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.


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## 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 


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## Year in review 

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


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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." 

- Wrya Abdullah MSc, PhD Lecturer and Researcher University of Sulaimania, Iraq and American University of Iraq Sulaimani, course participant 

"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." 

- Hanan Bamyeh Construction Engineer at UN Relief and Works Agency (UNRWA), course participant 

"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." 

- Pamela Acheng Lecturer Makerere University, Kampala, Uganda, course participant 



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. 


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## 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.
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18

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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: 

- Arup: WearRed webinar Insights Into Creating Sustainable Business hosted by – 

- Natasha Connolly Associate Director in – 

- Sustainability, Phil Walsh Global Sustainable Development Programme – 

- Manager, Annie Gibbons Associate in Energy and Climate Change and Tom Norton – Human Factors Consultant. 

- Tony Gee: WearRed webinar Be The – 

- Change hosted by Francesca De Petris Sustainability Principal and Rebecca Woodhouse – Design Engineer. 

- WSP: WearRed webinar Let’s Talk About - 

- Inclusivity hosted by Abigail Frost Diversity & Inclusion Manager and Jane – 

- Grant UK Director of Diversity & Inclusion. 

- All the webinars can be accessed on our YouTube channel. 

## 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 />>=7<A32 @=>673 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. 

- Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the charitable company’s 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: 

   - Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees. 

- Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that 

- Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or 

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: 

- We obtained an understanding of the legal and regulatory requirements applicable to the company and considered that the most significant are the Companies Act 2006, the Charities Act 2011, UK financial reporting standards as issued by the Financial Reporting Council and UK taxation legislation. 

- We obtained an understanding of how the charitable company complies with these requirements by discussions with management and those charged with governance. 

- We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance. 

- We inquired of management and those charged with governance as to any known 

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

- Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required. 

