. r BRITISH SAFETY. British Safety Council- company lim ited guarantee 'rustees' Report inancial December Statements •tsMD)OTU' 0710￿2021 COMPANIES HfWSE A01 71 INDEX PAGE Trust•es' report and financial statements Chair and Chief Executive's Report Report ol the Trustees induding the Strategic Report 3-21 Independent Auditor's Report 22-24 Constslidated Statement of Financi￿ Acbvib"es 25 Consolidaled and Parent Charty Balance Sheets 26 Consoli¢Jaled Cash Flow Ststement 27 Notes lo the Financia Statements 28-46 Reference and Adminislrats've Detai15 47 Brltish Safety Council Chair and Chief Executive's Report For the year ende(J 31 December 2020 CHAIR AIID CHIEF EXECUTIVE'S REPORT Al the end of 2019. one of our core tsu5es *as on 8￿xrt and the chalknges that might throw up. We cannot pretend that a global pandemic was high ￿ our list of con¢ems. Instead we were detemined Ihal in 2020 we would ensure workers. rights were protected, however Brexit came about whoever was in government. We also wante(J lo bling to life a long-held ambibon to develop a rtew approach to delivering workplace wdlbeing. But how to svm up 2020? Impossible of course, however, a few things Stand out. Before getting to that, rt is worth pau51ng to rèllect on the state ol'health ant1 safety. in the lead up to 2020. It Is easy to forget but the pievious decade was marked by qurte extreme attacks on the 'value' of health and safety. Thè decade was not a good one for the public image of health and safety nor for the re9ulator, with re50ur¢es cut and health Indicalors going the wron9 way. Yet in temis of public opirwon there was a shrft in 2020. A shift to ¥ grtaler consensus around Ihe value ol health and safety, wder than 115 occupab.onal dimension that indudes public safety, wellbeing and mental health. This represents the cros5in9 of a Certain knnd of Rubicon away from the divisive rhetor of thè premous decade. Everyone now understands that an econorny needs heatthy people. People now see the interconnections bets¥een how we work and otlr health in ways unimagined before 2020. Our digital tools mean Ihat many of us can work from home, putbng flexibility into the hours we woth. ducing our Impact on the environment, clawng back some of the commLrte tsme for liwng. For those who have continued lo 99 to their workpl¥Ge. pioviding essents.al service5. they will never denigrate good health and safety or not see the importance of good mental wellbeing. Their Work 15 100 important. Thebr lives matter too much. PeO￿e will want to hold onlo many of these new developments ITr the lulLtre for their own wellbeing. AItIKJU9h we didn't manage to spend much time on ￿anned Campaigning activities like trbe impact ol air pollutson on outdoor workers. we saw an immensely pO￿tIVe impact from our membership and charitable wod¢ in 2020, particularfy from our Cov1￿19 charilable and campaigning work. Over 10,000 people, for example, took advantage of Ihe free mental heahh training we offered. Sector Interest Group ISIGI meetings like our Retail SIG ffloved from quartedy to weekly for periods of the year. We a150 achieved record leve15 of press coverage and impact around the worfd on areas like the {subsequenlly postponed) Olympics, retuming to work and schools reopening. During the year. British Safety Council exlensively lobbied the Govemment to strengthen COVIO-19 guidance, and for the Government's safely regulator. the Heath and Safety Executive to enforce the rules. In reathng to the pandemic. one area we made huge sthdes in during 2020, was our digital capabilities. We have invested signthcantly in our digltal leaming capatv'lrties over the last lew years and many members and customers have been able to benefit from this During 2020. we weie one of the first health and Safety organisations lo launch Live Online trainin9. This proved tts be Immensely popular with organisatsons and enabled aspiring he￿th and safety prolesyonals to conbnue their education. Although many members and ¢ustomers were initi.ally forced to pull back on audit and consultancy work, through our development of remote services, we ended the year with ￿gnificant numbers embracing this new approach to health, safety and wellbeing. A5 organisations Started wnsidering going back to work, we launched our unique COVID Assurance Assessment SeNce in 2020. %thich prowded organisations wih the comfort they needed aTrJ wanted to safeguard Iheir stsff. This was a huge success around Ihe TrI￿r1d, as many members and customers looked to benefit from ouf expertise. The￿ is no ijoubt that m￿Y thousands of workers will have gone home safe as a result of thi5 work. Alongside the many posrtives saw in 2020. there were also some real challenges too. The most challenging and sad period was having to say goodbye to staff as we 'right-s¢ed' the organisation to ex)pe with the pandemic. However. we are immensdy proud ofthe dedication and work ethic of all British Safety Council Chair and Chief ExecutNe's Report (continued) For the year ended 31 December 2020 8rilish Safety Council stsff before. dur¢ng and after this. We are ultimately a people busines5 and we can only deliver the service that we do through the Commttsnent of oui people. During the year, Males in Mind continued lo address Ihe p￿s￿ng challenge of mental illthealth within the construction sector and beyond. The global pandemic added to the exi5b.ng mental health challenges faced by those who remained at work. were working remotely. fvrtoughed and those ￿lthOU1 work. The need for Mates In Mind support was never clearer. supported by the volume of inbound contact for advice, guidance and assistan￿ that doubled acros5 the year. However. we also saw a steep decline in donations as organisations focused on dealing with the COVID-19 outbreak. Oespite this. through 2020 Mates in Mind empowered 135 new Supporters in lackling the issue and embedded positwe steps towards creating rnentalty heathy wtrrkplaces and rèached more than 92,000 new workers with advice, training and support- bringing their lotsl number of Supporter ¢yganisats"ons to 480, ￿a¢hIng more than 350.000 workers. We have all had cause to ￿flect on how we can rebuild our Society in the recovery that is following the coronavirus outbreak. and how we musl work together to tackle the undertying injustices in our society. No one could fail to feel the impact of Ihe distressing murdeT of George ￿0y(j in Minneapolis al the end of May 2020 and the global response it provoked. We at the Bnb'sh Safety CoL*nryl pledged to renew our efforts to Ènsure that iniustitt for ethryc and minority groups 15 a thing ofthe past. We are hopeful that a renewet1 focus on employee wellbeing can be another legacy of the pandemic. When we were lobbying Ihe polibcal parh'es ahead of the general election. we made clear that parity f¢y mental health an¢J physical health should be all of our am￿.￿On$. For an orgarisation like British Safety Council, steeped in health and safety. protethng workers and ￿mIndIng employers of their duty of care. expanding that remit to indude mentsl health and wellbeing has been a natural evolub"on. Aligned with ihis, the launch during 2020 of our new Being Wdl Together pro9ramme was one of the most important devel¢)pments in our ￿Gent hi$tory. For 2021, our wish is that the gains buili up in 2020 are picked up by business leaders and spread far and Mde. They have a historic opportunrty to bring Out light from last year's darkness. bul il will need nurturing. There will be lorces to contend wth that want to take us back lo business as usual. We need leadership to build on this momentous year lor the better, making sure Ihat economies work for the natural identity of all our interests. Lawr•nc• Watemlan 28 July 2021 Miko Robin$on 28 Juty 2021 British Safety Council Report of the Trustees For the year ended 31 December 2020 The Trustees, report is also a D1￿CtorS. report as required by thapter S part 15 ofthtr Companies Act 2006. and all Charity Tnjstees are cornpany Directo￿. OUR COMMITMENT TO HEALTH AND SAFETY We are committed to promob.ng the health. safety and wellbeing of our stsff. associates and other5 affected by our woik, in line wth legislation and best practice. Our health, safety and our quality mana9ement systems are Subject to regular review by extemal auditors. and we maintained cetyfication against ISO 9001 and ISO 45001. whch keeps us In line wth the best in market. The ExecutJ"ve team monitor health, safety and quality management reviewing perfonnance Wee￿Y, and our health and safety committee meels quarterly. New staff receive a comprehensive induclion prr•3ramme whith include5 health and safety training relevant to their role. and this is refreshed on at least an annual basis through digital learning. Staff also have an opwrtunity to undertake health and safety qualifiGab"on$ as part of their ongoiThJ development. Sector Interest Group meetings, vthith lorn a core part of our membership benefits. in¢reased frequency a5 a result of the pandemic. with groups like the Retail SIG moving from quarterty meetings lo weekly for part of the year and most other SIGS moving to monthly. New in 2020. we launched our COVID Assurance A55essment setmce alongside a comprehensive guidance document, aimed al helping organisaty.ons saleguard their stsff a5 they retumed from home working. This proved to be extremely popular vrth organisations acr055 the worfd, parti¢ularty in India. This was supported by an extensive webinar programme that attracted record attendance. OBJECTIVES AND ACTIVITIES The British Safety Council is one ol the worfd'5 lea(ling health, safety and enwronmenlal charibes. 2.1. Our ¢haritable objects The charity's ¢bje¢ts. as set out in its govenung document. a￿ to piomote for Ihe public beneffit." The health and safety of people and the general pu￿1¢ and the prevention of accidents, injury and disease., The protecti￿ of people and property from, and the prevenb.on and solution of. criminal ￿ts.. Environmental proteth.on and improvemenl". and Sustainable development. 2.2. Our vision. mission and strategy Our vision is that "no oné should be injur&d ormade ill Ihmu9h Iheir work" whilst tsur mission is Ihal Ive slThve lo keep people as sale and healthy as possible in their work Ihmugh educat￿ andpracti¢al guKlance". Our strategy, whi¢h underw'ns bolh our bision and rTh5>M, is to- Undertake a range of charitable activilies. amed at both bugnèsses and indivtrjuals, which seek lo improve their ¢￿￿p￿tIOnal heallh and safety upa￿"1￿"eS and perfgrmance., and Promote excellence in workplace health and safety management across the worfd by working wilh our member organisatons and by inlluen¢ing the heamh and safety agenda. These activities a￿ described in more deta￿ in seclions 2.3 and 3 below. British Safety Council Report of the Trustees Icontinuedl For the year ended 31 December 2020 From a financial peTspeth"ve. our str*egy IS to generate a surF4us on our revenue 9enerabng activities Ii.e.. our primary purpose trading acb"wliesl. and to Use this surplus. together wth our investsnenl income. to lund our non-revenue generating activitres. which largely comprise Inlluencing Ihe health. safety and wellbeing agenda. The charity Trustees believe that the British Safety Council's ￿sion, mission and strategy fulty reflect our tharrtable objects. 