2025-03-31-accounts

Company number: 3175203 Charity number: 1054097

Spinal Injuries Association

Annual Report and Financial Statements

Year ended 31 March 2025

A fulfilled life for everyone affected by spinal cord injury

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WELCOME FROM OUR CHAIR AND CEO

As 2024 closed out, so too did our celebrations for SIA’s 50[th] year as the national association for people affected by spinal cord injury. It was an astounding journey of reflections and memories which brought together SIA’s early pioneers with those of us who continue to build on the foundations they laid. Being awarded Charity of the Year by Neuro-Rehab Times during our 50[th] year, seemed particularly poignant; not least, because the award recognises charities which put their members at the heart of what they do.

The 50[th] anniversary celebrations, which included a visit to SIA House from our patron HRH The Princess Royal, also looked towards what lies ahead, providing a boost for our ambitious future plans as set out in our Strategy 2030 .

And as we present our achievements over this milestone year, we circle back to this strategy, unpacking its meaning so that our membership of over 21,000 know what we’re driving towards and what that means for them. How did we do against our four strategy approaches?

• We have pledged to provide critical health and care support for more people with spinal cord injury. In this second year of our strategy our amazing team of specialist SCI clinicians, which includes nurses, occupational therapists and physiotherapists, provided over 3,205 sessions to new and established members. And our expanded counselling team delivered more than 550 sessions for those in need.

• We are committed to build and coordinate a network of specialist organisations nationally and locally. This year we expanded our network to 64 organisations giving our members opportunities to access the very best expertise in health, care, mental health, transport, legal, financial, housing and family-planning services. In parallel our community groups grew, and we now have 28 groups providing meaningful local connection to support services and crucially to peers and families affected by spinal cord injury.

• We are committed to build knowledge and expertise for a critical mass of healthcare professionals and through the work of our incredible Frank Williams Academy (FWA) , we provided training and education for over 2,260 professionals so they can better understand and support the unique and complex healthcare needs of people with spinal cord injury. We continued to invest in training; we welcomed research opportunities and set up a health and care advisory board which has brought insight and awareness of spinal injury care issues and the concerns affecting healthcare professionals and people with SCI.

• Finally, we have promised to campaign for change and thanks to the energy of our extraordinary team, we are transforming SIA’s campaigns landscape. Some highlights include our Paralysed Bowel Care campaign gaining cross-party MP support and over 9,000 signatures which led to the first National Awareness Day for this cause launched at the House of Lords. We established a cross-party women’s health task force and held a parliamentary roundtable on ‘women’s health after SCI’ where we formed a coalition of charities including the Royal College of Nursing and the Royal College of Obstetrics and Gynaecology.

There is much good to celebrate in our work this year, but we are mindful of the uncertain political and economic backdrop both at home and abroad. Our members have grave concerns about welfare

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cuts that target disabled people, and how this might affect their right to live independently. The dismantling of NHS England has raised questions about the future of specialist services.

Amidst this turbulence, we commit to our now 21,000 members that we will increase our presence and be that consistent place to find the right services, support and advocacy at any stage in a person’s SCI journey. While our strategy provides our framework, our collective drive and passion are fuelled by our fifty-year vision for a fulfilled life for anyone affected by spinal cord injury. We are lucky to be part of a truly collaborative network – amongst our staff, members, partners and supporters.

Faisal Hussain – chair of trustees

Nik Hartley OBE – chief executive officer

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SPINAL CORD INJURY AT A GLANCE

During 2024/25:

• 3,772 patients were referred to specialist SCI centres, of which 793 (21%) were admitted and 1,227 (33%) were seen as out-patients

• 33% of injuries were caused by accident and 56% were caused by illness or medical condition. No cause of injury was reported in 11% of those referred

• The most common cause of injury resulting from an accident were falls (23%). The most common cause of injury resulting from an illness or condition was disc prolapse (15%)

• 26% of injuries resulted in paraplegia and 37% tetraplegia. 20% of injuries were recorded as cauda equina syndrome, while no level of injury was reported in 17% of cases

• 59% of people referred to one of the eight English SCI specialist centres were male, 41% were female

• The largest age group sustaining new injuries was 60 to 69 years old

• 68% of newly injured people were over the age of 50

Findings sourced from the National Spinal Cord Injury Database for 2024/25. Statistics based on people referred to specialist SCI centres in England only, in 2024/25.

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VISION, PURPOSE AND PUBLIC BENEFIT

People living with spinal cord injury are at the heart of all that we do. We learn more about the barriers our community faces and what their priority needs are through our annual What Matters? survey. This feedback informs the development of our services and underpins our Strategy 2030 . The three strategy goals supported by four approaches, are represented below.

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PUBLIC BENEFIT

SIA exists to support everyone affected by spinal cord injury to live a fulfilled life — and that’s the lens through which we view our public benefit.

We continue to meet our charitable purpose by offering free, expert services and support to a growing membership of over 21,000 people living with or affected by SCI. Whether it’s through our clinical specialists and counsellors, coordinating a network of specialist support or influencing policy and public understanding, we are here for people when they need us most — and at every stage of life after injury.

Our services are free at the point of access and open to anyone affected by SCI, ensuring that we are reaching people across all communities and backgrounds. Everything we do is informed by what matters most to our members. And through this, we ensure that our work delivers genuine, lasting benefit — not only to individuals, but to the wider public, health and care systems, and society as a whole.

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ACTIVITIES AND ACHIEVEMENTS

We are proud to present our work and vital achievements in 2024/25 under four key headings. These are derived from the four approaches of our Strategy 2030 (set out in the previous page) and align with our purpose to be the expert, guiding voice for our sector:

1. Critical health & care support and advocacy

2. Building a network of specialist support organisations

3. Specialist expertise across the health and care sector

4. Campaign for change

Further achievements are found under the following headings:

• Communications and engagement

• Raising funds

• Our people: staff, volunteers, operations, sustainability and EDI

To ensure the high quality of our services and protection of vulnerable people, our trustees, staff and volunteers adhere to our policies on data protection, equity, diversity and inclusion, health and safety and safeguarding of vulnerable adults.

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APPROACH 1: CRITICAL HEALTH & CARE SUPPORT AND ADVOCACY

Our SCI clinical specialists, which include nurses, occupational therapists, counsellors, and advocacy teams, provided:

i. Support

Offering specialist frontline support and guidance for urgent and chronic physical and mental health challenges.

ii. Advocacy

Providing advocacy and representation for members who are refused or given inappropriate support.

We were able to expand these services this year through increasing staff, and investment in virtual/online sessions enabling our clinical specialist and advocacy teams to reach more people.

Clinical specialists

• Our clinical specialist team offering continued to grow in direct response to the needs of our members, with the service supporting 1,114 people and providing 3,205 sessions during 2024/25.

• The team had five spinal cord injury specialist nurses and one occupational therapist (OT). Our nurses and OT offered knowledge and expertise in spinal cord injury nursing care and therapy management to healthcare professionals, while also working directly with people with SCI providing support and guidance on issues such as bowel management in hospital and at home.

• We helped create 119 potentially life-saving essential care passports (ECPs), offering people with SCI greater confidence that their unique medical needs would be met in the event they’re admitted to a general hospital.

• Often alongside colleagues in the support network team, our clinical specialists delivered over 80 education sessions to 2,265 people working in health and care settings, to build knowledge around SCI and promote awareness of the support SIA provides.

• We delivered our first ever online healthcare professional conference to over 170 delegates.

• Other training and workshops were held with NW Association for Continence Professionals, Swansea Bay UHB Continence Conference, Northern Acquired Brain Injury Forum, Irwin Mitchell’s Spinal Conference, the Christie NHS Foundation Trust Metastatic Spinal Cord Compression Conference and Kings College Hospital.

Counselling

• Our counselling service, delivered by trained counsellors with lived experience of spinal cord injury, offers one-to-one counselling and therapy. This year, we supported 231 people with SCI as well as further therapy for friends and family affected. We ran 574 sessions in total.

• Over this past year, the counselling team – made up of three staff and one qualified volunteer – worked to refine the triage process to ensure people who most need the service reached us or were directed to a service that most met their needs.

• The team further enhanced their skills by undertaking courses in trauma informed counselling and in psychosexual therapy.

• Work began to offer psychosexual therapy for members in 2025.

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Advocacy

• We continued to support the SCI community by providing clinical and direct advocacy to negotiate vital health, care and support services , such as helping secure funding and much needed care reviews to achieve better outcomes for our members.

• Our support line received a total of 1,121 requests for support , with the majority of those being around care packages. Concerns around Personal Independence Payments (PIP) and incapacity benefits following the government’s announcement to reduce welfare expenditure led to an increase in calls.

• Our advocacy team delivered 1,084 support sessions , helping 266 people with continuing healthcare (CHC) packages and assisting 60 people with social care packages to meet their needs.

• We continued to insist that members being assessed and reviewed for CHC have the option to attend meetings face-to-face rather than online. This ‘ in person’ evidence is crucial in showing assessors the intense and complex needs of someone with a high-level SCI.

• Members told us that working together with us usually resulted in different – and better – outcomes. Despite being a small team, we continued to work in person where possible.

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APPROACH 2: BUILDING A NETWORK OF SPECIALIST ORGANISATIONS

SIA believes that all people affected by spinal cord injury, whoever they are and wherever they live, should be able to find and access the best advice, support and representation for any challenge or barrier they face, for any need, at any time in their life after spinal cord injury.

SIA has committed to build a Network of Support Organisations who are available and able to serve the SCI community, nationally and locally, and to meet the needs of SIA’s members.

We have therefore been carefully expanding both the number of support coordinators (all living with SCI themselves) and the number of community groups across each region. The team offer a frontline service to our members, providing invaluable advice while creating vital opportunities for meaningful connection to our growing network of organisations as well as increasing numbers of community support groups.

In 2024/25, the team coordinated a country-wide system of support through:

i. SIA’s trusted partners

We directed members to the best housing, family-planning, legal, care, health and financial services offered through our ever-expanding national network of partners and business members to support individual and diverse needs.

ii. Local community groups

We developed and supported 28 local community groups across 12 regional hubs.

