OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2022-03-31-accounts

ANNUAL REPORT AND FINANCIAL STATEMENTS redruk COMPANY NUMBER- 39296531 CHARITY NUMBER: 1079752 2021/22 redr.org.uk

Princ '¢Thumanitsrian: We believe in the provision of humanilarian assi ance to people wherever it is needed to relieve tillLand sicknes& Professional: Our staff, members and partners are professional people committed to providing high quality ining and expertise in disaster relief and rehabilitation. Impartial: We work with people regardless of race, religion or political affiliation. Inclusive: We believe tha artnershipl with individuals, -4 Other organisations anAcommunities promote creative and fruitful initiatives. Impact: We believe that people in communities and aid agencies should be empowered to develop skills for immediate and future disaster response. Respect: We believe people affected by disasters can and should be empowered to contribute to relief, rehabilitation and development efforts.

OUR VISION is a world in which suff icient competi committed personnel arfavailable and responding Ib humanitarian needs. OUR MISSION is to develop the capacity and resilience of aid workers, communities and organisations in humanitarian, development, and peacebuildin xts. OUR PURPOSE is to mitigate the impact of cri sonthe most vulnerable people, primarily in low and lower-middle- income countries.

----- Start of picture text -----
OVERVIEW
----- End of picture text -----

FROM THE CHAIR AND CEO

We are very pleased to present RedR UK’s Annual Report for 2021/22 and we thank the RedR UK Team, Trustees, Members, Associate Trainers and consultants for their extraordinary work and dedication throughout the year.

Information Management Officers for all of UNICEF’s Cluster leads and Areas of Responsibility. This supported people working in nutrition, water, sanitation and hygiene (WASH), education in emergencies, child protection and gender-based violence. The world has changed, and we have changed with it, bringing our learning and development expertise into digital platforms to foster learning within the aid sector and the reach we now have is broader than ever before.

Reflecting on the past year, we are often struck by the breadth of work RedR UK undertakes within the humanitarian sphere, and it feels good to know that RedR UK plays a huge role in upskilling those working in the aid sector. Those skills, capacity and expertise mean that we are able to help vulnerable people who have a huge range of needs. We thank all those involved, all of whom have worked hard in challenging situations to make that happen, including Associate Trainers, Members, Volunteers, Trustees, Supporters, Partners, and of course, all of RedR UK’s staff.

This year, we continued our online and digital transformation, converting some of our flagship courses, such as Essentials of Humanitarian Practice and Security Management for Humanitarians for the online environment. In selfpaced e-learning, we successfully created 465 learning modules for Cluster Coordinators and

We’ve also continued our work on climate change, expanding our Climate Change Adaptation and Disaster Risk Reduction programme to East Africa, as well as continuing this work in both Bangladesh and the Philippines. Our aim is not just to continue this work but to expand into other regions as well as part of a RedR UK climate change strategy.

At RedR UK we have often been involved in developing and / or training on standards for the humanitarian community, such as the Age and Disability Capacity Programme on inclusion standards for older people and people with disabilities. This year we followed that with the creation of our Diversity, Equality and Inclusion in Humanitarian Programming course, focusing on power, privilege and intersectionality, fostering equality and inclusion, embedding gender equality and social inclusion, inclusive mitigation and response to gender-based violence and decolonisation in programmes and leading change. These are big

4

issues, ones that the humanitarian sector has been trying to address for some time, and we are playing our part to contribute to that long-needed change.

After the invasion of Ukraine in February 2022, we launched an emergency appeal and began training on areas such as essential humanitarian skills, needs assessment, project cycle management and accountability to affected populations. As we begin our year, we are looking to build this into a programme of capacity building expected to continue through 2022, including looking at ways of strengthening engineering capacity and responding in urban emergencies.

In RedR UK, we know that preventing, mitigating and responding to emergencies requires a range of skills and that as the humanitarian sphere changes, new, improved or advanced skills and ongoing continual professional development is needed. In addition, the power and funding in emergencies needs to switch to local capacity far faster than it is currently; progress on localisation since the World Humanitarian Summit has been painfully slow.

So, going forward we want to invest in both of those

as part of our plans for membership. We want our Members to be more representative of the Global South, comprised of members from vulnerable countries or regions, and we want the RedR network spirit to grow. What won’t change though, is that members, whether they are drawn from the aid sector, humanitarian engineering sector or from the learning and development sector, will all have to pass a robust assessment, either against the Core Humanitarian Competency Framework and / or the Trainer Competency Framework. At RedR UK we’re famous for having high standards and being a mark of quality, and our Members and our work continue to demonstrate that well. Whether it is a RedR UK Member deployed to respond to an earthquake, or developing and delivering a course on humanitarian issues, we are proud of RedR UK Members’ contribution to alleviating the impact of disasters on the most vulnerable.

JO DE SERRANO & SOPHIE GILLIBERT CEO AND CHAIR OF THE BOARD OF TRUSTEES 7 September 2022

----- Start of picture text -----
5
----- End of picture text -----

Year in review

DESCRIPTION BRIDGING THE
GAP HUB		 BRIDGING THE
GAP HUB		 LOCALISATION
HUB		 TECHNICAL
HUB		 TOTAL
21/22		 TOTAL
20/21
No. of people reached
directly		 1735 114 869 2,718 5,413
No. of countries in which
participants were located		 BTG AND LOCALISATION: 58 30 66* 106
No. of events 53 10 65 128 342
% of interventions that
include online learning		 79% N/A 100% 90% 97%
% of other non-face-to-face training
interventions, such as coaching, mentoring		 N/A N/A N/A N/A 13%
% who say skills and knowledge have
improved (directly after the event)		 87% 92% 89% 89% 92%
% who rated the facilitation of the
training as excellent or good		 94% 90% 97% 94% 96%
% of participants who are
women or non-binary		 46% 57% 40% 48% 55%
% of participants who are
national staff		 55% 63% 91% 70% 65%
% participants who work for
national organisations		 4% 28% 60% 30% 29%
No. of organisations supported at
organisational level (beyond training staff)		 1 0 3 4 8

List of countries where participants of our programmes/training/courses are from:

Technical Hub: Philippines, Bangladesh, India, Pakistan, Nepal, Vietnam, UK, Kenya, Uganda, Rwanda, Burundi, South Sudan, Somalia, Tanzania, Ethiopia, Myanmar, Indonesia, Malaysia, Iraq, Syria, Turkey, Haiti, Nigeria, Zimbabwe, Sierra Leone, Togo, South Africa, Ghana, Zambia, Lesotho.

Bridging the Gap and Localisation: UK, Ukraine, Kenya, Jordan, Syria, Iraq, Turkey, Lebanon, Nepal, Myanmar, Laos, Bangladesh, Philippines, Timor Leste, Thailand, Cambodia, Indonesia, Honduras, El Salvador, Guatemala, Nicaragua, Mexico, Ecuador, Peru, Paraguay, Panama, Bolivia, Colombia, Dominican Republic, Burkina Faso, Haiti, Mali, Central African Republic, Nigeria, Sierra Leone, Ghana, Cameroon, Senegal, Rwanda, Guinea, Senegal, Niger, Togo, Benin, Guinea-Bissau, Mozambique, Brazil, Sudan, Egypt, Ethiopia, Malawi, Zambia, Zimbabwe, South Sudan, Tanzania, Uganda, Belgium, Finland.

*Countries in total excluding repeated ones.

6

OUR IMPACT

RedR UK is an international NGO and learning provider that develops capacity by increasing the skills, resources, and knowledge of aid workers, organisations, and communities to prepare for and respond effectively to crises within humanitarian, development, and peacebuilding contexts. Our work builds resilience, primarily in low and lower-middle-income countries worldwide. We have over 40 years of experience responding to natural and manmade disasters.

RedR UK trains thousands of aid workers each year, delivering world-class, in-person and distance learning programmes.

Between April 2021 and March 2022 RedR UK trained 2,718 people across the world. 70% of them were national staff, which is a great result - our aim is to focus on developing the capacity of local communities. 48% of participants were women or non-binary.

We are also proud to report that 94% of participants rated their training as good or excellent and confirmed the training had increased their knowledge and skills. 88% rated the online learning experience as good or excellent, which shows not only our impact but the successful shift RedR has made towards online training since the pandemic.