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**<br>**Note**<br>**Restricted Designated Unrestricted**<br>**Total**<br>£<br>£<br>£<br>**£**<br>2<br>66,079<br>-<br>308,945<br>**375,024**<br>Investment income<br>3,875<br>**3,875**<br>Charitable activities<br>3<br>Improving competence<br>718,759<br>-<br>243,131<br>**961,890**<br>**Total income**<br>784,838<br>-<br>555,951<br>**1,340,789**<br>Fundraising<br>15,424<br>-<br>188,034<br>**203,458**<br>Publicity<br>-<br>-<br>27,564<br>**27,564**<br>**Total costs of raising funds**<br>15,424<br>**-**<br>215,598<br>**231,022**<br>Charitable activities<br>Improving competence<br>718,757<br>-<br>388,383<br>**1,107,140**<br>4<br>734,181<br>-<br>603,981<br>**1,338,162**<br>Net gains/(losses) on investments<br>10,451<br>**10,451**<br>50,657<br>-<br>(37,579)<br>**13,078**<br>-<br>-<br>-<br>**-**<br>**Net movement in funds**<br>**50,657**<br>**-**<br>**(37,579)**<br>**13,078**<br>Balance brought forward at 1 April 2021<br>36,531<br>-<br>87,795<br>**124,326**<br>**Balance carried forward at 31 March 2022**<br>13<br>**87,188**<br>**-**<br>**50,216**<br>**137,404**<br>Raising funds<br>**Total expenditure**<br>Transfers between funds<br>**Net (expenditure)/income**<br>Donations and legacies<br>**Expenditure**<br>**Income**|**2022**<br>**Note**<br>**Restricted Designated Unrestricted**<br>**Total**<br>£<br>£<br>£<br>**£**<br>2<br>66,079<br>-<br>308,945<br>**375,024**<br>Investment income<br>3,875<br>**3,875**<br>Charitable activities<br>3<br>Improving competence<br>718,759<br>-<br>243,131<br>**961,890**<br>**Total income**<br>784,838<br>-<br>555,951<br>**1,340,789**<br>Fundraising<br>15,424<br>-<br>188,034<br>**203,458**<br>Publicity<br>-<br>-<br>27,564<br>**27,564**<br>**Total costs of raising funds**<br>15,424<br>**-**<br>215,598<br>**231,022**<br>Charitable activities<br>Improving competence<br>718,757<br>-<br>388,383<br>**1,107,140**<br>4<br>734,181<br>-<br>603,981<br>**1,338,162**<br>Net gains/(losses) on investments<br>10,451<br>**10,451**<br>50,657<br>-<br>(37,579)<br>**13,078**<br>-<br>-<br>-<br>**-**<br>**Net movement in funds**<br>**50,657**<br>**-**<br>**(37,579)**<br>**13,078**<br>Balance brought forward at 1 April 2021<br>36,531<br>-<br>87,795<br>**124,326**<br>**Balance carried forward at 31 March 2022**<br>13<br>**87,188**<br>**-**<br>**50,216**<br>**137,404**<br>Raising funds<br>**Total expenditure**<br>Transfers between funds<br>**Net (expenditure)/income**<br>Donations and legacies<br>**Expenditure**<br>**Income**|**2021**<br>**Total**<br>**£**<br>**314,994**<br>**3,608**<br>**1,019,612**|
|---|---|---|
|||**1,338,214**|
|||**146,525**<br>**47,682**|
|||**194,207**<br>**1,221,162**|
||||
||734,181<br>-<br>603,981<br>**1,338,162**<br>10,451<br>**10,451**<br>50,657<br>-<br>(37,579)<br>**13,078**<br>-<br>-<br>-<br>**-**<br>**50,657**<br>**-**<br>**(37,579)**<br>**13,078**<br>36,531<br>-<br>87,795<br>**124,326**|**1,415,369**|
|||**20,061**<br>**(57,094)**<br>**-**|
|||**(57,094)**<br>**181,420**|
||**87,188**<br>**-**<br>**50,216**<br>**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**<br>**Cash flow from operating activities**<br>**£**<br>Net cash (used in)/ provided by operating activities<br>**201,603**<br>**Cash flow from investing activities**<br>Investment income and interest received<br>**3,875**<br>Purchase of fixed assets<br>**(1,944)**<br>Disposal of investments<br>**-**<br>**1,931**<br>**Net (decrease)/increase in cash and cash equivalents**<br>**203,534**<br>Cash and cash equivalents at beginning of year<br>**157,267**<br>**Cash and cash equivalents at end of year**<br>**360,801**<br>**Reconciliation of net income to net cash flow from operating activities**<br>**2022**<br>**£**<br>**Net (expenditure)/income**<br>**13,078**<br>**Adjustments for:**<br>Depreciation charges<br>**176**<br>(Gains)/losses on investments<br>**(10,451)**<br>Investment income<br>**(3,875)**<br>Decrease/(increase) in debtors<br>**64,997**<br>(Decrease)/Increase in creditors less than one year<br>**147,678**<br>decrease in creditors greater than one year<br>**(10,000)**<br>**Net cash (used in)/ provided by operating activities**<br>**201,603**<br>**Analysis of changes in net debt**<br>**As At 1st**<br>**April 2021**<br>**Cashflows**<br>Cash at bank<br>157,267<br>203,534<br>Loans falling due less than 1 year<br>-<br>(10,000)<br>Loans falling due greater than 1 year<br>(50,000)<br>10,000<br>**Movement in net debt**<br>**107,267**<br>**203,534**|**2021**<br>**£**<br>**(93,139)**|
|---|---|
||**3,608**<br>**1,444**<br>**-**|
||**5,052**|
||**(88,087)**<br>**245,354**|
||**157,267**|
||**2021**<br>**£**<br>**(57,094)**<br>**2,108**<br>**(20,061)**<br>**(3,608)**<br>**59,824**<br>**(124,308)**<br>**50,000**|
||**(93,139)**|
||**As At 31st**<br>**March 2022**<br>360,801<br>(10,000)<br>(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<br>Individual giving<br>Patrons and corporate supporters<br>Legacies<br>Events<br>Other<br>**Total**|**2022**<br>**2021**<br>**Restricted**<br>**Designated Unrestricted**<br>**Total**<br>**Total**<br>£<br>£<br>£<br>**£**<br>**£**<br>-<br>-<br>10,000<br>**10,000**<br>**13,000**<br>66,079<br>-<br>169,742<br>**235,821**<br>**157,135**<br>-<br>-<br>114,697<br>**114,697**<br>**136,847**<br>-<br>-<br>650<br>**650**<br>**100**<br>-<br>-<br>9,673<br>**9,673**<br>**5,150**<br>-<br>-<br>4,183<br>**4,183**<br>**2,762**|
|---|---|
||66,079<br>-<br>308,945<br>**375,024**<br>**314,994**|