• We had 11 regional support coordinators and two managers working alongside 29 volunteers to provide peer support to meet the practical and emotional needs of people with SCI. We delivered 1,438 peer support sessions over 2024/25, supporting 1,077 people, including 150 friends and family members.

• We established 28 regional community support groups across the country, two affiliate groups and ran a total of 108 sessions. These provided informal opportunities for people living with SCI and their families and friends, to connect and share experiences . Hosted by our support coordinators, volunteers were on hand to offer advice and information, and professional experts were available to answer questions.

• We expanded the network of specialist organisations in rehabilitation, sex and familyplanning, finance, housing, wellbeing, care, legal and social welfare services to support our members. We continued to provide advice on and recommendations to our growing network of trusted partners.

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APPROACH 3: BUILDING SPECIALIST EXPERTISE ACROSS THE HEALTH AND CARE SECTOR

People with spinal cord injury have unique and complex health and care needs. Building the knowledge and expertise of healthcare professionals around this specialist area is essential to ensure people with SCI receive the right support in general healthcare settings – whether that’s in hospitals, care homes or at their GPs.

SIA’s Frank Williams Academy (FWA) facilitates training and learning opportunities for people with SCI and the health and care professionals who treat them. It also leads and welcomes research targeting improved rehabilitation and reintegration pathways. Through the setting up of its own health and care advisory group the team are also prioritising policy and health influencing in efforts to support and improve services. This year, FWA welcomed new staff to help achieve their ambitious aims.

Additionally, through our annual What Matters? survey which in 2024 attracted 913 detailed responses, we gained a clear understanding of the issues affecting people living with SCI, direct from the community itself. The invaluable feedback received directly influences the services we offer and informs our campaigns programmes.

Integral to FWA is our SCI Knowledge Hub which, through education, aims to empower people with spinal cord injury and their families to manage their condition and to advocate for appropriate treatment and support. It provides learning opportunities and information including factsheets and videos. Launched in 2024 and funded by the Motability Foundation, our Travel with Confidence project forms a vital part of the hub, creating the ultimate resource for accessible travel information. Read more about this special project on the next page.

• Our clinical specialist team delivered training and education for 2,265 healthcare professionals across a range of specialist topics including bowel, bladder and neurogenic skin management. Virtual education modules allowed us to include more people in our sessions which we provided alongside face-to-face offerings. These sessions were to NHS trusts and other larger healthcare settings as well as to smaller bespoke sessions for personal assistant (PA) teams and care homes.

• Around 80 sessions and conferences were delivered, including presentations of SIA’s services to our trusted partners.

• We collaborated on research and development opportunities, ensuring patient voices form part of all research. Members can participate in external research, testing and promoting solutions for support and rehab and for treatment and prevention. In 2024 we helped with 23 requests from research institutions for our expertise and support. We also hosted our first research and innovation event which enabled collaboration between researchers and clinicians.

• Our new health and care advisory group supported and informed SIA’s work , ensuring our focus remained on meeting the needs of people with spinal cord injury. The group brought insight and awareness of spinal injury care issues, highlighting concerns affecting healthcare professionals and people with SCI.

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Other highlights from the year included:

• Engaging successfully with NHS stakeholders across England and Wales and developing key relationships with regional spinal networks enabling closer collaborative working with those providing care and treatment to people with spinal cord injury.

• Ensuring newly injured people are connected to SIA at the earliest point through establishing a cross charity working group to actively engage major trauma centres (MTCs) and spinal cord injury centres (SCICs)

• Engaging with GPs to improve experiences of people living with spinal cord injury at their local GP practices.

• Collaborating with eight other third sector organisations in working towards a national spinal cord injury strategy to create a fair and consistent approach to care , no matter where someone lives.

• Our two-day, expanded Rebuilding Lives Conference offered the spinal cord injury community the opportunity to convene, learn, innovate and collaborate.

Travel with Confidence Project

Funded by the Motability Foundation, the project is designed to create a travel confidence hub of digital resources and tools, enhanced with practical support to empower people with a spinal cord injury to plan and carry out journeys confidently . The six-person team is made up of three specialist therapists who provide practical support to people with SCI in accessing appropriate mobility aids, developing wheelchair skills, and facilitating conversations with NHS wheelchair services. In 2024/25 the team:

• Captured the views of 1,700 members with SCI through surveys to determine their unique needs and wants. By engaging with the SCI community, the team have gained deep understanding into how people with SCI want to access content which helps them feel more confident to travel.

• Completed filming videos covering travel by air, rail and bus which will form part of the Travel with Confidence module on the website alongside factsheets, podcasts and signposting to other organisations’ content.

• Publicised the project to our membership of over 21,000 by posting regular updates on the SIA website resulting in therapists receiving 58 referrals.

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APPROACH 4: CAMPAIGN FOR CHANGE

In 2024/25 we demonstrated commitment to building knowledge, engagement and support for our cause with the UK government, through:

i. National campaigns

We led and collaborated on campaigns, mobilising our community to contest the greatest barriers faced by people with spinal cord injury

ii. Member-led campaigns

We supported member-led campaigns offering tools and connections to community groups, regional partners and local media

iii. Public engagement

We educated, engaged and mobilised the UK public through media and social media campaigns to take up our cause

This year our campaigns were based on feedback received direct from people within the spinal cord injury community via our annual What Matters? survey. Our engagement with government reached a new level when we were recognised as a trusted partner in Whitehall . This resulted in greater opportunities to raise awareness and for more collaborative working with policymakers on our key campaigns including on paralysed bowel care, women’s health and the need for a national strategy on spinal cord injury. Highlights include:

• Our rebranded Paralysed Bowel Care Campaign gained cross-party MP support and over 9,000 petition signatures helping to significantly raise awareness.

• Bringing together a coalition of charities from the SCI sector to hold a joint information day in parliament to bring awareness around paralysed bowel care and the challenges faced by our community to MPs and government staff.

• Holding our first Paralysed Bowel Care National Awareness Day inaugural event in the House of Lords with the minister for disability, Sir Stephen Timms giving the keynote speech.

• Successfully re-established the All-Party Parliamentary Group (APPG) for Spinal Injuries post-election, with 22 members and four officers. We briefed and gained consensus for the APPG to hold an inquiry into the need for a national spinal cord injury strategy.

• Submitting written representations for both stages of the spending review at the request of HM Treasury and were invited to submit a separate briefing for the NHS 10-year plan. We held successful meetings with Department of Health and Social Care (DHSC) officials and the chief executive of NHS England. We developed a close working relationship with Department for Transport (DfT) and Department for Work and Pensions officials to advocate for the spinal cord injury community.

• Establishing a cross-party women’s health taskforce with MPs, clinicians, and women with lived experience which had its first meeting in October 2024. Taskforce MPs raised parliamentary questions, securing a meeting with the health minister for follow-up. We launched an online petition on the gov.uk website on the need for accessible screening facilities for women with disabilities and long-term conditions such as a spinal cord injury.

• Over 60 people attending the parliamentary roundtable on women’s health that SCI held in February 2025, resulting in the formation of a coalition of charities alongside the Royal College of Nursing and the Royal College of Obstetrics and Gynaecology.

• Being joined by MPs from all parties for our Diverse Paths, Shared Purpose parliamentary event to celebrate our 50th anniversary at the Speaker’s Rooms with the speaker giving the

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• keynote address. Our fifty years of service was recognised in the House of Commons by the leader of the House.

• Being invited to join the national Civil Society Group ensuring SCI voices are included in key policy, national conversations.

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COMMUNICATIONS AND ENGAGEMENT

Educating, engaging and mobilising the UK public forms an essential part of our strategic goalthree, and this year through our innovative digital offering, we connected with people more than ever before. Expanding our team gave us the opportunity to get meaningful, lived experience driven messaging out to a much wider audience while our website made finding our clinical specialists and services simple and straightforward.

PR and media

Our PR and media reach continued to grow as the awareness and profile of the charity has increased. A 2024 Opinium survey undertaken across a sample of nationally representative adults, showed a rising awareness. Of those who knew of SIA, the majority had heard about the charity on the TV or radio (30%) and a similar number (28%) via newspapers or an online news article. National coverage on BBC Breakfast, ITV regional news, The Sun, The Mail Online and the Independent have helped SIA deliver on this strategic goal. Expansion of our team allowed us to increase capacity to produce more case studies focused on sharing the challenges our members continue to face while providing an insight into life with spinal cord injury, and how our services can help. We are now efficiently managing increasing journalist requests due to the strength of this content.

Our ambassadors have delivered profile and awareness with Mohammed Belal speaking at the inaugural Paralysed Bowel Awareness Day; SIA’s work received external recognition as Charity of the Year by the NR Times Awards in 2024; plus ambassador Mohammed Belal and our vice president Martin Hibbert were both named in the Shaw Trust’s Disability Power 100 list.

Social media

As our team expanded over the course of the year, we were able to post nearly double the amount of content to our social media channels, creating over 3.5 million opportunities to view and engage with our stories and messaging – a rise of over 50% from the previous year. We successfully focused on tailoring content to audiences on specific platforms to optimise engagement, resulting in over 168,000 engagements – an increase of 80%. Our audiences aren’t just passively looking at our content, they’re interacting with it as evidenced by our above-industry average engagement-per-impression rate of just under 5%.

Events like the Rebuilding Lives Conference and Overseas Bike Ride, had nearly 100 times the reach from the previous year.

We navigated a changing social media landscape, and despite the decline of support for X (formerly Twitter) our total audience grew to over 46,000, with a notable rise of nearly 2,000 on LinkedIn. We had over 247,000 video views and by embracing burgeoning platforms like Threads, Bluesky and TikTok, we aim to diversify our audience further while continuing to focus on bespoke video content.

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Website

Our website continued to be easy to navigate, and a one-stop shop for information and support, attracting over 165,000 visitors - a 63% increase on last year. Users can easily book support, training and advocacy sessions, learn about local community groups, get involved in research projects and purchase merchandise which supports our fundraising efforts.

Committed to accessibility, we worked with the Shaw Trust on an ongoing project to ensure the website is fully compliant with web content accessibility guidelines. Always looking to enhance our offering, we continue to develop the website, with plans in place for further integration with our CRM where amongst other time-saving enhancements, members will be able to update their contact preferences directly on the site.