IN 2021/22, WE TRAINED:

were women or 48% 2,718 non-binary of participants rated their training as 94% 70% GOOD or EXCELLENT were national staff

7

TECHNICAL HUB During 202112022, our Technical Hub The Engineering Skills project in Uganda is Programme implemenied six main projects, anoiher long-ierm project. Working wilh and supporting 869 people direclly across Asia, supporting the Uganda Inslitulion Africa, the Middle East and the Caribbean. Due Professional Engineers (UIPE) and Makerere to the ongoing impact of COVID-19, all Universily through a Training of Trainers model, programming coniinued io be delivered online, the aim of the project is to equip engineers in with several initiatives to improve online Uganda with the skills and knowledge to work accessibility trialled, such as giving data effectively and efficiently wiihin the bundles to participants in Uganda and using humanitarian system. low-bandwidth options for participants in Haill. By July 2021, 132 engineers had been supported through the full 6-week programme and anoiher 500 had applied for a space on the course Ihe huge demand foi the training was a leslament to ils success, and the project will continue into the period of 2022123, along with ihe CCADRR programme. This included the continuation of some of our long-running grant-funded programmes, such as the Climate Change Adaptation and Disaster Risk Reduction (CCADRR) programme, which has been running with funding from AXA XL since 2019. In 2020121. the progiamme was signif icantly expanded, both geographically (running in East Africa for Ihe first time) and Several other existing programmes came to a themaiically (adding a series of advanced conclusion during the year, most notably Ihe modules lo build skills in specific areas such Africa Catalyst Project, whereby RedR UK had as climate risk assessments, and ecosysiem- been supporting the Federation of African based adaptation). Please. refer to the Engineering Organisations (FAEO) for over 3 CCADRR section of this report for more years, wilh funding from the Royal Academy of detailed information. Engineering.

Having built strong relationships with FAEO, as well as other Professional Engineering Institutes (PEIs), throughout the project, the collaboration with engineering institutions in Africa will continue into the future, and the Technical Hub have submitted numerous funding bids in partnership with FAEO.

The Rapid Onset Localisation Team (ROLT) project also came to a conclusion in July 2021, by when we recruited the first five members of the Asia ROLT, and developed a series of processes, protocols and training materials for use during emergency responses, based on learning from the 2019 COVID-19 response. These materials and processes were adapted and used during the RedR UK response to the earthquake in Haiti in August 2021. Through funding and partnerships with the H2H Network, RedR UK took a collaborative and localised approach to support the response to the Haiti earthquake.

The programme supported local response in Haiti, developing the skills of 319 response staff in local in areas such as leadership, management, community engagement, protection, mental health and safety and security. We worked with numerous partners on the ground in Haiti, and local trainers, delivering learning materials in French and Haitian Creole, and also supported the growth of training capacity in-country by delivering a Training of Trainers to over 70 local actors. The project will continue in 2022/23, supporting resilience in Haiti with funding from the Souter Foundation.

Finally, a new initiative was piloted in 2021/22, working with Ramboll UK to develop a remote course on structural assessment and disasterresilient structural detailing for engineers that are working in reconstruction zones in Iraq and Syria. You can read more about this project and its results in the region further down in this report.

----- Start of picture text -----
9
----- End of picture text -----

11 4iJi THE RAMBOLL PROJECT RedR UK. in partnership with Ramboll UK, is in improving the struclural detailing and the Ihe process of delivering a blended remote quality of conslruction, and by raising quality Iraining course on struciural assessment and control and construction supervision. The disaster-resilienl structural detailing for impact is mostly within the housing sectois and engineers working in reconstruction in Iraq and related public buildings such as schools and Syria. health cenlres. The oveiarching aim of the Ramboll project is The course consisted of six modules, each lo improve the safety and disasler resilience of containing one 3-hour online session, buildings in Iraq and Syria by improving the coursework and coaching by Ramboll UK abilily of slructural engineers lo better assess engineeis. It was provided in English and in damages and make informed decisions on Arabic for 24 selected engineers from the whether lo repair or dismanile a building or region, who now are able to pass on Iheir seek expert advice. It also aims to enhance the knowledge to their respective organisations and resilience of buildings for fuiure disasters by colleagues. GENERAL FEEDBACK FROM THE PARTICIPANTS OF THE RAMBOLL PROJECT: 86% of participants rated the improvernent of their k￿O￿ledge as'EXGELLENT' Dr'GOOD' 82% of participa￿t$ rated thB improvfjrnBlIt Ih¢ir skills as'EXCEILENT' Dr'GOOD' 95% of participa￿ts T2ted the usefulness of the training rnaterials as'EXCEILENT' or'GOOD' 91% of participants rated the training overall as 'EXCEiLENT' or'GOOD' 1nn* 10

"The technical depth of the course allows the attendees to gain strong fundamentals and also fully supports the application ofthe theory into real-life situations." – Shaun Laksana One of the lead engineering consultants from Ramboll UK for the project

"I am planning to investigate the schools in the province of the Sulaimani Governorate to help them in identifying the status of their schools. The assessment will give them the locations in their schools which need strengthening before an earthquake. This course really expanded my knowledge and has given me the right tools to scientifically and safely assess these buildings."

"I’ve already shared the learning from the course with my colleagues and have applied it in my job. This course is so important because we live in an area that has suffered from continuous conflict and we need to be able to react quickly and wisely where different premises have been damaged."

"It is urgent that engineers develop skills to enable them to complete damage assessments and propose retrofitting techniques. This course has remarkably enhanced these needed skills as it focused on damage assessment, and retrofitting, and shed light on the methodology to design buildings subjected to dynamic loads. Personally, this course has enhanced my skills in blended teaching, which is very important for my career as a lecturer in civil engineering. I also developed my communication and team working skills."

Saif Alzabeebee, PhD, GMICE Lecturer in Civil Engineering Department of Roads and Transport Engineering University of Al-Qadisiyah Al-Qadisiyah, Iraq, course contributor and co-facilitator

"This sort of course is not available anywhere else for NGOs." - Alison Ely Head of Shelter and WASH Projects People In Need (PIN) Northern Syria

11

CLIMATE CHANGE AND DISASTER RISK REDUCTION

The Climate Change Adaptation and Disaster Risk Reduction (CCADRR) programme aims to empower local and national actors in climatevulnerable countries to align climate change adaptation and disaster risk reduction approaches to better prepare for the risks that climate change presents.It builds resilience globally and has been a key programme of RedR UK since 2019, with generous funding from AXA XL.

Over the past year, the programme has been significantly expanded, both geographically (running in East Africa for the first time) and thematically (adding a series of advanced modules to build skills in specific areas such as climate risk assessments, and ecosystem-based adaptation).

Since June 2021, 113 participants have completed the full CCADRR 6-week learning programme, and 214 participants have completed the shorter add-on modules on advanced topics. This included participants from NGOs, governments, private organisations, and community-based organisations, representing 15 countries. The programme received consistently positive feedback from participants, with over 99% of participants rating the course as

'excellent' or 'good'. There has been continued high demand for the programme, with over 440 applications received this year.

The programme has included innovative elements this year, including a more flexible approach to programming, different streams catering to different learner profiles, and new ways of assessing the impact and reach of the programme, through workshops, videos, and a dedicated communication strategy. We have continued to witness its impact, with participants putting their new knowledge and skills into practice, from mapping climate hazards in the Philippines to natural resource management in South Sudan. Advocacy and ensuring the cascading of participants’ knowledge continue to be important elements of the project, and participants were also encouraged to share their learning with their communities and colleagues.

Many participants kept in touch with RedR UK and each other after the end of their course, participating in a knowledge-sharing forum, impact workshop, case studies and surveys. These practices have enabled us to estimate that a total of 7,138 people were reached indirectly through the project.

12

"With this project we have the time to create great to the communities we are impact serving." – Foni Sarah Juma Joseph Food Security and Livelihoods Project Lead World Vision South Sudan, Juba, South Sudan, course participant

"I learned a lot, it inspired me to teach and I can see that my students have also gotten really interested in the topic."

BRIDGING THE GAP HUB During ihe year, the Bridging the Gap {BtG) Hub online inleraciive sessions designed and successfully ran 19 open courses, 19 lailored delivered by RedR UK. and three funded projects of varying scope and budgets, covering a wide geographic area. We Sessions were divided by lasks and leainer successf ully completed our f irst ever fully roles. In lotal. 18 cohorts. each of up to 60 Plan asynchronous online learning programme. Inleinational staff members from over 50 which siarted in December 2020 and finished in country offices were trained. RedR UK designed January 2022. In total, RedR UK designed 465 the training materials and coordinaied the f ully asynchronous interactive e-learning scheduling of the online facilitated sessions for modules in English, French and Spanish staff based in Asia, Ihe Middle Easi, Eastern and languages for UNICEF and the Global Nulrition Southern Africa, West and Cenlral Africa and the Clusier (GNC). The e-learning modules are Americas. Each cohort had countries from five based on cotnpetency fratneworks for Clusler to six different time zones, demanding agile Coordination and Cluster Information coordination lo accommodale differenl Management developed by RedR UK in 2020 for schedules. In toial, we trained 1,264 people. all UN ICEF-led Global Clusters Nutrition, The Iraining was in English, French, Spanish, Education in Emergencies, WASH and Child Portuguese andArabic. Proteclion Area of Responsibility. We embarked on the implemenlation of another In December 2020. we started anolher laige three-year contract with Plan International to projeci implemented in partnership with Plan continue moderaiing Plan's Certificaie in International, ending in August 2021. The Management Programme (PCIM). The project projecl trained and coached Plan staff on the trains cohorts of 80 sludents in the four regions use of iheir Project Managemeni, Moniioring. where Plan Iniernational operates. In 2021122, Evaluation, Research and Learning (PMERL) one cohort compleled the Iraining, and another system. The programme included self-paced one began the training cycle completing four of online modules combined with facilitated the lolal six units of learners. 14

“Congratulations! Really fantastic work! A super response to all your work! And so great that this kind of reaction has been consistent over 18 cohorts!!!!!”