## **For the year ended 31 March 2021** 

|Trusts<br>Individual giving<br>Patrons and corporate supporters<br>Legacies<br>Events<br>Other<br>**Total**|**2021**<br>**2020**<br>**Restricted**<br>**Designated Unrestricted**<br>**Total**<br>**Total**<br>£<br>£<br>£<br>**£**<br>**£**<br>-<br>-<br>13,000<br>**13,000**<br>**8,000**<br>-<br>157,135<br>**157,135**<br>**223,445**<br>-<br>-<br>136,847<br>**136,847**<br>**186,144**<br>-<br>-<br>100<br>**100**<br>**9,823**<br>-<br>-<br>5,150<br>**5,150**<br>**96,050**<br>-<br>-<br>2,762<br>**2,762**<br>**3,655**|
|---|---|
||-<br>-<br>314,994<br>**314,994**<br>**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<br>CDR<br>Lloyd's of London<br>ACP<br>UNICEF<br>The Clothworkers' Foundation<br>Whitbybird<br>H2H<br>EPS Uganada<br>Asia Rolt<br>Haiti Response<br>Vitol Foundation<br>Ramboll Foundation<br>Training fees|**2022**<br>**2021**<br>**Restricted**<br>**Designated Unrestricted**<br>**Total**<br>**Total**<br>£<br>£<br>£<br>**£**<br>**£**<br>92,357<br>-<br>-<br>**92,357**<br>**77,000**<br>13,348<br>-<br>-<br>**13,348**<br>**15,103**<br>19,456<br>-<br>-<br>**19,456**<br>**45,352**<br>-<br>-<br>-<br>**-**<br>**134,967**<br>60,000<br>-<br>-<br>**60,000**<br>**150,000**<br>-<br>-<br>-<br>**-**<br>**41,970**<br>-<br>-<br>-<br>**-**<br>**202,044**<br>20,641<br>-<br>-<br>**20,641**<br>**29,289**<br>17,474<br>-<br>-<br>**17,474**<br>**4,671**<br>29,688<br>-<br>-<br>**29,688**<br>**-**<br>570<br>-<br>-<br>**570**<br>**-**<br>22,908<br>-<br>-<br>**22,908**<br>**-**<br>442,317<br>-<br>243,131<br>**685,448**<br>**319,216**|
||718,759<br>-<br>243,131<br>**961,890**<br>**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**<br>**2022**<br>**2021**|**Fundraising**<br>**Publicity**<br>**Competence**<br>**Support**<br>**Total**<br>**Total**|£<br>£<br>£<br>£<br>**£**<br>**£**|Staff costs (Note 6)<br>126,963<br>18,169<br>318,063<br>95,242<br>**558,437**<br>**626,685**|Staff costs (Note 6)<br>126,963<br>18,169<br>318,063<br>95,242<br>**558,437**<br>**626,685**|Office administration<br>-<br>-<br>3,332<br>172,262<br>**175,594**<br>**336,563**|Training<br>-<br>-<br>524,995<br>-<br>**524,995**<br>**369,203**|Fundraising/PR<br>31,306<br>3,296<br>-<br>-<br>**34,602**<br>**33,225**|Organisation administration<br>169<br>-<br>11,300<br>28,597<br>**40,066**<br>**43,599**|Communication<br>-<br>-<br>4,468<br>-<br>**4,468**<br>**6,094**|Total resources expended<br>158,438<br>21,465<br>862,158<br>296,101<br>**1,338,162**<br>**1,415,369**|Support costs<br>45,020<br>6,099<br>244,982<br>296,101<br>**-**<br>**-**|**Total resources expended**<br>**203,458**<br>**27,564**<br>**1,107,140**<br>**-**<br>**1,338,162**<br>**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**<br>**Publicity**|£<br>£|Staff costs (Note 6)<br>109,809<br>14,097||Office administration<br>-<br>-|Training<br>-<br>-|Fundraising/PR<br>8,743<br>24,482|Organisation administration<br>-<br>-|Communication<br>-<br>-|Total resources expended<br>118,552<br>38,579|Support costs<br>27,973.00<br>9,103.00|Total resources expended<br>**146,525.00**<br>**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:<br>Salaries and wages<br>Social security costs<br>Pension costs<br>Redundancy<br>Recruitment costs<br>Staff development costs<br>Travel, subsistence and other staff costs<br>Employees earning more than £60,000 during the year:<br>£60,001 - £70,000<br>£70,001 - £80,000|**2022**<br>**£**<br>**499,776**<br>**32,892**<br>**15,869**<br>**4,350**<br>**279**<br>**5,271**<br>**558,437**<br>**2022**<br>**No.