Our monthly e-newsletter The Voice provided digestible updates on our news and services and this year reached more people - an average of over 20,000 each month. Through our sector-leading, quarterly subscription magazine Forward , we continued to engage, inform and inspire our readers with articles written by and for the spinal cord injury community.

Continued development of our CRM has improved processes and streamlined the way we communicate with our members and supporters.

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RAISING FUNDS

Almost £4.1 million was raised in the 2024/25 financial year from fundraising activities, legacies, social enterprises, trading and other income. Our aim has been to grow, diversify and build the sustainability of our established income streams whilst also focusing on new strategic income growth areas. We are very grateful to everyone who supported our work during 2024/25. Below are some examples of key achievements.

• A highlight was the Big Give Christmas Challenge which raised £61,000, achieving a 73% increase in the number of donors supporting the campaign, a quarter of whom were new supporters of SIA. In addition, SIA’s first regional fundraising group was established in Milton Keynes.

• The second year of the Motability Foundation’s grant of £800,000 was received towards the Travel with Confidence project. In addition, we received 78 grants from charitable trusts, totalling an income of £474,000, including a grant from the National Lottery towards collaborative work with Aspire. We also received income from NHS England towards our support coordination services.

• The Frank Williams Academy appeal received £255,000 including a donation from Atlassian Williams Racing, as well as contributions from other companies, charitable trusts and funds raised from events.

• £602,000 was raised from our corporate partnership programme including a relaunch of our trusted care partner scheme, as well as renewals with our campaigns partner and trusted legal partners. Our business membership scheme has continued to develop and we now have 41 business members from a diverse range of sectors.

• Our special events raised £460,000, including the rebuilding lives event which was relaunched as a national conference, convening the spinal cord injury sector and community. The polo day, gunpowder ball and cornflower ball all continued to grow. We also held a special 50[th] year reception at SIA House, two networking events and supported numerous local fundraising events organised by our partners.

• 114 people took part in SIA challenge events across the year including the London Marathon, overseas cycle, sponsored shark dive and superhero triathlon raising over £180,000 collectively. In addition, more than 100 people and local groups took part in community fundraising activities or their own sponsored events.

• Income from social enterprises included the continued growth of SIA Healthcare and other enterprise initiatives.

Over the past year we worked with four companies as commercial participators with a contractual agreement in place to ensure they abided by the Code of Fundraising Practice and, specifically, protected vulnerable people and other members of the public from behaviour such as unreasonably intruding on their privacy, making unreasonable persistent approaches for soliciting money, or placing undue pressure on them to give money or other property.

Across all our fundraising activities, we adhered to the Code of Fundraising Practice for the UK as set by the fundraising regulator. There were no complaints registered with the independent regulator or any breaches with the Code of Fundraising Practice.

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OUR PEOPLE: STAFF, VOLUNTEERS, OPERATIONS, EDI AND SUSTAINABILITY

As SIA continued to grow, by the end of the year, our headcount stood at 82 staff, 12 board of trustee members and six associate trustees, 32 of whom have a spinal cord injury.

Overseeing and supporting staff and volunteers, including our trustees, the people team undertook initiatives throughout the year to enhance the charity’s operations and encourage a more diverse and inclusive workforce in line with our approach to EDI. We continued to deliver comprehensive leadership training for our senior leadership team, line managers and supported wider training for staff across the charity. We also trialled a reciprocal coaching programme to encourage a culture of learning with traditional hierarchies set aside, allowing everyone to learn from each other.

We made our website more informative and accessible to people seeking jobs, benchmarked staff pay against market rates and implemented several employment legislative changes introduced by the new government. We also made sure to continue to listen to our incredible staff, 89% of whom completed our annual staff survey and 90% of whom are likely to recommend SIA as a place to work. For example, we collaboratively launched the Listening Lounge, a wellbeing initiative and safe space for all staff to engage in open and honest discussions on a range of sensitive and important topics.

We also brought all our staff from across the charity together four times during the year for our Staff Development Days. These one-to-two-day events were a great opportunity for our staff to connect in person to colleagues they may not have met or regularly worked with, as well as our opportunity to deliver important updates and training on areas such as cyber security, safeguarding and policy developments. We also brought in different partners from our network of specialist organisations , for each meeting, so everyone could learn from and understand what they do, and how they support SIA’s strategic vision.

Looking ahead, we have ambitious plans to launch our People Strategy, roll out our resource’s library of 25-30 self-study modules of accessible learning content as part of our commitment to embed a learning and development culture across the charity, and intend to achieve the highest level of the government’s Disability Confident scheme: Disability Confident – Leader .

During the year, our incredible volunteers gave over 5,000 hours of their time to further our cause, allowing us to do more, reach a greater number of people and help raise awareness of SIA.

Our team of 59 volunteers (including trustees), 35 with a SCI, shared their experiences, skills and knowledge on a weekly basis. We had volunteers actively supporting our advice line and counselling service, the regional support network teams, and our fundraising and communications work. We are now developing a volunteer strategy, to help inform and drive our approach to volunteers over the next few years as we look to increase the numbers of volunteers supporting our work.

We are enourmously grateful for the continued support of our patron, HRH The Princess Royal, who supported key activities and events during the year, including our 50[th] anniversary celebrations at SIA House. Additionally, our four vice presidents and six ambassadors constantly represented SIA on a voluntary basis, helping build our expertise and enhance our public profile, networks and funding opportunities.

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EQUITY, DIVERSITY AND INCLUSION

Our EDI Strategy

EDI is at the heart of our Strategy 2030 and underpins everything we do at SIA. Our strategy is built on:

• Equity – Removing barriers and ensuring equal opportunities for all.

• Diversity – Recognising and celebrating the differences that make us stronger.

• Inclusion – Creating an environment where everyone feels welcome and valued.

Our vision

At SIA, we are committed to an inclusive culture where every individual is valued, respected, and empowered to reach their full potential. Through meaningful engagement and systemic change, we strive to break down barriers, challenge discrimination, and create a future where everyone can fully participate and thrive.

Our culture

We will value our differences and appreciate the benefit from our diversity of thought, background and experience. We will reflect the diversity of our people, members and other stakeholders.

Our behaviours

We will all act as role models and champions. Individually and collectively, we will uphold our shared vision and challenge behaviours and attitudes that don’t reflect it.

EDI strategic pillars

Our approach and EDI framework is based around four EDI strategic pillars:

STRATEGIC PILLAR 1 Organisational commitment	STRATEGIC PILLAR 2 Diversity of our people
FOCUS/IMPACT 1 Leadership, governance, accountability … to establish and implement organisational systems, structures, policies and processes that encourage and sustain EDI commitments through governance, leadership and accountability.	FOCUS/IMPACT 2 Diverse and inclusive workforce … to build a truly diverse workforce that inspires creativity and encourages varied perspectives.
STRATEGIC PILLAR 4 Diversity and our services	STRATEGIC PILLAR 3 Our people and culture
FOCUS/IMPACT 4 Members access, community engagement … to attract, be relevant to and engage with SCI members that reflect demographics of the overall SCI community and to ensure our services and those of our partners are equitable and accessible to all.	FOCUS/IMPACT 3 Inclusive culture … to build and support our people continuously developing attitudes, knowledge, and skills to foster culture of respect and inclusion, and an environment where all people experience respect and belonging.

SIA is fully committed to being as inclusive as possible, representing the whole of the SCI community and the UK public in all its diversity, and that we learn from each other and from other groups and

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organisations. We will also ensure we continue to refine and develop our approach to EDI as new staff and volunteers join the charity and are able to contribute their different experiences and perspectives.

We have made significant progress in developing and promoting EDI within SIA over the last year. This includes raising awareness through several collaborative sessions at our all-staff Staff Development Days, the evolution of our EDI action plan, improving the demographic data we collect for staff and trustees, recruiting new staff through more diverse recruitment channels, and hosting our first Black History Month webinar. These initiatives have significantly enhanced our knowledge and understanding of EDI, and our ability to support diverse communities.

Staff demographics at 31 March 2025

Gender identity	Female	Male	Prefer not to say or not disclosed
	68%	32%	n/a
Ethnicity	People from ethnic minority backgrounds	White British	White other	Prefer not to say or not disclosed
	10%	73%	6%	11%
Disability	Spinal cord injury or physical disability	Neurodivergent	No disability	Prefer not to say or not disclosed
	30%	3%	29%	38%

Trustee demographics at 31 March 2025 Number of Trustees: 12

Gender identity	Female	Male	Prefer not to say or not disclosed
	25%	75%	n/a
Ethnicity	People from ethnic minority backgrounds	White British	White other	Prefer not to say or not disclosed
	8%	92%	n/a	n/a
Disability	Spinal cord injury or physical disability	Neurodivergent	No disability	Prefer not to say or not disclosed
	92%	n/a	8%	n/a

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SUSTAINABILITY

SIA is strongly committed to making the charity as sustainable as possible, and during the year we continued to strengthen and embed our sustainability principles across the association. We have:

• Continued to ensure that outlining our approach to sustainability, and the way we do things, is included in the new staff induction process.

• Emptied and repaired our oil interceptor tank, which has a huge impact on local environmental protection.

• Installed additional recycling points at SIA House, so we adhere to single stream recycling and comply with the DEFRA laws in place from 31 March 2025.

• Specifically collected, and recycled, soft plastic waste.

• Ensured all the domestic products used at SIA House such as toilet roll, kitchen towel, soap, etc are all eco-friendly, and our coffee grounds are from the Rainforest Alliance.

• Made sure all food, coffee ground waste, and grass cuttings, are composted in our wooded garden.

• Made free sanitary products available at SIA House that are sustainably sourced Oeko-Tex certified organic bamboo and made with organic and natural ingredients.

• Replaced our old car park lighting with new lights that are LED for energy efficiency, longevity, and are 100% recyclable.

• Had our solar panel array cleaned and tested and improved the energy output from our solar panel array by professionally pollarding the nearby trees.

• Continued to use renewable energy where possible.

• Continued to actively use our sustainability focus group to drive our approach to sustainability across SIA.

Looking ahead, over the next 12 months we intend to investigate the practical and financial feasibility of the Cycle to Work Scheme, air source heat pumps, EV chargers, and battery storage options. We will also be exploring sustainability accreditations.

