ifiTrl•rf If tV*Dtsor<h•r*es in<Ii£&4mSt•￿W I￿￿1¢*1* Ih•i th• r•co¥orabltamcoJni Is lowtl Ih•n
t4rrWDg•mount. Shartlalt% betstenth* Ca￿￿*￿1ue olfthed •ssets •hd thdr¢ecLwTrble inxxnts, btltytht NO*rof f*lrvalue less coststo
ieii t*e •ss•i andttl ¥￿• •r•ftt¥r1￿15 Imwlrw•nty imwn￿lI•j￿¥rn rec4Ns4d ¥•xp•ndrtur• In I￿$111e￿￿t o111n￿lI1
FlrwncK41 Initrwrn•nu
Fln•ncl1l•ss•ti•rrtlfiv*•￿1II I￿￿11￿•r• rKrfn4Md *th•nth•ftoW V¢)hm¢¥ysw￿t¥bKQrn•S¥ P•rtYf• ¢•*r•ttL411 prO￿lIcn501I
Instryment, ind are cllset onlywhtnth¢re 15 4 leyltyerfor(eaWer*httd set Ih? reccySsedamountsarA bntoth1s￿th•tIo Sett￿on
tr1$15, orto rnillm the •ss•t •nd sett￿ IlabSllt¥slmylUr*owty.
11 Flfy•nrthlassets
Incorn•.
l)et4o￿*ffikh •tr rtteiYJblethn one¥ear and*fiith ttonot(gns¥tute a fknarKin8 traiii•¢t1￿¥re wlttall¥meaiuredatthttr4h$8rtkn prk•.
DtbtorJar• 5ub5eqUW*tly At *thortS5ed cost. bd1¥at￿tr*fiU¢fIon ￿ce kY4•nyaM￿ts ind•nv Impalrrnent to$￿.
Wkne thi *ltha trnnsattkn.th•deknrls In￿11¥ Md 5uts•qu•rtl¥mww•d•tth• pr•Mniv4lu•ol
futUFQ P•bYMntsdhc¢xAlted •t4mithl ratEof lrterosi lor• $lmllirdEth Injtrwnefft.
A wu¥151onfw InwSrment•fdeb¢(K5 is ¥¥heTrfhe￿ is objirtwe ihot the afflouThts dut￿￿ collpcted accudlni to I
or*in0ltermsofl￿C0rtr•Cl. IfflpaiTrnent I0￿e$•1¢ In l(wlottheeActssd uNwnK¥ahJe olthetrndedebtov D¥ort
wttent ¥•lw ol¢i*fv¢ure c•5h flow5dlscount•d theoFliknal elle(l￿tIn1￿1￿$t rath. ￿lISt9￿ent TWrtTr￿so1in Impath•ntbtsth*t
•bJertithretst• t?iTh¢%Yffl￿CYm￿ •fterth• Impwrn¢nt lossw•% r•wlMd, •reie(othW in￿￿*1•￿ in orlw5.
si

Notes to Flnanclal Statements for the year ended 30 Mar¢h 2025
J Prfndp•I4¢¢4w￿n¢W•th￿¢1nth¥U
FlnaKlal InstNments lt¢lnlln￿￿j
IIIFirtbKl•l lknbllitses •nd •4
Credltors payaèlewltth one¥e•i that do nat constiiuttaflhahdwtrar￿lrtda￿ Irlti•llym••sured •tthetv•ns*tlunpr*• ar4$Ub5effj￿fy
m•&sweO•i •mtyuseOt05L bWwihÈtr•nJxtlon pil(e knarryan¥Junts i•ll￿d.
WhErE tho •rr¥niement wlth J crethiorcon5rrtulesa finorKiN4ira￿nI0n, th¢ ¢r¢dftorls InWth•nd subwyvnttymt•sur¢¢•rth•wtteni wl
of luture p•wrt•Ms dhscounted at ¥ Ma￿*t rnttsol Intlrtrt for• In5trLMneDt
Afinancial 455et ￿dere￿￿$£d othwhen tkcontr•uual iwhtstot•$h floW$ex￿1¢<¢ •r*settit￿ ot%*st•n¢l4ll¥•llthtr nsk5•hd￿WOrtl
wntfshlp•re trnfiJf*ff•d to •nOlhtrp•rty, or11 styx• slin4fieint rlstrJ Ind rvwird5 01 owneryhlpirerntithpd but contrd olthe 151et has
Irin5ferred roanoiher party that is abl• tosen theass•t In rtS•nlli•tytoan yM•lat•d third￿rty. AflMrKi41 M•¥llty thlviafj li
of¢C￿nIsedWt￿fi tl* oW[¥at￿n the copwatt i5dlscharyd, orex￿1•S.