– Anne Williams Learning & Development Manager, Plan International

TAILORED SERVICES

The hub secured funding and coordinated the delivery of 19 small to medium size tailored services. Highlights include: designing and delivering bespoke training for NGOs - supporting refugees and displaced persons Choose Love and Refugee Trauma Initiative (RTI); and delivering training on stress management for staff and students of the University of Dundee. We trained trainers working for several organisations including Sphere, the Food Security Cluster and Halo Trust. The training was delivered in English, Spanish and French. We have also designed a bespoke five-day long Training of Trainers on Emergency Management for SOS Children's Villages International (SOS CVI).

We designed a bespoke series of online workshops and simulations for the Red Cross Red Crescent Movement to review and improve their standard operating procedures (SOPs) for activation of the Surge Information Management Support (SIMS). We facilitated a disaster relief workshop for the University of Bath and delivered security management training for a local NGO in Kenya. In October 2021, we designed and delivered a bespoke

five-day face-to-face training WASH in Emergencies for UK’s Fire and Rescue-ISAR/ Emergency Medical Team, sponsored by UK FCDO.

The training drew on RedR UK’s existing materials but adapted the content to the specific learning needs of the group. 100% of participants rated the training as excellent. 100% of participants rated the improvement in skills and knowledge as a direct impact of the training as excellent. The training will run again next year, and we have been requested to design a second phase of the training.

We designed and delivered bespoke online training on Project Cycle Management for WASH cluster partners in Ukraine. The training was delivered in English and Russian. The experience has proved to be indispensable in the wake of the humanitarian emergency that unfolded after the escalation of the war in Ukraine, at the end of February 2022. In March 2022, RedR UK launched an emergency appeal and began a larger-scale humanitarian response programme training responders in Ukraine and neighbouring countries in multiple languages.

----- Start of picture text -----
16
----- End of picture text -----

OPEN PROGRAMME

We conducted a Learning Needs Assessment (LNA) to understand how the humanitarian learning landscape has changed because of the COVID-19 pandemic. The data was analysed and a report was published to contribute to the sector’s awareness. Based on the LNA findings, we updated the content and converted additional eight courses for online or blended delivery thus expanding our portfolio of open online and blended courses, which now includes our flagship courses such as Essentials of Humanitarian Practice (EHP), and Security Management for Humanitarians (SMH), So You Think You Want to be An Aid Worker (SYT), Training of Trainers (ToT) for beginners and experienced trainers; Monitoring and Evaluation, Needs Assessment; Leadership and Management (L&M), Proposal and Report Writing, and New Gender, Diversity and Inclusion (DEI) in humanitarian programming. COVID-19 and movement restrictions meant we were not able to resume face-to-face learning and most of the open programmes were delivered online.

“A first-class course with fantastic support from all levels”

“It was a well-planned, organised and delivered course. The trainers were extremely knowledgeable and engaging and clear experts in their field. Their ability to bring their personal experience into the training helped aid learning.”

Feedback from participants

17

LOCALISATION HUB The localisaiion hub organised a total of 10 and experience. RedR UK is an HPass certified training courses for 114 individuals working organisation meaning that we comply with for humanitarian organisations in the Middle humanitarian learning standards, which was East and North Africa (MENA). The evidenced in participant feedback and positive courseswere delivered face-to-face in reviews. Lebanon. Turkey and Jordan. Topics covered included: Project Cycle Management, The year was challenging both for the Management and Leadership, Training of Localisation and BTG Hubs. For the Localisation Trainers, Proposal and Report Writing, Security Hub, delays in the arrival of funds meanl we Management, Monitoring and Evaluation. could noi retain staff at a required level and achievements have been modest. To increase the reach of local and national staff, the courses were offered al a subsidised The BtG Hub operated at one person's capacily fee Ihanks to Ihe generous support of our long- through most of the year wilh key staff on leave standing partners funding the programme in (sick or maternity). RedR UK coniinues to retain the region. All participants of RedR UK Iraining an office in Amman and is currently recruiting were offered an HPass Badge, a digilal staff lo support the ongoing progiammes and indicator of achievement, and a way for new fundraising efforts for RedR UK in Ihe participants to demonstrale their skills region. F*QLITI LACA 8F IRÉOV 8REIFllJO 18

' redruk 9￿Pita￿d￿l￿fQfdtsIlltt %kU15ftydl nd FO u￿:_ redruk S￿11$10r dlsa5tei n MEMBERSHIP In recognition of the key role which Associate presented proposals on the governance of Trainers (AT) play in RedR UK. the Board of RedR. changes to the Make-up of the Board of Trustees agreed in November 2021 to accept Trustees and sel up a Members, Council. There the Membership Working Group s was a wide-ranging discussion at the AGM and recommendation that RedR UK membership the Board agreed to develop modified proposals should be extended to ATS, thus conferring for consideration at an Exlraordinaiy General equal status on bolh Register Members and Meeting (EGM). The EGM took place in June Associate Tiainers as Members of the 2022 and agreed lo the revised changes. organisation. An invitation was sent to all 266 ATS who were not already Members and by The Membership Working Group (MWG) March 2022, a iotal of 36 had signed up io continued io meei regularly in 2021122 and become Membeis - with a further 30 signing up played an impoitant role in advising and since that time. In addilion, extraordinary assisling Ihe Board on the inilialives described efforts were made to contact Members and we above. The MWG also worked on preparing a were able io update information for a further membership survey, a new programme of 90 Members. evenls and updating proceduies for Membership applications, which should be f inalised in 2022/23. At the AGM in Ociober 2021, the Board "I like the idea of being a part of a network of sharing lessons learned. Even when you have got experience, you should always be ready to learn, to be open and curious, and to change your point of view" Anthony Kergosien RedR Member and Country Director for Action Against Hunger in Iraq 19

FOCUS"0 COMMUNICATIONS AND MARKETING The impacts of the pandemic reinforced the With a new communications strategy being need for a good digiial presence which we rolled out in 2021122, we expect both our achieved via the RedR UK website, social following and engagement to increase. media channels and newslelter. An overview of the iesulls in these platforms from April For Ihe nexl year, the goal is lo increase our 2021 to March 2022 can be observed on the online presence and also reaclivate Instagram next page. and Youlube offering new content for these plaiforms. The Communications and Marketing These numbers represent the engagement of department will also work more closely with our different audiences according lo each Programmes and Fundraising lo spot the best digital platform we use, excluding paid opportunities to promote our work, increase our advertising. Our engagement rales are above fundraising opportunilies. and also support with the median staled by Ihe RivallQ's 2022 crealive malerials, such as digital courses Social Media Indusiry Benchmark Report promoiion adverts and newsletters. We will (Facebook.. 0.064'kn and Twitter: 0.037%). In open a direct channel on Microsoft Teams to terms of Facebook Donalions, we received facililate the requests for Communications. £100 from individual campaigns (such as a birthday celebration asking for contacis to A full review of our websiie, updating the donate). currenl content, adding new pages and using Search Engine Optimisation (SEO) will also be We also produced a total of 22 blog posts, one of the focuses for the next year, as it is with the intenl of expanding our news, views essential thal we maintain high levels and and impact, talking mostly about the slandards on the communication of the work we different Iraining and programmes we run do and the impact it has on vulnerable and sharing some successful case studies. communities. 20

SOCIAL MEDIA CHANNELS FACEBOOK LINKEDIN in TWITTER FANS: 10,132 FOLLOWERS: 11,349 FOLLOWERS: 6,841 NEW FANS: 190 POSTS: 294 TWEETS: 282 TOTAL POSTS: 285 PAGE CLICKS: 7,860 MENTIONS= 169 PAGE CONTENT CLICKS: 1,554 PAGE COMMENTS: 58 REPLIES= 16 PAGE IMPRESSIONS= 138.049 PAGE ENGAGEMENT: 1.638 RETWEETS: 166 PAGE ENGAGEMENT: 1.238 PAGE ENGAGEMENT RATE: 3.8% POST LIKES: 569 PAGE ENGAGEMENT RATE: 2.479% PAGE IMPRESSIONS= 193,892 POST LINK CLICKS= 146 PAGE REACTIONS: 1,104 PAGE REACH: 111,488 POST IMPRESSIONS: 59,113 POST SHARES: 95 PAGE REACTIONS: 1,360 POST ENGAGEMENT RATE: 1.2% PAGE VIDEO VIEWS: 563 PAGE SHARES: 220 POST COMMENTS IN TOTAL: 22 WEBSITE NUMBER OF USERS PER COUNTRY: USERS (TOTAL): 54.675 NEW USERS: 54,459 ?5￿00 20.000 FEMALE: 51.4%1 MALE: 48.6% PAGE VIEWS: 224,154 BLOG POSTS PUBLISHED: 22 10mO SESSIONS: 76,346 NEW VISITOR: 85.9% RETURNING VISITOR: 14.1 % GLOBAL NEWSLETTER APRIL 2,560 OPENS 245 CLICKS JUNE 2,697 OPENS 312 CLICKS SEPTEMBER 2,027 OPENS 150 CLICKS DECEMBER 2,545 OPENS 180 CLICKS MARCH 2,406 OPENS 130 CLICKS MAY 1,914 OPENS 191 CLICKS JULY 1,998 OPENS 265 CLICKS OCTOBER 2,102 OPENS 314 CLICKS JANUARY 2,424 OPENS 170 CLICKS AUDIENCE SIZE: 11,218 CONTACTS MAY (CORRECTION) AUGUST 1,809 OPENS 1,998 OPENS 148 CLICKS 181 CLICKS NOVEMBER 2,087 OPENS 165 CLICKS FEBRUARY 2,416 OPENS 271 CLICKS 'Alld815 wes gathered on June12022 21