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FINANCIAL REVIEW

These financial statements are for the group, which comprises both the Association and its wholly owned trading company, SIA Enterprises Ltd. The results for the year are set out in the Consolidated Statement of Financial Activities, formatted in accordance with the Accounting and Reporting by Charities: Statement of Recommended Practice (SORP) .

Overview of performance

Our gross income for 2024/25 was £4,096,318 , offset by £3,521 in unrealised losses on investments. Total expenditure for the year was £4,192,892 , resulting in a modest planned deficit of £100,095 .

This deficit, while planned for, was managed through strategic use of designated reserves to support our expanding activities and ensure continuity of critical services.

Income of £4.096 million represents a 6% increase on 2023/24 (£3.851m), reflecting a year of sustained growth in fundraising, social enterprise activity, and grant income.

Reserves and funds

Despite a deficit year, we maintained a strong reserves position. At year-end:

• Total free (unrestricted) reserves were £1.160 million , in line with our reserves policy

• Designated reserves totalled £2.311 million , including:

• £1.376 million earmarked for our two-year strategic plan (2025–2027)

• o £935k for future depreciation of SIA House and other fixed assets

• Restricted reserves stood at £555k (2024: £661k)

These reserves ensure that we can respond flexibly to both risk and opportunity and continue delivering services regardless of short-term income fluctuations.

Sources of income and expenditure

HOW WE RAISE OUR MONEY

£1,899k Donations & Legacies £861k Grants

==> picture [372 x 141] intentionally omitted <==

----- Start of picture text -----
£1,899k Donations & Legacies
25%
£861k Grants
46%
3%
£195k Corporate partnerships and
5%
membership
21% £138k Education, Training,
Publications
oO
----- End of picture text -----

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Our income came from a diverse mix of sources including:

• Charitable trusts and foundations

• Corporate partnerships

• Social enterprises

• Individual giving, events, and legacy donations

Our expenditure reflects our commitment to delivering and scaling high-impact services. The largest share of spend was on frontline services, clinical and peer support, advocacy, and campaigning.

Designated funds and future plans

By year-end of 2024/25 our unrestricted income exceeded expenditure, mostly due to receiving unbudgeted legacies during the year; we do not budget for unknown legacies but build them into the following year’s designated funds (our Growth and development investment fund) and then allocate them into our two-year budget and quarterly reforecasts. In addition to the legacy income, we also achieved expenditure savings across the organisation.

Examples of increased expenditure covered in the budget by designated funds include:

• Expanding our network of support partners and regional community groups

• Increasing capacity in our support line and counselling services

• Developing our CRM and digital platforms

• Strengthening our campaigns function to support local campaigning by our members

• Grow new income streams

These targeted investments ensure we remain agile, relevant, and responsive to our community’s changing needs.

We take a risk-based approach to growth, with all major investments subject to quarterly review and reforecasting, aligned to our income performance.

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RESERVES POLICY

Our reserves policy, including agreed reserve levels, is reviewed by trustees annually as part of governance processes and takes into consideration our strategic plans, annual budget, and the overall risk environment in which we operate. The policy is designed to be both robust and flexible, enabling the charity to respond effectively to changing circumstances and continue delivering vital services to our beneficiaries.

We recognise the importance of holding sufficient reserves to ensure continuity of service in the event of a significant reduction in income or unforeseen expenditure. To this end, the trustees have adopted a risk-based reserves policy , which assesses potential financial risks and considers a range of “what if” scenarios that could impact our financial sustainability.

The following principles apply:

1. Designated funds are unrestricted funds that have been internally earmarked for specific purposes. For the purposes of our reserves calculation, all Designated funds are treated as committed and therefore excluded from the free reserves figure.

This includes the Property and Fixed asset Designated funds, which are set aside to cover future depreciation.

Accordingly, only truly Unrestricted reserves – those not designated for planned investment – will be considered available as free reserves under our risk-based methodology.

1. Four categories have been used for estimating an appropriate level of free reserves. These were all considered during the process. The highest impact value of the four categories will be used as the appropriate reserves level:

2. Working capital

3. Building - Continuity

4. Regulatory

Based on these calculations, £1,100k to £1,400k is considered an appropriate level of unrestricted reserves.

Trustees are satisfied that the current unrestricted reserves level of £1,160k (2024: 1,160k) falls within the parameters of the reserves policy.

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	2025	2024
	£’000	£’000
Restricted Funds	555	661
Designated Funds
Property and fixed assets funds	935	1,026
Deposits from SIA groups	11	15
Strategic growth	1,365	1,264
General/Free Funds	1,160	1,160
Total Funds	4,026	4,126

INVESTMENT POLICY

SIA’s investment policy provides a framework for making sound investment decisions. It helps trustees manage the charity’s resources effectively, provides clear guidance to inform decisions, and supports good governance.

The policy takes into account our income requirements, risk profile, and outlook on market conditions. The Finance, people and operations committee regularly reviews the performance of our investments and our overall investment strategy, considering our cash balances, reserves policy, future plans and risks, as well as market prospects.

Our financial objective is to preserve the real value of our investments over the long term, while generating a regular income. Income generation is considered secondary to the preservation of capital value. Investment income supplements SIA’s other sources of income and is not restricted for a specific purpose.

SIA is committed to ethical investment and seeks to align its financial strategy with its values and charitable purpose. Our investment is held in a Charities Ethical Investment Fund, which avoids companies and sectors that do not meet recognised ethical standards.

Over the year, the value of our investments fell by £3.5k due to unrealised losses.

During the year, cash was held in current and deposit accounts.

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GOING CONCERN

The trustees consider the charity to be in a strong financial position. They have assessed the charity’s ability to continue as a going concern and confirm that there are no known material uncertainties that would cast significant doubt on its ability to continue operating.

The trustees are satisfied that the budgeted income and expenditure, current cash flow, and level of reserves are in line with the charity’s Reserves Policy and are sufficient to support continued operations throughout 2025/26.

Management and trustees regularly review detailed forecasts of income and expenditure. Performance is closely monitored against these forecasts on a monthly basis, with variances highlighted, analysed, and discussed at both senior leadership team and Board level.

The charity has a strong balance sheet, with unrestricted reserves of over £1.16 million (within the range set out in the reserves policy), and designated funds of £1.37 million set aside to support our growth and development plans. There are no indications of any short-term cash flow concerns.

Based on this assessment, and considering the availability and liquidity of unrestricted and designated funds, the trustees are confident that the charity has sufficient resources to meet its liabilities as they fall due. They have therefore concluded that the charity is a going concern and that it is appropriate for the financial statements to be prepared on that basis. This assessment covers a period of at least 12 months from the date of approval of the financial statements.

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LEGAL AND ADMINISTRATIVE DETAILS

Company number 3175203 Country of incorporation United Kingdom Charity number 1054097 Country of registration England & Wales Registered office SIA House, 2 Trueman Place, Oldbrook, Milton Keynes, MK6 2HH Trustees Trustees, also directors under company law, who served during the year and up to the date of this report were as follows:

Ian Anderson (appointed 23/11/2024) Richard Brindley Samantha Cole (resigned 18/5/2024) Ron Dunning * Mark Henderson Charlotte Horn (appointed 23/11/2024) Gareth Hillier

Faisal Hussain Christopher Keogh (resigned 18/5/2024) Leanora Volpe Peter Watts Paul Williams (appointed 23/11/2024) Stephanie Whitmore James Wood*

• Denotes trustee with spinal cord injury

Key management Nik Hartley OBE, chief executive officer personnel Anna Saunders, director of business development Mark Ridler, director of programmes Svetla Stallwood, director of finance and operations Bankers Barclays Bank PLC, Leicester, LE87 2BB Investments CCLA Investment Management, One Angel Lane, London, EC4R 3AB Auditor Sayer Vincent LLP, 110 Golden Lane, London, EC1Y 0TLG Solicitors Freeths LLP, Routeco Office Park, Davy Avenue, Knowlhill, Milton Keynes, MK5 8HJ Patron HRH The Princess Royal Vice Presidents Claire Williams OBE Gerard McDermott KC Martin Hibbert Paul Roy BEM

Legal status

Spinal Injuries Association (SIA) was founded in 1974 as a registered charity (No.1054097). The company was incorporated as a charitable company (No. 3175203) limited by guarantee on 19 March 1996 and is registered in England and Wales. The governing instrument for the charitable company is the Memorandum and Articles of Association (updated October 2021).

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STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

SIA is a company limited by guarantee and not having a share capital governed by its Articles of Association dated 3 November 2021. It is registered as a charity with the Charity Commission. In the event of winding up, each company member’s liability is limited to £1.

Appointment of trustees

As set out in the Articles of Association, SIA is managed by a board of trustees who are also directors for the purpose of Company Law and Company members. The board of trustees comprises of no less than nine and no more than 15 trustees. To ensure that SIA maintains strong and effective governance, a rolling programme of trustee recruitment commenced all underpinned by succession planning. Trustees may serve up to three terms of three years.

As far as is practicable:

• at least 75% of the trustees have lived experience of spinal cord injury

• the composition of the board is one of diversity reflecting society

• in respect of five of the trustees, the process for their selection as candidates for appointment, will include an election by the members to choose those candidates from amongst the members

Associate trustees

In addition to the statutory board of trustees, the charity also benefits from the support of associate trustees. These individuals are not directors of the charitable company and do not have voting rights, but provide valuable input and support through subcommittee involvement and advisory roles.

Sarah Ashby (appointed 23/11/2024) Andrew Dickinson (appointed 24/2/2024) Claire Guy (appointed 23/11/2024)

Sally Light OBE (appointed 23/11/2024) Sheilagh Reid (appointed 23/11/2024) Anne Rhind (appointed 24/2/2024)

Developing governance for the future

During the year, we took significant steps to strengthen our governance at SIA. We began with dedicated risk management training for trustees and senior staff, which was followed by a comprehensive review of our strategic risks to ensure effective oversight and mitigation. We also undertook a review and update of our key policies and procedures to ensure they remain robust and fit for purpose. To improve board succession planning and widen our collective expertise, we broadened trustee recruitment to attract individuals with a more diverse range of skills, knowledge, and experience. As part of this effort, we also introduced the role of associate trustees, enabling us to further strengthen board capacity and future leadership.