•dundMcy andteimSnitkn cosls
Ethp￿ tseneffts p￿d on re&Mdiyortermln•tknnknElthle4ttn*d ifflowo *+•r¢ RV5 h dem0ThrF•Wcwr￿t1OtO mak• th•M p•wrts
All •￿n￿d •mowti ￿￿fUnd•0•￿d•¥9K1lofo b•i•tti•dwhhln 12 M￿th5O11b￿ ￿1*￿+ 5h•eld•t•.
O•ferF•d IKorn•
Gr•niiih4t h•¥•bMn ￿11 b• Ir•*ird Isdvlwred li i ipedfic ￿q￿r•￿￿nithlhtl￿M1Of their•M ih•t th In￿?
r•cwnllbw lsd•v•nd•nl w c•rt•ln •cIl￿1￿$b￿sl¢c0Mpittld kn•hrtur• act￿nI&m wrltsysl.
wl Crl¢ltal •t¢¢Uhllf4lu*m•nts•nd k•y sourc•1￿*115￿￿1knn uTrEertalnty
Intheapplkation oltheir¢VJp's•cC¢￿nt1Th1 pDIILI•s, whi¢h •t•dts¢rW ih Ihv4 NO1*, twstt•s•re requlrtdto rn*kejthmEnls. e51imales•rnl
iwmoi￿s Ike CIr￿￿￿1ve> 0115xu ind II*IIYesth•t readSly apWenLfromot￿r 50urctt. The tttknat*sr•rA ￿nd+ll￿nI
i1￿Mptie￿I •r•b4Md OD h1￿￿￿1 oth•rIxI￿ tkn •rn¢vddw•dto b•i•l•¥•ni. A¢tu•l r•wlts rn4yllll•¢lrtyn iK•i•
tlmates.
turTent ind luture ptrfoth.
SI￿￿r¥nt•rtaSofe￿Irn•*•ndjUdlernen1 knclL¥le contr4rt Incoff￿ rttwWon,' Impjlrmtfit ol •swu', rt¢mtrnwityofdtbiors., d1¥d•￿0￿90f
Rt1•t•¢•c¢¢uhiinipolkl•sk* thts•*tsms•re noiedwlithln ihtse •c¢¢)unts￿ pollcbt5.
C•th c45h •twI￿￿nIS1V￿1￿j*d*PothlryPW1bl*l￿ d•m•bba ptMII¥.

Notes to Flnanclal Statements for the year ended 30 March 202S
Gro
Urn#rf¢t
fvnds
Totsi
fvnth
Toi•l
I￿erfe5
3.030
393
I.￿4
S3
53
2.73Z
1461
231
28
259
OlhEt
Total Volunta IKom•
53
4,937
2015
fvnd
Totsl
Jnds
T•i•l
perty iental
Pni•thaws. riffl•s •nd twwat•lTrcorn•
& events
93
346
96
93
ioi
535
J GA Trtsrttd¥•l
Grwp 4nJ Ch•
Trusts • lomrS•5
M•ytf5 01 Pe￿•,% PostLtyJ• Lott
rfleld We5ron FouvAitlon
3￿50
150
91
67
53
SF*tl•nd Chirbi•bl• Trust
N•tloh•l LLrttery Ccfflrn￿ Fund lrnffir4 Lh
M•ohd•n<* Ftrjndatlon
5•Th*rn Tr•nt Comhxffilly Fufid
L*Miryar•i SklfflNtMTnMt
Illn4erCharitabl¢ Twtt
Mlllle's w*ch Ch4Itibl• Ir
Mts M 8rèdleythJri¥aWe Trust
Northwood Ch•ni4Ne Trust
N•tlonal LcrtteryAwardsf¢f *%5e(Ml•tyd
G•nKKhyTIusi
N•tiOhil L*XteryAwardsl¢rlJl Erf•nd
Walker Founthllon
B•i¢hwth Trus1
Thè Al￿￿¥$•￿1￿¢￿•￿1V
Stottlsh BtsTdtr% CouDell. Ccrnrnunttywellaft TDJ
AS￿[1•11¢11 •fVduhi•ryOryiDls•llons
ScottIshl￿d￿ Council. C¢mmunlty £n￿nc•m•nI Tru#
N•tlon•l Li4tery Crfflfflu￿¥ Furrtl
151 Lo& Bl•c%Chirii•bl• TnJit
B•sll Chirltabi• Iwst
Thewesiwood Charltsb
T•t•l
•Trtsreu1￿b1*
34
33
25
2S
?2
20
20
J2
19
15
io
io
wlthbn
Gffjup•Dd Ch•rlty
x*
Leedssoclal st￿¢￿
Vdunta
Actlon Rulhefv
Thtsrtt•I￿blI
115
26
185
32
117
lottery Incoffle InchthlnTrusis •rl KXtwlt5 In Nfft2 Ind 31•fi￿$the1VO¢*È￿$fr0Mthe￿n￿Y{0mry4Y1r1fe¢￿S1*rf1￿l0tt<l￿.