JJ OM FUNDRAISING Our Fundraising team kepi its focus on promoting our work and new ways for people lo support us. Wilh the relaxation of pandemic restrictions, some evenls were able to take place in person again. For the nexl year, the activities will be increased to achieve great results. We raised a tolal of almosl £40,000 from our challenge and special events supporters. We follow the Code of Fundraising Practice, as established by the Fundraising Regulator. The Code of Fundraising Practice sets the standards Ihal apply to fundraising carried oul by all charitable institutions and third-party fundraisers in ihe UK. No complaints were received during the referred period relaling to any of the fundraising practices implemented by our Fundraising Team. SUMMARY OF EVENTS AND QUANTITIES RAISED DURING THE YEAR: CHALLENGE EVENTS: WALK FOR DISASTER RELIEF - TONY GEE AND WSP TOOK PART IN RAISING OVER £500 LONDON MARATHON - 5 RUNNERS - RAISED £7,657 GREAT NORTH RUN - 3 RUNNERS - RAISED £600 WEARRED - RAISED £3,497 FOOTBALL TOURNAMENT - 8 TEAMS TOOK PART- RAISED £1,050 ATKINS GRADUATE CHALLENGE - OVER 300 GRADUATED RAISED £19,373 CHRISTMAS RAFFLES - TONY GEE AND HEWSONS CONSULTING - RAISED OVER £1,000 SPECIAL EVENTS: ISTRUCTE SURREY REGIONAL AWARDS- £455 ISTRUCTE LANCASHIRE AND CHESHIRE AWARDS- £610 CIGPE ANNUAL DINNER- £960 ISTRUCTE STRUCTURAL AWARDS- £1,235 TECH FEST. £1,255 TUNNELING FESTIVAL £1,245 £39 437 g RAISED 20

ANNUAL RECEPTION

On the 11th of November 2021, we hosted our annual reception to thank our corporate partners and supporters in the presence of HRH The Princess Royal, President of RedR UK. At the headquarters of the Institution of Civil Engineers (ICE), our donors learned more about how their support is contributing to RedR’s humanitarian efforts around the world.

During the event, which happened during the UK hosting COP26 summit in Glasgow, our CEO, Jo de Serrano, delivered a speech concerning the growing need for humanitarian assistance and protection, particularly in the light of climate change.

The Princess Royal also spoke to the audience about the demand and importance of humanitarian emergency response, and the relevance and need to have the financial resources available to provide immediate aid when a disaster strikes.

HUMANITARIAN ENGINEERING WORKSHOP FOR REDR UK CORPORATE PARTNERS

On the 26th of January 2022, we organised a humanitarian engineering workshop for our Patrons and corporate partners. The aim of the event was to update everyone on our key humanitarian engineering-focused projects, past, present and hoped for, and invite everyone to take an active part in the conversation on ways we can work more closely together to deliver the humanitarian engineering projects of the future. The event was a major success, with high participation, engagement and positive feedback. We are planning to organise similar workshops on a bi-annual basis.

23

WEAR RED

WearRed is our biggest annual fundraising campaign aiming to engage with our corporate partners and raise money for our cause. Due to the pandemic and resulting restrictions, WearRed 2021 was delivered fully online. The total raised was £3,497.

From the 6th to the 10th of September, we hosted daily lunchtime webinars covering topics ranging from inclusivity to humanitarian engineering. We had brilliant guest speakers from our Patrons, who shared their expertise and knowledge, as can be seen below:

WALK FOR DISASTER RELIEF

WSP and Tony Gee employees took part – in our brand new walking challenge Walk for Disaster Relief, recording their steps as they went to raise money for RedR UK.

The campaign was focused on highlighting the crisis and the lengths that Rohingya refugees go through to reach safety in their journey fleeing Myanmar since 2017. As a result, participants managed to raise £573 for our cause.

FOOTBALL TOURNAMENT

On the 27th of November 2021, we organised a Football Tournament for our corporate supporters in Bristol. Companies that took part were Mott MacDonald, Jacobs, WSP, Buro Happold, Arup, RedR UK and Tony Gee.

The winner was Arup (Jonh) team, followed by Arup (Dennis) in second place and WSP in third. It was a great opportunity for everyone involved to network and show their support for RedR UK in a different way.

Thanks to this event we managed to raise £1,050.

24

OUR PARTNERS

40 YEARS' EXPERIENCE WORKING WITH INTERNATIONAL AGENCIES ACROSS THE WORLD

CORPORATE PATRONS

INSTITUTIONAL PATRONS

FUNDER OF OUR CCDARR PROGRAMME

CORPORATE SUPPORTERS

25

Structurp, Go ernance nd ManagemenbNkX RedR UK is a company limited by a guarantee, Details of Trustees, expenses are disclosed in note governed by its Memorandum and Articles of 5 to the accounts. The Board has a Governance Association. It is registered as a charity wilh the Manual that stipulates the provisions for Charity Commission. Members of the charity appointments to ihe Board of Trustees, their term guarantee to coniribute an amount not exceeding limils, nominations and appointments to ihe £1 to the assets of the charity in the event of positions of Chair, and Terms of Reference for winding up. Of the 1915 members. the total number subcommittees, which include: of such guarantees on 31 March 2022 was 639. Governance Committee Remuneration Committee Nelworks and Fundraising Committee Finance, Audit and Risk Committee RedR UK is part of the RedR International family. RedR International is the umbrella body of RedR organisalions globally. RedR UK has two nominees on ihe General Assembly of RedR Internaiional and one on the Board of RedR USA. Page 15 of The Boaid of Truslees governs the oiganisation in line with ils Memorandum and Articles of Associalion, vision, aims and charilable objectives, as well as providing overall policy direction. Trustees meet at least quarteily as a full Boaid and are responsible for compliance with all the legal and slatutory iequirements of a UK charity and of a registered company. Each Trustee has laken responsibility for moniloring Ihe charity's aclivilies in specific operational areas and conslanl attention is paid lo Ihe skills mix of Trustees to ensure Ihat the Board of Truslees has Ihe necessary skills required lo conlribute fully to the charily's developmenl. Members of the Board are direclors of the charitable company (the company) and its Trustees for Ihe purpose of charity law. RedR UK has laken out Charity Trustees Liability Throughout this report, they are collectively referred Insurance lo indemnify all its Trustees, exisling and lo as the Trustees. The Tiuslees are responsible as ietired, and the direclors of ils subsidiaiy company, a body for goveinance, policy-making, monitoring of RedR UK Trading Limited, for any proceedings implementation, general conducl, overall commenced againsl them as a result of their performance, and for reporting to the membership service with the charily and the company. All ai general meetings. Trusiees give their time freely, with none receiving remuneration in the year. Upon admission to the The Trustees delegate operational management of Board, the Trustees receive an induction on RedR the organisation to the Chief Executive Officer UK. (CEO}. 26

Trustees 2021-2022

AMJ AUXVWJJV ZMS VJUYJI IXUNRL WMJ [JFU /TUNP '%'& WS ;FUHM '%'' ZJUJ FV KSPPSZV.

</;3 =44713 />>=7673 57::703?A 16/7? '%'% @30/@A7/< D==2 C713 16/7?! '%&, 63/A63? ;197<:/E A?3/@B?3? '%'% 8/19 8=<3@ '%&:7<2/ ?716/?2@=<^ '%&+ ;3:/<73 @/::7@ '%'% 7/< @;=BA '%%, 03< D30@A3? '%'' >/B: @63?:=19\ '%&' 7@=03: 0E?<3#67::] '%&+ >?=43@@=? >/?<33A >/B:_ '%&+

! Also Senior Independent Director (SID) " Resigned on 20 Oct ober 2021 % Resigned on 29 June 2022 $ R esigned on 31 August 2021 # Resigned on 20 Oct ober 2021

?343?3<13 /<2 /2;7<7@A?/A7C3 23A/7:@

1SQTFR[ RXQGJU 3929653 1MFUNW[ RXQGJU 1079752

?JLNVWJUJI SKKNHJ

91-94 Lower Marsh London - SE1 7AB

>UNRHNTFP =KKNHJ

91-94 Lower Marsh London - SE1 7AB

0FROJUV

National Westminster Bank Plc 30 Market Place Newbury Berkshire - RG14 5GP

/XINWSUV

Moore Kingston Smith LLP 9 Appold Street London - EC2A 2AP

>UNRHNTFP @WFKK

Jo de Serrano – Chief Executive Officer (CEO) Honorary Officers Sophie Gillibert – Chair Sebastian Wood – Vice Chair Heather McKinlay– Treasurer

27

Reserves Policy

Good management of RedR UK's finances and other assets enables it to succeed in delivering its charitable aims. RedR UK is committed to the prudent use of funds and therefore requires reserves to ensure it can fund its operations, fund any unexpected expenditure or any shortfalls in income. Reserves enable us to carry on running operations despite future uncertainties. The Rules for the financial provisions are as described in sections 50 to 55, inclusive, of the Articles of Association.