Trustees’ induction and training

On appointment, new trustees attend induction sessions with the chair of trustees and members of our senior leadership team. They are briefed on their legal obligations under charity and company law, on our governing documents, on the committee structure and decision-making processes, our services, the strategic, business, and fundraising plans and our financial performance and reserves. Trustees also complete mandatory training including safeguarding training. All trustees are encouraged to attend appropriate external training events to help facilitate their roles and fill any skills shortage identified by the annual skills audit.

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Organisation

The board is responsible for the governance of the charity. The trustees delegate the running of the organisation to the chief executive, within a framework of delegated authority. The board meets at least four times a year. The board has established three committees with appropriate delegations. Each committee supports the chief executive and the senior leadership team by providing oversight, support and monitoring the specific areas, progress, challenges and opportunities and strategic risks. They make strategic decisions and recommendations, where appropriate, to the board.

The finance, people and operations committee have key responsibilities for:

• the charity’s financial situation, cash position and associated risks

• the charity’s policies, plans and reports in relation to accountability, governance and compliance

• people services including staff wellbeing attraction, retention and development of staff and volunteers as well as relevant legislative and regulatory requirements

• oversight of the charity’s assets including SIA House

• oversight of planned maintenance and sustainability programs in relation to SIA House

The business development committee has key responsibilities for:

• Business development: building and managing relationships with individuals and organisations to generate income for SIA, whilst also helping to achieve its strategic ambitions. Key drivers are growth, diversification and sustainability of income streams and networks

• Investments & partnerships: this includes trust fundraising, corporate fundraising, corporate partnerships, sponsorship, challenge events, community fundraising, special events, individual giving, regional fundraising, major donors and legacies

• Enterprises: this includes SIA Healthcare and other social enterprises. Whilst SIA’s enterprises are considered by the SIA Enterprises Board, the business development committee has oversight of all income across the charity

The programmes committee has key responsibilities for:

• Services – delivering the two strategic approaches:

• Providing critical health care and support (including clinical specialists, mental health counselling, support line and advocacy)

• Co-ordinating a network of support (including a network of partners, support coordinators, community groups and volunteers)

• Academy

• Building specialist expertise across the health and care sector (including training and education of health care professionals and service users, research and development, and policy work within the health and care system)

• Communication and Campaigns

• Campaign for change – (including campaigns, policy-work, communications, marketing, publications, CRM, member engagement, and publications)

Key executive personnel

A team of nine (full-time and part-time) staff make up the senior leadership team, who oversee SIA’s day-to-day running of the charity, including the CEO, three directors and five heads of departments.

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Related parties

The charity owns the whole of the issued share capital of a trading company, SIA Enterprises (SIAE). The company is registered in England and Wales (No 6034183). SIAE achieved a profit of £417,688 (2024: £356,889). Distributable profits are donated to SIA. This arrangement is agreed by a Deed of Covenant which is reviewed annually.

None of the trustees receive remuneration or other benefit from their work with the charity.

Remuneration policy

Trustees are responsible for agreeing a remuneration framework, taking account of responsibilities and performance, consistency and equity, the sector norms for charities of similar size, the external economic environment and financial affordability. Staff pay is regularly reviewed by the trustees. A review took place at the end of 2024, and this resulted in salary uplifts for all staff from April 2025.

Details of directors’ remuneration are disclosed in note 7 to the accounts.

Risk management

Trustees regularly examine and monitor major strategic, business and operational risks that the charity faces and confirm that systems are in place to enable the necessary steps to be taken to reduce these risks. We have a two-tier risk register to address operational and strategic risks. We use recognised risk management protocols and standards when assessing operational and strategic risks.

Our finance, people and operations committee, which meets quarterly, is responsible for oversight of the risk management framework and regularly reviews the risk register. Our senior leadership team reviews the risk register quarterly and is responsible for managing a set of effective measures to mitigate both the likelihood and impact of each risk with quarterly reports to delegated board committees for each risk.

As part of annual planning and budgeting, the senior leadership team and trustees reviewed strategic risks and agreed the following five key risks:

Strategic Risk
	Risk Description	Potential Impact	Mitigating Actions
Area
1. Data, impact, and the sector	Risk that inaccurate, incomplete, or poorly communicated data could lead to ineffective decision-making, and diminished ability to measure and demonstrate the charity's impact.	Operational inefficiencies and impaired fundraising, influencing, and commissioning.	Investment in data quality, impact measurement frameworks, and staff training.
2. Positioning and NHS engagement	Failure to establish SIA as a key partner with the health and care system for people with SCI.	Inability to achieve core goals or embed lived experience in NHS strategy.	Ongoing stakeholder engagement, strategic partnerships, and policyinfluencing.
3. Retaining expertise and	Through lack of opportunity and/or succession planning, key	Reduced capacity, continuity, and organisational memory	Workforce strategy, leadership development,and

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Strategic Risk
	Risk Description	Potential Impact	Mitigating Actions
Area
succession planning	staff at any level could leave SIA.		succession planning in keyroles.
4. Sustainable income	SIA is overly reliant on income that is risky, unpredictable and susceptible to sudden change and lacks income streams that are stable and sustainable for futureyears.	Overdependence on reserves, limited flexibility to plan or respond.	Diversified income strategy, reserves policy, business development pipeline.
5. Safeguarding	Interaction with vulnerable adults by SIA staff/volunteers are not properly vetted, managed & reported on against statutory requirements leads to safeguardingbreaches.	Loss of trust in SIA and its staff and volunteers risking its ability to continue to work and serve its community.	Regular training, safeguarding policies and audits, Designated Safeguarding leads.

Serious incidents and fraud

During the financial year, we reported two serious incidents to the Charity Commission. These involved a cybersecurity breach and an instance of fraud by an external rogue collector. Neither incident had any impact on our financial results. Appropriate remedial actions were taken, and internal controls have been reviewed and strengthened.

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TRUSTEES’ RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS

The trustees (who are also directors of Spinal Injuries Association for the purposes of company law) are responsible for preparing the trustees’ annual report and the financial statements in accordance with applicable law and UK Accounting Standards (UK Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year that give a true and fair view of the situation of the charitable company and group and of the incoming resources and application of resources, including the income and expenditure of the charitable company or group for that period. In preparing these financial statements, the trustees are required to:

• Select suitable accounting policies and then apply them consistently

• Observe the methods and principles in the Charities SORP

• Make judgements and estimates that are reasonable and prudent

• State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements

• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation

The trustees are responsible for keeping adequate accounting records that disclose, with reasonable accuracy at any time, the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

• There is no relevant audit information of which the charitable company’s auditor is unaware

• The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information

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

Trustees have discharged these responsibilities by implementing a system of financial controls based upon:

1. Agreeing a budget for SIA and delegating responsibility for the control of the budget 2. Monitoring the implementation of the budget by receiving quarterly reports and forecasts

The make up of the board and its committees is described on pages 32-34.

Trustees appoint a CEO to manage the day-to-day operations of the charity. To facilitate effective operations, the CEO has delegated authority, within terms of delegation approved by the trustees,

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for all operational matters, including finance, employment, service delivery and income generation. The scheme of delegated powers is reviewed and approved annually.

Legislative and regulatory compliance

Trustees receive regular reports in relation to our compliance with new and existing legislation, ensuring standards and compliance are maintained at governance and operational level.

Charity Governance Code

The Charity Governance Code was published in 2017. We continue to benchmark our policies, procedures and activities against the recommendations and statements of good practice it contains.

While we already apply many of the recommendations and much of the good practice measures in the code, we continue to monitor application at both governance and operational level.

Auditors

Following a thorough market review, Sayer Vincent LLP was reappointed as the charitable company’s auditor during the year and has expressed its willingness to continue in that capacity.

The directors’ annual report has been prepared in accordance with the special provisions applicable to companies subject to the small companies’ regime.

The trustees’ annual report was approved by the trustees on 12 July 2025 and signed on their behalf by Faisal Hussain, chair and company director.

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF SPINAL INJURIES ASSOCIATION

Opinion

We have audited the financial statements of Spinal Injuries Association (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2025 which comprise the consolidated statement of financial activities, the group and parent charitable company balance sheets, the consolidated statement of cash flows and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 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 of the parent charitable company’s affairs as at 31 March 2025 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended

• Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice

• Have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities Act 2011

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the group financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on Spinal Injuries Association'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.

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Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other Information

The other information comprises the information included in the trustees’ annual report other than the group financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the group financial statements does not cover the other information, and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the group financial statements or our knowledge obtained in the course of 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 group 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.

Opinions on other matters prescribed by the Companies Act 2006

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

• The information given in the trustees’ annual report for the financial year for which the financial statements are prepared is consistent with the financial statements

• The trustees’ annual report has been prepared in accordance with applicable legal requirements

Matters on which we are required to report by exception

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

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and Charities Act 2011 requires us to report to you if, in our opinion:

• Adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or

• The parent charitable company 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; or

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• The directors were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ annual report and from the requirement to prepare a strategic report.

Responsibilities of trustees

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

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

Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 and section 151 of the Charites Act 2011 and report in accordance with those Acts.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below.

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Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

• We enquired of management, the audit and risk committee, which included obtaining and reviewing supporting documentation, concerning the group’s policies and procedures relating to:

• Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;

• Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;

• The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.

• We inspected the minutes of meetings of those charged with governance.

• We obtained an understanding of the legal and regulatory framework that the group operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience.

• We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of non-compliance throughout the audit.

• We reviewed any reports made to regulators.

• We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.

• We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.

• In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or noncompliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

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Use of our report

This report is made solely to the charitable company's members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor’s report and for no other purpose.