29
)1
L(*t#typ￿1I fvnd
ent tee
Totil n•t
Royal VoluntarySÈ￿t{* no[ Tun raffiEsdutythey¢ar.
Is
Grwp
BJTrk Interest
Totsi knv•swyent InEgrnt
74
291
74
291
53

Notes to Flnanclal Statements for the year ended 30 March 2025
319
10.541
8,140
13.&40
12.348
495
18.853
Ilh25
2142
4267
Comnwnity sefyK*s
5￿ces w*lfare
Ftthdt•isir*'
21.190
15.892
L313
DNpoul of tawblèfiied Issers
174
174
Total •wffjdltur•
119
JU24
7,7
.241
JV5J
4un
I￿l￿dEd w1th￿*,￿+01piI•l I•￿Ces, eynthui* 41e costs ollnwhtortEs expenmd ¢7f Ell,9m12023-24.. £11.4ml, I￿luded kn Othw 15 £319kl1023.
24.. É49Skl Ilvtn to h05pirJls, NHSTrwt5 Ind ￿Mil&rI￿sistU¢￿>￿s In Ilnewith t￿? ¢h•iy5 oble<r5 and th• amounrs repr•5•ni th• ttylalcost in¢¥rr•d tythi
4roup Inth•wi,
ThtSUPPLYtiosts ofthe c￿￿1¥ h•v• betn illocated ¢n th• blthol tlm¢¥wrt bY&E￿rtfflrnts SWPtyllWthe￿rknUI •¢¢lyttkn¥nd v• mbS• ¥p al
¥ti•l funct￿¥￿￿ wch •5 nNn¢t. per50nDe+. IT ind ¢0mrnunKat￿&
Gtytrn•n
Op•r•fiohS
•rk*¢ini
450
942
197
517
910 ND. p•W•
1.634 Olrect
86S No. strM¢•s
1.517 Dlrrfi tirne ￿[*1*¢1
715 DIrtti￿￿)t•1i￿n
661 No. op•ratl¢rwlp•oF4•
1.290 Albxmion olllut
119 Nurn￿r olvrvl¢
fj92
715
Hurnan RtstyJrc•5 &TrilrAn8
C•ntral st￿¢•5
Pro
rtles
T•i•l
)32
379
25
332
911
Mowi•I
Gty4Èrnanc•
OpEr•tions
Mark•ifni
73
1.019 Pjo. pewt
1.129 Dlf•rt •lk%*iD
701 t40. ser¥kei
l.Sl? Olr•ct and tim• •loe•t
750 Dlrett 41knc4t￿n
550 No. op•r•tlonal p•W•
1.163 lJkK•tSrthof &Jtl
138 Nymberof servl¢¢i
7.731
IS6
530
IA57
F￿dr*SIng
Hvman fl+wr¢M& Trbh4ni
¢entf•l seTh*•
Pro nles
Toi41
175
334
31
275
829
107
'Fundrnl)Iw Trves￿lI*xP*￿ldlW¢ L¥brils1ry¥￿￿rf•ry IrKam•and lunth Inthl stii•m•nt ol hnand•l WI¥￿1¢5.
Thè £86k dKrease in4MrhE*ls asa ￿$￿tta1• £l83kr•d￿1ofy in Mwktlin8 TIYPMa￿￿ol￿tt*h is CN*)rwtlon C￿mE*￿i*￿[Ch
W45 nty iepeited In lots.