2.3. activiti•$ Our main activib"es. undertaken to further the chanty's purposes for the PLtblic benefit, are grouped under Ihe following headings". Im anisati nal erfomiance throu h Inforniation an¢J fec nition We are committed to sharing infomation and best pracb.ce tethnique5 to support or9anisations in the continual improvement of heallh, safety and wellbeing performance acr055 the wortd. Our magazine. Safety Management. conbnues to Garry contemporary news features and informab'on to our members and subxribers. and Ihis is supported by a range of e￿Ctr￿JG newsletters and social media engagement. We fafjilitste and co-ordinate member sector interest group5, tringing together senior health and safety professonals from a wde ran9e ol organisations to share ideas. inlomiation and experience. and to help shape cwjr thought leadership and poli¢y engagement. In a normal year, we also host conferences in the UK and intemationally. as well as contributs'ng to conferences and events across the globe In eollaboratson wAth partner organisations. During 2020. much of Ihi5 a¢tivty was postponed or Ca[￿elled due to Ihe pandemiG. This also impacted on our usual programme of free continuing professional development sessions at exhibititsns across the UK. However. we launched a series ol COVID-19 related webinars In 2020, which attracied record numbers of registrants and attendee5, to support everylhing from dealing wth the immediate impact of the pandemic to getting people back into the workplace. Our Intemalional Safety Awards and S*Drd l Globe of Honour Awards continue to iecognise commitrrent and excellence in health, safety and environmental management, and we seek to promote learning from our award winnets through the publication of case studies. The pandemic affected our ability lo celebrate achievernents at tsce-to-face evènts in 2020 but special efforts were made to make up for this thiough media aCtivrt￿s and exfensive promotion In our ￿adIng Safety Management magazine. Im rovin individual'5 Ca Ihrou ualiffications and assessments and wdenin throu h innovative and efficient delive methods British Safety Council ￿¢09n1$e the value ol measuring attainment from kaming through assessment and offer a suite of qualificats.ons and digltal leaining that are flexible, cost effective and indusive in their delivery methods enabling employers and individuals lo increase their knowledge and competence. Three major innovations stsnd out in 2020 though. The launch of ￿'ve Online training. remote audit delivery and the launch of Being Well Together. reach Being Well Together is a new integrated 501ution providing for all the health. safety and wellbeing needs of an organisation. Becomiro a supporter shows an organisation's employee5 and peer5 that they are committin9 to improving their peoples. health. safety and wellbeing and in doing 50 are supporting our sister tharity. Mates in MirHI. a leadiThJ UK charity focused on promoting p0s￿'Ve mental wellbeing a¢ioss workplaces. Oue to the unprecedented situation relating to COVID-19, we now offer a selection of OLir courses Live Online. Students get all the beneffits of Stru￿u￿d da5srotsm learnin9 but wth the ¢￿VenienCe of the digital worfd. Sludying where they like. Course5 are taught by a tutorjust as they would be in a classroom. In fact, our Live Online tutors are the same tutors who lacilitate our faCe-t￿fate British Safety Council Report of the Trustees Icontinuedl For the year ended 31 December 2020 training. Student$ It￿n remotely using a PC, laptop OT tablet and download the ￿levant sothvare in advance to gain entry. Students ran see and Interact wlh the tutor and wrth each other throughout courses. PowerPoint slides, videos and vknileboard are all lully wsble, bmth lulors able to switch seamlessly be￿en any of these media. The practical challenges of managing health. Safety and wellbeing V•ithin organisations has changed focus wlh many staff now remote wothng from their home. The COVID-19 511uation has highli9hted even more the need for robust systems and processes tts be in place, whether that's Ihe legal requirements of safeguarding slaff through to protecbng physical property. We also understsnd that audibng and consuFtancy are a vitsl seNce loi rThany of our Cl￿ntS. In order to help in this pro¢es5. we have restructured delivery of our CO￿ audit and ¢onsLltsncy semces to provide much of this on a remote basis. Enhancin anisalions. rfofmarlce thr h audrt and adviso We believe that conts'nual improvement of heatth. Safety and enviionmental management systems and practices is key to responsible and effective corporate governance, and we continue to offer a range of audiling and accreditation services to provide independenl verification in these areas for business acros5 Ihe wodd. Our Five Star Audit Programmes for health. safety and environmental m'anagement audrt remain besl in class. We also provide audit certification services aligned to ISO 45001 and ISO 14001. Embracing the challenges brought on by the pandemic we have adapted our services lo meet clients. needs through the provision of rernote 5eMces. Thi5 allows clients to be audited ￿motelY to the ISO 45001 and 14001 standards, tO9ether wth our unique suite of 5-stsr best prath'ce audit seryices. wthout compromising on the high standards Glients expect. Clients receive all the benefits ol a structured auditing process but with Ihe benefits of the initial stages carried out remotely. This is being made possible by advances in technology that allow our auditors to carry out much ol the inibal assessmenl remotely. li enables organisation5 to obtain and maintain certification standard5 thereby helping to proteth their workforce as well as win new business and retain dients. igned our launch of the Being Wel Together programme. we have launched wellbeing specthc audit and consuttancy services induding a Five-slar Wellbeing Audrt. The Five-star Wellbeing Audit is an independent, comprehensive and holistic review of an organisation's wellbeing management protocols and associated arrangements against cu￿rbI best pr3¢ti¢e le¢hnique within Ihe wdlbeing field. rovin individuals, erformanee throu h education and trainin Our education team is committed to supporting ¢ompetence development. utth'sing the very latest in educational 51rategies and le¢hnologies both O￿lne and n the classroom. enhancing the learring experience in a safe environment. nflu ncin the heal nd wellbei We continue to drive and shape the health. safety and wellbeing agenda. woth.rtg wth our member5 and stakeholder5 3¢ross the wortd to gather information, evidence and ideas to shape our policy position5 and guide development ol thought leadership matenal. We also keep rnembers in the UK and internationally updaled on the latest thinking via our monlhty policy newslÈtter. The chanty Trustees have assessed and are satisfied that each ol our activ￿"e$ are for public benefit. Vve are sabsfiet1 that we have ¢omplied with the dub.es placed upon us under section 17 of the Charlties Act 2011 having due regard to the general guidance on public benefit published by the Charity Commission. British Safety Council Report of the Trustees Iconlinued) For the year ended 31 December 2020 ACHIEVEMENTS AND PERFORMANCE 3.1. Financial perfor7nance The charity Trustees measure the finan￿al perfornance ofthe group against a budget sel by them lor the year. The main performance indicators are total in¢ome and net income for the year compared with Ihe corresptsnding budgeteil amounts. During 2020. the group's total income for Ihe year of £7.266.704 fell short of the budgel of £10,338,469 by £3.071.765. Similarly, Ihe group's net expendrture Ibefoie 9ainwlosses on investment assets and actuarial losses on defined benefit pension) of £851,656 was rrore than the budgeted net expenditure of £34,021 by £817,635. The performancè rellecls the busines5 impacts from COVID-19 festriclions ￿SuI￿ng in the diffKult decision io reducè stsff numbers to align our costs with reduced income. We also used the Coronavirus Job Retenbon Scheme to as51$1 In mitigatin9 Ihe business impacts of COVID-19 and we have emerged into 2021 as leaner but resilient. 3.2. Promoting th¢ importan¢0 of health and safety The British Safety Council continues to en9age wth a rary of stakeholders. induding Govemment, regulators, politicians, business, Irade and profts￿on8tr bodies. academic and research organisations and charities. both in the United Kingdom and Intematonalty, to promote sensible and proportionate regulatson and rnanagemenl ol workplace health. safety and wellbeing. as well as environmental prtstethon. 3.2.1 COVID-19 An important aspect of this work is ¢ampaigning and during 2020 much of our policy and camp3KJning activity focvsed on the COVID-19 situation. The pace ol developments in thi5 unprecedented area meant keepin9 ahead was difficult. How￿Ver. we quickly clarified positionings, which then fed into our communications e.g. Otympics. 2 metre rule, face coverings, school & university safety and retum lo work. This was in no small part down to the tremendous work of the Policy & Inlluencing team, who spent significant b.rne l¢stening to Westminsier di5Gussions and announcements. as well as lia15ing with our Sector Interest Group mernber$ and taknng advice from extemal advisers. From a standing stsrt our COVID-19 aCtivit￿S quIc￿Y developed into a fully formed lactical campaign. Free mental health digilal leaming courses were one of the maj(y su¢¢essts of our campaign and aligned with ovr charitable purpose. We identified early on. the effect that COVID-19 and lockdowns were having on peoples, mental health. We then ￿lease£l five free mental heatth digital leaming course5 during the first lockdown and over 10.000 people look advantsge ofthis. Webinars fomed a key part of our COVID.19 3ctivib"es. as we attempted as quickly as possible to help. advise and aS￿st members and customers wth their many questions and concems. The COVID-19 Return lo Work Guidelines webinars and COVID-19 Assurance Assessment Service webinar5 achieved record registrahon numbers of over 700 people. Sector Interest Group ISIGI meetings have aKvays been an important source of nefv40rking and information sharing for members. but none more so than during 2020. Tradib"i)nalty SIG meetings happen 24 tirnes a year depending on the sector. During 2020. some groups like the Retail SIG met for a number of months on a weekty and Ihen bi-weekly basis. to share kno￿edge and experiences. This ultimately. helped to shape a lol of what consumers then saw in term5 01 prevention and controls. Aligning vnth the UK govemment COVID se¢U￿ guida￿, Brrtish Safety Countyl developed a detailed general Return to Work Guide and linked Assurance Assessment Serwce. Combined, these seNices provided employers wth the much-needed comfort, thal they were following best practsce guidelines. These services were promoted exlensively and internationally in markets.ng and PR activitie5 during British Safety Council Report of the Trustees (continued) For the year ende(131 December 2020 2020. As part ol our public affairs wwk. we additionalty de¥ehJped a cirt down promolwal leafflet to support these seM¢es and promoted it to ¥1 UK MPS. 3.2.2 M"r pollution Due to COVID-19, during 2020 large part5 of our acb.vity on the Time to Breathe campaign were postponed. The major disruptive 51unt we had planned for o￿ober in Manchester aimed at driving investment In the air p￿lub"¢n m¢)nrtoring infrastructure was put on hold unts"12021. Despite Ihe lack ol stunt. campaign momenlum buitt up during 2019 ¢ontit)uèd into 2020. We skn'll received many requests from workers asking for access to tsur uniquè Canairy air pofiution monitoring app. Canairy usage data also conlinued lo build and wll prowde a valuable source ol Infomation as we rdaunch activities in 2021. In totsl. we now have over SOO supporter organisations and 1,800 gi51ered Canairy users. We also saw some positive movements from the UK Govemment around ah"gnment World Heatth Organisation's {WHOI targets. In December 2020, we welcomed aft announcement by the Prone Minister that the UK ￿11 aim to cul its carbon emis￿onS by at least 68% of vknat they were in 