To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Jonathan Orchard (Senior statutory auditor)

1 August 2025

for and on behalf of Sayer Vincent LLP, Statutory Auditor 110 Golden Lane, LONDON, EC1Y 0TG

Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act 2006

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Spinal Injuries Association

Consolidated statement of financial activities (incorporating an income and expenditure account)

For the year ended 31 March 2025

Note Income from: 2 3 3 3 3 4 5 5 5 5 5 6 13 Investments Total income Expenditure on: Donations and legacies Charitable activities Other trading activities Provide critical health and care Coordinate a network of support services Campaign for change Build vital specialist expertise Raising funds Net income / (expenditure) for the year Total expenditure Charitable activities Provide critical health and care Build vital specialist expertise Coordinate a network of support services Campaign for change Total funds brought forward Total funds carried forward Transfers between funds Net movement in funds Net income / (expenditure) before other recognised gains and losses Net gain / (loss) on investments Reconciliation of funds:	Unrestricted £ 1,705,203 8,835 109,752 111,760 8,898 1,050,626 47,197	Restricted £ - 421,988 177,481 374,053 80,525 - -	2025 Total £ 1,705,203 430,823 287,233 485,813 89,423 1,050,626 47,197 4,096,318 910,250 1,323,619 612,658 844,864 501,501 4,192,892 (96,574) - (96,574) (3,521) (100,095) 4,126,247 4,026,152	Unrestricted £ 1,868,766 9,997 9,997 126,236 10,038 879,324 32,125	Restricted £ 183,826 248,141 180,124 245,972 56,332 - -	2024 Restated Total £ 2,052,592 258,138 190,121 372,208 66,370 879,324 32,125
	3,042,271	1,054,047		2,936,483	914,395	3,850,878
	910,250 897,412 408,427 378,918 437,404	- 426,207 204,231 465,946 64,097		802,416 746,856 291,064 275,162 422,483	- 462,408 226,568 241,226 4,894	802,416 1,209,264 517,632 516,388 427,377
	3,032,411	1,160,481		2,537,981	935,096	3,473,077
	9,860 -	(106,434) -		398,502 -	(20,701) -	377,801 -
	9,860 (3,521)	(106,434) -		398,502 20,128	(20,701) -	377,801 20,128
	6,339 3,465,013	(106,434) 661,234		418,630 3,046,383	(20,701) 681,935	397,929 3,728,318
	3,471,352	554,800		3,465,013	661,234	4,126,247

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 20a to the financial statements.

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Spinal Injuries Association

Balance sheets

Company no. 3175203

As at 31 March 2025

Note Fixed assets: 11 12 13 Current assets: 16 Liabilities: 17 Total unrestricted funds Intangible assets Total funds Debtors Creditors: amounts falling due within one year Net current assets Total net assets Restricted income funds Other designated funds Investments Cash at bank and in hand Short term deposits Tangible assets Funds: Unrestricted income funds: Designated funds General funds Property and fixed assets funds	2025 2024 £ £ 928,461 998,327 6,683 27,823 266,607 220,128 The group	2025 2024 £ £ 928,461 998,327 6,683 27,823 266,607 220,128 The group	2025 2024 £ £ 928,461 998,327 6,683 27,823 266,607 220,129 The charity	2025 2024 £ £ 928,461 998,327 6,683 27,823 266,607 220,129 The charity
	1,201,751 1,059,704 923,657 1,369,680	1,246,278 1,161,027 704,553 1,584,170	1,201,751 1,315,033 923,657 1,053,553	1,246,279 1,703,072 704,553 975,658
	3,353,041 (528,640)	3,449,750 (569,781)	3,292,243 (467,842)	3,383,283 (503,315)
	2,824,401	2,879,969	2,824,401	2,879,968
	4,026,152	4,126,247	4,026,152	4,126,247
	554,800 935,145 1,376,356 1,159,851	661,234 1,026,151 1,279,011 1,159,851	554,800 935,145 1,376,356 1,159,851	661,234 1,026,151 1,279,011 1,159,851
	3,471,352	3,465,013	3,471,352	3,465,013
	4,026,152	4,126,247	4,026,152	4,126,247

Approved by the trustees on 12 July 2025 and signed on their behalf by

Faisal Hussain Chair and Company Director

45

Spinal Injuries Association

Consolidated statement of cash flows

For the year ended 31 March 2025

Note £ £ Net income / (expenditure) for the reporting period (96,574) (as per the statement of financial activities) Depreciation and amortisation charges 91,006 (47,197) (Increase)/decrease in stocks - (Increase)/decrease in debtors 101,323 Increase/(decrease) in creditors (41,141) Net cash provided by / (used in) operating activities 7,417 43,676 (Gains)/losses on investments 3,521 - (50,000) (2,803) 4,614 2,288,723 2,293,337 Purchase of investments 2025 Cash flows from operating activities Net cash provided by / (used in) investing activities Cash flows from investing activities: Dividends and interest from investments Purchase of fixed assets Dividends and interest from investments Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year Change in cash and cash equivalents in the year	Note £ £ Net income / (expenditure) for the reporting period (96,574) (as per the statement of financial activities) Depreciation and amortisation charges 91,006 (47,197) (Increase)/decrease in stocks - (Increase)/decrease in debtors 101,323 Increase/(decrease) in creditors (41,141) Net cash provided by / (used in) operating activities 7,417 43,676 (Gains)/losses on investments 3,521 - (50,000) (2,803) 4,614 2,288,723 2,293,337 Purchase of investments 2025 Cash flows from operating activities Net cash provided by / (used in) investing activities Cash flows from investing activities: Dividends and interest from investments Purchase of fixed assets Dividends and interest from investments Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year Change in cash and cash equivalents in the year	Note £ £ Net income / (expenditure) for the reporting period (96,574) (as per the statement of financial activities) Depreciation and amortisation charges 91,006 (47,197) (Increase)/decrease in stocks - (Increase)/decrease in debtors 101,323 Increase/(decrease) in creditors (41,141) Net cash provided by / (used in) operating activities 7,417 43,676 (Gains)/losses on investments 3,521 - (50,000) (2,803) 4,614 2,288,723 2,293,337 Purchase of investments 2025 Cash flows from operating activities Net cash provided by / (used in) investing activities Cash flows from investing activities: Dividends and interest from investments Purchase of fixed assets Dividends and interest from investments Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year Change in cash and cash equivalents in the year	£ 377,801 129,510 (32,125) - (530,980) 183,402 52,253 (20,128) (147,143) (200,000)	£ 2024
		7,417 (2,803)		127,608 (315,018)
		4,614 2,288,723		(187,410) 2,476,133
		2,293,337		2,288,723

46

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

1 Accounting policies

a) Statutory information

Spinal Injuries Association is a charitable company limited by guarantee and is incorporated in England and Wales.

The registered office address and principal place of business is SIA House, 2 Trueman Place, Oldbrook, Milton Keynes, MK6 2HH.

b) Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) - (Charities SORP FRS 102), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

These financial statements consolidate the results of the charity and its wholly-owned subsidiary SIA Enterprises Limited on a line by line basis. Transactions and balances between the charity and its subsidiary have been eliminated from the consolidated financial statements. Balances between the two entities are disclosed in the notes of the charity's balance sheet. A separate statement of financial activities, or income and expenditure account, for the charity itself is not presented because the charity has taken advantage of the exemptions afforded by section 408 of the Companies Act 2006 as a summary of the result for the year is disclosed in the notes to the accounts.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

c) Public benefit entity

The charity meets the definition of a public benefit entity under FRS 102.

d) Going concern

The trustees believe that the Charity’s financial resources and contingency planning are robust and sufficient to ensure the ability of the Charity to continue as a going concern for the foreseeable future, being at least twelve months from the date of approval of these financial statements and therefore have prepared the financial statements on a going concern basis.

e) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income from government and charitable trusts, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. Small grants (under £5,000) are grouped under the 'Other small grants'.

For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, a reliable estimate of the estate has been established and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is a treated as a contingent asset and disclosed if material.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

f) Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

47

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

1 Accounting policies (continued)

g) Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular purposes.

h) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

• Costs of raising funds relate to the costs incurred by the charity in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose

• Expenditure on charitable activities includes the costs of delivering services undertaken to further the purposes of the charity and their associated support costs

• � Other expenditure represents those items not falling into any other heading

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

i) Allocation of support costs

Resources expended are allocated to the particular activity where the cost relates directly to that activity.

Where information about the aims, objectives and projects of the charity is provided to potential beneficiaries, the costs associated with this publicity are allocated to charitable expenditure.

Support and governance costs are re-allocated to each of the activities based on staff numbers attributable to each activity.

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

j) Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

k) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £1,000. Laptops, including those costing over £1,000, are not capitalised and are expensed in the year of purchase, in line with the charities policy for IT equipment with a short useful life. Depreciation costs are allocated as support costs. The carrying value of intangible assets are reviewed for impairment when events or changes in circumstances indicate the carrying value may not be recoverable. Major components are treated as a separate asset where they have significantly different patterns of consumption of economic benefits and are depreciated separately over its useful life. Where fixed assets have been revalued, any excess between the revalued amount and the historic cost of the asset will be shown as a revaluation reserve in the balance sheet.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

Full annual deprecation is charged in the 1st year.

• Land Not depreciated

• � Leasehold property 50 years � Office equipment 4 years � Fixtures and fittings 4 years

l) Intangible assets

Intangible assets consist of software development costs. This is amortised over 3 years.

m) Investments in subsidiaries

Investments in subsidiaries are at cost.

Listed investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Any change in fair value will be recognised in the statement of financial activities. Investment gains and losses, whether realised or unrealised, are combined and shown in the heading “Net gains/(losses) on investments” in the statement of financial activities.

48

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

1 Accounting policies (continued)

n) Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

o) Short term deposits

Short term deposits include cash balances that are invested in accounts with a maturity date of between 0 and 9 months.

p) Cash at bank and in hand

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

q) Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

r) Financial instruments

There were no other donations from related parties which were outside the normal course of business and no restricted donations from related parties. There were also no other related party transactions in the year.

s) Pensions

The charity provides a defined contribution money purchase pension scheme, the assets of which are held separately from those of the company in an independently administered fund. Contributions totalling £225,337 (2024: £170,437) were paid during the year.