**<br>**-**<br>**2**|**2021**<br>**£**<br>**548,352**<br>**40,757**<br>**19,062**<br>**3,658**<br>**1,707**<br>**470**<br>**12,679**|
|---|---|---|
|||**626,685**|
|||**2021**<br>**No.**<br>**1**<br>**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<br>Fundraising & publicity<br>Administration<br>Governance<br>Staff employed on overseas programmes:<br>Sudan<br>Middle East|**2022**<br>**No.**<br>6.4<br>4.4<br>0.7<br>0.2<br>0.0<br>1.3<br>**13.0**|**2021**<br>**No.**<br>7.6<br>3<br>0.9<br>0.2<br>14.2<br>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**<br>At 1 April 2021<br>Additions in year<br>Disposals /writeoffs in year<br>**At 31 March 2022**<br>**Depreciation**<br>At 1 April 2021<br>Charge for the year<br>Eliminated on disposal / writeoff<br>At 31 March 2022<br>**Net Book Value**<br>At 31 March 2022<br>At 31 March 2021<br>**Investments**<br>Market value at 1 April<br>Disposal in year<br>Net unrealised investment gains/(losses)<br>Market value at 31 March<br>Historical cost at 31 March<br>The investments are comprised of:<br>CCLA - COIF Charities Investment Fund<br>Equity shares|**Office**<br>**Refurbishment**<br>**£**<br>-<br>-<br>-|**Computer**<br>**equipment**<br>**£**<br><br>4,160<br><br>1,944<br><br>-<br><br>6,104<br><br>4,160<br><br>176<br><br>-<br><br>4,336<br><br>**1,768**<br><br>-<br>**2022**<br>**£**<br>**121,805**<br>**-**<br>**10,451**<br>**132,256**<br>**82,256**<br>**126,938**<br>**5,318**<br>**132,256**|**Total**<br>**£**<br>**4,160**<br>**1,944**<br>**-**|
||**-**||**6,104**|
||-<br>-<br>-||**4,160**<br>**176**<br>**-**|
||**-**||**4,336**|
||**-**||**1,768**|
||-||**-**|
||||**2021**<br>**£**<br>**101,744**<br>**-**<br>**20,061**|
||||**121,805**|
|||||
||||**82,256**|
||||**116,812**<br>**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<br>Other debtors<br>Prepayments<br>**11. Creditors: Amounts falling due within one year**<br>Taxation & social security<br>Other creditors<br>Accruals<br>Deferred income<br>Loan|**2022**<br>**£**<br>**7,610**<br>**30,308**<br>**35,342**<br>**73,260**<br>**2022**<br>**£**<br>**9,243**<br>**73,098**<br>**61,227**<br>**237,113**<br>**10,000**<br>**390,681**|**2021**<br>**£**<br>**17,182**<br>**77,844**<br>**43,231**|
|---|---|---|
|||**138,257**|
|||**2021**<br>**£**<br>**9,780**<br>**119,099**<br>**59,419**<br>**54,705**<br>**-**|
|||**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<br>Amount deferred /(released) in the year<br>Deferred income as at 31st March|**2022**<br>**£**<br>**54,705**<br>**182,408**<br>**237,113**|**2021**<br>**£**<br>**125,451**<br>**(70,746)**|
|---|---|---|
|||**54,705**|