2025
ThLq •wrthire Is stat•d aftw
I￿110￿% r•m￿mI•ll￿￿ITrth•
Fttspty4b￿ tothech•rty4Lthty lorthe •L¥l￿ ol lh* p•rent charlty thetDMoIthIc*l
F••$ p•yiblE loth• ¢h•rityaL￿li)T tts •$w¢￿te$for othw s•tyKu.'
63
16
137
137
Op•rAiinilE•se r•M•
1,651
123
. ¢4het
127

Notes to Flnanclal Statements for the year ended 30 March 2025
st0ffcosiidurfr4ih•￿WwlW*mfoI￿￿l'.
W•w •ndul*r*ES
5¢el•l secwitycosts
Olth•rp•Mion cos
14,08J
J.262
13.799
1,132
16,LThJ9
Redundan(y
hef srafl c￿15
51
510
Totil rtlff iasts
16,612
16,159
Tr* olemplryees ¥¥hoe•med£60m) p.a. or rnNe1th1L￿r*f114bbE i￿elIr$I¢l￿hry theytai wa5 •5 Idlows..
E*<lu¢tlN S•¥•f4n¢•
20Y
11
£￿￿71-£70,c
£70.fni. ÉWJ,)))
I80.￿1. £￿,(
£IIO.tkll-f12QCOJ
É120.cLiI-£iJo,r
É130,CQi.É140,
E140.NJI.£)S0.OX)
£170.fyJI.£180.<Xm)
£IW,CIII.£190.fJX)
Th• ioi•l Contrt￿t￿ln In th•y••rlorit* wwovh6Dnol rnfwv bmefitswas E160,MJ I￿23-14.. É176,0911 In rnsp•¢t of*lO*r
•rnF4oy••s. Al th*y•if-￿d th*i•w•t• 1512023-24.. 151 g•hl it•ffthth b•Tr•nii Kcrulr4 upO•r• mofytypur<h•￿Kfv•rnl •Thd fioh4th•r ￿ld
st•fl￿th tren?ffts und*t¢elln￿ ben•fft sch•mos.
TM kty miniprn•ni pernorml ¢omw*• ih• Ex•L¢ltlw Tum¢nEfflbws lThp3it th•flh•n¢wi y•ir Jomirch 2025. The tot1￿￿14ry
b•n•ffts ofih•k*rf m•hty•n*nt persomd w•s£741k12023.24.' £881kl. rdmbjised to. rrf 5rKurrnd on bth•ll ol, •1 Trusle
Thi •vera8• numbwol•mpl•*esolthiroup. an¥*•d￿l￿¥m..
Optr•iioM
571
109
ICS
F￿¢t1￿
Pan tlme
Z91
375
013
FTEE
503
Oyrlniihl year. th•irfJUP and ¢h•rttypvrrh•sed Inxwinte tor*ottrt tfvt rh•rftyfvoffl IDJS •dslni It¢rti •ny wrowlu1 OF dlihwst •¢¢ d¥nyTrusioo •TrJ
to Ind•mnlfy anvTrwiee 4ylnstth•c0nsw￿e ofany *Yowtul art Onthwryrt Oltsrthan any¥tu•l d15honest. fr•UdU￿nI. orm•llciou5 Kl. Th•
trt•l cv4erpfudded tythÈ Cl¥rftyYrvstee In5urwKe is £5.0rn12023-24.. £5.&Thlan& IrthmnSty ts £5nm12023.24.. É5.Lknl and
pr•mlum p•ld In respetl olsuch InWr4￿*r1• £36,37412023-14'. £36.3741.
Rty•lVdunt•ryS•Thk• Is4 rtysltréd ¢harbry4TrJ Isox•mp¢froM tlutkn on Its inc(Mme •hd yin5 lothe extent thai ¢hey aFeapplled toltscharttable
pwpo￿. Thè¢h•rtrf$ 5ub5kli4ry. Hoyalv￿￿￿tsry SErylce Mealson wFwelsLlrn￿ed. not￿urr￿ • t4N In the due to ltspdlcy ol
n$itSt￿￿4￿prtsflstOlh￿charhty und•rGrft AKI. %￿d￿ri•s are irflKtredfwVATa5P¥t olth•iiow.