49

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

2 Income from donations and legacies

Income from donations and legacies
			2025			2024
						Restated
		Restricted			Restricted
	Unrestricted		Total	Unrestricted		Total
	£	£	£	£	£	£
Grants and Donations	1,115,562	-	1,115,562	910,956	-	910,956
Legacies	589,641	-	589,641	957,810	-	957,810
	1,705,203	-	1,705,203	1,868,766	-	1,868,766

3 Income from charitable activities

Grants Publications Sub-total for providing critical health and care Grants Publications Other Sub-total for coordinating a network of support services Grants Education & training Publications Sub-total for building vital specialist expertise Grants Publications Other Sub-total for campaigning for change Total income from charitable activities	Unrestricted £ - 8,835	£ 421,988 - Restricted	2025 Total £ 421,988 8,835	Unrestricted £ - 9,997	£ 431,967 - Restricted	2024 Restated Total £ 431,967 9,997
	8,835	421,988	430,823	9,997	431,967	441,964
	- 8,835 100,917	177,481 - -	177,481 8,835 100,917	- 9,997 -	180,124 - -	180,124 9,997 -
	109,752 - 102,925 8,835	177,481 374,053 - -	287,233 374,053 102,925 8,835	9,997 - 116,239 9,997	180,124 245,972 - -	190,121 245,972 116,239 9,997
	111,760	374,053	485,813	126,236	245,972	372,208
	- 8,835 63	80,525 - -	80,525 8,835 63	- 9,996 42	56,332 - -	56,332 9,996 42
	8,898	80,525	89,423	10,038	56,332	66,370
	239,245	1,054,047	1,293,292	156,268	914,395	1,070,663

Restricted income totalling £183,826 has been restated in 2024 to reclassify it under the relevant charitable activity. This reclassification does not affect the net movement in the year.

4 Income from other trading activities

Fundraising events Other trading Corporate partnerships and memberships	Unrestricted £ 466,265 195,000 389,361	£ - - - Restricted	2025 Total £ 466,265 195,000 389,361	Unrestricted £ 411,465 137,500 330,359	£ - - - Restricted	2024 Total £ 411,465 137,500 330,359
	1,050,626	-	1,050,626	879,324	-	879,324

50

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

5a Analysis of expenditure (current year)

Staff costs (Note 7) Other direct costs Premises Insurance Communications Audit IT Professional fees Office expenses Finance costs Recruitment, Training, Welfare Trustee expenses Depreciation and amortisation Recoverable VAT Other expenses Support and Governance costs Total expenditure 2025 Total expenditure 2024	Raising funds £ 438,768 286,023 - - - - - - - - - - - - - 724,791 185,459 910,250 802,416		Charitable activities		Governance costs £ 66,335 - - - 16,560 - - - - 2,473 5,575 - - 1,601	Support costs £ 501,901 137,893 9,765 7,928 - 102,232 23,714 15,792 3,327 73,114 - 91,006 (46,609) 7,420	2025 Total £ 3,023,699 717,402 137,893 9,765 7,928 16,560 102,232 23,714 15,792 3,327 75,587 5,575 91,006 (46,609) 9,021	2024 Total £ 2,394,325 635,176 94,473 15,981 11,905 13,200 91,401 19,034 14,745 3,551 85,914 2,470 129,510 (47,694) 9,086
		Provide critical health and care £ 850,469 117,686 - - - - - - - - - - - - -	Coordinate a network of support services Build vital specialist expertise £ £ 368,392 484,180 89,716 159,770 - - - - - - - - - - - - - - - - - - - - - - - - - -	Campaign for change £ 313,654 64,207 - - - - - - - - - - - - - 377,861 123,640 501,501 427,377
		968,155 355,464	458,108 643,950 154,550 200,914		92,544 (92,544)	927,483 (927,483)	4,192,892 -	3,473,077 -
		1,323,619	612,658 844,864		-	-	4,192,892	-
		1,209,264	517,632 516,388		-	-	-	3,473,077

51

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

5b Analysis of expenditure (previous year)

Staff costs (Note 7) Other direct costs Premises Insurance Communications Audit IT Professional fees Office expenses Finance costs Recruitment, Training, Welfare Trustee expenses Depreciation and amortisation Recoverable VAT Other expenses Support and Governance costs Total expenditure 2024	Raising funds £ 340,880 312,583 - - - - - - - - - - - - - 653,463 148,953 802,416		Charitable activities	Charitable activities	Campaign for change £ 275,615 35,909 311,524 115,853 427,377	Governance costs £ 57,133 - - - - 13,200 - - - - 15,672 2,470 - - 2,116 90,591 (90,591) -	Support costs £ 401,288 - 94,473 15,981 11,905 - 91,401 19,034 14,745 3,551 70,242 - 129,510 (47,694) 6,970 811,406 (811,406) -	2024 Total £ 2,394,325 635,176 94,473 15,981 11,905 13,200 91,401 19,034 14,745 3,551 85,914 2,470 129,510 (47,694) 9,086
		Provide critical health and care £ 710,819 150,887 - - - - - - - - - - - - - 861,706 347,558 1,209,264	Coordinate a network of support services £ 305,462 63,216 - - - - - - - - - - - - - 368,678 148,954 517,632	Build vital specialist expertise £ 303,129 72,581 375,710 140,678 516,388
								3,473,077 -
								3,473,077

52

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

6 Net income / (expenditure) for the year

This is stated after charging / (crediting):

This is stated after charging / (crediting):
	2025	2024
	£	£
Depreciation and amortisation	91,006	129,510
Operating lease rentals:
Other	8,101	7,133
Audit (excluding VAT):	13,800	10,600
Auditor's other fees (excluding VAT):	500	1,480

7 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel

Staff costs were as follows:

Salaries and wages Redundancy and termination costs Employer’s contribution to defined contribution pension schemes Social security costs	2025 £ 2,542,825 - 255,537 225,337	2024 £ 2,021,752 2,500 199,637 170,437
	3,023,699	2,394,326

The following number of employees received employee benefits (excluding employer pension costs and employer's national insurance) during the year between:

		2025	2024
		No.	No.
£60,000	- £69,999	1	2
£70,000	- £79,999	-	-
£80,000	- £89,999	1	1
£90,000	- £99,999	-	-

The total employee benefits (including pension contributions and employer's national insurance) of the key management personnel were:

2025: £340,553 2024: £319,324

The charity trustees were neither paid nor received any other benefits from employment with the charity in the year (2024: £nil). No charity trustee received payment for professional or other services supplied to the charity (2024: £nil).

Trustees' expenses represent the payment or reimbursement of travel, accommodation and subsistence costs totalling £5,399 (2024: £2,470) incurred by 6 trustees (2024: 6).

53

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

8 Staff numbers

The average number of employees (head count based on number of staff employed) during the year was 77 (2024: 64).

Staff are split across the activities of the charity as follows (headcount basis):

Staff are split across the activities of the charity as follows (headcount basis):
4. Coordinate a network of support services 2. Build vital specialist expertise 3. Campaigns for change Raising funds Support costs 1. Provide critical health and care Governance	2025 No. 12.0 23.0 13.0 8.0 10.0 1.0 10.0	2024 No. 9.0 21.0 8.5 7.0 9.0 1.5 8.0
	77.0	64.0

9 Related party transactions

There were no donations received from related parties outside of the normal course of business. No services (2024: £0) were purchased from related parties. There were no other donations from related parties which were outside the normal course of business and no restricted donations from related parties.

10 Taxation

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes. The charity's trading subsidiary SIA Enterprises Limited distributes under Gift Aid available profits to the parent charity.

54

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

11 Tangible fixed assets - Group and charity

Disposals in year At the end of the year Cost Depreciation Net book value At the end of the year Charge for the year At the start of the year At the start of the year At the end of the year At the start of the year Eliminated on disposal Additions in year Impairment of property	Leasehold property £ 1,604,688 - - -	Fixtures & fittings £ 255,045 - - -	Office equipment £ 13,638 - - -	Total £ 1,873,371 - - -
	1,604,688	255,045	13,638	1,873,371
	720,170 28,494 -	141,236 41,372 -	13,638 - -	875,044 69,866 -
	748,664	182,608	13,638	944,910
	856,024	72,437	-	928,461
	884,518	113,809	-	998,327

All of the above assets are used for charitable purposes. The building was formally revalued by Brown & Lee Chartered Surveyors on 12 February 2021 and the trustees consider that there are no indicators of impairment to the valuation. The valuation does not include the leased land on which the building stands.

12 Intangible fixed assets - Group and charity

At the end of the year At the start of the year Cost Additions At the end of the year At the end of the year Net book value Amortisation At the start of the year Charge for the year At the start of the year	2025 £ 128,862 -
	128,862
	101,039 21,140
	122,179
	6,683
	27,823

55

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

13 Investments

Fair value at the start of the year Additions at cost Fair value at the end of the year Disposal proceeds Net gain on change in fair value	2025 £ 220,128 50,000 - (3,521)	2024 £ - 200,000 - 20,128
	266,607	220,128

Investments are revalued at market value at the balance sheet date and any unrealised gain or loss is taken to the Statement of Financial Activities.

We hold a COIF Charities' Ethical Investment Fund with CCLA.

14 Subsidiary undertaking

The charity owns the whole of the issued ordinary share capital of SIA Enterprises Limited, a company registered in England. The company number is 06034183. The registered office address is the same as the parent charity.

The subsidiary is used for non-primary purpose trading activities. All activities have been consolidated on a line by line basis in the statement of financial activities. Available profits are distributed under Gift Aid to the parent charity.

The trustees Faisal Hussain, James Wood, Richard Brindley and Ron Dunning together with the chief executive were/are also directors of the subsidiary. Danielle Barney, Neil Turnbull are directors.

A summary of the results of the subsidiary is shown below:

Management charge payable to parent undertaking Administrative expenses Taxation on profit on ordinary activities Cost of sales related to purchases from parent undertaking Profit for the financial year Distribution under Gift Aid to parent charity Liabilities Retained earnings The aggregate of the assets, liabilities and reserves was: Assets Gross profit/(loss) Cost of sales Turnover Profit for the financial year Profit/(loss) on ordinary activities before taxation Other operating income Total retained earnings carried forward Total retained earnings brought forward Reserves	2025 £ 581,508 - -	2024 £ 463,832 - -
	581,508 (2,717) (161,103) -	463,832 (1,302) (105,641) -
	417,688 -	356,889 -
	417,688	356,889
	- 417,688 (417,688)	- 356,889 (356,889)
	-	-
	530,021 (530,020)	780,712 (780,711)
	1	1

Amounts owed to the parent undertaking are shown in note 15.