RedR UK's reserve policy is to ensure that reserves are maintained to meet all statutory requirements and obligations, should a decision be taken by RedR UK to wind down its operations, although this policy remains suspended while cash flow recovers. Currently, our temporary target is 12 weeks' coverage of expenses. As of 31 March 2022, the balance of reserves is £137,404 (2021: £124,326).

Public Benefit

In shaping our objectives and planning our activities, the Trustees considered the Charity Commission's guidance on public benefit, including the guidance 'Public Benefit: running a charity (PB2)'. Our strategy in 2022/23 for increasing the capacity of humanitarian actors resulted in the activities described in the sections that follow.

Although they rarely meet the RedR UK organisation, RedR UK's programmes also provide a public benefit to our ultimate beneficiaries - those directly affected by disasters and other humanitarian crises.

28

Pay Policy for Senior Staff The Trustees consider the Senior Leadership Team, comprising the CEO, Programmes Director, Head of Partnerships, and Head of Fundraising and Communications as key management personnel of the charily. RedR UK has a Remuneration Committee that regularly reviews exiernal benchmarking daia for siaff salaries in the sector io maintain oversight of remuneration for key management personnel. In making recommendations and decisions, the commiltee have regard io ihe overall RedR UK pay policy, affordability, and the need to be able to recruit, relain and motivate high-quality staff. Risk Management The Trustees have considered the major risks to which the chariiy is exposed and saiisfied ihemselves that systems or proceduies have been established to manage those risks. A detailed risk register is maintained and updaled by the CEO, considered by the relevant Board Committee and reviewed by the FARC on a quarterly basis. When a significanl risk arises, such as Covid-19 the FARC may choose lo moniloi the risk register more regulaily. High and emerging risks are ieported and discussed al Ihe Board. Our Finance, Audit and Risk Committee has met and will continue to meet, more regularly than the scheduled quarterly meetings to maintain a close overview of risks and finances. Safeguarding and Ethical Principles RedR UK has a Safeguarding and a Business Ethics Policy. As a developer and deliverer of safeguarding training to the humanitarian community, we are confident in our saf8Juarding standards. RedR UK has a Prevention of Sexual Abuse, Exploitation and Abuse (PSEA) Policy and a Safeguarding Policy. Our Code of Conduct translates these principles into practical guidance that empowers RedR UK, its staff, volunteers. Members, Trainers, Trustees, its business partners and their emploY￿S to realise these aspirations.

Statement of Responsibilities -JJhe Board of Trustees The Truslees (who are also directors of RedR UK for the purposes of company law) are responsible for preparing the Trustees, Report and the financial statements in accordance with applicable law and regulaiions. The Board of Trustees presents its report and Ihe audited financial statements for the financial year including the period of 1 April 2021 to 31 March 2022. In so far as the Trustees are aware: there is no relevani audit information of which the charitable company's auditor is unaware; and the Trustees have taken all steps that they ought 10 have taken to make themselves aware of any relevant audit information and to establish Ihat the auditor is aware of that information. The financial statements comply with current statutory requirements, the Memorandum and Articles of Association and the Financial Reporting Standard applicable in the UK and the Republic of Ireland (FRS 102) and follow the Charities SORP (FRS 102). Under company law, Ihe Trusiees must nol approve the financial slalements unless they are satisfied Ihat they give a true and fair view of the state of affairs of Ihe charily and of ihe surplus 01 deficit of the charity for that peiiod. The Trustees are responsible for keeping adequate accounting records thai are sufficient 10 show and explain Charity's transaclions and disclose with ieasonable accuracy ai any time the financial posiiion of the Charity and enable them to ensure that Ihe financial statemenls comply wilh the Companies Acl 2006. They are also responsible for safeguarding the asseis of the Charily and hence for taking reasonable steps for the prevention and detection of f raud and other irregularities. Financial slatements are publ ished on Charily's websiie in accordance with the legislation in the United Kingdom governing the preparation and dissemination of f inancial statements. which may vary f rom legislation in other jurisdictions. In preparing Ihese financial statemenis, the Trustees are required to: select suitable accounting policies and Ihen apply Ihem consistently. make judgements and accounling estimales that are reasonable and prudent. state whelhei applicable UK Accounting Standards have been followed, subjeci to any material departures disclosed and explained in the financial statemenis. prepare Ihe financial statements on a going concern basis unless it is inappropriate to presume that the Charily will continue in operation. observe the methods and principles in the Charities SORP. The mainlenance and integiity of Charily's websiie is the responsibility of the Trusiees. The Trusiees, responsibility also exlends to the ongoing integrity of the f inancial siaiements contained therein. The charitable company qualifies as small undei section 383 of The Companies Act 2006 and so no slrategic report has been prepared, which is requirement of medium and large companies under the Companies Acl 2006 (Strategic Report and Direcior's Repon) Regulaiion 2013. Approved by the Board of Trustees and signed on its behalf by Sophie Gillibert, Chair of the Board of Trustees. 30 25110122

Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs(UK)) and applicable law. Our responsibilities under those slandards are further described the Auditor's Responsibilities for the audit of financial statemenls seclion of our report. We are independenl of the Corpoiation in accordance with the elhical requirements Ihat are relevant to our audit of the financial slatements in the UK, including the FRC'S Ethical Standard, and we have fulf illed our oiher ethical responsibilities in accordance with these requiremenls. We believe thai the audit evidence we have oblained is suff icient and appropriate to piovide a basis for our opinion. INDEPENDENT AUDITORS, REPORT TO THE MEMBERS OF REDR UK Opinion We have audited the financial statements of RedR UK ('the company,) for the year ended 31 March 2022 which comprise the Slatement of Financial Aclivilies, the Balance Sheet, Ihe siatemeni of Cash Flows and notes to Ihe f inancial statements, including a summary of signif icani accounting policies. The financial reporting framework Ihat has been applied in iheir preparation is applicable law and United Kingdom Accounling Standards, including FRS 102 'The Financial Reporting Standard Applicable in the UK and Ireland, (United Kingdom Generally Accepted Accounting Practice). Conclusions relating to going concern In auditing the financial statemenls, we have concluded that the trustees, use of the going concern basis of accounting in Ihe preparation of the financial statements is appropriate. In our opinion the f inancial statements- 'give a true and fair view of the state of Ihe chariiable company's affairs as at 31 Maich 2022 and of its incoming resources and application of resources, including its income and expendilure, for Ihe year then ended: have been properly prepared in accordance with the United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance wilh Ihe requiiements of the Companies Act 2006. Based on Ihe work we have performed, we have not identif led any material uncertainlies relaling to events or condilions Ihai, individually or collectively, may cast significant doubt on the company's ability to continue as a going concern for a period of at least Iwelve months from when the financial staiements are authoiised for issue. Our iesponsibililies and the responsibilities of the direciors wilh respecl to going concern are described in Ihe relevant seciions of this report. 31

Other information Matters on which we are required to report by exception The other informaiion comprises Ihe informaiion included in the annual report, other than the financial statemenis and our auditor's report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other informalion and, except to the extent otherwise explicitly stated in our report, we do noi express any form of assurance conclusion thereon. In the light of the knowledge and understanding of the company and its environment oblained in the course of the audil, we have not ideniified malerial misslalements in the Irustees, annual report. We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion: In connection with our audit of the financial statemenis, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with Ihe financial statements or our knowledge obtained in the audit or oiherwise appears to be malerially misstaled. If we identify such material inconsistencies or apparent material misstaiements, we are required to deiermine whether there is a material missiatement in the financial statements or a material misstalement of the other information. If, based on the work we have performed, we conclude that Ihere is a maierial misstatemenl of this other informalion, we are required lo report Ihal f acl. adequate accounting records have not been kept. or returns adequate for our audii have not been received f rom branches not visiled by us; or the financial stalements are not in agreement wilh Ihe accounting records and reiurns; or certain disclosures of Irustees, remuneration specified by law are not made; or we have not received all the informaiion and explanaiions we require for our audil; or the trustees were not entitled to prepare the financial stalements in accordance with the small companies regime and take advantage of the small companies exemplion in preparing the Trustees. Annual Reporl and from preparing a Stralegic Report. We have noihing 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: Ihe information given in the Irustees, annual report for the financial year for which the financial slatements are prepared is consistent with the financial statemenls; and Ihe Irustees. annual report have been prepared accordance with applicable legal requirements. Our Finance, Audil and Risk Committee has met and will continue to meet, more regularly ihan the scheduled quarterly meetings to maintain a close overview of risks and finances. 32