1990, by the end of 2030. However. we also highlighted in the pre5S that the Government's target will only be met if it is underpinned by tangible actions to deliver its arnbition. Suth athons include the Govemmenl adoptirig the W740 air pollutson targets. alkjwng electn"t onty cars in ¢ities from 2030 and improvin9 air quality measurement acr05S the UK. We also pointed out thai there 15 an earty tspptsrtunity for the Govemment to put Its words inlo acb.on by adoptsng the WHO air pollub.on targets as part of the Environment 8111 cU￿n￿¥ progressing throu9h Parliament. The Heathrow third runway was a key ali pollulion topic during 2020. The Supreme Court reversed a decision to block plans for a third njnway at the airport. which meant that developers could then seek planning permis%on for the project. The Bnbsh Safety Counal called on Heathrow Airport to provide concrete assurances that the expansion would not breach arxeplable levels of noise and air pollub"on, nd that it is compatible wth the UK'S climate policy. This meant the adililion of a new runway would not coniravene the Govemment's ambition to cut its cart)on emissions by at least 68% ofwhat they were in 1990 by the end of 2030, as well as delivei the Government's Net Zero target by 2050. The other major development aligned wtth our tampaign ￿lated to Ihe heart-breaking case involwng the inquest of Ella Kissi-Debrah. In a ground-breaking ruling, the coroner found Ihat Ella ￿'ss1-Debrah's death in February 2013 was caused by acLrte res￿ratOry tsilure, severe asthma and air pollution exposure. S¢uthvAfk Coronerfs Ctyjrt found that air pollution made a matenal contribution to EILa's dèath and ruled rn favour of her family. This wa5 a legal first. The ruling highlighted the dangets of everyday exposure lo unhealthy levels of PC*llution in lowns and aties across the UK. particularly for outdoor workers and children. Follown9 the announcement and continuin9 our support for Kissi's mother. British Safety Council called on Ihe UK govemment once more to enshrine in UK law the WHO Even though we were limited in how much activity we could physicany put in place during the year, we took the time to Start thinking more about our campaign roadmap and ultimate goals for Time to Breathe. Mirroring actiwtres across our other major campaign work. we started to embed Theory of Change modellir¥J into our thinking. Thi5 will prove valuable in future when plannin9 activities and reporting our progress against target ￿t¢oMeS. 3.2.3 Wellbeing Our founder James Tye was trLly ahead of hi5 bme when il cgrnes to the importanre of workplace wellbeing. Back in the 1980s he recognised that workplace st￿sS was increasingly damaging peoples, British Safety Council Report of Ihe TrLJslees Icontsnuedl Foi the yeaf ended 31 December 2020 health and wellbeing and he founded the British Vvellness cour￿11 to produce messages on how lo stsy physically and mentally healthy. Wellbeing was ahvays going to be part of our 2020 carnpaign plans, albeit thing$ look a slwJhUy different path due lo COVID-19. Prior to 2020. Bribsh Safety Council had produced various papers, videos and p05￿.0n1ngs around wellbeing. We had spent 2019 planning for a campaign around p￿Sentee1$M in 2020. In fact, we partnered wjlh Vitslity Health and Rand Europe on a presenteeism research projecl aligned with Ihe 8rilain's Healthiest Workplace initiative. However, as COVID-19 took hold, it became clear that a broader campaign was needed around wellbeing. of which presenteeism would form part. We also needed to align our commercial seryices and ¢ampaigning actiwties on the subject. the result was Being Well Together (B￿1. B￿, was launched in late 2020. in the best tradition5 of the British Safety Counal_ It brings together tre lalesl thinking from experts and draws on the eyperien¢e ot. ourselves. Mates in Mind, Mercer Marsh 8enefits. Croner-i, Svs5ex Mindfvlness Centre and the National Counselkng Society. is the result of signfrfficanl researth carried out during 2020 with members on both a quantitab.ve and qualitative ba515. Sampfes covered organisations at different stages of wellbw.ng strategy development i.e.. startrng out. developing. leading. One key aspect the research showed was that wellbeing Isn't that important to people cuirentty. but is expected to grow signtficantly moving lornvard. Similar lo Time lo Breathe. Theory of Change modelling was used as the basis for our wellbeing campaign planning. Wth a roadmap and measLtrable oulcome5 core outputs. First steps have already been taken on this roadmap. British Safety Council itself becoming a BWT supporter. appointirg wellbeing Executive lead and starting lo fully embrace the prinGiples_ 3.2.4 Other campaign wo During the year. the UK Govemment launched a Fire Salety Consultation. The fire safety consultation, published alongside the draft Building Safety Bill. is a key part of the Government's package ol reform to improve bujlding and fire safety in all regulated premises where people live. stay or work and to deltver key G￿nfe11 Tower Inquiry recommendations. We engaged members to obtain thw"r feedba¢k before we produced a final response in October on their behaw. British Safety Council also called on the Govemment to provide adequate funds for the new builth.ng safety regulator as the draft Bill was finally pU￿lshe￿. 8rilish Salety Council wrote on behalf of member5 lo Ihe Hou*ng Minister Chris Pl￿her MP. asking for an urgent update on the 8uilding Safety Bill. We expressed concem at the slow progress in removing dangerous ACM cladding from high-nse ￿￿{lenti81 buildings. l)ut welcomed the Biu being published. Brexit also ièmained on our radar. particularfy as a fiC￿eal &tuation was looking highly likely for much of 2020. We started to reconnecl wth other heatth, safety and environmentsl trade a550Gialions around a jryned-up approach to lobbying aThJ the protection of worker ri￿ts. 3.2.$ Public relations Despite reduced team resource, the quanlity and qualty of our PR activities remained extremely high in 2020. In fact, due lo our activities around COVID-19. we had our third successive record year of Coverage, more than doubling coverage compared lo 2019. Key highlights.. We issued 33 press releases in 2020 Impressive improvement In reach, 251°A up on 2019 and coverage up 221% on 2019 Cov1￿19 attracted the most coverage.. postponement of the Olympic Games (March). COVID Assurance Assessment (August) and retuming lo Ihe office (Augusti Awards also received good coverage (August) British Safety Council Report of the Trustees Iconlinued} For the year ended 31 December 2020 The COVID Assurance Assessment Service achieved the most reaGh Top channels for coverage were Workl news, UK news and UK tradellndia news In lemis of topics cOVe￿d by releases in 2020, most were COVltkrelaled160%1 followed by buildingl fire safety and air quality ITime to Breathe) Bnlish Safety Council functions that achieved the most ￿verage were aLTrdit & ¢on$ultan¢y. awards and policy & campaigns. The m4'0rity ol OL*r communicalions ac*"wty focused on Coronaviwus related subjects. However, we a150 responded lo the global OLrtrage at the dealh of George Floyd and the worldwde protes15 led by #blaGkli¥esmatter_ We called on everyonè to have the right to live wth dignty and free from fear. whoever they are or wherever Ihey live. 3.3. Building under5tsnding •nd capabilrty We conb.nued to deliver products and seThices to our members and other organisatrons, individuals and stakeholders, both in the United Kingdom and intemationally to help build awareness and knowledge, to 5UPPOrt the development of capakn'lrty and competence. This is facilitated through the delivery of health, safety, environmental and wellbetng rnfornabon {pubh"cab"ons and eventslwebinars}. advice, audits, training and awards. Our e￿￿¢at￿n team eonb.nued to revise Iheir portfolio adding new products aThJ seryices. ￿￿th a firm focus on development of new. contemporary v￿mbe1n9 related product5 to support Ihe launch of Be#ig WeN Together. Our magazine, Safety Management, and the svpporbng topK guides and poster5. ¢ontinLth lo be a major component of communicatson our member organisations and subscribers. albeit they moved lo being digrtal onty as people moved to workin9 from home. We ¢ontinue to use our UK I Indian magazines and acconwanying electronK new51etters, socid media platforms and films to share inlomiation. knowledge, expertise and thought leadèrship lo help promote proportionate and effective management of health, safety, environmentsl prrjtectron and wellbeing as a key enabler for business, Social and community activity. 3.4. Cornmitting to leaderJhip and *vrker èngagement The Bribsh Safety Council continues lo promote strLWg visible kaderslip on health, safety and wellbeing arhd the acb.ve engagement of the workfor¢e as core ￿mponentS of effective risk rnanagement. We use our own knowledge and experbse and that of our member organisations to inform, educate and share best prac1￿e. Our hvo award sthemÈs conlinue to play an imFortsnt role in encouraging and rewarding health. safety and environmental management excellence. To be successfvl in our Intemational Safety Award scheme andlor our Sword of Honour and Globe of Honour awar(J s¢hemes. applicants musl demonstrate that effective leadership and commrtrnent. together lhith acty.ve workforce parb"cipatson, are prominent wthin their respe¢b"ve organi5¥b"¢)ns. With the launch of our Being Well Together programme, we have also r￿ put in place the foundations for 2 new awards." The Being Well Togethef Impact Awards and Shield of Honour. The new Impact Award is designed to celebrate those cieabng meaningfvl change across health and wellbeing. The Shield of Honour recognises excellen¢e in hearth and weltseing. Various promoiional aCtl￿beS have ensured that the awards maintain a key role in the yearty caendaf, despite the pandemtc and the canrellab.on of the face-tQ-face celebrations. Our Sv*L)rd ol Honour I Globe of Honour awards are wholly dependent on ¢rganisab"ons athieving a Five Star out¢ome from the audit process and then 5ubmittt.ng su¢¢essful applicab"ons. As such, our plans have conts'nued to indude supporting clients who have achieve(l Four Star oul¢omè5 in the audit process onwards on theii journey to winning award5. British Safety Council Report of the Trustees {conlinuedl For the year ended 31 December 2020 Brit15h Safety Council is ¢onstanty revising and developing the Intemational Safety Award5 to keep them relevant to businesses wodth.de and to mobvate companie5 to achieve highest standards in heallh, safety and wellbeing. The awards, in their 63rd year, re¢¢gnise and reward organisatsons that have demonstrated a true cornmilmenl to athiewng high standards of health and Safety dvnng the 2020 calendar year. The awards are now open to organisations ol all sizes, types and sectors- both member5 of Bntish Safety Counul and non-members. in the UK and intemationally. Our audrt and consuttancy products and seM¢es continued to develop predominantly driven in 2020 by the pandemic. We continue to ulilise the arTay of expeftise In the full-time staff and Assouate po¢1 as well as subject experts, lo develop leading and welkrespecled prod[￿15. Our Five Slar Audit products remain best In dass, assunng high performance and supporting continual improvemenl in healih, safety. environmen￿ tnanagement and wellbeirrfj. 