56

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

15 Parent charity

The parent charity's gross income and the results for the year are disclosed as follows:

	2025	2024
	£	£
Gross income	4,090,080	3,869,704
Result for the year	(100,095)	397,929

16 Debtors

Trade debtors Prepayments Amounts due from group undertakings Other Debtors Accrued income	2025 £ 834,533 - 3,442 120,482 101,247 The	2024 £ 467,238 - 24,914 29,763 639,112 group	2025 2024 £ £ 620,853 295,038 469,009 714,245 3,442 24,914 120,482 29,763 101,247 639,112 The charity	2025 2024 £ £ 620,853 295,038 469,009 714,245 3,442 24,914 120,482 29,763 101,247 639,112 The charity
	1,059,704	1,161,027	1,315,033	1,703,072

17 Creditors: amounts falling due within one year

Creditors: amounts falling due within one year
Deferred income (note 18) Other creditors Accruals Taxation and social security Trade creditors	2025 £ 182,074 120,321 25,289 23,044 177,912 The	2024 £ 229,526 78,754 19,146 21,548 220,807 group	2025 2024 £ £ 182,073 229,526 84,764 38,488 25,289 19,146 20,304 20,348 155,412 195,807 The charity
	528,640	569,781	467,842	503,315

18 Deferred income

Deferred income comprises fundraising events ticket sales, challenge event fees and study days income received for events held after the year end.

Balance at the beginning of the year Amount released to income in the year Amount deferred in the year Balance at the end of the year	2025 £ 220,807 (227,733) 184,841 The	2024 £ 87,165 (462,266) 595,908 group	2025 2024 £ £ 195,804 87,165 (77,733) (462,266) 37,341 570,908 The charity	2025 2024 £ £ 195,804 87,165 (77,733) (462,266) 37,341 570,908 The charity
	177,915	220,807	155,412	195,807

57

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

19a Analysis of group net assets between funds (current year)

Tangible fixed assets Investments Net assets at 31 March 2025 Net current assets	General unrestricted £ - 266,607 893,244	£ 935,145 - 1,376,356 Designated funds	Restricted funds £ - - 554,800	Total funds £ 935,145 266,607 2,824,400
	1,159,851	2,311,501	554,800	4,026,152

19b Analysis of group net assets between funds (prior year)

Analysis of group net assets between funds (prior year)
Tangible fixed assets Net current assets Net assets at 31 March 2024 Investment	General unrestricted £ - 220,128 939,723	£ 1,026,151 - 1,279,011 Designated funds	Restricted funds £ - - 661,234	Total funds £ 1,026,151 220,128 2,879,968
	1,159,851	2,305,162	661,234	4,126,247

58

Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

20a Movements in funds (current year)

Movements in funds (current year)
Restricted funds: Alice Ellen Cooper Dean Charitable Trust Army Benevolent Fund City Bridge Trust Clare Milne Trust EBM Charitable Trust Elsie Davis Trust Frank Litchfield General Charitable Trust James Tudor Foundation James Weir Foundation Motability Foundation The October Club NHS England South East (Mental Health) Peter Sowerby Foundation Pilkington Charities Fund Queen Mary's Roehampton Trust Sir James Knott Trust Sir James Reckitt Charity The Barbour Foundation The Eveson Trust The February Foundation The Hodge Foundation The Lawson Trust The National Lottery Partnerships Fund The Trevor Hemmings Foundation Veterans' Foundation Other Small grants Restricted donations Total restricted funds Total designated funds General funds Total funds Total unrestricted funds Strategic growth Designated funds: Unrestricted funds: Property fund Fixed & intangible assets fund Deposits from SIA group NHS England	At 1 April 2024 £ 416 20,000 51,000 - - - - 7,000 3,750 330,879 166,898 25,000 6,597 29,071 3,333 3,333 2,916 3,333 - 1,875 2,500 - 3,333 - - - - - 661,234	Income & gains £ 5,000 42,000 - 6,228 10,000 5,000 5,000 10,000 - 441,426 - 75,000 - - - 10,000 5,000 - 5,000 10,000 5,000 5,000 - 37,992 30,000 25,000 71,400 250,000 1,054,046	Expenditure & losses £ (4,166) (34,000) (51,000) (519) (8,333) (4,583) (1,250) (11,167) (3,750) (330,879) (166,898) (100,000) (6,597) (29,071) (3,333) (10,000) (5,000) (3,333) (3,750) (5,208) (3,750) (2,917) (3,333) (31,660) - (14,583) (71,400) (250,000) (1,160,480)	Transfers £ - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	At 31 March 2025 £ 1,250 28,000 - 5,709 1,667 417 3,750 5,833 - 441,426 - - - - - 3,333 2,916 - 1,250 6,667 3,750 2,083 - 6,332 30,000 10,417 - - 554,800
	884,518 141,633 15,011 1,264,000	- - 5,238 -	(28,494) (62,512) (9,357) -	- - - 101,464	856,024 79,121 10,892 1,365,464
	2,305,162	5,238	(100,363)	101,464	2,311,501
	1,159,851	3,033,512	(2,932,048)	(101,464)	1,159,851
	3,465,013	3,038,750	(3,032,411)	-	3,471,352
	4,126,247	4,092,796	(4,192,891)	-	4,026,152

The narrative to explain the purpose of each fund is given at the foot of the note below.

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Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

20b Movements in funds (prior year)

Movements in funds (prior year)
Restricted funds: Total restricted funds Total designated funds General funds Deposits from SIA group The National Lottery Awards For All The February Foundation ABF The Soldiers' Charity Peter Sowerby Foundation Charities Aid Foundation (Scope & CAF) Moondance Foundation City Bridge Trust Clare Milne Trust Heart of Bucks Community James Tudor Foundation Total unrestricted funds Other small grants The Lawson Trust Strategic growth Designated funds: Property fund Restricted donations Unrestricted funds: Pilkington Charites Fund Queen Mary's Roehampton Trust Shanly Foundation Sir James Knott Trust Sir James Reckitt Charity NHS England South East (Mental Health) SIA House maintenance Fixed & intangible assets fund NHS England James Weir Foundatio Alice Ellen Cooper-Dean Charitable Trust The October Club Motability Foundation Army Benevolent Fund The Barbour Foundation The Eveson Charitable Trust Cardiff YMCA 1910 Trust Bupa Foundation Total funds	At 1 April 2023 £ 20,000 833 - 4,000 3,333 40,000 50,300 3,333 3,750 - - 1,667 - 332,898 25,000 77,774 99,046 - 4,167 3,333 - - 5,000 - 1,668 - 5,833 - -	Income & gains £ - 5,000 30,000 - - - 51,000 - - 12,000 5,000 - 363,504 - 150,000 9,895 - 5,000 10,000 - 5,000 5,000 - 7,500 5,000 5,000 - 61,670 183,826	Expenditure & losses £ (20,000) (5,417) (10,000) (4,000) (3,333) (40,000) (50,300) (3,333) (3,750) (5,000) (1,250) (1,667) (32,625) (166,000) (150,000) (81,072) (69,975) (1,667) (10,834) (3,333) (2,084) (1,667) (5,000) (5,625) (4,168) (1,667) (5,833) (61,670) (183,826)	Transfers £ s - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	At 31 March 2024 £ - 416 20,000 - - - 51,000 - - 7,000 3,750 - 330,879 166,898 25,000 6,597 29,071 3,333 3,333 - 2,916 3,333 - 1,875 2,500 3,333 - - -
	681,935	914,395	(935,096)	-	661,234
	913,012 95,505 12,462 745,000 120,000	- - 12,125 - -	(28,494) (101,015) (9,576) (745,000) -	- 147,143 - 1,264,000 (120,000)	884,518 141,633 15,011 1,264,000 -
	1,885,979	12,125	(884,085)	1,291,143	2,305,162
	1,160,404	2,944,486	(1,653,896)	(1,291,143)	1,159,851
	3,046,383	2,956,611	(2,537,981)	-	3,465,013
	3,728,318	3,871,006	(3,473,077)	-	4,126,247

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Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

Purposes of restricted funds

Purposes of restricted funds
Alice Ellen Cooper Dean Charitable	To support SIA's network of support services.
Foundation
Army Benevolent Fund	To support SIA's work with individuals from the armed forces.
City Bridge Trust	To support SIA's network of support in London.
Clare Milne Trust	To support SIA's network of support services.
EBM Charitable Trust	To support SIA's Frank Williams Academy.
Elsie Davis Trust	To support SIA's network of support services.
Frank Litchfield General Charitable Trust	To support SIA's network of support services.
James Tudor Foundation	To support SIA's network of support services, clinical specialist service and
	advocacy service.
James Weir Foundation	To support SIA's work with individuals from the armed forces.
Motability Foundation	To develop SIA's SCI Travel Confidence Project.
NHS England Transformational Grant	To support SIA's SCI clinical specialist service.
NHS England South East (Mental Health)	To develop a SCI mental health support and education pilot across the South East.
Peter Sowerby Foundation	To develop a digital solution for SIA's nurse specialist service.
Pilkington Charities Fund	To support SIA's network of support services.
Queen Mary's Roehampton Trust	To support SIA's work with individuals from the armed forces.
Sir James Knott Trust	To support SIA's network of support services.
Sir James Reckitt Charity	To support SIA's network of support services.
The Barbour Foundation	To support SIA's network of support services.
The Eveson Trust	To support SIA's network of support services.
The February Foundation	To support SIA's network of support services.
The Hodge Foundation	To support SIA's network of support services.
The Lawson Trust	To support SIA's network of support services.
The National Lottery Partnerships Fund	To support SIA's advocacy service and campaigns work.
The October Club	To support SIA's SCI clinical specialist service to enhance its reach and impact.
The Trevor Hemmings Foundation	To support SIA's Frank Williams Academy.
Veterans' Foundation	To support SIA's work with individuals from the armed forces.

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Spinal Injuries Association

Notes to the financial statements

For the year ended 31 March 2025

Purposes of designated funds

Property fund Future depreciation costs of SIA premises. Fixed assets fund Future depreciation costs of fixed assets. SIA group Accumulated funds from an SIA group held by head office to support local activities. Strategic growth Accumulated legacy income designated to support our ambitious plans and goals in strategic years 3 and 4. See page 28 for more information.

21 Operating lease commitments payable as a lessee

The group and charity's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods:

Over five years Less than one year One to five years	2025 £ 8,101 4,765 - Office Equipment	2024 £ 7,133 8,551 - and Technology
	12,866	15,684

22 Legal status of the charity

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

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