ss

Notes to Flnantlal Statements for the year ended 30 March 2025
l•)
Tat•l
Y4rylbl•
Iwd Ind
lor*•l•
At 27Mirth 202>
25
449
th5
osals
At JI Minls 2014
At27 M•rth 1021
Ch•r8ef<Jry
1.614
19
372
At JI Mirth 1014
14•t book v•t
f JI M•rth 2024
178
12•
At 31 M41th 2C124
Addltlons
5,021
4.17S
471
SIA)
At30 M•T(h
At 31 M4rch 2024
ChJr8e lol Veal
201
375
252
I JO I￿5
2$1
211
N•t book v4t¥•S
At30 M•rth Y125
4n
174
ni
L907

Notes to Flnanclal Statements for the year ended 30 March 2025
IthKh*Ch•rttyl
Tot•1
At 27 March 1023
At 17 Z023
Charye fOr￿r
uyi
41
Atjl M•rth 1024
Iirt book v•lu
Atgl 1014
At 31 M•r¢h 2024
Addlllons
L912
At30 March IOZ5
911
•Anortlw*n • Inwlrnw
At 31 Maf¢h 1024
Chorye ILV
15
At 3OM4rth 2015
IA66
237
237
N•tbook ¥•lu
Al￿ Mbrch 1015
S7

Notes to Flnanclal Statements for the year ended 30 March 2025
11 •IFl*d
Miiket valuè ar 31 M•ffth2024
RdD%*sted In¢ome
e51meni Manoiemer*i Fees
11.724
495
8.1
h*rÈ3se In v31ue of Inwstme
Atsvk*tY4I￿1 1015
27
IL7Z4
IllJ3
115todc C475t
11.891
242
11.697
27
Miik•ttAIu• 41 30 Mbrth 102S
12,131
S•¢urtllesh•ld It JOM•rch ZQ25 CL￿prISed the lolknJAw'.
Equlty
LS11
Cash & oth•t
F•lr¥•lu•
3.905
10.210
724
In •ddltkintotho shown •br￿*.the{￿Ith Ivhls sh•fe5 In 5ubsidliry conyan*ai i costol £1311023.14." É131. Wal VoluThi•ry StM¢e h•1
3wholl¥¢wTh•d wbshdl•ry lJlwnp•rf•i w•*•rppi•t•d kn En￿nd. A￿MI￿v olih• •£kn¥lt￿ lhd wtssld*l•J
n In lhe table tolw..
2mS
2JJ
20?
1•6
Undenik¢s Ir•diw ictMIY thre(tly relii¢d to Rw41VdunI*ry￿r￿¢¢J.(hl￿r•t4E
obje¢tive*.
alV¢JtyJTht•rySwAc•M•4k•n W*IAUmlt•dlMtywny Trwthr17114BII
rnyislon and dell¥e
ol meals tolhose In need In th￿Ir
WAVS Sy¥k4s W•trl•v•Um*•d IwnwnynL¥rknr277•476J
The prOwSityn ol w¢lfJreand5UFgCrt ro•rmy servlce men 4nd
strvlh
Oh rnllll• ￿5￿5 i*r
2,239
1223
321
VobAnt4ryS•rt• (Trndlr4Ctywtyliknhrtl(thiwwryThwnbor 14697514)
Undtrtik•str4dJw•¢￿IYn•i (lrneity rol•i•dto Aty•l volumiry SeThIc￿. ch•rttibl•
81
Voknt4ry5W￿c• M••L%offl Vtho•h LITh￿ 17MIIII
on •nd dE11¥e
Lrf rnE•lstoth￿ In need In ihelr hor
WIVSkrvkMW•ltsr• UThAt•d Iwnwrrynumhi 27n176)
Th* provI￿On￿l wemore supportto afmysttvlc* n*n ar
&*s thr
¢￿ttheW￿d
2.3$1
2.348
blcurnrrt
Group4ndthirlty
Thls hcolh held w 5Frt>rt-twm momv￿rketd0￿)￿ll wM•Xlr￿$*mUmWh￿1enIt1ln1 P•ilVolunt4rySerb*¢tomeetW¢rfl•l 4￿￿.1•1M
Uablllde

Notes to Flnanclal Statements for the year ended 30 March 2025
Group
Trndt dobiofs
Other Oebrors
Amount5 due IromoTgupundert•*ltys'
m•nts ahd Kcrved In¢ome
1.243
796
21)14
24
26
1.149
73
1.058
••mMtsdu• from ar•tr￿n8￿k•rK11 aTrtr•r• Ih•i•lv• mM¢vi￿1￿d10l￿l attrltt IM•r•s1.