3.S. Sharing knowledge and experi*n¢ We have continued to share knovAedge. expertise and thought leadership through a crynprehensive webinar programme. due to limitations in our ability to facilitate face to lare confe￿nceS. seminars and events, driven by COVID-19. The follwng webinars took place across Ihe UK and intemalionally L+ring 2020.. Managing and supportin9 people workn.ng from home Buildin9 saltty during the lock¢Jown Planning the relum to work safely Covid-19". the long-t&rm implications for health and safety Live Online trainin9, delivered British Safety Countil Return to Work Guidelines COVIO Assurance Asse55menl service. delive￿ tw.ce Much of the planned event activty was obviously poslponed or canceled due to Cov1￿19 in 2020. This included events such as the Heatih & Safety Event- Excel and Health & Safety Expo- NEC. a$ well as our planned support for the Air Qualty ConlerenGe Noth. During the year. we kept up dialogue with the Vari￿J$ event organisers camed out acbvithes lo keep engagement going wth their lar9el audience. This includeil rePresentat￿n at the Safety & Health Expo Digltal Vveek, vthich consisted ol a week of webinars on variou5 topics. The organisers of the NEC evènt produced a regular newsletter and helped us promote oui free and paid for COVID-19 services. Brit¥sh Safety Coun¢il's sector interest group$ bring together health and safety professionals from organisati¢￿$ wth shared interest and across specific sector5. We ran sector intefe51 groups for. Manufaduring, transport and lc8isb.cs Healthcare Construction Stadia Retail Housing and local aulhonts"es. Sector interest groups norrnally meet three to four b.mes a year. usualty rotats.ng belween members, premises. They comprise a policy update from the British Safety Counal and an opportunity to share in confidence recent successes and b.mes things have gone wrOng-"Sha￿ with pain. share wrth pndè.. A biief note of meetings is sent to membefs. In addition to regular agenda ilem5, the British Safety Counal invites 9uesl speakers ol interest and the hosts often provide a lour of their site. 10 British Safety Council Report of the Trustees Icontinuedl For the year ended 31 December 2020 Unlortunately, Cov1￿19 pul a slop to the face-t￿f3¢e meetings, bLrt these were replaced wth mo frequent virtual meetings. Much of the content remained the same as usual but there was a firm focus on how organi5afions were dealing wrth Ihe pandemic too. particularty wthin the Retail SIG, who also ¢ho8e to meet weekty at some points durin9 the year. Oui monthly magazine Safety Management was pU￿ished in 11 monthly edibons albeit il moved to a digital only format as many member staff started working from home. Brtli5h Safety Council staff ¢ontsnued lo Gontribute iegularfy to trade press across the sector. 3.6. Scottish activitses The British Safety Council relain5 a strong and athve membership in Scodand drawn from sedors including construction. energy and utIl￿e$. manufacturing, puWic 5erwces and tran5PQrt. 3.7. Fundialsing a¢tivitl•s Sectson 162a of the chanb.es Acl 2011 requires chanties lo make a statement Trgarding fvndrarsing activities. Mthough we SJO not undertake wdespread fundraising from the general public, the legislation defines fund raisiro as '501icrting or otherwse procunng money or other propety for charitable purposes." Such ￿￿OUntS reCeiVa￿e are p￿sented in our financial statements as in¢ome from chartsble actiwts'es ufider-lmpromng irthYi¥idual's performance through education and training" and includes donation5 and grnnls. In relation to the above, we confim Ihal all solicitsb.ons are Tnanaged inlemalty. wthoul involvement of commeraal participators or professional lund-raisers, or thifd path"es. The day40-day management of all income generati(bn is delegated to the Exe¢uts"ve team. which is a¢¢ountable to the Tru$tees. The charity is not bound by any regulatory scheme and, given the small scale of our fvnd raising. the ¢harity does not consider il ne¢essary lo wmply wilh any voluntary code of piactice. We have re¢eivèd no Gomplaints in relaD"on to fundraising actiwties. Our tems of employment requi staff to behave reasonably at all bmes.. we do not approach In¢Jividuals for lunds nor do we consider it necessary to design specthc procedures to rr*￿il0r such actNib"e5. 3.8. Disabled employ••s The Group welcomes applications ft>r employment from disabled pewsons and appoints where the andidate's apliludes and abilib"e5 are consistent adequately meeting the requirements of Ihe job. Opportunities are available to disabled employees for training, career development and promotion. Where existing employees t)erome disabled. it is the group's poliry to provTde continurTr3 employment wherever practicable in the same or an allernative position and to provide appropnate training to achieve this aim. FINANCIAL REVIEW (including Strategic Reportl 4.1. Perfomiance of the group and ¢harity The principal funding sources ofthe group in the reporb.ng period were [r￿rne from rts primary purpose trading a￿￿tIeS and investment incMIe_ The group's income for the year totalled £7,266,704 which was 28°A less than the £10.043.922 achieved in 2019. Thts largety reflects decreased income from thè group'5 plimary purpose trading activities due to the impact of COVID-19 on trading conditions. Income Include5 govemment grant income support under the Coronavirus Job Retenuon Scheme I'fvdough support'l of£447,625. The group'5 expenditure in the year totslled £8.118.360 which represents a deuea5e of 25% on the British Safety Council Report of the Trustees Iconlinuedl For the year ended 31 December 2020 £10.794.436 inojrred in 2019. This decrease largely reflects the group'5 primary purpose trading, activibes reduced due to the impact of COVID-19 on trading conditions. The group incurred a net deficit {before1055es on our investment assets and losses associated with the legacy pension schemel of £851,656 which represents an aifver5e movement £1 OS,107 on Ihe deficit of £750,514 achieved in 2019. losses in investrnent funds of £113,861 12019.. £1.400,916 gain) and an actuarial loss in the legacy pension scheme of £697,000 {2019". £224.0001 the overall (Je¢rease of fvnds in the year was £1,671.045 wnpared wth an increase £426,402 in 2019. To fairfy present the aCtiV￿eS of the Brilish Safety Counol we have summarised our finantial results into five categories: Improving organisational performance through information and recognib"on'. Improving individual capability through qualifications and assessrnents". Enhancing organisational performance through auditing and advice. Improving individual perfomance through educab.on and training- and Influencing the health and safety agenda. These categories represent all the acb.wbes outlined eadier in this document. The surnmary of the financi71 resuhs. as set out bebw. should be read in conjunction wth the financial statements and related notes.. Nel income/fexpendifure) by activity LknreGtri¢ted lurnds Re*ictsd lunds Totsl Totsi fvnds 2020 2020 2019 101.692 108,692 430.917 1498,1801 14&9.254) (733.Sl 11 1333.033} 158.683 111.705 13eo.0s91 189.0971 1487.S941 1456.8341 ugary5alw and sndill￿1.S capaixlily tImTh￿ È5s*ssm•Ms EnTh•rtirwJ Org￿lS3ll0￿$ pwtKm8rto *￿11￿4 knpr(Nry in(h%4dual'5 pethnance thwjh IrwrAt4 hluEncirg Ihp health and 5thy apwda 4J).917 I4￿,160) 1489.2541 1454,8921 fJ33.0331 1276.6191 OthBr I￿ame 391.S3S 261.896 146.828) 1113 861} 1122.8391 P74.5191 447.625 261,896 146.8281 416.810 (44 131) 1.400,916 Iwslmenl manaywn8N costs 053y9ain ￿ inw51merrt assas Tian51u5 bet*Een Net {•xPendilureyin￿rne 121839 9.IW*2 6$0.402 bsses ￿ dESned berefft SCI￿ne rjhw ga￿slO0S5e91. cUr￿¢Y irartsLqt (697.0th)I P.5281 1697.000) {8.528} 1224.OOD} Net mo*meTrt in l￿d* 17,600.0471 11.671,04S} 426.402 Impmving organisalit>ns performance through infonnat￿n and ￿CognI{10n generated income ol £1.669,355 during 2020 from membership subscriptions. our events and abrdrds and publications. Thi5 was £436.833 lower than the £2.106,188 achieved in 2019 mainly due to a de¢linirvJ number of members. Overall expenditure on these ath"vib"es in 2020 decreased by £756.042 10 £1,238.438 {2019". £1,994,480). Incolne from Improving IndrV￿Ual capab￿lty through quaIrf￿at￿s and assessments has decreased by £701,055 to £284,73712019. £985.792) rellectin9 a reduction in our regulated qualifications, followng deci5ton lo withdraw from this acts"vity. Expenditure was £782.897 in 2020 {2019. £1,345,851}, which is £562.954 less than the previtsjs year. 12 British Safety Council Report of the Tiustees Icontinuedl For the year ended 31 December 2020 Income from Enhancing organisat￿naIperf0mjan¢e through audrting and advisory come from the fees charged for the provision of audit and ¢onsuttancy Se￿￿$. Income of £1,362,570 in 202012019". £2.403.1181 represents a decrease of £1,040.548 Compared to 2019. Expenditure decreased from £2,492,215 in 2019 to £1,851.824 in 2020. Income from activities relah.ng to our aim of Improving individualperfomance Ihrt>Ugh eduGafyon and Iraining is from the fees charged for Ihe provision of trainin9 and ￿eamIng solutions. Income of £3,131.829 in 202012019.. £3.973,3311 was down by £841,502 and expenditure de¢￿ased by £595,585 10 £3.865,340 from £4.460.925 in 2019. Expenditure incurred to support Intluencing the health andsafety agenda de¢￿aSed by £123.801 to £333,033 in 202012019.. £456,834). Other income includes govemmenl grant income support under the Coronavirus Job Retention Scheme I"furlough support'l of £447.625. The British Safety Counal received investment income of £261.896 in 2020 {2019. £416.8101 which is a decrease of £154.914 on the previous year. The nel losses on Qur investment portfolio were £113.861 12019". garn of £1.400.9161 which reflected market conditions. The FRS102 acbjarial loss ¢)n our legacy penson sd￿me in 2020 was £697,000 compared vthh a los$ of £224.000 in the previou5 year. The last triennial actuarial review ol the scheme was coM￿eted as of 1 October 2018. The next tn"ennI￿ valuab.on is lo be performed effeGb"ve 1 O¢tober 2021. 4.2. Assets The Bnbsh Safety Council own5 the freehold of its head office building in West London. The office provides accommodation for carrying out training Gouises, conferences and administrative acttvilies. The land and buildings have been I￿￿ded in the financial statements at a carrying value of £1,768,743 12019. £1.801.243}_ The 8riti$h Safety Counril has invested in equities arbd fixed Inte￿St stocks. On 31 De¢ember 2020. the value of the portfolio was £10.004,14012019.' £11.875.194}. 4.3. R¢$•Th•s The group's reserves are those unTe5tricted ftmd5 that are freely available lo spend on any ofthe chanty's purposes. They therefore exdude tangl￿e and intangible fixed assets held for Ihe group's own use, amounts designated for essÈnb"al lulure spending and amounts set aside to mal¢h the amount of the group's defined benefit pension liability. They also exclude reserves held by Mates in Mind, a sul)sidiary ofthe charity. vthich are ￿striCted. The charity Trustees designated funds totaving £2.363.2TO12019." E2,729,8221. whrch match the net book value of the group's tangible and Inlan9ible fixed assets excluding those held by Mates in Mind. Remaining unrestricted funds lexcjuding the ￿nSIon reservel amount to £9,690,52912019.' £10,640,964). The chanty's free reserves amounl to £7.708.52912019'. £9.021,9641. The charity's free reseNes in 2020 have been impacted by COVID-19 Ihough conbnut to bè above the minimum level sel by trustees. The reserves proV￿e ffin8nrial and operab.onal 5tsbility. This in tum enables the group to belter meet rts charilable objects. The reserves policy is revie*Ed annualty by the Board of Trustees. It has thrèe elements". Part of the charitys reserves shall be deygnaled in respect ofthe charity'5 fixed assets; The charity Shall maintsin free reserves at a level no less than a minimum level approved by the Board. This minimum level is sel at £5 million and is irbtended to provide 5UPPOrt the charty's obligations and ils pension scheme In adverse urcumstances., and The charity shall conts.nue to maintsin free ￿ServeS ai a level in excess of the minifflum for the fdlowng reasons". 