RESPONSIBILITIES OF TRUSTEES

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

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

Auditor’s responsibilities for the audit of the financial statements

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

is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

33

or conditions that may cast significant doubt on the charitable company's ability to continue as a going concern. If we conclude Ihal a material uncertainly exists, we are required to draw attention in our auditor's report lo the relaled disclosures in Ihe financial statemenis or, if such disclosures are inadequale, lo modify our We communicate with those charged wilh opinion. Our conclusions are based on the governance regarding, among other mattels, Ihe audit evidence oblained up lo the date of planned scope and liming of the audit and our auditor's report. However, future evenls signif icant audit f indings, including any or condilions may cause the charitable signif icani deficiencies in iniernal control that company to cease to continue as a going we identify during our audit. concern. Evaluate the overall presentalion, structure and content of the financial statements, including the disclosuies, and whether the financial Statements represent Ihe underlying transactions and events in a manner that achieves fair presentation. Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, oullined above, lo detecl malerial misslatements in respect of irregularilies, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below. The objeclives of our audit in respect of fraud, are,. to identify and assess the risks of material misstatemenl of Ihe financial stalemenls due lo fraud,. to obtain sufficienl appiopiiate audit evidence regarding Ihe assessed risks of malerial misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately lo insiances of fraud or suspected fraud identified during the audil. However, Ihe primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of Ihe charitable company. 34

OUR APPROACH WAS AS FOLLOWS:

instances of non-compliance or suspected non-compliance with laws and regulations.

There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of noncompliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

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. Our audit work has been undertaken so that we might state to the 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 any party other than the charitable company and charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Neil Finlayson (Senior Statutory Auditor) for and on behalf of Moore Kingston Smith LLP, Statutory Auditor

9 Appold Street London EC1A 2AP

Date: 31/10/2022 Date: XX/XX/XXXX

35

RedR UK Annual Report Year ended 31 March 2022

Statement of financial activities (incorporating an income and expenditure account)

For the year ended 31 March 2022

2022
Note
Restricted Designated Unrestricted
Total
£
£
£
£
2
66,079
-
308,945
375,024
Investment income
3,875
3,875
Charitable activities
3
Improving competence
718,759
-
243,131
961,890
Total income
784,838
-
555,951
1,340,789
Fundraising
15,424
-
188,034
203,458
Publicity
-
-
27,564
27,564
Total costs of raising funds
15,424
-
215,598
231,022
Charitable activities
Improving competence
718,757
-
388,383
1,107,140
4
734,181
-
603,981
1,338,162
Net gains/(losses) on investments
10,451
10,451
50,657
-
(37,579)
13,078
-
-
-
-
Net movement in funds
50,657
-
(37,579)
13,078
Balance brought forward at 1 April 2021
36,531
-
87,795
124,326
Balance carried forward at 31 March 2022
13
87,188
-
50,216
137,404
Raising funds
Total expenditure
Transfers between funds
Net (expenditure)/income
Donations and legacies
Expenditure
Income		 2022
Note
Restricted Designated Unrestricted
Total
£
£
£
£
2
66,079
-
308,945
375,024
Investment income
3,875
3,875
Charitable activities
3
Improving competence
718,759
-
243,131
961,890
Total income
784,838
-
555,951
1,340,789
Fundraising
15,424
-
188,034
203,458
Publicity
-
-
27,564
27,564
Total costs of raising funds
15,424
-
215,598
231,022
Charitable activities
Improving competence
718,757
-
388,383
1,107,140
4
734,181
-
603,981
1,338,162
Net gains/(losses) on investments
10,451
10,451
50,657
-
(37,579)
13,078
-
-
-
-
Net movement in funds
50,657
-
(37,579)
13,078
Balance brought forward at 1 April 2021
36,531
-
87,795
124,326
Balance carried forward at 31 March 2022
13
87,188
-
50,216
137,404
Raising funds
Total expenditure
Transfers between funds
Net (expenditure)/income
Donations and legacies
Expenditure
Income		 2021
Total
£
314,994
3,608
1,019,612
1,338,214
146,525
47,682
194,207
1,221,162
734,181
-
603,981
1,338,162
10,451
10,451
50,657
-
(37,579)
13,078
-
-
-
-
50,657
-
(37,579)
13,078
36,531
-
87,795
124,326		 1,415,369
20,061
(57,094)
-
(57,094)
181,420
87,188
-
50,216
137,404		 124,326

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above.

36

RedR UK Annual Report Yoarended 31 March 2022 Balance sheet As at 31 March 2022 2022 2021 Note Fixed assets Tangible fixed assets Investments 1,768 132,256 134,024 121,805 121,805 Current a$$el$ Debtors Cash al bank and in hand 10 73,260 360,801 138,257 157,267 434.061 295,524 Creditors: amounts falling due within one year 1390.681) 1243,0031 Net current assets 43,380 52,521 Credltors: amounts falllng due In more than one year 11 {40,000) {50,0001 Net assets 12 137,404 124,326 Funds Reslricled funds Unrestricted funds Designated funds General funds 13 87,188 36,531 50,216 87,795 Total funds 137,404 124,326 These financial statements have been prepared in accordance with the provision applicable to companies subject lo th8 small companies rÉ3gim8. Approved by the Board of Trustees and authorised for issue on 7th September 2022 and signed on ils behalf by Heather McKinlay- Treasurer Sophie Gillibert - Chair of the Board of Trustees Company reglstration number.. 3929653 37

RedR UK Annual Report Year ended 31 March 2022

Cash flow statement

For the year ending 31 March 2022

2022
Cash flow from operating activities
£
Net cash (used in)/ provided by operating activities
201,603
Cash flow from investing activities
Investment income and interest received
3,875
Purchase of fixed assets
(1,944)
Disposal of investments
-
1,931
Net (decrease)/increase in cash and cash equivalents
203,534
Cash and cash equivalents at beginning of year
157,267
Cash and cash equivalents at end of year
360,801
Reconciliation of net income to net cash flow from operating activities
2022
£
Net (expenditure)/income
13,078
Adjustments for:
Depreciation charges
176
(Gains)/losses on investments
(10,451)
Investment income
(3,875)
Decrease/(increase) in debtors
64,997
(Decrease)/Increase in creditors less than one year
147,678
decrease in creditors greater than one year
(10,000)
Net cash (used in)/ provided by operating activities
201,603
Analysis of changes in net debt
As At 1st
April 2021
Cashflows
Cash at bank
157,267
203,534
Loans falling due less than 1 year
-
(10,000)
Loans falling due greater than 1 year
(50,000)
10,000
Movement in net debt
107,267
203,534		 2021
£
(93,139)
3,608
1,444
-
5,052
(88,087)
245,354
157,267
2021
£
(57,094)
2,108
(20,061)
(3,608)
59,824
(124,308)
50,000
(93,139)
As At 31st
March 2022
360,801
(10,000)
(40,000)
310,801

38

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

Company Status

RedR UK is a company limited by guarantee and has no share capital. The liability of each member is limited to £1 per member.

1. Accounting policies

RedR UK, (the "charitable company"), is a registered charity that seeks to relieve suffering caused by disasters by selecting, training and providing competent and committed personnel to humanitarian programmes worldwide.

The entity is registered in England and Wales with a registered office of 91-94 Lower Marsh, London, SE1 7AB. Its company number is 3929653 and charity number is 1079752.

a) Basis of preparation of financial statements

These financial statements have been prepared under the historical cost convention and in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102). The charitable company is a public benefit company for the purpose of FRS102 and therefore the charity also prepares its financial statements in accordance with the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Accounting and Reporting by Charities: Financial Reporting Standard applicable in the UK and Republic of Ireland published on 16 July 2014 (the FRS102 Charities SORP), the Companies Act 2006 and the Charities Act 2011.

These financial statements are prepared in pounds sterling, which is the functional currency of the charitable company. Monetary amounts in the financial statements are rounded to the nearest pound (£).

39

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

a. Basis of preparation of financial statements (continued)

The Trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charitable company to continue as a going concern. The Trustees have made this assessment for a period of at least one year from the date of approval of the financial statements.

The Trustees consider that there are no material uncertainties about RedR UK’s ability to continue as a going concern and have based this on detailed budgets and forecasts that have been produced on a conservative basis. Following a number of loss-making years, the charity embarked on a significant cost cutting and reshaping exercise in the financial year ended 31 March 2020 which has had a continuing positive impact in the following financial years. RedR UK is well-placed to continue to provide remote capacity strengthening with the training resources that it converted online during the COVID-19 pandemic in 2020/21, and has also recommenced working face to face. Substantial grants have already been awarded for the current financial year ending 31 March 2023 from IOM, AXA, the Ramboll Foundation, JOAC, HLA, RAE and JTIF, totalling £655k. RedR UK continues to monitor expenditure closely and has kept its cost base at a low level in the current financial year, including through establishing an agile network of resource that allows the charity to scale up or down as required. RedR UK also continues to take advantage of free accommodation provided by Whitby Wood.