IJ Cmdhws.. •mtyJr*tsl•lkn ¢kn on•yuv
r•VQUP
fjr
Ti•d•<rOtois
1,7X+
L141
Ill4
•4nouDt5 dueto iw ￿d•rt1￿w.
5oclal st(urlty•ndoth•tl•l*S
Other cr¢thtors
596
158
4)3
t35
631
249
482
Accru•ls •nd dtfttted Incmie
2,144
1078
979
)￿16
1.174
Amourt15 duelo hosp￿11%
1,174
5,657
7,1
ttht 27Mir<h 2021
Arn¢uni rvi*Jsed In Iheye•r
Affl￿¢ d•l¢rr•¢ in ih*y•4¥
B•lirt• at 31st M4rth 2024
607
82S
125
14S61
IS2
15?
297
297
607
J03
DefeThed IrKcffle relat•sto tontfart and lo¢41 ithDrityirints *thich have beèn wtce￿￿d to¢•￿{>￿t<￿nMUn1tysithl whEr• tht
t•rmi •nd CQff4lllons sr•i* thil •nyunderspond 55 repay•ble, or li r•wv*O Ih ollh* persod to whkh 51 r•11￿$.

Notes to Flnanclal Statements for the year ended 30 March 202S
Fur
T￿ Incw•fvnd501th•ww•ndthpclwrty5nthde r•5tr1MtrJ iwid5 ¢tyMSWiSif4th•fdkn¥ir¢ur￿p￿ b•l4rK•sofdonakns•n&ythTrts h•hl o
trustto be4pplW for Wfic purposes. The translèrofl￿s￿eFrf¢sert.'
. mDvemeN olknds*thwe th• r¢striok)n oi de*Mtlcn been exFondEd ￿ Iwr
. re￿ISe olfun05 bKk toyneAI ￿tr*S whtre proSffts in reserye5 hO￿￿e￿n •*J fqStsarEbplow
- thtcreatk)n oftommUnAy5e￿Ce5l￿¥Js and cknsed howtal rt50rveso￿ of tho h05pltal fund
ew￿&¢1￿114d fund5 durlry the year
- •trahsferoffuThlsfrrffi8eneral rele￿$t0 h•Wtal fvnds lorsite5thataie uthp¢rtorrnlw •nd r¢qth ¢•rtrnlfundb
Grtyjp
tjLM•rth￿1
Leiacylun¢
Commurnlty c*ntitss
OthrF fundi
TDt•l rtttrlrted lunds
405
196
53
438
1.563
7S2
78
7,6921
I,iy
3,762
47
871
Illed assei hJTrJ
COMML￿ty centresftsfvj
Commum KIr￿s
P•oplu thlcod• Lottwy. 20Z&25
Web de¥dop￿ent
Sha
the Fulyre With Vc4unt*erl
t•dfvnth
fj•D•r•l fuThds
Tot•1 unr•strkt•dlun
1,298
175Q)
158
85
169
561
7,115
)Q,199
124
15
70
Toi•l
41
16

Notes to Flnanclal Statements for the year ended 30 March 2025
Thespeolk pJrpo5e5 lor*hkh th* rt5tsKledfv￿* muStbE aplled are asl¢lA￿.
ThtlewyluhdetynwM5 mmbvs Ih•i ffiu51 bp us•d ￿tsy lh• lliatty. thJnd45 reprwftted èythe kn*lol
outsi•ndstyr*strfrted le8ad•s.
Th•1￿￿mUnItyc1thtrnSfvnd lundh*frDrn (bJnorSltyih••#hwK•ffl•niol¢￿Th*MIty{eMr￿s. Ih•é•prntl•tkn èfth ¢*t•It￿l,
which Is Int1￿1•diDfI￿daSStt$. is (￿r￿d ayinst thrfrfund.
Other I￿d￿r*￿￿entI￿f and rowate I￿ornI ff¢¢rnd 51 lob• sp•rt IniccaithnL• •v4J wlll ￿ •Nynd•d
Int￿ 1¢tr*1r¥￿r.