13 Brltish Safety Council Report of the Trustees Iconts"nuedl For the year ended 31 December 2020 The investment fund. which essenb.aly backs all of the minimum level of free reser¥es may flurluate in v*ue". and o The charity desires to maintain organisabonal 5tsbilty aThJ the ability to respond rap*dly to major opportunities and chalenges. Note 12 prO￿deS further informaiion aboul the deswJnated arKI ￿n￿Stricted reserves. 4.4. Subsidiaries The charity has th￿e 100% owned subsidiaries.. 81 eritish Safety Coun¢il Sales Ltd. which trades in the Unrted Arab Emirates b) Males in Mind, which is a charitsble company", and c) British Safety Council Ilndial LLP. Except for British Safety Council Ilndial LLP. whith is incorporated in India. all subsidiaries are regislered in England and Wales. Summary results of the subsidiaries are set out In note 8. 4.5. Inv•stmgnt policy Our investment policy is established in accordan¢e wlh the ¢hanty's arb.des of association. Under these. the charity enjoys wde investment powers, speafically to.. Invest fun¢Js". Employ a professional fund manager." and Arrange for the investments or other property of the charity to be held in the name of 8 nominee. In the same manner and subject to the same ¢ondition5 as the Trustees of a twst are k*mitted lo do by the Truslee Acl 2000. These powers are exercised by the Investment Ctxnmittee, whF"ch under ils term5 of ￿re￿nCe, acts for, advises and reports to the Board on all matters concerning the management of the charity's tnvestfflents. Day lo day management ofour investments has l)een delegated lo the profe5$10nal fund manager, Inveslec Wealth & Investment Ltd. The overall objeth"v*s set out in our investmènt poliq are to create suffi¢ient income and ¢aiital gr to enable the charity to carry out its purposes consistently year by year wlh due and proper consideration ol future needs and the maintenance ol and, If possible. enhancement ol the value of the invested funds while they are retained. The long-term objective of the portfolio is a total retum of RPI plus 3.5% p.a. underpinned by an income yield of apprO￿rnately 3% p.a. The portfolio delivered a total ￿turn of 2.3% versus a benchmark return of 0.4%. The objective is to be achieved by inve5b.ng in a mix of equitses, bonds. ¢ommercial propety and other asset classes. 4.6. Ponslon liabilitiès The charity is the principd employer ofa defined benefft scheme, ￿lch Is closed to new entrants and no future beneffits are accruing. Thè charty's liability frjr the scheme's obligations {net of scheme assets), as determined by an Independent acbjary, at the yearond amounted to £1.982,000 12019.. £1,619.0001. The charity Trustees. policy is to maintain a pension reserve equal in value lo this net defined benefft liability, and lo maintain free reserves al a level of at least £5 million. in part to provide Sup￿ for the chaiity's obligatNMs lo the pension s¢heme. In 2016, the charity ente￿d a deficit re¢overy plan vthh the pension scheme Twstees, under wthi¢h the charity rnakes contribution5 to Ihe scheme 01 £336,000 per year from 1 Oclober 2016 with the deficrt eliminated by 30 June 2021 wth a one-off lump sum payment ofjust over £1 m. In April 2020. due to 14 British Safety Council Report of the Trustees Iconlinued) For the year ended 31 December 2020 COVID-19 the trustees look the deasion to delay the m¢)nthly repay￿nts however payments were caught up in De¢ember 2020. 4.7. Principl risks and uncertainties faciThJ the group At the time of approving the Trustees, report and financial statements. the top organisalional risk was the impa¢t of global economic changes on our primary purpose Irading actikilies. Other risks include.. Financial risk management Our aclivib.es expose us to several finan¢i* risks i￿lUding credit risk, market risk, foreign exchange risk. cash flow risk and liquidity risk. We did not use any financial derivatives during the year under review. Credit risk Our credit risk is attributable to trade re￿1vableS. whKh is managed through ¢redit contr prKesses. Market risk Our investments are subje¢l to Ma￿et movements that may res￿1 in realised and unrealised losses. We manage this risk through Ihe use of professional fund managers. Our investrnenl policy is explained above. Foreign exchange risk Our pnmary purpose trading activities. including our Indian subsidiary, expose us to the risk of changes in foreign currency exthange rates. We yeneralty create a natural hedge by denominating our Income and expenditure in the same currenry. specifically. where possible we denominate income contracts In Bnbsh pounds. We did not use foreign exchange fOr￿drd contracts during the year. Liquidity risk The group maintsins signthcant reserves. which are largely backed by our investment fvnd. A significant proportion of our investments are held in ¢ash aThJ bonds. which are available to meel our liabilities as and when they fall due. 4A. Going concarn The charity Tnjstees consider that Ihere are no malenal unGertainb"es about the group's ability to onlinue. After making enqulnes, the charity Truslee5 have a reasonable exP￿tIon that the gfoLtp and charity have adequale resources to conb.nue In operational existence for the foreseeable future. Accordin9ly, they contsnue to adopt the going Con￿ basis in preparing the Trustee report and financial slalemenls. The trustee$ are supports've of the charitys reSE￿nSe to COVID-19. The effect of COMO-19 ha5 been assessed by the trustees by reviewng the Charty's ongoing forecasts and projections during regular COVID-19 meetsngs to ensure that the charity remains financially viable. As a result. like many other charities, the Trustees have made some difficult decisions lo reduce costs a substantial number of staff put on furlough and a cestruciuring of the charity at the end of October reducing staff number5 by a third. The reslructuring of the business. reducing staff numbers by a third. has significanuy cut the cost base. This together with a shift in product mix lo hvJher margin products ha5 re5utted in a more Stable outlook for 2021. wrth regards to 2021. the most slgniftsnt areas Ihat W*ill affect the charity's net assets are the level of income, inveslrnent fvnd perfomance and dividends and an increase in Ihe liabilrties of the defined beneffl pension scheme. The charity has impmed rts forecasting and budgebng process lor 2021-23 using intemally created models for best and worst case scenario planning which have given the trustees ¢onfi4en¢e in adoptsng the going ¢on¢em basis. 1S British Safety Council Report of the Trustees IconlinLiedl For the year ended 31 December 2020 FUTURE PLANS COVID-19 continues to have a huge impact on our or9anisation, wthether that'5 finanual or people Telated. Athough we have weathered the continuing storm well due to strong. quick and deasive action. there are actions that we st'll need to lake in 2021122 and beyond to ensure that the organisalion continues to recover. We are a smaller org3nisab.on than in the pa$t bLrt V*ith a firm platform from which to grow back lo previous levels and beyond. Specific 2021 obje¢bves are.. Increase our impact by embedding wellbeing to properfy sit alongside health and safety in support of our overall belief that"No one should be inivred or made ill through theirwoth" and reflect this in everything we do as a charity, in partcular in respect of campaigning. Make significant progress in becoming an exemplar in wellbeing as we are in temis of health and safety. One aspect of this swll be addressing known cultural issues, locusing on leadership. behaviours. perfomiance management. and being more prtsa¢tive in temis of inclusion and diversity. This is a key inth'al step in our wdlbeing campaigning roadmap. Improve the cy51omer experienrx, increase online sales I self4erve, and increase efficiency by belter utilising technology. Embrace the new never nom)al world. becoming more agile. innovatsve. flexible. operating ￿th a slart-up mentality. taking deasions faster. delivering in shorter tirrescales. making strategi¢ development a continuous process. and being prepared to change organisats'onal objecliveslpnorities in line wlh ¢hange5 in the extemal en￿ronrnent_ Return to sustainable profftable 9fowth through a combination of.. Targeted incTea5es in revenues, partKularfy in respect of Wellbeing, Mates in Mind. Audit, In- company an¢J Public training Maintaining a very tight control of eosts Improvirg the cuslomer experience., and o By keeping dose to the markets we operate in. ￿ investing for grovAh at the right time to maximise opportunities li.e.. given lead b"rne5. don't wart until recovery has occurred to decide to reinvest} in line wth our evolving strategic priorilies. To meet these corporate objectives, we have defined several overall priorib"es.' Rebooling our campaigning acb.wty Supporting a largety remote business by improving our techno109y Starting to reinvest in the Iwo main technology projects that support working differently Investing in our people lan¢J their wellbeing} and Improving our ¢uttuie Stsrting to operate In a new way in the new worfd Investing in technology to improve Ouf producls. servtis and efficiency Improving our produc15 1 services. In addith.on lo investrnents rnade in areas such a5 wdlbeing, mental health ar￿ Temole 5ervTce prov15ion. the following are fvrther key areas that have been identifi'ed as areas of opportunity to research, develop and ¢•talise on in 2021 and beytsrKI. Increase market share ol NEBOSH NGCIIGC 4bith O n Book Exams OBE the intrtsdudion of OBE for flagship NGC and IGC qualifications in 2020 has removed some of the challenges and costs of delivery of learning and Gruaally, 3$5essrnent in both UK and Intemabonal markets enabling us lo reach further and compete vhth organisations who have local presertce and mat*et share aThY use our brand advantsge Whe￿ possible. COVID restn"¢lions resulb.ng in virtual classroom ￿arnIng has created a more level playing field. ase in frorn rivate dele ate market- markei and competitor insight and experience from new Senior Head of Education. strategic planning wll take place in Q1 2021 to increase our market share of privale delegales ¥thich will provide 51)me benefit In 2021 and increase in 2022 an¢J 2023. More efficient and flexible live online training options that are most cost effective for individuajs will support this. 16 British Safety Council Report of the Trustees Icontinved) For the year ended 31 Decembei 2020 Increase income from ublic trainin we wll in¥esti9ale ifthere is an opportunity to increase reach, income and profitability from additronal public venues. This needs to be balanced with our ability to deliver quality training Live Online. and blended: flexble, I￿lUsive quality training options that are ahead ol our competitors. Branthing out irrto wellbeing trainiThJ enables a¢¢èss to a wider market to support tris. Review and Im rove customer ex erience and su ort for di tance and di arners- over the past few year5 our in¢ome from distanfje leaming has declined with rdatively poor service delivery compared wth leaders in Ihe distsnce leaming market. In contrast, income frgm digltal learning has in¢reased, hO￿*ver there is opportunity to 5ignthcantsy improve the seNce delivery and quality of learning and aftef sales support. Th¢s in lum lead to better reputats"on. markeb'ng and in¢reased sales. Inc￿ased and holisti¢ f(xus on ta et sedor$- Capitalising on lessons learned in previous years Isuch as working with stadia and retail) and more prominently dunng COVID-19. we are idenbfying target sectors that are in need of otjr services le.g.. NHSIHealthcare and university and FE sector) or are experiencing particular 9rowth in current markèt le.9.. logisli¢sl. To be successful the focus must be joined up and multi-departmental, wth policy and cc¥nmunication, membership and Sector interest groups as wetl as events and awards all focused C￿ supportin9 the target sectors to build bland value and impact. vknich wll in tum increase our marketing and sales opportunities. The new sales structure is being put in place wth this strategic approach in mind. Cont4'nue develo Live Online trainin mote audrtin Our strategy is lo ensure we remain ahead ol our competitor5 and abreast of new entrants to an easier to access digital market. Quality of products and delivery must be enhan¢ed with fit for purpose software and teaching methodologies. roved Client ex erience and effioenc - to enable organisab.on to stay abreast of compeb"tors, appeal to a global and expandin9 market and grow in line wth hjture busnÈss plans this is key. Initiatives such as developrnent of Moodle. our website and increased opportunities to 5ell-serve will underpin this. New culture chan ikn"e4) for India- 5*parate invesknent case produced. 