The Trustees have concluded that there is a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future.

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are described in the following paragraphs.

b) Income

Fundraising income is recognised when there is entitlement to the funds, the receipt is probable and

When donors specify that donations and grants given to the charity must be used in future accounting periods the income is deferred accordingly. When donors impose conditions that have to be fulfilled before the charity becomes entitled to use them the income is deferred and not included in the incoming resources until these conditions have been met. Grants are recognised in line with the expenditure on the programme relating to the grant, such that income from the grant is deferred in the accounts until this point.

40

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

1. Accounting policies (continued)

c) Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that a settlement is required and the amounts of the obligation can be reliably measured. All expenditure is accounted for on an accrual basis.

Expenditure includes attributable VAT which cannot be recovered.

The costs of raising funds relate to the costs incurred by the charitable company in raising funds for the charitable work and raising the profile of its work through its corporate communications.

Charitable costs relate to providing relief personnel through the charitable company's recruitment service and improving competence through training in the UK and overseas and its technical support service.

Support costs are comprised of those costs which are incurred directly in support of expenditure on the objects of the charity and includes governance costs. Governance costs include the management of the charitable company's assets, organisational management and compliance with constitutional and statutory requirements.

d) 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 income received or generated for the charitable purposes. They are available to spend on activities that further any of the purposes of the charity.

Designated funds are unrestricted funds set aside by the board of Trustees for specific future purposes or projects.

e) Pension costs

The charity participates in a New Generation Stakeholder Pension Plan (a defined contribution scheme). Employees set their own contribution level (minimum 3% net of tax) while the charity contributes up to 5% of earnings to the plan. Pension costs are charged to the Statement of Financial Activities in the period to which they relate.

f) Foreign currency translation

Monetary assets and liabilities in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions denominated in foreign currencies are translated into sterling at the rates ruling at the date of the transaction. Any gains or losses arising due to fluctuations in exchange rates are charged to the Statement of Financial Activities.

41

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

1. Accounting policies (continued)

g)[Tangible fixed assets and depreciation ]

Individual assets costing £500 or more are capitalised at cost.

Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost of each asset evenly over its estimated useful life. The useful lives in use are as follows:

Office equipment 5 years
Computer equipment 3 years
Office refurbishment 5 years (period of the lease)

Tangible fixed assets purchased from restricted funds for a particular project are charged to that project and are not capitalised.

h) Leases

Rentals payable under operating leases, where substantially all the risks and rewards of ownership remain with the lessor, are charged to the Statement of Financial Activities on a straight line basis over the minimum lease term.

i) Financial instruments

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. The Statement of Financial Activities includes net gains and losses arising on revaluation and disposals throughout the year.

The charity does not acquire options, derivatives or other complex financial instruments.

Cash and cash equivalents

Cash at bank and cash in hand includes cash and short-term deposits with a short maturity of three months or less.

Debtors and creditors

Debtors and creditors receivable or payable within one year of the reporting date are carried at their transaction price. Debtors and creditors that are receivable or payable in more than one year and not subject to market rate of interest are measured at the present value of the expected future receipts or payments discounted at a market rate of interest.

Critical accounting judgements and estimates

In the view of the Trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.

42

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

2. Voluntary income

For the year ended 31 March 2022

Trusts
Individual giving
Patrons and corporate supporters
Legacies
Events
Other
Total		 2022
2021
Restricted
Designated Unrestricted
Total
Total
£
£
£
£
£
-
-
10,000
10,000
13,000
66,079
-
169,742
235,821
157,135
-
-
114,697
114,697
136,847
-
-
650
650
100
-
-
9,673
9,673
5,150
-
-
4,183
4,183
2,762
66,079
-
308,945
375,024
314,994

For the year ended 31 March 2021

Trusts
Individual giving
Patrons and corporate supporters
Legacies
Events
Other
Total		 2021
2020
Restricted
Designated Unrestricted
Total
Total
£
£
£
£
£
-
-
13,000
13,000
8,000
-
157,135
157,135
223,445
-
-
136,847
136,847
186,144
-
-
100
100
9,823
-
-
5,150
5,150
96,050
-
-
2,762
2,762
3,655
-
-
314,994
314,994
527,117

43

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

3. Charitable activities

For the year ended 31 March 2022

For the year ended 31 March 2022
Grants
CDR
Lloyd's of London
ACP
UNICEF
The Clothworkers' Foundation
Whitbybird
H2H
EPS Uganada
Asia Rolt
Haiti Response
Vitol Foundation
Ramboll Foundation
Training fees		 2022
2021
Restricted
Designated Unrestricted
Total
Total
£
£
£
£
£
92,357
-
-
92,357
77,000
13,348
-
-
13,348
15,103
19,456
-
-
19,456
45,352
-
-
-
-
134,967
60,000
-
-
60,000
150,000
-
-
-
-
41,970
-
-
-
-
202,044
20,641
-
-
20,641
29,289
17,474
-
-
17,474
4,671
29,688
-
-
29,688
-
570
-
-
570
-
22,908
-
-
22,908
-
442,317
-
243,131
685,448
319,216
718,759
-
243,131
961,890
1,019,612

44

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

3. Charitable activities

For the year ended 31 March 2021

2021 2020
Restricted **Designated ** Unrestricted Total Total
£ £ £ £ £
Grants
CCQL 3,518
CDR 77,000 - - 77,000 51,423
JFU - - - - 10,450
Nap - - - 23,221
Lloyd's of London 15,103 - - 15,103 31,549
OFDA-USAID 45,352 - - 45,352 -
ACP - - - - -
Echo SIM - - - - (37,422)
Royal Commission - - - - 30,000
AICS-Euro - - - 30,585
WHH(WFP) 134,967 - - 134,967 25,345
UNICEF 150,000 - - 150,000 68,722
The Clothworkers' Foundation - - - - 60,000
FNC 41,970 - - 41,970 7,999
UCF 202,044 - - 202,044 -
Govt of Belgium (BTG) 29,289 - - 29,289 -
Other 4,671 - - 4,671 -
Training fees 217,413 - 101,803 319,216 838,831
917,809 - 101,803 1,019,612 1,144,221

45

Analysis of total expenditure For the year ended 31 March 2022 Improving
2022
2021		 Fundraising
Publicity
Competence
Support
Total
Total		 £
£
£
£
£
£		 Staff costs (Note 6)
126,963
18,169
318,063
95,242
558,437
626,685		 Staff costs (Note 6)
126,963
18,169
318,063
95,242
558,437
626,685		 Office administration
-
-
3,332
172,262
175,594
336,563		 Training
-
-
524,995
-
524,995
369,203		 Fundraising/PR
31,306
3,296
-
-
34,602
33,225		 Organisation administration
169
-
11,300
28,597
40,066
43,599		 Communication
-
-
4,468
-
4,468
6,094		 Total resources expended
158,438
21,465
862,158
296,101
1,338,162
1,415,369		 Support costs
45,020
6,099
244,982
296,101
-
-		 Total resources expended
203,458
27,564
1,107,140
-
1,338,162
1,415,369		 Support costs are those costs that, whilst necessary to deliver an activity, do not themselves produce or constitute the output of the charitable activity. Similarly, costs will be incurred in supporting income generation activities such as fundraising, and in supporting the governance of the charity. Support costs include the central or regional office functions such as general management, payroll administration, budgeting and
4.

2020 Total £ 1,277,507 348,692 705,554 69,536 14,142 - 2,415,431 - 2,415,431.00
2021 Total £ 626,685 336,563 369,203 33,225 43,599 6,094 1,415,369 - 1,415,369.00
2021 £ 11,339 25,829 4,102 - 41,270 Support £ 20,553 206,056 - - 43,599 - 270,208 270,208.00 -
-
2022 £ 20,548 17,987 10,694 90 49,319 Improving Competence £ 482,226 130,507 369,203 - - 6,094 988,030 233,132.00 1,221,162.00
Analysis of total expenditure (continued) For the year ended 31 March 2022 Support costs Included within support costs are governance costs. Governance costs are comprised of the following: Staff costs Audit and accountancy Fees Professional fees Meetings Analysis of total expenditure For the year ended 31 March 2021 Fundraising
Publicity		 £
£		 Staff costs (Note 6)
109,809
14,097		 Office administration
-
-		 Training
-
-		 Fundraising/PR
8,743
24,482		 Organisation administration
-
-		 Communication
-
-		 Total resources expended
118,552
38,579		 Support costs
27,973.00
9,103.00		 Total resources expended
146,525.00
47,682.00
4.

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

5. Net (expenditure)/ income

2022 2021
This is stated after charging: £ £
Depreciation 176 2,108
Trustees' reimbursed expenses - -
Operating lease charges: UK property rent 26,414 69,000
Operating lease charges: Overseas property rent 8,136 32,760
Foreign exchange (gain)/loss (1,160) 26,542
Auditors' remuneration:
Current year statutory audit UK 11,550 11,450
Current year statutory audit Overseas 1,325 8,707
Other services 1,130 579

No Trustees made claims for reimbursement of expenses during the year 2022 (2021: Nil). No trustees received any remuneration in the year (2021-none).