## **11b Creditors: Falling due in more than one year** 

|Bounce Back Loan|**2022**<br>**£**<br>**40,000**<br>**40,000**|**2021**<br>**£**<br>**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.**<br>**Analysis of net assets between funds**<br>**For the year ended 31 March 2022**<br>Restricted<br>funds<br>Designated<br>funds<br>General<br>funds<br>**Total funds**<br>£<br>£<br>£<br>**£**<br>Investments<br>-<br>-<br>132,256<br>**132,256**<br>Tangible assets<br>-<br>-<br>1,768<br>**1,768**<br>Net current assets<br>87,188<br>-<br>(43,808)<br>**43,380**<br>Amounts falling due in more than one year<br>-<br>(40,000)<br>**(40,000)**<br>**87,188**<br>**-**<br>50,216<br>**137,404**<br>**For the year ended 31 March 2021**<br>Restricted<br>funds<br>Designated<br>funds<br>General<br>funds<br>**Total funds**<br>£<br>£<br>£<br>**£**<br>Investments<br>-<br>-<br>121,805<br>**121,805**<br>Tangible assets<br>-<br>-<br>-<br>-<br>Net current assets<br>36,531<br>-<br>15,990<br>**52,521**<br>Amounts falling due in more than one year<br>-<br>-<br>(50,000)<br>**(50,000)**<br>**36,531**<br>**-**<br>**87,795**<br>**124,326**<br>**Net assets at 31 March 2022**<br>**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.**<br>**Funds**<br>**For the year ended 31 March 2022**<br>**Restricted funds:**<br>Middle East<br>Europe & Global Initiatives<br>Ukraine Appeal<br>**Total restricted funds**<br>**Unrestricted funds**<br>**Designated funds**<br>Fixed asset funds<br>**Total Designated Funds**<br>**General funds**<br>**Total unrestricted funds**<br>**Total funds**|**As at 31 March**<br>At 1 April 2021<br>Income<br>Expenditure<br>Transfers<br>**2022**<br>£<br>£<br>£<br>£<br>**£**<br>5,451<br>-<br>-<br>**5,451**<br>31,080<br>718,759<br>(718,757)<br>**31,082**<br>66,079<br>(15,424)<br>**50,655**<br>36,531<br>784,838<br>(734,181)<br>-<br>**87,188**<br>-<br>-<br>-<br>-<br>**-**<br>-<br>-<br>-<br>-<br>**-**<br>87,795<br>566,402<br>(603,981)<br>-<br>**50,216**<br>**-**<br>87,795<br>566,402<br>(603,981)<br>-<br>**50,216**<br>124,326<br>1,351,240 (1,338,162)<br>-<br>**137,404**|**As at 31 March**<br>At 1 April 2021<br>Income<br>Expenditure<br>Transfers<br>**2022**<br>£<br>£<br>£<br>£<br>**£**<br>5,451<br>-<br>-<br>**5,451**<br>31,080<br>718,759<br>(718,757)<br>**31,082**<br>66,079<br>(15,424)<br>**50,655**<br>36,531<br>784,838<br>(734,181)<br>-<br>**87,188**<br>-<br>-<br>-<br>-<br>**-**<br>-<br>-<br>-<br>-<br>**-**<br>87,795<br>566,402<br>(603,981)<br>-<br>**50,216**<br>**-**<br>87,795<br>566,402<br>(603,981)<br>-<br>**50,216**<br>124,326<br>1,351,240 (1,338,162)<br>-<br>**137,404**|
|---|---|---|
|||**87,188**|
|||**-**|
|||**-**<br>**50,216**<br>**-**|
|||**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<br>between two and five years<br>over five years|**2022**<br>**2021**<br>**£**<br>**£**<br>-<br>**16,258**<br>-<br>-<br>-<br>-<br>-<br>**16,258**<br>**Land and buildings**|**2022**<br>**2021**<br>**£**<br>**£**<br>-<br>**16,258**<br>-<br>-<br>-<br>-<br>-<br>**16,258**<br>**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