17 British Safety Council Report of the Trustees Iconlinuedl For the yeaf ended 31 De￿rnber 2020 STRUCTURE, GOVERNANCE AND MANAGEMENT 6.1. Governing document The govemance arrangements are set out in the British Safety Couwl's articles of assouation as updated on 19 April 2011. 6.2. structure Al 31 December 2020, the Bribsh Safety Council grwp ccwnprises Ihe British Safety Counal and three olty owned subsidiaries, British Safety Council Ilndial LLP. British Safety Counol Sale5 Ltd, and Males in Mind. The ieport of the charity Trustees. strategic report and consolidated financial slalements cover the charitable entity the th￿e subsH*'aries. The charity is a C￿npanY limited by guarantee not ha￿n9 a share capital incorporated in England an Wales. The charity and its subsidiary charity Males in Mind are registered charities in England and Wales with the Chanty Commis&on and with the Office of the Scottish Charity Regulator In Scotland. The mernbers are the charity Trustees of the ¢ompany. In the event of the charity being wound up, the liability in respecl of the guarantee is limrted to £1 per Fnember of the company. 6.3. Our Board and Management Our Board of charity Trustees is currenuy made up of 12 Trustee5 who are also member5 and Directors of the rharilable wmpany Ilhe Gharityl. They set our strategic d1￿ctiOn and are responsible for making sure we uphold our values and governance and delNer our obJ"ectNes. They guide, advise and 5UPPOrt the Chief Execubve. decide how we $pend our money and approve our budgets. They review a schedule of matters reserved to them and delegale certain re5ponsibilitses to Board ¢ommrttees and the Executive team. outjirted beltsw_ The charity Trustees have delegated management of the group to the Chief Executive reports on perftsman¢e againsl the stratègic plans and budget approved by the chanty Trustees. The Chief Executive is supported by the Executive team, each member of which is responsible for discrete ¢rgani5alional ftjncbons. The names of the Chief Exewtrve and Executive team members are sel out on the last page of this document. The Board of charty Trustees exer¢ise its oversight and assuon¢è role thrthjgh a range of mèans. Our Board is structured as follows.. Board of Trustees The main Board Of ¢harity Trustees meets at least quarterty lo remew perfomian¢e and to shape the longer-term fvture of the organisab.on in partnership with the Chief Executive and Executive team. Audit and Risk Committee The audit and risk committee meets at least tsM"ee each year to review the group's system of inlemal control and ils r15k register. The committee also oversees the audit of the group's report and financial statements. Inv•stmenl Committee The investment committee meets at least ts¥ice each year lo review the charity's reserves policy, inve51menl stfategy an¢J petfomian¢e of Ihe investsnent fvnd. 18 British Safety Council Report of Ihe Truslees Iconts"nuedl For the year ended 31 December 2020 6.3. Our Board and Management l¢ontinuedl Campaigns Committee The campaigns committee meets three times per year lo agree policy positions to underpin our inlluenGing and engagement a￿"￿tieS and all pU￿1C pronouncements in our own publications or the media. Qualifications and Award5 Comm•tt•• The qualifications and awards committee meets Ihree times per year lo oversee the activities of our Ofqual re¢ogni5ed awarding bo Ca$h frL¥n it)¥eJtins a¢tNit*s". Reim on thestn*rt$ serw offwAr Pui¢Jk88e of fixTd 8SStts PuicJk7se of t¥ryib* as50ts Purchas¢ of *lbBsIffl￿s Pro¢eeds fiom sale ol Thestfr*rt$ N•t cash Snllow Irom •W•Stin9 acthkns 261.056 188.7381 145.631) 11.564.024) 3.326.017 1,184.720 416.11D {854.7721 1 490.145 142.03) Chan9e In ¢a5h Ilow lor th• year Cash In bar* ai ai i cash Ml banl and ai har￿ at 51 DRcewA>ei 964 135 ¥SS.091 1.819.226 1332.SUg1 1.187.fj80 855,091 27 British Safety Council Notes lo the Financial Statements For the yeaf ended 31 December 2020 PRINCIPAL ACCOUNTING POLICIES Significantjudgements, kèy assumptions and estimatès The preparation of the finan¢ial slaternents in conlormty with generally accepted accounting practice requires the charity TnJstees to make estimate5 and assumptions that affecl the reported amount5 of assels and liabilities at the date of the financial siatements. and the reported amounts of revenue5 afKI expense5 during the reporb.ng period. Actual re5utts may differ from these esbmates. The key ests'mates and assLnnPt'ons used in these consdidated financial statements are sel OLrt below.. Defined benefit ension obli atKJns The financial statements include costs in relation to. and provision for, defined benefit pension obligations. The costs and the present value of any related pen5i9n assets and liabilrties depend on such factors as life expectancy of the members. the retums that scheme assets generate, and the discount rale useil to ¢al¢ulale the present value of the liabilthe5. The charity Trustees use imparb'al actuarial adV￿e to select Ihe values of Critical esb"males. nt ol inve51m nt in subsidiaries Investments in subsidiartes a￿ held at cost. Imparmient rewews are undertaken annually to ensure the carrying value at the balance sheet date Is lower than the recoverable arr￿unt. The recoverable amount has been a55es$ed using e5ts"mations of sales growrth and profitablity. On that basis the Trustees believe the carrying value should not be impaired. Provision for bad and doubfful debt5 An allowance has been made lor bad and doubtful debts based on the expeded recoverability oftrade debtors. The assessment of thi5 15 based on expeetab.ons of future reGovery wthich ha5 been inforlned by past ¢olleclion experience and the aging of the debts. Basis of pr•paration The finan¢ial statements have been prepared.. al Under the histoiical cost Gonventson, except for investmen15, which are inclLHled al fair value. bl In Pounds Sterfing. which is the ftjnctional Cur￿ncY of the group. ) In accordance wth FRS102, the statement of recommended pracbce Accounting and Reporting by Charities. ISORP 2019} and applicable company and Ghantsble law in the UK. The charity is publi¢ benefit enkn"ty. as defined by FRS 102. The accounting policies adopted by the Gharity Trustees a￿ described below. dl On the going concern basis. The Twuslees have gNen consideration to BSC'S expectation to continue a5 a going con¢em. A5 a result of the COVID-19 pandemic, the Trustees have rewewed the organisations ongoing forecasts to ènsure the charity remain finanaally viable. The Trustees have supported the charily in decisive adion lo reduce costs and cash ffow OLrfows through a reslructuring of it$ cost base as well as making use of the Govefnment fudough scheme. wrth regards to 2021, the most signfficant areas Ihat wil affect the charty's nel a55ets are the level of income, investment fund perfomance and dividends and an In¢￿aSe in the liabilities ofthe defined benefit penson scheme. The chanty has improved rts lorecasting and budgeting PTo¢e$s for 2021.23 using inlemally created modds for best and worst case 5cerhario plaAnirvJ. It is noted that there is a degree of inherent variabilty in forecasts. but the Trustees do not consider there to be a material uncertainty in respe¢t of thÈ Group's abilrty to meet its liabilitses as they lall due. In m¥￿'ng this a5se35ment, the Trustees have taken duè regard of the acknons taken lo reduce costs and the availability of the Investrnent fund for short term 5UPPOrt, 5hwld the need wt5e. Having taken all of these lactors Into account. the Trustee5 have a reasonable expectation that BSC has adequate resaurees to continue operatsng for the foreseeable frJture and, lor this reason, ha5 conts"nueil to adopt Ihe going concem basis for preparab.on of the finanual statement5. 28 British Safety Council Notes to the Financia Stslements {continuedl For the year ended 31 December 2020 1. PRINCIPAL ACCOUNTING POUCIES l¢¢ntinu•d) The Ghanty has taken advantage ol the exemption from presenling its vneon501idated Statement of Financial Activibes ISOFAI under secb.on 408 oflhe Companies Act 2006 and rts ur￿onS011dated Statement of Cash Flows under section 1.12 of FRS102. Basis of consolidation The conso15daled financial statements incoryyorate the results of Bri115h Safety Coun¢il, and all its subsidiary undertakings on a line-by4ine ba51S. Fund a¢¢ounting Unrestricted funds are funds which are available for use al the ijiscretv)n of the charity Trustees in furtherance of the general objectives ol the charity and which have not been designated for other purposes. Reslitted funds are funds held on specific trusts. Desgnaled funds are unrestricted funds vA)ich are to be used in accordance vAth spectfic decisNJns made by the charty Trustees. They a￿ reviewed annually. The charity Trustees designate fw)ds to match the net book value oflangible and intsngible fixed a$￿ts. Intsngtble ass•ts Intangible assets are stated at cost less accumulated amortisation. Amortisation is calculated, using the straighl-line method, to allocate the depreciable amount of the assets lo their residual values over their estimated useful lives, as follows.. Website development costs 3-5years Amortisalion Gommence5 Once the asset is brought into use. The ca￿[n9 values of intangible ffixed assets are reviewed for impairment vthen even15 or changes in circumstances indi¢ate the carrying value may not be re¢overatAe. An impaim)ent loss is reco3nised imme(liatety in the SOFA. Tangible fixed assets and depreciation Property, plant and equipment are stated at cost less accumulated depreaation and accumulated impairment losses. Such cost includes costs direcuy attributable to making the asset capable of operating a5 inlended. Depreciaty"on is provided on all property. plant and equipment. at rates calculaled lo write off the cost. less esb"mated residual value, of each asset on a systematic basis over ils expected usefijl lrfe as follovo." Freehold buildings - 70 Chancellors Road Office refurbishment Office fvmiture and fittings Computer harth￿a￿ and software over 40 years 12_S years 4- 12.5 yea 4_8years Freehold land is not deprefiaied. Dep￿cIall￿n commences on¢e the asset is brought into use. The carrying values of tangible fixed assets are reviewed for Impaimient when events or changes in arcum5tances indicale Ihe carrying value may not be recoverable. An impaim)ent loss is recognise(l immediately in the SOFA. Brltlsh Safety Council Notes lo the Finanaal Stsiements Iconlinued) For the year ended 31 December 2020 1. PRINCIPAL ACCOUNTING POLICIES Icontinutdl Investments in subsldiarf•s Investments in subsidiaries are ¢arrie2,215 tr•AIYJ lrfuermJ ltre trealh safety ¥Jw¥Ja ItTrrtn*ni Costs 2.716.996 2WI.Sg5 46.826 1.14B.344 1&).438 J.W,340 33J.033 46.8 3.203.759 J01.207 44.131 1.257.168 155.627 4,160,925 41131 T4)tsi Iwwv¢•s S SJ7 451 2.5aO.909 7,184,619 3 109,817 10.794.436 British Safety Council Notes lo the Financial Slalement5 Icontir)ued} Foi the year ended 31 December 2020 Support cost allocations 2020 lryo¥wYJ 9arisatK IT)yoMry OrgaTrs￿￿ts ￿NI￿l￿r¥ tlrwjh irfc*wiion & & I￿oI￿h It*OL9h Irf￿* Ir4 & ethralM)n & traw*¥J HSS ager¥Ja Total costs GoN*rnartÈ MarogemeN aro a¢friri5tra an reswrces 22.148 S6.203 13.145 72.627 38.666 4.393 49.tr28 124.413 29.