Howialfund. Rtyal Vduhliry SeThkehK • ¢tyxnytment ovéra Perf￿ itydlrett the'5Wp1￿ •arnKd in certilr**rW•l ser*Ke5 trthv 10 ¢h•i
howtal, f¢f telurtsshmeni of that seryke orto devtlowent RV5cornrnunltyséNw. The TfUSt•¢s ￿lIev¢t￿l Ihe5¢yn*o1 ¢¢mmltrn•nts
5hDuld be treat•d•i unre5111ctedde4in•t•dfrJnd& WalVdyhtsrySeThk¢ ￿￿kon1*￿th thB Iiusrsto e4*r4thESE re5eTh*sln Ilntwlth le•
eiw¢i•iths ind ¥r••d tlm•lr•rn•s.
Th•K¥•d•ss•t reprewts th• I￿￿0￿d￿n ¥blue Olt•wlt4eflxedw￿ltA￿￿ryfkn1ts1d1•r$•1I,￿Sflstr￿l•d fvrds orcther
•siin•t￿ l￿dI brl will ￿ •Npend•d in Iln•wilhd•wttl•tl¢n polKi?S.
Comfflwlty bank•￿aUnt lundrnpi•wnts thom ILTh1sh•ld in comrnwlty proJ•¢i b•nk•ccountsth•th•¥e beqn ri15•d h<tThnmunltywoknti,
•nd for whichtheTrustMs consSd•rth•kndsrals*d Ihth• ¢on￿Ur11Y wal•¢t Ib•tth Mc￿¥ hasb••n nlsqd by.
Th*SIriie￿C Fundlns*stmwt h•5 bo•rsS•t ￿ In Nnp *iihIlUf￿mIe￿Ctsjtt1h¥I toGrtr* R•tilIlncl￿Ilr4 relu￿1$hmertQI 17 ktyhtywt￿ shop5
Ind<alt%, nMlllrythe iebnndlty thl ou¢ *•wsforlL*ur• I￿*¥￿1￿Ne11YlQTr. PwF•mm• Com￿•te0 In ￿￿1v+•t.
o1Poo￿lI Postt¢pS• Lctteryfvnds r•t•trrtd In￿¥T*•. Ip•ni In 202¥1S.
ITdMIoprn•ffl. b•￿1￿• •wthlpd Snth• ￿￿y•*r.
W•b dew•lown•N. b•l•nt• bro¥ht lomrd•xpEffld￿In y•4r.
Th• F¥tui• Wlth v¢￿nI￿￿￿1I•£éII•bDrali￿ wlth oth•rnIt￿I•l ¢h•rtti•i. worbJw I¢￿￿tt0 5UPVt (￿my￿￿1*S
¥cr￿S th• UK to h dyNrnlcb￿l*I1(lrnlw ￿C•S1or*I￿n1••rf￿1, Contrlbu11onstram¢ur pDrtNrs wlllb• fvlty•yJ>th•d by M•r¢h202&
Trnmhlonfgw. £49kt¢in￿rrnd Irw yn•t•l lund5to¢tymW•t• ill fvndiwM•ywn* tyM•rth 2024.
St•p Fowrd- wasfv1￿tu¢Hmd kn prlDrwr.
61

Notes to Flnandal Statements for the year ended 30 March 2025
Gffwp
G￿￿r•I
T•i•l
2024
Fwd ￿lIT￿e1¥t31 ￿Tth 1024w• r•w•s••t•dty',
2A47
196
Fl¥ed islet Investmints
Not cwreTrt a$5•ts
11.724
11,724
119
2,715
1.165
15
2025
Fund balance5al 30 ma￿h1O25•re r•we5tntedby.'
Fixed •55ets
3,997
12,133
JIB
NET (v￿e￿I a55eis
N•t•s*
926
16
J• Fln•bKl•l •nd
Ai )0 March2o25thtcrKTrmhm*ntsund•rr￿￿(￿tl•￿P•r1f111l•￿l￿ ￿1?1$1￿1r￿rt',
1025
Ilrnwplk awrfty
- wthln on• yo*r
. vAlhin h¥¢+i¢ y••rn
.thorufttr
Totll
625
617
449
170$
694
At 30 kl•r¢h 1025th• irtyJp•nd(￿n￿fv4OEnll r•ph•l ¢¢*rmiim•D¢b1202>24". EfilD.
AI 30 M•rch 2025 theirrwJp•nd (￿rfty Énll tommllm•nN1102>14.. £r41.