6. Staff costs and numbers

Staff costs were as follows:
Salaries and wages
Social security costs
Pension costs
Redundancy
Recruitment costs
Staff development costs
Travel, subsistence and other staff costs
Employees earning more than £60,000 during the year:
£60,001 - £70,000
£70,001 - £80,000		 2022
£
499,776
32,892
15,869
4,350
279
5,271
558,437
2022
No.
-
2		 2021
£
548,352
40,757
19,062
3,658
1,707
470
12,679
626,685
2021
No.
1
1

Pension contributions in respect of these employees was £3,567 (2021: £3,000).

The key management personnel of RedR UK during the year is comprised of the Chief Executive Officer, the Programmes Director, Head of Partnerships and Head of Fundraising and Communications. The total employee benefits of the key management personnel were £218,766 (2021: 194,206).

There were no redundancy payments in the year (2021: £3,658).

The average weekly number of employees (full-time equivalent) during the year was as follows:

Improving competence
Fundraising & publicity
Administration
Governance
Staff employed on overseas programmes:
Sudan
Middle East		 2022
No.
6.4
4.4
0.7
0.2
0.0
1.3
13.0		 2021
No.
7.6
3
0.9
0.2
14.2
2.0
27.9

48

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

7. Taxation

The charitable company benefits from exemptions on income and gains falling within sections 466-493 of the corporation tax act 2010 to the extent that they are derived from charitable activities.

8. Tangible fixed assets

Tangible fixed assets
Cost
At 1 April 2021
Additions in year
Disposals /writeoffs in year
At 31 March 2022
Depreciation
At 1 April 2021
Charge for the year
Eliminated on disposal / writeoff
At 31 March 2022
Net Book Value
At 31 March 2022
At 31 March 2021
Investments
Market value at 1 April
Disposal in year
Net unrealised investment gains/(losses)
Market value at 31 March
Historical cost at 31 March
The investments are comprised of:
CCLA - COIF Charities Investment Fund
Equity shares		 Office
Refurbishment
£
-
-
-		 Computer
equipment
£

4,160

1,944

-

6,104

4,160

176

-

4,336

1,768

-
2022
£
121,805
-
10,451
132,256
82,256
126,938
5,318
132,256		 Total
£
4,160
1,944
-
- 6,104
-
-
-		 4,160
176
-
- 4,336
- 1,768
- -
2021
£
101,744
-
20,061
121,805
82,256
116,812
4,993
121,805

9. Investments

49

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

10. Debtors

Accrued income
Other debtors
Prepayments
11. Creditors: Amounts falling due within one year
Taxation & social security
Other creditors
Accruals
Deferred income
Loan		 2022
£
7,610
30,308
35,342
73,260
2022
£
9,243
73,098
61,227
237,113
10,000
390,681		 2021
£
17,182
77,844
43,231
138,257
2021
£
9,780
119,099
59,419
54,705
-
243,003

As at 31st March 2022 there are no outstanding pension contributions (2021: £Nil).

Deferred income occurs when training courses which are due to occur after the balance sheet date are invoiced beforehand.

Natwest Bank PLC hold a fixed and floating charge over the undertaking and all property and assets, both present and future.

11a Deferred income

Deferred income as at 1 April
Amount deferred /(released) in the year
Deferred income as at 31st March		 2022
£
54,705
182,408
237,113		 2021
£
125,451
(70,746)
54,705

11b Creditors: Falling due in more than one year

Bounce Back Loan 2022
£
40,000
40,000		 2021
£
50,000
50,000

The Bounce Back Loan is the UK government-backed Covid-19 support loan to help businesses impacted by the pandemic and is due on 30 March 2027. This unsecured loan was granted on 30 March 2021 and was interest-free for the first 12 months. Thereafter, the loan is repayable over the remaining five years at a rate of 2.5% interest.

50

For theyear ended 31 March 2022 12.
Analysis of net assets between funds
For the year ended 31 March 2022
Restricted
funds
Designated
funds
General
funds
Total funds
£
£
£
£
Investments
-
-
132,256
132,256
Tangible assets
-
-
1,768
1,768
Net current assets
87,188
-
(43,808)
43,380
Amounts falling due in more than one year
-
(40,000)
(40,000)
87,188
-
50,216
137,404
For the year ended 31 March 2021
Restricted
funds
Designated
funds
General
funds
Total funds
£
£
£
£
Investments
-
-
121,805
121,805
Tangible assets
-
-
-
-
Net current assets
36,531
-
15,990
52,521
Amounts falling due in more than one year
-
-
(50,000)
(50,000)
36,531
-
87,795
124,326
Net assets at 31 March 2022
Net assets at 31 March 2021

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

13.
Funds
For the year ended 31 March 2022
Restricted funds:
Middle East
Europe & Global Initiatives
Ukraine Appeal
Total restricted funds
Unrestricted funds
Designated funds
Fixed asset funds
Total Designated Funds
General funds
Total unrestricted funds
Total funds		 As at 31 March
At 1 April 2021
Income
Expenditure
Transfers
2022
£
£
£
£
£
5,451
-
-
5,451
31,080
718,759
(718,757)
31,082
66,079
(15,424)
50,655
36,531
784,838
(734,181)
-
87,188
-
-
-
-
-
-
-
-
-
-
87,795
566,402
(603,981)
-
50,216
-
87,795
566,402
(603,981)
-
50,216
124,326
1,351,240 (1,338,162)
-
137,404		 As at 31 March
At 1 April 2021
Income
Expenditure
Transfers
2022
£
£
£
£
£
5,451
-
-
5,451
31,080
718,759
(718,757)
31,082
66,079
(15,424)
50,655
36,531
784,838
(734,181)
-
87,188
-
-
-
-
-
-
-
-
-
-
87,795
566,402
(603,981)
-
50,216
-
87,795
566,402
(603,981)
-
50,216
124,326
1,351,240 (1,338,162)
-
137,404
87,188
-
-
50,216
-
50,216
137,404

52

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

13. Funds

Funds
For the year ended 31 March 2021 As at 31 March
At 1 April 2020 Income Expenditure Transfers 2021
£ £ £ £ £
Restricted funds:
Sudan 36,139 100,000 (130,688) (5,451) -
Middle East - 115,608 (116,835) 6,678 5,451
Europe & Global Initiatives 130,910 702,201 (800,804) (1,227) 31,080
Mission Ready 7,775 - - (7,775) -
Total restricted funds 174,824 917,809 (1,048,327) (7,775) 36,531
Unrestricted funds
Designated funds
Fixed asset funds 3,552 - - (3,552) -
Total Designated Funds 3,552 - - (3,552) -
General funds 3,044 440,466 (367,042) 11,327 87,795
-
Total unrestricted funds 6,596 440,466 (367,042) 7,775 87,795
Total funds 181,420 1,358,275 (1,415,369) - 124,326

53

RedR UK Annual Report Year ended 31 March 2022

Notes to the financial statements

For the year ended 31 March 2022

13. Transfers between funds (continued)

Purposes of restricted funds

The Middle East Fund was used for providing training and addressing technical and coordination competencies. Funding has been secured from Trust funds in support of this work.

The Europe & Global Initiatives Fund represents a number of contracts secured from a variety of major insitutional donors; these vary in the timing of cashflow income and expenditure.

The Ukraine Appeal was set up tp analyse and address the most urgent training needs and capacity gaps of local organisations and responders providing humanitarian assistance in relation to the Ukraine emergency, followed by further and more in-depth training on selected areas of humanitarian response in English, Ukrainian, Polish and Romanian languages.

14. Related parties

RedR International is the umbrella body of the various RedR organisations around the world. The charity has two nominees on the committee of RedR International.

The charity has established a wholly owned subsidiary trading company, RedR UK Trading Limited, a company registered in England & Wales. The company remains dormant.

RedR US is established as a 501c entity. Jo de Serrano, CEO of RedR UK currently sits on the board but as there is no control, the results of that entity are not amalgamated within these financial statements. Management of RedR US funds is now undertaken by RedR Australia.

Office accommdation is donated by Whitby Wood, Sebastian Wood is a Trustee of the charitable company. The cost of this Office accommodation is recorded as expenditure in the Statement of Financial Activies, with an equal amount recorded as a donation in income.

15. Operating lease commitments

At 31 March 2022, the charity had the following minimum lease payments under non-cancellable operating leases which fall due as follows:

within one year
between two and five years
over five years		 2022
2021
£
£
-
16,258
-
-
-
-
-
16,258
Land and buildings		 2022
2021
£
£
-
16,258
-
-
-
-
-
16,258
Land and buildings
16,258

16. Capital commitments

There are no capital commitments not provided for in the financial statements (2021:None)

54

edruk redruk people and skills for disaster relief www.redr.org.uk ANNUAL REPORT AND FINANCIAL STATEMENTS 2021/22