[￿$ 104.798 265.936 62.2frJ 344.591 182,957 187,862 11.678 29.635 6.931 38.399 20,388 23,407 234056 $91.403 131.323 766,321 406.870 444,936 115.216 FiTra 149.293 79,266 85.593 98.269 C*pre(ialK Total 507.132 247.J82 547,613 1.141344 130,438 2.580.909 2019 Er*w lrnprm irnlThiduaf$ 9a15aiion erfomi8rre tIY¢xgh ttrKwJh 0￿h & gL#lficaiw)ns & & ethtsiion& Irwirg ageThJa Total cos 47.690 113.625 41.728 131.688 85.759 67.435 59.161 141.202 51.764 783.361 1(6.J85 83.655 122.826 293.1 107.471 339.162 220.872 173.680 15.205 36.290 13.304 41.986 27.342 21.5 303,832 725,172 265.847 838,976 546,%4 429.626 Manageffern ard adrrir¥lraikJD 140.699 51.580 162.779 lo6.￿￿ 83.356 Finance IT Oepreoali TolHI 603.370 488.125 605.528 1.257.167 155.627 3,109,B17 Support costs were all *located based on percentage alkotron of direct costs. Total èxpenditure has b8•n arrfved at aftÈr charylng: 2020 2019 Staff cosl$ Imte 41 Expenses reimbwsed to trLtstees or pai¢J ¢Sredty to th.rd part￿$ lrnte 51 DepreaatK)n of owred assets Irote n Operatry kase payrnerls reo)gTrse(l as an expense A￿lIOr'S rernLnewalK)n- addrtiorol fees in respect of wior a￿ A￿ltI￿$ rernLrerat￿ft- aLxlitir¥J tIE 9rw &cowrts AuJitc¢5 relnwerat￿n- aulrtiry tIE sth5vJrary AuJit(*s reM￿erat￿n- lax compliarte sew¢£s 4.897,464 2.￿2 444.936 11.654 37,425 48,000 11.900 7.880 5.961,OC6 15,296 429,626 23.141 10.000 40.50) 11,3LK) 7,395 British Safety Council Notes lo the Financial Slalements Icontinuedl For the year ended 31 December 2020 STAFF COSTS IGROUPI Staff costs during the year were as fdlovos" 2020 2019 Wages $81ari8S Redur￿anCY co￿$ Soaai se￿ty e¢5ts . E¥)erL5e f(v definea pe￿1￿ Str￿S E¢)ense for defirtd bÈr*frt p•*b)n sthnEs lTrJie 161 4.077.154 5.139.236 114.860 6.826 440.66 524.175 234.750 246.769 44.000 4.UY7.464 5,961,006 The average number of persons employed by the group during the year was 10412019.. 1111. The number of employees whose ewrK4ument5 exceeded £60.01)O was as follows.. 2020 Mumber Numb•r 2019 £60,￿1 . £70.￿XI £70.001 - £80.OQ) £80,001 _ £90,((#J £90,001- £100,CKJO £100,001- £110.000 £110.001 _ £120.000 £120.001- £130.000 £130,001- £140.000 £140,001- £150.000 £150.¢J)1 _ £160.CC#J 14 One employee earning £60.000 or more12019". one) was a deferred member of the defined benefft pension scheme and was a key management personnel_ Nine employees eaming £60.000 or more12019". 141 were members of the defined contribub.on pension stheme and contributions amounling to £57.574 {2019.' £77,243) were paid on their behalf. Seven key management pefsonnel12019.. four) were members ofthe defined conlributim pen510n scheme and contributions amounting lo £48,54212019'. £34,8￿) We￿ partl on their behalf. Total benefits linduding SOCI￿ security costs) in respect of key management personnel during the year were £757.051 12019". £741,4261_ British Safety Council Notes lo Ihe Financial Stsiements IcontinLTred) For the year ended 31 December 2020 TRUSTEES. EXPENSES The charity Tnjstees incurred travel, accommodabon, subsislence and venue costs in lulfilling their dulie5. These costs were eilher reimbursed to the tharity Trustees or paid dire¢lly to third parties. The total amount of expenses reimbursed to charity Trustees or paid direcily to third pa￿e5 during the year amounted lo £2.55212019". £15,2691. The number of ¢harity Trustees reimbursed for expen5e5 or ￿0 had expenses paid direcly by the chanty was five TnJstee512019. Ninel- Indemnity insurance 15 provtded for Ihe char￿ TnJ5tees. The premium paid durin9 the year amounted to £2,29612019.' £2.2961. 6. INTANGIBLE FIXED ASSETS GROUP Webstte DeveWrw)t Toial C051 At 1 Jawary 2020 AddilK 88.738 88.738 At 31 Oecemt*r 2020 88.738 88.738 Amortlsatign At 1 January 2QO Provthd in y*ar At 31 December 2020 Net book ¥alue At 31 Dg¢omber 2020 88.738 88,738 At 31 December 2019 CHARrrY W¢b5il• Oe¥elownent Total Al 1 January 2020 Addit*) 30.319 40.319 At 31 December 2020 30.319 30,319 Amortl$ation At 1 January 2020 Pro4ided in yew At 31 Dwmber 2020 Net book val At 31 Oecernber 2020 30,319 30.319 At 31 December 2019 Brltish Safety Council Notes lo the Financial Statements leonlinued) For the year ended 31 December 2020 7. TANGIBLE FIXED ASSETS GROUP Freel￿ iaTrJ Off¢ce lurnitwè and Computer and building5 ￿frjr￿hrnen1 equipmenl equiwnent Ttst•l At 1 Jan￿ry 2020 Aldilion5 3.012.500 1.404.3 423.532 2.786.786 7.627.208 45.631 45,631 31 December 2020 3.012.500 1,404.390 423,532 2.832.417 7.672.839 Oepreckation At 1 Jarwary 2020 ProvKJed in year 1.211.257 32.5CKI 1.299.389 70.137 328,080 20,089 2.050,790 4.889.516 322.210 444,936 At 31 December 2020 1.243.757 1,369.526 348.169 2.373.000 5,334.452 Net book value At 31 Dttemb¢i 2020 1.768.743 75.363 459.417 2,338.387 At 31 December 2019 1.801,243 105.001 95,452 735,996 2,737,692 CHARITY Fr¢8110ld kind lurnitw¢ Comwrter and b￿bjIr￿ refurbi5hnwrt •qutpment equip￿￿nI Total Cost At 1 Jarwary 2020 AddilvM5 3.012.SC 1.404.390 423.532 2.770.2￿ 7.610,718 45.047 45,047 At 31 D*¢•mbÈr 2020 3.01150C* 1,404.3 423.532 2.815.343 7.655,765 Dgpr¢ciation At 1 Jan￿ry 2020 Fra￿ded hi yeai 1.211.257 32.5C#) 1.299.389 70.137 328.080 20.089 2,048,060 4.886,786 315,930 438,6 At 31 Dec•rnber 2020 1.243,757 1.369.526 348.169 2,363.990 5,325.442 Net book value At 31 December 2020 1.768.743 75.363 451,353 2,330.323 Al 31 D¢¢•mb4r 2019 1.801.243 105.001 95,452 722,236 2,723.932 British Safety Counc51 Notes to the Financial Ststemenls Icontinuedl For the year ended 31 Decembei 2020 8. INVESTMENTS Group 2020 Group 2019 ¢hablty 2020 Charity 2019 Movements on list¢d investments Fair ￿￿e 011 January Acquisilions al ¢osl srK)sal proceeds Net Ilosse$ygain$ on i[￿￿$trnent assets 11.875, 194 1.568.824 13.326.017) 1113,8611 11.109.651 11.875.194 11,109,651 854.772 1.568.824 854.772 11.490.1451 13,326.0171 11.490.145) 1.400.916 1113.8611 1.400.916 Fair value at 31 Cknber 10,004.140 11.87S.194 10,004.140 11.87&194 f•lovtments on equFty Invesknents in group undttskin9$ Cost less pro%ision for Impai￿eTht at l Jar¥Jary Imestmenl in new subsidiary Impaimienl in carying ￿l￿e o15Ltsii*ary 261.470 261.470 Cost less wo%ision Impai￿nefit * 31 Qecemt 261.470 261,470 UK quoted *curltles Equities Fixed inlewt boThJs In￿lment arnl unit tnJsts- UK PUNIC sector fixed Interest AlleMa1￿ assets 3.297.226 1.659.151 753.fy)7 125,307 1.518,745 4.004,687 1.4S3.859 1.244.732 611.355 1.911.568 3,297.226 1,673.641 739, 117 125,307 1.518,745 4.004.687 1.4￿.8$9 1.244.732 611.355 1.911.568 Total UK quoted 9ecvrities 7.354.036 9.226.201 7,354,0 9,226.201 UK quoted over*as securf￿e$ hi¥e5trnenl and unit trusts 2.650.104 2.648.993 2.650,104 2.648,993 Totsl UK quot*d •v*rs*•$ se¢uiitie$ 2,650,104 1648.993 2.6SO.104 2,648.993 IN¥esbn*nt in subsidiari*$ 261.470 261.470 Total value at 31 Decernber 10.Q04.140 11.875.194 10.265,610 12.136,664 Hlstorf¢al ¢ost at 31 December 6,858.019 8.113.03S 7,119.489 8,479,502 There were no security holdings Wth a market vabje of greater than 5% of ihe total portfolio at 310e¢ember 202012019.. none). 37 Brltlsh Safety Council Notes to the Financial Ststements Iwntinued) For the year ended 31 Oecember 2020 British Salety Council Ilndial LLP. British Safety Councl Sales Ltd (company numbeT.' 12368621 and Males In Mind {company number-.10338868. charity number. l 1724601 a￿ ¥thoJly owned subsidiaries ol the Bfibsh Safety Q￿jnc11. The results of the charity'5 wholty owTred subsidiaries for Ihe year ended 31 December 2020.. Brltish Safety 8ri¢rsh Safety Mates In Mind Counc4 Council Sales Ltd {Indial LLP 2020 2020 2020 Income and exp•ndilurn TurTh)ver Cost ol sales & adrT1nislrat￿ eXPe￿S Tax on profrt t moverrtnl in fwbJslr*t {k)ssyprofrt 553,467 1555,5841 218,473 1259,4791 593,960 1584,9581 2.117 41.006 9,002 Balance sheets lntarKJlb￿ fLxed assets TaThJibk fixed assets Debtors Casb at bank a￿1 w) haThJ 58.419 5.496 50.529 231.765 2,569 204.132 110,821 61.274 2,319 Creditors.. aM0￿￿S lallry due less ihaft or* year 1357.581) (79.0691 {371,5891 Net Ilabllitks 140,OS91 15.476 12S,380 The results of the charity's wholty ovmed subsidiarie5 for the year ende(131 DewTrber 2019.. Brilish Salety British Safety Males kn Mind Coun£1 LLP Councl Sa1¢5 Ltd 2019 2019 2019 come and expenditure Turnover Cost of sa￿% & admritstrat￿y e>per6es Tax on profrt I M0￿ment ￿ fur￿￿1 k 452.133 1495,9551 299,717 1299.6531 S.973 590.782 1606.4031 43,822 15.521 8alanc• 8lwets Taryibk assets CEblors Cash al bardL arxl ￿ hatxl Creditors." amr*￿1$ falry d￿ tess thon ytsr 159.030 76.325 1244.7401 112,609 22,823 1109.9031 180.7Y 44.887 1287.8931 Net asset51lliabiltiesl J.495 25.529 34,382 British Safety Council Notes to the Financial Stslemenls Iconlinuedl For the year ended 31 Oecembet 2020 9. DEBTORS Group 2020 Group 2019 Charfty 2020 Charfjty 2019 Trade debtors Olltr debtors from SL*)SK1iary wxlerlak Prepaymerts aThJ accr￿1 irton 797,770 1.794.606 48,473 51.745 484.869 1.462,332 38.834 49,177 424,171 122,391 265,442 256,232 358.815 265,733 1.205,058 2.112,084 1.213.316 1,890,132 10. CRED￿oR5. AMOUNTS FALLING DUE V41THIM ONE YEAR Group 2020 Group 2019 Charity 2020 Chariiy 2019 Trade ueditors OtI￿r codilors Due lo sth5¥Jiary Lwxlertaki Taxation and ststsal securrty Accr￿15 Deferred irLon 915.833 67.157 979.445 29.552 896.705 55.031 911.119 17,503 108.055 32S.540 249.603 377.284 291.831 236.461 623,940 2C6.220 482.007 1,882,199 2.367,419 1.507,880 2,047,352 3.427.19Q 4.249.959 3.043.120 3,8S7.867 11. DEFERRED INCOME Group 2020 Group 2019 Charlty 2020 Chartty 2019 Deferred as at 1 Jamory Deferred irtomiry ￿$oUr￿5 Re*ase of deferred I￿011* 2.367,419 2.158,814 2.047,352 1.963.794 4,711.095 7.648,017 3,894.858 6,169.268 15.196,3151 17.439.4121 14,434.3301 16,085.7101 Deferred ￿COme as at 31 Decefflber 1.882.199 2.367.419 1.507.880 2.047,352 Income is reGognised in accordance wrth the principal accounting policie5. Income received in advance, relating to ￿tUre periods are carried forward in the ba(ance sheet as deferred incorne. 39 British Safety Council Notes to the Finaneial Statements Iconlinuedl For the year ended 31 December 2020 12. SUMMARY OF MOVEMENTS IN FUNDS (GROUPI Movements in fund5 during the year ended 31 December 2020 were as follows.. .6XYYJ (7.W32* 11•529) I,￿￿.05T .J18 30.319 43.371 1332.e91 (8.5281 an4 S ￿￿1.7*¥ IM•WJ 1121Uty 11051739 i¥ 41.151 14S4• 1aQJS 11.61&fKO> 351.LW ￿7.1 11.*l.OX) 11 717*4 11J.461 1•.OthSIg Movements in funds during ihe year ended 31 December 2019 were as follovts.. A*31 1019 rrtB331 IQOXJ 210.1&) 2.731, 1425.6161 iis&s•Ji 1S&61J 134.3ts2J 11.47CO* 11.819.COJ) T•lal Djr 11.X1.r 1404J,g 10.?X 1.M*lS 11.717.