Atnhtte mid**Jon•thins to Ihe ch•rlty l** fftrimountlrrfio £15,1￿1202S-Il,. É3.W.
A Inisitehtld i p•ldconwrD￿￿Il￿fi ih•Sh•plN the Future ¥￿thv&￿￿1èN￿¢dllb0r•iprt
Th•o4*rf¢ihor rd•Hnl w•tst￿ partytr•nM¢tl•ns•s r4quir•d ￿F￿SlO2 at XSM•rth 3025•r•wIlht￿ subthJlwl¢s of1￿cha￿￿..
WIIVS s•￿C•SWe11Il• ￿Mile￿
Riryil VrAuntiry S•r¥iCe Meils onwhtéls Llmtt
RVS Swwce5 ITradlrrf> Llmlted
73
26
ITr 2024.25 Ihe IdlothnB IlanS•Ctkffis taok ￿t￿¢*nIhe th*rkyaDd its subsId￿rIeS..
WRV$￿Tr￿￿•NUQ Lknlt•d
P•ymtrrts m•dE on behJlfofWAVS 5er¥i£es W¢W•r• LIMlted trlihe chir1tyt0om￿è•ffle*ThI m•ht4ement 01cred￿0Th. Ihtttp•ym•rfs•￿ ret￿r￿d
vkl th* Iht¢rcomp4nywh*h li P•FiodlE•lly 5¢ttled ¥￿th • uih 114nsf•r. TrtsEtr•n54c¢iunslnclude tr•d• HMRC, Norechiry•s4r• frth•
th•¢harttyth f•l•tiOhl tO•v*hNdi •s Ih•4mo¥ntsarnlmTrn•t•iiyl. Th4 rykntw•4dh¢•Js RLWI V¢lvn*•ryknK•, Aty•1V￿uftl+Th S•rvk•, 29 Chrhi St,
StokE<￿.TrenlStlNs. STI 3JP.
R•y•lWyntsry
ThetFaTrsfef und*r im of thetrJdinB piofit5al RuolVdunt&rySefyice Mulionwtrmk Llrnltod totr*eh•ityryl£ nll1202>24 £ nlll. Th•r•*t•tal
¢th¢e45 Royal Vo¢uM•ry SeThk•, Wal Voluntstykr*re. 19t￿rIeS St, 5toktrtybTient. Stsff5. STI 3JP.
P•ym*ntS if* rn4de on b•hallof fl￿31 Vol￿1*ry5I1Vhc* mel￿On Wh•*ls Llmlt•d bythé chJDty lo•na￿••ffiC1qfit rn•nwm•ht ￿tredItorS. Thu•
pawnems ale re(hary¢d blathe IDteicompany is PÈri¢4+*•lly settled ¥*th a cash rraThster. Th**tr•n￿ctlQ￿5I￿CIUde ir4de citdltors and HMIC. No
4ry5 are midefTornihE thirltyln ml•tknitoa%*th¢•dJ4stlR •mLwJnts•r• ifflmateital.
ThEtran5fer undei 8rft aid ofthe I￿an$pr￿ts dftryol VduthrySeTh*oTradlr* Llrnlted tothech¥btyo1£186k12023.24 £ nMI. ThlSba￿n￿Was
+Wt•ndlni•ith• y••f￿. The rtlstwed oln¢• Rw•l Vdufit•ryS*N*•. Royal Vo&wryknl¢e, 29Cfi•dti SL StoknrfTrTr•nt, Staff& STI 3JP.
Payrnems are on ￿#￿0f ty•1 Voluntsryserrice Meamon Whedsiimiledfythe charltytoe￿N¢tffiElefftt ￿n￿enrOlcredltorl. Tl*¢
irtrethaW¥ts thElnferc￿p¥nYwh1Ch11 PFlUdk•I￿￿￿tIe￿ *r•sh trO￿tsr. These Indvde tr4de<¥*￿t￿54r￿ MMAC. No
rKharys4rn m•d•ftym the thJrltyin rela￿￿ lou￿*10￿ •$ •mDunts arekn￿l•1th1.

Notes to Flnanclal Ststements for the year ended 30 March 2025
Mtthbt
Al Illrtdy••r
At•Thl oly••r
sh
IS611
12.0)?)
115•Jl
Tot•1
S.￿>
Cash
3JJS
4173
C•shiqufvil•nt5
T•tsi