•)1 Restrirted funds Funds held by Mates in Mind. which 15 Itself a charitable company, are classed as restricted funds. as these cannot be spent or applied at the discretion of the British Safety Counrjl's Trustees. The deficit on restricle¢J lunds arises from expenditures in the establi5hrnenl and trading of the subsidiary charity. The subsidiary charity Trustees aim lo in¢re35e pnmary purpose trading activities and use any surpluses generated to build modest reserves. Designatod funds The Board's policy Is lo designate funds to match the value of the group's tsnyible and intangible fixed assets and for essential future spending. The transfers from vndesignaled to designated funds is to reflect the net book value of the tangible and intangible fixed assets at the year end. British Safety Council Notes to the Financial Statements Iconlinued) For the year ended 31 De￿rnber 2020 13. ANALYSIS OF NET ASSETS BETWEEN FUNDS {GROUPI Fund babances at 31 December 2020 are represented by.. Undesignated Designated Re5trKtod funds fur lund5 M4le5 in Mind Penslon reseThe Total fund8 Irrtangib* assets Tar¥Jible a5SÈ1$ 1rNest￿EnT5 Curiert asse1￿1&abfft*1 30.319 2.332.891 5B.419 5.496 8,738 2.338.3B7 10,004.140 1402,9061 11.982,0001 10.004.140 1313.6111 189.2951 11,982.OJOI Totsl fund5 9,690,529 2.383,210 25,3BO 1,982.000 10,046,3$9 Fund b￿anceS at 31 December 2019 a￿ represented by". Pension nds atss in M￿d Total fund5 fwd &ssets Tar¥J￿￿ l￿d assets IT￿l￿ert5 CLYrent 8sseisll1iabi￿￿sI Pension lab(ty 2,729.822 7.870 2,737,692 11.875.194 11,276,4B21 11.619,0001 11.875.194 {1.234,2301 142.2521 I1.619.￿)) Totsl funds 10,640,964 1729,822 143821 1,619.000 11.717.404 14. CAPITAL COMMITPAENTS {GROUP AND CHARITY) At the yearorKI, the group had entered into caprial ¢ommth)ents amounting to £175.00012019" nill. The charity has ente￿d into no capital commttrnerrts. 15. PROVISIONS FOR UABILITIES, CONTINGENT ASSETS AND UABIUTIES (GROUP AMO CHARrrYi At the yearond. the 9roup and charity had prwsions for liabilities or ¢ontingenl assets12019.' nill. Ofqual's invests"galion inlo BSC'S regulated qudificatron business. which commenced in Febwary 2019, is not yet conduded. Based on recent correspondence. Ofqual are progressing with regulatory action which may result in withdrawal of recOgn￿"On a5 a regulated awarth.ng organisation and also a fine (including costs). BSC ha5 since wthdrawn from providing all regulated qualifications to new applications. with regulated qUalif￿atIonS business expected to end by June 2023 and rnajorty of qualifications have now passed their operational end dale and are fulty ￿thdraWn. The income from the regulated qualifiGatiofts business has been dKlining since the decision to withdraw in 2020 and future income will be minimal from any re-sit Income. It is not PO55ible to eslimate reliably the potential liability arising from the invesbgation and therelore no proviwon for any fine or costs is included at the balance sheet datE12019". nil). 41 British Safety Councll Notes to the Financial Slalemenls Iconts"nuedl For Ihe year ended 31 December 2020 16. POST EMPLOYMENT BENEFrrs (GROUP AND CHARITY) The ¢harity participates in fv40 retirement benefft schemes. a de)Ined contribution stheme and a defined benefil scheme. Defined contribution sch¢me The charity ¢)perale5 a defined conlrtsjtion 9roup personal penston scheme. All eligible employees are automatically enrolled into the scheme in accordance wth Gurrent legislation. The amount recognised in the SOFA as an expense for the defined c0niribu1￿ scheme is dis¢knsed in note 4. Defined bènèfft scheme The old British Safely CounGil charity operdled a defined benefit scheme for all qualified employees. The assets of the scheme are hdd in a separately administered lund. On 1 July 2003, the liabilib'es in spect of this ￿eme were transferred to the charity- The scheme is dosed. and no future benefits are ac(xuing. The scheme Trustees. policy is to ensure that the ststutory funding objecbve is met by holding suffiaent and appropriate assets lo cover the Val￿ of beneffits accrued up to the triennial valuation date. The scheme Trustees and the charity had agreed a deficit recovery plan under which the charity would contribute £336.000 to the pension scheme in each accounting period through to June 2021, when it was esb"mated that the deficit on the pension scheme would be eliminated with a £1.1m lump sum payment. The most re¢ent triennial actuarial valuation of the scheme bfds carried out as at 1 October 2018. This has been updated for the purposes ol these financial statements to 31 December 2020 by a qualified actuary. In doing so the actuary made approximate allowance for.. a) the payment of benefits., bl the differen( effective date of the ¢alculations. and c} several drfferenl actuarial assumplions. Yh• prlilelp•l actuaviol ¥swrnpw¥nsus•d asai the ￿l•n¢0 th••i dète were.. 202 2018 2017 201$ tjscowl rate Fletwl Price knflaiicn CansumÈrPrre Irth*trJn Pensi￿ e5C*at1(￿ in p•ymert . Pen5Kffi eamed telc¥e 0111aiy2 - Pen5K)n eamed after W09192 26 14 &0 nfa nla med Ilfe •xpoGtsncy In Yea￿ on F•llrem•ni at65: 2020 (years) 20.2 22.4 2019 (yea￿) 20.1 22.3 today Ma￿5 Femaks R•frAng In IQ ye•r4 Maes Ffrmaes 21.S 21.4 42 British Safety Council Notes lo the Financial Statements {conlinuedl For the year ended 31 December 2020 Defined benafft s¢h•m• (continued Arnovnts rqrogni*d in the SOFA •m •$ lollo*$ 2020 2019 exp¥￿￿¢￿19. 112.orN) 158.0 1¥2.OWl {114.OWI Ex¥*cled OD assets 30.ODO AMOUnts￿e09nfj*￿ In olher Comprehe￿Ve iiKom *w• *$tsti•ws 20 Actu￿ L9SS Wrternst income In r* ini&Esl iruone 2.000 4LX.C £114,OOD) {585,OODI ISN,￿0) 97.OWI 1224.ltrj Ckntys in g¥sumNions tr* ¥rts￿l *lue ol sctrtsne IAbhb25 The amounts rettjgnised in the SOFA were induded in the Enhancing Performance ath'vity category. Th* major calegorfesofKheme asyets wrt•rt•g• ￿*￿¥ &%•tsar• A%ftsllo** 2019 n% 71% 1% 13% 11% 4% PJowtw Cash 7% 10 100% 2019 Aelual retthm on 5chemeasS*S 84.t)JO 522.0 Th• d•fi¢il in th• ¥h•m• vias 2020 2019 assets Pre$erf I￿￿￿ne0 r*neS1 (**J* 4.236,000 4.eoi.oco (6.220,0001 (6.220.0th)1 w•t d•fined )*rt•fi1114bility 11,ygIDLhJl 11,619,0tt*1 British Safety Council Note5 to the Financial Statements Iconlinuedl For the year ended 31 December 2020 Defined benefit schem8 Icontinuedl The mov•ffleffl In th• d•fi¢it (Drlhe period wa 2020 2019 DEficit ￿ ltre 5cp*me * tre be9"r￿thq o4ttre pwiTrJ 11,e19.C•JO) 11.887.coJI Em￿ty¢rC￿1ri￿th￿$ Expecteo ￿l￿n On asset$ e￿&1 exk*nse rjn obWl*rt8 AciL4n* Ik)8$ygan 364,COI 538.(IJO 114.000 1112C#)JI 1158.rm} (697,OWI Q24.CW} O•ficS1 In lh• at lh• *nd olthq 1,902.fyJOI 11,619,QCL71 Changes In the value of Ihe deflned beneffllobliylonsare a$lollo*s 2020 2019 OpE*ing fjelned ¢ilytKffj * 1 J* t8￿5t ÈxpEn5e (6.220.OCQI 15.4n.ocoi I112,0￿) 1158.OCfjI 1585,OWI (634,OWI 1114,Olb]I 811.0 BeneM5 PaKI 42.OCiI clo￿￿9 d•fin4d beneflt obll9ation ai 31 O•umD•t 220.0001 16.220,OLbJl Ch•ngo$ In Ihe fair vlue of xheme •ssetsare as ￿10￿￿ 202Q ID19 As5e15 al begnThroJ c4ye¥ ExFeCI￿ r4tthm ￿ a55e15 Aciual ￿luM rAI scheme 38so$, exclLrfIN4 irtwest 4.601.OC•J 3.7￿.Or￿) 114.0 2.OC•J 4O8.ONJ .OW 336.C I811.￿0} {42,OC¥JI aenths pad Awtsatend of year 4238,OOD 4601,0 Th• 4Miliinl•forthe Euryent•nd prevlou5four asfrjllows 2020 2019 20f6 P￿11 ￿ue oldefjned t￿ell c**Jal Fair*1￿ d 5ch&The assets NEt defined benefit liabillty 16.220.rthi (6.270.COI (5.472.rxTri 15.838.c￿O) IS.992.1x￿l 4.W.QW 4.601.¢XII 3.785,IXID 3.776.fA)0 3.666.0 11.*ICOJI 11.615.WOI 11.687.000} 12.C62.0001 12.326,OWJI EX￿rterte 8dyJ¥trnent •tsiry tom $¢twe 118DlIt*$ EiF*rierte a4u3tmert •i5iry th(¥n $¢thne assel {114.IX#)I 11*0) 1155.L 1Z4.th) IC6.WD P89.(Th)} 9.W) 1135.r#xii British Safety Council Notes lo the Financial Sialements Icontinued) For the year ended 31 December 2020 17. LEASING COMMITMENTS {GROUP AND CHARITY) At the year-end, totsl of fvlure minimum lease payments under non-canceliable operating leases, due not later than one year. were £3,22812019. £9.8401. 18. TRANSACTIONS WITH TRUSTEES AND OTHER RELATED PARTIES Trust•ès The charity Trustee5 ￿e1Ved no ￿Muner*'0n for thwf serwces to the tharity during the year12019". Key management personrtol I senior employees who have authority r&sp)n5ibilty for planning. directing and controlling the activities of the group a￿ key management personnel. The narnes of those indiwdual$ who seNed a$ key management personnel during the year ended 31 December 2020 are set out on the last page of this document. Tolal benefits lincluding social sec[￿ty cos151 In respect of key m¥na9ement personnel during the year was £757.051 12019_" £741,426). During the year. as part of the redundancy Pfogramme. an ex￿rab"a payment of £5,273 wa5 made lo Joscelyne Shaw, a fomier member of subsdiary charity key management personnel, recognising the contributs'on during the lomatron 5vbsequent acts"vib"es ofthe subsidiary ¢harity. Intra-9roup transactfions During the year the Charity charged M*es in Mind fees of £29,86212019'. t38.6001 in respect of management services provided by the charty to Mates in Mind. and no licence fee512019." £1.7501 in respect of Mates in Mind's use of the charity's Start the conversath.on IrainiThJ materials. The charity also granled Mate5 in Mind ￿re funding amounb.ng to £97.45212019. £99.5861. The charity Incurred referral fees amountin9 to £55.250 (2019". £79,138) payable to Mates in Mind. The charity a150 charged BSC Sale5 ￿"MIted fees of £76.48012019". 73.0601 in respecl of management services provided. Al the year erKI the net balance due between the charity and each of its sub5idiaTies was.. Du• to I Ifroml charity 2020 2019 Brrtksh Safety co￿1 Ilryjial LLP 8rilish Safely Sales Lld Mates In Mw 289.086 64.858 410.020 57.533 9S.OSS 1108.0SSI The al)ove are services delivered in line with charitable objects. There are no other related party transadions. Othor related party transactions During the year, the income was recorded from sales made to organisats.ons where certain of the trustees or the subsidiary company charity trustees undertake their ernployment duties. These 1ransacb.ons wefe undertaken on normal commeraal terms and amounted to £25.750 in aggregale {2019'. £18,393). Income per related paty can be analysed as follow5." Turner & Townsend Limited £4,15012019." nill, Balfour Beatty PIC £7.34212019'. £18.3931. Bazalgette Tunnd Ltd Iva Tideway) £13,66312019". nil) an¢J Seddon ConslrLthon Ltd £59512019." nd}. British Safety Council Notes lo the Financial Statements Icontinuedl For the year ended 31 December 2020 18. TRANSACTIONS WITH TRUSTEES AND OTHER RELATED PARTIES (continued} Financlal Instrwnents - Group 2020 2019 Dètéor5 7.339 1.819,2 1.857.441 855.091 2.786,565 2.712 532 Fit¥¢ial1gbli1*5- al aTrLYbsed ￿51." Creditors.. f8lhr4 ￿1h￿¢￿t y&8t 1.292,079 1.632,937 Wilh the excepbon of investments of £10.004,140 held at fair value. the group's basic financial tnstruments are measured al amort15ed cost AJI financial liabl￿tieS are of a kind that qualify as basic financial Instruments. Basic financial instrLwnents are inibalty recognised at transaction value and subsequenuy measured at amoflised ¢osl_ Brilish Safety Council Reference and Adminislralive Details For the year ended 31 December 2020 Company number". Charity numbers". 04618713 1097271 in EnglaNJ arKJ Wales SC037998 in Scouand Principal regi$lered office". 70 Chancellors Road Hammersmith Lgndon W6 9RS The Board of Trustees.. LaW￿nCe Wateman Mark Hardy Philip ￿lIe Samantha Peler Peter McGettrick Simon Phillips Stephen Grix David Collins Jennie Amstrong (from 18 March 2020} Prasad 8angalore (from 18 March 20201 Alex Hutchings (from 18 March 2020) Arun MLrttreja (from 18 March 20201 Key management: Michael Robmison Patjl Fa￿eY Sarah Casemo Chief Executive Policy & Engagement director Managing 01￿ctor Mates in Mind (from 18 June 20211 Managing Director Audrt, Training and s￿es Managing Director Qualifications, Oigilal Membership & Operabons Finance Di(￿tOr lfrom 5 July 2021) D1￿Ctor of IT D1￿clOr of Finance (to 12 February 20211 Mana9ing Director Mates in Mind 110 18 June 20211 Roni Kote¢ha Jigna Patel Adil Bhatli Steve Ward Nicola Richards James Rudoni Company secretary.. Banker-. Michael Robinson Barclays Bank ptc. 75 King Street, London. 9HY Irbvestec Wealth and Investment Ltd, 2 Gre$ham Street. LondDn, EC2V 7QN Investrnenl advisers.. Soli¢itor-. Russell-cooke Solicito￿, 2 PLrtney Hill. London, SW15 6AB Auditor.. BDO LLP. 55 Baker Street, London, W1U 7EU 47